Managing Customer Value
Lean’s culture ties to PDCA or PDSA is exactly what limits Lean’s success in sales and marketing. I may even go out on a limb and say it will limit the success of the The Lean Startup’s Build-Measure-Learn methodology being applied effectively to sales and marketing. The reason is that these theories are based on Read More …
Recently I wrote a blog post, Value Stream Mapping should be left on the Shop Floor that some people took as a reflection on Value Stream Mapping versus my real intentions focused on the efforts of many consultants trying to force fit Lean into sales and marketing. I have certainly been guilty of that at Read More …
So much has been written about Buyer Personas, Empathy Maps, etc., I have resisted sharing how I create mine. I am not sure that I can add anything new, but a slightly different perspective may be worth something. I have found most Personas as an exercise that is seldom done in the sales and marketing Read More …
This outline is not an in-depth user analysis by any stretch of the imagination. It is more for the product-orientated company that needs a simple wake-up call about defining their customer base. I still struggle with narrowing the focus of customers when face with the decision of where to direct their marketing efforts. This outline Read More …
From my blog post, Do you only Listen through your Ears?: Empathy is a major differentiator between the traditional process methodologies of Six Sigma, and I say this tongue–in-cheek, Lean. Many times when you review Design for Six Sigma, Lean Startup, Lean Product Development, and Lean Design (the list goes on), seldom when you search Read More …
In my Lean Sales and Marketing work, I have become quite intrigued with the CAP-Do Cycle and Scenario Thinking. You can find out more information on the Lean Sales Method page and Planning with Scenarios. Both of these methods have taken traditional Lean thinking, and we might say turned it on its head. Instead of Read More …