CI 2.0 - Competitive Innovation Intelligence

Slide 1: CI 2.0 – Competitive Innovation Intelligence Arik R. Johnson KMWorld 2006 Development & Leadership Institute San Jose, California USA CEO & Managing Director, Aurora WDC Conference Session Arik.Johnson@AuroraWDC.com Tuesday 31 October 2006 Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 2: Defining Objectives for Today 1. Understand how CI has evolved over the past 25 years to become more and more “bottom-up”, driven by Disruptive Innovation dynamics and less by executive management decisions. 2. Learn how the “Duality of CI” drives selection and implementation decisions to incorporate “Web 2.0” software to support CI as processes have become more distributed. 3. Meet a sample range of Software Vendors who have Developed the best of these Applications and Learn about their Comparative Strengths. Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 3: CI is About Better Decision-Making • Strategic Decisions – What Business are We in and Where are New Opportunities for Growth? • Operational Decisions – How do we structure those business units to most effectively compete for and win Market Share? • Tactical Decisions – Which customers are available to us and how can we convince them to select us over any and all functional equivalents? Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 4: Three CI Trends – “CMOR” Collaborative Market Outlook Reconnaissance (CMOR) 2. Organizational Acculturation – Everyone in the Firm is a Virtual Member of the CI Team 3. Corporate Governance – Board-level Priority for Ensuring Reliability of the Earnings Forecast 4. Disruptive Innovation – Predicting Outcome of Competitive Battles based on Product Strategy & Predictable Dynamics Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 5: What is Competitive Intelligence • As much about substitutes, emerging new entrants, changing technologies and business models to address needs of customers, as it is about competitors. • Understand unarticulated customer needs today and align assets & innovations for success tomorrow. • Risk & Reward – risk to the current status quo or goals vector plus reward in addressing new market objectives. • CI is about Sensing, Interpreting & Acting to Mitigate Threats & Exploit Opportunities in 3 Contexts: – Strategy – existential mission and competency applicability – Operations – performance alignment of assets and interface to industry/market – Tactics – engagement with customers vis-à-vis equivalents Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 6: Typical Climate of CI Initiative • Crisis response in reaction to market surprise – arising from a new competitor, regulatory environment, business model shift, customer/vendor backward/forward integration. • Avoiding this climate requires discipline in contemplating strategic scenarios to drive key intelligence topics (KITs). • A simpler approach will be discussed here, but first, the “traditional approach”… Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 7: Traditional CI Follows a The Disciplined Process for Traditional CI Planning & Information Collection and Cycle Direction Analysis Needs Deliver, Inform Secondary & Recommend Tactical Users & Research Strategic Decision Makers Analysis & Primary Production Research Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 8: Research Collection Sources Where does the No Co m p a n y Op e ra te s in I o la tio n s information come from? 1. Primary Research We may share customers, prospects and suppliers who can be interviewed. Every company has knowledgeable employees with loose lips. 2. Secondary Research Companies release information for Inform ation is e xchange d e ve rywhe re m one y is promotional, image and e xchange d. regulatory purposes. Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 9: Analysis is Key Data: 2001: “The D&B report told us that the competitors plant had 100 employees.” Scattered bits and pieces of 2004: “One of our salespeople just passed by the competitor’s plant facts, observations and rumors and spotted only 30 cars in the lot.” Information: “Based on the D&B and the salesperson’s report, it appears the A pooling of these bits of facts, competitor has lost business.” observations and rumors “After gathering more operational information and running a side-by- Analysis: side profit & loss analysis, it appears the competitor has become Distilled information highly efficient. It exceeds industry standards and has become a best- in-class facility.” Intelligence: “The competitor would make a good acquisition candidate. Its lean & The insight that will allow you mean structure would fit well with our current operations.” to make an informed decision The Difference B etween Data and Intellig ence Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 10: Two Fundamental Competitive Analysis Model Examples SWOT Analysis Core Competence Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 11: Key Intelligence Topics (KITs) • Process of Interactive Dialog with Decision-Makers through KIT Interviews; Consists of 3 Protocols w/Subtle Differences: 2. Strategic Decisions/Issues 3. Key Marketplace Players 4. Early-Warning Topics Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 12: KITs – Strategic Issues  Strategic Investment Decisions: Identify and assess changes in the competitive environment, possible future investments, including alliances, acquisitions, etc.  Should we expand our current production capacity or build new capacity with a more cost- effective manufacturing process?  What plans and actions must we take to maintain (our) technological competitiveness as compared with competitive alternatives?  New Product Development and New Market Launch: Assessment of leading competitors and the status of competing technologies.How and when will the competitors respond and how could they affect our plans?  Sales & Marketing Strategy as Positioning in the industry.  Protection of IP and proprietary information and technology: Competitors efforts to acquire or undermine it, and are there others interested in it?  Provide advice for developing the company’s ongoing strategic plan by assessing the role of risks and opportunities in achieving our business goals.  Globalization & Outsourcing in the Industry: How/with whom should we proceed?  International Market Development: Assess the current competitive situation and describe the most likely future situational scenarios. Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 13: KITs – Key Players  Context-specific Company & Market Profile Assessments of our competitors, including strategic plans, competitive strategies, financial & market performance, organization & key personnel, R&D, operations, sales & marketing, etc.  Identify Emerging Competitors, particularly those coming from different industries.  Describe & Assess Current & Future Competitive Environment, including: customers and competitors; markets and suppliers; production and product technologies; political and environmental; and the industry’s structure, including changes and trends.  New Customers, their changing needs and future interests: What are they and how are our competitors trying to satisfy them?  Identify and assess new industry/market players, including: suppliers, distributors, customers and/or competitors, that are considering entry into our business.  New Technology Development: Who are they and what are their plans and strategies for competing in our industry?  Marketshare and Historical Growth Data, including that of our competitors for comparison.  Management support for regulatory and environmental activities for decision making.  Industry, financial & customer community views, attitudes and perceptions regarding the Positioning or Value of our brand, products and services.  Perceptions by Financial & Investment Community of our Business & Industry Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 14: KITs – Early Warning  Potential Areas for Disruptive Technological Breakthrough that could dramatically affect our current and future competitiveness, positively or negatively.  Technological Process Developments affecting either production capabilities, costs or product development, and their uses by competitors and others.  Performance of Key Suppliers - financial health, cost & quality issues, potential acquisition or alliances.  Potential for Disruption in Supply Chain and Change in Industry Procurement Practices.  Change in Customer & Competitors Perceptions of our company, products and services.  Companies and/or Combinations of Companies, considering possible entry into our business or markets.  Changes in international political, social, economic, environmental or regulatory situations that could effect our competitiveness.  Regulatory Issues: near-term changes and deviations in long-term trends; legislative changes that could impact current regulatory status quo.  Intelligence on Alliances, Acquisitions, and Divestitures among our Competitors, Customers and Suppliers: Understanding the forces causing them and purposes of each deal. Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 15: Tactical CI Project Example: Cost Analysis Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 16: Level of CI Involvement in Stage M&A ID Evaluate Due Consum- Criteria Targets Analyze Diligence Recommend Negotiation mation Integration Intelligence Research Business Units Finance Technical Assessment Legal Executives M&A Specialists Transition Team Logistics HR High Level of CI Involvement Low Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 17: Seven Steps to Effective Competitive Benchmarking 1. Determine functional areas within your operation to be benchmarked. This is likely to be those areas that will benefit most from the benchmarking process, based upon the cost, importance and potential of changes following the study. 2. Identify the key factors and variables with which to measure those functions. Two general forms – wherewithal/resources and goals/strategy. 3. Select the best-in-class companies for each area to be benchmarked -- those companies that perform each function at the lowest cost, with the highest degree of customer satisfaction, etc. The companies you select will be those that do whatever you’re measuring better than you do and/or are ones you wish to emulate or copy. 4. Measure performance of the comparison companies for each benchmark being considered. 5. Measure your own performance for each variable and begin comparing the results in an "apples-to-apples" format to determine the gap between your firm and the best-in-class examples. 6. Specify programs and actions to meet and surpass the competition based on a plan developed to enhance those areas that show potential for compliment. 7. Implement your improvement program by setting specific improvement targets and deadlines, and by developing a monitoring process to review and update the analysis over time. This will also form the basis for ongoing monitoring, revision and recalibration of measurements in future benchmarking studies. Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 18: The Ideal Analyst = Investigative Journalist • e.g. Maria Bartiromo (CNBC) – Argument/Idea Evangelist – Entrepreneurial Passion – Quick Study with Intense Curiosity – Instinctive but Empirical – Project/Deadline Manager – Librarian/Information Manager – Hard-Core Interviewer – Pattern Recognizant – Great Communicator – Persuasive Position Advocate Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 19: Different Missions, Different Approaches Generalist Specialist Investigative In a Hurry Slower Production Very Slow, Curious, Historical Lots of Output, Less Output, More Less Analytical Analytical Little Output, Highly Analytical Agenda Driven by Agenda Driven by the Publisher Contact Network Questions Official Positions, Listens Little Knowledge Lots of Subject to Nonspokesmen of Subject Matter Matter Knowledge Operates Outside Seeks Volume of Seeks Explanation Routine Agenda of Public Interest of the Subject the Publisher Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 20: The Insight Method • Take Nothing at Face Value • Get to the Facts at the Heart of an Issue • Explain Difficult Concepts, Don’t Write Around It • Speak to As Many Relevant People as Possible • Use Simple, Obvious Questions to Open Subjects • Don’t Echo Main Source, Find Other Views • Every Company, Person & Issue Has a History that Drives Behavior Today • Sunday Times Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 21: Porter’s Five Forces Model Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 22: Impacts on Planning & Execution Competitors’ Plans and Actions Direct Competitors New Forms of Competition Indirect Competitors X Y Z P Q R A B C Your Company’s Plans and Execution Market Operational Tactical Vision and Success Strategic Plans Projects and Execution Grand Strategy Programs Other (More-or-Less) “Uncontrollables” Government Industry Other The Economy Technology Market Trends and Regulatory Rationalization Unknowns Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 23: “Strategic Intelligence” • Principles of Defensive Warfare – Only the market leader should consider playing defense. The Strategy Square – The best defensive strategy is the courage to attack yourself. – Strong competitive moves should always be blocked. Defensive • Offensive Principles of Offensive Warfare Market Leaders No 2 or No 3 – The main consideration is the strength of the leader's • Attacking themselves position. • Avoiding leader’s with new ideas – Find a weakness in the leader's strength and attack at that strengths point. • Blocking competitive • Attacking leader’s – Launch the attack on as narrow a front as possible. moves weaknesses • Principles of Flanking Warfare – A good flanking move must be made into an uncontested area. Flanking Guerilla – Tactical surprise ought to be an important New Players Small Players element of the plan. • Moving into • Finding market small – The pursuit is just as critical as the attack itself. uncontested area enough to defend • Principles of Guerilla Warfare • Prepared to bug out at • Element of surprise – Find a segment of the market small enough to defend. moment’s notice – No matter how successful you become, never act like the leader. – Be prepared to bug out at a moment's notice. -- Jack Trout Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 24: Growth Vector Analysis • Growth Vector Analysis (GVA) reviews the different product alternatives available to the firm in relation to its market options, not already being pursued by competitors. Four complimentary characteristics are used for defining common threads of strategy: – Product-Market Scope specifies particular industries to which a firm confines its position. – Growth Vector indicates the direction a firm is moving relative to current product-market posture (market penetration, market development, product development and diversification). – Competitive Advantage defined as particular properties of individual product markets conveying a strong market position. – Synergy is the combined effect on the firm’s resources that is greater than the sum of its parts. Improved Products New Products Present Products Existing Market Penetration Product Extension Product Development Market Expanded Market Extension Market Segmentation / Product Development / Market Product Differentiation Market Extension New Market Market Product/Service Extension & Diversification Development Market Development Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 25: Competitors, Customers & Technologies Are Complex Interdependencies CI is about “Seeing Clearly” through Market Illusions Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 26: Success Breeds Complacency “It is a classic conundrum for business titans: How much money and attention should be focused on a new, but growing, operation that is far less profitable than the core business?” - Prof. Clayton Christensen, The Innovator's Dilemma Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 27: The Duality of Intelligence Both Decisive & Incisive Sensing Decisive Incisive Frame of Reference is the Scanning for Trends, there is Decision, Less Trend-Dependent no “Decision” to be made Framework for Analysis Recognizing “Pattern Vectors” Compares Options & Outcomes Framework for Interpretation Recommendations and Trust Implications for the Reader Top-Down Bottom-Up Driven by Issues Driven by Trends Decision & Action vs. ‘Nariyuki’ Outcome is Observation Factual Hypothetical Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 28: Consumers “Hire” Products to Do “Jobs” for Them Concentrate Less on What Customers “Want” and More on What Customers “Need” Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 29: Disruptive Technology Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 30: Value Chain Evolution Theory • Disruptive Business Models: Vertically Integrating VC to Improve What’s “Not Good Enough” in the company’s products and services judged by customers. • Performance Defining Subsystems: Companies must control all those activities and combinations of activities in the value chain that drive the product performance characteristics that matter most to customers. • Specialists will seek to control performance drivers based on differences in motivation and skills around a modular interface in the VC. (Sword & Shield) Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 31: RPV Theory: Building Capabilities Resources Processes Values Assets the Firm Ways to Turn Prioritization can Buy or Sell, Resources into Criteria for Build or Destroy Products/Services Decision-Making People Hiring/Training Cost Structure Technology Product Dev. Income Statement Products Manufacturing Customer Demand Equipment Budgeting Opp. Size Cash/Brand/Distr. Research Ethics Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 32: Disruptive Innovation Theory Sustaining Innovations Better Products Brought to Performance Established Markets Difference Performance Measure Low-End Disruptions Target Overshot Customers with a Lower Cost Business Model New-Market Disruption Compete Against Nonconsumption Time Nonconsumers or Nonconsuming Contexts Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 33: Consumer Demand & Signals of Change 1. Non-Market Contexts: External Forces (Government, Economics, etc.) Increasing or Decreasing Barriers to Innovation 2. Undershot Consumers: Opportunities for Up-Market Sustaining Innovations 3. Overshot Consumers: Opportunities for Low-End Disruption, Shifting Profits by Specialist Displacements (Modularity) and the Emergence of Rules 4. Non-Consumers: Opportunities for New Market Disruptive Growth Established Companies almost always Lose to Disruptive Innovators Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 34: Process of Predicting Industry Change Signals of Change Likely Outcome of Strategic Choices Competitive Influencing Battles Success Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 35: The CI Think Tank Model Tasking the Research & Analysis Bureau using by KITs & Scenarios to Deliver a Portfolio of End-User Applications Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 36: The 2007 Aurora Enterprise CI Software Review Why a CI Software Review? (CI is not possible without it!) The Requirements of Automation: Discovery, Collaboration & Synthesis, Reporting 2007 Review vs. 2004 Approach: Discover Core Competency 12 Application/Vendors Nominated by Actual Users (6-D/6-I) 10 Selected (6-D/4-I) + Dozens of “Honorable Mentions” Comprehensive Demonstrations + Questionnaires … on to the Vendors … Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 37: 10 Software Application Vendors Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 38: Key Trends Observed 1. CI Software has Acquiesced to being less Packaged Application than Software Development Kit – a Platform for Customization to Accelerate Implementation 2. Emergence of Strategies for Routing Around the IT Department Bottlenecks has led to the Rise of Hosted Options by Many Vendors, some Exclusively, Instead of Solutions Installed Behind Firewall 3. Diverse & Sophisticated “Application Poly-Culture” Emerging with “Mashups” to Enable Bolt-on Functionality Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 39: Making Unstructured Data Easy to Understand Quickly Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 40: Acuity Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 41: Transforming Key Intelligence Topics into Decision Support Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 42: Cipher Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 43: Networked Collaborative Document Management for Strategic Early Warning Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 44: Coemergence Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 45: Disciplined Structure for Processing, Storage, Collaboration Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 46: Comintell Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 47: Filtered Tracking, Validated CI Management & Fast Publishing Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 48: Digimind Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 49: Structured Filtering, Key Topic Monitoring, Routine Automation Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 50: Novintel Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 51: Forms Driven Data Extraction from the World Wide Web Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 52: QL2 Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 53: Agile Automation of Competitor Profiling, Monitoring & Action Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 54: Strategy Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 55: Communicating & Connecting Text Flexibly & Intuitively Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 56: Traction Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 57: Sophisticated Simplicity, Densely Analytical + Simple UI Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 58: Wincite Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 59: Aurora 2007 Enterprise Competitive Intelligence Software Review Available for Download at www.ReconG2.com November 2006 Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com

Slide 60: Questions or Comments? www.AuroraWDC.com Arik R. Johnson Derek L. Johnson Intelligence Development Institute Research & Analysis Bureau Arik.Johnson@AuroraWDC.com Derek.Johnson@AuroraWDC.com +01-715-720-1616 +01-608-268-3470 Aurora WDC www.AuroraWDC.com Competitive Intelligence for the Need to Know Enterprise ReconG2 www.ReconG2.com