Today we have a guest blog from Andrew Ballard:
Six Sigma is no longer just for large manufacturers. Smaller service companies can benefit too. The term Six Sigma refers to a measure of quality within six standard deviations, which translates to a maximum of 3.4 defects (or errors) per million…near perfection.
Near perfection may sound intimidating; however, in terms of applying Six Sigma to your business, I’m referring to more of a mindset than a metric. A customary Six Sigma exercise, which translates well to the functions of marketing and sales, involves process mapping.
Michael J. Webb, president of Sales Performance Consulting, put it well (in an iSix Sigma Magazine article), “Effective sales process mapping focuses on the goals and problems of buyers and sellers.”
The objective is to define the challenges and opportunities in the process of 1) identifying responsive segments, and making them aware of (and interested) in your product or service – the function of marketing; and 2) qualifying prospects’ needs and satisfying them – the function of sales.
We had a client that was unsatisfied with their sales numbers; their remedy was to increase the budget to pull more leads through the pipeline. Using process mapping we found that their weak link was conversion, and had nothing to do with quantity of leads. The real issue was sales training and tools. In essence, they were burning leads and would have thrown more good money after bad.
Begin the mapping process by defining and grouping your seller inputs (marketing and sales stimulus), and buyer outputs (prospects’ response). Using a flowchart format, map the linear progression from lead generation through customer service. Process maps differ by industry, business situation, objectives and resources. Customize your map by using MS Excel (it has an adequate flowchart tool).
Use Six Sigma as a philosophical and data driven approach toward improving your marketing and sales processes. It’s not just about generating more revenue; process improvement encompasses reducing costs, mistakes and time-to-market as well.
Near perfection may not be realistic for your business, but improving your marketing and sales process will likely lead to better customer experiences…which is the formula for success in any enterprise.
How do you detect your company’s strengths and weaknesses, with regard to marketing and selling processes? And, how would you use process mapping to identify opportunities that may improve your customers’ experience? Give process mapping a try…you won’t be disappointed.
ANDREW BALLARD
Andrew Ballard is the president of Marketing Solutions, a Seattle area agency that develops research-based growth strategies for small to midsize businesses. He has over 30 years experience specializing in marketing research, strategic planning, brand development and revenue generation. Ballard has helped hundreds of organizations (from startups through Fortune 500 companies) realize significant growth.
Andrew is a graduate of the Ford Marketing Institute and Certified in Six Sigma. He is also a respected author and educator. His articles on marketing strategy have been published in business journals through all 50 States. His first book, entitled Your Opinion Doesn’t Matter, recently released to rave reviews in both corporate and academic circles. In addition, he is adjunct faculty at the University of Washington.
He can be reached at 425-337-1100 or www.mktg-solutions.com
