Applying baldrige to marketing by Doug Brock, Kendall Electric


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Marketers, managers, and leaders will learn how application of the fundamental principles in the Baldrige criteria can help them improve their processes for listening to customers, building customer relationships, and using customer information to improve their marketing functions. “Applying Baldrige to the Marketing Function” provides insight to how marketing efforts are frequently channeled into departmental silos and ideas on how to eliminate barriers between departments.

Learn to avoid common pitfalls such as: valuable customer feedback from the sales force being relegated to anecdotes in sales reports; customer and market information never finding its way into the strategic planning process; key measures and benchmarking not being used to address challenges and opportunities; and voice of the customer being assumptions as opposed to fact-based findings. Marketers, sales personnel, product managers, small business owners and senior managers will learn how some of the United State's best run companies use the framework of the Baldrige criteria and straight forward evaluation tools such as Approach-Deployment-Learnings-Integration to ensure marketing can realize its full potential.

The presentation includes interactive question, answer, and example sessions to reinforce the content and make attendees think about how presented material matches their experiences and own organizations. The presentation is based on the criteria from the Baldrige Performance Excellence Program and Doug Brock's experience both as an examiner in Tennessee's Baldrige-based award program and his work with clients in applying the criteria in their improvement efforts. Attendees to this presentation walk away with concrete questions to ask of themselves and their organizations. The questions are relatively simple and common sense, but the answers are powerful in their ability to help you understand what your customers consider key to your ongoing relationship and engagement with them.

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Applying baldrige to marketing by Doug Brock, Kendall Electric

  1. 1. Applying Baldrige to the Marketing Function Tear down the silos in your marketing activities. Doug Brock
  2. 2. Doug Brock <ul><li>Marketer, salesperson, and fan of the Baldrige Criteria from the Baldrige Performance Excellence Program. </li></ul><ul><li>Automation Engineer </li></ul><ul><li>Kendall Electric </li></ul><ul><li>Associate Board Member and Examiner </li></ul><ul><li>Tennessee Center for Performance Excellence </li></ul>
  3. 3. Tear down the silos in your marketing activities
  4. 4. <ul><li>“ Marketing momentum does away with the need to sell!” </li></ul>
  5. 5. Sales doesn’t get it!
  6. 6. <ul><li>Who doesn’t get it? </li></ul>
  7. 7. Author Unknown <ul><li>The sales department isn’t the whole company, but the whole company better be the sales department. </li></ul>
  8. 8. Marketing versus Sales
  9. 9. Focus Should Be
  10. 10. Overcome Silo Mentality
  11. 11. Overcome Silo Mentality
  12. 12. What do you really know?
  13. 13. Anecdotes Become Poison
  14. 14. CRM becomes the furnace that has to be fueled!
  15. 15. <ul><li>Voice of the Customer </li></ul><ul><li>Management by Fact </li></ul>
  16. 16. Best Practices for Eliminating Anecdotal Information?
  17. 17. Eliminate Anecdotal Information K&N Management Owner and operator of Mighty Fine Burgers, Fries and Shakes Licensed area developer of the four Austin Rudy’s Country Store & Bar-B-Q 2010 recipient MBNQA
  18. 18. Overcome Silo Mentality
  19. 19. Herb Kelleher, Cofounder of Southwest Airlines <ul><li>“ We don’t have a Marketing Department; </li></ul><ul><li>we have a Customer Department.” </li></ul>
  20. 20. <ul><li>Sounds great but how do you make it work? </li></ul>
  21. 21. Marketing and Sales must learn to dance together
  22. 22. Continuous Improvement
  23. 23. Best Practices of Process Thinking in Marketing and Sales?
  24. 24. MEDRAD Global market leader of diagnostic imaging and therapeutic medical devices and services 2010 recipient MBNQA
  25. 25. Overcome Silo Mentality
  26. 26. The most important thing for us is…
  27. 27. <ul><li>&quot;To satisfy our customers' desires for personal entertainment and information through total customer satisfaction“ </li></ul><ul><li>Not even close--the worst mission statements... </li></ul><ul><li>January 25, 2005 </li></ul><ul><li>Seth Godin’s Blog </li></ul>
  28. 28.
  29. 29. Most Important Goals for Marketing and Sales?
  30. 30. <ul><li>Midway USA </li></ul><ul><li>JUST ABOUT EVERYTHING for Shooting, Reloading, Gunsmithing and Hunting </li></ul><ul><li>2009 recipient MBNQA </li></ul>
  31. 31. Overcome Silo Mentality
  32. 32. Baldrige Fundamentals
  33. 33. Baldrige Framework
  34. 34. Organizational Profile Sets Context
  35. 35. <ul><li>Answer questions based on what’s important to you </li></ul>
  36. 36. Evaluate Answers Using the Four Process Evaluation Factors
  37. 37. <ul><li>Measure Results that are Important to Answers </li></ul>
  38. 38. <ul><li>Use Evaluation and Results to Improve Processes </li></ul>
  39. 39. Baldrige Framework
  40. 40. Silos Exist
  41. 41. Overcome Silo Mentality
  42. 42. Summary
  43. 43. <ul><li>Questions? </li></ul>