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Publié par | ASQ Quality Press |
Date de parution | 06 février 2009 |
Nombre de lectures | 1 |
EAN13 | 9780873891790 |
Langue | English |
Informations légales : prix de location à la page 0,2000€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.
Extrait
Six Sigma Marketing
From Cutting Costs to
Growing Market Share
H1367 Reidenbach.indd i 3/31/09 3:40:31 PMH1367 Reidenbach.indd ii 3/31/09 3:40:31 PMAlso available from ASQ Quality Press:
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Strategic Six Sigma for Champions: Keys to Sustainable Competitive
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R. Eric Reidenbach and Reginald W. Goeke
Managing the Customer Experience: A Measurement-Based Approach
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Proving Continuous Improvement with Prof t Ability
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The Executive Guide to Understanding and Implementing Lean Six Sigma:
The Financial Impact
Robert M. Meisel, Steven J. Babb, Steven F. Marsh, and James P. Schlichting
Transactional Six Sigma for Green Belts: Maximizing Service and
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Lean Kaizen: A Simplif ed Approach to Process Improvements
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Root Cause Analysis: Simplif ed Tools and Techniques, Second Edition
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The Certif ed Manager of Quality/Organizational Excellence Handbook:
Third Edition
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Enabling Excellence: The Seven Elements Essential to Achieving
Competitive Advantage
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To request a complimentary catalog of ASQ Quality Press publications,
call 800-248-1946, or visit our Web site at www.asq.org/quality-press.
H1367 Reidenbach.indd iii 3/31/09 3:40:31 PMH1367 Reidenbach.indd iv 3/31/09 3:40:31 PMSix Sigma Marketing
From Cutting Costs to
Growing Market Share
R. Eric Reidenbach
ASQ Quality Press
Milwaukee, Wisconsin
H1367 Reidenbach.indd v 3/31/09 3:40:31 PM American Society for Quality, Quality Press, Milwaukee 53203
© 2009 by
All rights reserved. Published 2009
Printed in the United States of America
15 14 13 12 11 10 09 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Reidenbach, R. Eric.
Six sigma marketing: from cutting costs to growing market share / Eric
Reidenbach.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-87389-768-6 (alk. paper)
1. Marketing—Management. 2. Marketing—Quality control. 3. Six sigma.
(Quality control standard) I. Title.
HF5415.13.R368 2009
658.8'02—dc22
2009007648
No part of this book may be reproduced in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher.
Publisher: William A. Tony
Acquisitions Editor: Matt Meinholz
Project Editor: Paul O’Mara
Production Administrator: Randall Benson
ASQ Mission: The American Society for Quality advances individual,
organizational, and community excellence worldwide through learning, quality
improvement, and knowledge exchange.
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H1367 Reidenbach.indd vi 3/31/09 3:40:31 PMContents
List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Chapter 1 What Is SSM? . . . . . . . . . . . . . . . . . . . . . 1
A Too-Common Situation . . . . . . . . . . . . 1
The Challenge . . . . . . . . . . . . . . . . . . . . . 3
SSM Defined . . . . . . . . . . . . . . . . . . . . . . 4
Chapter 2 Value Drives SSM . . . . . . . . . . . . . . . . . . 17
Satisfaction Does Not Equal Value . . . . . 18
A Distinction of Importance . . . . . . . . . . 18
Value Versus Satisfaction . . . . . . . . . . . . . 20
Happy Customers Are Not Always
Profitable or Loyal Customers . . . . . . 23
One Final Word . . . . . . . . . . . . . . . . . . . . 28
Chapter 3 Integrating Six Sigma and
Marketing with the Competitive
Planning Process . . . . . . . . . . . . . . . . . . 31
Planning Hierarchies . . . . . . . . . . . . . . . . 31
The Competitive Planning Process . . . . . 34
vii
H1367 Reidenbach.indd vii 3/31/09 3:40:33 PMviii Contents
Chapter 4 Define: Identifying Marketing
Opportunities for Business Growth . . . 51
Product/Markets (P/Ms) . . . . . . . . . . . . . . 53
Product Lines . . . . . . . . . . . . . . . . . . . . . . 53
Market Segments . . . . . . . . . . . . . . . . . . . 54
Prioritizing Market Opportunities . . . . . . 59
Chapter 5 Measure: Defining Value for
Targeted Product/Markets . . . . . . . . . . 67
Capturing the VOM . . . . . . . . . . . . . . . . . 69
Create the Competitive Value Model . . . . 78
The Competitive Value Model . . . . . . . . . 82
Chapter 6 Analyze: Identifying Value Gaps . . . . . 91
The Competitive Value Matrix . . . . . . . . . 92
Understanding Value Gaps . . . . . . . . . . . . 94
The Customer Loyalty Matrix . . . . . . . . . 98
The Competitor Vulnerability Matrix . . . 104
Chapter 7 Improve: Closing/Growing
Value Gaps . . . . . . . . . . . . . . . . . . . . . . . 107
Value Streams and Processes . . . . . . . . . . 108
The Linkage Challenge . . . . . . . . . . . . . . 109
Linking the VOM to Specific Value
Streams and Processes . . . . . . . . . . . . 111
SSM Mapping . . . . . . . . . . . . . . . . . . . . . 119
Chapter 8 Control: Monitoring the
Competitive Value Proposition
and Customer Defects . . . . . . . . . . . . . . 123
Monitoring Your Competitive Value
Proposition . . . . . . . . . . . . . . . . . . . . . 125
H1367 Reidenbach.indd viii 3/31/09 3:40:33 PM Contents ix
Monitoring Customer Events . . . . . . . . . . 128
Requirements of an Effective
Monitoring System. . . . . . . . . . . . . . . 129
Chapter 9 Deploying SSM . . . . . . . . . . . . . . . . . . . . 135
Business Philosophy . . . . . . . . . . . . . . . . 136
Top Management Support . . . . . . . . . . . . 138
Resources . . . . . . . . . . . . . . . . . . . . . . . . . 139
Training . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Incentives 140
Success . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
H1367 Reidenbach.indd ix 3/31/09 3:40:33 PMH1367 Reidenbach.indd x 3/31/09 3:40:33 PMList of Figures
Figure 2.1 Eroding market share of automakers. . . . . . . . . . . . . 19
Figure 2.2 Customer definition of value and quality. . . . . . . . . . 21
Figure 2.3 Market share and customer satisfaction. . . . . . . . . . . 24
Figure 3.1 The integration of Six Sigma and marketing. . . . . . . 32
Figure 3.2 Planning hierarchy. . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Figure 3.3 The competitive planning process. . . . . . . . . . . . . . . 35
Figure 3.4 Prioritizing value opportunities. . . . . . . . . . . . . . . . . 36
Figure 3.5 Marketing mix objectives. . . . . . . . . . . . . . . . . . . . . . 43
Figure 3.6 Actions for Objective 2.1 (95 percent of all shop
and field service work completed on time as
promised). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Figure 4.1 The define stage. . . . . . . . . . . . . . . . . . . . . . . . . . . . 52
Figure 4.2 The Market Opportunity Matrix. . . . . . . . . . . . . . . . 57
Figure 4.3 A generalized P/M Matrix. . . . . . . . . . . . . . . . . . . . . 60
Figure 4.4 P/M Matrix for a commercial bank. . . . . . . . . . . . . . 61
Figure 4.5 P/M Matrix for a heavy-equipment dealer. . . . . . . . . 63
Figure 5.1 The measure/analyze stages. . . . . . . . . . . . . . . . . . . . 68
Figure 5.2 A comparison of four survey techniques. . . . . . . . . . 73
Figure 5.3 Levels of measurement. . . . . . . . . . . . . . . . . . . . . . . 74
Figure 5.4 Sample size calculator. . . . . . . . . . . . . . . . . . . . . . . . 77
Figure 5.5 Attribute components. . . . . . . . . . . . . . . . . . . . . . . . . 80
Figure 5.6 Competitive Value Model: Wireless telecom. . . . . . . 82
Figure 5.7 Value model for providing electricity to large
industrial clients. . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Figure 5.8 Value model for compact tractors. . . . . . . . . . . . . . . 87
Figure 6.1 The measure/analyze stages. . . . . . . . . . . . . . . . . . . . 92
Figure 6.2 Competitive Value Matrix for wireless telecom
competitors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Figure 6.3 Competitive Value Model: Wireless telecom. . . . . . . 95
xi
H1367 Reidenbach.indd xi 3/31/09 3:40:33 PMxii List of Figures
Figure 6.4 CTQ gap analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
Figure 6.5 The Customer Loyalty Matrix. . . . . . . . . . . . . . . . . . 98
Figure 6.6 Profile of value groups. . . . . . . . . . . . . . . . . . . . . . . 100
Figure 6.7 Usage and economic value of value groups. . . . . . . 101
Figure 6.8 Profile of value groups based on CTQ scores. . . . . . 102
Figure 6.9 Customer focus attributes by value group. . . . . . . . . 103
Figure 6.10 Competitor Vulnerability Matrix for AT&T. . . . . . . . 105
Figure 7.1 The improve/control stages. . . . . . . . . . . . . . . . . . . . 108
Figure 7.2 The linkage process. . . . . . . . . . . . . . . . . . . . . . . . . . 110
Figure 7.3 Value model: Wireless telecom. . . . . . . . . . . . . . . . . 113
Figure 7.4 Competitive Value Matrix: Wireless telecom. . . . . . 113
Figure 7.5 Value gaps at the CTQ level. . . . . . . . . . . . . . . . . . . . 114
Figure 7.6 Value gaps at the attribute level. . . . . . . . . . . . . . . . . 116