Working with Lean in Sales and Marketing have afforded me the opportunity to see tools in a different way. It has allowed me to see them from what I might call an outside-in perspective. Where most Coaches and Trainers come from the internal world of development and manufacturing, I came from primarily a management and more specifically a sales and marketing background. 
When applying Lean to Sales and Marketing, I have relied on what might be called the Marketing Gateway of EDCA-PDCA-SDCA. These are three separate and distinctive cycles that we derive from based on where we enter the decision-making path of the customer. The fundamental goals of all these cycles should be one of discovery, learning and adaptability with a shared responsibility from a team for a successful outcome. Viewing your value stream/marketing cycle in this manner creates endless opportunities for improvement. It is also easier to handle the team concept of sales and marketing with this outline. This implies that the sales and marketing teams must be engaged in effective problem solving and learning.
The struggle can be where do we start? If the customer chooses the path for us by requesting a standard product or using an automated sales function, the answer can be quite simple. However, what if a human would have to intervene? What would we do? I like to add a seldom used improvement cycle which I call the Reflection cycle of Lean, CAP-Do. I like to think of Checking and Acting as corresponding to Looking (Listening) and Thinking. Just working through Checking and Acting may establish the direction for a particular sales/marketing cycle and the appropriate structure. Are you looking for innovation (EDCA), problem resolution (PDCA), or tactical execution (SDCA)? Once you have established the type of cycle needed, you can choose the appropriate team structure to match it. If there is a lack of clarity, you continue the cycle to formulate a hypothesis and execute a complete CAP-Do cycle.
CAP-Do should be our first step. Starting with Check is not a new phenomenon. I have 3 books on my shelf that have used it from notable authors like Brian Joiner, Yoji Akao, and John Terninko. They recommend using it in a very similar way when practicing Product Development, Hoshin Kanri and other Lean Management type efforts.
Without this process, you may ending trying to solve the wrong problems or creating poor team structures. For example, you may have creative teams working on tactical execution or, on the other hand, a problem-solving team working on a creative solution. What do you think of CAP-Do as a starting point for a Lean Sales and Marketing effort?
CAP-Do (More Info): What makes CAP-Do so attractive is that it assumes we do not have the answers. It allows us to create a systematic way to address the problems (pain) or opportunities (gain) from the use of our products and services.
Lean Marketing eBooks (More Info): Excerpt from the Lean Marketing House