Ethics of CI

April 2nd, 2010

There are right ways and wrong ways to conduct Competitive Intelligence and Marketing Research. The Society of Competitive Intelligence Professionals is a great resource. Here’s SCIP Code of Ethics for CI Professionals

1. To continually strive to increase the recognition and respect of the profession.
2. To comply with all applicable laws, domestic and international.
3. To accurately disclose all relevant information, including one’s identity and organization, prior to all interviews.
4. To avoid conflicts of interest in fulfilling one’s duties.
5. To provide honest and realistic recommendations and conclusions in the execution of one’s duties.
6. To promote this code of ethics within one’s company, with third-party contractors and within the entire profession.
7. To faithfully adhere to and abide by one’s company policies, objectives and guidelines.

While this may look like a pretty ‘white bread’ list of behaviors, a couple deserve note:
Item 2 – One trick is knowing just what the local laws do and do not allow. Clients – You need to know that simply hiring a 3rd party doesn’t get you off the hook, if they break the law. You’re just as liable when your agent breaks the law as if you did it yourself.
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Brainstorming Innovation

March 30th, 2010

A Science Daily report throws some doubt on the usefulness of “brainstorming,” one of industry’s favorite tools for idea generation and creativity:

 “An upcoming study … suggests that this may not be the best route to take to generate unique and varied ideas. The researchers from Texas A and M University show that group brainstorming exercises can lead to fixation on only one idea or possibility, blocking out other ideas and possibilities, and leading eventually to a conformity of ideas.”

I’ve personally participated in, led and moderated many of these group brainstorming activities.  Formats vary widely – from an hour or so to a few days duration;  face to face, relatively no-holds-barred discussion or communication via keyboard;  small, select group of insiders vs outside experts and lay persons.   But regardless of format, the structure is nearly invariable:

- ‘Divergent’ brainstorming (the “there are no bad ideas” phase)

- Combining and ‘building out’ related ideas

- Assessing, rating and prioritizing of the ‘processed’ ideas

The A&M study provides substance to what I’ve long suspected – that the ideas that come out of group brainstorming sessions are long on consensus and conventional wisdom and short on breakthrough innovation.  A major part of the problem is the “nothing new under the sun” phenomenon – that truly new and truly valuable ideas are also truly rare.  Even the best idea generation strategy can’t fix that, but brainstorming methodology can be made better:

1. Use a mix of inside experts (to ground the discussion in reality) and informed outsiders (to broaden horizon and challenge conventional wisdom), but be diligent in suppressing the experts’ tendency to dominate.

2. Separate, as much as possible, the idea generating steps from the evaluation and selection parts of the process. Assign plenty of time and resources to flesh out and ponder the possibilities and consequences of each idea before passing judgment.

3. If you face a legitimate “We tried that back in ….” objection (and they’re often more legitimate than conventional wisdom will admit), succinctly identify what went wrong way back then and focus on what is different in the situation today.

There is, of course, no perfect recipe for coming up with the Next Great Idea, but there are some ways to increase the value and frequency of your successes.

I’m sure that people would appreciate hearing about your idea generation experience and techniques.

Web Businesses Don’t Need Marketing?

March 23rd, 2010

A while back I wrote what I thought was a fairly innocuous overview of the Fundamentals of Marketing and Sales.  Basically, I said nothing more controversial than that your business will be more successful if you understand what your customers like and don’t.

Much of the response was “yes, of course”, but I was surprised at the amount of pushback from the web commerce contingent.  Objections centered around 2 sentiments (apologies if I over simplify):

1. The web, and all the personal electronic communications tools attendant to it, are so easy and accessible that there is no longer a need for marketing to build a bridge between suppliers and customers.

2. The breadth and the anonymity of the web make it unnecessary and largely impossible to identify and speak to specific customer segments and their concerns.

Always open to new ideas and a new slant on things, I’ve thought a fair amount about the issue of marketing and web commerce.  Here’s where I come out:

1.  The web is a very efficient tool for OUTBOUND communication.  You can broadcast your message just as quickly as you can assemble it, at a nearly insignificant cost.  The big question mark, of course, is how to broadcast it so that your message gets seen and acted upon by people who matter.

2. The web can be a very inefficient tool for INBOUND communications.  While there’s essentially no limit to the amount of information out there somewhere, actually finding it is an often cumbersome and frustrating exercise, with lingering uncertainty over the reliability and completeness of the result.

3. The web bombards your potential customers with nearly limitless options.  Your message competes for your customers’ limited attention span not just with other products like yours, but with every other distraction that email, FB friends, and GOOGLE search can put between you and your customers’ SSS.

4. The web is a wonderfully efficient vehicle to educate and motivate interested prospects you’ve already made a connection with.

5.  The web is a wonderful TRANSACTION MEDIUM for motivated buyers – except of course, when it isn’t.  Web commerce work well for standardized products / services that customers can confidently buy sight unseen or for items that consumers can preview at brick-and-mortar stores.   

So ….  The web and personalized electronic communications provide powerful new avenues for suppliers to broadcast their messages and educate interested prospects, and for motivated buyers to execute their purchases.  To the casual or uninformed shopper, it offers vast but undifferentiated information, almost all of which is irrelevant and distracting to the purchase decision process.

Bottom Line?  Web based businesses need market just as much – perhaps substantially more – than their brick-and-mortar cousins.  Identifying which consumers are your most likely to spend their $$$ with you, learning where you’re most likely to find them in the electronic communications universe, and understanding how to make your message stand out amid all the clutter are quintessentially marketing functions.  Businesses that ignore these principles are headed for failure, regardless of their venue.

Don’t Let CI Fixation Lead You Astray

March 22nd, 2010

There’s an old joke that you don’t have to be able to outrun the bear, just the slowest of your fellow hikers.

In a very real way, that neatly encapsulates the philosophy behind competitive intelligence.   The point of CI – to understand what your competitor is up to, so that you can do it better – is certainly valuable.  But over-reliance on a CI driven strategy can cause you to overlook the foundation of business success – capturing a larger share of your potential customers’ spending stream.  The implicit belief behind CI, that beating your competition will force customers to spend more with you, can blind you to real opportunities and dangers driven by evolving customer needs and preferences.  Why?

1. CI looks backward, not forward – to what your competitor is doing or has already decided to do in response to your actions or to market conditions. A strategy driven by CI is reactive – always following, not leading.

2. Being better than your competitor is no assurance that either of you is doing what the customer really cares about or needs.  Even the very best of the buggy whip makers lost out when cars replaced the horse and buggy.

3. Nothing forces customers to spend their $$$ with you OR with your competitor.  If neither of you is making them happy, then they can take their money somewhere else entirely.

Much of the CI philosophy is built around metaphors of football or war, endeavors in which you win by beating the other guy down.  Business success, on the other hand, more often comes from being the best at what a third party – the customer – really values. A business strategy that doesn’t focus squarely on the customer is ultimately a losing strategy.

 Competitive Intelligence is a valuable tool to help optimize near term business tactics, but for longer term growth strategy, look to the universe of customers for inspiration and direction.

Just What Is Competitive Intelligence?

February 19th, 2010

In business – and in electoral politics – knowing what the competitor is up to is critical. Whether it’s called competitive intelligence or opposition research, understanding your competition is part of the foundation of a solid strategy for success.

The first requirement is identifying who your competitor really is: The company who sells a product that looks just like yours? The entrepreneur who’s busy inventing your replacement? Or all the other ways that your customers can spend their money that may have nothing to do with you?

Most people assume it’s the first definition – insurance guys immediately think of the agent down the street, plastics companies think of the other guy’s polyethylene – but …

The most common competition is all those other things you customers can choose to spend their money on. Individual or corporation, they all have attractive alternatives to what you want to sell – a weekend at the beach, for example, instead of the premium on a long term care insurance policy, or a fatter dividend to the shareholders instead of a new computer system for the accounting department.

The most dangerous competition is often the competition you don’t even know you have – the inventor who’s looking to make you obsolete. The very best buggy whip guy was headed for disaster in 1903, unless he foresaw and quickly adapted to the dramatically changing personal transportation market.

Researching and understanding the competitive landscape you face – in an ethical and honest way – is a key element in the foundation of your success.

Selling for Non-Sales People … Continued

February 5th, 2010

Two comment that are so good I have to pass them on. The first is from an insurance agent, the second from the chemicals / plastics industry. Very different products and clientele, but the thought processes and the approaches are remarkably similar – and valuable no matter what you’re selling.

“Great point Bob. I remember as a young agent at NE Financial they had a great program for Target Marketing. The key was to specialize in an area or industry, such as contractors, or veterinarians, or whatever. The point was to find out everything you could about that industry and the challenges that the business owner or professional had so you weren’t just a “product pusher”. You then put together a team of professionals (cpa, p&c broker, commercial banker who all specialized in those industries) and you quarterbacked the group. When done properly you became a real asset to that business owner instead of just another salesman. You will bury your competition once you achieve the role of Advisor.”

“Good points Bob, one time in my career I had to “sell” a product that cost several times the next best alternative, mission impossible, no. But as you pointed out understanding the customer want and I found a key component of what they want is what they value. They may want a chemical that gives high yields, but they value consistency, reliability of supply, and customer service, that may go a long way towards meeting the want of high yields. Normally to get high yields in a process you need consistency in raw materials, reliability of supply keeps them from starting and stopping and helps yields, and customer service is important so you can be responsive to problems and prevent yield issues. So your correct, customer needs are important ore with customers values the jewels I have found in the ore that let me jump the price hurdle and trounce the competitors offering. The real key is sometimes customers don’t know what they value, they will tell you their wants, but the values is what I have found unlocks the purchase order flow. You are so right selling is a process – learn your customer, learn your customer wants, then discover what your customer values, then make sure your offering meets the values which locks up the sale.”

February 5th, 2010

Imagination without solid, objective facts is mere fantasy
But …
Insight and intuition bring life to the cold, dead skeleton of data

Selling for Non-Sales People (and Everyone Else)

February 4th, 2010

I recently fielded an interesting question over on Linked-In “Selling for Non-Sales People: What issues do you face?”

That’s a question that anyone who is in business should think hard about from time to time. Understanding what your customers want and why they buy is the key to making your business more successful – whether you’re selling software to the Fortune 500, life insurance to the family down the street, building CNC milling machines, or offering your own handicrafts on E-Bay.

Regardless of what you’re selling, think of selling as a process, not a single event. It’s all about investing your time and energy to understand your customer – to see her problems, needs and hopes through her eyes – and about designing and presenting your offering in a way that makes her life better.

Especially if you’re selling a complex, expensive product/service, success takes a significant investment in your time. Here, the selling task is mostly about teaching your customer to see and appreciate how your offering will make her life better. To do that you need to intimately understand your customer’s problem from HER perspective.

Even if your product or service is so inexpensive that you can’t afford to invest your time in each and every individual customer, the principle still applies – KNOW YOUR CUSTOMER. For mass market items, segmentation is vital – What are the characteristics of the groups of people most likely to buy from you? What are their hot buttons? How best to get your message to them, in terms they’ll be most likely to respond to?

Whether you’re selling, investing the time to learn about what makes your customer tick – and connecting her concerns and aspirations to the solution you offer – is the road to success.

BE A SUCCESS – THINK LIKE A ROCK STAR

November 1st, 2009

 Think your job has nothing in common with the career of a rock star?  I would have agreed – until my youngest son dipped his toe into the music industry.  The path to success there can teach a lot about succeeding anywhere – whether you’re selling insurance, managing a corporate career, working in a factory or on a construction site, or running your own small business. Here’s what it takes … 

 1. TALENT – Whether it’s the ability to frame out a house or flawlessly install the plumbing, to lead a customer to decide on buying your insurance policy, to close the IPO, or twang a hot guitar lick, a level of competence at what you do is the price of admission to any job.  Develop your talent and expand your skills in ways that make you better and better at what you do.  No need to be discouraged if you’re not “the best” – there’s lots of room in every field for the “pretty good.”  And don’t be seduced by the thought that pure talent is enough to push you first across the finish line.  It always takes more … 

2. SHOWMANSHIP – Your job success probably doesn’t depend on using your musical talent to rivet the attention of a crowd intensely interested in the their next drink and the hottie at the next table, but ….  if your boss, your customers, your co-workers aren’t aware of what you can do, and eager for the value you can bring them, then you’ll never get the chance for your talents and your accomplishments grow to their full potential.

3. BUSINESS SENSE – Unless you’re an artist committed to starving, your success, in significant measure, means convincing an employer, a customer or an audience to pay you for your talent.  Why will they choose to spend their hard-earned money with you? Because, simply, you can bring them something of value – something they’re willing to pay you for.  The more effectively you can provide what’s important to your boss or your customer, the happier and more generous they will be in paying you.  Bottom line — understand and be responsive to the people who can make or break your success.

4. MAKE YOUR OWN LUCK – Face it, there’s nothing like meeting someone who knows someone.  There’s a large element of luck in that – being in the right place at the right time – but there’s a lot you can do to improve your chances.  Work hard at getting to know the people in your business – what makes them tick, what’s important to them and what’s not.  Make sure they know what you do, and what you can do for them.  Then use what you learn to to make yourself better, more visible, and more valuable.

Obviously, paying attention to these four aspects of your work life won’t guarantee you’ll be the next Springsteen, Bill Gates, or the next superstar of your particular field.  But investing some of your time and energy to strengthen your talents, increase your visibility, and make yourself more valuable to the people who matter can make you more successful in whatever you do.

Fundamentals of Marketing and Sales

September 17th, 2009

Most of my adult life, I’ve marketed specialty plastics and chemicals to technically sophisticated business customers, while my wife’s family has earned a nice living in insurance sales and marketing. Now, there’s a world of difference between health and life insurance policies – and the mostly Medicare age consumers who buy them – and the high performance polymers used in innovative medical and electronic devices, cars and airplanes, building materials and green energy systems.

But … I’ve learned that, deep down, the fundamentals of marketing and selling are just that – fundamental – regardless of the product or service you’re selling. Using my Four Fundamentals to guide your marketing and selling plans can pay big dividends, whether you’re selling insurance or plastics, cars or machine tools or houses, dental care or home remodelling. What are those fundamentals?

1. Know WHO your potential customers are and WHAT makes them tick, then FOCUS on the segments that fit you best
“You can’t be all things to all people” is especially true in business. Focus your attention and resources on the people who are most likely to appreciate and pay for what you offer. Make sure you understand what turns them on and turns them off, where they go to find offerings like yours, and who they listen to when they make decisions about your product / service.

2. UNDERSTAND the problems and opportunities your customers face (especially the ones they’re unaware of)
Few of your potential customers (even the most experienced and astute) really understand how their life or business situation could be better. It’s up to you to know the ins-and-outs of their situation so well that you can paint a convincing picture of the better future they could have if they choose you.

3. DESIGN YOUR OFFERING (your product or service plus all the other ways your customers interact with you) to best help them address the opportunity or problem
These days, the ‘better mousetrap’ is often not the mousetrap itself but the training, services, support and friendly accessibility that surround the steel springs and trigger device itself. The more effectively your offering solves yohavur customers’ problem, the easier it is for them to understand the ways you will make their life better – and the easier it is for them to find and do business with you – the more successful you’ll be.

4. Make sure you STAND OUT from your competitors, in ways that make a difference to the people who’s buying decisions determine your success
Not long after your customers start to prefer your new and improved mousetrap, your competitors will too. Don’t waste energy complaining about copycats, but focus instead on making sure your customers have good reasons to spend their $$$ with you instead of the competiton. (Just please, please, please resist the temptation to start down the seductive but often dead-end road of a price war.

I’ve grown to expect one or the other of these reactions —
“Holy smoley! It’s too much! How can you expect me to ever know and do all that?”
— or —
“I’ve been doing this all my life, so I know all I need to know about my customers and competitors.”

Truth is that both of these reactions are wrong. The market knowledge and the actions that underlie my Four Fundaments are within the reach and resources of any business – large, small, individual. And even the oldest and most experienced business dog can learn some valuable new tricks by taking a fresh, unbiased look at their marketplace.

Wondering how to get started? A great way is to engage a consultant, for example:
www.market-intel.com