 |
Specifying the rough design
parameters from the bright idea
|
| Searching for parts and new
design techniques
|
| esting for
applicability
|
| Refining the parameters (and
getting customer input)
|
| Layout refinement
|
| Further testing, including
testing with the target audience.
|
Yet why does virtually every company take a bright idea,
|
| | Throw it into the production
mill,
|
| | See the final results just before
the convention
|
| | Release the final results without
testing
|
| | either the individual components
or the final product)
|
| | (perhaps with the in-house
experts, but never with the target audience)
|
| | …and call it
marketing?
|
Each part of Marketing and
Distribution and Sales flow into each other like a signal
through a series of components.
A salesperson should not originate
the excitement for a product, nor does distribution create
the desire to buy. These are the job of correctly done
marketing.
Anything that the distribution or
sales channel needs to do besides facilitate the customers
desire into a cash exchange is an inappropriate use of that
part of the processing chain. Sure, they can do it. But why
isn't marketing doing their job of driving in
clients?
Usually because the executive in
charge doesn't understand that there are questions to be
asked whenever approving a marketing campaign.
|
| "What do the surveys show?"
|
| "What primary area of concern did
the target audience say that they need solved?"
|
| "What was their reaction when they
saw the finished product?"
|
| "Did finished product hit those
areas of concern?"
|
| "Did finished product tell them that we have the solution?"
|
You probably had to find out that
finance was not magic at some point in your
career.
Now you know that marketing is not
magic,
though it is an art.
Just like designing a
product.
|
We can't imagine an engineer, or
engineering team, who designs a product without going
through the process of: