Sales and marketing are seen as an art form by most sales practitioners needing changes, innovation, and thinking. What about a sales and marketing Lean Six Sigma process? Let’s see the Lean segment first. Lean focuses on all aspects of waste reduction. The part of Six Sigma is the data-driven part of the past. And what could be better than using Lean Six Sigma for sales and marketing professionals? After all, sales and marketing experts want to make it more productive and competitive.
While many believe that sales are still an art and not a business operation, there is no lack of books on the market about the steps towards being a great dealer or salesman.
Lean Six Sigma Food for Thought
Let us discuss several basic concepts of Lean Six Sigma to see if you agree that they can be used in sales and marketing sectors:
- Concentrate on the client. Find their needs and requirements and boost the value level after the current state is identified.
- Show your stream of value. Read the current state well and find out where changes can be made and thus the stream of values can be defined.
- Delete what doesn’t work. You may find problems that are not working with a cause-and-effect diagram or fishbone diagram. See four P’s: Rules, processes, people, and the plants since this is the operation (or technology in this case).
- Implement modifications and manage and track what works.
Know, everything you do in your business every day is an operation. You can show their confidence and trust much more quickly if you highlight the data you have worked with your customers as you pitch or sell. So, for exactly this type of specialist, the Lean Six Sigma process was really made.
Combining these two facts to boost sales and Six Sigma’s dynamism would seem to guarantee a wealth of prospects for effective sales enhancement ventures. The lenses of six sigma certification provide the same types of product developments in fields that require more direct interchanges between people and customers. Renders from a marketing campaign can be increased, time scales can be decreased, and service can cause fewer shortcomings.
Six Sigma is promising for sales and marketing due to the variety of real opportunities. Despite the promise, people with the traditional approach to Six Sigma frequently believe that it is much too dangerous to provide it to an audience of sales and marketing workers. What is the reason?
What makes Six Sigma for Sales bit difficult?
The underlying production-oriented bias can be traced to four of the most common causes of failure in sales and marketing of a Six Sigma programme. Six Sigma systems in sales and marketing must consider and eliminate these four challenges with their associated consequences without exception after remedying some of the Six Sigma own deficiencies in the fields of sales, marketing and service applications.
1. Development and content of insufficient training programs. The hastily adapted course material for sales and marketing appears to focus on poorly selected examples of real-world issues with which certain groups need to confront each day. It is thus hard to understand physically that Six Sigma preparation provides a healthy way of designing and providing solutions for sales and marketing. Sales are too complicated to risk an undertaking that you would like it, do it. It should be no surprise that the leadership in sales and marketing sometimes does not show sincere dedication to Six Sigma from the very beginning.
2. Inadequate post-training project support. There is too much expertise on sales and marketing in the Black Bands as well as in the Master Black Belts supporting projects in this field. The realistic, knowledgeable support that newly trained Six Sigma employees need cannot be given, nor can the required rapid and efficient shift from teaching to work projects be developed.
3. Barriers to society. The culture of marketing and sales is to emphasize the strengths, not its defects, of its goods and services and to make money out of cost cuts. In the event of difficulties, society is typically at fault, not processes. The word quality itself is customized almost instantly when applied to such labor-intensive fields. Six Sigma is also viewed as a possible adversary to draw attention, on the one hand, to personal shortcomings and, on the other, to excuses for poor results.
4. Internal forces minimise the interest in adopting the Six Sigma sales and marketing training strategy. Once successful, some movements are forming dogmatic by-book patterns that are delaying a constructive development and there is no exception for some companies to adopt Six Sigma. It is always heard a deformed argument to justify keeping Six Sigma’s workout the same for all regardless of the outcome!
Six Sigma is so vital to our success that everyone must study and adopt the same curriculum in the same way. Six Sigma are so important in our success. We see some red flags, but we have already invested a kit so we’ll carry on training and sticking to the curriculum we ordered. Negative outcomes and reviews are used to maintain that sales and marketing are troublemakers (slanderers), rather than to enhance preparation or are open to new methods that might even require more rigorous training in the classroom.
Take it for strategy, lack of skills, budget lack – the impact on the net is the same: lack of adaptation to audience requirements, persistent dissatisfaction and bad performance.
Given the challenges that both Six Sigma and Sales and Marketing teams are encountering, it seems appropriate to ask Six Sigma to customize sales and marketing?
Is it worth the effort to adapt Six Sigma to sales?
Let’s ask the question in a different way, and the next move is simple for someone who has a true background in business with a knowledge and duty to take action.
The good news is that the company results demonstrate a customised approach to sales and marketing can be very effective and many improvement concepts can be quickly expanded. Let me tell you brief examples of how quality thinking, like my own customer implementations, can be implemented.
Six of Sigma’s customer orientation offers you an opportunity to update old views of the sales process in a more concrete sense which systemically improves. The old-world view seen in figure 1 deals with the consumer outside of the sales representative’s world as a mysterious and distinct occurrence. In reality, I hear people calling magic what happens.
Sales are demystified by more formal view. As shown in Figure 2, this view views income as the product of a concrete scheme. Via common tools from Six Sigma and other well-founded disciplines, this method may thus be subject to objective study.
In certain respects, it is more important for the consumer to grasp the purchasing process when the suppliers sell. In the area of change efforts by Six Sigma, consumer behaviour. The purchase process can be seen as a continuation of measures like the sales process (Figure 3).
Even this basic diagram clarifies that an Offer must be competitive with a total value so transparent that the Consumer decides to consider and accept the number of comparable alternatives. The method of charting the consumer transaction allows one to recall the golden rule of the customer: who has gold and makes rules.
At customer-supplier contact points, it is important to learn about the customer preferences (Figure 4). The critical and highly visible intersections must concentrate on quality assurance and improvement efforts.
The realistic participation in a range of effective sales and marketing improvements over this last decade has led me to conclude that certain Six Sigma certifications can be adapted to function in sales and marketing with the right packaging. If deployed properly, the payback can be important, comparable to the reported Six Sigma production-oriented programs.