However, views have changed, with managers adopting an increasingly scientific approach in both areas.
That approach has brought with it more; discipline, structure, process and planning – all of which are absolutely necessary in the face of increasing competition and costs.
However, when sales and marketing are compared to other business functions, such as; production, or accounting, there is still some way to go.
Compare it to manufacturing, for example, where the search for the best way began with starting with Frederick Taylor's time-and-motion studies in the early part of the last century, and culminating in today's Total Quality Management and Just-in-Time methodologies.
But, what if you viewed Marketing/Sales as a process to manufacture sales (including repeat sales)? After all, every business has a sales production system of some sort in the form of your existing Marketing and Sales activities.
But does it represent a true seamless process – one that can be measured accurately and managed in terms of its effectiveness. It is systematic (i.e. proactive, consistent, predictable, and reliable) and optimized?
Consider how sales/marketing is like manufacturing? Both are processes that take raw
material, transform it, and output a desired good. Specifically, Marketing/Sales takes leads or suspects (raw material) and moves it through a number of processes/stages generate a sales and ultimately a loyal customer.
Marketing/Sales is further like manufacturing in that the process can be managed
as a set of work areas/processes, with raw material, work-in-progress (WIP), and finished goods. Just as in manufacturing, each Marketing/Sales work cell has scrap rates, yields, quality measures, and latencies.
So why stop there - apply other manufacturing and process engineering principles directly to Marketing/Sales, including; — including process mapping and re-engineering, constraint analysis, continuous improvement, and lean thinking.
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