JPK

Gro

up2015 Organizational Intelligence Forum

December 7-8 • San Francisco, CA

Competitive Intelligence & WinningCompetitive Deals

Where Organizational CI Starts

December 7, 1:00pm

Working to change the way companies compete and win, Ed Allison is the ManagingDirector and co-founder of Compelligence, Inc. a competitive, market and sales

intelligence platform. Ed previously served as a competitive team leader at CiscoSystems, Symbol Technologies, Juniper Networks and Polycom. In his most recentengagement, Ed helped Polycom, the leader in video communications, grow from a

$1B to a $1.4B annual sales. Ed Allison brings a history of front line competitiveexperience. He's a practitioner, not a theorist, of competitive, market, and customer

intelligence leadership at large, marketing-leading technology companies. Eddeveloped analysis and strategy techniques as a military officer in the U.S. Army(Signal Corp) and has adopted those techniques to strategic planning and sales

effectiveness.

View presentation online at:

https://jpkgroupsummits.com/attendee

Ed Allison – Compelligence, Inc.

Competitive Intelligence & Winning Competitive Deals

Ed Allison

Compelligence, Inc.

Where organizational CI starts

Ed Allison

• Education: Computer & Management Science

• US Army: Captain • Career

– Cisco Systems – Symbol Technologies – Juniper Networks – Polycom – Compelligence – Speaker

Rules of the road…

Information Compelligence

Compelligence, Inc.

Increase your win rates

Analysis… Where did it begin?

Why this topic?

Why this topic?

Competitive Intelligence (CI) history

The Competitive Intelligence Methodology

CI - What people think about?

Historic view of CI practice

The best intelligence in the

world is of little use if it is not

presented in a manner that

makes it credible, compelling

and relevant for senior

executives.

- Ken Sawka

Outward Insights (now Fuld)

Is CI a growth industry?

Is there hope? Can CI be valuable?

Revenue: The Killer Metric

Organizational satisfaction with CI

The new approach…

Analysis

Techniques

Organizational

Competitiveness vs.

The Intelligent Organization

Intelligence cannot be utilized

only by executives but must be

used by all teams regardless if

you are designing and building

offers, selling them, or leading

the organization that does.

- Edward Allison

Compelligence, Inc.

Organizational Competitive Assessment M

arket Share

Technology, M&A, Vision, AOP Corporate Strategy

Improved CAP / GAP Innovation

(Solutions/ Products / Services)

Marketing Preference, Brand, Offers

Sales Win / Loss Ratio

General Increased Competitive Knowledge and Culture

Culture Islands Sales / Exec Product / Marketing Strategic Ldshp Includes BoD

Deliverables News Responses & Diff Campaigns & GTM Predictive Tactical to Strategic

Sources Public Field / Customers Research Projects Predictive Analysis Customized

Systems Non / Free M.S. / Web / CRM CIMS Advanced Dist. Financial

Investment Part-time Minor Full-time Competitive Team Sr. Leadership Board Reports

Competitive Organization Worksheet

Culture Islands Sales / Exec Product / Marketing Strategic Ldshp Including the BoD

Deliverables News Alerts Responses & Tools Campaigns & GTM Predictive Analysis Tactical to Strategic

Sources Public Field / Customers Analyst Firms Research Projects Customized / Mixed

Systems Non / Free MS. / Web / CRM CIMS Advanced / Custom Integrated / Custom

Investment Part-time Minor Full-time Competitive Team Sr. Leadership Board Reports

_____________ Total:

_____________ Culture:

_____________ Deliverables:

_____________ Sources:

_____________ Systems:

_____________ Investment:

15

20

25

1 2 3 4 5

5

10

Competitive Team Structure

• Executive Sponsor

• Centralized Leader (Director or above)

• Technical Research

• Analyst / Marketing Research

• Corporate Liaisons

• Champions Network - Field

• Competitive Program Steering Committee

• External Advisor / Analyst / Coach

Level 2 Competitive Sales Enablement

•Typically would have a Sr. Sales leader as sponsor

•Quarterly Competitive Steering Committee Meeting would

include a specific section for Competitive Win / Loss

•Deliverables would include Competitive Responses,

Competitive Sales-Guides and Win / Loss Reports

•Field participation would be strong

•Customer win / loss could be involved

•CRM Integration is likely and CI Team Members are users

•CI Team is formally recognized with possibly one or more

fulltime members

Sales Enablement

• The activities, systems, processes and

information that support and promote

knowledge-based sales interactions with

client and prospects.

Competitive Sales Enablement

•The activities, systems, processes and

information that support and promote

knowledge-based sales differentiation leading to

increased customer trust, win rates and an

increasingly competitively capable organization.

Compontents of Competitive Sales Enablement

•Customer Analysis

•Win / Loss Research

•Competitive Landscape

Analysis

•Technical Analysis

• Industry Analysis

•Pricing / Value Analysis

•Competitive Battle Cards

•Executive Sponsorship

•Competitive Champions

•Competitive Deal Support

•Competitive Training

Events

•Communications

• Information Packaging

Win / Loss Analysis

Win Loss Analysis & Win Loss Reviews

•Win loss analysis is a forensic market research

exercise that focuses on de-constructing how companies

market and sell their products and services from the

prospect's perspective. The process typically entails

conducting extensive telephone interviews with new

clients or lost prospects.

•Win Loss Reviews … same, but internal.

Win Loss Reviews

This unique and authorative text

from the Microsoft Executive

Leadership Series focuses on

gaining actionable competitive

insights through the scalable

process of quickly and

effectively capturing win and

loss information from those

directly on the front lines who

have the clearest view of the

action - the sales force.

• Andrew Beurschgens on

August 20, 2011

Typical Win / Loss Report

Win Loss Analysis Example

-

2,000

4,000

6,000

8,000

10,000

12,000

Why We Win Government (Non USA)

Transportation

To be Determined

Telecommunicationequipment/ servicesTelecom

Technology

Technology

Systems Integrator

State & Local Government(USA & NoService Provider

Pharmaceuticals

Petroleum

Petroleum

Other

Manufacturing

IT Consulting/Services

Information Technology

Hospitals

Higher Educ(University/College)

Tools Example: Primary Intelligence

Win Loss Dashboards - Trends

Common Problems

How do you solve these problems?

• Help them win deals

• Lower the cost to participate

• Timeliness

• Incentives

• Culture

• Value both Win and Loss

• Use the information

• Be accountable

Win / Loss & Opportunity Lifecycle

Lead Opportunity Deal Customer Service

Win Loss Research

Win Loss Research

Typically stored in a

document or presentation

and presented during

business reviews to

leadership

Should include transaction research in a more timely manner.

When complete should be delivered to

• Sales (Sales-helping-sales)

• Marketing

• Product Management

• Leadership

Should be stored in an information system to support trend analysis

Additionally should be included in dashboards for executives.

• Low frequency

• Interview based

• High Cost

• Impact Sales Process

• High volume

• System based

• Low cost

• Min. Sales Process

Impact

Compelligence Win / Loss

Research meets Twitter

Going beyond observation:

Early Warning Analysis

Trend 1

Report / Dashboard

Trend 2

Trend 3

Win Event News Loss Customer Environmental

Monitoring System

Help them win: Battle cards

Battle Card Definition

A type of sales tool that presents information to a

sales person to enable fact-based specific

differentiation vs. a competitor or competitors.

Example: Static Battle Card

Typical Tools – Excel, PowerPoint

Dynamic / Machine Analysis

Common Problems

Competitive Differentiation

Dynamic Battle Cards

Intelligent Virtual Agents

Transaction Data &

Intelligent Win / Loss Analysis

& I

What are the keys to Battle Cards

• Messaging and Positioning

• Relevant

• Timely

• Fact Based

• Dynamic

• Short

A practical application of sales interaction

Competitive Analytical Reports: Executives

Example: Competitor Threat Dashboard

Access and Reporting (More) Analytics

Example: Competitor Threat Dashboard

Example: Competitor Threat Dashboard

Example: Competitor Threat Dashboard

Real World Intelligence: Fall of the Soviet Union

Competitive Analysis … Analytics

FAROUT Methodology

• Future Oriented

• Accurate

• Resource Efficient

• Objective

• Useful

• Timely

Analytics is required to face a new changing Competitive Landscape

What is an Analytical Competitor

Extensive use of data,

statistical and quantitative

analysis, exploratory and

predictive models and fact-

based management to

drive decisions and actions.

Questions…