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A Practical Approach to Gain
Superior Competitive Intelligence
     What you can do right now to gain
 superior knowledge ...
Elements of
 Competitive / Business Intelligence
1.   Competitive intelligence - what information is important to
     us?...
Competitive Intelligence
•   What do we want to know?
     – Who gathers this information for the company?
     – Who shou...
Competitive Intelligence
•   What can we learn from competitor’s employees?
     – Organizational chart for competitor’s k...
Competitive Intelligence
•     What do we already know and can piece together from
      our own employees?
•     What can...
Customer / Supplier Intelligence
•    Who are our key accounts?
     – Key targets - “conquest” accounts?
•    Who are our...
Customer / Supplier Intelligence
•    Who are we cultivating as customer/prospect sources
     of information?
        – W...
Customer Relations
•  Who is “The Company”?
  – Phone calls - What can we do better?
• Image
  – Who do you want to do bus...
Customer Relations
• How do we promote our company?
• How do we get credit for the good we do?
• How do we combat anticipa...
Customer Relations
•   Purchasing negotiations
    – Their opportunity to make a good deal
    – Their routines (good cop/...
Customer Relations
•   Never criticize your own in front of others!
•   Never lie, but don’t tell what they do not ask
   ...
Protecting The Company
•   What do we need to keep confidential?
    – “Loose lips sink ships”
•   Protecting confidential...
Protecting The Company
•   Who should be informed of attempts to gain
    information about us?
•   What you should and sh...
Protecting The Company
•   Whose property is “company work product?”
•   What should/can you tell employees who leave?
   ...
Internal Relations
•    Referrals for good potential employees – a referral is a
     wonderful compliment!
•    Importanc...
Conclusion
• Intelligence gathering = awareness plus common sense
• Management must set high expectations!
• Your choices:...
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Competitive Intelligence

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A Practical Approach to Gain
Superior Competitive Intelligence

What you can do right now to gain
superior knowledge about your competition


Published in: Business, Technology
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Transcript of "Competitive Intelligence "

  1. 1. A Practical Approach to Gain Superior Competitive Intelligence What you can do right now to gain superior knowledge about your competition © 2010 MCH Management Associates Chicago 312-735-5022 michael@hadjinian.com 051710
  2. 2. Elements of Competitive / Business Intelligence 1. Competitive intelligence - what information is important to us? 2. Customer/supplier intelligence - what do we want to know? 3. Customer relations - what do we want our customers to think of us? 4. Protecting the company - how do we manage what others know about us? 5. Internal relations - managing ourselves – what is our attitude? © 2010 MCH Management Associates 2
  3. 3. Competitive Intelligence • What do we want to know? – Who gathers this information for the company? – Who should get the information you obtain? • What can we learn from our mutual customers/prospects? – Customers that have been burned often are willing to talk • What can we learn from mutual suppliers? © 2010 MCH Management Associates 3
  4. 4. Competitive Intelligence • What can we learn from competitor’s employees? – Organizational chart for competitor’s key employees – Who is disgruntled or looking for a job? – Interviewing former employees (never miss a chance?) – The impact of alcohol – excessive lubrication • Often you can trade competitive information about a common competitor with a competitor © 2010 MCH Management Associates 4
  5. 5. Competitive Intelligence • What do we already know and can piece together from our own employees? • What can we learn from public information sources? – Scour the internet? LinkedIn? • Industry associations – who participates? – Statistics? Other data? – Making good contacts – have a visible, open profile • Ethics – what is acceptable and what is wrong? – What do you do with confidential information that “falls in your lap?” – Your risks? © 2010 MCH Management Associates 5
  6. 6. Customer / Supplier Intelligence • Who are our key accounts? – Key targets - “conquest” accounts? • Who are our key suppliers? • What should we be trying to learn? – Key customers, other customers, key prospects – Key suppliers • What should we do with this information once we obtain it? © 2010 MCH Management Associates 6
  7. 7. Customer / Supplier Intelligence • Who are we cultivating as customer/prospect sources of information? – Who are the decision makers? – Who are the abusers of power? • How do we determine what they are really thinking of us? – What do they use to measure us? © 2010 MCH Management Associates 7
  8. 8. Customer Relations • Who is “The Company”? – Phone calls - What can we do better? • Image – Who do you want to do business with? • Attitude – Winners smile © 2010 MCH Management Associates 8
  9. 9. Customer Relations • How do we promote our company? • How do we get credit for the good we do? • How do we combat anticipated “bad mouthing” by competitors? • What do we do when we make a mistake? – Damage control – quick action versus letting it fester – Ask the customer what they think is fair – Turnaround opportunity © 2010 MCH Management Associates 9
  10. 10. Customer Relations • Purchasing negotiations – Their opportunity to make a good deal – Their routines (good cop/bad cop) • How to get higher prices – Every change is an opportunity to increase the price, make it easy • Making commitments – Who makes price commitments? – Who makes delivery commitments? © 2010 MCH Management Associates 10
  11. 11. Customer Relations • Never criticize your own in front of others! • Never lie, but don’t tell what they do not ask – When to stop talking • How to handle unreasonable requests • How to stall - higher authority © 2010 MCH Management Associates 11
  12. 12. Protecting The Company • What do we need to keep confidential? – “Loose lips sink ships” • Protecting confidential information: – Who has need to know? – What information is valuable? • Qualifying who we openly talk to – What should you assume? – Scams © 2010 MCH Management Associates 12
  13. 13. Protecting The Company • Who should be informed of attempts to gain information about us? • What you should and should not tell headhunters – Gain respect versus tell all you know • What do we ask of our employees? – What can we expect? © 2010 MCH Management Associates 13
  14. 14. Protecting The Company • Whose property is “company work product?” • What should/can you tell employees who leave? – What about documents they take home? – Confidentiality of information on computers? – Patents, copyrights, confidentiality agreements? – Usefulness of non-compete, non-solicitation, non- disparagement agreements? © 2010 MCH Management Associates 14
  15. 15. Internal Relations • Referrals for good potential employees – a referral is a wonderful compliment! • Importance of morale – Who is responsible for good company morale? • Recognition – your co-workers are “customers” as well • How to handle “malcontents” – What do you do if you see inappropriate actions that clearly could damage the company? © 2010 MCH Management Associates 15
  16. 16. Conclusion • Intelligence gathering = awareness plus common sense • Management must set high expectations! • Your choices: A systematic, purposeful ethical process that is ingrained into the company culture or A haphazard, hit-or-miss process with no specific expectations © 2010 MCH Management Associates 16
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