VOC certainly helps in designing products and services based on specific customer needs and requirements, but the problem is that the data collection process is not easy. Lack of proper data can seriously undermine the successful implementation of Six Sigma projects and in turn, leads to frustration, reduced process capability and missed deadlines. In such a scenario, it would become quite impossible to satisfy the needs of the customers, leave alone delighting the customers, which is one of the primary aims of most Six Sigma projects. Given below are some of the techniques that can be employed by project managers to jump-starting Six Sigma projects.
Verifying The Applicability Of VOC Data Collection Tools
Six Sigma makes use of different types of standardized statistical tools for the purpose of VOC data collection. Each of these tools has a specific utility and is meant for use in specific business processes only. While selecting tools for a particular project, the project manager should carry out the necessary checks to ensure that the selected tool will be able to give the desired results.
Selecting tools for use in simple business processes is quite easy, but the task becomes quite difficult when the project involves making changes to complex business processes. In such cases, what that matters most is the experience of the project manager, which can be utilized for selecting the most appropriate VOC data collection tool. Qualifications and theoretical knowledge are also necessary, but it's the experience that counts when it comes to selecting the most effective data collection tool.
Understanding Customer Behavior
Analyzing the inputs provided by customers for understanding their specific needs is no doubt an essential task, but when you consider the amount of effort that goes into data gathering and analysis, its importance is certainly reduced. Large established organizations with unlimited resources at their disposal may not feel the pinch of carrying out such mammoth tasks, but small organizations are certainly not as lucky and have to plan properly if they do want to invest in carrying out a similar task.
The best option for these organizations is to skip this step altogether because if we think rationally we find that in reality most customers are not certain about their needs. The only things that they are sure about are the things that they do not want such as high prices, poor quality and late delivery. Therefore, instead of spending vast amounts on VOC data collection, the organization can simply concentrate on designing cost effective products or services, something that most customers really want. Skipping VOC data collection process is however not possible in case of products or services that are targeted at a niche market, where customers are far more critical of what is being offered to them.
Six Sigma may be based on standardized statistical theories and concepts, but it does not mean that it cannot be altered to suit the requirement of a specific business process or industry. More than anything else, Six Sigma is a practical approach for improving quality and increasing efficiency.
Here are five strategies I've used to pull clients out of a downward trend in sales. I've done my best to keep them simple, with the goal of creating idea-starters for you.
1. Get over it.
Two things are important here. First, no more whining or worrying. Those won't get you out of this. Every bit of energy and focus should be on the solution. Fear only slows you down. Action is your way out, not waiting.
Second, what got you here may not get you out of here. You may well need to get over or let go of how you've always done things and be open to new ways.
So, get over it. I don't say that to minimize your situation, only to get you back on the path to the solution as quickly as possible. If you can't get over it, you likely won't be willing to make the changes I'm about to suggest.
2. Sell to the people who are buying.
If your customers have slowed or stopped buying, who still is buying? I've never been invited into a company that didn't have at least one small segment of customers who found them. The company didn't spend a dime attracting them, zero sales efforts. Nonetheless, there they are.
A client that serves the residential market always had the occasional commercial customer find them. As residential business slowed we started pushing commercial work and, thankfully, commercial customers are now making the difference. Another client is making the shift from private sector customers to government customers.
What group (groups?) of customers does this describe for you? Just because they account for a small percentage of your sales doesn't mean they're a small group. Think about it, they're out there.
Now, you may have to change things up some; your message, print new brochures, add a page or two to your website. Before you do, ask a handful of current customers in this group how and why they buy; what's important to them, what's going on in their world. Let them inform your marketing strategy.
3. Sell what people are buying.
I find many companies are stuck in their ways regarding what they sell. It may not be that people have stopped buying the type of training you sell, it may be they've stopped buying your version (two-day, in-house seminars, for example). It may not be that people have stopped buying landscaping, it may be they've stopped buying how you approach landscaping (high-end, complete re-designs of their yards, for example).
Understand there are other definitions of the product or service you sell that differ from yours. And understand you may need to change how you define what you sell to mold it into something people will buy right now. And no, it isn't as difficult as you think it is to make this change.
4. Change your message.
Part of your slowdown may be because your customers have started buying for different reasons. If your message is the same today as it was 18 months ago, you're marketing where your customers were, not where they are. Touting primo customer service in a downturn? I'll take a lower price. Waving the quality flag? I'll take reliability. What's interesting:
You can argue parts of your superior customer service actually lower the total cost of ownership or that quality translates into a more reliable product. But if you don't, if your brochures, website and salespeople are still talking about service and quality in a price/reliability world, you lose.
Change your message. Put the strengths of your product or service in the context of what's important to your customers right now.
Or simply highlight different strengths. I doubt what you sell is so one-dimensional you can't accomplish this.
Or, you may have to change your product or service to better reflect what's important to your current customer set (or, as in #2, find the people who are buying it). The two-day, in-house seminar training company might consider DVD or online training if that's what their customers are buying. The complete re-design-of-their-yards landscape contractor may consider un-bundling design from what they sell and listening harder to what their customers want to spend.
5. Get efficient.
The message here is really twofold: save; and invest. I don't advise "gutting it out" with last year's overhead hoping to get back to last year's sales figures as quickly as possible. That isn't putting yourself in the best position to be successful.
Cut. Do it wisely, but do it sooner than later. This can be hard. I hear many owners say with pride, "Things are tough, but we haven't had to let anybody go yet." Cutting back can be seen as an admission things are bad, which nobody wants to admit.
Cut. Do it wisely, but do it sooner than later.
Make sure you invest at the same time. Make the employees you keep more efficient (wireless telephone headsets, business writing training (write faster, save time), putting two monitors on their computer to make multi-tasking easier, etc.). Maybe it's time to get serious and: invest in CRM software and strengthen your prospect follow-up program; re-vamp your website to make it easier to buy; upgrade your accounting software to better track costs; get on an airplane for more customer face time.
This is not the time to sit on your hands and wait until things get better. Plus, chances are pretty good what you need to do going forward will be different. This is why you need to: first, get over it; then, look at who you're selling to, next, what you're selling; check the message you're sending against what's important to your target market NOW; and finally, get efficient. Simple? Yes. Easy? Not so much. Doable? Absolutely! When to start? NOW!
Both Tony Jacowski & Hamilton Wallace are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.
Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for lean six sigm. Tony Jacowski's top article generates over 90500 views. to your Favourites.
Hamilton Wallace has sinced written about articles on various topics from Marketing, Six Sigma and Marketing Strategies. Hamilton Wallace is a small business marketing consultant in Scottsdale, Arizona. He is an expert in direct response, including sponsored search, direct mail, message and story, and in creating simplified, effective marketing solutions for small businesse. Hamilton Wallace's top article generates over 14800 views. to your Favourites.