I have a Japanese mother-in-law and I remember mentioning to her one day that I was thinking of looking at buying a Hyundai. She said, “No, that’s not a Japanese car.” I thought that it was strange that she would have mentioned that until I realized that the Japanese, culturally, are a very proud people for their accomplishments. The Japanese invoke the philosophy of Kaizen or, in other words, “continuous improvement.”

To understand Kaizen, we can look at the example of one of the most well-known companies in the world, the Toyota Motor Company. Their brand is synonymous with quality and character and is well-known for having made the best running vehicles on the road. The way Toyota developed this reputation was by developing and following TPS, or the Toyota Production System. TPS, which is a combination of production philosophy and technical best practices, has been integrated into every major manufacturing industry, as well as in everyday business functions.

The TPS System has many facets that make it the “go-to” business process. Three major aspects of their business process are:

  • Respect for people

  • Increasing efficiency and eliminating waste

  • Kaizen, or continuous improvement

With these three aspects being major factors that helped Toyota become a global household name, we should ask ourselves: how can TPS be utilized to help the Win Loss Debrief process?

With Win Loss Debriefs, brings those stakeholders who were involved in the sales engagement together to the table to discuss the pros and cons of the engagement and develop the processes for meaningful positive change to take place.

Respect for People

TPS values respect for people, and a good debrief should embrace this same philosophy. When Primary Intelligence debriefs with a client, the information is not intended to belittle or malign someone if they have done something wrong. It’s there to develop and gather input on the sales engagement itself. A buyer may have found certain things within the engagement off-putting and expressed it as so. As a group, our clients use this information to discuss how the negative perceptions that come up can be avoided in the future and how it can open a dialogue internally to bring about the changes needed. Respecting people is respecting others’ opinions, both internally and externally, and being able to voice your opinion in an open and non-judgmental manner.

Increasing efficiency and eliminating waste

When Primary Intelligence conducts a debrief with our clients, we want them to realize, that from the view of their buyer, there may be items that the buyer may not need but our clients think they want. There will often be wasted resources in what the client is providing. Gathering that information from the one that truly matters, the buyer, helps to identify these wasted resources and allows our clients to turn things around to improve on efficiencies. And in the end, efficiencies tend to make our companies more money!

Kaizen, or continuous improvement

When clients are debriefing, the focus should always be to look for ways to improve. They may not know it, but they are utilizing the Kaizen philosophy. Continuous Improvement is the only way an organization grows. Finding out from your buyers what it is they need and want is the best way to develop that continuous improvement. The buyers, in turn, purchase more from our clients because our clients are giving their buyers exactly what they are asking for.

Utilizing the TPS process in not only our Debriefing Services but in every aspect of our business lives enables the Japanese philosophy of Kaizen to become part of a corporate culture and look for opportunities to improve. We should always be asking ourselves, what went well today? How can we improve? Are creating the ground work for process change to happen. When we gather in the debriefing process, we are using collaboration and a shared desire to improve—and that is a key step in increasing win rates.

#salesintelligence #winlossanalysis #CustomerExperience #strategy #competitiveintelligence

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