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EMMF - Sean campbell Competitive Intelligence presentation
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- 2. ―The ability tolearn faster than your competitors may be the only sustainable competitive advantage.‖ Arie de Geus
- 3. Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights
- 4. Comparing MR vs.CI MR (left) vs. CI (right) Determine Questions Focus on current company and it’s products / solutions Focused on the Competition Methods Quant / Qual / MROC’s, etc Secondary Sources and Human Intel Perform Research Recruit and Conduct Identify Sources / Triangulate Analyze Outputs What does it mean? What does it mean? Present Analysis Package, Deliver, Present Package, Deliver, Present 4
- 5. ―In Market Researchyou’re trying to generalize across a population, in competitive intelligence you're trying to get an answer‖ -Rob Wiltbank – Willamette University MBA Professor
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- 7. ―The Internet isthe world's largest library. It's just that all the books are on the floor.‖ John Allen Paulos
- 8. Quarkbase • Jive Software 4/26/2011 8
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- 10. Searching for Companiesvs. People 4/26/2011 10
- 11. Backgrounding Companies LinkedIn • LinkedIn- Company Profiles • New Hires • Recent Promotions and Changes • Popular Profiles • Jobs Posted on LinkedIn • Median Age of Employees • Top Office Locations • Year Founded 4/26/2011 11
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- 14. Twitter • Twitter • There’s 10 million tweets about the iPad (so far…) • Is that Quant or Qual? • I don’t know but if you compete with Apple, it’s real data • And there’s a hashtag for everything • Topics, competitor conferences, products, etc. 4/26/2011 14
- 15. Additional Sites • Twit(url)y • TweetFeel • Paper.li • WorldOfTweets 4/26/2011 15
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- 17. HR and JobPostings • HR can be a leaky bucket • See future department growth (i.e. new VP, new Director role, etc.) • All of the following came from one story on ArsTechnica about Windows “8” • http://arstechnica.com/microsoft/news/2009/10/microsoft-mulling-128-bit-versions- of-windows-8-windows-9.ars 4/26/2011 17
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- 19. Job Posting -Indicators • Directional • Growth of new divisions • Growth of new offerings • Growth of new partnerships • Org Chart Development • VP Role, followed by Director, followed by PM • Turnover Rates • Technology Investment Areas • Three reasons to hire: • Need to replace someone, need to staff up a division, need to create a new division 4/26/2011 19
- 20. Mining the DeeperWeb 20
- 21. Changing Positioning, Services,Offers Over Time * From the WayBackMachine—Archive.org 4/26/2011 21
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- 23. Tagxedo Wordcloud Shapes (analysisof our web site) 4/26/2011 23
- 24. Form 990 Data • Non Profits – Guidestar.org 4/26/2011 24
- 25. Financials • Yahoo, MSN, Google Finance • Seekingalpha.com – Earnings call transcripts • Investor message boards (boardcentral.com) 4/26/2011 25
- 26. Communities • Ning • GovLoop, etc. • Board Tracker • Yahoo and Google groups • SourceCon • IRE • Facebook • Many, many more 4/26/2011 26
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- 29. Google Tips roadmap site:acme.com • Any mention of “roadmap” on Acme.com’s web site 4/26/2011 29
- 30. Google Tips Plan filetype:pdf site:acme.com • Any PDF files on Acme.com that contain “Plan” 4/26/2011 30
- 31. Google Tips Iphone inurl:review • Find pages containing “iPhone” where the page URL contains “review” • I.E. Find iPhone reviews on sites that do lots of product reviews • reviews.cnet.com 4/26/2011 31
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- 34. Ad Buys • SpyFu, SEMRush 4/26/2011 34
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- 36. Site Intelligence • Compete.com, Quantcast.com 4/26/2011 36
- 37. Going Local • Business Journals • International as well • Local news 4/26/2011 37
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- 39. • <the candidates graphic> The Right Recruits 4/26/2011 39
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- 41. Elicitation The Candidates • The Happy Customer • Willing to talk at length • Willing to extol the virtues of your product • May be a “bit” blind to the demerits your product carries with it. 4/26/2011 41
- 42. Elicitation The Candidates • The “Not So” Happy Customer • No so willing to talk at length • Top of mind answers as to why they don’t like your product/solution. • May not be aware of mitigating product benefits. 4/26/2011 42
- 43. Elicitation The Candidates • The “Crowd” • Willing to talk, just maybe not about what you’re interested in. • You’ll need to travel to see them as much as they’ll travel to see you. • Easy way to find the “agnostics” you need to reach. • Ex: Trade Show Intelligence 4/26/2011 43
- 44. Elicitation Internal Resources • The “Field” • Establishing relationships with your field can be one of the most beneficial “networking” activities you can engage in. • Some elicitation candidates: • Sales Engineers • Account Managers • Targeted Industry “Sellers” • Engagement Managers • Engaging with the field let’s you leave the “ivory tower” of marketing. 4/26/2011 44
- 45. Elicitation Others: • The “other team” • Partners • Resellers • Customer Service • Trade Show Staff 4/26/2011 45
- 46. Recruiting in a(socially) networked world “Every Person is his or • Personal Branding her own brand.” – Reid meets IDI Recruitment Hoffman – LinkedIn • Job Descriptions, Recommendations, Awards, Presentations, Blog Posts, and Status Updates • Getting just the right candidate – techniques
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- 49. LinkedIn Groups • LinkedIn Groups exist for almost any topic • Way to see current issues, trends for an audience, a group of technology enthusiasts, etc. • Can join a maximum of 50 groups total • Just a few of the groups I belong to: • Oregon Marketers Group, Executive Suite, The Futurist Group, Sales/Marketing VP’s, Cloud Computing, Linux Expert, PHP Developers, Windows 7, Malware Security Researchers, SAP Job Network, OpenOffice User, QRCA, MRA, Australian IT Industry, etc. 4/26/2011 49
- 50. Why Me? Why Now?
- 51. When Bad GrammERis Good… • Shouldn’t sound like something written by committee • Or something written by your client… • Should be: • Authentic • Looks like something you banged out in a minute (but it really took an hour) • Conversational • Personal • Written in the “voice” of the target (uses their lingo) • Authentic does not mean a sloppy form letter • And most importantly it should always include in the first two to three sentences….
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- 53. Elicitation – Inthe Field Before the Call – Research, Research, Research • The “Quick” Scan • Step #1 – LinkedIn, Xing, Facebook - Profiles • Step #2 – Their company’s web site. • Step #3 – Internet Wayback Machine (i.e. archive.org) • Step #4 – Any public quotes the interview has given in the past or any interviews that they have participated in. • Step #5 – Twitter or Blog Feeds 4/26/2011 53
- 54. Elicitation – Inthe Field Doing the call • Much like a sales call • Establish rapport • Answer unspoken “Why are you calling” an more importantly “What’s in this for me?” • Have the conversation – listen for the shields to drop • Create a psychological “end” to the conversation: • That’s everything I needed to cover, but one other thing I wondered about… • Finish the call 4/26/2011 54
- 55. It’s important tohave a conversation that provides value to the interviewee while obtaining the information you need. 55
- 56. The issue of… ETHICS
- 57. Ethics SCIP Code ofEthics • To continually strive to increase the recognition and respect of the profession. • To comply with all applicable laws, domestic, and international. • To accurately disclose all relevant information, including one’s identity and organization, prior to all interviews. • To fully respect all requests for confidentiality of information. • To avoid conflicts of interest in fulfilling one’s duties. • To provide honest and realistic recommendations and conclusions in the execution of one’s duties. • To promote the code of ethics within one’s company, with third- party contractors and within the entire profession. • To faithfully adhere to and abide by one’s company policies, objectives, and guidelines. 4/26/2011 57
- 58. Ethics Questions to ask • Legal Guidelines • Do you understand the legal implications of the research you are about to undertake? • Do you have legal counsel to turn to in case a questions comes up? • Personal Ethics • What “code of ethics” are you following as you elicit information? • Company Guidelines • What guidelines does your company already have in place on the subject of qualitative research and/or elicitation? • Do these guidelines differ if you are researching information about a competitor or your own company? 4/26/2011 58
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- 60. Examples of CIprojects Competitor Planning Roadmap Competitive Landscape Tradeshow Intelligence Competitor Assessment Profiling Audience Marketing Newsletter Win/Loss Competitor Customer Harvesting Sales Battlecard Short Long Level of effort Shelf Life 60
- 61. CI Project Timeline Win/Loss Customer List Battlecard Roadmap Analysis Landscape Assessment Competitor Profiling Newsletter Product / Service Development Timeline Ideation Planning Development Launch Sustain 61
- 62. Competitive Landscape Assessment • Value: Identify competitors in a market and map out their market position and differentiation • Provides critical information when entering a new market • Audience: Planning, Marketing • Sources: OSINT and industry experts • Can include • Overview of the market or industry conditions • Visualizations of competitors in quadrants, maps, or other visualizations • “Baseball cards” for each competitor • Recommendations of competitors and trends to continue monitoring Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 62
- 63. Competitor Roadmap Analysis • Value: Determines future product or services features • Provides information so organization can decide to differentiate or compete head-to-head • Audience: Planning, marketing • Sources: OSINT, partners, customers, industry experts • Avoid: Former employees, information under NDA • Can include • Future product features, services, pricing • Recommendations for differentiation and head-to-head opportunities Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 63
- 64. Competitive Newsletters • Value: Provides current information on a regular basis • Tactical and “how to react” information • Forward looking analysis and prediction • Greatly increases your exposure in the organizations • Audience: Planning, marketing, and sales • But not in the same newsletter – optimize for one of those audiences • Format: Web Portal Delivery, Email Delivery, Wiki style • Sources: Mainly OSINT • Can vary in objectivity • Arm and motivate sales to compete – focus on competitor weaknesses and missteps, or • Enhance strategy and decision making – objective, credible, and honest Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 64
- 65. Competitive Newsletter • Can include: • Summary and analysis • Talking points and positioning • News headlines organized by topic • Corporate level news • Earnings and health • M&A activity • PR and perception • Senior leadership statements • Strategic direction • Product or service level news • Broken down by product, service, or other logical division • Product launches • Reviews • Analyst commentary • Wins and case studies • Awards • Sentiment • Roadmap and supply channel news • Promotions and initiatives • Pricing changes • Avoid: • Recommendations that make work for other parts of the organization 65
- 66. Battlecard • Value: Increases ability of sales teams to compete and win in head-to-head scenarios • Audience: Sales and possibly partners • Format: 2 page Word or PDF • Sources: OSINT and limited primary intelligence from competitor customers, partners, and sales • Can include: • Competitor overview • Growth, financials, product line, threats they present Qualitative (IDI’s, etc.) • Product / service analysis Hands On OSINT • Overview of features, capabilities, Tech Exp. • Highlights weaknesses compared to your products • Complaints, pain points, and feature requests for competitor product Actionable Insights • Sales strategy analysis • How does the competitor sell? • How do they position against your company? • Are they discounting or bundling? • What products are their main sellers, and what other products do they attach? • Selling guidance • Selling and positioning against the competitor • Key issues to bring up • Framing the conversation • Q&A • Tough questions and answers 66
- 67. Competitor Profiling • Value: Provides a foundation for strategy and decision making • Audience: Planning or marketing • Sources: OSINT and limited primary intelligence from competitor customers, partners, and sales • Can include: • Company overview • Founded, revenue, growth, business model, culture • Product / service analysis • Product line, product strategy, roadmap, evolution, deficiencies, complaints, praise, feature requests, FAQs, teardown analysis • Marketing analysis • Marketing pillars, positioning, claims, evolution of marketing, keyword analysis • Sales analysis • Sales tactic analysis, direct/indirect, customer perceptions, subscription/support annuity, how their sales describes your company, • Metrics • Web traffic, trends, keyword buys, search insights, comparisons to your company • Recommendations Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 67
- 68. Win/Loss Analysis • Value: Provides accurate information about why sales are won and lost • Audience: Planning or sales • Format: PowerPoint • Sources: Mainly primary sources – your customers, competitor customers, and some partners or consultants • May include: • Typical buying criteria • Weighting of importance of various factors: • Price, features, promotions, demos, solution selling, etc. • Recommendations Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 68
- 69. Competitor Customer List • Value: Provides a list of customers who have a demonstrated need for your solution • If you know you are effective at displacing a competitor, then knowing their customers can translate quickly into sales • Audience: Sales • Sources: OSINT • Avoid: Current and former employees • May include: • Customer name, contact information, how you know they’re a customer, etc. • Note: Customer lists are trade secret so it is critical that customers are determined through legal and ethical OSINT Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 69
- 70. Tradeshow Intelligence • Value: Collect a large amount of intelligence in a short amount of time • Competitors, partners, and customers are all concentrated in the same location • Audience: Planning, marketing, or sales • Format: Word document bulletins and reports during the event, PowerPoint rollup after the event • Sources: Primary sources • May include: • Competitor announcements, strategy, roadmap, examination of key features, analysis of competitor sales pitch, etc. • Quick recommendations on time-sensitive opportunities and threats Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 70
- 71. Human Capital -Investment Tracking • Value: Provide signals as to where a competitor is investing, where their product is being utilized, and features that may exist in new products • Audience: Sales, Marketing, Planning • Sources: Job Posting sites, Career Sites, Job Posting API’s Qualitative (IDI’s, etc.) Hands On OSINT Tech Exp. Actionable Insights 71
- 72. Deliverable construction • Conclusions and Predictions up front • Back them up – OSINT, Qual, Product / Service Experience • Build a narrative • More than just a collection of facts • What does it mean? • How does this intersect with our business? • What are the threats and opportunities? • Presentation style deliverables are typically standard, but they are not the right tool for every deliverable • Newsletters are typically developed in Word or an HTML template • More quantitative findings are delivered (or backed by) Excel spreadsheets • Must answer Key Intelligence Questions (KIQ’s) • Can provide additional insights outside of KIQs 72
- 73. Synthesize • Why does it mean • Why does it matter • How can it be visualized 73
- 74. Contact Us Register for our newsletter for more tips… www.cascadeinsights.com/newsletter sean@cascadeinsights.com scott@cascadeinsights.com 4/26/2011 74