Profiling the customer by knowledge gaps

This is part of my blog series on using the principles of Demand Drive MRP and its five primary components. This particular blog focuses around Buffer Profiles and Level Determination or in the marketing sense, profiling the customer by your knowledge gaps. Once the strategically replenished positions are determined, the target levels of those buffers Read More …

Lean Sales and Marketing Cycles are Knowledge Building Tactics

When you discuss Lean Sales and Marketing, PDCA Cycles and how Continuous Improvement can be used; people jump to a couple of basic conclusions. When you throw in additional words like quality, effectiveness and efficiencies they dig deeper and more often than not forget to take a ladder with them. Many of my writings even Read More …

The New Knowledge Management Game eBook

Jack Vinson, a Knowledge Management and Theory of Constraints expert, was my guest on the Business901 Podcast, The New Knowledge Management Game. This is a transcription of the podcast with four pages of additional material that was cut from the podcast.  The New Knowledge Management Game Jack has been a knowledge management advocate and technology Read More …

Has Knowledge Management disguised itself as Lean Marketing?

It is not a disguise it is reality. Your marketing department should be investing many of their resources in capturing and building a structure for knowledge management. It is the core competence of your organization. If you look at the sole purpose of a Lean Marketing department it is disseminating pertinent information to the customer Read More …

Capture Knowledge using the A3 Lean Thinking Process

When using A3s in marketing or for that matter anywhere within the organization has flourished in the last few years and has become one of them most popular Lean Tools. It is being used as reports, proposals but primarily as a problem solving tool. What I think makes the A3 so powerful is that it Read More …

PDCA for Marketing = Knowledge Creation

Professor Ikujiro Nonaka in the book, The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation proposed that organizational knowledge is created through a cycle of continuous social interaction of tacit and explicit knowledge involving four modes of knowledge conversion: Socialization, Externalization, Combination and Internalization. The cycle is a spiral one as each pass Read More …