An overview on how to implement EDCA (Explore - Do - Check - Act) in the field of Lean Sales and Marketing. Also includes an outline for standard work.

1. EDCA
for the
Lean Engagement Team
Book
Coming Soon!
The Collaborative Cycle
of Sales and Marketing

2. Please review Lean Marketing Canvas
before preceding.

3. Explore thru 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.

4. 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

5. Successful Lean teams are iTeams
Teamwork is an individual not group skill
Individuals must take responsibility for…
• the quality and productivity of each team
• relationships they are part of
• individual accountability
• the larger, shared tasks or deliverables

6. Customer Experience will mimic
your Employee Experience
• Know your team, design for
personal & social needs
• Build fun/pleasure/satisfaction into
activities
• Design cycles based on desired
customer experience
• Embrace motivators like power,
autonomy & belonging

7. Explore when Problem is unknown
EDCA =
• What is?
• What If?
• What Wows?
• What Works?

8. EDCA is a Journey in the Customer’s Playground

9. EDCA is closely related to Service Design Thinking
Stage 1: Exploration
Stage 3: Reflection
Stage 2: Creation
Stage 4: Implementation

10. Lean Engagement Team
Value Stream Manager
Team Coordinator
Sales Team
Marketing Communication

11. 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
Overview:

12. SALES EDCA/PDCA/SDCA
The SALES part of the framework is where the sales team gets its directions and
coaching from the team coordinator and value stream manager. Within the actual
cycles the sales team is empowered to make their own choices and determine their
own direction to accomplish the goals of that cycle. One of the key considerations in
developing a team is to determine the objective of the cycle. Is it primarily creativity,
problem-resolution, or tactical execution?

13. SALES EDCA
Marketing in highly competitive
markets is about exploring new
propositions and innovation in the
users domain . The environment
determines where to start and
complex marketing environments
need EDCA. Within the actual EDCA
cycle the sales team is empowered to
make their own choices and determine
their own direction to accomplish the
goals of that cycle.
One of the key considerations in
developing a team is to determine the
objective of the cycle. In EDCA, we
structure for innovation and creativity.
Do
CheckAct
Explore
Select a limited set of needs you are designing for
Empower the Team
Locate the people who understand the user and the needs
Analyze the user
Sense-making: Give meaning to experience.

15. Do
CheckAct
Explore
Select a limited set of needs you are designing for
Empower the Team
Locate the people who understand the user and the
needs
Analyze the user
Sense-making: Give meaning to experience.

16. The SALES part of the framework is where
the sales team gets its directions and
coaching from the team coordinator and
value stream manager.

17. S: Sense-making: Give meaning to experience
• Create a point of view statement that defines the
efforts to understand connections which can be
among people, places, and events.
• Understanding the problem space is many times as
important as understanding the user.

18. A: Analyze the user
• Define and study the user to develop insights as a
starting point for defining value.
• Review and focus on the service period to determine
the pre-service, service and post service durations.
• What are the points of concern?

19. L: Locate people who understand the process
• List the members of your team
• Including position and role they will play.
Name Position Role

20. E: Empower the Team
• Team is autonomous and completely responsible for
the tasks within this stage
• Clarity is most critical factor for empowering a team
• Why are we doing this project? Is it clear to all participants?
• What are we going to do? How will it be measured?
• Who is responsible for each task? Who does it involve?
• How must is to be accomplished? How do we review?
• Where will it take place? Where can the data be found?
• When must it be complete?
• Outline Meetings, Daily Stand-ups, Weekly
Tactical, Monthly Strategic and others

21. S: Select a limited set of needs you are
designing for the user.
• Create user stories based on this set of needs.
• Team agrees to the goals and outcomes expected for
this particular cycle
• Team accepts responsibilities of outcomes.

22. Within the actual cycle the sales team
is empowered to make their own
choices and determine their own
direction to accomplish the goals of
that cycle.

23. E: Explore
• Observe, Think and Feel: Planning is not done in
isolation. Visit customers, go to Gemba for planning.
• Visualization: use imagery to envision possible future
conditions
• Journey Mapping: assess existing experience through
the customer’s eyes
• Value Chain Analysis: assess the current value
chain that supports the customer’s journey

24. D: Do the plan
• Act and Engage: look and generate new alternatives to
the existing business model
• Mind Mapping & Brainstorming: generate insights
from exploration activities and use those to create
design criteria
• Concept Development: assemble innovative
elements into a coherent alternative solution
that can be explored and evaluated

25. C: Check (Study) see if improvement was made
• Analyze and optimize: isolating and testing the key
assumptions that will drive success or failure of a
concept
• Rapid Prototyping: express a new concept in a tangible
form for exploration, testing, and refinement
• Customer Co-Creation: enroll customers to participate
in creating solution that best meets their needs

26. A: Act (Adjust)
• Relate and Influence: No matter how good of a idea
you have, the key is still in gaining acceptance of
others, build constituency .
• Has exploratory needs been completed? If not,
reconsider.
• Can we improve through a Learning Launch (PDCA)
• Create an affordable experiment
• Let UX the new solution over an extended period
• Test key assumptions with market data.
• Document the steps to complete hand off.

27. Example of Team Member Standard Work

28. Provides Line of Sight for Team at Daily Standup

29. Team Coordinator/Leader Standard Work

30. Line of Site for resources needed at weekly tactical
Can auto-populate or be completed by hand.
Easily used as part of the task board in a War
Room type environment. Virtual Teams can use
something as simple as Google Documents or
many other popular software packages.
Providing a visual, simple and
easily access document is the key.

31. Value Stream Manager Standard Work

32. Line of Site for Goal review at Monthly Strategic

33. EDCA uses 10 Basic Tools
• Visualization: using imagery to envision possible future conditions
• Journey Mapping: assessing the existing experience through the customer’s eyes
• Value Chain Analysis: the current value chain that supports the customer’s journey
• Mind Mapping: generating insights from exploration activities
• Brainstorming: generating new alternatives to the existing business model
• Concept Development: assembling innovative elements that can be explored
• Assumption Testing: isolating and testing the key assumptions that will drive
success or failure of a concept
• Rapid Prototyping: expressing a new concept in a tangible form for exploration,
testing, and refinement
• Customer Co-Creation: enrolling customers to participate in creating the solution
• Learning Launch: creating an affordable experiment that lets customers experience
the new solution over an extended period of time, so you can test key assumptions

34. The Toolset utilized and the diagram
is from the book
Designing for Growth

35. 7Cs of Co-Creation
Source: McColl-Kennedy
1. Co-operate (compliance)
2. Collate (sorting, assorting, synthesising)
3. Combine complementary skills, knowledge, expertise
4. Connect eg with family, friends, service providers, support groups
5. Co-learning
6. Co-produce(self service, co-design, new service development)
7. Cerebral activities (eg positive thinking, reframing, emotional regulation)
When you think about co-creation you jump to innovation. There are other parts to co-
creation and how you co-create depends on the level of trust you have with customers.

36. Resources
Books:
This is Service Design Thinking: Basics - Tools - Cases
The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion
Business Model Generation: A Handbook for Visionaries, Game Changers, and
Challengers
Designing for Growth: A Design Thinking Toolkit for Managers
Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality
Get Clients Now!(TM): A 28-Day Marketing Program for Professionals, Consultants,
and Coaches
Websites:
Janet R. McColl-Kennedy: Co-creation of Value and S-D logic

37. Available on Amazon:
• Kindle
• CD Rom
• Ring bound
Available on Business901:
• PDF – Instant Download
Lean Marketing House Trio

38. Marketing with Lean Program Series
1. Lean Marketing House Overview
2. Driving Market Share
3. Marketing with PDCA
4. Marketing with A3
5. Lean Engagement Team

39. http://business901.com
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