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INTELIGÊNCIA COMPETITIVAINTELIGÊNCIA COMPETITIVA
Marketing Intelligence BRAZILMarketing Intelligence BRAZIL
““The Strategic Positioning”The Strategic Positioning”
IBM Brazil
Amanda AvedissianWorkshop Inteligência Competitiva
Outubro/2001
MI Brazil OrganizationMI Brazil Organization
MI Foundation
Market Intelligence Manager
MI Database Manager
Analyste-Servers/PSD
AnalystIGS
AnalystGMB/GSB
AnalystNet-Gen/SSG
AnalystPSG
AnalystSWG
Analystibm.com
DQ
5 Data-Entries
Students
AnalystGMB/GSB
AnalystServers / SSG
AnalystLA SWG
AnalystIGS
AnalystPSG
Students
Market ResearchGMV Coordinator
Market ResearchData Analysis Sup
Students
Cust. Sat. survey
Market ResearchCompetitive
Offerings
Anal. Keeper
SB
Play the Game Better Play the Game Differently
Focus on our existing strategic/competitive position and try to improve it, incrementally.
Practices such as profiling competitors, SWOT analysis,Win/Loss analysis, daily/periodic intelligence briefings.
Continuous Improvement
To be successful, Marketing Intelligence must be able to do both!
Identify new/un-exploited customer segments(a new " who"); new customer needs that no competitor is satisfying ( a new "what"); news ways of producing, delivering, or distributing
your firms products and services, ( a new "how"). Use tools and techniques of
impact analysis.
Discontinuous Innovation
Marketing IntelligenceORD
ORD Marketing Intelligence
Adapted from SCIP Magazine, Avnet Case..
Coleta, Análise e Distribuição da Informação: MI Brazil - sempre antenado no mercado
DADOS INFORMAÇÃO CONHECIMENTO
INTELIGÊNCIA DECISÃO RESULTADOS
COLETA
Aplicar Ação
Compilar Analisar
Comunicação
Quem decide
Adapted from William Y. Wilson, NextStep and Timothy W. Powell, InfoStrat.
"...É só quando esses fatos são de alguma forma agrupados ou processados que o significado começa a se tornar mais claro." William S. Davia e Allison McCormarck, The Information Age
"...A informação que ingerimos molda nossa personalidade, contribui para as idéias para formularmos e dá cor à nossa visão de mundo." Richard Saul Wurman, Ansiedade de Informação
Mecanismos de
Marketing Intelligence
Market Intelligence FoundationMarket Intelligence Foundation
Why using Market Iintelligence Foundation ???
Analysis
Mktg Planning with Information
Execution
Final Mktg Activities Analysis
Periodical and on-going Mktg
Activities Analysis
AnalysisAnalysis
Analysis&
SO Propensity
by Marketing Intelligence Foundation
Strategic Outsourcing Propensity ModelStrategic Outsourcing Propensity ModelGTM: Propensity ModelsGTM: Propensity Models
Market Intelligence FoundationMarket Intelligence Foundation
Brazil’s Top Account ListData Quality - Quality SpacesMktg Activities Analysis
2000 Top Achievements2000 Top Achievements
Brazil’s Top Account ListTotal Quality - Quality SpacesMktg Activities AnalysisGo to Market: Propensity ModelsDataMining/Analytics - re-activation
2001 Top Priorities2001 Top Priorities
ANÁLISES COMPETITIVAS
Comparativos de Preço x Funções
Route-to-Market
Quem são os competidores?O que eles vendem? Por quais canais eles vendem? Para quem?
Route to Market - Competitor XXXRoute to Market - Competitor XXX
Distributors
CUSTOMER
Dist./VARs
Resellers
DiscountFee
XX% XX% XX%XX%
F2F
Sender
Antenamailbox
distribution list
CompMktg DB
on Notes Server
Analists
1
2
2
3
4
IBM Executives
5
Antena@IBMBR
4
Exemplo de uma análise das notas direcionadas
18%
18%
9%
27%
21%
22%
24%
28%
17%
17%
17%
13%
13%
16%
18%
17%
19%
23%
22%
23%
22%
19%
21%
19%
23%
17%
25%
17%
26%
27%
16%
12%
23%
24%
28%
20%
18%
17%
22%
23%
Setor F
ibm.com - telecoverage
ibm.com - telesales
Setor A
Setor B
Setor C
Setor D
Setor E
0 10 20 30 40 50 60 70 80 90 100
% de Respostas
TrainningOfferingsIBM more present/resourcesInformation materialsEvents
Most important Factors to improve Storage Sells
Enviamos uma nota (pelo Antena) para toda a comunidade de vendas perguntado quais fatores eles acreditavam que ajudariam a alavancar suas vendas de Storage.Abaixo segue um consolidado do retorno obtido.
Os "Competitive Offerings", que trabalham com as informaçõesrecebidas pelo Antena, a qual já está categorizada e classificada, a utiliza através de:
- Reports Executivos- Clippings Semanais- MI Database- Apresentações em Staff Meetings- Reports Mensais- "Antena Alert"
Win Loss Analysis
Tem como objetivo obter junto aos OO (Opportunity Owners)as razões de ganho ou de perda de cada oportunidade.Quando uma oportunidade entra no ciclo de venda "ganha", ou "perda", o sistema automaticamente envia um questionário paraseu respectivo OO questionando sobre esses pontos, bem como, informações sobre os concorrentes da referida oportunidade
38%
33%
20%
0%
63%
67% 80%
100%
Price Technical Solution Relationship World Wide Std
Loss Win
Top Reasons To Win/Loss
TRANSFORMATION & INTEGRATION
Main Competitors: Competitor Winners:
Top reasons associated with Wins (x opportunities):
Top reasons associated with Losses (x opportunity):
Win Loss Analysis
Key Factors for Success
De quem os clientes compram? Por que eles compram? Quais as vantagens que os competidores posuem? Customer Satisfaction
market standardinternational agreementcompetitive pricedelivery termequipment qualitytechnology
competitive pricereliabilitygood performancemarket standardinternational agreementbetter qualitypartnershiptradition
better pricesshort delivery termfaster return
as ordered by Boardbetter price-costsxbenefitsqualitygood performancefew failuresconnectivitygood support
guarantee of 3 yearsno failuresdifferentiated qualityeasier installationfaster delivery
accessible priceincluded in packages of other vendors
Printers
market standardaccessible priceprodut qualitygood delivery termkeep the standard (because of the supply)first classguarantee of 3 yearsno failuresdifferentiated qualityeasier installationfast delivery
REASONS FOR CHOICE Marketing to theIT Decision-Makers
0% 10% 20% 30% 40% 50% 60% 70%
PC conferences
Direct mail
Other printed publ.
Web ads
VARs/resellers
Manufacturer's ads
Co-workers' Advice
On-line PC publ.
Conferences/seminars
Industry-specific publ.
Sales reps
Consultants' recomm.
Internal IT Dept.
Manufacturers' Web sites
On-linePrograms
Source: IDC Latin America TIPS Research, 2000
Segmentação Regional
2000 Brazil IT Segmentation (E)* by Region
% Total IT % Total IBM Share IBM
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
Estado 100% 100% 100%
XX% of Total IT Market in the coreland
vs XX% of Total IBM Revenue
Segmentação Por Indústria
Finance
Telecom
Automotive
Petroleum & Chemical
WholeSale & Ext. Market
Utilities
Electro/Electronics
Information Technology
Services
Basic Material
Retail
Transportation
Construction
Cosmetics
Communications
Food
Mining
Paper & Cellulose
Construc Supplies
Textiles
Beverages
Plastic process
Mechanical
Pharmaceutical
Tabaco
Other
15
15
15
15
15
12
12
12
12
12
12
12
15
10
10
8
8
15
6
8
12
2
20
12
9
16
0 5 10 15 20 25
1999
Ind
ustr
y S
egm
ent
Ana
lysi
s by
IT
Spe
ndin
g XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
Focus KFS research on key
cases
Brazil Top IT Spending Industry SegmentsBrazil Top IT Spending Industry SegmentsXXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
XXX
Segmentação por Produto
1999 2000 BUDGET GROWTH 00/99 GROWTH 01/00 BRAND REQUIREMENTS
PSD MKT IBMIBM
SHARE MKT IBMIBM
SHARE MKT IBMMKTFLAG MKT
IBMBUDGET
MKTFLAG
IBMTARGET
MKTFLAG (Budget to Target)
Communications Y X ERR Y X ERR ERR ERR ERR ERR ERR ERR ERR ERR
Industrial Y X ERR Y X ERR ERR ERR ERR ERR ERR ERR ERR ERR
Distribution Y X ERR Y X ERR ERR ERR ERR ERR ERR ERR ERR ERR
Finance Y X ERR Y X ERR ERR ERR ERR ERR ERR ERR ERR ERR
Public Y X ERR Y X ERR ERR ERR ERR ERR ERR ERR ERR ERR
GMB TOTAL Y X ERR Y X ERR ERR ERR ERR ERR ERR ERR ERR ERR
GMB Top Regions SP Y X ERR Y X ERR ERR ERR ERR XXX ERR
Rio + ES Y X ERR Y X ERR ERR ERR ERR XXX ERR
Sul Y X ERR Y X ERR ERR ERR ERR XXX ERR
MG + CO Y X ERR Y X ERR ERR ERR ERR XXX ERR
NO + ND Y X ERR Y X ERR ERR ERR ERR XXX ERR
Total Brand Y X ERR Y X ERR ERR ERR ERR ERR XXX ERR
Planejamento 2001
Tendências de Mercado Projeções para o Futuro
Investment in eBusiness Initiativesin Brazil
1,11.7
2,9
0,0
0,5
1,0
1,5
2,0
2,5
3,0
1999 2000 2001
US$ Billion
* based on IDC demand side research and IT Spending data
$600M
$10.9B
US$Billion
‘98-‘03 CAGR = 122%
Source: IDC Latin America’s 1999 Internet and eCommerce Strategies
Brazilian Web Spending Future =B2B Market
0.00
2.00
4.00
6.00
8.00
10.00
12.00
1998 1999 2000 2001 2002 2003
B2C
B2B
B2B ‘03 =US$8.4B
B2C ‘03 =US$2.6B
Analytical Sessions - growth gaps (brand by sector)
COM DIS FIN IND PU GMB TOTAL
S.Sales 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
SWG 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
IGS 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
IGF 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
ISBU 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
RSS 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
PSG 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
IBM-B 100 100 100 100 100 100 100YTY % 100% 100% 100% 100% 100% 100% 100%
SALES GUIDES
Full Time Support aos Representantes de Clientes
Sales Guide - RS6000
Servidores Intermediários
RS/6000 Modelos
Base Instalada da concorrencia
Problema: Aplicaçoes que precisam rodar em
equipamentos dedicados, ou que utilizam bancos de
dados diferentes.Impacto: Performance,
compatibilidade dos sistemas, Expansão em
discos, memórias, processadores
Capacidade: Servidores com as melhores
performances e assistencia técnica
Ger. Vendas Brand
Business Partners
-Os mais rápidos servidores Unix do
mercado.
Workstationspara aplicaçoes
CATIA
Montadoras e seus Fornecedores, Embraer e seus Fornecedores, Petrobrás e empresas
do Segmento
Problema: Necessita desenvolver projetos CAD/CAM e utiliza sw CATIA nestes projetos
Impacto: Reduzir tempo e custo no desenvolvimento
destes projetosCapacidade:
Ger. Vendas Brand )
Business Partners
-Disponibiliade de novas placas
gráficas(GXT 4000P e GXT 6000P) com maior desempenho e preço
Casos de Sucesso:
Descrição da oferta(Preço)
Mercado AlvoQuestions
(*) Refer to Offering Pain Sheet
Como encaminhar o lead
Reference Story
Potential Beneffits
YE00
Resultados Pesquisa Satisfação de ClientesIBM Brasil x Concorrência
IBM Brasil - Unweighted
YYYYIBM
YYZZZ
ZZWWW
AOCAA
ZWW
70
75
80
85
90
240 Pesquisas NSI Qtd.
MençõesXXXX 86.9 13XX 85.0 10IBM 84.4 238YYYY 83.9 23YY 81.1 38ZZZ 79.6 56ZZ 79.3 15WWW 77.2 57WW 76.8 76ABC 74.7 15
---------------------------------84,5
YE01
83.0 82.6
78,177,2
81.1
83.984.4
79.6
IBM YYYY YY ZZZ WWW ABC70
75
80
85
90
77.2
Análise Comentários Negativos
Insatisfações Total Brasil
Produtos/Serviços/Soluções/Offerings Menções
%YE01
Pricing/ProposalsTechnical Support/ServicePeople/Organisation BehaviorCustomer Focus/ Customer NeedsResponsivenessProcesses
Other Internal ProcessesDelivery
No. Menções negativas: 336
43.5%
33.3%
23.2%
Products/Services/Solutions/OfferingsPeople/Organisation BehaviorProcesses
% YE00
238 PesquisasQtd.
Menções%
YE01%
YE00
Products/Services/Solutions/Offerings
People/Organisation Behavior
Processes
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