A presentation using this slide deck is available in the Training Content on the Business901.com website. The Lean Marketing Lab presentation is a summation of the Lean Marketing House 2 –day workshop. It discusses how you can start a lab in your own organization and how you should proceed. I think it is very difficult to bring Lean Sales and Marketing to an organization without a consultant. The supply and demand side seem to be at great odds with each other and with their own agendas in most organizations. It is one of the reasons Lean has had limited success in entering the sales and marketing arena.

1. We are CONNECTING!

3. Lean Sales and Marketing is essentially a knowledge transfer
system; it's a training system on how to define knowledge gaps and
close them.

5. Lean Sales and Marketing approach is to leave your customer be the
professor, the Sensei, who will take you through a certain number of
exercises (their decision making steps), the customer leads.

7. Lean Sales and Marketing is targeted
to certain kinds of organizations who
actually enjoy learning. Who are
committed to continuous improvement
as opposed to just doing things and
running things as they are.

8. What makes Lean Sales and Marketing different is the system. The
steps of Lean S & M are simple:
1. Go and see the initial practice (Gemba), the user.
2. Form a working vision from the user experience, an ideal
situation of where the USER wants to go.
3. 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.

9. Lean Sales and Marketing is incredibly powerful.

10. You can't write and teach Lean Sales and Marketing.
It is a Learn by doing approach.
EDCA PDCA SDCA

11. What will Lean bring
• High Morale
• Engagement
• And…

12. 

13. The trouble
with Lean

14. Paperwork

15. Led

16. Conform
or else

17. How can we encourage
support everyone to be
responsible for Lean?

18. Sales and Marketing
needs to have a process for
improvement.
PDCA
Six Sigma
Triz
ISO
Malcolm Baldridge
Quality Circles
BPR
Taguchi
Kaizen
A3 (PDCA)

19. All based
on
Scientific
Experimentation

20. Lean is about Gaps
• Knowledge Gap – difference between company perceptions of
customers expect and what customers really expect
• Standards Gap – difference between company perceptions
and service quality specifications
• Deliver Gap – difference between perceived expectations and
actual service delivery
• Communication Gap – difference between what is delivered
and what is communicated
• Perception Gap – difference between what customers expect
and what they actually receive

21. It’s simply about getting
from point A to B
What provides direction?

22. Intuition Based or

23. Data Based

24. Metrics are simple numbers that
measure the effectiveness of your
business.
• Metrics reduce arguments based on opinion.
• Metrics gives you answers what really works.
• Metrics show where your strengths are.
• Metrics allow you to test anything.
• Bosses love metrics.

25. Why is it tough to engage?
• Focus is challenged
• Communication is inconsistent
• Lack of Predictability
• Risks

26. People > Process
President
Administration Sales Finance Quality Operations
Foreman
Group Leader
Line
Assistant
Organizations design
process which are copies of
their existing structures

27. President
Administration
SalesQuality
Operations
Organizations must change to develop a
more collaborative structure.

28. Teams
solve problems
better than
individuals
How do you engage?

29. I use
POT
A method many learned in college!

30. Progress
Ownership
Transparency
Refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto

31. What is
Progress?
Gaps

32. Standards –
Current State
• Expectations
• Upward Communication
• Metrics
• Visual Controls
• P.S. Standard work is layered

33. Change in Standards –
Moving to Future State
• Expectations
• Upward Communication
• Metrics
• Visual Controls
• P.S. Standard work is layered

34. Future State
Don’t shoot
for the moon!

35. Future State
Incremental
Steps

36. Future State
Smaller Time Frame the better

37. Organize Tasks in
doable chunks
This Week Next Week Next Month

38. Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP

39. Future State
Small Mistakes are repairable

40. Ownership
Do you fight for ownership or is it managed?

41. Lean
Champion
comes down
looking for
data.

42. Sales says Data? -Who me?

43. Looking for Data!

44. Yeah, you!

45. Cooler Minds
prevail

46. We agree to not disagree

47. It’s
that
leading thing

48. People will go above and beyond
..if part of solution

49. Teamwork is an individual skill
You must be
• Willing to find problems
• Own the problem
• Solve the problem

50. How
• See a problem = Document it
• Own problem = 1 owner
• Solve problem = Openly Discuss it
….which leads to…

51. Transparency

52. Transparency
• Not welcomed in most organizations
• Creates Work
• Responses
• Letters
• Additional responsibilities
• Recordation

53. Follow the 2
Pizza Rule
- Amazon, Jeff Bezos
Make it manageable

54. Inside Sales
Outside
Sales
Engineering
Team
Leader
IT
Break into Groups

55. Smaller Groups
• Informal communication
• Better assignment of tasks
• Easy Manageable Tasks
• Increase participation
• Reduces Information needed to be processed
• Provides Clear Line of Sight

56. Line of Sight
Know what your Team Members
are doing:
• Daily Standups
• Weekly Tactical
• Monthly Strategic
• Quarterly Strategic

57. What about that “I” thing?
Team Players must be willing
• Progress
• Own
• Transparent

58. Lean
Starts with You

59. http://leanmarketinglab.com
• Over 130 Free eBooks
• Regular Blog Posts
• Free Tools
• Discussion Groups
• Podcast with Celebrated Authors, Industry
Practitioners and Leading Thought Leaders
Our Mission is to bring
Continuous Improvement to Sales and Marketing.

60. 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