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Clienti on line. Solo il 2% delle aziende sorprendono il cliente
Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.
INDICATORI NELLE PRATICHE LEAN. RISULTATO DI UN GRUPPO D LAVORO
Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
INDICATORI NELLE PRATICHE LEAN RISULTATI DI UN GRUPPO DI LAVORO
Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
THE WASTES IN THE LEAN MARKETING. A PROPOSED TAXONOMY
The lean management is doing more with less by employing “lean thinking.” It involves never ending efforts to eliminate or reduce wastes in design, manufacturing, distribution, and customer service processes. This paper aims to develop a tools that help companies to identify the wastes present in their strategies and give a priority to different issues identified. Moreover this study, by an explanatory study, aims to measure the results of the application of this tools in the marketing strategies in a sample of 12 SMEs. The main results are that the companies involved in the project have a positive verdict on the model. In particular, the companies say that the model helps to identify more quickly which tools use to improve the level of customer satisfaction. It is easy to use and it can be used by all employees. Above all the model increases the level of knowledge of customers and their needs.
LEAN MARKETING: GLI SPRECHI NELLE STRATEGIE DI MARKETING
La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing.
Wastes and tools in the lean marketing strategy . This paper has been present...
The lean management is doing more with less by employing “lean thinking.” It involves never ending efforts to eliminate or reduce wastes in design, manufacturing, distribution, and customer service processes. One of the key steps in Lean is the identification of which steps add value and which do not. By classifying all the process activities into these two categories it is then possible to start actions for improving the former and eliminating the latter.
This paper aims to :
• Adapt to marketing the wastes identified in the lean;
• Propose some tools that can contribute to the reduction or the elimination of wastes present in the marketing strategies.
• Measure the results of the application of these tools in the marketing strategies in a sample of 10 SME.
Companies must be able to reduce the costs of marketing strategies to be more competitive in an increasingly dynamic market . Therefore it is a key factor to know the areas in which the activities are not value-added . The effectiveness of the tools presented has already been demonstrated in previous studies.
The seven wastes in marketing context are:
1) Overproduction : documents, information, materials or functions of a product in excess. In fact, some goods have functionalities that are not required by the market. These functionalities have been a cost for the company but they are not value for the customer.
2) Inventory : Storage of goods in excess of the demand or lower than market expectations. The stock is the effect of incorrect distribution networks or unexpected variability of the market .
3) Waiting: Also known as queuing, waiting refers to the periods of inactivity in a downstream process that occur because an upstream activity does not deliver on time. The customer does not like to wait , so the company must deliver value quickly. Delays in delivery or delays in responding to customer demand cause loss of market.
4) Transportation: It includes any movement of goods that does not add any value to the product, such as moving materials between workstations or different areas in a point of sell. Improper design of the logistics network increases costs , environmental impact and the waiting time for the customer.
5) Over-Process: It is unintentionally doing more processing work than the customer requires in terms of product quality or features. If a process is not organized or managed properly than it is a waste. For example the incorrect management of the customer relationship cause the loss of market and customer dissatisfaction .
6) Motions : It includes any customer unnecessary physical motions or even unnecessary or difficult physical movements. It involves poor ergonomics or poor usability of product.
7) Defects : In addition to physical defects which directly add to the costs of goods sold, this may include incorrect delivery, or incorrect specifications.
Implementing Assistive Technology
Presented in Oman 2015 - a seminar on issues to consider on ensuring that implementation of Assistive Technologies was effective
Recommended
Clienti on line. Solo il 2% delle aziende sorprendono il cliente
Qual è la risposta delle aziende a delle lamentele on line? Quante aziende cercano di dare delle risposte ai dubbi dei clienti su prodotti acquistati al supermercato? In questo studio, solo il 2% delle aziende fornisce valore aggiunto e inaspettato al cliente. La maggior parte delle realtà non risponde, risponde con molto ritardo o non risolve il problema del cliente.
INDICATORI NELLE PRATICHE LEAN. RISULTATO DI UN GRUPPO D LAVORO
Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
INDICATORI NELLE PRATICHE LEAN RISULTATI DI UN GRUPPO DI LAVORO
Risultati di un gruppo di lavoro che ha coinvolto 8 grandi aziende intersettoriali. L'obiettivo della ricerca è stato quello di identificare 10 indicatori in grado di descrivere il livello di "snellezza" dell'azienda. Gli indicatori sono validi per differenti settori di appartenenza
THE WASTES IN THE LEAN MARKETING. A PROPOSED TAXONOMY
The lean management is doing more with less by employing “lean thinking.” It involves never ending efforts to eliminate or reduce wastes in design, manufacturing, distribution, and customer service processes. This paper aims to develop a tools that help companies to identify the wastes present in their strategies and give a priority to different issues identified. Moreover this study, by an explanatory study, aims to measure the results of the application of this tools in the marketing strategies in a sample of 12 SMEs. The main results are that the companies involved in the project have a positive verdict on the model. In particular, the companies say that the model helps to identify more quickly which tools use to improve the level of customer satisfaction. It is easy to use and it can be used by all employees. Above all the model increases the level of knowledge of customers and their needs.
LEAN MARKETING: GLI SPRECHI NELLE STRATEGIE DI MARKETING
La letteratura è ricca di casi e di testi sulla filosofia lean (manufacturin, office, design accounting, etc), ma ancora poco è stato scritto sull'applicabilità della stessa al marketing. In questo articolo si vedono gli sprechi riconosciuti da Ohno in chiave di marketing.
Wastes and tools in the lean marketing strategy . This paper has been present...
The lean management is doing more with less by employing “lean thinking.” It involves never ending efforts to eliminate or reduce wastes in design, manufacturing, distribution, and customer service processes. One of the key steps in Lean is the identification of which steps add value and which do not. By classifying all the process activities into these two categories it is then possible to start actions for improving the former and eliminating the latter.
This paper aims to :
• Adapt to marketing the wastes identified in the lean;
• Propose some tools that can contribute to the reduction or the elimination of wastes present in the marketing strategies.
• Measure the results of the application of these tools in the marketing strategies in a sample of 10 SME.
Companies must be able to reduce the costs of marketing strategies to be more competitive in an increasingly dynamic market . Therefore it is a key factor to know the areas in which the activities are not value-added . The effectiveness of the tools presented has already been demonstrated in previous studies.
The seven wastes in marketing context are:
1) Overproduction : documents, information, materials or functions of a product in excess. In fact, some goods have functionalities that are not required by the market. These functionalities have been a cost for the company but they are not value for the customer.
2) Inventory : Storage of goods in excess of the demand or lower than market expectations. The stock is the effect of incorrect distribution networks or unexpected variability of the market .
3) Waiting: Also known as queuing, waiting refers to the periods of inactivity in a downstream process that occur because an upstream activity does not deliver on time. The customer does not like to wait , so the company must deliver value quickly. Delays in delivery or delays in responding to customer demand cause loss of market.
4) Transportation: It includes any movement of goods that does not add any value to the product, such as moving materials between workstations or different areas in a point of sell. Improper design of the logistics network increases costs , environmental impact and the waiting time for the customer.
5) Over-Process: It is unintentionally doing more processing work than the customer requires in terms of product quality or features. If a process is not organized or managed properly than it is a waste. For example the incorrect management of the customer relationship cause the loss of market and customer dissatisfaction .
6) Motions : It includes any customer unnecessary physical motions or even unnecessary or difficult physical movements. It involves poor ergonomics or poor usability of product.
7) Defects : In addition to physical defects which directly add to the costs of goods sold, this may include incorrect delivery, or incorrect specifications.
Implementing Assistive Technology
Presented in Oman 2015 - a seminar on issues to consider on ensuring that implementation of Assistive Technologies was effective
Warehouse management and operations. How to increase eirther the performances...
An exhaustive presentation about the warehouse process. The model proposed aim to help managers to organize the warehouse in terms of people, material, and infrastructure. This presentation underline some typical mistakes and risk present inside this environment. It is based on the book "Organizare il Magazzino" Ed. Esculapio, at moment available only in Italian.
Global inclusive design for all, beyond accessible
Presentation from ATIA 2013 on key issues in designing Assistive Technologies that were responsive to language and culture Co authored with EA Draffan
Design for all
This presentation was used as an icebreaker at a QCRI event on successful design - it starts by looking at items designed that are usable by noone
Creating accessibility policy
This was part of a workshop on developing policy held in the Middle East in 2011 - the workshop looked at the issues that need to be considered within public and organisational policy to address the needs of people with a disability
Introduction to Assistive Technology
Old presentations such as this are interesting to view - this presentation from 2010 makes little reference to the wide use of mobile devices, tablets or ebook readers.
Assistive technologies past present and future - 2015
A review of some of the trends in Assistive Technology - delivered for the British Council in Doha - March 2015
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Warehouse management and operations. How to increase eirther the performances...
An exhaustive presentation about the warehouse process. The model proposed aim to help managers to organize the warehouse in terms of people, material, and infrastructure. This presentation underline some typical mistakes and risk present inside this environment. It is based on the book "Organizare il Magazzino" Ed. Esculapio, at moment available only in Italian.
Global inclusive design for all, beyond accessible
Presentation from ATIA 2013 on key issues in designing Assistive Technologies that were responsive to language and culture Co authored with EA Draffan
Design for all
This presentation was used as an icebreaker at a QCRI event on successful design - it starts by looking at items designed that are usable by noone
Creating accessibility policy
This was part of a workshop on developing policy held in the Middle East in 2011 - the workshop looked at the issues that need to be considered within public and organisational policy to address the needs of people with a disability
Introduction to Assistive Technology
Old presentations such as this are interesting to view - this presentation from 2010 makes little reference to the wide use of mobile devices, tablets or ebook readers.
Assistive technologies past present and future - 2015
A review of some of the trends in Assistive Technology - delivered for the British Council in Doha - March 2015
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Global inclusive design for all, beyond accessible
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