• Like

Flow and Pull in Lean Marketing

  • 697 views
Uploaded on

The presentation that uses this slide deck is available in Train Section at Business901.com. Lean Sales and Marketing is built upon the philosophy that there has been a subtle shift to knowledge as …

The presentation that uses this slide deck is available in Train Section at Business901.com. Lean Sales and Marketing is built upon the philosophy that there has been a subtle shift to knowledge as the way to engage, develop and retain your customer base. The sales and marketing team must act as a vehicle to cultivate ideas not only within their four walls but more importantly from their customers and markets. If this is true, how do create new knowledge? How do we learn? Most studies show that we learn best by doing and by being forced to resolve our perspective with those of others who disagree with us. This means that you have to encourage contradictions and be willing to push the envelope with your customers.

More in: Business , Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
697
On Slideshare
0
From Embeds
0
Number of Embeds
3

Actions

Shares
Downloads
11
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Joe Dager – Business901
  • 2. Lean Thinking • Identify Value • Map Value Stream • Create Flow • Establish Pull • Seek Perfection
  • 3. • Knowledge is limited at beginning • Key information not known • Feedback to justify hypotheses • Customers changes mind • Each Cycle Closer to the Goal PDCA = Knowledge Creation
  • 4. Wisdom Understanding Knowledge Information Data Introduce The Experience Economy by B. Joseph Pine and James H. Gilmore
  • 5. • You charge for the demonstrated outcome customer achieves Transformation – Wisdom • You charge for the time customers spend with you Experiences – Knowledge • You charge for the activities you execute Services – Information • You charge for tangible things. Goods – Data • You charge for stuff Commodities – Noise The Experience Economy
  • 6. • Shared Lessons, PDCA, Cost Reduction Kaizen & Learning • VA/VE, Supplier Develop, Study Groups Joint Improvement • Data Collect, Common Language, Timely Communications Information Sharing • Eng. Excellence, Oper. Excellence, Problem Solving Compatible Capabilities • Measures, Feedback, Target Pricing, Cost Mgrmt Control Systems • Alliance, Interdependence, Parallel Sourcing Interlocking Structures • Trust, Respect, Mutual Prosperity, Genchi Genbutsu Mutual Understanding Understanding of Supplier Hierarchy
  • 7. Kaizen & Learning Joint Improvement Information Sharing Compatible Capabilities Control Systems Interlocking Structures Mutual Understanding PDCA PDCA PDCA PDCA PDCA PDCA PDCA Continuously Improve your marketing Customer Hierarchy
  • 8. • Find Owners • Keep Score • Prioritize • Develop Review • Collect Data • Improve Plan • Customer Needs • Determine Drivers • Define Indicators • Monitor Progress • Corrective Action Act Plan DoCheck
  • 9. • Customer’s Decision Making Path • Reaction to support that • Identify Resources needed • Identify People needed to deliver PDCA = Flow to Pull
  • 10. Implemented in spirals of increasing knowledge of the customer’s situation
  • 11. Establish Touch Points
  • 12. Our Steps Plan Offer Order Loyalty Cust. Steps Identify Evaluate Purchase Advocate Sales Territory Deliver Close In Touch Mrktg Budget Mtrl. Updates Case study Tech Segment Trial Manage Support Mirror Customer Decision Process
  • 13. Pepper & Rogers for Microsoft
  • 14. Flow-Gamification
  • 15. Core Principles of Gamification 1. Knows Who Playing 2. Build Positive Emotions 3. Easy to Learn, Hard to Master 4. Design for On-boarding, Habit-Building, Mastery 5. Light the Way – Progressive mechanics 6. Unlock greater challenges and opportunity 7. Intrinsic motivators: Power, Autonomy, Belonging Source: Amy Jo Kim
  • 16. Create Pull • Access • Attract • Achieve
  • 17. Create Pull Access • Not about “Stocks of Knowledge” versus “Flow of Knowledge.” Attract • Being part of customer conversations. Achieve • Supported by a broad collection of people and resources which you can pull from.
  • 18. Create Pull - Access Value – in – Use Service and Products are a means to an end Value Co-Creation Not for customers rather with customers Trust Real value with all stakeholders
  • 19. Create Pull - Attract Touch-points Mirror Customer Decision Making Process Service Dominant Logic Product: Service is left over after removing products Service: Product and Service are enablers for co-creation
  • 20. 7Cs of Co-Creation Source: McColl-Kennedy 1. Co-operate (compliance) 2. Collate (sorting, assorting, synthesising) 3. Combine complementary skills, knowledge, expertise 4. Connect (family, friends, service providers, support groups) 5. Co-learning 6. Co-produce(self service, co-design, new service development) 7. Cerebral activities (positive thinking, reframing, emotional regulation)
  • 21. Create Pull - Achieve Engagement
  • 22. Hyve