Theory of Constraints Handbook - James Cox Iii [413]
Assuming the main generic disruptions to the sales flow are removed (the first type), a significant jump in performance can be achieved by treating the sales team as “professional sports athletes.” Make them improve their bad shots and use more of the good ones.
Managing the sales force with a “system” allows us to identify the steps individual salespeople fail to execute well, and to devote time together with them to understand why it happens. In this aspect, the logical thinking tools of TOC have played a major role. For example, many challenges a salesperson has, and probably every deviation from a process a salesperson makes, can be analyzed, together with him or her, by using the conflict analysis tool presented earlier in this chapter (the “Cloud”).
In the past year, we have learned that applying the POOGI to the sales flow enables one to focus on the generic disruptions, the ones that affect the performance of the entire sales force, while dealing with individual performance gaps. It is the “system” view—the one focusing on flow—that enables such a powerful lever.
References
Goldratt, E. M. 2008. The Goldratt Webcast Program on Project Management. Roelofarendsveen, The Netherlands: Goldratt Marketing Group.
Goldratt, E. M. 2008. “Standing on the shoulders of giants,” White Paper presented at TOCICO International Conference, Las Vegas, NV.
Goldratt, E. M. 2009. “Standing on the shoulders of giants,” The Manufacturer. June. http://www.themanufacturer.com/uk/content/9280/Standing_on_the_shoulders_of_giants. (accessed February 4, 2010).
Goldratt, E. M. 2008. Strategy & Tactics Tree for Make-to-Order Companies. These can be found in the S&T Library embedded in HARMONY (S&T Expert System) downloadable from www.goldrattresearchlabs.com.
Ohno, T. 1988. Toyota Production System. New York: Productivity Press.
About the Authors
Mauricio Herman is presently CEO of a company that offers integrated product solutions from designs done to customer requirements, to packaging and display in retail stores. He has worked in various departments across his company, learning operations from the bottom up. Mr. Herman has completed the “Jonah” course in Theory of Constraints and has followed TOC concepts in areas of his business including Sales and Finance. He has coauthored a leading article on the application of TOC to the Sales Process, which formed the basis for this chapter.
Rami Goldratt is the CEO of Goldratt Consulting—the front edge TOC consulting firm, funded and chaired by Dr. Eli Goldratt.
Rami is recognized worldwide as a leading figure of the TOC Body of Knowledge. After serving as Goldratt Consulting head of development, Rami was appointed CEO. He was the CEO of SFSCo (Solutions for Sales Co.), the specialized supplier of Sales and Marketing experts for Viable Vision projects—a holistic solution based on TOC implemented with companies worldwide. He received his MA in philosophy from Tel Aviv University, Israel.
CHAPTER 22
Mafia Offers: Dealing With a Market Constraint
Dr. Lisa Lang
* * *
Spend just two hours reading this chapter and if you don’t get at least one good idea for your business, contact me and I will give you a refund!1
—Dr. Lisa
* * *
That’s a Mafia Offer2 and it’s real. The purpose of this chapter is to introduce you to the Mafia Offer—the Theory of Constraints (TOC) marketing solution. The chapter progresses from the discovery of what a Mafia Offer is, to the guidelines for creating an offer, to how to present an offer, and ends with how the reader can create their own Mafia Offer.
The best way to read this chapter is in order. Each section