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Primary Research CX/CI Experts
www.market-awareness.com
Monthly CX/CI Webinar Series:
Nobody Likes
Yesterday’s Intelligence
Nobody Likes Yesterday’s Intelligence
VoiceoftheBusinessAcademy.com
•  On-demand courses and roadmaps
•  Accreditation and certification
•  “How” in addition to “why”
•  Templates to implement in your
organization
•  Created by professionals who have
implemented in the real-world
•  Organizations can select courses to create
their own training programs
Nobody Likes Yesterday’s Intelligence
Monthly CX/CI Webinar Series:
Nobody Likes Yesterday’s Intelligence
What We’ll Discuss
•  Secondary versus Primary research for executives
•  Primary reasons why intelligence program fail
•  Creating measurable KPIs
•  Assigning KPI ownership
•  Turning information into intelligence
•  Leveraging expectation gap scores to drive strategic/tactical discussions
Nobody Likes Yesterday’s Intelligence
Research Techniques
•  2 research techniques: Primary and Secondary
•  Secondary Research:
ü  press releases, analyst reports, trade journals, regulatory filings, transcripts
of speeches, and other published sources
ü  Sources: competitor websites, press releases and advertisements, general
internet searches, trade shows, annual reports, etc…
Nobody Likes Yesterday’s Intelligence
Research Techniques
•  2 research techniques: Primary and Secondary
•  Secondary Research:
ü  Forrester report 2015
Nobody Likes Yesterday’s Intelligence
Research Techniques
•  2 research techniques: Primary and Secondary
•  Secondary Research:
ü  Forrester report 2015:
ü  Example of secondary research
ü  Limitations:
o  Cannot easily turn information into intelligence
o  It is up to the individual or organization to decide if valuable
o  A lot of data is gathered from the past
o  Internet related sources of information are often opinionated
o  National and international sources are less revealing
Nobody Likes Yesterday’s Intelligence
Research Techniques
•  2 research techniques: Primary and Secondary
•  Primary Research:
ü  discussions via phone and meeting face-to-face with key decision-makers
are done to flush out the critical unknowns not found in secondary research
ü  Sources: customers, prospects, lost prospects, competitors, research
authors, complimentary product companies, etc…
Nobody Likes Yesterday’s Intelligence
Research Techniques
•  2 research techniques: Primary and Secondary
•  Primary Research:
ü  Example of primary research
ü  Primary research takes assumptions from secondary research and validates them by
actually having discussions with people to determine their validity
ü  Many organization outsource just the primary research function (unbiased)
Nobody Likes Yesterday’s Intelligence
Research Techniques
•  Primary and Secondary
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
•  Worrying About What is Already Known
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
•  Worrying About What is Already Known
•  Budgets
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
•  Worrying About What is Already Known
•  Budgets
•  Digesting the Intelligence
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
•  Worrying About What is Already Known
•  Budgets
•  Digesting the Intelligence
•  Unmeasurable Data
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Expectation Gap Score Grid (Plus/Minus Score)
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
•  Worrying About What is Already Known
•  Budgets
•  Digesting the Intelligence
•  Unmeasurable Data
•  Measurable Data = Actionable Data
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Lack of Executive Support and Sponsorship
•  Periodic versus Continuous Intelligence Analysis
•  Worrying About What is Already Known
•  Budgets
•  Digesting the Intelligence
•  Unmeasurable Data
•  Measurable Data = Actionable Data
•  Ownership of the Information & Intelligence
Nobody Likes Yesterday’s Intelligence
Impacts the Relevance of Your Information
•  Ownership of the Information & Intelligence
Nobody Likes Yesterday’s Intelligence
Possible Organization Intelligence Program Setup
Webinar: Nobody Likes Yesterdays Intelligence
EXECUTIVE TEAM EXECUTIVE TEAM EXECUTIVE TEAM
Executive Level Director Level Manager Level
Sales Representative
Product Representative
MANAGEMENT TEAM
MANAGEMENT TEAM
Strategic, Unbiased, Actionable, Measurable, Repeatable Intelligence
Marketing RepresentativeDelivery Representative
MANAGEMENT TEAMMANAGEMENT TEAM
Intelligence Specialist(s)
INTELLIGENCE TEAM
Impacts the Relevance of Your Information
•  Ownership of the Information & Intelligence
Nobody Likes Yesterday’s Intelligence
Conclusion
•  Organization cannot make critical decisions on dated information
•  Must have executive commitment
•  Proactive strategies to obtain the right data that is measurable and convert from
“information” to “intelligence”
The top 5 factors for ensuring relevant intelligence is:
1.  Proactive executive involvement
2.  Quickly being able to produce strategic, unbiased, measurable KPI's to obtain "information"
3.  Ability to turn information into actionable "intelligence" for executives
4.  Ability to perform a repeatable program (current information turned into immediate
intelligence for decision-making)
Nobody Likes Yesterday’s Intelligence
Nobody Likes Yesterday’s Intelligence
Upcoming Webinars @ www.market-awareness.com)
Nobody Likes Yesterday’s Intelligence
Thank you…
Email any questions to:
management@market-awareness.com

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Nobody Likes Yesterday's Intelligence

  • 1. Primary Research CX/CI Experts www.market-awareness.com Monthly CX/CI Webinar Series: Nobody Likes Yesterday’s Intelligence
  • 2. Nobody Likes Yesterday’s Intelligence VoiceoftheBusinessAcademy.com •  On-demand courses and roadmaps •  Accreditation and certification •  “How” in addition to “why” •  Templates to implement in your organization •  Created by professionals who have implemented in the real-world •  Organizations can select courses to create their own training programs
  • 3. Nobody Likes Yesterday’s Intelligence Monthly CX/CI Webinar Series: Nobody Likes Yesterday’s Intelligence
  • 4. What We’ll Discuss •  Secondary versus Primary research for executives •  Primary reasons why intelligence program fail •  Creating measurable KPIs •  Assigning KPI ownership •  Turning information into intelligence •  Leveraging expectation gap scores to drive strategic/tactical discussions Nobody Likes Yesterday’s Intelligence
  • 5. Research Techniques •  2 research techniques: Primary and Secondary •  Secondary Research: ü  press releases, analyst reports, trade journals, regulatory filings, transcripts of speeches, and other published sources ü  Sources: competitor websites, press releases and advertisements, general internet searches, trade shows, annual reports, etc… Nobody Likes Yesterday’s Intelligence
  • 6. Research Techniques •  2 research techniques: Primary and Secondary •  Secondary Research: ü  Forrester report 2015 Nobody Likes Yesterday’s Intelligence
  • 7. Research Techniques •  2 research techniques: Primary and Secondary •  Secondary Research: ü  Forrester report 2015: ü  Example of secondary research ü  Limitations: o  Cannot easily turn information into intelligence o  It is up to the individual or organization to decide if valuable o  A lot of data is gathered from the past o  Internet related sources of information are often opinionated o  National and international sources are less revealing Nobody Likes Yesterday’s Intelligence
  • 8. Research Techniques •  2 research techniques: Primary and Secondary •  Primary Research: ü  discussions via phone and meeting face-to-face with key decision-makers are done to flush out the critical unknowns not found in secondary research ü  Sources: customers, prospects, lost prospects, competitors, research authors, complimentary product companies, etc… Nobody Likes Yesterday’s Intelligence
  • 9. Research Techniques •  2 research techniques: Primary and Secondary •  Primary Research: ü  Example of primary research ü  Primary research takes assumptions from secondary research and validates them by actually having discussions with people to determine their validity ü  Many organization outsource just the primary research function (unbiased) Nobody Likes Yesterday’s Intelligence
  • 10. Research Techniques •  Primary and Secondary Nobody Likes Yesterday’s Intelligence
  • 11. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship Nobody Likes Yesterday’s Intelligence
  • 12. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship Nobody Likes Yesterday’s Intelligence
  • 13. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis Nobody Likes Yesterday’s Intelligence
  • 14. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis •  Worrying About What is Already Known Nobody Likes Yesterday’s Intelligence
  • 15. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis •  Worrying About What is Already Known •  Budgets Nobody Likes Yesterday’s Intelligence
  • 16. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis •  Worrying About What is Already Known •  Budgets •  Digesting the Intelligence Nobody Likes Yesterday’s Intelligence
  • 17. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis •  Worrying About What is Already Known •  Budgets •  Digesting the Intelligence •  Unmeasurable Data Nobody Likes Yesterday’s Intelligence
  • 18. Impacts the Relevance of Your Information •  Expectation Gap Score Grid (Plus/Minus Score) Nobody Likes Yesterday’s Intelligence
  • 19. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis •  Worrying About What is Already Known •  Budgets •  Digesting the Intelligence •  Unmeasurable Data •  Measurable Data = Actionable Data Nobody Likes Yesterday’s Intelligence
  • 20. Impacts the Relevance of Your Information •  Lack of Executive Support and Sponsorship •  Periodic versus Continuous Intelligence Analysis •  Worrying About What is Already Known •  Budgets •  Digesting the Intelligence •  Unmeasurable Data •  Measurable Data = Actionable Data •  Ownership of the Information & Intelligence Nobody Likes Yesterday’s Intelligence
  • 21. Impacts the Relevance of Your Information •  Ownership of the Information & Intelligence Nobody Likes Yesterday’s Intelligence Possible Organization Intelligence Program Setup Webinar: Nobody Likes Yesterdays Intelligence EXECUTIVE TEAM EXECUTIVE TEAM EXECUTIVE TEAM Executive Level Director Level Manager Level Sales Representative Product Representative MANAGEMENT TEAM MANAGEMENT TEAM Strategic, Unbiased, Actionable, Measurable, Repeatable Intelligence Marketing RepresentativeDelivery Representative MANAGEMENT TEAMMANAGEMENT TEAM Intelligence Specialist(s) INTELLIGENCE TEAM
  • 22. Impacts the Relevance of Your Information •  Ownership of the Information & Intelligence Nobody Likes Yesterday’s Intelligence
  • 23. Conclusion •  Organization cannot make critical decisions on dated information •  Must have executive commitment •  Proactive strategies to obtain the right data that is measurable and convert from “information” to “intelligence” The top 5 factors for ensuring relevant intelligence is: 1.  Proactive executive involvement 2.  Quickly being able to produce strategic, unbiased, measurable KPI's to obtain "information" 3.  Ability to turn information into actionable "intelligence" for executives 4.  Ability to perform a repeatable program (current information turned into immediate intelligence for decision-making) Nobody Likes Yesterday’s Intelligence
  • 24. Nobody Likes Yesterday’s Intelligence Upcoming Webinars @ www.market-awareness.com)
  • 25. Nobody Likes Yesterday’s Intelligence Thank you… Email any questions to: management@market-awareness.com