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We’re excited to provide free access to 6 of almost 500 presentations on Theory of Constraints (TOC). These presentations were selected to provide a brief introduction and description of marketing and sales presentations. We have listed below the references and abstracts for the free presentations on this portal. Some of the presentation are instructional others are case studies of firms in different industries. This selection illustrates the versatility and applicability of TOC in different environments. In addition, we have provided a comprehensive annotated bibliography of presentations over the past decade and webinar videos currently in our archives. And, at the end of this annotated bibliography is a link to the TOC book list segmented by topic areas.

TOC is the best methodology for today BUT there will always be a need for continuous improvement. These tools are part of the journey to excellent organizations.

Our hope is that you’ll learn from these 6 presentations and are moved to join TOCICO to gain access to the rest of our archives.

TOCICO membership includes:

  • FREE on-line access to all past TOCICO conference videos including the several hundred videos starting with the second conference in 2004. These were previously sold for $149 per conference (totaling $1,788), but now, viewing ALL of them are INCLUDED with your membership.
  • Discounts on TOCICO products and conference attendance.
  • FREE access to the over 50 recorded webinars by some of your favorite TOC authors.
  • FREE registration to all new webinars – and just wait until you hear what’s in the works!
  • FREE pdf of the TOCICO Dictionary – 135 pages of pure content.
  • All 6 Strategy & Tactics trees by Eliyahu M. Goldratt
  • Over 20 Theory of Constraints articles with more on the way.
  • And, access to networking with the TOC community around the world on the TOCICO website. Build your page, start discussions, or contact another member – the new TOCICO website is web 2.0 ready and ready for you to engage.




Lang, L. (2008). Achieving success with a mafia offer - lessons learned. TOCICO International Conference: 6th Annual Worldwide Gathering of TOC Professionals, Las Vegas, NE, Goldratt Marketing Group.

This presentation provides the definition and benefits of a mafia offer; the background providing our experience with clients; the six most common problems and solutions; other lessons learned and the results of mafia offers. A mafia offer is an offer that meets a client’s significant need to the extent that no significant competitor can. (Dr. Eli Goldratt) A mafia offer is an offer so good, that your customers can’t refuse it and your competition can’t or won’t offer the same. The mafia offer should increase sales and profits significantly and guide the strategy and tactics for the entire organization. The mafia offer boot camp is described. The six common problems include how your offer is presented; getting in to make your mafia offer presentation; the number of prospects; risk, paranoia, too good to be true; your target market; and quality / lead-time / DDP / customer service. Lisa provides a case study illustrating the problems and solutions.





Lang, L. and B. Stillahn (2013). 5 major marketing mistakes. TOCICO International Conference: 11th Annual Worldwide Gathering of TOC Professionals, Bad Nauheim, Germany, Theory of Constraints International Certification Organization.

5 Major Marketing Mistakes: Marketing is connecting with your target market and showing them you have the stuff that solves their problem or delivers better outcomes/ results, explaining it to them where they can be found and helping them to buy it. Here are 5 major marketing mistakes: 1. Not selecting a target market or niche. • Your target market is the people you want to sell to along with the products/ services you sell. People with specific needs and the specific stuff they need equal a target market. • UDEs will only make sense to your market IF they are really THEIR UDEs. • The TOC Buy-In process is missing layer 0. It’s very difficult to gain buy-in from an unknown, un-described, entity. • If your target market is not specific enough, they won’t relate. The more specific and targeted your market, the more you can talk directly to them and in their language. • Where do you make the most Throughput for the least amount of your capacity? • What are your under exploited assets? • Opportunity is … a need to be fulfilled … a want to be addressed … a fear to be relieved … a problem that needs to be solved. For opportunity to flourish there needs to be an identifiable group that will buy it and a profitable way to contact and engage the target market. • When most hunters go out to hunt, they think like hunters. When a master goes out to hunt, he thinks like a deer. • Knowing what your market really wants and who they really are is very important. Communicating where they’re at without making them wrong is important, while pushing their emotional hot buttons. Rationality is used as a tool to support the emotional. • Write your marketing to ONE very specific person (your Avatar – a member of your target market). • Market WHERE they hang out and in the way (type of media) they hang out. 2. Not measuring at all or not measuring the right things. • In operations we can physically see constraints. In marketing we don’t have this ability – we need data. • What’s working for you – twitter, LinkedIn, website, webinars, direct mail, Facebook, Interest, article writing, PPC, re-targeting, blog posts, TV, banner ads, podcasts, cold calls, video marketing, leaving comments, mobile marketing, email marketing, or what? • How many leads do you generate? By what method(s)? What is your conversion rate at each step of your sales inversion process? • What’s your sales conversion process? Retention process? • What’s your up-sell and/or post sale process? • What do you spend on marketing and what ROI does each generate? (BTW your ROIs will be much better if you have a specific target market.) • When calculating your ROI, consider both time and money. • If you don’t know these numbers, how will you know where to focus your efforts and what to improve? • Testing is how we improve our marketing. What to test, in what order depends on what your measures are indicating. ? Test your message - wording, pictures, colors, placement, fonts ? Test the medium - direct mail, ads, videos, webinars, closing techniques ? Test your sales process ? Test where/ how your make your offers, as well as, the specifics of your offer • The ability to turn floods of information into real knowledge has become one of today’s most valuable resources. 3. Not understanding what you’re selling. • It’s not about you or your product/service. • It’s about them and the outcome or better results they’re seeking. • The customer doesn’t want products, services or techniques – they want an outcome! • People want value. The way we offer them value is in the form of results which is in the form of our products or services. • Selling a tangible, measurable results that the customer can expect to experience in the real world dramatically increases the price you can charge. • We want high value products/ services that are tailored to our customers needs so that they say to themselves – I never knew someone could understand this at this level. • If you don’t understand your target market (#1) nor what you’re selling, then you have no chance of knowing what competitive advantage to create or what mafia offer to make. 4. Doing nothing to generate leads. Thinking that hope and a website are a strategy. • The more you can spend to get a lead, the less you have to worry about competition. • There are lots of ways to generate leads. Which is best depends on your situation. That’s why testing is so important. • You can start by seeing what competitors are doing. If they are using a particular lead generation method for more than 4 months, they are probably getting an ROI from it. • Draw your funnel and track the data. • There are 3 ways to GROW a business. 1) increase the number of customers; 2) increase the T per transaction; and 3) increase the frequency of purchase or repurchase. 5. Push marketing instead of pull marketing. • Leverage applies in marketing just as it applies in operations. It costs you the same to send out a flier that gets a 1% response rate or a 10% response rate. By working on the right things in your marketing you greatly increase your leverage. • Getting prospects to seek YOU out and/or realize 'I need help' is pull marketing. • Spewing everything you know out to your market is about you, not your customer. • Your marketing should itself be valuable. Give away some of your best stuff. • Get people to act NOW. • Give your prospects ? results in advance. • Call out the elephant in the room. • Re-purpose content. • Inherent simplicity applies in marketing too. People want simple ideas, not complex ones. Influential writing is not about writing better, it’s about simplifying things in a better way. • Without a detailed avatar of who you are marketing/ writing to/ for, and what makes them tick, you are engaging in blind target shooting.


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Ghoshal, S. and J. Pun (2010). How marketing changed operations in a restaurant. TOCICO International Conference: 8th Annual Worldwide Gathering of TOC Professionals, Las Vegas, NE, Goldratt Marketing Group.

This presentation illustrates how the organization was transformed from a traditionally run restaurant to one of the most efficient restaurants with big improvements in quality and customer service. This restaurant chain is possibly the only one in the whole of Mexico to give a mafia offer to its customers both on time and quality.


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Rhind, B. (2006). Achieving breakthrough sales at Prince Manufacturing Corporation. TOCICO International Conference: 4th Annual Worldwide Gathering of TOC Professionals, Miami, Fl, Goldratt Marketing Group.

The organization of this presentation is to provide a description of Prince Manufacturing and its problems, the theory of constraints solution, the implementation approach, the results and the lessons learned. Prince Manufacturer was formed in 1950 and now has five plants making welded and tie-rod cylinders, mono block and sectional valves, pumps and low speed, high torque motors (ISO 9001 certified). They sell direct to large original equipment manufacturers (OEMs) and use 18 distributors for small OEMs and catalog sales. The company experienced minimal growth and flat profitability over the past 3 years. They investigated TOC as they were frustrated with the status quo; they intuitively knew there was a better way as they had some knowledge of The Goal, and wanted to consider that a Viable Vision (VV) might exist. The TOC solution included: guaranteed on-time availability and rapid response. The secondary offer to distributors was vender managed inventory (VMI) and availability of high volume products. The solution for sales steps of the SFS process consisted of creating the offer, synchronization between operations and sales, training, delivering the offer, managing the pipeline and leveraging the offer are described in detail for each market segment. Results include offers accepted grew from less than 20% to over 80%. The pipeline expanded 10 fold in six months. The solution for sales now represents 70% of current sales. Lessons learned include: sales can never start too early, not all sales people are equal, identify and implement measures early, etc.


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Krishna, A. and K. Kothekar (2007). Decisive competitive edge in auto after market. TOCICO International Conference: 5th Annual Worldwide Gathering of TOC Professionals, Las Vegas, NV, Goldratt Marketing Group.

This presentation describes the implementation of theory of constraints across the Fleetguard supply chain in India. Fleetguard makes filters, filtration systems and coolants. Fleetguard is backward integrated to media (paper), sheet metal, tools and dies, rubber components, coolant blending and adhesives. The supply chain consists of 5 plants, institutional customers, original equipment (OE) customers, OE first fit customers, OE spares, after market of a 14 distribution warehouse network, 90 distributors and 5,000 retailers. Fleetguard had a high market share in all markets therefore a Viable Vision was not possible (according to Goldratt). Fleetguard had limited growth potential in the OEM channel but unlimited growth in aftermarket particularly if the range of products and geographic market (reach) were not restricted. The aftermarket of small fleet owners was serviced by the 90 distributors. The current and future reality trees of the aftermarket are provided. The primary measure of the distributor is return on investment (in inventory from a company). Step 2.1 Inventory turns competitive edge is presented. Level 4 of tactics of build (produce to availability), capitalize (proposal design inventory turns offer, value selling, and sales funnel management) and sustain (capacity elevation) are discussed. The components of plant operations, the results and negatives to build to availability; the components of distribution, the impact, the obstacles, the paradigm shifts and sales role to capitalize in sales, the un-refusable offer to distributors, and the results are discussed. New product development was critical to capitalizing on the aftermarket.


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Matsuno, T. (2009). Hitachi Tool case study. TOCICO International Conference: 7th Annual Worldwide Gathering of TOC Professionals, Tokyo, JP, Goldratt Marketing Group.

This presentation is organized as follows: corporate profile, products, the production 50 project, why TOC, TOC’s effect, example-drill project, summary and TOC next step: the 7 days production. Hitachi manufactures and sells tips, cutting tools, wear-resistant products, tools for urban development and various machine tools made of special steels, carbide alloys, etc. End mills account for about 60-70% of sales, drills and lathe turning tools are also produced. Hitachi has 2.5% of world market; however profits are very high. The supply chain in Japan was described. Even if you reduce the tool costs, then you see only a little effect on the customer. Though we charge a higher price production 50 allowed us to reduce processing time for the customer by 50%. The journey of applying TOC to the drill bit market is explained; the product is a low-priced, low-margin product; the plant lost money for a couple years after entering the market. We looked at the solution for sales (SFS) and found that drill breakage while in the drill hole was the biggest pain point for the customer. We focused on those customers that have this pain point. We rehearsed the role play. We held a sales promotion meeting for our staff. We gave the staff the mafia offer. Sales increased rapidly. Sales tripled in 2007. In this recession our production line is still busy. The business became profitable in 2007; now exporting to Europe. The un-refusable offer (URO) was the basis for selling to the customer. TOC also taught us how to reduce lead time and more importantly how to think. Our next goal is to produce the product in 7 days; before production lead time was 60 days.


Download PDF of Presentation


The Complete Sales & Marketing Video Bibliography



The Complete TOC Book List



Our hope is that you will learn from these six presentations and are moved to join TOCICO to gain access to the rest of our archives.

TOCICO membership includes:

  • FREE on-line access to all past TOCICO conference videos including the several hundred videos starting with the second conference in 2004. These were previously sold for $149 per conference (totaling $1,788), but now, viewing ALL of them are INCLUDED with your membership.
  • Discounts on TOCICO products and conference attendance.
  • FREE access to the over 50 recorded webinars by some of your favorite TOC authors.
  • FREE registration to all new webinars – and just wait until you hear what’s in the works!
  • FREE pdf of the TOCICO Dictionary – 135 pages of pure content.
  • All 6 Strategy & Tactics trees by Eliyahu M. Goldratt
  • Over 20 Theory of Constraints articles with more on the way.
  • And, access to networking with the TOC community around the world on the TOCICO website. Build your page, start discussions, or contact another member – the new TOCICO website is web 2.0 ready and ready for you to engage.


You may also want to check out our other Portals: