The Lean Sales and Marketing Canvas

For EDCA, PDCA, SDCA

Lean Engagement TeamBook

Coming Soon!

PDCAThe Collaborative Cycle of Sales and Marketing

Will Lean ever be sustained unless sales and marketing are on board?

Why start with production if we want to look from the customer’s eyes?

Would it be not be more correct if we did Lean sales and marketing first?

Why can’t we have Quality in Sales and Marketing?

SETTING THE STAGE

With few exceptions, every time Lean is introduced to sales and marketing, it was through Value Stream Mapping with the sole purpose of removing waste in the process.

They were told what that data meant and as a result what they should stop doing.

This resulted in neither an increase in sales nor an increase in value added time with the customer.

Salespeople had every right to scream and ignore the conversation. All they were ever told to do was gather data.

SETTING THE STAGE(cont.)

Lean Engagement Team

Value Stream Manager

Team Coordinator

Sales Team

Marketing Communication

The implementation and deployment of Lean Sales and Marketing teams must include a clear definition of roles and matching needed talent to each team.

Every organization will deploy differently, there is no cookie cutter approach.

Roles are an important part of this process and the more definition provided the more effective the individual Teams will be.

Organizations that consider these alignments as an integral part of their sales and marketing strategy create strategic advantages over the competition..

The Value Stream Manager (VSM) representsthe product/service markets and the business.

Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points.

The Sales and Marketing Team (Team) is a cross-functional group whose number and expertise are derived from the decision-making path of the customer. This Team does the actual sales, providing content, technical functions, trials, testing, etc.

The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points.

Overview:

The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points.

Transaction to teams

Obtainable goal setting.

Willingness to train people.

Commitment to measurement

Understanding and agreement on the need for processes.

Dedication to knowledge capture & sharing internally & externally.

Clear-cut business and/or divisional strategy and objectives.

Identify specific products/markets that offer organization best options for growth.

Create a value model for each of targeted product or market.

Clearly state the organization’s competitive value proposition.

Identify the direction needed to enhance that value proposition.

Monitor competitive value proposition.

Value Stream Manager

Facilitating the team’s progress toward their goal

Ensuring that work being delivered is in tune w/ customer’s needs.

Mentoring the team on Lean processes .

Acting as a buffer for outside interruptions.

Team Coordinator

I have been using the Business Model

Generation Canvas as my outline for

individual Value Streams.

So have a lot of others..

The canvas when completed serves as a guide for the sales and marketing team. It provides the clarity and empowers the team.

There should be a canvas created for every value stream and sometimes for every Sales and Marketing team.

You can have as many pillars(channels) as needed. Simple Value Streams only have one channel, one canvas. Others may have a canvas for each channel or customer segment.

This entire value stream could be managed by one value stream team or it could be passed to another value stream team that manages only that cycle. It all depends on how you set up your organization. Viewing your value stream/marketing cycle in this manner creates endless opportunities for improvement. It is also much easier to handle the team concept of sales and marketing with a thought process of continuous improvement.

The sales and marketing team is a cross-functional group whose number and expertise are derived from the decision-making path of the customer. The team is first and foremost the listening post for the customer (prospect), providing the customer with the information, technology, and support that is required. This is done through a EDCA/PDCA/SDCA cycles that depending on the complexity may constitute an entire sales cycle or just a certain portion of the customer’s decision-making process.

First consider the kind of team needed:

• Creativity (EDCA)

• Problem Resolution (PDCA)

• Tactical execution (SDCA)

Teams

Once you've established the objectives, you choose a team structure to match it. Without this process you may have creative teams working on tactical execution or on the other hand a problem-solving team working on a creative solution.

SALES EDCA/PDCA/SDCAThe SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager. Within the actual cycles the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. One of the key considerations in developing a team is to determine the objective of the cycle. Is it primarily creativity, problem-resolution, or tactical execution?

SALES EDCAMarketing in highly competitive markets is about exploring new propositions and innovation in the users domain . The environment determines where to start and complex marketing environments need EDCA. Within the actual EDCA cycle the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle.

One of the key considerations in developing a team is to determine the objective of the cycle. In EDCA, we structure for innovation and creativity.

Do

CheckAct

Explore

Select a limited set of needs you are designing for

Empower the Team

Locate the people who understand the user and the needs

Analyze the user

Sense-making: Give meaning to experience.

We make knowledge explicit with a canvas.

SALES PDCAPDCA provides feedback to justify our hypotheses and increase our knowledge. This allows both the customer and us not to be perfect the first time. The rate of change or the speed of the improvement is a key competitive factor in today’s world. PDCA allows for major jumps in performance not through massive breakthroughs but through frequent small improvements.

One of the key considerations in developing a team is to determine the objective of the cycle. In PDCA, we structure for problem-resolution.

Do

CheckAct

Plan

Select the Improvement

Empower the Team

Locate the people who understand the process

Analyze the current process

Select the initial Problem Perception

We make knowledge explicit with a canvas.

SALES SDCASDCA documents the current best practice and provides the foundation for all continuous improvement. It provides the structure for daily accountability and the prescribed performance to a standard. Part of Standard Work is the visual forms that provide the line of sight between team members, teams, leaders and coordinators.

One of the key considerations in developing a team is to determine the objective of the cycle. In SDCA, we structure for tactical execution.

Do

CheckAct

Standard

Select the Team Goals of the Project

Empower the Team

Locate the people who will be on the team

Agree on the method

State the standard

We make knowledge explicit with a canvas.

EDCA PDCA SDCA

How important is Standard Work?

Standard Work puts the food on the table!

Example of Team Member Standard Work

Example of Team Leader/Coordinator Standard Work

Example of Value Stream Manager Standard Work

As the customer/prospect travels through their decision-making process our marketing efforts are implemented in spirals of increasing knowledge of their process that converge on the ultimate goal, the correct solution for the customer. The spiral gets tighter as we progress. I like to think of it as an increase in cadence. Passing through from one spiral to the next is a result of the customer or, better put, the result of our increase in knowledge about the customers’ problem and the match of our proposed solution. This handoff from one cycle to another is typically managed through a control point.

Marketing Communications

Ezine Mailers Brochure Pricing Web Presence

Social Media

Press Release Speaking Advertising Referral

Handles the marketing communications for the company.

Works closely with Value Stream Managers & Team Coordinators

Provide support for program strategy and value stream.

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Lean Marketing House Trio

Marketing with Lean Program Series

1. Lean Marketing House Overview 2. Driving Market Share 3. Marketing with PDCA 4. Marketing with A3 5. Lean Engagement Team

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