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Lean A3 for SALES EDCA/PDCA/SDCA
 

Lean A3 for SALES EDCA/PDCA/SDCA

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This is an excerpt from an upcoming book The Lean Engagement Team. It portrays multiple A3s for Sales EDCA/PDCA/SDCA and a sample of Standard Work for a Lean Sales and Marketing Team.

This is an excerpt from an upcoming book The Lean Engagement Team. It portrays multiple A3s for Sales EDCA/PDCA/SDCA and a sample of Standard Work for a Lean Sales and Marketing Team.

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    Lean A3 for SALES EDCA/PDCA/SDCA Lean A3 for SALES EDCA/PDCA/SDCA Presentation Transcript

    • The Lean Sales and Marketing Canvas For EDCA, PDCA, SDCAThe Collaborative Cycleof Sales and Marketing Lean Engagement Team Book Coming Soon!
    • SETTING THE STAGE Will Lean ever be sustained unless sales and marketing are on board? Why start with production if we want to look from the customer’s eyes? Would it be not be more correct if we did Lean sales and marketing first? Why can’t we have Quality in Sales and Marketing?
    • SETTING THE STAGE(cont.)With few exceptions, every time Lean is introduced to sales andmarketing, it was through Value Stream Mapping with the solepurpose of removing waste in the process.They were told what that data meant and as a result what theyshould stop doing.This resulted in neither an increase in sales nor an increase invalue added time with the customer.Salespeople had every right to scream and ignore theconversation. All they were ever told to do was gather data.
    • Lean Engagement Team Value Stream Manager Team Coordinator Sales Team Marketing Communication
    • The implementation and deployment of Lean Sales and Marketingteams must include a clear definition of roles and matching neededtalent to each team.Every organization will deploy differently, there is no cookie cutterapproach.Roles are an important part of this process and the more definitionprovided the more effective the individual Teams will be.Organizations that consider these alignments as an integral part oftheir sales and marketing strategy create strategic advantages overthe competition..
    • The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control poOverview: The Value Stream Manager (VSM) represents the product/service markets and the business. Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points. The Sales and Marketing Team (Team) is a cross- functional group whose number and expertise are derived from the decision-making path of the customer. This Team does the actual sales, providing content, technical functions, trials, testing, etc.
    • The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po Transaction to teams Obtainable goal setting. Willingness to train people. Commitment to measurement Understanding and agreement on the need for processes. Dedication to knowledge capture & sharing internally & externally. Clear-cut business and/or divisional strategy and objectives.
    • Value Stream ManagerIdentify specific products/markets that offer organization bestoptions for growth.Create a value model for each of targeted product or market.Clearly state the organization’s competitive value proposition.Identify the direction needed to enhance that value proposition.Monitor competitive value proposition.
    • Team CoordinatorFacilitating the team’s progress toward their goalEnsuring that work being delivered is in tune w/ customer’s needs.Mentoring the team on Lean processes .Acting as a buffer for outside interruptions.
    • The canvas when completed serves as a guide for the sales and marketing team. It provides the clarity and empowers the team.
    • There should be a canvas created for every value stream and sometimes for every Sales and Marketing team.
    • You can have as many pillars(channels) as needed. Simple Value Streams only have onechannel, one canvas. Others may have a canvas for each channel or customer segment.
    • This entire value stream could be managed by one value stream team or it could be passed to another value stream team that manages only that cycle. It all depends on how you set up your organization. Viewing your value stream/marketing cycle in this manner creates endless opportunities for improvement. It is also much easier to handle the team concept of sales and marketing with a thought process of continuous improvement.The sales and marketing team is a cross-functional group whose number and expertiseare derived from the decision-making path of the customer. The team is first andforemost the listening post for the customer (prospect), providing the customer with theinformation, technology, and support that is required. This is done through aEDCA/PDCA/SDCA cycles that depending on the complexity may constitute an entiresales cycle or just a certain portion of the customer’s decision-making process.
    • TeamsFirst consider the kind of team needed: • Creativity (EDCA) • Problem Resolution (PDCA) • Tactical execution (SDCA)Once youve established the objectives, youchoose a team structure to match it.Without this process you may have creativeteams working on tactical execution or onthe other hand a problem-solving teamworking on a creative solution.
    • SALES EDCA/PDCA/SDCAThe SALES part of the framework is where the sales team gets its directions andcoaching from the team coordinator and value stream manager. Within the actualcycles the sales team is empowered to make their own choices and determine theirown direction to accomplish the goals of that cycle. One of the key considerations indeveloping a team is to determine the objective of the cycle. Is it primarily creativity,problem-resolution, or tactical execution?
    • Sense-making: Give meaning to experience.SALES EDCA Analyze the userMarketing in highly competitivemarkets is about exploring new Locate the people who understand the user and the needspropositions and innovation in theusers domain . The environment Empower the Teamdetermines where to start andcomplex marketing environments Select a limited set of needs you are designing forneed EDCA. Within the actual EDCAcycle the sales team is empowered tomake their own choices and determinetheir own direction to accomplish the Explore Dogoals of that cycle.One of the key considerations indeveloping a team is to determine theobjective of the cycle. In EDCA, we Act Checkstructure for innovation and creativity.
    • Select the initial Problem PerceptionSALES PDCA Analyze the current processPDCA provides feedback to justify ourhypotheses and increase our Locate the people who understand the processknowledge. This allows both thecustomer and us not to be perfect the Empower the Teamfirst time. The rate of change or thespeed of the improvement is a key Select the Improvementcompetitive factor in today’s world.PDCA allows for major jumps inperformance not through massivebreakthroughs but through frequent Plan Dosmall improvements.One of the key considerations indeveloping a team is to determine theobjective of the cycle. In PDCA, we Act Checkstructure for problem-resolution.
    • State the standardSALES SDCA Agree on the methodSDCA documents the current bestpractice and provides the foundation Locate the people who will be on the teamfor all continuous improvement. Itprovides the structure for daily Empower the Teamaccountability and the prescribedperformance to a standard. Part of Select the Team Goals of the ProjectStandard Work is the visual forms thatprovide the line of sight betweenteam members, teams, leaders andcoordinators. Standard DoOne of the key considerations indeveloping a team is to determine theobjective of the cycle. In SDCA, westructure for tactical execution. Act Check
    • EDCA PDCA SDCAHow important is Standard Work? Standard Work puts the food on the table!
    • As the customer/prospect travels throughtheir decision-making process our marketingefforts are implemented in spirals ofincreasing knowledge of their process thatconverge on the ultimate goal, the correctsolution for the customer. The spiral getstighter as we progress. I like to think of it asan increase in cadence. Passing throughfrom one spiral to the next is a result of thecustomer or, better put, the result of ourincrease in knowledge about the customers’problem and the match of our proposedsolution. This handoff from one cycle toanother is typically managed through acontrol point.
    • Marketing CommunicationsHandles the marketing communications for the company.Works closely with Value Stream Managers & Team CoordinatorsProvide support for program strategy and value stream. Web Ezine Mailers Brochure Pricing Presence Social Press Speaking Advertising Referral Media Release
    • Lean Marketing House TrioAvailable on Business901: • PDF – Instant DownloadAvailable on Amazon: • Kindle • CD Rom • Ring bound
    • Marketing with Lean Program Series1. Lean Marketing House Overview2. Driving Market Share3. Marketing with PDCA4. Marketing with A35. Lean Engagement Team
    • Visit the Business901 Website Information on Lean, Six Sigma, Theory of Constraints, Kanban and how they relate to Marketing.• Over 80 Free eBooks• Regular Blog Posts• Podcast with Celebrated Authors, Industry Practitioners and Leading Thought Leaders Our Mission is to bring Continuous Improvement to Sales and Marketing. http://business901.com