Best Practices in Market Intelligence for Sales

www.globalintelligence.com

Best Practices in Market Intelligence for Sales

Webinar presentation November 24, 2010

The White Papers Market Intelligence for Customer Processes and Market Intelligence for Sales and Marketing - Case Examples from Cisco Systems, De Telefoongids, MAG Industrial Automation Systems, and Tetra Pak are available for free downloading at www.globalintelligence.com.


Presenters

•  Ms. Stephanie Tan, Global Intelligence Alliance !  Marketing Manager, Asia-Pacific !  Webinar conferencier

•  Mr. Hans Hedin, Global Intelligence Alliance !  Vice President, Business

Development !  Webinar presenter


Guest Presenter

Mr. Troy Pfeffer, Competitive Intelligence Director Cintas Corporation

•  Cintas designs, manufactures and implements corporate identity uniform programs and related business products and services. As Intelligence Director, Troy was chosen to create and establish Competitive Intelligence at Cintas. He is responsible for providing timely and actionable intelligence to business leaders to make sound tactical and strategic decisions, develop effective strategies and act with foresight across all divisions and global regions.

•  Prior to his current role, Troy served as the National Marketing Manager and National Operations Manager for Cintas. In addition, he has held the position of Vice President at Key Bank and Bank One. Troy holds a BSBA degree from The Ohio State University and is a Certified Intelligence Professional from the Fuld-Gilad-Herring Academy of Competitive Intelligence.


GIA is a strategic market intelligence and advisory group

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Global Intelligence Alliance (GIA) was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.

Today, we are the preferred partner for organizations seeking to understand, compete and grow in international markets. Our industry expertise and coverage of over 100 countries enables our customers to make better informed decisions worldwide.


Access local knowledge in over 100 countries

GIA Group has 13 offices on 4 continents. Together with affiliated GIA Member companies, certified GIA Research Partners and consultants, GIA provides access to local knowledge in over 100 countries.

All GIA Network companies adhere to GIA’s Research and Analysis Quality System as well as the SCIP Code of Ethics.

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Webinar content outline

•  Introduction and background •  Integration of Market Intelligence into the Sales

Process •  Case: Cintas Provides Valuable Market Intelligence for

Sales Support •  Conclusions


Introduction and background

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What keeps sales and marketing directors awake at night?

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Customers are the most important external factor for any organization. Without a thorough understanding of the present and future needs of customers, it is difficult if not impossible to run a successful business operation.

The GIA white paper Market Intelligence for Customer Processes published in 2007 looked into what kinds of concrete Market Intelligence methods and tools can help companies succeed in their marketing and sales efforts. The types of Market Intelligence that the marketing and sales processes typically require and, the four different sub-processes which interact under the umbrella of “customer process”: marketing and sales planning and management, the marketing process, the sales process, and the account management process, all of which can be supported through systematic Market Intelligence, were also discussed.


How to obtain and maintain a knowledge advantage in customer processes?

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In 2008, the GIA White Paper series built on the topics introduced in 2007 by presenting concrete case examples of the practical applications of Market Intelligence for decision-making. It was very apparent from the four case articles that the principles of effectively supporting sales and marketing through Market Intelligence follow largely the same guidelines in different types of organizations, but nuances do exists. Different organizational cultures and working methods dictate whether mathematical models, Early Warning Systems, collaborative networks, or other kinds of tools will be used for bringing the company’s sales and marketing intelligence to the next level.

We strongly advise our participants today to refer to these 2 white papers, freely downloadable at www.globalintelligence.com, for a theoretical overview of linking Market Intelligence with the marketing, sales and account management processes and the illustrations through case studies.


Integration of Market Intelligence to the Sales Process

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Integration of Market Intelligence to the Sales Process

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•  From general Market Intelligence to specific decision-support focusing on key business processes

•  Decision tie-in needed, i.e. design the Market Intelligence process so that it is aligned with the sales process

•  How does the annual sales calendar look like?

•  Information needs analysis the starting point


Intelligence Needs for the Sales Process

- page 12 Source: GIA White Paper, 1Q, 2007


Market Intelligence Deliverables Supporting Marketing and Sales



The 3-C Triangle Guiding Sales Focused MI

•  In order to create a more holistic picture of the marketplace, it is valuable to integrate the customer and competitor analysis as much as possible.

•  By triangulating the analysis of competitors, customers and your own company’s capabilities you will be able to create proactive intelligence deliverables.



Deliverables Example: War Gaming to Support the Sales Process



Case: Cintas Corporation

Intelligence for Sales Support

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Intelligence for Sales Support

November 17, 2010

Planning

•  Current sales assessment –  Across entire organization

•  Executive expectations –  C-level engagement –  Format & content

•  Identify intelligence champion –  Help navigate the organization

•  Find early wins –  Key competitor analysis –  Consistent flow of relevant intelligence

Xxxxxx Strategic Intelligence XxxxxxMarketPosition• Satisfiedwithcurrentstrategy&position• OperationalEffectiveness

– Willbemakingincrementalimprovementsinuseoftechnology

• Potentialmoves/shifts– Divestsecurity– Narrowtheirproductline

XxxxxxHotButtons• Integratedefforttoobtainexclusivitythroughbundling• Coordinated&extensiveattackonselectXxxxxxcustomers• Lowerprices/commoditymessage

• Expandweb‐basedserviceforcustomers• Attackhealthcarew/comparableproducts• Offercommoditytypepricingforbackofhouseinhospitality• Developmoreeffectivemessagetoattacktheir“elephantapproach”• LaunchasingularfocusagainstXxxxxx

– “shotacrossthebow”XxxxxxBlindspots• Nolossleaders• Nopursuitofintellectualproperty• “It’snotjustabouttheprice”• Don’tvaluerelationships• Shorttermfocus

– Lackofsuccessionplanning• Don’tofferleaseasacustomeroption

PotentialStrategiesforXxxxxx(risk/rewardrating)• PursuetargetedexclusivityagainstXxxxxx–High• CallcampaignonXxxxxxcustomers–Low• MarketingcampaignonXxxxxxcustomers–Medium

• IntegratedcampaignonXxxxxx’s“elephants”–High• Pricinginitiativeagainsttheircommodityapproach–High• Providecomparablehealthcareproducts“enmasse”–Medium• Develop&pursueintellectualproperty–Medium

• Marketingcampaignexplainingvalueofrelationships–Low• Offerleaseasacustomeroption–Low• Developabundledapproachwithaselectlossleader‐Medium

Launch

•  Use traditional marketing –  Brand, logo, promotion –  All communication is branded

•  Don’t wait for perfection –  Launch & tweak –  Use engaged group of ‘field agents’

•  Build executive network –  Face time –  Road show –  Training & awareness

•  Be opinionated –  Present findings with recommendations

Expansion

•  Build network throughout organization –  Global Sales

•  Share wins/value to gain acceptance •  Build on each addition •  Expand intelligence network

–  Push process to field level –  Educate/train on use of intelligence –  Share more to receive more

Local Sales Intelligence

•  Quickly identify new business opportunities •  Develop local tactics to attack/defend against the

competition •  Develop local competitive binders •  Establish best practice sharing among regions •  Greater competitive visibility at corporate level

SalesReps

(“DataCollection”)

SalesManagers(“SynthesisandInitialAnalysis”)

SalesDirectors

(“IntelligenceFormulation”)

How it works


Conclusions


Conclusions

Apply the Market IntelligenceProcess for Sales

•  Identify stakeholders & conduct needs analysis •  Integrate Market Intelligenceto the sales process and design the deliverables

that will provide decision tie-in •  Create a platform that will enable easy sharing and distribution of field signals •  Create expert teams who are to analyse important aspects of the business

environment •  Develop co-creational intelligence deliverables; such as war games •  Collect success stories

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Thank You for Your Attention

Contact Us For additional information about Global Intelligence Alliance and our services, please send an email to [email protected] or log on to the GIA website www.globalintelligence.com.


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