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Download the Marketing with PDCA
Marketing with PDCA By Joseph T. Dager Business901 10707 Lake Pointe Dr. Fort Wayne, IN 46845 Skype: Biz901 Twitter: @business E-mail: [email protected] Weblog: http://business901.com Disclosure: There are links throughout the eBook which Business901 may have an affiliation with, such as the Amazon Links. Table of Contents Preface Acknowledgements Introduction Lean Marketing House 1 Future of Marketing 7 Marketing Funnels 18 Cycles to Loops 30 Knowledge Management 43 PDCA 60 Sales and Marketing Teams 81 Kanban 99 SALES PDCA 116 Marketing with PDCA Summary 129 Marketing with PDCA Case Study 132 Constancy of Purpose 143 Marketing with Lean Program Series 147 About the Author 151 Recommended Reading 152 Preface Many companies and industries world-wide are using Lean with dramatic results. With such outstanding results, Lean is being used across the entire spectrum, hence the Lean Enterprise. However, one important part has been left alone, arguably the most important, sales and marketing. Why hasn’t Lean or any other continuous improvement methodology been brought to sales and marketing? It has been but just under different terminologies. Companies like Pixar, IBM, Cisco, and many others have been using iterative and Agile marketing methods. Talking too many of the latest authors on the subject, they discuss the amazing similarities to the Lean process. These are not similarities; they are simply a scientific methodology that has been firmly rooted in our culture since the days of the Greek philosophers. No one calls it Lean, but all of them are based on a simple process of continuous improvement, PDCA. Prominent process improvement leaders' views on how to improve the efficiency and effectiveness of sales and marketing efforts are not found inside this book. -
Operating Model Editorial Board
McKinsey on Digital Services Introducing the next-generation operating model Editorial Board: Joao Dias Somesh Khanna Chirstopher Paquette Marta Rohr Barr Seitz Alex Singla Rohit Sood Jasper van Ouwerkerk Contents Introduction— Reinventing your operating model to win in the digital world: 1 How to capture the full value Part 1: The next-generation operating model: What is it and how do I build it? 7 The next-generation operating model for the digital world 8 Putting customer experience at the heart of next-generation operating models 16 How to start building your next-generation operating model 26 What it takes to deliver breakthrough customer experiences 34 From disrupted to disruptor: Reinventing your business by transforming the core 40 Part 2: New approaches and capabilities to drive your next-generation 49 operating model Digitizing customer journeys and processes: Stories from the front lines 50 Four fundamentals of workplace automation 58 Intelligent process automation: The engine at the core of the next-generation operating model 66 Making data analytics work for you—instead of the other way around 76 Part 3: Foundations to scale your next-generation operating model 89 Organizing for the future 90 Deploying a two-speed architecture at scale 102 Speed and scale: Unlocking digital value in customer journeys 106 Scaling a transformative culture through a digital factory 112 Transforming operations management for a digital world 118 Introduction Reinventing your operating model to win in the digital world: How to capture the full value How to profitably deliver services to customers has become a defining challenge for businesses today. -
The Business Innovation Dogfight in the Cloud This Column Was Adapted from the Forthcoming Book, Business Innovation in the Cloud, to Be Published in August 2011
The Business Innovation Dogfight in the Cloud This Column was adapted from the forthcoming book, Business Innovation in the Cloud, to be published in August 2011. For more information, go to www.mkpess.com/bic. Did you ever wonder how a smaller, slower, shorter-range and lower-altitude jet fighter could beat its far more endowed enemy aircraft in a supersonic dogfight? Well, we could turn to the “Father of the F16,” a cigar-smoking, cocky, foul-mouthed guy for answers. Over the years many have written about this fellow, but his lessons are being revisited by smart companies in light of the Great Recession, the new normal and today’s hyper-fast rate of change. Some might even say this is old stuff. But sometimes what’s old is new again. Following is a recap of some of the current writings. The late John R. Boyd, a U.S. Air Force fighter pilot trainer, issued a standing challenge to all comers. Starting from a position of disadvantage, he’d have his jet on their tail within 40 seconds, or he’d pay out $40. Stories have it that he never lost. Boyd’s maverick lifestyle and unfailing ability to win any dogfight in 40 seconds or less earned him his nickname, “40-Second Boyd.” According to his biographer, Robert Coram, Boyd was also known at different points of his career as “The Mad Major” for the intensity of his passions, as “Genghis John” for his confrontational style of interpersonal discussion, and as the “Ghetto Colonel” for his spartan lifestyle. -
Phillips, Ph.D
The Customer’s Voice Greater Intimacy Through Better Questions Mark S. Phillips, Ph.D. James N. Phillips Jr., D.B.A. 2 | November-December 2018 | DEFENSEACQUISITION AVE YOU BEEN IN THE POSITION OF NOT KNOWING what a loved one wanted on their birthday? After strug- gling with not knowing, you end up presenting a scented candle or a new dishwasher with both of you recognizing that very little effort went into the selection decision. So Honce again you end up in the dog house and perhaps you learned a major lesson. The lesson is that you probably should ask a question or two instead of assuming what your loved one wanted on such an important occasion. The same holds true for customer intimacy. What Is Customer Intimacy? On May 16, James Woolsey, president of the Defense Acquisition Uni- versity, said: Fortunately, we have already started down the path of understanding more about what the acquisition workforce actually needs through our customer intimacy initiative and voice-of-the-customer conversations. We need to communicate and help create the culture change. Customer intimacy is a strategy for building deep and lasting relation- ships with our customers, by tailoring your offerings to meet their specific needs. So how do we tailor your offerings to meet their specific needs? One way is by asking better questions. Building Better Questions To ask better questions, you must build better questions. When building better questions it is important to build a framework—i.e., how do we know that we are asking the right questions? Maybe in the past we asked a good question but received the wrong information. -
Outline of Thought
Outline of thought • computer (see § Machine thought below) – general purpose device that can be pro- grammed to carry out a set of arithmetic or logical operations automatically. Since a se- quence of operations (an algorithm) can be readily changed, the computer can solve more than one kind of problem. • An activity of intelligence – intellectual capacity, which is characterized by perception, consciousness, self-awareness, and volition. Through their intel- ligence, humans possess the cognitive abilities to learn, form concepts, understand, apply logic, and A chimpanzee thinking. reason, including the capacities to recognize pat- terns, comprehend ideas, plan, problem solve, make The following outline is provided as an overview of and decisions, retaining, and use language to communi- topical guide to thought (thinking): cate. Intelligence enables humans to experience and think. Thought (also called thinking) – the mental process in which beings form psychological associations and models • A type of mental process – something that in- of the world. Thinking is manipulating information, dividuals can do with their minds. Mental pro- as when we form concepts, engage in problem solving, cesses include perception, memory, thinking, reason and make decisions. Thought, the act of thinking, volition, and emotion. Sometimes the term produces thoughts. A thought may be an idea, an image, cognitive function is used instead. a sound or even an emotional feeling that arises from the • [3] brain. Thought as a biological adaptation mechanism 2 Types of thoughts 1 Nature of thought • Concept Thought (or thinking) can be described as all of the fol- lowing: • Abstract concept • Concrete concept • An activity taking place in a: • Conjecture • brain – organ that serves as the center of the • Decision (see § Decision-making below) nervous system in all vertebrate and most in- • vertebrate animals (only a few invertebrates Definition such as sponges, jellyfish, adult sea squirts and • Explanation starfish do not have a brain).