Depending on your market circumstances, Lean has the ability to reduce your marketing and sales expenses, while increasing sales and market share and enabling increases in selling prices and margins. Lean is not too good to be true. The benefits are real and borne out by strategic research and real life success stories.
As an entrepreneurial CEO or owner of a small or start-up company, you probably don’t have the economic safety net to tolerate long term losses or less than adequate speed and growth in the adoption of your new products. You also may not feel you have the time or cash to stop everything, pull the team together, and completely re-visit your base assumptions and offering design. This is where panic sets in. What do you do?
At its purest intent, and to be most effective, a marketing and sales audit should not be to uncover incompetence, to fix blame or to penalize, but rather to discover opportunities to make both marketing and sales more effective. If the motivation of an audit is solely to find a scapegoat or divert blame, the problem is not in the firm’s marketing and sales function, but rather in its culture.
Lean is the process of maximizing the value delivered to customers by eliminating any wasted marketing or sales activity or expense that does not create, communicate or enhance customer-received value.” In this QMP Insights blog we offer an approach for improving both top and bottom-lines through the application of “Lean” principles to six key areas in the marketing and sales function of a firm.
As the economy continues to bounce along, (some say showing signs of a small movement off its bottom while others disagree), business owners and managers are getting impatient to find ways to boost revenue. Not only are we seeing evidence of this within our own client base, but also our "Insights" blog post on “Diagnosing Stalled Sales”, published in June of 2011, has re-surfaced recently as the top-read posting on the all time QMP blog popularity-list. The second most popular blog on that list is "The Marketing and Sales Audit”. Business leaders are looking for revenue answers. Standing idly by and waiting for the economic recovery is no longer a reasonable option. As I re-read that “Diagnosing Stalled Sales” post, I
When hearing about a “Big Deal”, managers must confront the challenge of what to do about it – ignore it, or prepare. Preparation may comprise some or all of capacity planning, inventory commitment, equipment capacity increases, cash planning and workforce planning. Failure to anticipate these factors can result in an inability to deliver to the customer what they want, on time, should the deal actually break. On the other hand, a knee-jerk financial commitment based on the potential of the deal, can leave the firm with a lot of unusable inventory should the deal fail to materialize. So, how does a manager judge the reality of the “Big Deal”?