by Dr Lisa | POOGI Series, Theory of Constraints for Strategy
What is the problem? Answering that is extremely important. Without know the problem, how do you know where to focus or what to improve? Is it: Declining sales? Unrealistic expectations for increased productivity? No profit incentive payout? Low morale? The new...
by Dr Lisa | POOGI Series, Theory of Constraints Thinking Processes
Whether you’re selling stuff or just trying to get the collaboration of other people, you need buy-in. Do you follow a buy-in process? As W. Edward Deming, father of the Quality Management revolution said, “If you can’t describe what you are doing as a process,...
by Dr Lisa | POOGI Series, Theory of Constraints Sales
There is probably at least one step in your sales funnel that is more expensive or uses more highly trained personnel. If so, that step can be managed just like a production constraint. It should not be wasted. In fact, it can become the control point for managing...
by Dr Lisa | POOGI Series, Theory of Constraints Sales
Last time, we discussed how having a “Mafia Offer”, an offer so good that (1) your customers can’t refuse it and (2) your competition can’t or won’t match it — had the potential to dramatically increase sales. A Mafia Offer is another “technology”...
by Dr Lisa | POOGI Series, theory of constraints Marketing
You will possess a sustainable competitive advantage when you have value-creating products, processes, and services for your customers that cannot be duplicated or imitated by your competitors. Having a competitive advantage, even a sustainable one, does not...
