R. Eric Reidenbach – författare

Six Sigma Marketing challenges the way both the Six Sigma community and the marketing area think about business and the way they currently do business. It does so by providing a detailed and structured approach—one that is entirely data driven—to unleash the power of Six Sigma on the crucial need for revenue growth.Six Sigma Marketing (SSM) is a fact-based, data-driven disciplined approach to growing market share by providing targeted product/markets with superior value. It is organized around the following elements:Customer value is the driving strategic metric. It replaces the emphasis on customer satisfaction embraced by both Six Sigma and marketing, and provides a much stronger link to market-share gains and revenue increases.SSM has a unique set of powerful tools designed around the idea of customer value to concentrate the organization’s efforts on both acquisition of new customers and retention of current customers.It uses a modified DMAIC (define, measure, analyze, improve, control) model that is not only very familiar to the Six Sigma community but also friendly to and easily understood by marketers.It strives to make marketing a more effective and efficient factor within the organization.Its goal is defect reduction. A defect is defined as failure to provide satisfactory customer events. Customers interact with an organization in many ways: sales, billing inquiries, service, repairs, parts, and so forth. Each event, or interaction, has the ability to increase or decrease their loyalty and hence the organization’s market share.SSM expands the traditional view of marketing to include emphases not only on pricing, product, promotion, and distribution, but also on processes.SSM takes elements from both Six Sigma and marketing and forges them into a powerful and focused discipline designed to increase the enterprise’s market share and top-line revenues. It is a structured approach that addresses the need for more effective and efficient marketing activities in order to achieve value proposition goals at lower costs. It represents what many have called the next generation in Six Sigma—one not focused solely on reducing costs or defects, but actually on increasing revenues and market share.COMMENTS FROM OTHER CUSTOMERS Average Customer Rating (5 of 5 based on 1 review) “Dr. Reidenbach has hit a transformational home run with this new book. My former company deployed Six Sigma Marketing to great success. Dr. Reidenbach was urged by some of our Black Belts to come up with a way to turn our investment in Six Sigma towards the objectives of growing revenues and increasing share. This he did and the process is well documented in his new book. Our market share took off and value became part of our culture. I find the discussion of the difference and use of customer satisfaction versus customer value to be of great utility. Companies that have already invested in Six Sigma will find Six Sigma Marketing as a great blueprint for extending their focus from cutting costs to growing market share. The format is highly user-friendly and one that is very familiar to Six Sigma practitioners. If you read only one business book this year, make it Six Sigma Marketing by Dr. Reidenbach.” A reader in Perth, Australia

Recent advances in the measurement and management of customer value now make it a powerful tool for identifying and prioritizing Six Sigma projects. No longer do champions or black belts have to rely solely on costs to justify the selection of Six Sigma projects. Now the real power and potential of Six Sigma can be turned to its strategic purpose – create and sustain value differences that will translate into greater market share and enhanced profitability.This book has two objectives. The first is to provide the reader with an approach for using the voice of the customer to identify Six Sigma projects and to guide their conduct. The second objective is to show the reader how to obtain the correct voice of the customer – customer value.Customer value is not new. What is new is our ability to measure it. And with this newly discovered ability to measure customer value comes an opportunity to inform Six Sigma projects and initiatives to make them more responsive to customer needs and more responsive to the organization’s bottom line. Let the voice be heard!

Value at the point of production does not automatically translate into value at the point of consumption. Augmenting lean thinking with a more robust and substantial customer value basis makes it even more powerful when applied to the organization’s value stream. This book unleashes the principles of lean thinking as a strategic tool to do just that. As authors Reidenbach and Goeke argue throughout this book, an organization’s ability to use lean techniques not only to eliminate non-value adding costs but also to use the same lean tools to enhance its competitive value proposition is to realize the full power and potency of lean. The concepts explained are pertinent not only to manufacturing but also service organizations that move products/services through channels of distribution. The book will challenge managers from a number of distinct organizational areas to think about the way they view their business. Those in marketing, quality, logistics, Six Sigma, customer relationship management (CRM), market research, and business intelligence will find the book extremely. The principles outlined apply to commercial banks, healthcare, and insurance as well as they do to the automotive or pharmaceutical industries.

This book brings together, for the first time, two very powerful concepts: customer value and competitive planning. Together they create a powerful tool that will generate breakthrough strategies for market dominance. The previously fashionable metrics of customer satisfaction have proven to be poor predictors of business performance, whereas the linkages between customer value and performance measures such as market share and profitability have been identified and documented. Value has been shown to be one of the best predictors of market share and customer loyalty available. Developing a system to harness value as a competitive weapon is an essential next step.Competing with Customers presents a competitive planning template that enables organizations to actually harness their value creation and delivery systems to enhance their market performance. It is a planning system that focuses at the level where the organization makes money: selling products or services to people in specific markets or market segments. Readers will discover a clear blueprint for crafting breakthrough, value-added strategies. For many readers, it will challenge the way they look at their competition, their markets, and their industries. Competition will never look the same.!

Typically, when companies want to improve their products, they go to their customers. But why not reach further and explore the entire market? In this eye-opening book, Eric Reidenbach goes beyond the "voice of the customer" that so many consultants talk about to introduce you to a groundbreaking concept: the Voice of the Market. Like most business people in this global marketplace, you are searching for that edge that will help you increase market share. In this book, Dr. Reidenbach, teaches you how to identify, and capture the Voice of the Market and then use that data and a new understanding of it to make your organization market-focused. It is not about hijacking customers with one-time special pricing. Instead, it is about applying the proper tools and processes to move your organization from a production or sales orientation to a truly market-based focus. Listening to the Voice of the Market: How to Increase Market Share and Satisfy Current Customers is not for the lazy entrepreneur. Of course, interviewing internal customers is much simpler and probably less painful than probing the thoughts of those customers who have so far eluded you. But with this book as your guide, you will develop surveys that are more than skin deep, learn how to deliver them to the right people, collect information that is useful, and then turn that information into action steps that will help you cultivate customers who feel listened to, which is the first and most obvious step in building loyal relationships.