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.
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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.
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.