| Similarities between Six Sigma and Marketing exist | | | | discounts and freebies that have more or less the |
| even when there is only a remote possibility that the | | | | same affect on customers as a real reduction in |
| Six Sigma team members will ever get to meet their | | | | prices can have. |
| counterparts in the marketing department. | | | | However, since both the functionalities aim at getting |
| For better understanding, let's discuss some of the | | | | the attention of customers, we can say that cost |
| similarities that exist between 'Six Sigma' and | | | | reductions are a similarity, even though they might be |
| 'marketing'. | | | | real in the domain of Six Sigma and superficial in the |
| Voice of the Customer (VOC) | | | | domain of marketing. |
| Both Six Sigma and marketing make it a point to give | | | | Continuity |
| due consideration to the Voice of the Customer | | | | Both Six Sigma and marketing are continuous functions |
| (VOC), although their ultimate goals vary. For example, | | | | (i.e., they aim at making continuous improvements so |
| it treats VOC as a representation of customer needs | | | | as to attract more customers and increase market |
| and expectations whereas marketing treats VOC as | | | | share). Since both stress making continuous |
| requirements that can be met with effective marketing | | | | improvements in order to make way for increased |
| and advertising. Based on the VOC, Six Sigma aims at | | | | efficiencies, we can say that 'continuity' is a similarity |
| reducing costs, improving quality or adding new | | | | between Six Sigma and marketing. |
| features as desired by customers. | | | | However, their actual working differs in that this aims |
| In comparison, the marketing department treats VOC | | | | at making continuous quality improvements in the |
| by increasing ad spends, hiring celebrities as brand | | | | product, service or process whereas marketing aims |
| ambassadors, or reworking the external features and | | | | at making continuous improvements in the |
| packaging. Both these functionalities may treat the | | | | organizational marketing strategy. |
| VOC differently, but that is not a problem for business | | | | Even though both functionalities have a lot in common, |
| organizations because ultimately both aim at increasing | | | | they are quite different from each other - and this is |
| sales and customer satisfaction. | | | | why we do not normally see marketing professionals |
| In today's highly competitive marketplace, it will be very | | | | joining the Six Sigma implementation team members. |
| difficult to determine what will work and what will not - | | | | Exceptions are always possible, but since both the |
| and as such, it is always better to have a two-pronged | | | | functionalities follow completely different procedures |
| strategy for attracting and retaining customers. | | | | for achieving more or less the same goals and |
| Cost Reductions | | | | objectives, it is better to leave the two functionalities |
| This always aims at reducing operational costs, but | | | | alone and not try to join things together, something that |
| that is not always the case for the marketing | | | | can spell disaster both for the marketing department |
| department. Also true is the fact that the marketing | | | | and the Six Sigma team. |
| department does not reduce costs in the real sense, | | | | Specialization holds the key for success in today's age |
| that it merely utilizes marketing techniques such as | | | | of globalization and as such, needs to be respected. |