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.

Value Stream Mapping Icons — Draw a few!

Service Icons — Draw a few!

Draw a few!

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?

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.

Opportunity: _________________________________________________

Key Issues: _________________________________________________

Sales Sheet— My original Sales and Marketing Funnel

Customer: Date:

Resources: Our Range Their Range

Timing: ______________________________________________________

People/Skill: __________________________________________________

Money: ______________________________________________________

Proposed Solution:

Timing People Money Constraint

Relationship:

Lessons Learned: ________________________________________________

______________________________________________________________

______________________________________________________________

Future Account Strategy: __________________________________________

______________________________________________________________

Decision Process:

Is Lean Sales and Marketing a good idea?

Pro Con

Root Cause Analysis of Success

What you do:

HOW you do WHAT:

WHY you do WHAT you do Bonus Question WHY does anyone care?

5Cs of Driving Market Share5Cs of Driving Market Share

Sales Sheet— Sales and Marketing Funnel #2

SD Logic — Value is derived thru Use - from the Customer Perspective

Product/Service Functional Emotional Social

Pain

(fears, frustrations, obstacles)

Gain

(wants, needs, measures of success)

What does he/she

See

(environment, friends, what the market offers)

What does he/she

Hear

(friends, boss, influencers)

What does he/she

Think and Feel

(what counts, preoccupations, worries, aspirations )

What does he/she

Say and do

(attitude, appearance, behavior)

Adapted from xplane.com

Empathy Map

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?

Pre-Purchase Purchase Post Purchase

Touchpoint

Functional

Emotional

Social

Front Stage

Back Stage

Support/Resources/

Budget

A Journey Map for each Market

Sample Improvement Cycle

What is low cost, low investment, low risk way to try out a solution?

What can we do __ weeks?

What will we learn?

How will we know it was successful and for whom?

What are the new measures of success?

What resources will we need?

People, Time, Money, Skill?

What key questions do we need to ask and answered?

How will we gather and capture the data?

What are your Tactics & Strategies?

EDCA

PDCA

SDCA

Effectiveness & Time

Advancement

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.

On the vertical axis use the Progressions of Economic Value and

corresponding to a level of Progression of Value Intelligence. The 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?

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.

What is your iCustomer

Value Stream Manager

Team Coordinator

Sales Team

Marketing Communication

Lean Engagement Team Your Engagement Team

Hoshin Kanri Road Map for Sales and Marketing

Appreciative

Inquiry

Plan Do Check Act

Discovery: Identifying your positive core the best of “What is” Dream: Images of shared visions on how

group will function. “What might be?”

Design: Align values,

structures and process

into the ideal. “What

Destiny: Co-construct sus-

tainable learning compe-

tencies “How to empower, Design Strategy with X-Matrix Charter Teams thru Policy Deployment

Check Progress in

Conduct the Experiment

Transform Organization through

Prioritize Create business strategy as an experi-

mental design by analyzing the business as

a complex system, identifying truly critical

factors and their interaction effects .

Engage the entire workforce in con-

ducting the experiment by formally

chartering departments and teams at

every level in the organization. Standardized work provides controlled conditions

for execution of the experiment. Promote adher-

ence through intensive training in productivity and

quality methods before initiating.

Empower your workforce of

scientists to check results

and make adjustments in

real time. Manage excep-

tions through your business

operating system.

Make new knowledge part

of standardized work

through PDCA embedded in

daily operations. Coach and

mentor to develop leaders

at every level.

Action Teams Action Teams Hoshin Team

Hoshin Team

Operational Teams

Tactical Teams 1. Define the elements of

strategic intent

mission & vision

long-term strategy

2. Scan environment

1. Supplier Hierarchy

2. Market Fit

3. Journey Maps

4. Balance Scorecard

5. Value maps

6. President's

diagnosis

Build a midterm strategy

and the annual hoshin

1. Identify 3-to 5-year

breakthrough opportu-

nities

2. Forecast financial re-

sults

3. Determine measures of

process improvement

4. Study interdependen-

cies

5. Identify 6 to 12-month

tactics

6. Establish annual targets

for process and results

7. Study new interdepend-

encies

Play catchball, rounds 1 & 5

1. Prepare for the meeting

2. Introduce the hoshin

3. Discuss the plan

4. Charter tactical teams

5. Study the plan

6. Complete and confirm

the tactical plans

Play catchball

rounds 2, & 5

1. Prepare for the meeting

2. Introduce the tactical

project plan

3. Discuss the operations

plan

4. Charter operations

teams

5. Study the plan

6. Complete and confirm

the operations plan

Play catchball

rounds 2, 3, & 4

1. Finalize project plans

2. Apply EDCA methods

3. Apply PDCA methods

4. Manage internal and

external customer

connections visually

and unambiguously

5. Use scientific methods

and tools

Develop leaders who can

teach

Apprenticeship

Kaizen

Train-the-trainer

Quasi-apprenticeship

Statistics

Note: Teams at all levels

participate in leadership

development, but responsi-

bility lies with the hoshin

team leader.

Becoming lean cannot be

delegated.

Manage visually

SDCA

Visual project

Visual hoshin

2. Conduct meetings

Daily 5-minule

Daily management

review

Weekly

Monthly

Quarterly

Annual

3. Conduct president's

diagnosis

Analyze and score

development

1. Promote adherence to

standardized work

2. Develop leaders and

make succession plans

3. Train, coach, and men-

tor

4. Repeat the hoshin cycle

SCAN

Adapted from the book Hoshin Kanri for the Lean Enterprise by Tom Jackson