1. Market Intelligence
for
Product Managers
St. Louis Product Management Group
February 20, 2013
1

2. Clarification on Terms
Market Intelligence (MI)
Competitive Intelligence (CI)
Market Research (MR)
(MI = CI) ≠ MR
2

3. The WHATs of CI/MI
 WHAT? – situation, observations
 SO WHAT? – relevance of findings
 NOW WHAT? – suggested actions
3

4. Agenda
 Overview of Market Intelligence
(what?)
 Market Intelligence Examples
(so what?)
 Tips & Sources to Enhance MI/CI Efforts
(now what?)
 What MI/CI is Not
4

5. Overview of Market Intelligence
5

6. MI/CI Definition
The systematic collection,
analysis and
communication of
objective information
about the external world
to decision-makers.
6

7. Macro Environment
Industry
Internal
g
7
Business Environment

8. Macro Environment
8

9. 9
Social / Cultural Trends

10. 10
Technology

11. 11 Economy / International

12. 12 Political / Legal / Regulatory Trends

13. 13 Environment

14. Operating Environment
14

15. 15 Suppliers

16. 16
Customers

17. 17
Competitors

18. Substitutes
18

19. Potential
Entrants
19

20. Social/Cultural
Dry 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.

21. Market Intelligence Examples
for Product Managers
21

22. Market/Industry Information
 Market Size
 Market Segmentation
 Environmental Scan
 Industry Events
 M&A Activity
 Market Research (Public Opinions)
 Trends
22

23. 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

24. 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 Force
Source: Analysis from Misc. Sources

25. 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 Y
Conference /
Show Place Date Website
Conference A Beijing, China 2012-12 1 1 2
Conference B Dallas, TX 2012-12 1 1 1 1 1 1 1 1 8
Conference C Istanbul, Turkey 2012-12 1 1 1 1 1 5
Conference D Las Vegas, NV 2012-12 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 16
Conference E San Francisco, CA 2012-12 1 1 1 1 1 1 1 1 1 1 1 1 12
Conference F Washington, DC 2012-12 1 1 1 3
Conference G London, England 2012-11 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 17
Conference H Toronto, Canada 2012-11 1 1 1 1 1 5
Conference I Vienna, Austria 2012-11 1 1 1 3
Conference J Amsterdam, Netherlands 2012-10 1 1 1 1 1 1 1 1 8
Conference K Chiba, Japan 2012-10 1 1
Conference L Chicago, IL 2012-10 1 1 1 1 1 1 1 1 1 1 1 11
Conference M Frankfurt, Germany 2012-10 1 1 1 1 1 1 6
Conference N Nashville, TN 2012-10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 14
Conference O New York, NY 2012-10 1 1 1 1 1 1 1 7
Conference P Washington, DC 2012-10 1 1 1 3
Conference Q Orlando, FL 2012-10 1 1 1 1 1 1 6
Conference R San Francisco, CA 2012-10 1 1 1 1 4
Conference S San Jose, CA 2012-10 1 1 1 3
Conference T Denver, CO 2012-10 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 18
Conference U Singapore 2012-10 1 1 1 1 1 1 1 1 8
Conference V Stockholm, Sweden 2012-10 1 1 1 1 1 1 6
Conference W Tokyo, Japan 2012-09 1 1 1 1 1 1 1 1 1 9
Conference X Washington, DC 2012-09 1 1
Conference Y Anaheim, CA 2012-09 1 1 1 3
Conference Z Brussels, Belgium 2012-06 1 1 1 3
25 Source: Compilation from Misc. Sources

26. 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

27. Customer Information
 How Vendors Identified
 Decision-Making Criteria
 Product/Solution Selection Criteria
 Persona/Human Factors Information
 Internal Decision-Making Process
27

28. 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

29. 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
Vendor's Customer Base* 3.2
Vendor's Brand* 2.6
Vendor's Financial Stability* 3.7
Vendor's Company Size* 2.7
Technical Fit* 4.6
0.0 1.0 2.0 3.0 4.0 5.0
29 Source: Win/Loss Analysis

30. 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 / Roadmap
30 Source: Win/Loss Analysis

31. Competitor Information
 Profiles
 Marketing Analysis
 Partnerships
 Product Comparison
 Segmentation by Variables
 Competitor’s Customer Base
 Vendors in Initial/Final Selection
31

32. 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 by
Financial
Departments
Strategy Corporate Strategy, Business Model
Legal Intellectual Property, Legal Issues, Licensing
Geographical Markets Geographic Distribution of Sales, Worldwide/Regional Presence
Head Count, Recruiting/Layoffs/Departures, Benefits/Compensation Plans/Stock
HR-Related
Options, Corporate Culture, Key Personnel, Board Members
Facilities # Facilities, Size, Own/Lease
Strategy, Positioning, Perceived Competitive Advantage, Website Updates, Advertising,
Marketing
Branding, Marketing Claims
Suppliers & Partners Supplier Info, Partnership Programs, Specific Partners, Distributor Info
Customers Target Market, Size of Customer Base, Specific Customers
Competitors Identity of Competitors, Segmentation
Pricing Pricing, Sales Tactics
Memberships /
Memberships, Affiliations, Exhibiting at Shows/Conferences
Events
Awards Awards, Achievements
Products / Solutions Product Info, Solution Info, Technology/R&D, Plans for Future
Services Professional Services, Training, Customer Service, Technical Support
Trade Shows Reports from Visits at Events
32

33. 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

34. 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

35. 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 E
35 Source: Subjective Analysis

36. Segmentation: Product/Application/$
Vendors Considered by Product/Application/$ AAA BBB CCC
6
5
4
3
2
1
0
36 Source: Win/Loss Analysis

37. 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: 469
37 Source: Analysis from Misc. Sources

38. 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

39. Product Information
 Valued Features/Functions
 Product Strengths/Weaknesses
 Future Needs
 Initial/Final Selection Criteria
39

40. 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 X
40 Source: Win/Loss Analysis

41. 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 Process
41

42. Levels From Decision-Maker
Levels From Ultimate Decision-Maker
Don't Know
5%
Collaborative 0 = self
Decision 21%
16%
Other Dept
5%
Finance 1 = boss
5% 16%
2 = boss's boss
32%
42 Source: Win/Loss Analysis

43. Win/Loss Sales Analysis
AAA Loss AAA Loss
Company AAA Win (to Named) (to Other) Did Not Buy Pending Total
III 20 17 7 2 10 56
JJJ 5 4 4 2 15
KKK 3 7 3 13
LLL 3 1 3 5 12
MMM 4 4 4 12
NNN 1 2 7 10
OOO 3 1 1 4 9
PPP 6 3 9
QQQ 1 4 2 1 8
RRR 2 2 2 2 8
43

44. 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 Purchased
44 Source: Win/Loss Analysis

45. 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

46. Would Customers Recommend?
Would Recommend Product?
14
12
Yes
10
8 No
6
Conditional
4
Undecided / Haven't
2 Used It
0
AAA BBB CCC
46 Source: Win/Loss Analysis

47. Tips & Sources to Enhance MI/CI Efforts
47

48. 48
Create a CI Culture

49. 49
Employees

50. 50
Customer Feedback

51. 51
Google Alerts

52. Company Websites
 Meta tags (key words)
 Job openings
 Management
 News articles
 Product information
 Be wary
52

53. Securities &
Exchange
Commission
53

54.  Track employee movements
 Job Openings
 Groups
 Customer wins
 Q&A
 Watch your own settings for privacy!
54

55. 55
Social & Other Media

56. 56
Industry Analysts

57. Trade Shows / Conferences
57

58. 58
Trade Pubs/Orgs

59. MI/CI – WHAT IT’S NOT
59

60. MI/CI is NOT
 Illegal
 Internet/database searches only
 Software only
 Single event
 Crystal ball
 Job for only one smart person
60

61. 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 Christensen
61

62. THANK YOU!
Shelly Azar
www.insightresearchers.com
shelly@insightresearchers.com
314-225-7815
62