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Lean Thinking for Marketing
Building a customer centric organisation
Lean Thinking for Marketing
Apply LeanThinking to eliminate waste in sales & marketing and
continuously add value to custo...
Lean Thinking for Marketing
Waste adds cost and adding cost that does not add any value will
lead to higher price and lowe...
Our world continues to change!
Complexity is increasing
Big data
Customers are in control
Research among hundred American
managers who suffer from the
recession shows that 61 percent of
them never involves custom...
Digital darwinism
Mass marketing is dead
Interuption versus engagement
Creating a sustainable business –
true competitive advantage
Stop wasting my time
We need to reengineer companies to
focus on figuring out who the customer
is, what's the market and what kind of
product w...
Contrast
90% of all work is drudge work
Working with the same old gang
Well defined organizational borders
Products last f...
The 7 challenges marketing is facing today
Challenge 7: increaseAGILITY, be more FLUID & RESPONSIVE
Challenge 6: CUSTOMER centricity
Challenge 5: RESULTS driven (acc...
Writing a marketing- or business plan is
a waste of time.The chance that your
original plan survives first contact with
yo...
What is Lean?
From mass production To just in time
Conventional wisdom
How it is done traditionally
Business plan Great men theory Waterfall
Sell as hard as we
can
Linear pr...
Lean principles
The five-step thought process for guiding the implementation of lean
techniques:
1. Specify value from the...
1. identify
value
2. map the
value
stream
3. create
flow
4.establish
pull
5. seek
perfection
Lean steps:
easy to remember ...
Learnings fromToyota – “theToyota way”
• Customer focused
• People – centered
• Safety Quality DeliveryCost Morale
• Proce...
The philosophy behind “theToyota way”
Customers first
The complete
elimination of all
waste
Testing is part of
our DNA
Con...
Why Lean is changing everything
We life in a world of extreme uncertainty
DifferencesLeanandtraditionalsystem
Lean approach Traditional System approach
Strategy
• Business model
• Hypothesis drive...
Lean favors
Experimentation
Customer feedback
Iterative design & developement
over
over
over
Elaborate planning
Intuition
...
LeanThinking for Marketing
Key is to start listening, reduce
complexity, be less fragmented, and be more
relevant
Marketing today
To much fluff in a 4D
enterprise matrix
organisation!
Different channels
Online
Business 2
Business (B2B)
Direct
In-direct
Business 2
Consumer (B2C)
People 2 People
(peer 2 pee...
Different target audiences
For decades we have been bucketing people using
generational classifications
End of demographic...
Different roles (the modern marketer)
Business
Creative
Performance
Social
• Written content
• Visual assets
• Video
• Soc...
Different objectives (purpose of marketing)
Proposition &
Portfolio
Development
Customer
Experience
Customer
Retention
Lea...
Different marketing activities & media (mix)
Content
Marketing
Online & Email
Marketing
Event
Marketing
Social Media
Marke...
LeanThinking for Marketing
From working in silo’s to integrated marketing
Marketing working in silo’s Integrated marketing
Channels
Audience
Roles
Objectives
Activities&Media
Linear thinking and t...
Where to apply Lean thinking?
• Create and share
meaningful and relevant
information to attract and
retain customers
• Sta...
LeanThinking will lead to more responsive
marketing?
An agile and adaptive mentality is badly
needed in the marketing arm ...
Foundation & critical succes factors
• Cross border virtual collaboration
• Social business
• Highly connective people
• O...
Cross border virtual collaboration
Empower people to engage & participate
The inside world The outside world
Social Business
Social the fabric that links your whole
organization?
Connected Collaboration Customised Conversations
Com...
Highly Connective People
People make a difference (DNA)
• Think knowledge as a service
• Take risks & have a point of view...
Organizing for Agility
Podular organization
• Working in the open by default
• From sharing to collaboration
• Creation of...
Leadership
Enable people to
do more
Give up control
Respect the real
power shift
Master
transparency
Reach out to
customer...
Data driven marketing
Actionable intelligence & insight
• Customer data
• End user data (usage)
• Service data
• Social Me...
A special thank you:
In order for me to develop this manifest I have used knowledge, experiences, and
information from oth...
Key wording “theToyota way”
Heijunka – production smoothing
Jidoka – automation with human intelligence
Kaizen – continiuo...
The photos were found on
Alex de Carvalho - @alexdc
Sarah Joy - @RanPanda
Johan Larsson - @kottkrig
Bex Ross
KenTeegardin
...
Please contact me to continue the discussion:
jacspierings@gmail.com
www.twitter.com/jeroenspierings
www.linkedin.com/in/j...
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Lean Thinking for Marketing

Building a customer centric organisation,

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Lean Thinking for Marketing

  1. 1. Lean Thinking for Marketing Building a customer centric organisation
  2. 2. Lean Thinking for Marketing Apply LeanThinking to eliminate waste in sales & marketing and continuously add value to customers
  3. 3. Lean Thinking for Marketing Waste adds cost and adding cost that does not add any value will lead to higher price and lower profits
  4. 4. Our world continues to change!
  5. 5. Complexity is increasing
  6. 6. Big data
  7. 7. Customers are in control
  8. 8. Research among hundred American managers who suffer from the recession shows that 61 percent of them never involves customers when in trouble.While the solution lies with the customer. Lisa Nirell
  9. 9. Digital darwinism
  10. 10. Mass marketing is dead
  11. 11. Interuption versus engagement
  12. 12. Creating a sustainable business – true competitive advantage
  13. 13. Stop wasting my time
  14. 14. We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product we should build Eric Ries
  15. 15. Contrast 90% of all work is drudge work Working with the same old gang Well defined organizational borders Products last for years Technology helps link parts of the organization We are proud of being close to our customer We sell rigorously engineered "great product" Procedure centric Passive: performs tasks as requested "Silos & Stovepipes" Product or Service It works I'm glad I bought it Satisfied customer Agrees with your wallet You get what you pay for Microprocessors do most drudge work Constantly expanding one's network of teammates Shifting organizational alliances Products last for weeks The network is the organization We are proudly "at one" with our customer We sell information-enabled "awesome experiences" Client centric Active: createsWOW projects as inspired One seamless enterprise Experience It leaves an indelible memory I want more! Member of the Club Agrees with your psyche You are surprised and delighted at every turn WAS IS
  16. 16. The 7 challenges marketing is facing today
  17. 17. Challenge 7: increaseAGILITY, be more FLUID & RESPONSIVE Challenge 6: CUSTOMER centricity Challenge 5: RESULTS driven (accountable) Challenge 4: little or no DIFFERENTIATION Challenge 3: SILO’d approach & LONG planning cycles Challenge 2: COLLABORATION Challenge 1: we build something NOBODY wanted Note: all are equally important!
  18. 18. Writing a marketing- or business plan is a waste of time.The chance that your original plan survives first contact with your customer is very small Alexander Osterwalder
  19. 19. What is Lean? From mass production To just in time
  20. 20. Conventional wisdom How it is done traditionally Business plan Great men theory Waterfall Sell as hard as we can Linear process • We know • We have the expertise • We have the experience • We understand • We can help • We have the knowledge • Traditional product development Failure is an issue
  21. 21. Lean principles The five-step thought process for guiding the implementation of lean techniques: 1. Specify value from the standpoint of the end customer by product family. 2. Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value. 3. Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer. 4. As flow is introduced, let customers pull value from the next upstream activity. 5. As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.
  22. 22. 1. identify value 2. map the value stream 3. create flow 4.establish pull 5. seek perfection Lean steps: easy to remember not always easy to achieve!
  23. 23. Learnings fromToyota – “theToyota way” • Customer focused • People – centered • Safety Quality DeliveryCost Morale • Process oriented Accountability • Daily, Weekly, Monthly checks • Total involvement Urgency • Escalation System • Speed of response Leadership • Zone control • Teams Standard work • 5S & • Job Instruction • Visual Management Stability • 4 M • Deman & Volume (Heijunka) • Long term philosophy Kaizen • GO see • PDCA • 7 waste Just in time • Takt time • One piece flow • Downstream pull SMED Kanban 3P Jidoka • Build in quality • Harmony of human & machine Stop the line 5 why Pokayoke Thinking • How to think – 12 paradigms • Reflection – face the facts • Ideas – creativity & craft
  24. 24. The philosophy behind “theToyota way” Customers first The complete elimination of all waste Testing is part of our DNA Continuous improvement
  25. 25. Why Lean is changing everything We life in a world of extreme uncertainty
  26. 26. DifferencesLeanandtraditionalsystem Lean approach Traditional System approach Strategy • Business model • Hypothesis driven • Business plan • Implementation driven New product process • Customer development • Get out of the office and test hypothesis • Product management • Prepare offering for market following a linear step by step plan Engineering • Agile & Scrum development • Build the product iteratively and incrementally • Agile & Waterfall development • Build the product iteratively or fully specify the product before building it Organization • Podular organization customer focused • Hire for learning, nimbleness and speed • Departments by function • Hire for experience and ability to execute Financial reporting • Metrics that matter • Customer acquisition cost, lifetime customer value, churn, viralness, share of wallet • Accounting • Income statement, balance sheet, cash flow statement Failure • Expected • Fixed by iterating on ideas and pivoting away from ones that don’t work • Exception • Fix by firing executives Speed • Rapid • Operates on good enough data • “calculated risk” • Measured • Operates on complete data • “risk averse”
  27. 27. Lean favors Experimentation Customer feedback Iterative design & developement over over over Elaborate planning Intuition Tradtional “Waterfall” development
  28. 28. LeanThinking for Marketing Key is to start listening, reduce complexity, be less fragmented, and be more relevant
  29. 29. Marketing today To much fluff in a 4D enterprise matrix organisation!
  30. 30. Different channels Online Business 2 Business (B2B) Direct In-direct Business 2 Consumer (B2C) People 2 People (peer 2 peer networks)
  31. 31. Different target audiences For decades we have been bucketing people using generational classifications End of demographics!We need to understand people.Their interests, behaviors, beliefs and values always trump demographics. Using different data: • Social profile data • Behavioral data • Customer life cycle data
  32. 32. Different roles (the modern marketer) Business Creative Performance Social • Written content • Visual assets • Video • Social Media • Viral marketing • Storytelling • Tracking & Monitoring • Operations • Analytics • Data management • Technology usage & procurement • Marketing automation • Sharing • Character • Personal • Authentic • Social • Engaging • Leadership • Strategy • Commercial • Entrepreneurship • Business Development • Business model
  33. 33. Different objectives (purpose of marketing) Proposition & Portfolio Development Customer Experience Customer Retention LeadGeneration & Nurturing Positioning Customer Acquisition Channel Synergy & Readiness
  34. 34. Different marketing activities & media (mix) Content Marketing Online & Email Marketing Event Marketing Social Media Marketing Mobile Marketing Print Radio TV Direct Mail
  35. 35. LeanThinking for Marketing From working in silo’s to integrated marketing
  36. 36. Marketing working in silo’s Integrated marketing Channels Audience Roles Objectives Activities&Media Linear thinking and to much focus on planning Linear process Idea Launch Data Learn Pivot Measure Build MVR* Continuous process Customer * MVR = Minimal Viable Requirement (product or activity) Customer JUST DO IT!
  37. 37. Where to apply Lean thinking? • Create and share meaningful and relevant information to attract and retain customers • Start a dialogue, fuel your conversations and be more engaging • Create new opportunities for up-, deep-, and cross selling • Deliver exactly what customers want for a price they will pay Proposition & Portfolio Development Lead Generation & Lead Nurturing • Reduce time 2 market • Collect better feedback faster • Increase agilty within your organisation • Connect the inside and outside world • Better and faster decision making • Improved business case and better ROI • Treat customers as life time partners • Co-create the next proposition Because these two processes are better aligned and joined up this will lead to: • Better qualified leads • Improve share of wallet • Shortening lead times • Improve win rates • Improve margin And in the end you will build trust, loyalty, and long term strategic relationships
  38. 38. LeanThinking will lead to more responsive marketing? An agile and adaptive mentality is badly needed in the marketing arm of organizations—one that is less dependent on historical data to make decisions and is inclined to parse data inputs as they come in daily David Armano
  39. 39. Foundation & critical succes factors • Cross border virtual collaboration • Social business • Highly connective people • Organizing for agility • Leadership • Data driven marketing
  40. 40. Cross border virtual collaboration Empower people to engage & participate The inside world The outside world
  41. 41. Social Business Social the fabric that links your whole organization? Connected Collaboration Customised Conversations Community Collective Content
  42. 42. Highly Connective People People make a difference (DNA) • Think knowledge as a service • Take risks & have a point of view • Keep their promises and never over promise • Say it another way & write it down • Show it – demonstrating works better • Connect actively • Let them know you thought of them • Be present to opportunities • Think beyond their closed circle • Talk “partnerships” • Wire the organisation internal and external
  43. 43. Organizing for Agility Podular organization • Working in the open by default • From sharing to collaboration • Creation of boundaryless tribalism • Create a network of linchpins (gamechangers) • Small agile virtual autonomous teams, self managed • Leadership – practice hostmanship • Self assembling dynamic networks • Rapid scaling
  44. 44. Leadership Enable people to do more Give up control Respect the real power shift Master transparency Reach out to customers Share Use social technologies Learn, relearn & unlearn Listen actively Develop a flat & open organisation Practice hostmanship Make mistakes and admit when you are wrong
  45. 45. Data driven marketing Actionable intelligence & insight • Customer data • End user data (usage) • Service data • Social Media • DMU • Buyer journey & Buyer persona’s • Customer maturity • Sentiment • Behaviour • Web harvesting &Web mining Research reports are rear view mirrors
  46. 46. A special thank you: In order for me to develop this manifest I have used knowledge, experiences, and information from other professionals.Thanks for all the inspiration! David Armano - @armano Lisa Nirell - @lisa_nirell Eric Ries - @ericries Alexander Osterwalder - @alexanderosterw Brian Solis - @briansolis Tom Peters - @tom_peters Steven Blank - @sgblank Toyota – www.toyota-global.com
  47. 47. Key wording “theToyota way” Heijunka – production smoothing Jidoka – automation with human intelligence Kaizen – continiuous improvement Kanban – sign, index card Pokayoka – fail safing, avoid errors Genchi Genbutsu - go to the source to find the facts to make correct decisions Takt time - work time between two consecutive units
  48. 48. The photos were found on Alex de Carvalho - @alexdc Sarah Joy - @RanPanda Johan Larsson - @kottkrig Bex Ross KenTeegardin Jon Candy - @jonrcandy
  49. 49. Please contact me to continue the discussion: jacspierings@gmail.com www.twitter.com/jeroenspierings www.linkedin.com/in/jeroenspierings www.jeroenspierings.nl

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