Lean Marketing House in Paperback

A few reasons to consider the Lean Marketing House book:

Is there a reason to use Lean in Sales and Marketing?
Do you have to be practicing Lean in the rest of the company?
Is Lean Marketing the same as Agile Marketing?
How does A3 problem solving relate to Marketing?
Why is Social Media so Lean?
Can your company ever complete a Lean Transformation without Sales on board?
What does Knowledge Creation have to do with Lean?
What are the Lean Marketing Tools?
How would you create a Lean Transformation?
Develop stronger partnerships with your customers?
Provide a methodology to become more precise in your sales and marketing?
Begin a continuous improvement program in your sales and marketing?

I have just received the shipment of Lean Marketing House book in perfect paperback form. That means I no longer have to create the ring-bound version. in celebration of this, the first 100 purchases will include the following:

1. Lean Marketing House Paperback Book
2. Lean Marketing House book on CD (Direct access to the Links Provided)
3. Marketing with A3 Book on CD ((Direct access to the Links Provided)
4. Best in Market by Dr. Eric Reidenbach on CD
5. Membership on the Marketing with A3 website
6. Related audio recordings and eBooks on subject.
7. 10% Discount Code to the Lean Sales and Marketing Summit. (30 day limit)
8. 50% Discount code to Driving Market Share Program (30 day limit).
9. 30 minute free coaching session on Lean Implementation (must be scheduled).
10. All items will be shipped to you (No Downloads).

Book Description: When you first hear the terms Lean and Value Stream most of our minds think about manufacturing processes and waste. Putting the words marketing behind both of them is hardly creative. Whether Marketing meets Lean under this name or another it will be very close to the Lean methodologies develop in software primarily under the Agile connotation. This book is about bridging that gap. It may not bring all the pieces in place, but it is a starting point for creating true iterative marketing cycles based on not only Lean principles but more importantly Customer Value.

It is not about being in a cozy facility or going to Gemba on the factory floor. It is about starting with collaboration with your customer and not ending there. It is about creating Sales Teams that are made up of different departments not other sales people. It is about using PDCA (Plan-Do-Check-Act) through-out the marketing cycle with constant feedback from customers that can only occur if they are part of the process. It is about creating value in your marketing that a customer needs to enable him to make a better decision.

It is about managing a Value Stream Process. This is going to require re-thinking about the way you do business and the way you think about your markets. More importantly the way you think about Value. Value in terms of how your market defines it. Stop thinking about product or even product benefits. Your marketing systems must support the delivery of value to your customer at a much higher rate than your competitor. Targeting that Value proposition through the methods described in this book will increase your ability to deliver quicker and more accurately than your competitor. It is a moving target and the principles of Lean and PDCA facilitates the journey to Customer Value.

This is the only Link that will be provided for this offer.

  Lean Marketing House Perfect Paperback

Related Information;
5 Cs of Driving Market Share
Best in Market
Marketing with A3
Lean Sales and Marketing Summit

Lean Sales & Marketing the Final Frontier for the Lean Enterprise? – Free Webinar

Webinar Registration

Free Webinar...Lean Sales & Marketing:
Title: Lean Sales & Marketing: The Final Frontier for the Lean Enterprise?
Date: Friday, May 6, 2011
Time: 2:00 PM - 2:30 PM EDT
Cost: No fee.
https://www1.gotomeeting.com/register/536606993

Why is Lean Sales & Marketing the Final Frontier for the Lean Enterprise?
Marketing activities such as developing promotion programs, branding, developing ads and writing copy are seen as creative processes that don’t lend themselves to systematization without losing the ability to think outside the box.

Most efforts to improve Sales and Marketing so far have come from Six Sigma or Lean Office programs that largely derive their practices from the production environment.
The personality style of a star salesperson or an innovative marketer clashes with the type of person who is going to embrace standardized processes and continuous, incremental improvement.

If these arguments sound familiar, they are the same ones used ten years ago to keep lean out of Research & Development: breakthrough innovation cannot be standardized, lean manufacturing practices don’t work and star technologists don’t appreciate process excellence. The solution is to recognize that like R & D, sales and marketing functions are knowledge creation processes.

Product developers add value when they deepen their knowledge about the product design and then convert that knowledge into a product that a customer can buy. Similarly, marketing and sales functions add value when they deepen the company’s knowledge about customers and market needs, and then support R & D as they make decisions that lead to products to meet those needs. They also add customer value when they deepen the customer’s knowledge about the product. In fact, the best sales people are those who take the time to deeply understand an individual customer’s needs so that they can recommend the products and services that will best meet those needs.

We will be able to conquer the final frontier for the lean enterprise when we recognize that when the value a process creates is knowledge, it must be managed as a Knowledge Creation Value Stream to maximize the value we get from the knowledge created, and minimize the wastes of knowledge loss, ineffective decision-making.

P.S. You want a fresh approach to marketing that is something other than just a new set of tools. Consider attending the Lean Sales and Marketing Summit. You will get them there. I have a limited amount of discounted tickets, please contact me to check availability.

Related Information:
The Role of PDCA in a Lean Sales and Marketing Cycle
Lean Marketing Creates Knowledge for the Customer
Why Lean Marketing? Because it is the Future of Marketing …
PDCA for Lean Marketing, Knowledge Creation
Lean Marketing Creates Knowledge for the Customer

Does the Juran Trilogy = PDCA?

Rarely, do I find researching a topic so easy as I did in researching Dr. Juran and the Juran Institute for my recent podcast, Business Improvement thru Quality, the Juran Way, with Juran Institute CEO Joe DeFeo. The research started reaching over to my bookcase and reviewing the Quality Control Handbook, 3^rd edition by Dr. Juran. In retrospect, the book has been there my entire adult life.

From what I understand, the greatest difference in Deming vs. Juran thinking is that Deming views are describing a transformation and Juran describes how to manage quality functions. Dr. Juran says quite frankly, that the way you talk quality to executives is through the language of money.

Dr. Juran provided a systematic and linear approach to managing for quality. He looked at improvement on a project by project basis with emphasis on the vital few and useful many (Pareto Principle). This project by project basis closely resembles continuous improvement and the PDCA cycle.

Dr. Juran concepts are explained in the well-known Juran Trilogy which is comprised of three stages: Quality planning, Quality control, and Quality improvement. I have taken the liberty to adjust them to a sales and marketing perspective and hope I did not do too much damage to the overall message. The part in bold is Dr. Juran’s heading.

Quality Planning

1. Identify the customers, both external and internal: Since this is about sales and marketing - customers should be segmented using the Pareto principle placing more of your emphasis on your most important customers.
2. Discover your customers’ needs: Determine not only what your customer values but your market values. But don’t stop there, identify the vital few and useful many that drive these markets.
3. Develop products features that respond to the customer needs: Understanding the vital few and useful many should drive each improvement and innovation.
4. Develop a process that can produce the product features: Be able to engage the sales team into meaningful collaboration with the customer to understand and express what they value.
5. Prove process capability: Determine metrics in achieving these standards.

Quality Control.

1. Choose and establish Measurement: Determine metrics in achieving these goals. These metrics should not be based only on closed sales but also on critical touch points. Use statistical tools for analysis.
2. Measure and interpret actual performance to operating goals: Using statistical tools, data and “tribal Knowledge” interpret the any differences between actual versus standard.
3. Take action on differences: Since you are working off of standards, you should find that differences can be attributed to identifiable causes or breakdowns.

Quality Improvement

1. Prove the need and identify specific projects for improvement: The projects should be identified that will provide the most financial gain (most profitable sale) and the amount of potential (customer evangelism) the project may have.
2. Organize to guide and diagnosis causes: In the Juran type of thinking this may lead to the formation of a Quality Council. In sales and marketing this may be a hierarchy that will look at these decisions from a broader perspective than an individual sales team.
3. Provide effective remedies: Remedies based on root cause and ones linked to the critical to quality issues discussed in the planning stage. This may also include training and additional resources.
4. Provide for control to hold the gains: In sales and marketing we want to prevent backsliding with a customer or prospect. We may institute additional or even a different type of support such as a sales team with a stronger service or product background at this stage.

This post was just an exercise for me to walk through the Juran Trilogy from a sales and marketing perspective. In my mind, I was creating a high level outline for an improvement project in the sales process. The purest of each methodology (Lean/Juran) may beat me up for this comment but the Juran approach does not seem that much different than the Lean/Toyota mindset of PDCA. It resembles a 3-step approach to PDCA. You could possible look at in a macro (1 overall PDCA) and a micro approach (3 individual PDCA cycles). 

P.S. Did you Know: Juran is widely credited for adding the human dimension to quality management. He pushed for the education and training of managers. For Juran, human relations problems were the ones to isolate. Resistance to change—or, in his terms, cultural resistance—was the root cause of quality issues. Juran credits Margaret Mead's book Cultural Patterns and Technical Change for illuminating the core problem in reforming business quality. He wrote Managerial Breakthrough, which was published in 1964, outlining the issue. – From Wikipedia

Related Information:
A Newer Edition: Juran's Quality Handbook 6/e
Understand Scrum, Understand Implementing PDCA
The differences in Lean and Agile
Continuously improving thru PDCA