mapping the value stream in lean marketing

Joe Dager – Business901

Lean Thinking • Identify Value

• Map Value Stream

• Create Flow

• Establish Pull

• Seek Perfection

Map Value Stream Current State Metrics

Value Add/Non

Future State

Kaizen

Map Value Stream

Current State

Metrics Value

Add/Non Future State

Kaizen

Identify Value Acquisition Retention Monitor

5 Cs of Driving Market Share

Map Value Stream

Identify

Segments

Relations

Opportunity

Value

Define Value

Define Quality

Acquire

Value Gaps

Performance Gaps

Retain

Loyalty

Defection

Monitor

Measures

Outline

5 Cs of Driving Market Share

CTQ’s of Customer

Quality

Improvements

Map Value Stream

Identify Value Acquisition Retention Monitor

5 Cs of Driving Market Share

Identify Value Acquisition Retention Monitor

Identify Value Acquisition Retention Monitor

Identify Value Acquisition Retention Monitor

Identify Value Acquisition Retention Monitor

Identify Value Acquisition Retention Monitor

Map Value Stream

Awareness Evaluation Purchase Delivery After Sales

Lead

Conform

Negotiate

Identify Value

www.businessmodelgeneration.com

Beth Comstock GE

Journey of the Customer Experience

Handout TISDT

Channels

Customer Decision Making Process: 1. Awareness - How do we raise awareness about our products and services?

2. Evaluation - How do we help customers evaluate our Value Proposition?

3. Purchase - How do we allow customers to purchase products/services?

4. Delivery - How do we deliver a Value Proposition to customers?

5. After sales - How do we provide post-purchase customer support?

Awareness Evaluation Purchase Delivery After Sales

Access Engage Customize Connect Collaborate Advocate

Awareness Evaluation Purchase Delivery After Sales

Involve Influence Interact Intimacy Commit Refer

Pre-Purchase Purchase Post Purchase

Lean Marketing Game

In Lean Thinking: Banish Waste and Create Wealth in

Your Corporation, Revised and Updated by Womack and

Jones, the authors introduced the five core concepts.

The Experience Economy by B. Joseph Pine and James H. Gilmore

introduced work as a Theater & Every Business a Stage

Setting the Stage

It takes more than one to play!

Pre-Purchase Purchase Post Purchase

Line of Interaction

Line of Visibility

Line of Internal Interaction

There is a deck of cards for each progression of economic value and value Intelligence

The Experience Economy by B. Joseph Pine and James H. Gilmore

Environment

Visible to Customers

Audience

Customer Actions

Back Stage

Support not seen by

Customers

Actors

Your Company's

Engagement Team

Each Deck has 4 Categories

Services – Information

Environment Web Portal is created for customer

with needed files uploaded and

internal contacts that may be

needed.

Audience Customer engages with outside

sales on particular project need.

Back Stage Purchasing updates pricing and

availability of external support

required. IT assures web portal is

functioning.

Actors Sales discusses opportunity seeking

understanding of present situation,

next steps of process. Recommends

available resources customer can

draw from.

On 1 side is an actual example

Services – Information

The other side is blank!

Business901

The Game!

Identify Value

Pick where you are at in the market place

for a particular Product(Service)/Market!

For example you may be selling services!

Services – Information

Environment

Visible to Customers

Audience

Customer Actions

Back Stage

Support not seen by

Customers

Actors

Your Company's

Engagement Team

Separate your cards and place on Board!

Pre-Purchase Purchase Post Purchase

Line of Interaction

Line of Visibility

Line of Internal Interaction

Decide which happens before purchase and after purchase and

by who!

Customer Experiences (Actions)

On Stage Actions

Back Stage Actions

Support Processes

Pre-Purchase Purchase Post Purchase

Customer Experiences (Actions)

On Stage Actions

Back Stage Actions

Support Processes

Line of Interaction

Line of Internal Interaction

The result looks something like this!

Put in order and post reaction to each customer experience.

Not every experience requires a reaction.

Pre-Purchase Purchase Post Purchase

Customer Experiences (Actions)

On Stage Actions

Back Stage Actions

Support Processes

You can name the columns if you would like

Engage Connect Customize Collaborate Advocate

11

9

2

13

8

4

12

10

5

7

1 3

18 17 16

6

20

15 14

Use answer key to create discussion

Engage Connect Customize Collaborate Advocate

Advance work includes a Kanban

and limiting Work in Process

250 150 75 75 50

Engage Connect Customize Collaborate Advocate

More advance work includes setting

your budget..

$5,000 $2,000 $2,000 $1,500 $3,000

Engage Connect Customize Collaborate Advocate

Marketing

Service IT

IT

Sales Acctng

Purchasing

Sales Service Sales

Consultant Vendor Vendor

Marketing

Partner

Service

Sales Service

IT

and creating self-organizing teams

Engage Connect Customize Collaborate Advocate

For all of the Lean waste zealots out there

Engage Connect Customize Collaborate Advocate

Flip the cards over and start

Pre-Purchase Purchase Post Purchase

Customer Experiences (Actions)

On Stage Actions

Back Stage Actions

Support Processes

Establishing customer touch points!

Pre-Purchase Purchase Post Purchase

Documenting your front stage reactions

Pre-Purchase Purchase Post Purchase

On Stage Actions

Determine support and environment needed

Pre-Purchase Purchase Post Purchase

Back Stage Actions

Determine internal and external

partners and vendors

Pre-Purchase Purchase Post Purchase

Support Processes

Pre-Purchase Purchase Post Purchase

Access Engage Customize Connect Collaborate Advocate

Discuss and arrange in order

You have

Mapped your Value Stream

Beth Comstock GE

Customers require more touch points and interaction.

Journey into the Customer’s Playground

Metrics Based Process Mapping

Involve Influence Interact Intimacy Commit Refer