Business901

Product Marketing

Lean Marketing

Lean your Marketing with Marketing Plan Pro

Business901

Product Marketing

Lean Marketing

Define(Map Current State) Implement (Kaizan) Measure (Lean Metrics)

Develop(Map Future State)

Explore (Value Stream)

Business901

Product Marketing

Lean Marketing

What if your marketing was based on these principles? 1. Deliver what the customer really needs or wants? 2. Which marketing creates value and which creates waste? 3. How can your marketing flow with little interruptions? 4. How will your marketing be balanced? 5. What processes will you institute to achieve future state? Now think about this, what is your customer looking for? 1. Solving their problem. 2. Not wasting their time. 3. Simple Solutions 1. Get them what they want. 2. Where they want it. 3. When they want it.

Business901

Product Marketing

Lean Marketing

Can you have such a thing? Is your marketing team disciplined enough? Is there a better way to market your operation? Is there a more efficient way to advertise, promote, and refer your products or services? Is there a way getting your customer only the information they want and when they want it? Lean marketing is a whole-systems approach that creates a culture of continuously improving processes. It is a system focused on and driven by customers, both internal and external. Lean manufacturing isn’t just an industry buzzword or quick-fix alternative. Increasing competition demands a continuous focus on minimal costs, maximum customer options, fast delivery, and high-quality products and services. Today’s companies must be innovative while focusing on waste reduction, improved leadtime, maximized flexibility, and upgraded quality. Remember the old adage about marketing - only 50 percent of your marketing works, you just did not know which 50 percent. Lean marketing principles will allow you to implement proven strategies. The components of Lean Marketing include Value Stream, Lean Metrics, Current State, Future State, and Kaizan Plan, and these components fit nicely with both the Marketing Plan Pro and the Six Sigma.

Business901

Product Marketing

Lean Marketing

Lean Six Sigma Marketing and Duct Tape Marketing Perspective Overview In today’s business world, both large and small companies are trying to find solutions to be more cost effective, more efficient, and more innovating. One such solution is using a combination of Lean Six Sigma Marketing and Duct Tape Marketing. Let’s first look at what is the traditional approach to Lean Six Sigma, which would be the following DMEDI process: 1. 2. 3. 4. 5. Define the problem or requirements. Measure the process and gather data associated with the problem or requirements. Explore the data to identify a cause and effect relationship between variables. Develop a new process so that the problem is eliminated and the new results meet the new requirements. Implement the new process under a control plan.

Business901

Product Marketing

Lean Marketing

According to Duct Tape Marketing Perspective, a basic marketing plan consists of the following: 1. 2. 3. 4. 5. 6. 7. 8. Marketing Vision Ideal Customer Remarkable Story Product Service Innovation Lead Generation Lead Conversion Service Experience Critical Numbers

By starting with a basic small business marketing plan, like the Marketing Plan Pro powered by Duct Tape Marketing, a business and its employees can adhere to the most recognized quality program in the world. Through such a process, one can develop structure, reduce variances, cut costs, and streamline processes.

Business901

Product Marketing

Lean Marketing

Without understanding these steps in the process, people become confused with what planning and standards are meant to be. Standards are not control mechanisms. Having a process does not stunt creativity. A true standard is actually the direct opposite as it allows time to focus on the creative aspect as it is part of the plan. Standards and plans are dynamic. They let you know where the problem is quicker, where to begin a search for solutions, and prevent you from making the same mistake twice. Continuous improvement cannot happen without a standard. Continuous improvement in any part of the organization is the only true advantage that you have as a company.

So you tell me, is your marketing giving you a sustainable advantage over your competition?

Business901

Product Marketing

Lean Marketing

Define – Ideal Customer, Target Market, Remarkable Story It is extremely important during the defining days of the process to compose and describe the target market and ideal customer. These strategic steps are so often overlooked and under-utilized by small businesses. If these steps are done, and eventually improved upon in the Lean Six Sigma fashion, significant marketing dollars can be saved and used properly to grow the business. The one factor of Lean Marketing that should not be minimized during this process is the use of existing and non-existing customers in defining these terms. Knowing your current state is one of the most powerful tools but is the least understood. Establishing a baseline or as it is so well put in Michael Kennedy’s book, Product Development for the Lean Enterprise: "The root issues must be understood from two perspectives: what is causing them and what stands between how things should be and what they are. Failure to understand will result in widespread wishful thinking and superficial solutions.“ There is a true art to mapping and takes quite a bit of work to become proficient. However, utilizing such marketing planning systems as Marketing Plan Pro will allow you to build that current state of your organization and your product or service. It is important to precisely know where you are and be able to define that to your customer.

Define(Map Current State)

Business901

Product Marketing

Lean Marketing

Define – Ideal Customer, Target Market, Remarkable Story The first step in building a Lean Six Sigma marketing process is Define, which also coincides with Duct Tape Marketing planning system’s Ideal Customer and Target Market. We typically start with a customer by building his present marketing calendar with all his present materials and events. In many cases, after completing just the marketing calendar, the customer realizes how little of his process is actually tied together. Taking it a step further and discussing his target market and ideal customer, they realize the waste in their present marketing process. Michael Collins, in the Manufacturer’s Guide to Business Marketing , talks about the four marketing myths: Myth #1: More sales = More profits. Myth #2: Any customer is a good customer. Myth #3: Build a better mousetrap and the world will come Myth #4: Macro markets are more profitable than niche markets. Michael goes on to say, "It is extremely difficult for a company to design new products, advertise, provide appropriate customer services, or efficiently cover a sales territory if it can’t identify specific customers. And uncover their needs.“

Define(Map Current State)

Business901

Product Marketing

Lean Marketing

Metrics – Critical Numbers, Gap Dashboard The measurements you use determine your success. Having good measurements are the key. Six Sigma is typically seen as a problem solving tool and therefore difficult to relate to marketing. This is where the theory of Lean Marketing will benefit you the most. Measuring simply by results is just not enough in today’s world. Using Lean Metrics measured by drivers are at the heart of making your marketing plan effective. Remember, the purpose of Lean Marketing is to reduce waste and provide to the customer’s needs. Marketing should be effective, efficient, and innovating, while focusing on understanding the customer’s needs. If we keep these thoughts in mind, we will only produce materials of value to a customer and only give the material to the customer when he needs it versus a constant barrage of information. What about using measurements determined by shorter sales cycles and based on starting when the customer need has developed? What about measuring the amount of downloads on a whitepaper and the resulting request for information? What about workshops centered around improving metrics of your customer versus your sales volume? Below are a few guidelines for good metrics: • You must be able to establish a number to it. • Are structured so the number is easily obtainable and updated. • Do not measure everything. • Have key measures that are monitored closely and often. • Used to make you aware of a problem, nothing more.

Measure (Lean Metrics)

Business901

Product Marketing

Lean Marketing

Metrics – Critical Numbers, Gap Dashboard A traditional form of measurement building is the checklist. However, checklists fail to provide much information since it is either completed or not completed. Scorecards are much better measurement devices. A true Six Sigma practice would include an integrated system of scorecards, which should identify not only what to measure and how well parameters satisfy the set of criteria, but also when to measure. Many people believe just completing a marketing calendar is a marketing plan. To be more successful, people need a system for consistent and repeated contacts with their prospects, including a summary of one’s plan for continuous contact and education of prospects until they become clients. In the Marketing Plan Pro powered by Duct Tape Marketing, this need is addressed and built directly into the program. Simple sales forecasts and marketing expense budgets are included, as well as what may be considered more important - key marketing metrics table and the gap dashboard. Just simply looking at any one of these and not all does not provide enough information to see a future trend, and this is what is so important. Going through such an exercise will allow you to see trending and define results, so you will know what to concentrate more time on to grow their business and what to concentrate less time on.

Measure (Lean Metrics)

Business901 Explore - Product Service Innovation

Product Marketing

Lean Marketing

At first glance, there may seem a lack of synergy between these items but when one accepts the fact that it is still in the strategic stages of the development of the marketing plan, the relationship starts coming together. The data needed to identify a cause and effect relationship between two variables can be simply put as Customer Needs and Your Solution. This being said, your product/service innovation must directly relate to solving the customer’s needs. Spending time understanding this market opportunity and applying it to the customer’s requirements is imperative. We must not forget to explore and evaluate these opportunities against our competitor’s offerings. Once this is completed, we would translate the product offering into a Remarkable Story that must be customer centric and fit the organization’s processes and culture. In telling the story, we must commit to something that not only differentiates ourselves from our competition, but is powerful and has the ability to quickly communicate that message. We must also devise an offering at each stage of our sales funnel, which specifically describes the offering in detail so the conversion process can be flawless. Can everyone in your organization tell your story? Does each and every person who is part of your sales funnel know what the specific offerings are throughout the entire process? Do they all know the next step?

Explore (Value Stream)

Business901 Explore - Product Service Innovation

Product Marketing

Lean Marketing

The Value Stream is defined solely by the customer. Your product must meet the customer’s needs at both a specific time and delivered with the required message. The thousands of mundane and sophisticated things that marketers do to deliver a message are generally of little interest to customers. To view value from the eyes of the customer requires needless messages to be reduced. Having identified your ideal customer is to understand all the activities required to explain the benefits of a specific product and, as a result, optimize the whole marketing process from the view of the customer. Sound like a perfect world and impossible to do? Many marketers need to critically evaluate their processes to determine their effectiveness in bringing maximum value to customers. Today’s techniques are creating more efficient methods to deliver targeted messages in the particular manner that customers wish to receive it. It must be remembered that it is our job as marketers to deliver the message in a manner a customer wishes to receive. As an example, one customer wishes to receive less frequent information in written form while another may prefer daily bits of information delivered in a blog. As stated earlier, lean marketing is a system focused on and driven by customers. Optimizing the value stream from their eyes and in an efficient process takes marketing to a level not experienced before. Review your past sales to your ideal customers. Determine when and what was of value to them. That is your value stream and your vision.

Explore (Value Stream)

Business901

Product Marketing

Lean Marketing

Develop – Lead Generation, Lead Conversion, Lead Generation is how we change the marketing process. We take the strategies we have created (ideal client, target markets, remarkable story and how we are going to judge success [measurements]) and put them into a plan through our lead generation trio. The trio is simply Public Relations, Referral and Advertising, which includes categorizing all your efforts, events, ads, articles, and even social media. To be successful, you must have a measurement for everything and do not accept less. If it doesn’t work, justify it with data and stop doing it. We also make use of the Marketing funnel to create a system to ensure the customers needs are met through every step of the process.

Develop(Map Future State)

Business901

Product Marketing

Lean Marketing

Develop – Lead Generation, Lead Conversion, When you then add the Lean Marketing component, Map Future State, we start seeing it all come together. This is the step everyone typically wants to jump to immediately. It is much like project management and thinking that it is just about scheduling. As a result, it is the most abused and where most of the process waste occurs. We make plans and instead of having a sound basis, we use instincts and tools that are not directed and often based on what I call "The Deal of the Week." An example is the practice of placing advertising to reach a mass audience. The thought process is that not only do I reach my core constituency but also others. Forget it! That simply is not going to happen. Do the math! Take your core constituency and divide that by the ad dollars spent. Now, are those ad dollars well spent? Can you do it more effectively through another media? Using your current state map, ask yourself where would you like to be and realistically what time frame can you accomplish this? Map the needed tactics to fulfill the metrics you developed. Take one of the metrics you have mapped in your current state and create a future state map on what is needed to be accomplished through both the Lead Generation process and the Lead Conversion stage. Take it all the way to the finished product, if possible, and then go back and remove any waste in the process. I challenge you to just try this on one metric and see how it would look ideally. Now set your timeline on what is achievable. Use this exercise and you can start understanding value stream mapping much better. Are your processes getting leaner?

Develop(Map Future State)

Business901

Product Marketing

Lean Marketing

Implement(Kaizan) – Service Experience We will now add the Lean component of creating a Kaizan Plan, but first we need to know what is Kaizan. Kaizan is the Japanese word for continuous improvement. It is all about idea submission, not acceptance. Kaizan has three steps. First, create a standard. Second, follow it. Third, find a better way. Now that we’ve mapped our current and future states, we must start implementing. We’ve created the plans, therefore creating a standard. Standards will make life easier because they will create real and lasting value. But for any standard to work, it must be clearly identified and people must be trained in this method. Once the standard is in place, we will then continuously look for better ways to do the work because to be truly of lean fashion, we must realize the work is never done, it is continuously improving.

Implement (Kaizan)

Business901

Product Marketing

Lean Marketing

Implement(Kazain) - Service Experience If you have a sound plan and have the discipline to follow it, implementing the process under a control plan should not be difficult. Why? Control means maintaining the process, keeping operations stable, predictable, and meeting the customer’s requirements. If it is not stable, you are unable to implement it. The purpose of control is very simple. Once the improvements have been made, you should make sure this new process does not revert back to old processes. Old habits die hard. The most difficult part of this process occurred in earlier stages when establishing the objectives or goals. I believe these goals should not be result driven. You do want to have the end in mind, but you must have drivers along the way to see results in real-time. These drivers must be very customer centric. Remember, people do perform on the way they are measured. A simple method for implementation is to follow these four simple words: plan, do, check, act. You have the plan intact, do it, check it against your drivers, and then act upon the knowledge that you now have. This is called the PDCA cycle. Without adding this part into the implementation phase, you will only plan, act, plan, act, plan, act. This will result in little improvement and a return to the old habits to get the job done. Have the patience to do it right. Marketing Plan Pro, Duct Tape Marketing, and Six Sigma are very similar when it comes to taking the process and controlling it. These steps, when followed routinely, make the customer’s experience pleasant and remarkable.

Implement (Kaizan)

Business901

Product Marketing

Lean Marketing

If you would like to learn more about how to use Marketing Plan Pro Contact Joe Dager @ info@business901.com or Phone: 260-438-0411

Sign up to vote on this title
UsefulNot useful