Random Collection of Marketing Slides, Lean, Action Research
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A collection of sales and marketing, marketing research slides that I posted over the last few months on LinkedIn primarily.
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Random Collection of Marketing Slides, Lean, Action Research
- 2. The Action Research Guidebook: A Process for Pursuing Equity and Excellence in Education by Richard D. Sagor and Charlene Denise Verreen Williams Using Action Research and Lean In Marketing
- 4. Most of the mistakes in thinking are inadequacies of perception rather than mistakes of logic. — Edward de Bono Marketing Action Research enables: • Validation of data • Problem-based learning • Creation of new knowledge • Better use of core-capabilities • Increased customer communication • Evidenced-based decision making Contact me to learn more about the upcoming Lean Marketing Lab program: Conducting Marketing Action Research
- 5. J.W. Marriott Jr. considers these to be his most powerful words. “What do you think?”
- 6. HOW TO Reflect (CAP-Do) D: Do (Enact our Decision) • Stop what we don’t want to do • Create Standard Work for what not to change (SDCA) • Create Hypothesis for what to change (PDCA) • Create Plan to start something new (EDCA) SDCA Decisions EDCA Dilemmas PDCA Problems Complexity Uncertainty
- 7. Understand Connect Validate Extend "The Gentle Art of Reperceiving" - Pierre Wack
- 8. The Problem with Lean, Is the Problem Lean Thinking Cycles SDCA Decisions (Obvious) EDCA Dilemmas (Complex) PDCA Problems (Complicated) Complexity Uncertainty CAP-Do Reflection (Chaotic)
- 9. © Chan Kim & Renée Mauborgne. All rights reserved. How Humanness Is Built In The Process Atomization Breaks the challenge down into small, concrete actions so that people can have the confidence to act on them step by step First-hand Discovery Allows people to see things that they never saw before and realize the need for change themselves Fair Process Recognizes people for their intellectual and emotional worth, building trust and inspiring there are voluntary cooperation.
- 10. Are we positioning salespeople for success? Skills needed: • Action Research • Facilitation • Social Media • Presentation & Speaking • Reflective Thinking and Inquiry
- 11. What keyconcepts is the questionasking? What is the Question? (Focus, Challenge) What answers/solutionsare presented? What methodsare we using to answerthe question? So What? Whatis the value/worth? Q-5 Technique of EvaluatingAdapted from The Art of Educating with V Diagrams by Gowin & Alvarez
- 12. Marketing with A3 – Free Download No Registration Marketing with Lean eBooks
- 13. “With tactics in the driver's seat, everything changes: long-term vs. short-term becomes meaningless; prediction is still possible as an activity, but probably futile in its results; action beats analyzing-, correctable replaces dependable. The one thing that we know is that it's in the learning rather than the deciding.” The Death of Strategy – Forbes.com
- 14. • Explore • Exploit Export • Exploit • Explore Engage • Explore • Exploit Empower Explore: Consider possible options & new directions Exploitation: Choose a direction for implementation Export: Ensure effective traction for next stage Engage: Onboard & build initial entry points Empower: Sustainability thru deeper engagement
- 15. Are Your Resources Balanced? Value Stream Category SDCA (Std. Work) PDCA (Improvement) EDCA (Innovation) CAP-Do (Feedback) Vision Products/ Services Process People Platforms/ Place
- 17. Sales/Affiliate Commissions Learning Commissions Purpose: Compensate for obtained closed sales Purpose: Compensate for improved knowledge Evaluated based on a fixed period of time Evaluated while learning is taking place (Daily) Focused on the products of the process Focuses on process and the knowledge progress Viewed as something separate from organization Viewed as an integral part of the entire organization’s learning process Organizations assign what salespeople must do and evaluate how will they do it Orgs and Sales collaborate to form vision and understand learning needs using information as feedback to guide and adapt what they do. Rigid: An unchanged measure of what the salesperson achieves Fluid: An ongoing process influenced by organizational needs and feedback Organizations adopt the role of auditors and sales assumes the role of the audited Organizations and Sales adopt the role of intentional learners Organizations use the results to make final success/failure decisions on fixed set of activities Organizations and Sales use the evidence they gather to adjust for continuous improvement. Adapted from the book, Advancing Formative Assessment in Every Classroom: A Guide for Instructional Leaders by Connie M. Moss, Susan M. Brookhart (Figure 1.1 Characteristics of Formative and Summative Assessment) Is Your Sales/Affiliate Commission Structure Outdated?
- 18. The Art of Differentiation
- 19. Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Cycle 6 How Important is the Finish Line?
- 20. 1. Collective Responsibility Why are we here? 3. Convergent assessment Where are we now? 4. Certain access How do we get there? 2. Concentrated instruction Where do we need to go? Vision 4 Cs of Response to Intervention by Dr. Austin Buffum
- 21. Marketing with PDCA Table of Contents Lean Marketing House Future of Marketing Marketing Funnels Cycles to Loops Knowledge Management PDCA Sales and Marketing Teams Kanban SALES PDCA Marketing with PDCA Summary Marketing with PDCA Case Study Constancy of Purpose Marketing with Lean Program Series
- 22. A STARTING POINT: • What are you presently doing? • What is your present business promise? • Who does your customer want to become? • Do you understand your customer’s processes? • What’s your investment strategy?
- 23. Build MeasureLearn Look ThinkAct Lean StartupTM Minimum Viable Product Product/Market Fit Action(Market) Research Minimum Viable Market Market/Product Fit Are you doing it backwards? Look-Think-Act was introduced to me in the book Action Research 3rd Edition by Ernest T. Stringer Inside-Out ThinkingOutside-In Thinking
- 24. Using CAP-Do and Lean as an Emergent Process
- 25. Exploration (EDCA) Reflection (CAP-Do) Standards (SDCA) Hypothesis (PDCA) Marketing Action Research
- 26. Young Lady Old Lady MARKETING IS ABOUT EMPOWERING WHAT A CUSTOMER SEES
- 27. Concept of Triangulation Marketing Action Research Every method has its limitation, and multiple methods are usually needed. – Donald T. Campbell Types 1. People 2. Place/Platform 3. Process 4. Product/Service Methods 1. Theory 2. Evaluation 3. Data 4. Multiple Methods
- 28. Raw Organized Reduced Inter- connected Thematic Under- standing Marketing Action Research Data Flow
- 30. A Sales Manager’s Reflection: • Do you compare past evaluations of salespeople to see how much difference you have made? • Do you see salespeople’s outcomes as feedback about yourself? • Do you adapt your patterns to improve the outcomes of others? • Do you….
- 31. Has this person ever ran a project before? My idea is great, what’s the problem? Do they know how much time this will take?
- 32. • Reflective Writing • Reflective Interviewing • Analytic Discourse • Team Reflection Finding Focus • Collaborator Interviewing • Collected Works Review • Instructional Retrospective • Visualize Success Refining Focus • Achievement Targets • Performance Ratings/Scales • Long Term Goals • Rate of Growth Assessment Adapted from The Action Research Guidebook 3rd Edition 2017 by Richard Sagor & Charlene Williams Finding Your Focus Target Identification (Process, People, Product, Platform)
- 33. Goal/Problem (Why) • Why are we doing this? Stakeholders (Who) • Internal/External Impacts (How) • Outcomes (Behaviors: Expect, Like, Love to See) Deliverables (What) • What can we do? Example Material was derived from https://www.impactmapping.org/ Creative Commons Attribution 4.0 International license.
- 34. Everyone thinks of changing the world, but no one thinks of changing himself. – Lee Tolstoy Be the Change
Notes de l'éditeur
- Kata, PDCA is about knowledge building and learning. Growth comes from the external world, not the internal anymore. We need to create and afford our organization the opportunity to explore, converse, share ideas, and ask questions. Making connections to what is known and what needs to be learned is today’s growth. It is just as important to get the message in as it is to get the message out. We use PDCA to provide a flexible structure and create a team with shared responsibility and authority for a successful outcome. The plan is in creating an effective way for teams to work, create, share and capture knowledge during the lifetime of customer. PDCA is a people process that emphasizes learning by doing and as a result focuses on making things happen.
- HOW TO REFLECT (CAP-D0) C: Check · List what we are presently doing – Why, What, How · Review organizational structural forces · List what we are certain and uncertain about · Value Chain Analysis: assess the current value chain A: Act (Adjust) · Confirm with Customers key certainties & uncertainties · Go to Gemba for planning. · Write stories with customers of existing/future events/scenarios P: Pause (Presencing) · Are the stories clear, concise and relevant? · Reflection – The stories created in Check match with stories in Act (Divergent views are important) · Isolate and group key assumptions Plan · Decide what to: Stop, Continue, Start, Do Different · Visualization: use imagery to envision possible future conditions · Concept Development: assemble innovative elements that can be explored and evaluated D: Do (Enact our Decision) · Stop what we don’t want to do · Create Standard Work for what not to change (SDCA) · Create Hypothesis for what to change (PDCA) · Create Plan to start something new (EDCA)
- HOW TO REFLECT (CAP-D0) C: Check · List what we are presently doing – Why, What, How · Review organizational structural forces · List what we are certain and uncertain about · Value Chain Analysis: assess the current value chain A: Act (Adjust) · Confirm with Customers key certainties & uncertainties · Go to Gemba for planning. · Write stories with customers of existing/future events/scenarios P: Pause (Presencing) · Are the stories clear, concise and relevant? · Reflection – The stories created in Check match with stories in Act (Divergent views are important) · Isolate and group key assumptions Plan · Decide what to: Stop, Continue, Start, Do Different · Visualization: use imagery to envision possible future conditions · Concept Development: assemble innovative elements that can be explored and evaluated D: Do (Enact our Decision) · Stop what we don’t want to do · Create Standard Work for what not to change (SDCA) · Create Hypothesis for what to change (PDCA) · Create Plan to start something new (EDCA)
- How much of our time, talent, skills are allocated into each section. How much money is budgeted for each type of work Are we training across the entire spectrum? What areas are customers participating? Who is participating where and when? Similar thinking to what goes into a balanced scorecard. And by the way A balanced scorecard was never balanced. I think the average scorecard was like 40 to 45% on internal process. The balance show be in the perspective for this particular value stream and it's maturing level. Ho are you going to use Lean to realize your strategic goals for 2018? Where are we at? Where do we want to go? What are we not going to change? What are we going to improve What are we going to start new?
- Kata, PDCA is about knowledge building and learning. Growth comes from the external world, not the internal anymore. We need to create and afford our organization the opportunity to explore, converse, share ideas, and ask questions. Making connections to what is known and what needs to be learned is today’s growth. It is just as important to get the message in as it is to get the message out. We use PDCA to provide a flexible structure and create a team with shared responsibility and authority for a successful outcome. The plan is in creating an effective way for teams to work, create, share and capture knowledge during the lifetime of customer. PDCA is a people process that emphasizes learning by doing and as a result focuses on making things happen.
- How much of our time, talent, skills are allocated into each section. How much money is budgeted for each type of work Are we training across the entire spectrum? What areas are customers participating? Who is participating where and when? Similar thinking to what goes into a balanced scorecard. And by the way A balanced scorecard was never balanced. I think the average scorecard was like 40 to 45% on internal process. The balance show be in the perspective for this particular value stream and it's maturing level. How are you going to use Lean to realize your strategic goals for 2018? Where are we at? Where do we want to go? What are we not going to change? What are we going to improve What are we going to start new?
- Kata, PDCA is about knowledge building and learning. Growth comes from the external world, not the internal anymore. We need to create and afford our organization the opportunity to explore, converse, share ideas, and ask questions. Making connections to what is known and what needs to be learned is today’s growth. It is just as important to get the message in as it is to get the message out. We use PDCA to provide a flexible structure and create a team with shared responsibility and authority for a successful outcome. The plan is in creating an effective way for teams to work, create, share and capture knowledge during the lifetime of customer. PDCA is a people process that emphasizes learning by doing and as a result focuses on making things happen.
- Kata, PDCA is about knowledge building and learning. Growth comes from the external world, not the internal anymore. We need to create and afford our organization the opportunity to explore, converse, share ideas, and ask questions. Making connections to what is known and what needs to be learned is today’s growth. It is just as important to get the message in as it is to get the message out. We use PDCA to provide a flexible structure and create a team with shared responsibility and authority for a successful outcome. The plan is in creating an effective way for teams to work, create, share and capture knowledge during the lifetime of customer. PDCA is a people process that emphasizes learning by doing and as a result focuses on making things happen.