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Marketing density and sensitivity of the marketing platform
Marketing density is a key concept that measures the number of customers who have actually received effective marketing, in addition to the theoretical number of customers who should be marketed. In theory, this "should" represents an opportunity—potential demand that should be identified and addressed through marketing. When these opportunities are not captured, they become "defects." A 6 Sigma level of marketing means that the number of such defects is less than 3.4 parts per million. While some may argue that order volume and revenue are more important indicators, what we're focusing on here is a control metric for the marketing process itself. The goal is to create a structured, reliable marketing network rather than relying on intuition, luck, or ad-hoc efforts. Sometimes, these "days" refer to brand presence, but without a solid system, marketing can become inconsistent and inefficient.
To implement this, we first need to define what "should" mean in our context. This involves setting clear standards for product positioning, market segmentation, and customer targeting. Once these standards are in place, we can determine which customers should be included in our marketing efforts. If a customer falls into the target group but isn't marketed to, that's also a defect. Determining what "needs to be done" can be based on industry best practices and standard marketing procedures.
With these metrics in place, we can build a controllable marketing platform. This allows us to conduct in-depth customer analysis, identify patterns, and decide whether to use mass marketing or personalized approaches. It also helps match customers with products that align with their current needs and potential demand. Establishing a time and space-based maintenance structure for the platform supports daily operations, simplifies management, and enables better strategy development.
The timeliness and intensity of maintenance directly impact the sensitivity of the marketing platform. For example, if a customer’s potential demand becomes apparent, but our system fails to detect it, or if competitors launch new products while we remain unaware of issues with our own offerings, it can lead to missed opportunities and flawed strategies. Without a well-functioning platform, new product launches risk failure, as strategies may lack direction and miss critical windows for market entry.
When customer numbers are large but opportunities and orders are low, it's essential to evaluate whether our products meet real customer needs. Customer demand often evolves over time. After using a product, customers might seek higher-end options or require complementary products due to dissatisfaction. As consumption expands, demand structures shift significantly. If our marketing platform doesn’t adapt, and our product lineup remains static, we risk misalignment with customer expectations. Opportunities that once existed may now be irrelevant, leading to market contraction and operational risks.
A strong marketing platform must closely track evolving customer needs, including how demand changes and expands. This reflects the core principles of marketing 6 Sigma. Ultimately, a robust marketing system is not just a tool—it's a powerful enabler of customer-centric, data-driven decision-making. It ensures that every marketing effort is precise, timely, and aligned with the real needs of the market.