The document provides an overview of competitive intelligence techniques for gathering information on competitors from public sources such as LinkedIn, Twitter, blogs, job postings, financial documents and through human intelligence by networking with individuals both inside and outside of a company. It discusses strategies for searching online sources, analyzing available data, and eliciting information through targeted outreach and interviews. Competitive intelligence aims to gain actionable insights on competitors in order to learn faster and create sustainable competitive advantages.
How Intelligence Accelerates New Client Acquisitions for Law FirmsIntelCollab.com
What if you could alert your Business Development teams or Practice Group Leaders to new clients in their markets or industries? What if you could help your Senior Management identify new trends, thus making the acquisition of new clients easier, faster and more targeted? What if you could do all this while your lawyers continued to practice law?
Well, you can. For several years now, the legal marketing industry has been talking about competitive, business and market intelligence, what it is, how it works and why firms need it. This session will focus on how to use intelligence tools and techniques for sourcing new clients and new work from current clients. Specifically, the session will look at examples of:
- Mining billing data for targeted cross-selling opportunities
- Making the most of current awareness and alerting systems for new client acquisition
- Using competitor client lists to track market opportunities and conflicts
How Intelligence Accelerates New Client Acquisitions for Law FirmsIntelCollab.com
What if you could alert your Business Development teams or Practice Group Leaders to new clients in their markets or industries? What if you could help your Senior Management identify new trends, thus making the acquisition of new clients easier, faster and more targeted? What if you could do all this while your lawyers continued to practice law?
Well, you can. For several years now, the legal marketing industry has been talking about competitive, business and market intelligence, what it is, how it works and why firms need it. This session will focus on how to use intelligence tools and techniques for sourcing new clients and new work from current clients. Specifically, the session will look at examples of:
- Mining billing data for targeted cross-selling opportunities
- Making the most of current awareness and alerting systems for new client acquisition
- Using competitor client lists to track market opportunities and conflicts
Digital businesses are difficult to launch and run even without the challenge of security. And yet, digital business strategies are also being used by hackers to systematically go after lucrative targets. Following up on our release of the 2015 NTT Group Global Threat Intelligence Report, this executive summary highlights key findings from the report that affect today’s digital businesses.
Presentation by Dave Frankland, Principal Analyst, Forrester Research. Given at the PMA Digital Marketing Summit: Fast Forward 2011 on December 3, 2009
Automating Deployment Between Orgs Using Git & Continuous IntegrationSebastian Wagner
Updated with the deck from DF14
As a fully certified TA, I offer expert consulting services around continuous integration, practice development and governance to help customers leveraging the advantages of SFDC.
https://uk.linkedin.com/in/se6wagner/
Abstract:
Automating the deployment between environments (dev, test, prod, etc.) gives consistency, visibility, and validation to the process.This greatly speeds up deployment and provides early detection of defects. Join us as we cover the theory and best practices of this approach. You'll discover how to design your own automated processes using Continuous Integration (CI) tools and Git version control.
Telcom Industry Review and Future of Telcom Providers - Telco 2015IBMTelecom
How will the Telcom industry evolve over the next five years? Will telcom providers strategies be proactive or protective? Our research suggests four plausible scenarios and the events that would signal their unfolding. More important, we outline the characteristics of companies most likely to succeed in each of these possible futures.
COMPETITIVE INTELLIGENCE FOR SALES AND MARKETING: HOW TO WIN MORE OPPORTUNITI...HubSpot
So much data. So little time. This session will walk you through how to aggregate, analyze, and make actionable competitive intelligence. For marketers, how can you use competitive intelligence to be a data-driven marketer? What are the clues that your competitors are leaving as to their effective tactics? Understand how to identify trending topics, successful distribution strategies and more from looking at data. For sales, how can you understand the messages entering your funnel from your competitors? Are they causing customers to shirk away from you? What are the key data sources to look at and what are some sneaky ways to get surprising information.
American Airlines Competitive Intelligence ReportBrandon Thomson
Competitive Intelligence Report, American Airlines, Fall 2013 - Worked with a team of three to research, analyze, and report a competitive profile, financial analysis, SWOT analysis, macro-environmental analysis, business model analysis, and other analyses.
Tennessee Higher Education and the Use of Decision Support Systems in Strate...Jeff Hinds
Business Intelligence products and processes have helped public and private organization to identify opportunities and trends that are both internal and external. For years the concepts of Business Intelligence, data mining, “Big” data, have become an important part of strategic planning and decision making within many successful organizations. Higher education has been expressing the importance of research, statistical analysis, data modeling, and business decisions based on good information. In fact, higher education institutions have created entire academic programs around these topics. While this information is written and reported within professional periodicals and events, the question stands about how higher education is taking advantage of business intelligence as part of their strategic planning and decision making processes.
The latest EIU report on Japan’s Middle Market examines the characteristics of Japan’s middle market, gauges the sentiment of senior managers at mid-market firms, examines the key challenges they face in growing and seizing opportunities abroad, and identifies the factors differentiating those that have grown steadily in recent years from those that have struggled. Download the full report for free at http://bit.ly/169TZRb
A presentation put together by myself and Tony Donnellan on helping SMB's with Content Management focused around B2B.
It explains why content marketing is worth doing and how to go about doing it.
@tonester & @brandjoe
Superfast Business - offers fully funded support to help ambitious businesses in the South West with a focus on rural areas identify, maximise and profit from the opportunities that superfast broadband and new technologies present. They have a team of expert advisers, a programme of events on hot topics offering inspirational insights and practical solutions and access to IT specialists and knowledge.
The service is aimed at businesses who have heard superfast broadband is coming to their area or are already experiencing good connection speeds and fulfill ERDF eligibility criteria.
Register on their website today to see if your business is able to access the full support package and keep up to date with the latest technologies and information.
w: www.superfastbusiness.co.uk
e: info@superfastbusiness.co.uk
t: 0845 603 8593
Digital businesses are difficult to launch and run even without the challenge of security. And yet, digital business strategies are also being used by hackers to systematically go after lucrative targets. Following up on our release of the 2015 NTT Group Global Threat Intelligence Report, this executive summary highlights key findings from the report that affect today’s digital businesses.
Presentation by Dave Frankland, Principal Analyst, Forrester Research. Given at the PMA Digital Marketing Summit: Fast Forward 2011 on December 3, 2009
Automating Deployment Between Orgs Using Git & Continuous IntegrationSebastian Wagner
Updated with the deck from DF14
As a fully certified TA, I offer expert consulting services around continuous integration, practice development and governance to help customers leveraging the advantages of SFDC.
https://uk.linkedin.com/in/se6wagner/
Abstract:
Automating the deployment between environments (dev, test, prod, etc.) gives consistency, visibility, and validation to the process.This greatly speeds up deployment and provides early detection of defects. Join us as we cover the theory and best practices of this approach. You'll discover how to design your own automated processes using Continuous Integration (CI) tools and Git version control.
Telcom Industry Review and Future of Telcom Providers - Telco 2015IBMTelecom
How will the Telcom industry evolve over the next five years? Will telcom providers strategies be proactive or protective? Our research suggests four plausible scenarios and the events that would signal their unfolding. More important, we outline the characteristics of companies most likely to succeed in each of these possible futures.
COMPETITIVE INTELLIGENCE FOR SALES AND MARKETING: HOW TO WIN MORE OPPORTUNITI...HubSpot
So much data. So little time. This session will walk you through how to aggregate, analyze, and make actionable competitive intelligence. For marketers, how can you use competitive intelligence to be a data-driven marketer? What are the clues that your competitors are leaving as to their effective tactics? Understand how to identify trending topics, successful distribution strategies and more from looking at data. For sales, how can you understand the messages entering your funnel from your competitors? Are they causing customers to shirk away from you? What are the key data sources to look at and what are some sneaky ways to get surprising information.
American Airlines Competitive Intelligence ReportBrandon Thomson
Competitive Intelligence Report, American Airlines, Fall 2013 - Worked with a team of three to research, analyze, and report a competitive profile, financial analysis, SWOT analysis, macro-environmental analysis, business model analysis, and other analyses.
Tennessee Higher Education and the Use of Decision Support Systems in Strate...Jeff Hinds
Business Intelligence products and processes have helped public and private organization to identify opportunities and trends that are both internal and external. For years the concepts of Business Intelligence, data mining, “Big” data, have become an important part of strategic planning and decision making within many successful organizations. Higher education has been expressing the importance of research, statistical analysis, data modeling, and business decisions based on good information. In fact, higher education institutions have created entire academic programs around these topics. While this information is written and reported within professional periodicals and events, the question stands about how higher education is taking advantage of business intelligence as part of their strategic planning and decision making processes.
The latest EIU report on Japan’s Middle Market examines the characteristics of Japan’s middle market, gauges the sentiment of senior managers at mid-market firms, examines the key challenges they face in growing and seizing opportunities abroad, and identifies the factors differentiating those that have grown steadily in recent years from those that have struggled. Download the full report for free at http://bit.ly/169TZRb
A presentation put together by myself and Tony Donnellan on helping SMB's with Content Management focused around B2B.
It explains why content marketing is worth doing and how to go about doing it.
@tonester & @brandjoe
Superfast Business - offers fully funded support to help ambitious businesses in the South West with a focus on rural areas identify, maximise and profit from the opportunities that superfast broadband and new technologies present. They have a team of expert advisers, a programme of events on hot topics offering inspirational insights and practical solutions and access to IT specialists and knowledge.
The service is aimed at businesses who have heard superfast broadband is coming to their area or are already experiencing good connection speeds and fulfill ERDF eligibility criteria.
Register on their website today to see if your business is able to access the full support package and keep up to date with the latest technologies and information.
w: www.superfastbusiness.co.uk
e: info@superfastbusiness.co.uk
t: 0845 603 8593
Info e tips about pitching, some questions that could be used as a track.
How to find the right market, possibly segmenting it with demographics and psychographics, considering country specific constraint (and issues related to export).
SWOT analysis for target market. How to narrow a market.
Business to business versus business to consumer markets.
Design Upstream: Advancing Strategic Design Without Going Against the Current
Delivered at MadPow's Heathcare Refactored conference on April 2 2015 in Boston MA
Profiting from External Innovation: A Review of the ResearchJoel West
Nov 18, 2011 keynote presentation given by Prof. Joel West of KGI, at the 2011 Conference on Mass Customization, Personalization and Co-Creation (MCPC2011.com).
Slides of the lecture "Web-based business models" taught by Eduardo Larrain at HEC, a French business school (Strategic Management Master) and for web professionals during workshops
1 - Let’s all talk the same language!
- What’s the web?
- What’s a business model?
- What’s a startup?
2 - What are the key elements of a business model?
- Value proposition and revenue streams
- How’s the music, video games and book publishing industries going?
- Customer channels, customer relationships, key partners, activities, resources, cost structure
3 - What are the business models of Internet heavyweights publicly traded?
- Google (139), Facebook (148), Twitter (161), Linkedin (167), Groupon (172)
4 - What are the business models of the most valuable web-based companies privately owned?
- What is Crowdfunding? Kickstarter (182), Wiseed (187) and Prosper (189)
- What is the Internet of Things? Breathometer (194), Sen.se (196), Nest (199) and Akimo (201)
- What is the sharing economy? Uber (208), Blablacar (211) and Airbnb (214)
- LaRuchequiditoui (218), ZocDoc (220), SnapChat (222)
Conclusion and farewell
Product planing and development new products management
CONCEPT GENERATION
“Computers in the future may weigh no more than 1.5 tons.” Popular Mechanics, 1949.
“I can assure you that data processing is a fad that won’t last out the year.” Business books editor,
Prentice-Hall, 1957.
Barriers to Firm Creativity
• Cross-functional diversity: Diversity leads to more creative stimulation but also to problem solving difficulties.
• Allegiance to functional areas: Team members need to have a stake in the team’s success, or won’t be loyal to the team.
• Social cohesion: If interpersonal ties among team members are too strong, candid debate may not occur, resulting in less innovative ideas.
• Role of top management: Management should encourage the teams to be adventurous, otherwise only incremental changes will occur.
The Role of Management in Stimulating Creativity
•Recognize individuality •Be tolerant of mistakes •Be supportive under stress
4-5
The Role of Management in Stimulating Creativity
• Today’s managers recognize that innovators are opt to be different and need special treatment, “Accommodative” is the word.
• Innovators cannot be allowed to violate rules at will, but it’s good to recognize individuality, be tolerant of some aberrations, and be supportive under stress.
• Top management should allow innovators freedom to associate with others in similar positions. This freedom extends to all functional areas and to outside the firm as well—no locked cells.
The Role of Management in Stimulating Creativity
• Management should also permit innovators to help select projects for development, though this is often difficult. Job assignments should be challenging.
• Creative people don not lack confidence and, in fact, often consider their present assignments a waste of time. This means they will determine whether an assignment is worthy — no one can tell them.
The Role of Management in Stimulating Creativity
Techniques Stimulating Creativity :
• Competitive teams: some firms intentionally create competitive teams and have them race to a deadline.
• Free time: It runs as high as 20% in some firms, sometimes beneficiary. Or Flextime is a similar tool, but for creative types it means letting employees take work home or stay in their workplaces and work all night if they want “hybrid work”.
The Role of Management in Stimulating Creativity
Techniques include Stimulating Creativity :
• Idea bank of unused ideas for possible reuse: Creative firms often use a computerized database, or “idea bank,” to store and document ideas from earlier, unused new product projects for reuse later.
• These ideas can come from market research or test market results, design plans, engineers, etc....
• To help transfer information, managers that worked on the earlier project can be assigned to the project where the idea might be reused.
• Encourage interaction – even in how offices are laid out
Required Inputs to the Creation Process • Form: this is the physical
There is a new approach to growing startups popularized by Eric Ries: "Lean Startup". Basic idea is that each startup should be as flexible as possible, should create rapid prototypes and test market assumptions using these prototypes. Flexibility is key to success (or at least to find out that your idea is not that good :-).
Bayram and Oleg will explain how this approach is being used in Empatika and will present a real story about Squeek app they developed and marketed.
Key topics covered:
1. Lean Startup - a new approach to growing startups
2. Flexibility is key to success
3. Pivots: don't afraid to fail
4. Key performance indicators (KPI) for an IT startup
6. Lessons Learned and action items.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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 Research you’re trying to
generalize across a population, in competitive
intelligence you're trying to get an answer‖
-Rob Wiltbank – Willamette University MBA
Professor
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
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
17. HR and Job Postings
• 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
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
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
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
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
51. When Bad GrammER is 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….
53. Elicitation – In the 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 – In the 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 to have a conversation that
provides value to the interviewee while
obtaining the information you need.
55
57. Ethics
SCIP Code of Ethics
• 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
60. Examples of CI projects
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
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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
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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
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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
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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
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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
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73. Synthesize
• Why does it
mean
• Why does it
matter
• How can it be
visualized
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74. Contact Us
Register for our newsletter for
more tips…
www.cascadeinsights.com/newsletter
sean@cascadeinsights.com
scott@cascadeinsights.com
4/26/2011 74