Scholtes Canvas for Lean Sales and Marketing
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The document outlines The Scholtes Canvas tool, which is used to analyze an organization or value stream. It provides questions to help identify the purpose, customers, competitors, products/services, and customer benefits. The questions are grouped into sections on purpose, customers, competitors, products/benefits, and customer chain. Mapping exercises are also included to trace a quality characteristic through the process and identify the flow of work. The tool aims to help understand key aspects of how an organization or value stream operates.
Scholtes Canvas for Lean Sales and Marketing
- 1. The Scholtes Canvas What is the Purpose of the Organization? Applying the Kano Model How do you it? What do you do? Why do you do it? Basics Performance Delighters Receiving Company What capabilities do your customers acquire (or improve) as a result of interacting with you? (Not what you do) Intermediate User Who are your Competitors? Identify Customer Feedback Loops Others that do what you do Alternatives ways people satisfy their needs Reactive Customer Feedback Proactive Customer Feedback Describe Process/Routine Customers Describe New Process Who are your current customers? Who should be, but are not? Who by your choice are not? Gemba: Mapping the Process Start Flow of Work Completed Early Stags Middle Stages Late Stages Identify the major products and service that benefit your customers and serve your purpose Product/Service Benefit/Capability Acquired by Customer Trace a Basic Key Quality Characteristic through Process Choose a Specific product or service: ____________________________________ Start Flow of Work Completed Early Stags Middle Stages Late Stages Examine the chain of customers for that product or service Assured Who Receives it from you Intermediate Customers End User Violated Business901.com Adapted from The Leaders Handbook by Peter Scholtes, published by McGraw-Hill 1998
- 2. The Scholtes Canvas Value Stream: What is the Purpose of the Value Stream? Applying the Kano Model How do you it? What do you do? Why do you do it? Basics Performance Delighters Receiving Company What capabilities do your customers acquire (or improve) as a result of interacting with you? (Not what you do) Intermediate User Who are your Competitors? Identify Customer Feedback Loops Others that do what you do Alternatives ways people satisfy their needs Reactive Customer Feedback Proactive Customer Feedback Describe Process/Routine Customers Describe New Process Who are your current customers? Who should be, but are not? Who by your choice are not? Gemba: Mapping the Process Start Flow of Work Completed Early Stags Middle Stages Late Stages Identify the major products and service that benefit your customers and serve your purpose Product/Service Benefit/Capability Acquired by Customer Examine the chain of customers for that product or service Trace a Basic Key Quality Characteristic through Process Start Flow of Work Completed Who Receives it from you Intermediate Customers End User Early Stags Middle Stages Late Stages Assured Violated Business901.com Adapted from The Leaders Handbook by Peter Scholtes, published by McGraw-Hill 1998