Introduction To Lean Software Development And Value Stream Mapping
Mapping the Value Stream in Lean Marketing
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Transcript of Mapping the Value Stream in Lean Marketing
Joe Dager – Business901
Lean Thinking • Identify Value
• Map Value Stream
• Create Flow
• Establish Pull
• Seek Perfection
Map Value Stream Current State Metrics
Value Add/Non
Future State
Kaizen
Map Value Stream
Current State
Metrics Value
Add/Non Future State
Kaizen
Identify Value Acquisition Retention Monitor
5 Cs of Driving Market Share
Map Value Stream
Identify
Segments
Relations
Opportunity
Value
Define Value
Define Quality
Acquire
Value Gaps
Performance Gaps
Retain
Loyalty
Defection
Monitor
Measures
Outline
5 Cs of Driving Market Share
CTQ’s of Customer
Quality
Improvements
Map Value Stream
Identify Value Acquisition Retention Monitor
5 Cs of Driving Market Share
Identify Value Acquisition Retention Monitor
Identify Value Acquisition Retention Monitor
Identify Value Acquisition Retention Monitor
Identify Value Acquisition Retention Monitor
Identify Value Acquisition Retention Monitor
Map Value Stream
Awareness Evaluation Purchase Delivery After Sales
Lead
Conform
Negotiate
Identify Value
www.businessmodelgeneration.com
Beth Comstock GE
Journey of the Customer Experience
Handout TISDT
Channels
Customer Decision Making Process: 1. Awareness - How do we raise awareness about our products and services?
2. Evaluation - How do we help customers evaluate our Value Proposition?
3. Purchase - How do we allow customers to purchase products/services?
4. Delivery - How do we deliver a Value Proposition to customers?
5. After sales - How do we provide post-purchase customer support?
Awareness Evaluation Purchase Delivery After Sales
Access Engage Customize Connect Collaborate Advocate
Awareness Evaluation Purchase Delivery After Sales
Involve Influence Interact Intimacy Commit Refer
Pre-Purchase Purchase Post Purchase
Lean Marketing Game
In Lean Thinking: Banish Waste and Create Wealth in
Your Corporation, Revised and Updated by Womack and
Jones, the authors introduced the five core concepts.
The Experience Economy by B. Joseph Pine and James H. Gilmore
introduced work as a Theater & Every Business a Stage
Setting the Stage
It takes more than one to play!
Pre-Purchase Purchase Post Purchase
Line of Interaction
Line of Visibility
Line of Internal Interaction
There is a deck of cards for each progression of economic value and value Intelligence
The Experience Economy by B. Joseph Pine and James H. Gilmore
Environment
Visible to Customers
Audience
Customer Actions
Back Stage
Support not seen by
Customers
Actors
Your Company's
Engagement Team
Each Deck has 4 Categories
Services – Information
Environment Web Portal is created for customer
with needed files uploaded and
internal contacts that may be
needed.
Audience Customer engages with outside
sales on particular project need.
Back Stage Purchasing updates pricing and
availability of external support
required. IT assures web portal is
functioning.
Actors Sales discusses opportunity seeking
understanding of present situation,
next steps of process. Recommends
available resources customer can
draw from.
On 1 side is an actual example
Services – Information
The other side is blank!
Business901
The Game!
Identify Value
Pick where you are at in the market place
for a particular Product(Service)/Market!
For example you may be selling services!
Services – Information
Environment
Visible to Customers
Audience
Customer Actions
Back Stage
Support not seen by
Customers
Actors
Your Company's
Engagement Team
Separate your cards and place on Board!
Pre-Purchase Purchase Post Purchase
Line of Interaction
Line of Visibility
Line of Internal Interaction
Decide which happens before purchase and after purchase and
by who!
Customer Experiences (Actions)
On Stage Actions
Back Stage Actions
Support Processes
Pre-Purchase Purchase Post Purchase
Customer Experiences (Actions)
On Stage Actions
Back Stage Actions
Support Processes
Line of Interaction
Line of Internal Interaction
The result looks something like this!
Put in order and post reaction to each customer experience.
Not every experience requires a reaction.
Pre-Purchase Purchase Post Purchase
Customer Experiences (Actions)
On Stage Actions
Back Stage Actions
Support Processes
You can name the columns if you would like
Engage Connect Customize Collaborate Advocate
11
9
2
13
8
4
12
10
5
7
1 3
18 17 16
6
20
15 14
Use answer key to create discussion
Engage Connect Customize Collaborate Advocate
Advance work includes a Kanban
and limiting Work in Process
250 150 75 75 50
Engage Connect Customize Collaborate Advocate
More advance work includes setting
your budget..
$5,000 $2,000 $2,000 $1,500 $3,000
Engage Connect Customize Collaborate Advocate
Marketing
Service IT
IT
Sales Acctng
Purchasing
Sales Service Sales
Consultant Vendor Vendor
Marketing
Partner
Service
Sales Service
IT
and creating self-organizing teams
Engage Connect Customize Collaborate Advocate
For all of the Lean waste zealots out there
Engage Connect Customize Collaborate Advocate
Flip the cards over and start
Pre-Purchase Purchase Post Purchase
Customer Experiences (Actions)
On Stage Actions
Back Stage Actions
Support Processes
Establishing customer touch points!
Pre-Purchase Purchase Post Purchase
Documenting your front stage reactions
Pre-Purchase Purchase Post Purchase
On Stage Actions
Determine support and environment needed
Pre-Purchase Purchase Post Purchase
Back Stage Actions
Determine internal and external
partners and vendors
Pre-Purchase Purchase Post Purchase
Support Processes
Pre-Purchase Purchase Post Purchase
Access Engage Customize Connect Collaborate Advocate
Discuss and arrange in order
You have
Mapped your Value Stream
Beth Comstock GE
Customers require more touch points and interaction.
Journey into the Customer’s Playground
Metrics Based Process Mapping
Involve Influence Interact Intimacy Commit Refer