Best Practices in Market Intelligence for Sales

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This white paper on "market intelligence for customer processes and market intelligence for sales and marketing - case examples from Cisco Systems, De Telefoongids, MAG Industrial Automation Systems, …

This white paper on "market intelligence for customer processes and market intelligence for sales and marketing - case examples from Cisco Systems, De Telefoongids, MAG Industrial Automation Systems, and Tetra Pak" is available for free download, please visit http://bit.ly/GIAinsightWP

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  • 1. Best Practices in Market Intelligence for Sales Webinar presentation November 24, 2010The White Papers Market Intelligence for Customer Processes and MarketIntelligence for Sales and Marketing - Case Examples from Cisco Systems, DeTelefoongids, MAG Industrial Automation Systems, and Tetra Pak are available forfree downloading at www.globalintelligence.com. www.globalintelligence.com
  • 2. Presenters•  Ms. Stephanie Tan, Global Intelligence Alliance !  Marketing Manager, Asia-Pacific !  Webinar conferencier•  Mr. Hans Hedin, Global Intelligence Alliance !  Vice President, Business Development !  Webinar presenter www.globalintelligence.com
  • 3. Guest Presenter Mr. Troy Pfeffer, Competitive Intelligence Director Cintas Corporation •  Cintas designs, manufactures and implements corporate identity uniform programs and related business products and services. As Intelligence Director, Troy was chosen to create and establish Competitive Intelligence at Cintas. He is responsible for providing timely and actionable intelligence to business leaders to make sound tactical and strategic decisions, develop effective strategies and act with foresight across all divisions and global regions. •  Prior to his current role, Troy served as the National Marketing Manager and National Operations Manager for Cintas. In addition, he has held the position of Vice President at Key Bank and Bank One. Troy holds a BSBA degree from The Ohio State University and is a Certified Intelligence Professional from the Fuld-Gilad-Herring Academy of Competitive Intelligence. www.globalintelligence.com
  • 4. GIA is a strategic market intelligenceand advisory groupGlobal Intelligence Alliance (GIA) was formed in1995 when a team of market intelligencespecialists, management consultants, industryanalysts and technology experts came together tobuild a powerful suite of customized solutionsranging from outsourced market monitoringservices and software, to strategic analysis andadvisory.Today, we are the preferred partner fororganizations seeking to understand, compete andgrow in international markets. Our industryexpertise and coverage of over 100 countriesenables our customers to make better informeddecisions worldwide. www.globalintelligence.com - page 4
  • 5. Access local knowledge in over 100countriesGIA Group has 13 offices on 4continents. Together with affiliatedGIA Member companies, certifiedGIA Research Partners andconsultants, GIA provides accessto local knowledge in over 100countries.All GIA Network companies adhereto GIA’s Research and AnalysisQuality System as well as the SCIPCode of Ethics. www.globalintelligence.com - page 5
  • 6. Webinar content outline•  Introduction and background•  Integration of Market Intelligence into the Sales Process•  Case: Cintas Provides Valuable Market Intelligence for Sales Support•  Conclusions www.globalintelligence.com
  • 7. Introduction and background www.globalintelligence.com - page 7
  • 8. What keeps sales and marketing directorsawake at night?Customers are the most important external factor for any organization.Without a thorough understanding of the present and future needs ofcustomers, it is difficult if not impossible to run a successful businessoperation.The GIA white paper Market Intelligence for Customer Processes published in2007 looked into what kinds of concrete Market Intelligence methods andtools can help companies succeed in their marketing and sales efforts. Thetypes of Market Intelligence that the marketing and sales processes typicallyrequire and, the four different sub-processes which interact under theumbrella of “customer process”: marketing and sales planning andmanagement, the marketing process, the sales process, and the accountmanagement process, all of which can be supported through systematicMarket Intelligence, were also discussed. www.globalintelligence.com - page 8
  • 9. How to obtain and maintain a knowledgeadvantage in customer processes?In 2008, the GIA White Paper series built on the topics introduced in 2007 bypresenting concrete case examples of the practical applications of MarketIntelligence for decision-making. It was very apparent from the four casearticles that the principles of effectively supporting sales and marketingthrough Market Intelligence follow largely the same guidelines in differenttypes of organizations, but nuances do exists. Different organizational culturesand working methods dictate whether mathematical models, Early WarningSystems, collaborative networks, or other kinds of tools will be used forbringing the company’s sales and marketing intelligence to the next level.We strongly advise our participants today to refer to these 2 white papers,freely downloadable at www.globalintelligence.com, for a theoretical overviewof linking Market Intelligence with the marketing, sales and accountmanagement processes and the illustrations through case studies. www.globalintelligence.com - page 9
  • 10. Integration of Market Intelligenceto the Sales Process www.globalintelligence.com - page 10
  • 11. Integration of Market Intelligence to the SalesProcess•  From general Market Intelligence to specific decision-support focusing on key business processes•  Decision tie-in needed, i.e. design the Market Intelligence process so that it is aligned with the sales process •  How does the annual sales calendar look like?•  Information needs analysis the starting point www.globalintelligence.com - page 11
  • 12. Intelligence Needs for the Sales ProcessSource: GIA White Paper, 1Q, 2007 www.globalintelligence.com - page 12
  • 13. Market Intelligence Deliverables SupportingMarketing and SalesSource: GIA White Paper, 1Q, 2007 www.globalintelligence.com - page 13
  • 14. The 3-C Triangle Guiding Sales Focused MI•  In order to create a more holistic picture of the marketplace, it is valuable to integrate the customer and competitor analysis as much as possible.•  By triangulating the analysis of competitors, customers and your own company’s capabilities you will be able to create proactive intelligence deliverables.Source: GIA White Paper, 1Q, 2007 www.globalintelligence.com - page 14
  • 15. Deliverables Example: War Gaming to Supportthe Sales ProcessSource: GIA White Paper, 1Q, 2007 www.globalintelligence.com - page 15
  • 16. Case: Cintas CorporationIntelligence for Sales Support www.globalintelligence.com - page 16
  • 17. Intelligence for Sales Support November 17, 2010
  • 18. Planning •  Current sales assessment –  Across entire organization •  Executive expectations –  C-level engagement –  Format & content •  Identify intelligence champion –  Help navigate the organization •  Find early wins –  Key competitor analysis –  Consistent flow of relevant intelligence
  • 19. Xxxxxx Strategic Intelligence Xxxxxx
Market
Position
 Xxxxxx
Hot
Buttons
 • Satisfied
with
current
strategy
&
position
 • Integrated
effort
to
obtain
exclusivity
through
bundling
 • Operational
Effectiveness
 • Coordinated
&
extensive
attack
on
select
Xxxxxx
customers
 – Will
be
making
incremental
improvements
in
use
of
 • Lower
prices/commodity
message
 technology
 • Expand
web‐based
service
for
customers
 • Potential
moves/shifts
 • Attack
healthcare
w/comparable
products
 – Divest
security
 • Offer
commodity
type
pricing
for
back
of
house
in
hospitality
 – Narrow
their
product
line
 • Develop
more
effective
message
to
attack
their
“elephant
 approach”
 • Launch
a
singular
focus
against
Xxxxxx
 
 – “shot
across
the
bow” Xxxxxx
Blindspots
 Potential
Strategies
for
Xxxxxx
(risk/reward
rating)
 • No
loss
leaders
 • Pursue
targeted
exclusivity
against
Xxxxxx
–
High
 • No
pursuit
of
intellectual
property
 • Call
campaign
on
Xxxxxx
customers
–
Low
 • “It’s
not
just
about
the
price”
 • Marketing
campaign
on
Xxxxxx
customers
–
Medium
 • Don’t
value
relationships
 • Integrated
campaign
on
Xxxxxx’s
“elephants”
–
High
 • Short
term
focus
 • Pricing
initiative
against
their
commodity
approach
–
High
 – Lack
of
succession
planning
 • Provide
comparable
healthcare
products
“en
masse”
–
Medium
 • Don’t
offer
lease
as
a
customer
option
 • Develop
&
pursue
intellectual
property
–
Medium
 • Marketing
campaign
explaining
value
of
relationships
–
Low
 • Offer
lease
as
a
customer
option
–
Low
 • Develop
a
bundled
approach
with
a
select
loss
leader
‐
Medium

  • 20. Launch •  Use traditional marketing –  Brand, logo, promotion –  All communication is branded •  Don’t wait for perfection –  Launch & tweak –  Use engaged group of ‘field agents’ •  Build executive network –  Face time –  Road show –  Training & awareness •  Be opinionated –  Present findings with recommendations
  • 21. Expansion •  Build network throughout organization –  Global Sales •  Share wins/value to gain acceptance •  Build on each addition •  Expand intelligence network –  Push process to field level –  Educate/train on use of intelligence –  Share more to receive more
  • 22. Local Sales Intelligence •  Quickly identify new business opportunities •  Develop local tactics to attack/defend against the competition •  Develop local competitive binders •  Establish best practice sharing among regions •  Greater competitive visibility at corporate level
  • 23. Sales
 Directors
 (“Intelligence
 Formulation”)
 Sales
 Managers
(“Synthesis
 and
Initial
 How it works Analysis”)
 Sales
Reps
 (“Data
Collection”)

  • 24. Conclusions www.globalintelligence.com
  • 25. ConclusionsApply the Market IntelligenceProcess for Sales•  Identify stakeholders & conduct needs analysis•  Integrate Market Intelligenceto the sales process and design the deliverables that will provide decision tie-in•  Create a platform that will enable easy sharing and distribution of field signals•  Create expert teams who are to analyse important aspects of the business environment•  Develop co-creational intelligence deliverables; such as war games•  Collect success stories www.globalintelligence.com - page 25
  • 26. Thank You for YourAttentionContact UsFor additional informationabout Global IntelligenceAlliance and our services,please send an email toinfo@globalintelligence.comor log on to the GIA websitewww.globalintelligence.com. www.globalintelligence.com
  • 27. International Global Intelligence Alliance Group info@globalintelligence.comBaltic Region Gateway Baltic baltics@globalintelligence.comBelgium Global Intelligence Alliance Belgium belgium@globalintelligence.comBrazil Global Intelligence Alliance Latin America brazil@globalintelligence.comCanada Global Intelligence Alliance Canada canada@globalintelligence.comCentral & Eastern Europe EasyLink Business Services cee@globalintelligence.comChina Global Intelligence Alliance China china@globalintelligence.comFinland Global Intelligence Alliance Finland finland@globalintelligence.comFrance RV Conseil france@globalintelligence.comGermany Global Intelligence Alliance Germany germany@globalintelligence.comHong Kong Global Intelligence Alliance Hong Kong hongkong@globalintelligence.comIndia Global Intelligence Alliance India india@globalintelligence.comJapan McRBC japan@globalintelligence.comNetherlands Global Intelligence Alliance Netherlands netherlands@globalintelligence.comRussia ALT R&C. russia@globalintelligence.comSingapore Global Intelligence Alliance Singapore singapore@globalintelligence.comSouth Africa Butterfly Effect Intelligence southafrica@globalintelligence.comSpain Infoline spain@globalintelligence.comTunisia Tunisie RV Conseil tunisia@globalintelligence.comUK Global Intelligence Alliance UK uk@globalintelligence.comUnited Arab Emirates GCC Consulting uae@globalintelligence.comUSA East Coast Global Intelligence Alliance USA East Coast usaeast@globalintelligence.comUSA Midwest Global Intelligence Alliance USA Midwest usamidwest@globalintelligence.comUSA West Coast I.S.I.S. – Integrated Strategic Information Services, Inc.usawest@globalintelligence.com www.globalintelligence.com