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Process Excellence Makes Sales and Marketing Problems Solvable

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Sales and marketing executives in B2B companies seem to be working harder every year, yet consider some recent results: 62% of companies had difficulty making target revenues in 2014. (Forrester) 42% of all sales opportunities end in “No Decision.” (HubSpot) B2B companies are delaying contact with salespeople. (Google and the CEB) A pass bet at

The Root of Improvement

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I recently had the opportunity to talk with Bob Miller, former Executive Director of the Shingo Institute. I asked him how he helps companies change their culture in a manner that enables improvement to really stick. His answer was quite interesting:     Most people have a natural instinct to want things. They want better,

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Three Reasons Sales and Marketing Are Allergic to Lean, and Why Cracking the Code Today is So Important

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Drucker_DemingPeter Drucker, the father of business consulting, said, "The purpose of a business is to create and keep a customer.” One can imagine his friend, Edwards Deming, responding with his famous rejoinder, "By what method?"

Given the importance of sales and marketing, why isn’t operational excellence more successful there? Their goals are the same – to give the customer what they want, and will pay for. So, why do lean and sales and marketing seem so allergic to each other in most companies?

In this article, I will describe three reasons why sales and marketing are allergic to lean and operational excellence. When you realize what they are, you’ll see why you need to crack this code today.

Shingo Video

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Video of Shingo award

Why Sales and Marketing Needs Operational Excellence

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Every year CSO Insights (a research company for chief sales officers) conducts a study on sales management1. In 2014, the average win rate of forecasted deals across all companies was 45.9 percent, virtually the same as the 45.7 percent achieved in 2013. In other words, the average CEO would be better off placing “pass” bets

After 13 Years, The Shingo Award

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shingo
Institute Research Award

Back in 1996, after 20 years in industry, I was tired of working sixty hours per week as a salesman and sales manager for people who cared if I made my number, but couldn't assess the odds I faced or if I was doing a good a job.

The worst part was when my employers kept throwing roadblocks in the way of their own success. Anyone who has attempted to change a sales force from selling "products" to selling "solutions" knows the kind of things I'm talking about.

“Sales Process Excellence” by Michael Webb Receives Shingo Research and Professional Publication Award

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shingo
Institute Research Award

LOGAN, Utah – April 17th, 2015 – The Shingo Institute, part of the Jon M. Huntsman School of Business at Utah State University, has awarded Michael Webb with the Shingo Research and Professional Publication Award for his work “Sales Process Excellence.” Webb is president of Sales Performance Consultants, Inc., an Atlanta-based thought leader in the emerging field of lean process excellence for sales performance and business growth.

Shingo Examiner Feedback on "Sales Process Excellence"

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shingo
Institute Research Award

Submission Title: Sales Process Excellence

Author Name(s): Michael J. Webb

A team of Shingo examiners has provided the following feedback. The team rated the submission based on the following categories.

Content

Contribution to new knowledge and understanding of operational excellence

Michael Webb has articulated the why and how of continuous improvement in a context and with language and examples that will resonate for persons in sales and marketing. While the “market-in versus product-out” concept has been floating around in the lean world for many years, it has essentially been treated in the past as a footnote to lean manufacturing. Sales Process Excellence is directed squarely at sales and marketing and covers many more aspects of the selling process than previously seen. The author’s examples speak from personal experience and are very credible.

This groundbreaking book addresses a function that has not normally fallen into the lean or continuous improvement 3D-Book-Cover-with-ShingoInstitute-2015sawbadge-pngsphere. It gives a thorough explanation of how to use lean principles to improve the sales process, and uses a transformative approach and step-by-step process of the tools and systems that one would use to improve the sales process and makes them easily understandable for a non-lean practitioner. Each chapter presents a new tool that goes in-depth in providing the function of the tool as well as the effect it will have on the sales process.