1. Lean Engagement Team
Book
Coming Soon!
The Collaborative Cycle
of Sales and Marketing

2. SETTING THE STAGE
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?

3. SETTING THE STAGE(cont.)
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.

4. Lean Engagement Team
Value Stream Manager
Team Coordinator
Sales Team
Marketing Communication

5. 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..

6. The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po
Overview:
The Value Stream Manager (VSM) represents
the 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.

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

8. Value Stream Manager
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.

9. Team Coordinator
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.

10. SALES PDCA
It is nothing more than a standard
PDCA cycle except the 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
PDCA stage 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
problem-resolution, creativity, or
tactical execution?

11. Teams
First consider the kind of team needed:
• Problem Resolution
• Creativity
• Tactical execution
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.

12. 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 PDCA cycle
to another is typically managed through a
control point.

13. 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
PDCA/SDCA/EDCA cycle that depending on the complexity may constitute an entire
sales cycle or just a certain portion of the customer’s decision-making process.

14. Marketing Communications
Handles the marketing communications for the company.
Works closely with Value Stream Managers & Team Coordinators
Provide support for program strategy and value stream.
Web
Ezine Mailers Brochure Pricing
Presence
Social Press
Speaking Advertising Referral
Media Release

15. Lean Marketing House Trio
Available on Business901:
• PDF – Instant Download
Available on Amazon:
• Kindle
• CD Rom
• Ring bound

16. 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

17. Visit the Business901 Website
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and how they relate to Marketing.
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