Why I like Company Transparency in Win Loss Interviews

Transparency

Transparency

Why is it that companies don’t want to disclose who they are in win loss interviews? Is it fear? Transparency versus blind win loss interviews is a question that plagues many in marketing.

Many feel if they don’t identify who they are, they’ll get a more objective interview. They are also afraid if they let the customer know who they are—especially when they lost the business—the customer won’t take the interview or if they do, they won’t tell much. A third common reason is they don’t want their sales force to know that they’re conducting these interviews since some of the questions assess the effectiveness and quality of the sales force.

Do these reasons make sense? Let’s explore each separately:

Get a more objective interview: I don’t find that interviews are any more objective when the company’s identity is blind. People are opinionated period. When you conduct blind interviews, where the client doesn’t know the identity of the company behind the call, they usually can guess. So often, it’s the market leader who is going to take the time and has the resources to research deeper. Often enough there are only 2 or 3 companies competing for the business. Customers are not stupid. While they may not let on that they know who is behind the call, they usually figure it out sooner or later.

Sometimes those I interview try so hard to get me to tell them who hired me to telephone them. When they think they know, then they’ll start sharing more. It’s an ego thing: they want to know who is asking. I think it’s also decency: they deserve to know.

Rather than feeling threated by identity disclosure, smart companies realize that a win loss interview is another marketing touch point, even if it’s conducted by a third party. It’s an opportunity for connection with customers and prospects to let them know you value their business enough to ask and listen to what went right and what went wrong, and then take corrective action.

If the customer knows the company which is behind the call, they won’t agree to an interview: I have found that just the opposite is true, even when Sales botched up the deal or it was won by a caustic competitor. Even if another service provider won the business, people will agree to an interview, unless they don’t have time. Time is the biggest enemy to getting the interview, not company identity!

Don’t want Sales to know we’re checking up on their customer relationships: This is one I just don’t get in a society where we are surveyed to death. Even after a cashier rings up a sale in a retail store, they ask us to fill out a survey on the Internet on his or her performance. It’s ridiculous: how can we assess the performance of this person when we barely had a touch point!

However, responsible companies that have a direct or indirect Salesforce and want to keep winning deals for the right reasons, should want to know how effectively and professionally Sales is representing their company and its products and services. There is a relationship here to protect, and you want to keep it ongoing. Too bad if Sales doesn’t like the win loss process.

You come out ahead if you are straight with Sales and let them know you follow up on some sales events. In fact, I like to involve Sales in creating the questions to ask customers. I get better questions and they feel less threatened since they are part of the planning process. Likewise if you share customer communication with Sales, they have an opportunity to learn what they are doing well and their shortcomings. They can feel good about what they do well, and can make improvements where they are weak.

I still like how Rick Marcet, author of Win/Loss Reviews: A New Knowledge Model for Competitive Intelligence, considers the win loss analysis process to be an advanced sales skill. Responsible sales people want to know how they’re doing. They want to improve and close more deals. In fact, best in class companies let their customers know that as part of the sales process, they may be contacted post sale for a win or loss interview as part of doing business.

7 Steps to Prepare for a Choice Conversation

ChoiceI have been realizing how much choice I have for just about everything I do in life, especially how I spend my time. The same thing is true when I prepare to conduct a telephone or in-person interview when gathering information to help clients make important strategic or tactical decisions.

How do I realize choice when interviewing? Interview Preparation is the key!

  1. I organize the questions I want answered.
  2. I hypothesize how people might answer my questions.
  3. I think about other questions they might be able to answer if I probe deeper based on what they share with me initially in the interview.
  4. I reorder the questions in a way that I think will make the person feel comfortable sharing. I think about a conversational approach rather than being so direct for some of the questions.
  5. I think why they want to help me. What’s in it for them? What motivates them to share? How does their profession and/or industry motivate sharing? Can I gain insight about the person through social media like LinkedIn or talking to someone who knows them? Is it worth the time to find out more about this person?
  6. I put myself in their place, receiving a call from me, whether a cold call or a warm call, possibly with a reference to someone we both know or the client who values their time and opinion.
  7. I get myself in the zone to make a call. How I get in the zone depends on my mood: usually it involves being still; doing some breathing exercises; thinking about why they will engage with me; and turning my ego off. Yet, I feel confident they will help me. In the spirit of cooperative intelligence I set the intention that they will feel better at the end of our conversation than they did beforehand.

Why do I go through these steps? This seems so rigid, methodical and analytical. Where is the choice?

If you go through these steps in preparation for a conversation, you will be prepared for a choice conversation. You will have the confidence, intelligence and intuition to be flexible enough for however the conversation flows. Conversations often don’t go as planned. You will be ready for those left turns and have the judgment to either bring the conversation back or have a sense that the left turn will take you to more sharing and better information.

Note these 7 steps work regardless of the reason you are conducting the conversation. You could be interviewing a book author, conducting a cold call to dig up competitive intelligence, conducting a win loss analysis interview, connecting on a deeper level with a friend or conducting a coaching call.

Try these 7 steps next time you prepare for a conversation, and let me know how your conversation goes. I assure you that you will notice a lot more sharing due to your preparation, parked ego and open mind.

Read Fast Company’s “What Improv can teach your team about creativity and collaboration” for more ideas on how to promote cooperation and sharing in a team environment.  Their suggestions also go a long way towards getting people to share in a one-on-one conversation.

The Why, What & How of Win/Loss Analysis

win loss imageA week ago I delivered an IntelCollab webinar on win loss analysis, and have now posted my win loss analysis slides on my Slideshare account. At the conclusion we had time for a goodly number of questions, which I have recapped below. For those who are unfamiliar with win loss analysis, it is the process of interviewing customers and non customers, usually over the telephone, as to why they chose to do business with you or another service provider. You tally up the results of these telephone interviews, and provide quantitative and qualitative analysis based on what you learned from the interviews. It is my favorite tactical competitive intelligence practice since you learn so much from these short interviews, much of which you can take action on almost immediately.

How do you validate that you are talking to the right person, the decision-maker for the win loss interview? I usually get the right connection at the customer’s company from the company’s sales force, who usually knows the decision-maker. If I am not talking to the right person, I can usually tell. They are uncertain of how to answer my questions, and they are happy to tell me who the right person is, on the rare occasion when that happens. Sometimes the decision-maker has left the company. Those are some of my favorite win loss interviews since their replacement must live with another person’s decision, which perhaps might have been different had they been the decision-maker.

I am just starting a win loss process: are there some tips you might share about how to set it up? First I find out what Sales is already doing, and build off of it. Many sales forces do some abbreviated form of win loss through automated systems like Salesforce.com. You will save yourself a lot of time by working with Sales. Note Sales’ culture: how responsive will they be to this win loss interview process? Will they feel threatened? How will you sell them on the benefits? Usually they will win more deals armed with better knowledge about why customers buy or don’t. That usually works. They also need to clearly understand that you are working with them, not behind them. They are not going to lose their job based on what you uncover. You are not going to undermine any customer relationships they have developed. You are another customer touch point, and most customers are happy to participate. On occasion, I have uncovered new marketing opportunities from win loss interviews. Sales people love this. That said, win loss is not for everyone. Sometimes your customers don’t want to be queried.

There are 5 minute surveys and there are win/loss interviews. How long should the win loss interview be? I like to limit these interviews to about 20 minutes although sometimes they go for a half hour. People are too busy today for much longer. You need to get all the relevant information from Sales before the interview: how they left it with the customer, who won the business, why they think the customer decided the way they did, and who else competed. That way you don’t waste the customer’s time with these small questions. You can get right to the meat of the interview, which they really appreciate.

My sales force is resisting my efforts to interview customers when they lost the business. How can I bring them around? This is usually not so tough, unless this loss of business is part of a bigger piece of business from that customer. Even so, Sales has only to gain if they are armed with why the customer decided on a competitor or made no decision to upgrade your company’s software, for example. Your sales person will be armed with a better approach to use with other customers who are considering your solution, from your win loss findings. Sometimes I find out the customer is considering my client for another piece of business that Sales doesn’t know about yet. Another way to bring Sales around is to make sure to interview customers where they won the business. It can be depressing to Sales if all you interview is lost business. You are also missing out on a great opportunity to learn about how your company treats its customers from implementation moving forward, which is absent when all you interview is lost business.

Sometimes Sales won’t acknowledge that a deal is actually lost: how do we contact these customers? I suggest that you don’t contact customers until the deal is clearly won or lost for win loss analysis. There are certain touch points along the way in the Sales process where you engage with customers, but that is for another discussion along the lines of pre-sales due diligence.

What is the best model for conducting win loss analysis? Should internal people conduct the interviews or should they all be outsourced to a 3rd party? What are the strengths and weaknesses of each approach?

Either model can work. Here are some of the plusses and minuses of each.

Internal people are already on the payroll, so that keeps the cost down. No one knows your company’s culture, industry, products and services like employees do. This helps when it’s time to probe for additional details around product features, for example. A consultant, unless they worked at your company quite recently, will not have all that company understanding. They might have the industry experience or can learn enough about your industry to make these phone calls. I have a checklist of things I ask a client to share with me so I can learn the industry; the sales process; and how to organize a win loss process quite effectively since I have done these since the late 1980s. Most internal company employees are not so organized with this process in my experience, but they sure have the product and sales knowledge.

Your customers are usually more open to telling a 3rd party all the reasons why they chose to do business with your company or not. Somehow they are more at ease sharing with a 3rd party. In fact, I find in some cases they actually almost gush with all that they share. Consultants that do a lot of these win loss interviews are skilled at getting people comfortable with sharing. In my practice we teach elicitation skills, and use them quite effectively during these interviews. Consultants will charge a fee to conduct these interviews and to analyze the findings, so you need to have money in the budget. Consultants often find things and pull things out of these interviews to analyze that your internal people won’t think about, since this is not what most internal people do most of the time. The consultant also doesn’t have your company cultural blinders on, which is helpful both in conducting these interviews and writing up the analysis.

I notice that I am most valued by companies who are just considering a win loss process; have never done it before; don’t know how to organize it or how to explain to Sales what this win loss process means to them; and why it’s a good idea. When I walk in with my process and organization, I notice it’s most appreciated.

Win/Loss Analysis book gives you a process to learn why you’re losing business and how to keep more of it!

Receive our 6-page Win/Loss Cheat Sheets

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Improve Your Win Loss Analysis Skills: IntelCollab Webinar

Ellen Naylor & Arik Johnson

Ellen Naylor & Arik Johnson

I have been doing competitive intelligence since 1985. Win/loss interviews and analysis, are still one of my favorite tactical collection techniques. This is a low cost form of primary collection which always provides a high return for improving your company’s bottom line. Who better than your customers and those who decided on a competitor to tell you what you are doing well and what you need to change?  I have noticed that actions taken from win loss analysis are particularly effective at improving customer retention. Retaining customers is more economic than obtaining new ones.

Yet many companies still don’t include win loss analysis as part of their sales process:

  • They think they are conducting win/loss interviews, and they aren’t. Sales fills out a few reason codes for the win or loss, and that passes for win loss analysis…NOT
  • Sales doesn’t want any part of this process since it challenges their egos and they fear this customer connection by an outsider will jeopardize their customer relationship
  • The company doesn’t want to change how it’s doing business. Win/loss analysis provides ammunition around behaviors, product features, and so much more, which if changed will improve sales results
  • Ignorance. Some companies have no idea how much valuable information their customers/non customers will share, if only they ask.

What are the traits of someone who masterfully conducts win loss interviews?

#1 Be organized. Make sure you have all the relevant facts around the sale or lost business, before you dial. Share your process for conducting win loss interviews with those in marketing and sales who need to know. They need to understand why you are calling their customers, how this process works, and that this form of communication is not a threat to their livelihood. On a cooperative note, include their good ideas in win loss interviews to their customers/prospects.

#2 Be grounded before you dial. I take some deep breaths, and think, “I want this person to feel better about themself at the end of our call than they do when they pick up the telephone.” Intention is powerful and people sense this immediately, and tend to engage unless they’re really tied up.

#3 Be sensitive to those you’re calling. Make sure you are calling at a good time. I can always tell without asking since they’re usually agitated when the time is bad. Be punctual and stick to the prearranged length for the call unless you sense they are in the sharing mode, and you don’t want to interrupt their flow. Often they are venting, and I would rather they vent to me than to their sales rep.

#4 Find that balance between professional, curious and somewhat playful. This is a fine line. People enjoy sharing with people who are interested in them, and at the same time don’t take themselves too seriously. Most people like a little humor. I find that just smiling as I am speaking on the telephone leads to more sharing on the other end.

#5 Be persistent. We conduct these interviews over the telephone, and many people view telephone conversation as an unwelcome interruption to their work flow. You need to figure out the best way to get that person to pick up their phone and engage with you. I start by creating a compelling email to get their attention, and then follow up with those who don’t respond, however it best makes sense. It’s different with everyone, so follow your intuition. In some cases, they don’t want to connect, so let it go. In other cases, they will say they have very little time, and once they start talking, you almost have to cut them off.

#6 Be a good listener, but guide the conversation. This is a most important trait for all collection conversations. Lay aside your ego, and let them broadcast theirs.

If you want to learn more about the value of conducting win loss analysis; how to do it; and what you can expect to learn, please join host, Arik Johnson, Founder of Aurora WDC, and me, President of The Business Intelligence Source, on September 4 for a webinar at Noon Eastern US time.  It’s free to attend. Details including sign-up here. I will speak for a half hour, then we will open up the discussion to you.

Get your free copy of the most comprehensive list of competitive intelligence books with links to purchasing them. One of my favorite books on win loss analysis is Win Loss Reviews: A New Knowledge Model for Competitive Intelligence by Rick Marcet.

Be notified when our book, Win/Loss Analysis: How to Capture and Keep the Business You Want is published.

Cooperative Intelligence: Kindness in Competitive Intelligence

George Saunders

George Saunders

Earlier this month several sources including Tom Peters and The NY Times publicized What I regret most in my life are failures of kindness. This was author, George Saunders‘ key point in his graduation remarks to students at Syracuse University. There is some validity to Huffington Post Mitch Joel’s remark, “We go to work and turn from kind loving family members, friends and community citizens into military generals who use warring terms to get through the work day (“let’s crush the competition!”).

There has been a lively discussion on the Association for Strategic Planning’s-ASP-LinkedIn Group around the conflict between the profit motivation in business and kindness based on Mitch’s article, “In Business, You Can Still Be Kind.”

Jim Sinegal

Jim Sinegal

Kindness comes in many flavors. I feel Jim Sinegal, former CEO and Founder of Costco, was a kind leader with a longer term outlook for financial profitability, growth and relationships. He put into place kind practices to employees and customers, which over time have benefited stockholders. Costco takes good care of its employees financially and has more of a big brother culture. They pay employees well above the minimum wage that the competition pays, and provide decent health benefits. Recent customer surveys place Costco among the top companies in America.

No, I don’t think there needs to be a conflict between kindness and good financial results. That more gruff, “I gotta win at your expense mentality,” does proliferate many business deals and corporate cultures, but it doesn’t need to.

That’s how I came up with the idea of cooperative intelligence almost 10 years ago. I heard colleagues in the competitive intelligence world complain that senior managers would not listen to what they shared. They ignored their good advice around the competition, the competitive landscape, disruptive technologies—all the good stuff they collected.

Cooperative Intelligence: Leadership

Many had not figured out how to give executives the information and tools they needed to make the decisions at hand or perhaps in a format that executives could devour. It’s back to having an attitude of kindness. Rather than pushing out what you think is “good stuff”, have conversations with executives to find out what they need, when they need it and why they need it. Sounds simple, but it’s not especially in large companies, since everyone else is vying for senior management’s attention.

So you need to be patient, and serve those people in your organization who more readily appreciate and understand competitive intelligence. Don’t worry, over time, the executives will find out about your good work.

Cooperative intelligence is kindness: you give without an expectation of something in return. People realize that you genuinely want to help them in their work. After all, competitive intelligence is a support function. You need to keep giving, and eventually those you support will provide you with great tidbits on the competitive environment since your giving is infectious, and they just can’t help themselves. This has been my experience in setting up competitive intelligence programs since 1985. People are attracted to you by your good example of producing the goods they need and your giving attitude.

Cooperative Intelligence: Connection

Part of cooperative intelligence is realizing than anyone you meet can be a valuable contact, and you make each person feel that way. You make them feel like they’re the only person in the room that matters as you listen to them intently and ask good reflective questions so they know you’ve heard. This is a great way to build your network, and it works well provided you have the discipline to stay in closer touch with those who are immediately relevant to your work.

Cooperative Intelligence: Communication

Cooperative intelligence also includes good communication skills. The most important communication skill is the ability to listen with an open heart without judgment and to be entirely present. In conversation, many of us interrupt others as they are speaking, and can’t wait to make our point. The other person is painfully aware from seeing or feeling our impatience as we eagerly await our turn to speak.

If we listen fully to what others say, we often notice things they haven’t shared in words, and their body expression tells us more. Good listeners wait patiently for the other person to finish what they are saying. They trust and truly receive the words of others, and realize that sometimes people don’t require a reply, they just need to be heard. They listen intuitively and kindly.

A second cooperative communication skill is to share what you learn with those in your company in the format and frequency they are comfortable with. This encourages them to open up and respond to your emails or whatever form of communication you agree on. You also need the judgment to realize when something is so important that you need to break the rules and get it to the person as expeditiously as possible.

While competitive intelligence is not a kind business function, it is a forward looking and necessary discipline, and we can be kind people when we bring cooperative intelligence practices into our work.

Reach out to people for the best & most real-time intelligence

Welcome to another episode of CI Life. In this episode, we’re going to tackle a subject that I think is really important, for basically every CI team that works inside a company. Especially a larger company. Which is the role of internally oriented human intelligence.  And by that we mean, talking with someone versus searching the Web.

Ellen Naylor‘s insight:

Many are too focused on what they can find from “big data,” the Internet and social media–which anyone can have access to who has time and money. If you want to learn what’s really happening, you need to talk to human beings on a regular basis, not just for competitive intelligence, but for anything in life that you care about such as my newfound hobby of birding and my new passions, nutrition, health and wellness. For those who don’t know I am studying to be a health coach at the Institute for Integrative Nutrition and I am now half way there at 22 weeks into the program!

I can read a lot about all of these topics on the Internet, and particularly gather great information from Facebook, LinkedIn, Twitter and other social media like Slideshare. However, I gain the most valuable insight, more expeditiously by engaging in conversation with a few people in my vast network of wonderful friends and colleagues.

I have been doing competitive intelligence and research since 1985 and having strong people connections is something that simply does not change. I think it’s even more important today to be connected to people, both inside and outside your company, since that is your competitive advantage. With the high turnover in many companies, it’s even more important to make a connection with new employees who have valuable knowledge.

My friend and colleague, Babette Bensoussan wrote a succint article about “Big Data does not make you smarter.” Babette reminds us that it’s the questions we ask based about data we read, and questioning the assumptions, hypothesis or bias we have, that gives us our competitive edge.

Find human sources to connect with both inside and outside your company by checking out this visual PDF to get you started with your communication reach. Happy connecting!

See on http://cascadeinsights.com/ci-life-35-humint-inside-the-4-walls/

Markham Nolan: How to separate fact and fiction online | Video on TED.com

See on Scoop.itcooperative intelligence

By the end of this talk, there will be 864 more hours of video on YouTube and 2.5 million more photos on Facebook and Instagram. So how do we sort through the deluge?

Ellen Naylor‘s insight:

Great talk by world class journalist, Markham Nolan, based in Dublin. Here are some of the nuggets: Twitter is where journalists go 1st and raid Twitter lists for good sources; YouTube is a great repository for what’s going on in the world. All sources need to be checked since there is a lot of fake stuff. Free web tools provide great resources for cross-checking such as Spokeo and Google maps.

While there is a great abundance of info on the Internet, it is more important than ever to filter through what you need to find the right stuff, and then verify that it’s accurate. The truth is never binary. You will never be able to remove the human being from the truth seeking exercise, which is what journalists do. So do researchers and competitive intelligence analysts. I guess we have good job security.

See on www.ted.com

Conversational Intelligence

I have heard two discussions around conversation this week, coming from very different angles, which have similar recommendations. Engage in a true dialog with the other individual. That means listen to them, and don’t go off on a monologue.

So what happens when we monologue? Biologically our body releases a higher level of reward hormones and we feel great. Our bodies crave that high and we become blind to what we’re doing to the other person, who is feeling invisible, unimportant and minimized. Meanwhile they are experiencing the same neurochemicals as physical pain.

Conversational intelligenceJudith Glaser’s upcoming book, Conversational Intelligence, focuses on getting business people, and particularly sales people, to listen to their customers and to engage them in conversation. But first we need to recognize our blind spots. Two common ones are:

  • Assuming that others see what you see, feel what you feel, and think what you think
  • Thinking you understand and remember what others say, when you really only remember what you think about what they’ve said

Harville Hendrix explains that many people become self absorbed due to emotional events in their childhood, usually from their major caregivers that trigger an anxious response. This goes deeply into their emotional memory and follows them into adulthood. Ever wonder why most people live in the WIFM (what’s in it for me) world? At meetings and conferences, they are the ones who tell you what they do, how you can help them, and jam their business card at you without finding out about you aside from your name, which they probably forget immediately. Or conversely, they want to know all about you, but don’t tell you about themselves even when you probe.

Harville Hendrix Helen LaKelly HuntHarville Hendrix and his wife, Helen LaKelly Hunt have found that three factors lead to “conscious partnership” between marital partners: safety, connection and joyful aliveness. Low self esteem and interpersonal negativity (putting others down) make it hard to feel safe and connected in an intimate relationship. Gee, doesn’t that sound familiar with relationships we forge in business too?

In couples research, Harville and Helen concluded that most individuals talk in monologue with their mate. We listen, but we don’t hear. Actually I think this is a common phenomenon in everyday life in personal and business dealings. We forget that our true self is part of the bigger whole, and a great place to start is at home with your loved ones.

Tips for improving your dialog skills:

  • Pay attention and minimize the time you monopolize the conversational space
  • Share that space by asking open-ended questions that let the other person know you heard and are listening
  • Listen non-judgmentally to their answers
  • Mirror their responses to make sure you understood
  • Validate what they’re saying
  • Empathize and respond to their feelings

These are the same skills of a good researcher and competitive intelligence professional who is in the collection mode. Good dialog skills can help you in relationship building. It’s a shame that we are not taught from a young age in the US how to conduct a decent dialog. Schools teach us to be competitive and to excel rather than to be cooperative and to learn from others through conversation. Competitiveness encourages that boring monologue, WIFM tendency from an early age.

Elicitation with Enthusiasm

I have been pondering the use of elicitation skills in competitive intelligence collection.  I have been using these techniques for many years, but not quite in the military intelligence way, which seems like using the other person in a more negative way. The techniques take advantage of human tendencies to complain, gossip, correct and inform, which certainly works. However, I like to capture the human desire to be happy.

OLYMPUS DIGITAL CAMERAWhile my research assignment is to get information that clients can use to make the decision at hand, I have a relationship goal as well. By the end of the telephone call, my goal is to make the other person feel good about themselves. This was inspired by Maya Angelou, “I’ve learned that people will forget what you said, but people will never forget how you made them feel.”

A great way to make people feel good about themselves is for you to have an attitude of optimism, joy, and enthusiasm while you converse with the other person. Enthusiasm is infectious, and people like to share with you because you are making them feel happy. There are three ways I get myself in this zone:

1. Overall, I don’t take myself too seriously, so laughter comes easily in conversation. Work is a serious, less fun environment for many that I talk to. A little levity is often appreciated, but only if you sense that the other person is open to it. In my experience, most Americans are.

2. I put a smile on my face just as I am dialing to remind myself that happy is a good way to be. There is something about putting a smile on my face that puts me in a happy place. When I first make that connection with the person I am interviewing, they can feel my smile.

3. Before I dial, I get myself grounded and focused, by taking deep breathes. I want to forget about me, and to just concentrate on the person who I will be connecting with, even if this is a cold call. I want to get myself on their channel, sort of like sitting in their chair in my own mind. This also helps me be prepared for however the interview might go, since they seldom quite go as planned.

Being grounded is the one technique that has improved my success in collection more than any other. I can spend all the time in the world getting my value proposition written out and etched in my brain. But if I am not confident and grounded, the person at the other end can sense it right away, and won’t feel like connecting or sharing with me. When I am grounded and confident they will share, since I am in their zone, and the words just flow.

These practices also have another benefit: they help me get to the other person more readily, since I am more absorbed in how they are, and readily forget about myself while in conversation. My challenge is to remember to cover all the material that the client has hired me to collect, since I will often get lost in conversation as I let the other person control the flow of sharing, according to how they are comfortable.

Learn more about elicitation techniques here. Learn how you can become an elicitation expert.

Win/Loss Analysis book gives you a process to learn why you’re losing business and how to keep more of it!

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Develop your competitive intelligence skills

See on Scoop.itcooperative intelligence
Slideshare Develop CI Skills

Developing Your Competitive Intelligence Skills is an introduction to competitive intelligence, which includes the definition of competitive intelligence, and 5 flavors of competitive intelligence: tactical, strategic, technical, counterintelligence and benchmarking. It also illustrates some analytic tools like SWOT, STEEP, BCG share of market matrix, and Adrian Slywotsky’s radar screen. This is a good introductory presentation for those who are new to competitive intelligence.

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