Remove Assembly Line Remove Manufacturing Remove Trust
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Do You Trust Your People To Solve Problems?

Partners in Excellence

Continuing my series on applying lean/agile manufacturing principles to selling, I was reminded by Charles Green and Dave Jackson about an important aspect of these principles that is never mentioned by those promoting lean/agile in our sales assembly lines. What if we learned what lean/agile manufacturers really do?

Trust 139
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How Deming’s 14 principles provide the foundation for Positionless Marketing by Optimove

Martech

Edwards Demings 14 principles transformed manufacturing by emphasizing quality, efficiency and continuous improvement. The traditional, assembly-line model of campaign executionwhere data, creative, and deployment are handled in rigid stepsis no longer fast enough for real-time customer engagement.

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Our Customers Are Changing Faster Than We Are!

Partners in Excellence

Sellers have, blindly, applied “manufacturing” technique to managing their selling process. Customers and sellers have become widgets moving along the sales manufacturing line, losing the humanity, failing to build trust and confidence the buyers crave.

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The Future Of Work Is About More Than Work!

Partners in Excellence

We redesign knowledge work, emulating the principles of the industrial assembly lines of the past. We chop up work, creating assembly lines where knowledge workers focus on perhaps the functional equivalent of tightening a bolt. them passing the work to the next person in the knowledge worker assembly line.

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The Problem With Efficiency

Partners in Excellence

We’ve even borrowed concepts from our manufacturing counterparts with leader boards, call counts, data being projected on the walls or scrolling across our dashboards. The SDR passes the customer to a BDR who passes the customer to an AM (Account Manager), who engages a Demoer, than a Product Line specialist.

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Are “Traditional” Selling Skills Even Relevant Anymore?

Partners in Excellence

This has a number of advantages, skill levels don’t need to be as high, we can leverage role specialization more effectively (creating sales assembly lines with customer widgets passing through each station), and we can effectively leverage all the traditional selling skills.

Sell 109
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Customers Aren’t Widgets

Partners in Excellence

However, we are repeatedly see descriptions of selling becoming more like that of a manufacturing line–input a prospect at the beginning of the process, move them step by step through our sales machine, and at the end we spit out a paying customer. Things like trust, relationships come into play.