emmf - sean campbell competitive intelligence presentation
DESCRIPTION
TRANSCRIPT
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www.cascadeinsights.com
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―The ability to learn faster than
your competitors may be the only
sustainable competitive
advantage.‖ Arie de Geus
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
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Comparing MR vs. CI
4
Present Analysis
Package, Deliver, Present Package, Deliver, Present
Analyze Outputs
What does it mean? What does it mean?
Perform Research
Recruit and Conduct Identify Sources / Triangulate
Methods
Quant / Qual / MROC’s, etc Secondary Sources and Human Intel
Determine Questions
Focus on current company and it’s products / solutions Focused on the Competition
MR (left) vs. CI (right)
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―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
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Applying CI
Planning, Marketing, Sales
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―The Internet is the world's largest library. It's just that
all the books are on the floor.‖
John Allen Paulos
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Quarkbase
• Jive Software
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Silobreaker
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Searching for Companies vs. People
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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
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Citrix Systems 4,600 Employees
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• 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.
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Additional Sites
• Twit(url)y
• TweetFeel
• Paper.li
• WorldOfTweets
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SlideShare.net
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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
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Glassdoor
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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
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Mining the Deeper Web
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Changing Positioning, Services, Offers
Over Time
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* From the WayBackMachine—Archive.org
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Wordle.net Red Hat
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Tagxedo Wordcloud Shapes (analysis of our web site)
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Form 990 Data
• Non Profits – Guidestar.org
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Financials
• Yahoo, MSN, Google Finance
• Seekingalpha.com – Earnings call transcripts
• Investor message boards (boardcentral.com)
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Communities
• Ning
• GovLoop, etc.
• Board Tracker
• Yahoo and Google
groups
• SourceCon
• IRE
• Many, many more
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Quora
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Google Search
―Accelerants‖
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Google Tips
• Any mention of “roadmap” on Acme.com’s
web site
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roadmap site:acme.com
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Google Tips
• Any PDF files on Acme.com that contain
“Plan”
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Plan filetype:pdf site:acme.com
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Google Tips
• 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
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Iphone inurl:review
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Beyond:
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Google Insights
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Ad Buys
• SpyFu, SEMRush
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iSpionage
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Site Intelligence
• Compete.com, Quantcast.com
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Going Local
• Business Journals
• International as well
• Local news
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Human Intelligence
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• <the candidates graphic>
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The Right
Recruits
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Why LinkedIn?
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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.
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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.
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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
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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.
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Elicitation Others:
• The “other team”
• Partners
• Resellers
• Customer Service
• Trade Show Staff
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• Personal Branding meets IDI Recruitment
• Job Descriptions, Recommendations, Awards, Presentations, Blog Posts, and Status Updates
• Getting just the right candidate – techniques
“Every Person is his or
her own brand.” – Reid
Hoffman – LinkedIn
Recruiting in a (socially) networked world
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LinkedIn Profiles
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LinkedIn Profiles
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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.
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Why Me? Why Now?
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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….
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Do your
homework….
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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
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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
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It’s important to have a conversation that
provides value to the interviewee while
obtaining the information you need.
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The issue of… ETHICS
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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.
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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?
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―Real Life‖
rarely
provides
clues this
obvious…
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Examples of CI projects
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Audie
nce
Planning
Marketing
Sales
Shelf Life
Short Long
Competitor
Roadmap
Competitive
Landscape
Assessment
Newsletter
Battlecard
Competitor
Profiling
Win/Loss
Tradeshow
Intelligence
Competitor
Customer
Harvesting
Level of effort
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CI Project Timeline
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Ideation Planning Development Launch Sustain
Newsletter
Landscape Assessment
Roadmap Analysis
Battlecard
Competitor Profiling
Win/Loss
Customer List
Product / Service Development Timeline
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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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
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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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
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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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
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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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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
• Product / service analysis
• Overview of features, capabilities,
• Highlights weaknesses compared to your products
• Complaints, pain points, and feature requests for competitor product
• 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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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
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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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
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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
68
Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
![Page 69: EMMF - Sean campbell Competitive Intelligence presentation](https://reader034.vdocuments.site/reader034/viewer/2022051609/545c353db0af9f0d318b474e/html5/thumbnails/69.jpg)
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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
![Page 70: EMMF - Sean campbell Competitive Intelligence presentation](https://reader034.vdocuments.site/reader034/viewer/2022051609/545c353db0af9f0d318b474e/html5/thumbnails/70.jpg)
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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
![Page 71: EMMF - Sean campbell Competitive Intelligence presentation](https://reader034.vdocuments.site/reader034/viewer/2022051609/545c353db0af9f0d318b474e/html5/thumbnails/71.jpg)
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
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Actionable Insights
OSINT
Qualitative (IDI’s, etc.)
Hands On Tech Exp.
![Page 72: EMMF - Sean campbell Competitive Intelligence presentation](https://reader034.vdocuments.site/reader034/viewer/2022051609/545c353db0af9f0d318b474e/html5/thumbnails/72.jpg)
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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Synthesize
• Why does it
mean
• Why does it
matter
• How can it be
visualized
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4/26/2011 74
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