The goal of a Marketing department is to match their products and services with people who want and need them. To do this, a company has many processes and costs associated with developing the four “P’s”, product, place, price, and promotion. To support the bottom line companies develop better practices to streamline process, decrease supply and delivery times, cut costs, and increase efficiency. The technique to improve processes is known as Six Sigma. Companies, such as General Electric and Toyota have been utilizing Six Sigma principles to improve manufacturing processes and quality measures; however, the principles have not been widely used in marketing environments.
Apply Six Sigma to Sales and Marketing
The author of “Apply Six Sigma to Sales and Marketing” defines Six Sigma as a road map to problem solving. A blueprint for the steps needed to take to improve clearly defined issues. So, why are marketing departments failing to utilize Six Sigma principles? Non-believers are under the impression standard operating procedures limits the ability to adjust accordingly to shifting environments and hinder creative magic. According to the author, this is not the case. He believes the real factors for slow adaptation are:
- Facilities: Unlike manufacturing facilities, the design is not built for problem solving, data collection, and assessment.
- Professional backgrounds: A large number of Six Sigma professionals joined manufacturing companies, limiting knowledgeable professionals in the marketing field. Lack of understanding of the principles makes is difficult to develop a program.
- Consumer purchasing patterns: What is the cause for action? Improved manufacturing processes led to increased sales, masking the need for improved marketing efficiencies.
- Existing sales culture: A resistance to structured procedures due to a belief it will inhibit the sales