CI practice in an organization - what else can it do? - Competitive Intelligence2024-03-29T11:38:01Zhttps://competitiveintelligence.ning.com/forum/topics/ci-practice-in-an-organization?commentId=2036441%3AComment%3A17972&feed=yes&xn_auth=noThanks Jens, Alan and Rob..…tag:competitiveintelligence.ning.com,2009-03-12:2036441:Comment:180962009-03-12T05:01:16.920ZNimalanhttps://competitiveintelligence.ning.com/profile/Nimalan
Thanks Jens, Alan and Rob..<br />
<br />
Really appreciate it.. do keep them coming. Inspired by Ellen Naylor's article on Win / Loss analysis.. I was thinking of something on those lines as well.. Would help the Sales teams.. and management as well..and one can see the results in the short term (phew! isnt that what people want nowadays)<br />
<br />
Nimalan
Thanks Jens, Alan and Rob..<br />
<br />
Really appreciate it.. do keep them coming. Inspired by Ellen Naylor's article on Win / Loss analysis.. I was thinking of something on those lines as well.. Would help the Sales teams.. and management as well..and one can see the results in the short term (phew! isnt that what people want nowadays)<br />
<br />
Nimalan 5. Get a job offer from the c…tag:competitiveintelligence.ning.com,2009-03-11:2036441:Comment:180912009-03-11T23:13:38.464ZRob Duncanhttps://competitiveintelligence.ning.com/profile/RobDuncan
5. Get a job offer from the competition. It's DEAL time!<br />
<br />
Okay, seriously...<br />
<br />
5. Collaborative intelligence - use CI techniques to size up prospective partners or strategic alliances.<br />
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6. Business development support, as suggested - use exec profiling techniques on key prospects - hobbies, hot buttons, decision styles, communication style preferences. Make the sales rep's job easier.<br />
<br />
7. Human resources support - use social media like LinkedIn to help identify key talent acquisition targets -…
5. Get a job offer from the competition. It's DEAL time!<br />
<br />
Okay, seriously...<br />
<br />
5. Collaborative intelligence - use CI techniques to size up prospective partners or strategic alliances.<br />
<br />
6. Business development support, as suggested - use exec profiling techniques on key prospects - hobbies, hot buttons, decision styles, communication style preferences. Make the sales rep's job easier.<br />
<br />
7. Human resources support - use social media like LinkedIn to help identify key talent acquisition targets - find out who may be ready to move.<br />
<br />
8. Lead an in-house wargaming or strat planning session. If things are slow overall, it can be a good time to revisit core assumptions and future scenarios. Make it fun, so it does double duty as a team building exercise.<br />
<br />
Cheers.. Rob As one who views CI as a sub-…tag:competitiveintelligence.ning.com,2009-03-10:2036441:Comment:180252009-03-10T14:38:39.461ZAlan S. Michaelshttps://competitiveintelligence.ning.com/profile/AlanSMichaels
As one who views CI as a sub-function of MI as well as a sub-function of Corporate Planning....<br />
<br />
Expand into those areas. For example:<br />
1. Analyze Business Customers<br />
2. Analyze Business Partners<br />
3. Analyze Vendors<br />
<br />
Each of the above can be in terms of current or potential.<br />
The first two are for increasing sales, the last one for cutting costs.
As one who views CI as a sub-function of MI as well as a sub-function of Corporate Planning....<br />
<br />
Expand into those areas. For example:<br />
1. Analyze Business Customers<br />
2. Analyze Business Partners<br />
3. Analyze Vendors<br />
<br />
Each of the above can be in terms of current or potential.<br />
The first two are for increasing sales, the last one for cutting costs. Find existing processes that…tag:competitiveintelligence.ning.com,2009-03-10:2036441:Comment:179722009-03-10T10:29:12.946ZJens Thiemehttps://competitiveintelligence.ning.com/profile/JensThieme
Find existing processes that are needed, used and supported by upper management and the strategic direction of the company. Make friends with process owners and decision makers. Find intelligence gaps in the deliverables of those processes and offer to close them. Finally become firm part of those processes.<br />
<br />
Just a couple of examples:<br />
<br />
- Business planning (strategic, marketing, projects)<br />
- Education (offer analysis and tools where they are part of a training program, combine with CI…
Find existing processes that are needed, used and supported by upper management and the strategic direction of the company. Make friends with process owners and decision makers. Find intelligence gaps in the deliverables of those processes and offer to close them. Finally become firm part of those processes.<br />
<br />
Just a couple of examples:<br />
<br />
- Business planning (strategic, marketing, projects)<br />
- Education (offer analysis and tools where they are part of a training program, combine with CI deliverables)<br />
- Pricing (competitive pricing monitoring, transactional pricing initiatives, equip sales with pricing arguments ammunition)<br />
- Competition profiling (Which decision maker is happy about blindspots? Offer effective tools and templates, examples and solutions to close those gaps.)<br />
- Trade show & conference intelligence support (talk to your marcom guys to become firm part of their show preps processes in offering guidance and training to extract intell from shows)<br />
- Along the same lines: find people who rely on primary research and ofer support and effective processes, tools to help them<br />
- Counter intelligence (shock a couple of security and legal people about shortcomings and ask them to push you in front to fix the issues), link this back to your expertise for CI<br />
- Consolidate purchased intelligence (avoid duplications, improve access, save cost)<br />
- Active intelligence vendor management (harmonize intelligence consumption, eliminate competing data)<br />
<br />
Don't forget to promote CI value. Use internal communication vehicles to demonstrate the value add of proven CI deliverables and new tools and services.