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Market Intelligence for Product Managers
 

Market Intelligence for Product Managers

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Overview of market intelligence, how it can be used by product managers, and tips/sources to conduct market intelligence

Overview of market intelligence, how it can be used by product managers, and tips/sources to conduct market intelligence

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    Market Intelligence for Product Managers Market Intelligence for Product Managers Presentation Transcript

    • Market Intelligence for Product Managers St. Louis Product Management Group February 20, 20131
    • Clarification on Terms Market Intelligence (MI) Competitive Intelligence (CI) Market Research (MR) (MI = CI) ≠ MR2
    • The WHATs of CI/MI  WHAT? – situation, observations  SO WHAT? – relevance of findings  NOW WHAT? – suggested actions3
    • Agenda  Overview of Market Intelligence (what?)  Market Intelligence Examples (so what?)  Tips & Sources to Enhance MI/CI Efforts (now what?)  What MI/CI is Not4
    • Overview of Market Intelligence5
    • MI/CI Definition The systematic collection, analysis and communication of objective information about the external world to decision-makers.6
    • Macro Environment Industry Internal g7 Business Environment
    • Macro Environment8
    • 9 Social / Cultural Trends
    • 10 Technology
    • 11 Economy / International
    • 12 Political / Legal / Regulatory Trends
    • 13 Environment
    • Operating Environment14
    • 15 Suppliers
    • 16 Customers
    • 17 Competitors
    • Substitutes18
    • Potential Entrants19
    • Social/CulturalDry Cleaning Example  Slow shift to casual dress. Technology  Product you can put in clothes dryer to simulate dry cleaning. Economy  In down economy dry cleaning is used less frequently. Political/Legal/Regulatory  Environmental regulations make main cleansing agent, perchloroethylene (“perc”), more expensive.  Government calls perc a “potential carcinogen.” Environment  EPA considers perc a hazardous waste. Landlords don’t want to rent space fearing chemicals will contaminate the property. Suppliers  Cost of wire hangers is up 15-20% due to new duties imposed on imports from Vietnam.  Green cleansing agents don’t work as well as perc > more time on spotting board getting stains out by hand. Customers  Customer service is crucial. Competitors  Mom-and-pop operators, some chains.  Upfront investment is costly and takes years to pay off. Substitutes  Washing machines at home.  Clothing rentals. Potential Entrants 20  P&G is entering market with Tide stores.
    • Market Intelligence Examples for Product Managers21
    • Market/Industry Information  Market Size  Market Segmentation  Environmental Scan  Industry Events  M&A Activity  Market Research (Public Opinions)  Trends22
    • Market Segmentation Industries Prevalent in XXX Engraving / Plating Automotive 4% 13% Other Misc. Metals Software 18% 11% 4% Printing Food / Beverage 11% 4% Business / Personal Services Steel 7% 6% Industrial Equipment Plastics Electronics 11% 7% 4%23 Source: Misc. Sources
    • Environmental Scan Political / Legal / Potential Entrants Technology Regulatory 5 9 10 8 Industry Suppliers 5 6 Buyers Competitors 4 9 7 Social / Cultural Economy & Substitutes Environment Macro Environment Industry Strength of ForceSource: Analysis from Misc. Sources
    • Industry Events Company A Company F Company N Company Q Company S Company G Company M Totals Company D Company U Company C Company I Company J Company K Company R Company X Company B Company H Company P Company W Company E Company O Company L Company T Company V Company YConference /Show Place Date WebsiteConference A Beijing, China 2012-12 1 1 2Conference B Dallas, TX 2012-12 1 1 1 1 1 1 1 1 8Conference C Istanbul, Turkey 2012-12 1 1 1 1 1 5Conference D Las Vegas, NV 2012-12 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 16Conference E San Francisco, CA 2012-12 1 1 1 1 1 1 1 1 1 1 1 1 12Conference F Washington, DC 2012-12 1 1 1 3Conference G London, England 2012-11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 17Conference H Toronto, Canada 2012-11 1 1 1 1 1 5Conference I Vienna, Austria 2012-11 1 1 1 3Conference J Amsterdam, Netherlands 2012-10 1 1 1 1 1 1 1 1 8Conference K Chiba, Japan 2012-10 1 1Conference L Chicago, IL 2012-10 1 1 1 1 1 1 1 1 1 1 1 11Conference M Frankfurt, Germany 2012-10 1 1 1 1 1 1 6Conference N Nashville, TN 2012-10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 14Conference O New York, NY 2012-10 1 1 1 1 1 1 1 7Conference P Washington, DC 2012-10 1 1 1 3Conference Q Orlando, FL 2012-10 1 1 1 1 1 1 6Conference R San Francisco, CA 2012-10 1 1 1 1 4Conference S San Jose, CA 2012-10 1 1 1 3Conference T Denver, CO 2012-10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 18Conference U Singapore 2012-10 1 1 1 1 1 1 1 1 8Conference V Stockholm, Sweden 2012-10 1 1 1 1 1 1 6Conference W Tokyo, Japan 2012-09 1 1 1 1 1 1 1 1 1 9Conference X Washington, DC 2012-09 1 1Conference Y Anaheim, CA 2012-09 1 1 1 3Conference Z Brussels, Belgium 2012-06 1 1 1 325 Source: Compilation from Misc. Sources
    • Public Opinions Disadvantages of Doing Business in XXX Electrical Costs / Wastewater Supply Charges Location 13% 4% 21% Lack of Restaurants 4% Unattractive Landscaping 4% Taxes (Business + Labor Force Income) Availability 38% 8% Lack of Public Real Estate Prices Transportation 4% 4%26 Source: Market Research Interviews
    • Customer Information  How Vendors Identified  Decision-Making Criteria  Product/Solution Selection Criteria  Persona/Human Factors Information  Internal Decision-Making Process27
    • Vendor Identification Vendor Identification Methods Sales Rep / Already Knew Industry Analyst Consult. / Vendor / Reports Distrib. Product 5% 17% 14% Peers / Social RFP/RFI Networking 2% 22% Internet Search 26% Trade Show/ Conference 14%28 Source: Win/Loss Analysis
    • Decision-Making Criteria Decision-Making Criteria (1 = no importance; 5 = key criteria) Partnerships 3.3 Integration Capabilities 4.0 References 3.2 Price 3.8 Product Road Map 3.8 Ease of Use 4.1 Successful Implementation 4.5 ROI 3.8 Product Features 4.4 Vendors Customer Base* 3.2 Vendors Brand* 2.6 Vendors Financial Stability* 3.7 Vendors Company Size* 2.7 Technical Fit* 4.6 0.0 1.0 2.0 3.0 4.0 5.029 Source: Win/Loss Analysis
    • Final Selection Criteria Final Selection Criteria AAA BBB CCC 0 2 4 6 8 10 12 Ease of Use Integration w/HW & SW Price Performance / Functionality Relationship w/Vendor ROI Svcs (training, support, proj mgmt) Tech Support (local) Time (quick implement) Vendor Reputation Vision / Roadmap30 Source: Win/Loss Analysis
    • Competitor Information  Profiles  Marketing Analysis  Partnerships  Product Comparison  Segmentation by Variables  Competitor’s Customer Base  Vendors in Initial/Final Selection31
    • Company Profiles(for competitors, partners, suppliers, distributors, etc.) Company Description, History, Key Milestones, Organizational Structure, Strategic/Corporate Info Financial Plans, Technology Achievements/Developments, Addresses, Websites Finances, Credit Score, Key Acquisitions, Investments, Funding, Investments byFinancial DepartmentsStrategy Corporate Strategy, Business ModelLegal Intellectual Property, Legal Issues, LicensingGeographical Markets Geographic Distribution of Sales, Worldwide/Regional Presence Head Count, Recruiting/Layoffs/Departures, Benefits/Compensation Plans/StockHR-Related Options, Corporate Culture, Key Personnel, Board MembersFacilities # Facilities, Size, Own/Lease Strategy, Positioning, Perceived Competitive Advantage, Website Updates, Advertising,Marketing Branding, Marketing ClaimsSuppliers & Partners Supplier Info, Partnership Programs, Specific Partners, Distributor InfoCustomers Target Market, Size of Customer Base, Specific CustomersCompetitors Identity of Competitors, SegmentationPricing Pricing, Sales TacticsMemberships / Memberships, Affiliations, Exhibiting at Shows/ConferencesEventsAwards Awards, AchievementsProducts / Solutions Product Info, Solution Info, Technology/R&D, Plans for FutureServices Professional Services, Training, Customer Service, Technical SupportTrade Shows Reports from Visits at Events32
    • Marketing Analysis Web  XXX is surprisingly Presence 15 strong in its 12 marketing. 9 Social &  Though their website Partnerships 6 Other Media 3 is navigable, it lacks a 0 lot aesthetically. Industry  The company needs to Analyst Trade Shows build its partnerships Recognition … and enhance industry analyst International Presence recognition even more. 33 Source: Analysis from Misc. Sources
    • Industry Partnerships Partnerships / Tech Integration Investments Intel’s Data Center Manager (DCM) SDK technology collects and analyzes CPU-level power and temperature data. This data can then be integrated into the YYY vendor’s software. YYY vendors increasingly want to integrate data from the servers. Since so many YYY vendors are now integrating with Intel, doing so does not confer a competitive advantage; it just keeps them on a par with the others.34 Source: Analysis from Misc. Sources
    • Product/Feature Comparison Feature Comparison Feature A 4 3.5 Feature H 3 Feature B 2.5 2 1.5 1 0.5 Feature G 0 Feature C DDD Feature F Feature D EEE FFF Feature E35 Source: Subjective Analysis
    • Segmentation: Product/Application/$ Vendors Considered by Product/Application/$ AAA BBB CCC 6 5 4 3 2 1 036 Source: Win/Loss Analysis
    • Competitor Segmentation Competitor Types in Deals >$1 M Type K, 1% Type A, 9% Type B, 5% Type J, 11% Type H, 1% Type I, 7% Type C, 8% Type D, 6% Type G, 18% Type E, 21% Type F, 13% Total deals considered: 46937 Source: Analysis from Misc. Sources
    • Competitor’s Customer Base EEE Clients Industries (Deals They Won) Home Décor Service Industry 7% (incl. Professionals) 7% Automotive Telecom & Wireless 46% 20% IT & Technology Healthcare / 7% Pharmaceutical 13%38 Source: Analysis From Misc. Sources
    • Product Information  Valued Features/Functions  Product Strengths/Weaknesses  Future Needs  Initial/Final Selection Criteria39
    • Valued Features/Functions Most Important Features/Functions AAA BBB CCC 0 1 2 3 4 5 6 7 8 9 10 Feature A Feature B Feature C Feature D Feature E Feature F Feature G Feature H Feature I Feature J Feature K Feature L Feature M Feature N Feature O Feature P Feature Q Feature R Feature S Feature T Feature U Feature V Feature W Feature X40 Source: Win/Loss Analysis
    • Sales Information  Levels From Decision-Maker  Win/Loss Analysis by Criteria  Win/Loss Reasons  Would Customers Recommend?  Comments on Marketing/Sales Tools  Comments on Sales Process41
    • Levels From Decision-Maker Levels From Ultimate Decision-Maker Dont Know 5% Collaborative 0 = self Decision 21% 16% Other Dept 5% Finance 1 = boss 5% 16% 2 = bosss boss 32%42 Source: Win/Loss Analysis
    • Win/Loss Sales Analysis AAA Loss AAA LossCompany AAA Win (to Named) (to Other) Did Not Buy Pending TotalIII 20 17 7 2 10 56JJJ 5 4 4 2 15KKK 3 7 3 13LLL 3 1 3 5 12MMM 4 4 4 12NNN 1 2 7 10OOO 3 1 1 4 9PPP 6 3 9QQQ 1 4 2 1 8RRR 2 2 2 2 843
    • Win/Loss by Deal Value Product Win/Loss by Deal Value 7 6 5 4 3 2 1 0 <$25K $25K-$49K $50K-$99K $100K-$199K $200K-$499K >$500K AAA Won AAA Lost BBB Won BBB Lost CCC Won CCC Lost No Product Purchased44 Source: Win/Loss Analysis
    • Win & Loss Reasons Loss Reasons to EEE - All Deals Stay w/Incumbent Price 29% 23% Relationship w/Competitor Product Attributes 18% Technology 6% 24%45 Source: Interviews with Sales
    • Would Customers Recommend? Would Recommend Product? 14 12 Yes 10 8 No 6 Conditional 4 Undecided / Havent 2 Used It 0 AAA BBB CCC46 Source: Win/Loss Analysis
    • Tips & Sources to Enhance MI/CI Efforts47
    • 48 Create a CI Culture
    • 49 Employees
    • 50 Customer Feedback
    • 51 Google Alerts
    • Company Websites  Meta tags (key words)  Job openings  Management  News articles  Product information  Be wary52
    • Securities & Exchange Commission53
    •  Track employee movements  Job Openings  Groups  Customer wins  Q&A  Watch your own settings for privacy!54
    • 55 Social & Other Media
    • 56 Industry Analysts
    • Trade Shows / Conferences57
    • 58 Trade Pubs/Orgs
    • MI/CI – WHAT IT’S NOT59
    • MI/CI is NOT  Illegal  Internet/database searches only  Software only  Single event  Crystal ball  Job for only one smart person60
    • Recommended Reading CI (in general) Competitive Intelligence Advantage by Seena Sharp CI (methodologies) Strategic & Competitive Analysis or Business & Competitive Analysis by Craig Fleisher and Babette Bensoussan Product Innovation The Innovator’s Dilemma by Clayton Christensen61
    • THANK YOU! Shelly Azar www.insightresearchers.com shelly@insightresearchers.com 314-225-781562