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Has there been a successful six sigma on Marketing?

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  • #33091

    Lemos
    Member

    I have searched and searched.
    People have talked at great length of the feasibility of applying six sigma approach on MARKETING projects.
    What I want to know is this. Has there ever been a successful six sigma project on Marketing? Has anyone produced an agreeable result on marketing projects when six sigma was applied?
    The process of applying six sigma, I assume, is possible. But has anyone seen or heard a successful result derived from six sigma?
    Please do tell.
    Skeptical in Korea 

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    #88994

    Dr. Scott
    Participant

    If you call metrics like:

    Revenue per Call
    Call Sales Rate
    Advertising Response Rate
    Revenue per Ad
    POP Display Sales
    etc.
    marketing, then the answer to your question is YES. However, I recognize these metrics as more “sales related” rather than marketing. But then I am a purest when it comes to the term marketing.

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    #89005

    mand
    Member

    Interesting question…
    I have not seen a Six Sigma Marketing project, but I have done Six Sigma Sales projects.
    If the question was:”Can one do a Six Sigma marketing project?”, the rhetorical answer/question would be:”Can one create a quantifiable (with metrics) Marketing process map?”If the answer is yes, then one can do a Six Sigma Marketing project.
    I think a Marketing process map would have a lot in common with a Quality Function Deployment House of Quality which is rich in metrics.

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    #89008

    Dr. Scott
    Participant

    Does anyone here even know the definition of Marketing?? Who created it?? And what its span is???
    I would think you do not by such a response.

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    #89022

    Ross
    Member

    dear sam,was reading your views…………….and am curious to know what kind of sales projects have you undertaken?i am doing my black belt cerification in sales function, and need some more project ideas.regsherry

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    #89023

    Michael Webb
    Participant

    Definition of Marketing: Anything that makes sales easier!
    It depends on your industry and company situation. If a well written brochure describing applications of your product could help generate credibility and awareness of its value, thereby making sales easier, marketing would create it. You could do an experiment to track results of sales activities with and without the brochure to get at its effectiveness.
     
    If finding the right kinds of prospects is a time consuming challenge for sales people, marketing could work on the message and copy writing for a promotion via some kind of public media. The results could be measured by the increase in inquiries from the right kinds of prospects.
     
    Marketing adds lots of value, when done properly. Measuring that value requires an understanding of how marketing and sales work together.
     
    Michael Webbhttp://www.salesperformance.com

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    #89024

    Lomax
    Participant

    Tyson,
    I have been working with a direct mail marketing form for over a year now with much success.  This firm’s product is a mailer that markets and sells insurance products through a consumer’s bank.  One of the key metrics is response rate, the number of people who respond to the mailer and purchase insurance.  As expected, there is quite a bit of “noise” in this process.  We have used conjoint analysis and DOE to improve response rates.  For example, factors in a recent DOE were: 
    1.  Introductory letter.  One letter was more “bold” in that created a sense of urgency to respond.  The other letter did not indicate a “must reply by” date.
    2.  Offer. Two different options of free gifts for responding.
    3.  Benefit.  Two different levels of insurance benefit were offered.
    We will continue to utilize Six Sigma tools to improve this company’s marketing processes.  They have a wide client base which offers unique opportunities, and challenges, to the use of statistical tools.
    Neil

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    #89025

    mand
    Member

    Hi Sherry,
    I have done 6S sales projects in over-the-road trailer leasing, modular office sales, call cetners, and financial services.  If you want more details, drop me a line at [email protected].
    Rgrds,sam

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    #89026

    boettler
    Member

    Michael,
    I totally agree.  Several years ago, I worked on a project with a “marketing” group, which to Dr. Scott’s point was really a sales department.  In the end, we discovered that this sales group interpreted their efforts as marketing and in fact that was incorrect.  In adjusting and developing marketing functions within the over all process, we were able to increase sales which was our measure and replicate best practices of some of the sales people who actually did do some marketing.  Again, to Dr. Scott’s point, I think that many people confuse sales and marketing and you have defined the difference nicely.

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    #89029

    JIL
    Participant

    Hi Tyson:
    Can you define Marketing and so far my knowledge its main components are (a) Seller (b) buyer and (c) place, therefore you go any of components to apply SIX SIGMA [SS]then you look what happen. Remeber that SS is not like water , that is put in glass and you can easily drink to met up your thristy. So before this you have to go every aspect of quality not cheer up with SS and its a long journey but long journey start with a single step
    Thanks

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    #89034

    Dr. Scott
    Participant

    I had no idea my comment would lead to such a string of responses. As has been pointed out a couple of times here, marketing is more than sales. In the late ’50s and early ’60s, marketing became seen as more than just production and more than just sales. The concept was developed that marketing meant satisfying the needs of the customer while satisfying the needs of the organization (i.e., profit in most cases). GE actually was actually the first major company to adopt this new philosophy many years ago. GE correctly saw this as a new philosophy of business (previous philosophies being production and sales), not just a function within business. However, they made the mistake of creating a Marketing Department, and charged them with making marketing happen. Of course, this failed. Marketing is not a departmental function, but rather a philosophy that runs the entire effort of an organization. It is everyone’s responsibility at various levels. GE learned from their failure, and took “Marketing Department” off the door, and began training all employees in the new concept.
    Interestingly, GE was the company to bring fame to Six Sigma as well. But before doing so, they made the same mistake with Six Sigma as with marketing. They created a Six Sigma function or department. Again, it failed. Jack realized he had created a “them and us” environment, and did away with the departmentalization of Six Sigma. He made it clear to the whole organization that Six Sigma was going to be GEs way (all of GE) of making more satisfied customers and more money (i.e., marketing).
    So, my bottom line is:

    Marketing is a philosophy of business that focuses on making more money and more happy customers. Not one or the other, but both.
    Six Sigma is a philosophy of business improvement that makes more money and more happy customers better and faster than most other approaches to change.
    Just my long-winded thought.

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    #89039

    JIL
    Participant

    Hi Dr. Scott
    Is it wrong to say Seller  equivalent to Supplier,
    Buyer equivalent to Customer
    and Place is eqivalent to [ – – – ] ?
    And Philosophy of Marketing to satisfying the customer through without system / process of an organization ? What the philosophy of Quality and we simply forget our greatest guru of quality like Deming, Juran and our 55% auto market in Japanese hand although the price of Japanese car is more than North American car
    It is my inability to go further but I researched that we are so much dependent on analysis rather than SYNTHESIS [ Japanese are doing this].
    Thank you in advance to contribute to isixsigma.

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    #90218

    Dr. Scott
    Participant

    Jil,
    I never followed up on your reponse and questions because I never fully understood what you were saying or asking. If you care to try again, I would be pleased to respond.
    Dr. Scott

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    #91043

    Rob Sucher
    Member

    The difference between sales and marketing? 
    Selling is one activity of the entire marketing process:

    Discovering what product, service or idea customers want.
    Producing a product with the appropriate features and quality.
    Pricing the product correctly.
    Promoting the product; spreading the word about why customers should buy it.
    Selling and delivering the product into the hands of the customer.
    Selling is the act of persuading or influencing a customer to buy (actually exchange something of value for) a product or service.
     

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    #91848

    KevinM
    Participant

    I can confirm that Six Sigma HAS been successfully used in a Financial Services Marketing setting.  I just cannot tell you any of the details due to my self-imposed Client confidentiality policy!
    Best regards,
    KevinM, ASQ Certified Six Sigma Black Belt & President of RevenueLift.com.

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    #92146

    Biswajit Paul
    Participant

    Yes, it has been possible and we achieved a galloping profit on month to month basis.  We applied the concept of six sigma very carefully to increase the profitability to the ideal figure by eliminating the low yield customers at different locations phase wise and reducing low yield products.

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    #92150

    Chakrapani S M
    Participant

    There have indeed been several successful Six Sigma Projects in Marketing.
    They can be broadly be categorised into the following:
    1. Projects which use the DMAIC Approach.Examples would be Cycle-time Projects such as Reducing the Time to Market, Reducing Delivery Times, etc.
    2. DFSS Projects which use the DMADv Approach. Examples would be Designing a Sales Network, Designing a New Product Development Process, etc.
    Regards,
    S M Chakrapani
    (e-mail: [email protected])

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    #92152

    Scott McGregor
    Member

    The answer is a resounding YES!  Currently, there are several companies out there implementing a customized Six Sigma toolset and processes called Marketing for Six Sigma (MFSS).  MFSS was built with useful tools from the original Six Sigma toolset, the Design for Six Sigma toolset (See book by Creveling et al on Amazon), and best in class tools from other resources.
    Philosophically, the approach to MFSS entails an approach to fixing broken processes utilizing DMAIC tools, and developing new products concurrently with the CDOV process (Creveling).  In addition, it helps in the long term life management, and portfolio analysis, of a product or service in the organization (this new roadmap is currently called LMAD).
    A structured MFSS program puts measurement systems on marketing process, allows new processes to be created, and takes an engineered systems approach to identifying critical marketing functions.  Concerning a previous writer’s comment, “What is marketing really?” I have to say that I am not taking a stance on that.  I believe it varies by organization.  What makes MFSS so valuable is that it ensures that marketing functions have clear design, structured measurement systems, and minimized waste.  The MFSS toolkit allows marketing leaders and clinicians to structure their projects around the best tasks, tools, and deliverables.
    One can use the toolset on Sales, Advertising, Marketing process, etc.  It is different than traditional DMAIC thinking.  It is more consistent with DFSS thinking in that you have a large toolbox of tools, but you must structure their application and use for the best outcomes.
    Mr. Creveling and myself have overseen, and are overseeing, the deployment of MFSS and DFSS at a 2 Fortune 50 companies.  We are currently authoring a book due for release early next yearby Prentice Hall.  I have project consulted on approximately 30 MFSS projects since 2000 (Not counting projects undertaken at organizations post-engagement).
    MFSS is a critical piece of a full corporate deployment that should include DMAIC, DFSS, Technology DFSS, and Portfolio  management systems.  I run a small consulting firm (McGregor Product Marketing Solutions, and Mr. Creveling is President of Product Development Systems and Solutions.  Either of us would be happy to answer any questions.
    Scott McGregor
    530-268-8079
    [email protected]
     

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    #92156

    Adriano Barbosa
    Participant

    YES !
    I have successfull practice of SIX SIGMA in Marketing.
    However we didn’t leverage a result in six sigma level of marketing process.
    Let me explain.
    This year I began a project in a Metallurgic Industry and we started the year with sales in 14 states in Brazil. We are in November, closing October with sales in 25 states (from 27).
    This is a result of the application of DMAIC methodology in macro-process sales by state.
    This approach is not conventional but it gave results for the company.
    The financial result associated is that we started this year with 475 sales / month and closed October with 923 sales / month.
    This was also a result based on DMAIC methodology.
    The fact is that we developed a Business Intelligence system to support both MSA / Measure phase as Control phase.
    THis BI system was tightly integrated with ERP’s company, extracting data in a daily basis and keep in straight control.
    Also, the BI system was feed with competitors movements about price, terms, delivery and promotional actions. And for each ompetitor movement we decide an against action to null the competitor action.
    Also, as we revised closely the geodata about 3270 cities from 5560 Brazilain cities, representing 80% of Brazilian Popullation Economically Active, this helped too to identify new markets for increasing the market share.
    And, for increasing the market in we applied Six Sigma concepts of Critical-ToQuality and Customer Requirements (Voice of Customer) to identify new approaches with actual customers to contain loose of market in and of course, increase the marketing in.
    I can affirm that SIX SIGMA gave me the base for that together with other data technologies and information technologies.
    I am sure that only SIX SIGMA wasn’t enough to reach these levels of financial results. Business Intelligence based on Microsoft Office System / Server 2003 and Project Management based on Microsoft Project / Project Server 2003 was a great tool for achieving the results.
    Based on this experience I am thinking in conduct formal SIX SIGMA approach for the next year both in Marketing, Sales and Customer Care.
    But we will need to pay attention close in the production process too.
    We closed the triangle Sales – Production – Billing in a macro standpoint and got inside the details regarding the core process.
    Deeping inside util reach the operational process, e.g., the production process in a machine and its procedure.
    The human factor is a big challenge. We had to change some sales people that did not agree with the agressive marketing strategy. Well it was a company policy to expand and we assumed that. This week we changed the Sales Manager too because we need a more strong leadership in Sales.
    Well, this is a resume. It was not easy to lead with undesired human behavior. The data quality was another big challenge too because we had to clean up the ERP’s database from mistakes and errors.
    The geomarketing database that we developed was another a great tool and the Microsoft MapPoint technology helped a lot in getting a geospatial business data visualization.
    Six Sigma for me, is a business strategy. And it needs a great support from IT and DT. The people must be engaged and you need to have a total support from the higher level of administration.
    Or you won’t get consistent financial results.
    Adriano Barbosa, [email protected]————————-

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    #92168

    Dean B
    Participant

    While marketing and 6s philosophies seem quite similar, they were conceived and deployed in different ways to accomplish different aims. Marketing was intended to integrate and cooridinate the organization to create, develop, and maximize its market opportunities relative to economic return. The purpose of marketing research is to directly study marketing processes, in accordance with the nature of marketing data and processes. Like 6s, MR uses statistical tools, but because the data and nature differs, MR often uses a different roadmap and differing  statistical approachs. Often the goal isn not to reduce or control variation, but just to better understand the dynamic nature of the situation (what is the direction of the trend and how fast is it changing). Sometimes variation represents an opportunity.
    Six-sigma was intended to find process problems in highly repeatable manufacturing environments, and solve them using DMAIC. By solving these issues the result, “indirectly”, can improve economic and market performance. These do not target the marketing processes “directly”, however, as marketing research does.
    Marketing research may involve ugly data, concepts, estimates, and calculated gambles in a rivalry environment. Game theory can have as much to do with marketing assumptions as relationships in the data. MR seeks to estimate market behavior, not just ID and solve a red x’s, set up new controls, and be done. In marketing this could miss the forrest for the trees. Marketing uses the marketing mix to launch campaigns as uncontrolled experiments (informed gambles), which it can only hope to monitor, learn more about, and adapt to. Unlike in 6s, in marketing perfection is never achieved, nor is it even a goal. In marketing, understanding, targeting, and execution are key issues. For example: evaluating bid-award ratios (an indirect issue) is never as relevant as revenue-profit performance (a direct issue). Sometimes new campaigns deliberately perform poorly on bid-award ratio, but make other decisions and execution more possible, improving revenue-profit.
    I have seen 6s support marketing, on indirect but still important improvement projects, but have seen only difficulties and disappointment when 6s is used as a pure substitute for well established marketing methodologies.
     
     

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    #92172

    Ruben
    Member

    Let’s step back a bit and define marketing by its most fundamental concept… that of the 4 P’s. The first framework taught by any business school for a marketing class is that of the four main elements of Price, Product, Placement (Distribution) and Promotion; which was first introduced by Kotler, I believe.
    I am a Six Sigma BB with GE focusing on “Go to Market” activities. Our approach to the “How to apply the tools and methodology to Marketing?” question has had many answers.
    A couple of examples of projects in each of the 4 P’s that I’ve personally been involved with,  include:
    Pricing: “Price Setting” and “Getting”. In “Getting”, we have done discount management and value-based selling tool development projects.
    Product: Here, Requirements Management has been a place where the use of VOC tools, QFDs, FMEAs and CTQ flowdown have been pervasive.
    Placement: Sales channel selection, analysis and optimization (closely tied to Price Getting) where we have taken a statistical approach to understanding channel dynamics.
    Promotion: Here, we have done projects regarding lead management and yield (from Trade shows, for example) and mailer/promotion effectiveness.
    I sincerely hope I have shed some light in this very interesting question.
    Thank you,
    Ruben Salinas
    GE BB

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    #92183

    Dean B
    Participant

    Actually the 4-P’s were introduced by Barker, but Kotler is also a big guru in marketing circles, and endorses the 4-P’s also. It is important to remember that the 4-P’s are strategies for executing a larger marketing objective, or philosophy, which are the points of validation. Improving any one of the 4-p’s in isolation of the larger objective may prove nothing.
    According to Kotler, the 4-P’s are merely a means to achieving the larger objectives of meeting human and organizational needs. Sometimes those larger needs can be met directly, by just focusing on them, taking everything into account, not just the 4-P’s. Also, many marketing experts consider the 4-P’s to be a holistic process and not a specific project here or there kind of thing. Viewed this way, any change in any P must be with respect of all the other P’s and the larger objectives, as failing to integrate can quickly take one outside of the relevant range of their data..  
    Marketing needs to be data supported, and 6s can contribute constructively to this purpose.  However, not all marketing problems will lend themselves to the 6s tool box. A philosophy of engineering states that a quantitative approach ought to be compatible with the nature of the problem. Contrary to many BB’s I have discussed this with, I am convinced that marketing has it’s own nature and is not completely characterizable in process, variation, and yield terms, as production processes typically are. Marketing is also a creative and a human process, which sometimes must be felt before they can be measured. Innate common sense, a purely human phenonomon and dimension of logical reasoning, in marketing often must trump emperical inferences. If your data says one thing, and your marketing pro’s are doing the opposite and winning, you know what I am talking about.
    The question is: How well has 6s adapted its methods to fit the nature of the marketing problem? FMEA’s are a step in the right direction, but overall, on this question I still have many doubts. There is no substitute for applying market based-reasoning and marketing logic. Good luck to you.

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    #92186

    Ruben
    Member

    Agreed. You make valid points in terms of  Six Sigma supporting the Marketing function of an organization and not becoming its fundamental enabler.
    By its nature, the Marketing function considers elements, such as Psychographics and Competitive Dynamics, that are hard to approach in a quantitative manner. These require the use of more pragmatic and fundamental tools such as those provided by generally-accepted frameworks, marketing savvy and plain logic… to avoid tunnel-vision and over-simplification of a complex process.
    However, I do want to make clear that our projects are focused on achieving a single “Marketing” goal and well-defined vision: Increasing market share while maintaining pricing and margin integrity. I won’t go into the quantitative details of that vision/goal statement, which WERE defined following the SMART concepts.
    But what’s important is mentioning that our project funnel, initially framed around the 4 P’s, was developed with this goal in mind. And, essentially focused on attacking a macro-problem from different directions. The results of our approach have beared fruit already, as evidenced by our increased market penetration and enhanced pricing results. So, our focus and framework are most definitely working.
    In conclusion, I agree that Six Sigma is not Marketing and Marketing cannot be done by using the Six Sigma toolkit alone. But the fundamental principles of collecting VOC to ensure customer requirements are met satisfactorily (enabled by tools such as QFDs) and data analysis for market-based decision-making (enabled by many of the Six Sigma tools and principles) still remain at the heart of a successful Marketing professional’s work and initiatives.
    Great discussion. Thank you,
    Ruben Salinas
    GE BB

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    #92192

    JENNIFER
    Participant

    Good direct marketers use a DMAIC approach every time they create a new campaign.  (Direct marketers solicit customers with the purpose of generating a sale directly from the solicitation, generally through mail, telemarketing, TV, etc.).  For example:
    Define: Direct marketers have a goal of beating beat the performance (e.g. response rate) of their “control” (the creative piece that consistency produces the best results). 
    Measure: The marketers define the performance standard for their campaign and gather data that shows the historical performance for the creative.
    Analyze: Marketers analyze the data to determine what X’s most impact performance.
    Improve: Marketers design a DOE to test several different X’s that will likely impact the performance of the creative (e.g. envelope color, personalization, teaser, free gift, segmentation, etc.).  Marketers then conduct the DOE and determine what combination of X’s generate the best results.
    Control: If a test cell beats the original “control”, marketers make the test cell the “new control” and use that creative going forward.  
    The cycle repeats itself in new campaigns, because direct marketers are constantly attempting to beat their control.  All of the traditional Six Sigma tools may not be used, but the thought process and methodology is definitely followed.

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    #92197

    Dean B
    Participant

    You are right about the “thinking” methodology. The thinking certainly applies, even if some of the tools do not.
    But not all the “thinking” of 6s applies as smoothly either. For example, the term “control” may be a loaded term here that needs examined beyond traditional 6s thinking.
    I used to be a direct marketer back in my undergrad years. The rookies were trained to use strict controls (regimented word for word scripts) , which worked well enough that it meant the difference between selling something or nothing. 
    However, the experienced players were easily spotted, as they became “flexible controllers” using a wider range of methods, applying them creatively and situationally, in real time, depending on the signals they got from the prospect. The difference in performance between a rookie and a veteran was 3-10X.
    Hence, control is a loaded term, and needs to be defined carefully in the marketing context. Control achieved through an enhanced capability of flexible application generally is much more valuable than strict control of a transactional process. As in my direct marketing experience, strict control at best sets a minimum standard, while flexible control is where the breakthrough often lies.

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    #92236

    Fen Boster
    Participant

    Depending on your definition of marketing(and Six Sigma for that matter), I was a part of a very successful one at a consumer packaged goods firm.  The Y was daily sales, some of the Xs were retail location, retail store, promotion(BOGO, free merchandise, coupons…), shelf location, Day of the Week and many others.  Big takeaways were cost justifying our promotions and trade allowances given to distributors.
    Remember, anything in business is a process.  Processes have metrics.  Metrics can be improved

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    #92238

    Eelez
    Participant

    Y’all…
    This is quite simple.  Sales is a problem solving activety.  DMAIC is a problem sovling methodology.  Typically you are solving a customer’s problem with your service, product or intellectual property.  You can use DMAIC or DFSS in most every instance.  Like Mikel Harry stated in his book, the only situation that you may not be able to apply the methodology is in a legal dispute.  Lawyers seem to be more fascinated by the problem than reaching a solution. 
    Sales is an input to marketing:
    Marketing = Product X Place X Price X Promotion. 
    Sales is an input to Promotion: 
    Promotion = Sales X Sales Force X PR X Advertising X Sales Promotion X Direct Marketing. 
    It is all about human interaction.  What things can your business put together and in what measurement to attain the SALE.
    Here is something else to boggle the mind.  Shareholder value is a function of  Total Sales$, Total Cost, Customer Satisfaction and Mission Values and Guiding Principles. 
    This is the root of ALL Y=f(x).  Without human interaction, there would not be a need for 6-Sigma.

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    #92249

    Dean B
    Participant

    Is sales an input to marketing, or is marketing an input to sales?  Be careful of getting trapped by rigid definitions.
    I know PhD’s that debate this metaphysically, and can prove that both are true at the same time, and either can be absolutely true in different situations at different times. If this is the case, there is a danger in adopting a methodology based on overly structured definitions. All this will do is make folks believe they have the y=f(x) covered, when they really do not. 
    Marketing is loaded with philosophical riddles and definitions that end only in circular reasoning. How well does DMAIC work in circular reasoning problems? I know it is good, and great with everything, including my corn flakes, but even the world’s most capable empirical tool kit is powerless in the face logical fallacy.
    The 4-P’s are a strategy, or a framework, much like DMAIC, for managing the marketing philosophy, not a collection of absolute y’s and x’s. Six sigma at best is a compliment to marketing thought. It can never be a substitute, and can be a poor compliment if tunnel vision and empirical domination takes over. Marketing needs all 3 levels of logical reasoning: dialog, innate (common sense), and empirical. If adding the latter is done in a manner that interferes with the 2 former, you have created a new marketing problem.    
     

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    #92250

    Eelez
    Participant

    As “Marketing needs all 3 levels of logical reasoning: dialog, innate (common sense), and empirical.”
    So does problem solving need: dialog, innate, and empirical. 
    DMAIC or DFSS can be used for marketing and problem solving.
    Marketing is problem solving.
     

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    #92292

    Devesh
    Participant

    Hi Fen,
    Can you please share some details of the projects that you did for promotion(BOGO, free merchandise, coupons…), shelf location, Day of the Week.
    I am also trying to take up projects in these areas.
    Best regards,
    Devesh

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    #92621

    Mike McClarence
    Participant

    Jil,
    Could you please explain the following sentence.
    It is my inability to go further but I researched that we are so much dependent on analysis rather than SYNTHESIS [ Japanese are doing this].
    What is SYNTHESIS ?Best regards,
    Mike

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    #92627

    Andy Urquhart
    Participant

    Marketing and sales are a huge problem that need our help. So many times good sales people are put down by poor management when the real problem is statistical variability. This is why a salesperson  can go from hero to zero in the space of a week. Now someone in this forum has already mentioned the importance of going to Gemba.
    How many times do those in  marketing ask people in sales what they think about the stores product selection, quality, delivery, pricing, and latest ‘marketing event.’ In my experience, not very often and the concept of an ivory tower springs to mind. (In the UK instead of consultation, marketing people often use ‘motivational seminars’ where the sales staff have to pass the grapefruit and subject themselves to psychometric testing, whereupon they are put them down for one reason or another.)
     ‘Real time’ marketing can be achieved through the measurement of  ‘availablity performance’ – quality, delivery, and cost. When a person walks into a store it is important to find out what they want. If nothing else we ought to know the number of people coming into the store.
     Once in the store, we should capture any disappointment, such as ‘no shoes in half sizes’, because this amounts to a loss and acording to Dr. Taguchi losses are due to a lack of quality. These losses can then plotted on an np chart using the current stores sales target and we can then work out the store’s sales process capability. By doing this we can find out if the targets is realistic. If targets are not realistic and evidenced based it is likely that some good sales people will be demotivated and that the system might only favour psychotics – those who would sell anything to anyone for a commision. (I believe that the long term prosperity of a company depends on meeting cutomer’s needs, and not by selling them bad products with good commisions.) 
    The problem has now been reduced to how to set targets correctly and in finding out what local people really want to buy. (The store’s availability performance data can be captured on a PDA in the store and downloaded to a PC for subsequenty analysis.)

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    #93000

    Sumit Ray
    Member

    To Ruben Salinas, GE BB
    Dear Ruben,
    Am trying to formulate a project on Marketing/Branding for our Division. You have outlined the objectives very clearly. We are a steel company and our selling some of our brands through distribution and retail. We have a commitment on budgets and we are trying to formulate a project that can help measure the effectiveness of our product promotion activities in the market.
    Could you throw some more light on the subject.
    Regards,
    Sumit Ray
     
     
     
     

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    #93334

    Jerry Green
    Participant

    We have chartered and closed 7 Six Sigma projects in Sales & Marketing in 2003 with over $11M in profit enhancement.  5+ additional projects are being introduced for 2004.  Great improvements can be made in Sales & Marketing. 

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    #96754

    mcintosh
    Participant

    I’m writing an article on Six Sigma initiatives in mrketing…can you give me the examples, or talk offline?
     
    Tom

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    #96758

    JGreen
    Participant

    Offline discussion, call 972-894-6373

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    #96765

    Heebeegeebee BB
    Participant

    Yep.
    One example:  Mikel Harry and the packaging/marketing of 6S.  

    0
    #97407

    Kelvin
    Participant

    Heebeegeebee, Do you know of any Direct Marketing companies that have or are presently implementing six sigma, and if so which six sigma consultants are working with those companies?

    0
    #106233

    P.K.JAIN
    Participant

    I have searched and searched.
    People have talked at great length of the feasibility of applying six sigma approach on MARKETING projects.
    What I want to know is this. Has there ever been a successful six sigma project on Marketing? Has anyone produced an agreeable result on marketing projects when six sigma was applied?
    The process of applying six sigma, I assume, is possible. But has anyone seen or heard a successful result derived from six sigma?
    Please do tell.
    p.k.jain

    0
    #108626

    vidya shanker
    Member

    tell me about innovative fields of application  of six sigma .

    0
    #110543

    Garry Davis
    Participant

    Several of our B2B clients who embrace Six Sigma are utilizing our thin client Lead Management/Qualification technologies to measure marketing performance, glean VOC data and execute KANO surveys.  Basically, all product inquiries (from all print ad, direct mail and trade show events) are “funneled” into a centralized datamart via the use of microsite(s).  An extension on the microsite URL denotes the specific media event (even creative or offer) that was the catalyst for generating the response. This is crucial in measuring ROI – sales dollars generated from a specific ad/marketing event.  Once the individual sales rep who has territory/product line responsibility finalizes the follow up process, the rep updates the outcome of the lead by completing a brief on-line “disposition” form accessed via the web.  To grab VOC data, such as … “why did you buy/not buy? did the sales rep follow through to your expectations with info you needed to make a decision?  how (medium) do you wish to be communicated in the future? … an email with a hot link to a survey form/or direct mail letter – is sent to the product inquirer at staged intervals.   

    0
    #112256

    Jim the marketer
    Participant

    Pardon my saying this, but your logic is shallow and not helpful.DMAIC and DFSS can be and are used in the profession of
    marketing. But your statement that “marketing is problem solving”
    is like saying that “breathing is problem solving.” Marketing is a form of persuasive business communication.
    Variance goes out of whack when those controlling the process
    neither understand the art of persuasion nor appreciate the science
    of project management. The latter is easy to fix with DMAIC or
    avoid with DFSS. The former is the tuffy due to the types of
    audience variables one is likely to encounter.

    0
    #118843

    O’Connell
    Participant

    I would love to hear more. Can you contact me direct? [email protected]  Thanks!

    0
    #136795

    kali
    Participant

    Hi
    I am interested in knowing how to apply this Six sigma in a dotcom company’s marketing & sales division. Please suggest me certain points.
    Regards
    Kali

    0
    #137477

    arjun
    Participant

    Hi
    I am doing a project where I am trying to implement a six sigma framework for the telesales process. The telesales process here is used for lead generation. has anyone done anything similar or can give me an idea on how to go about it?
    i know the usual tools of DMAIC…in this case, my Y has to be increased from x to y leads per month. and my X has many including training given to the telesales agents, length of campaign etc…
    it is at this point tat i am stuck, can anyone guide me on how to go about further with this?
    thanks
    arjun 

    0
    #139316

    Manu Bangia
    Participant

    What company is this? Would you mind sharing that information?

    0
    #144239

    karl
    Participant

    Sure … Motorola … most successful SS marketing campaign ever … invent a load of rubbish and watch them come.

    0
    #144256

    Sah
    Member

    Very easy. 6s itself !

    0
    #148355

    Mandalia
    Member

    I want to apply six sigma process on marketing. So any one have done similar project can please help me out.

    0
    #148357

    qualitycolorado
    Participant

    Sachin, Hello!Yes, there definitely are successful projects regarding applying Six Sigma to marketing functions. These links may should provide you with some useful information about this:http://dev.salesperformance.com/Content/Articles/Book_Q_A.pdfhttp://www.tocquigny.com/whitepapers/download.php/Six_Sigma_WP.pdf http://www.asq.org/financial/achieve-ss-quality-case-study.htmlhttp://www.crm2day.com/library/50208.php
    .. hope this is helpful to your efforts …
    Best regards,
    QualityColorado

    0
    #151776

    m_makaiwi
    Participant

    Thanks for your posting QualityColorado. I was hired on as a business analyst in the marketing team with a Fortune 100 company. The marketing organization has at least acknowledged that the problems they are experiencing are process related problems. The current state of this marketing segment is to do problem management and non value added rework, not break through process improvements. I am interested in connecting with you and others in the area since I am in Colorado Springs, CO.

    0
    #151782

    Schmidt
    Participant

    marcus makaiwi
    Verizon Business
    2424 Garden of the Gods Road
    colorado springs, co 80919
    719-535-5260 work.
    [email protected]

    0
    #151781

    qualitycolorado
    Participant

    m_makaiwi,
    Can you post your email, phone #, or other contact information?
     
    Best regards,
    QualityColorado

    0
    #151806

    Schmidt
    Participant

    Unfortunately, the etiquette guidelines prevent me from doing that. I’m not sure if there is a work around. If you know of one, let me know.

    0
    #154061

    JWest
    Participant

    See the January 2006 issue of cmomagazine.  It deals with Xerox and Y&R Brands.

    0
    #156858

    MaryRose Nguyen
    Participant

    Would it be possible to discuss off line more in depth regarding your answer?
     

    0
    #156866

    MaryRose Nguyen
    Participant

    Could anyone share with me any specifics for implementing Six Sigma in a pharmaceutical organization sales and marketing? examples and methodology used.
     
    TX
    MaryRose

    0
    #156867

    Trev
    Member

    Hi MaryRose,
    It’s too bad you didn’t attend the ISSSP Leadership Conference last month in Scottsdale. It was great and there was a speaker that talked about *exactly* what you are asking about. So the answer is YES and you might want to try to read this blog post and post a more specific message to the speaker of the session. He might be reading blog comments.
    Trev

    0
    #156915

    ashish rastogi
    Participant

    All marketing requires an indept analysis, statistical techniques viz Multi Variate techniques like FA , PCA , EDA, etc are widely used. Financial indicators like ROI, IRR, etc  adds to business sense.

    0
    #165630

    vishal.ninnekar
    Member

    hello
      respected, sir/ mandam
    my name is vishal.ninekar i am a chemical engineer , presently doing mba .. i want to do a project on six sigma & want to implement that to a production field … can u help me by giving some inputs materials that i can take use of that..
                                                                                    thankinu u
                                                                                   vishal.n
     
     
     
     
     

    0
    #171505

    Teena
    Member

    Hi Jerry
    Can I have the details of your Marketing six sigma projects?
    My mail id is [email protected]
    It would of great help
     
    thanks
    Teena

    0
    #171877

    Nitin Kumar
    Participant

    Dear Tina,
    Greetings!
    I need one favour from u . I need some case study on Mfg Six Sigma which I can share with the trainees.

    0
    #183170

    SEBASTIEN
    Member

    Any chance for you to share project scope? I am willing in return to do same… with example of design of experiments conducted.

    0
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