This is the Lean Sales and Marketing Workbook in an A3 format.

1. Lean marketing lab
Sales and marketing learning community dedicated to
the user experience.
You can't write and teach Lean Sales and Marketing. It is a Learn by
doing approach. It is choose one problem and solve one problem. What
we can do is provide you a platform through the recommended books and
tools, teach them and incorporate feedback as you put them into practice.
Being part of this community will allow you to interact with like minded
individuals and organizations, purchase related tools, use some free ones
and receive feedback from your peers. There is no cost to join the site
and participate in the discussions. There is a separate paid section
described below for added services.
What makes Lean Sales and Marketing different is the system.
The steps of Lean S & M are first you go and see the initial practice, the
user. Second, you form a working vision from the user experience, an
ideal situation of where the user wants to go. Third, you visualize the
user's process. If you do that, it's obvious to see what your next reaction
should be and when to trigger it.
We introduce the tools into the process very early through the books, PDFs
and Word and Excel documents. It is a form of self-study and exercises to
understand your processes better. They are a way to look at problems, not
solve problems. Many people buy the latest software, the latest book or
even the latest methodology to implement some sort of solution, thinking
it will make them better. What makes you better is using the tool
rigorously, so you understand your problems and your own processes and
then with hard work, take the time to figure out how to solve your prob-
lems. It's this process, that empowers you and which leads you to create
better and more performing processes.
Lean is a journey. As my friend Dr. Michael Balle says,
“Lean is not a revolution; it is solve one thing and prove one
thing.”
I look forward to your participation in the Lean Marketing Lab!
- Joe Dager, Business901.

2. Value Stream Mapping Icons — Draw a few!

3. Service Icons — Draw a few!

4. Draw a few!

5. Where do you perceive your company?
1. Pick only 1 Value Proposition
2. How can you improve it?
3. What strategy will you use for retention?
4. What strategy will you use for acquisition?
5. How will it be managed?

6. How would you sell to your own company?
1. Make a list of diverse vendors and put in order.
2. Describe qualities and relationships you have with each.

7. Sales Sheet— My original Sales and Marketing Funnel
Customer: Date: Proposed Solution:
Opportunity: _________________________________________________ Timing People Money Constraint
Relationship:
Key Issues: _________________________________________________
Resources: Our Range Their Range
Timing: ______________________________________________________
People/Skill: __________________________________________________
Money: ______________________________________________________
Decision Process:
Lessons Learned: ________________________________________________
______________________________________________________________
______________________________________________________________
Future Account Strategy: __________________________________________
______________________________________________________________

8. Is Lean Sales and Marketing a good idea?
Pro Con

9. Root Cause Analysis of Success

10. What you do:
HOW you do WHAT:
Bonus Question
WHY does anyone care?
WHY you do WHAT you do

11. 5Cs of Driving Market Share

12. Sales Sheet— Sales and Marketing Funnel #2

13. SD Logic — Value is derived thru Use
- from the Customer Perspective
Product/Service Functional Emotional Social

16. Empathy Map
What does he/she
See
(environment, friends, what the market offers)
What does he/she
What does he/she Hear
Think and Feel (friends, boss, influencers)
(what counts, preoccupations, worries, aspirations )
What does he/she
Say and do
(attitude, appearance, behavior)
Pain Gain
(fears, frustrations, obstacles) (wants, needs, measures of success)
Adapted from xplane.com

17. What is your Customer’s Hierarchy?
Where do you fit?
How does a customer perceive you?
Can you list where your competitor’s are?
Where do you want to be?

18. Pre-Purchase Purchase Post Purchase
Touchpoint
Functional
Emotional
Social
Front Stage
Back Stage
Support/Resources/
Budget

19. A Journey Map for each Market

20. Sample Improvement Cycle
How will we know it was successful and for whom? What is low cost, low investment, low risk way to try out a solution?
What are the new measures of success? What can we do __ weeks?
What will we learn?
What key questions do we need to ask and answered?
What resources will we need?
How will we gather and capture the data?
People, Time, Money, Skill?

21. What are your Tactics & Strategies?
EDCA
Advancement
PDCA
SDCA
Effectiveness & Time

22. There are two components of the iCustomer Level. One is the depth of your organization’s customer interactions. Second is the Progressions of Economic Value and as it corre-
sponds to a level of Progression of Value Intelligence as described in Pine and Gilmore’s The Experience Economy: Work Is Theater & Every Business a Stage.
Starting on the horizontal axis, review both ends of the spectrum with 0 as no interaction and Co-creation of products as a 10 and the highest form of interaction. On that scale
of 1 to 10, rate the state of interactions with your customers today. It will have more value if you do this by individual customer segments.
On the vertical axis use the Progressions of Economic Value and
corresponding to a level of Progression of Value Intelligence. The
What is your iCustomer
Pine and Gilmore description of each stage suffices for the needed
scaling:
 If you charge for stuff (noise), then you are in the commodity
business
 If you charge for tangible (data) things, then you are in the
goods business.
 If you charge for the activities (service) you execute, then you
are in the service business.
 If you charge for the time (experience) customers spend with
you, then you are in the experience business.
 If you charge for the demonstrated outcome (wisdom) the cus-
tomer achieves, then and only then are you in the transfor-
mation business
The iCustomer level is not a tangible number. It is strictly based
on the degree of interaction your organization needs based on the
products/services it is delivering. You cannot afford to give high
level support when delivering a commodity. Nor can you give a low
level of support when you are part of a transformation. There is
not wrong or right answers but is meant to serve as a guide. It is a
way to create a path for discussion, such as:
 Are we supplying to little or not enough interaction?
 Do we view our position the same as customers do?
 What is (is not) working?
 What is the expectation of the other?
 Who/What needs to be communicated?
 What type of support is needed?
 Can I strip something away and sell it as a commodity?
 Can we add support and sell it as an experience?
I would recommend that you create your own iCustomer chart with your own scaling. Change the vertical axis to your own progression of products (See the The 7 step Lean
Process of Marketing to Toyota). If there are no plans ever to co-create products with a customer, why put it on the horizontal axis? Make the iCustomer your own and debate
it internally and externally. Leave it become a discussion point.
Note: The idea of the iCustomer Level came from the book Designing Your Organization: Using the STAR Model to Solve 5 Critical Design Challenges.

23. Lean Engagement Team Your Engagement Team
 Value Stream Manager
 Team Coordinator
 Sales Team
 Marketing Communication

24. Hoshin Kanri Road Map for Sales and Marketing
Plan Do Check Act
Dream: Images of shared visions on how Design: Align values, Destiny: Co-construct sus-
Appreciative Discovery: Identifying your positive core the best of “What is”
group will function. “What might be?” structures and process tainable learning compe-
into the ideal. “What tencies “How to empower,
Inquiry Design Strategy with X-Matrix Charter Teams thru Policy Deployment Conduct the Experiment
Create business strategy as an experi- Engage the entire workforce in con- Check Progress in Prioritize
SCAN mental design by analyzing the business as ducting the experiment by formally Transform Organization through
a complex system, identifying truly critical chartering departments and teams at Standardized work provides controlled conditions Empower your workforce of Make new knowledge part
factors and their interaction effects . every level in the organization. for execution of the experiment. Promote adher- scientists to check results of standardized work
ence through intensive training in productivity and and make adjustments in through PDCA embedded in
Hoshin Team
quality methods before initiating. real time. Manage excep- daily operations. Coach and
1. Define the elements of Build a midterm strategy Tactical Teams tions through your business mentor to develop leaders
strategic intent and the annual hoshin operating system. at every level.
mission & vision 1. Prepare for the meeting Operational Teams Action Teams Hoshin Team Action Teams
long-term strategy 1. Identify 3-to 5-year 2. Introduce the hoshin
1. Prepare for the meeting 1. Finalize project plans Develop leaders who can Manage visually 1. Promote adherence to
2. Scan environment breakthrough opportu- 3. Discuss the plan
2. Introduce the tactical 2. Apply EDCA methods teach SDCA standardized work
nities
1. Supplier Hierarchy 4. Charter tactical teams project plan
3. Apply PDCA methods  Apprenticeship Visual project 2. Develop leaders and
2. Forecast financial re-
2. Market Fit 5. Study the plan 3. Discuss the operations make succession plans
sults 4. Manage internal and  Kaizen Visual hoshin
6. Complete and confirm plan 3. Train, coach, and men-
3. Journey Maps external customer  Train-the-trainer 2. Conduct meetings
3. Determine measures of
the tactical plans 4. Charter operations connections visually tor
4. Balance Scorecard process improvement  Quasi-apprenticeship Daily 5-minule
teams and unambiguously 4. Repeat the hoshin cycle
5. Value maps 4. Study interdependen- Daily management
 Statistics
Play catchball 5. Study the plan 5. Use scientific methods review
cies
6. President's
rounds 2, & 5 6. Complete and confirm and tools
5. Identify 6 to 12-month Weekly
diagnosis the operations plan Note: Teams at all levels
tactics Monthly
participate in leadership
6. Establish annual targets development, but responsi- Quarterly
for process and results Play catchball bility lies with the hoshin Annual
rounds 2, 3, & 4 team leader.
7. Study new interdepend-
3. Conduct president's
encies
diagnosis
Becoming lean cannot be
Analyze and score
Play catchball, rounds 1 & 5 delegated.
development
Adapted from the book Hoshin Kanri for the Lean Enterprise by Tom Jackson