Was Maslow a Lean Marketer?
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The presentation below is my humble attempt to demonstrate that the basic needs of an enterprise is remarkably similar to that as an individual. Your thoughts?
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Was Maslow a Lean Marketer?
- 1. Joe Dager – Business901
- 2. Self- Actualization Personal Esteem Social Acceptance Security Physical Comfort Maslow’s HierarcHy of Needs
- 3. Wisdom Understanding Knowledge Information Data Introduce The Experience Economy by B. Joseph Pine and James H. Gilmore
- 4. Wisdom Understanding Knowledge Information Data Maslow = The Experience Economy
- 6. • You charge for the demonstrated outcome customer achieves Transformation – Wisdom • You charge for the time customers spend with you Experiences – Knowledge • You charge for the activities you execute Services – Information • You charge for tangible things. Goods – Data • You charge for stuff Commodities – Noise Understanding of Solutions
- 7. Self- Actualization Personal Esteem Social Acceptance Security Physical Comfort Back to Maslow
- 8. A philosophy and process of emotionally connecting consumers to brands through design. Authors introduce Psycho-Aesthetics®
- 9. Self Actualization Aesthetic Know/Understand Esteem Belonging Safety Physiological Maslow’s HierarcHy of Needs in a 7 Step Process
- 11. Empowered Performance Aesthetic Learning Intuitive Meaningful Expressive Unique Consistent Systematic Accurate Functional Dependable Safe User Experience to Solutions
- 12. Industry Example: Introduce The Toyota Way Fieldbook by Jeffrey Liker and David Meier Co-authors Jeffrey Liker and David Meir, co- authors of The Toyota Way Fieldbook created the pyramid of the Supplier Partnering Hierarchy of Toyota that consisted of these 7 steps:
- 13. Kaizen & Learning Joint Improvement Information Sharing Compatible Capabilities Control Systems Interlocking Structures Mutual Understanding 7 Step Hierarchy of Toyota Supplier Partnering Principle of Lean Marketing: Mirror Customer Decision Making Process
- 14. • Shared Lessons, PDCA, Cost Reduction Kaizen & Learning • VA/VE, Supplier Develop, Study Groups Joint Improvement • Data Collect, Common Language, Timely Communications Information Sharing • Eng. Excellence, Oper. Excellence, Problem Solving Compatible Capabilities • Measures, Feedback, Target Pricing, Cost Mgrmt Control Systems • Alliance, Interdependence, Parallel Sourcing Interlocking Structures • Trust, Respect, Mutual Prosperity, Genchi Genbutsu Mutual Understanding Understanding of Supplier Hierarchy
- 15. Kaizen & Learning Joint Improvement Information Sharing Compatible Capabilities Control Systems Interlocking Structures Mutual Understanding Creating a marketing perspective
- 16. Viewing From maslow To Partnering with Toyota
- 18. The Basic Needs of a Customer Have not Changed
- 19. Kaizen & Learning Joint Improvement Information Sharing Compatible Capabilities Control Systems Interlocking Structures Mutual Understanding Understand Your Customer Experience
- 20. Kaizen & Learning Joint Improvement Information Sharing Compatible Capabilities Control Systems Interlocking Structures Mutual Understanding PDCA PDCA PDCA PDCA PDCA PDCA PDCA Continuously Improve your marketing
- 21. Bringing a Smile at every step
- 23. Visit the Business901 Website Podcast with Authors, Industry Practitioners and Leading Thought Leaders Our Mission is to bring Continuous Improvement to Sales and Marketing.