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Decision mapping helps land a major deal for a specialty chemical company
Situation
Our client was a specialty chemical division of a large chemical company. They were highly skilled in in the fabrication of complex reagents used in drug manufacture. The client learned that a particular pharmaceutical company would need a particular reagent in the manufacture of a new drug.
Unfortunately, the procurement department at the target pharmaceutical company was still chaotic and disorganized after a merger with another firm – so our client couldn’t be sure that they were talking to the people who could make clear decisions about sample reagent purchases . Finding the right people was made more difficult because each contact at the target company tended to position themselves as the real decision maker for reagent purchases.
Techniques used
Working with client personnel, Bennion conducted research to determine how the target’s decision processes had changed with the acquisition of the new firm – and what the “real” procurement process now was. We then identified target company personnel who were key to the functioning of the new procurement process. Finally, we helped the client profile and then to persuade the target company to purchase enough samples to “lock out” likely competitors during the early phases or “test run” phases of drug manufacture.
Result
New sales: Our client was able to convince their prospect to purchase much larger samples than initially forecast, ensuring that our client was able to secure a leading position as a supplier as their customer moved into full-scale production.
Our client was a specialty chemical division of a large chemical company. They were highly skilled in in the fabrication of complex reagents used in drug manufacture. The client learned that a particular pharmaceutical company would need a particular reagent in the manufacture of a new drug.
Unfortunately, the procurement department at the target pharmaceutical company was still chaotic and disorganized after a merger with another firm – so our client couldn’t be sure that they were talking to the people who could make clear decisions about sample reagent purchases . Finding the right people was made more difficult because each contact at the target company tended to position themselves as the real decision maker for reagent purchases.
Techniques used
Working with client personnel, Bennion conducted research to determine how the target’s decision processes had changed with the acquisition of the new firm – and what the “real” procurement process now was. We then identified target company personnel who were key to the functioning of the new procurement process. Finally, we helped the client profile and then to persuade the target company to purchase enough samples to “lock out” likely competitors during the early phases or “test run” phases of drug manufacture.
Result
New sales: Our client was able to convince their prospect to purchase much larger samples than initially forecast, ensuring that our client was able to secure a leading position as a supplier as their customer moved into full-scale production.
International airline uses decision culture and communications analysis to cut fuel charges
Situation
Our client was a major international carrier engaged in key negotiations with a critical employee group – their pilots. Many pilots were insisting on a pay raise of up to 50%. Such a raise would have bankrupt the company and cost over 100,000 jobs (airline and airline support workers). Frustrated pilots had begun burning tons of extra aviation fuel in an effort to force the company to listen to their grievances. Company management, on the other hand, had dug in their heels – and were rebuffing even routine overtures from the pilot union. Neither company management nor the pilots union were able to communicate effectively, and there was little good will between union members and management.
In the midst of this crises, the price of jet fuel soared by over 100% - and to stay in business, the airline desperately needed to convince angry pilots to implement strong fuel saving measures immediately – regardless of what happened in labor talks.
Techniques used
Bennion researched decision culture and key leaders of both parties, examining both the management team and pilot union. From this analysis, it quickly became clear why current efforts to persuasively communicate had failed. Bennion prepared communication and action frameworks that effectively helped the client begin working with pilots to save fuel and to better address grievances.
Result
Influence in tough situation leading to substantial savings: Pilots did not strike, and the airline saved over 1.5 million dollars in fuel within three months’ time.
Our client was a major international carrier engaged in key negotiations with a critical employee group – their pilots. Many pilots were insisting on a pay raise of up to 50%. Such a raise would have bankrupt the company and cost over 100,000 jobs (airline and airline support workers). Frustrated pilots had begun burning tons of extra aviation fuel in an effort to force the company to listen to their grievances. Company management, on the other hand, had dug in their heels – and were rebuffing even routine overtures from the pilot union. Neither company management nor the pilots union were able to communicate effectively, and there was little good will between union members and management.
In the midst of this crises, the price of jet fuel soared by over 100% - and to stay in business, the airline desperately needed to convince angry pilots to implement strong fuel saving measures immediately – regardless of what happened in labor talks.
Techniques used
Bennion researched decision culture and key leaders of both parties, examining both the management team and pilot union. From this analysis, it quickly became clear why current efforts to persuasively communicate had failed. Bennion prepared communication and action frameworks that effectively helped the client begin working with pilots to save fuel and to better address grievances.
Result
Influence in tough situation leading to substantial savings: Pilots did not strike, and the airline saved over 1.5 million dollars in fuel within three months’ time.
A new manufacturer of fuel cells catalysts finds a partner
Situation
A manufacturer of catalysts and novel nano-carbons for use in making catalyst substrates sought a well-established partner who was known for the manufacture of Membrane Electrode Assemblies (MEA’s) used in fuel cells. Our client had strong technical credentials, but were a late-comer in their field. Their objective was to find a well-funded partner who would respect their independence (our client was a small R&D lab), but be positioned to win contracts of substantial value. The client had already directly approached several prospective partners and been rebuffed.
Techniques used
Bennion conducted research to identify key decision makers and decision processes within several target companies, then to identify prospective influencers (not those who had earlier rebuffed our client) and to craft new approaches using different client personnel. Bennion used networked and trade show intelligence processes, debriefed company personnel in contact with the target companies, and performed analysis to identify key points that would trigger a decision in our client’s behalf.
Result
New channel to market: By using Bennion Group analysis, a major firm partnered with our client to manufacture and sell fuel cells.
A manufacturer of catalysts and novel nano-carbons for use in making catalyst substrates sought a well-established partner who was known for the manufacture of Membrane Electrode Assemblies (MEA’s) used in fuel cells. Our client had strong technical credentials, but were a late-comer in their field. Their objective was to find a well-funded partner who would respect their independence (our client was a small R&D lab), but be positioned to win contracts of substantial value. The client had already directly approached several prospective partners and been rebuffed.
Techniques used
Bennion conducted research to identify key decision makers and decision processes within several target companies, then to identify prospective influencers (not those who had earlier rebuffed our client) and to craft new approaches using different client personnel. Bennion used networked and trade show intelligence processes, debriefed company personnel in contact with the target companies, and performed analysis to identify key points that would trigger a decision in our client’s behalf.
Result
New channel to market: By using Bennion Group analysis, a major firm partnered with our client to manufacture and sell fuel cells.
Convincing a key customer to remain a customer – and not become a competitor.
Situation
Our client manufactured chemical products integral to the making of paints and sealants used in architectural coatings worldwide. A major Asian buyer of our client’s product was in the process of building a plant that would produce their own supply of our client’s product, thus eliminating the need for continued purchases. The new plant would also have enabled the customer to become a direct competitor of our client.
Techniques used
By meeting with the client’s sales team and by conducting anonymous, third-party research, Bennion consultants helped the client identify previously undisclosed market concerns motivating the client’s behavior. Working together, we also identified “hidden” influencers inside the client’s decision structure whom the client succeeded persuading to a different course.
Result
Key customer retention: Our client’s target buyer stopped construction on their new plant, and instead signed a long-term supply contract and market alliance with our client.
Our client manufactured chemical products integral to the making of paints and sealants used in architectural coatings worldwide. A major Asian buyer of our client’s product was in the process of building a plant that would produce their own supply of our client’s product, thus eliminating the need for continued purchases. The new plant would also have enabled the customer to become a direct competitor of our client.
Techniques used
By meeting with the client’s sales team and by conducting anonymous, third-party research, Bennion consultants helped the client identify previously undisclosed market concerns motivating the client’s behavior. Working together, we also identified “hidden” influencers inside the client’s decision structure whom the client succeeded persuading to a different course.
Result
Key customer retention: Our client’s target buyer stopped construction on their new plant, and instead signed a long-term supply contract and market alliance with our client.
Competitive public relations – using intelligence to sway key opinion leaders and win over business buyers
Situation
A high technology manufacturer was second place globally in the production and sales of a line of business products. Its principal competitor had long held the title of “best products” and “best customer service” in leading technical and service reviews. This was mysterious, since many independent analysts believed our customer was actually “top dog” in both categories, based on their own customer research.
Techniques used
Working with our client over two years, we:
1. Used influence analysis to identify key opinion leaders (KOLs) who could shift buyer’s perceptions
2. Conducted competitor intelligence research to discover how the competitor was manipulating KOLs
3. Researched competitor’s supplier networks to determine what products the competitor would launch, when, in which markets
With the results of our analysis, our client was able to take steps to sway KOL’s to their side using third-party customer research. Our client also could forecast competitor product launches within two weeks of the launch date – enabling them to mount a market communications campaign that effectively blunted their competitor’s key product launches over the course of a year.
Results
Market leadership through strategic influence: Our client became the number one maker of products for business within their target categories. This led to a dramatic improvement in market share and market capitalization.
A high technology manufacturer was second place globally in the production and sales of a line of business products. Its principal competitor had long held the title of “best products” and “best customer service” in leading technical and service reviews. This was mysterious, since many independent analysts believed our customer was actually “top dog” in both categories, based on their own customer research.
Techniques used
Working with our client over two years, we:
1. Used influence analysis to identify key opinion leaders (KOLs) who could shift buyer’s perceptions
2. Conducted competitor intelligence research to discover how the competitor was manipulating KOLs
3. Researched competitor’s supplier networks to determine what products the competitor would launch, when, in which markets
With the results of our analysis, our client was able to take steps to sway KOL’s to their side using third-party customer research. Our client also could forecast competitor product launches within two weeks of the launch date – enabling them to mount a market communications campaign that effectively blunted their competitor’s key product launches over the course of a year.
Results
Market leadership through strategic influence: Our client became the number one maker of products for business within their target categories. This led to a dramatic improvement in market share and market capitalization.
Finding the best path to penetrating Latin American Markets
Situation
The leading Asian manufacturer of a type of business information technology equipment decided to start selling sharply higher-end models in Latin America. This move put our client in direct competition with a new group of companies with an established Latin American track record. Because the new models would sell for many times the price of our client’s current offerings, our client needed to understand what sorts of services and other arrangements might enable them to win over distributors and VARS that were more familiar with their competitor offerings.
Techniques used
Bennion Group tapped Latin American experts that we have trained in our non-intrusive intelligence collection techniques. Over a period of six weeks, this international team conducted numerous interviews in Mexico, Chile, Columbia, Peru, Argentina and Brazil. We interviewed value-added resellers, distributors, local experts in the application of the technology, and some competitors.
Results
Market entry strategy: Our client discovered precisely what services VARs and distributors required to get them to shift to their their new high-end products (and to drop their competitor’s).
The leading Asian manufacturer of a type of business information technology equipment decided to start selling sharply higher-end models in Latin America. This move put our client in direct competition with a new group of companies with an established Latin American track record. Because the new models would sell for many times the price of our client’s current offerings, our client needed to understand what sorts of services and other arrangements might enable them to win over distributors and VARS that were more familiar with their competitor offerings.
Techniques used
Bennion Group tapped Latin American experts that we have trained in our non-intrusive intelligence collection techniques. Over a period of six weeks, this international team conducted numerous interviews in Mexico, Chile, Columbia, Peru, Argentina and Brazil. We interviewed value-added resellers, distributors, local experts in the application of the technology, and some competitors.
Results
Market entry strategy: Our client discovered precisely what services VARs and distributors required to get them to shift to their their new high-end products (and to drop their competitor’s).
A short path to identify the right acquisition
Situation
A global engineering firm focused on selling equipment and services for energy generation decided to diversify into renewable energy, beginning with an exploration of concentrated solar power. The client directed our team to identify possible partners most likely to yield a good return. Our client was uncertain as to whether they should pursue a partner with a unique solar thermal technology, or one that had the capability to build and deliver fully functional utility-scale power plants.
Techniques used
The project was launched shortly before a major solar power conference. Bennion Group used the conference to establish and to deepen connections with a large array of companies, and with key individuals within the United States Department of Energy. Using these connections, we were able to complete a study that would have normally taken two to three months “in under half the cost and 1/3rd of the time” – according to our client.
Using our research, the client decided it was best to purchase a company with established connections with major local utility companies, and a reputation for excellence in engineering, design, procurement (EPC) and project management.
Results
The client decided to purchase outright a solar EPC firm with excellent experience. The company they purchased is today one of the most successful builders of utility-scale solar thermal power plants.
A global engineering firm focused on selling equipment and services for energy generation decided to diversify into renewable energy, beginning with an exploration of concentrated solar power. The client directed our team to identify possible partners most likely to yield a good return. Our client was uncertain as to whether they should pursue a partner with a unique solar thermal technology, or one that had the capability to build and deliver fully functional utility-scale power plants.
Techniques used
The project was launched shortly before a major solar power conference. Bennion Group used the conference to establish and to deepen connections with a large array of companies, and with key individuals within the United States Department of Energy. Using these connections, we were able to complete a study that would have normally taken two to three months “in under half the cost and 1/3rd of the time” – according to our client.
Using our research, the client decided it was best to purchase a company with established connections with major local utility companies, and a reputation for excellence in engineering, design, procurement (EPC) and project management.
Results
The client decided to purchase outright a solar EPC firm with excellent experience. The company they purchased is today one of the most successful builders of utility-scale solar thermal power plants.
Getting investments right in biotech
Situation:
A small biotech company held patents with potential for blockbuster cancer-fighting drugs. However, its funds could not support the extensive clinical trials necessary to bring a drug to market. The company announced its strategy of finding partners to hasten its drug discovery process and to support its clinical trials, but had not announced an agreement. Without such a deal, the company would fail. A potential investor heard rumors that the company had finalized an arrangement.
Techniques used:
We worked with associates in the legal and biotech industries to intensively interview former and current partners, journalists, and others in the therapeutic area concerned. This research provided no confirmation that a deal had been made. A professor of medicine whose research contributed to the patents confirmed that a partner was in place, but stated that the agreement had not yet been announced.
Results:
Investment validated: The potential funder decided to invest in the company.
A small biotech company held patents with potential for blockbuster cancer-fighting drugs. However, its funds could not support the extensive clinical trials necessary to bring a drug to market. The company announced its strategy of finding partners to hasten its drug discovery process and to support its clinical trials, but had not announced an agreement. Without such a deal, the company would fail. A potential investor heard rumors that the company had finalized an arrangement.
Techniques used:
We worked with associates in the legal and biotech industries to intensively interview former and current partners, journalists, and others in the therapeutic area concerned. This research provided no confirmation that a deal had been made. A professor of medicine whose research contributed to the patents confirmed that a partner was in place, but stated that the agreement had not yet been announced.
Results:
Investment validated: The potential funder decided to invest in the company.
Building a Competitive Intelligence Process to outflank an aggressive competitor
Situation:
An international manufacturer of industrial refrigeration equipment is repeatedly surprised by new products developed by a competitor. In an effort to get ahead of the game, they determined to build a CI process that would help their own people to better anticipate and counter competitor moves in both the product development and sales processes.
Techniques used:
By assessing and cataloguing the best sources of competitive information available internally, we determined that our client already had in house a majority of the information that they needed to out-maneuver their competitor. The trick was in ensuring that the right information got to the people who needed it in time to act. We designed a competitive information assessment and transmission process, and trained company personnel to use it. The company affixed internal rewards to the use of the process. As the process was put in place, our client discovered that a major, new competitor was building a plant close to their own major European manufacturing center, to take advantage of their supply chain in the area.
Results:
CI system design and implementation: The company started moving much faster and more nimbly in response to external market cues, enabling them to make decisions that could avoid erosion of market share.
An international manufacturer of industrial refrigeration equipment is repeatedly surprised by new products developed by a competitor. In an effort to get ahead of the game, they determined to build a CI process that would help their own people to better anticipate and counter competitor moves in both the product development and sales processes.
Techniques used:
By assessing and cataloguing the best sources of competitive information available internally, we determined that our client already had in house a majority of the information that they needed to out-maneuver their competitor. The trick was in ensuring that the right information got to the people who needed it in time to act. We designed a competitive information assessment and transmission process, and trained company personnel to use it. The company affixed internal rewards to the use of the process. As the process was put in place, our client discovered that a major, new competitor was building a plant close to their own major European manufacturing center, to take advantage of their supply chain in the area.
Results:
CI system design and implementation: The company started moving much faster and more nimbly in response to external market cues, enabling them to make decisions that could avoid erosion of market share.
Getting the data winning deals: Sales Training Academy
Situation:
B2B sales people know that large deals demand special practices. A large, complex sale normally features multiple decision makers, and each layer or group within the customer’s company must be “sold” in turn.
A maker of power generation equipment and services discovered that traditional training for successful complex sales was good at telling sales people what information to get – but not very good at giving them useful tools to get it. Our client needed ways to help their national and regional sales teams to:
1. Identify the real decision makers
2. Ethically find out about customer budgets and competitive pressures
3. Identify and hit “hot buttons” that would be most successful in convincing their customers to buy from them
Techniques used:
Through training sessions repeated country-wide over a number of years, Bennion Group taught the client’s sales people how to:
1. Ethically gather sensitive information without asking questions;
2. Read body language to know when information was being “massaged” or withheld,
3. “X-Ray” target companies to identify political and other pressures that could derail a deal, and
4. Build influence and persuasion campaigns to win the work.
Results:
New Sales through information and influence: The company improved its top line revenue by over 20% over four years
B2B sales people know that large deals demand special practices. A large, complex sale normally features multiple decision makers, and each layer or group within the customer’s company must be “sold” in turn.
A maker of power generation equipment and services discovered that traditional training for successful complex sales was good at telling sales people what information to get – but not very good at giving them useful tools to get it. Our client needed ways to help their national and regional sales teams to:
1. Identify the real decision makers
2. Ethically find out about customer budgets and competitive pressures
3. Identify and hit “hot buttons” that would be most successful in convincing their customers to buy from them
Techniques used:
Through training sessions repeated country-wide over a number of years, Bennion Group taught the client’s sales people how to:
1. Ethically gather sensitive information without asking questions;
2. Read body language to know when information was being “massaged” or withheld,
3. “X-Ray” target companies to identify political and other pressures that could derail a deal, and
4. Build influence and persuasion campaigns to win the work.
Results:
New Sales through information and influence: The company improved its top line revenue by over 20% over four years
Tapping corporate knowledge to accelerate products to market
Situation:
A major media and communications company found that its competitors were moving faster than they were into key areas, such as local internet search, and advanced business communications services. The problem was not with the competitors – our client had better ideas, often earlier – but in getting good ideas implemented fast.
Techniques used:
By analyzing how new ideas were market-tested and turned into services, we learned that each new product or service team encountered very similar obstacles. They then solved those obstacles, often very creatively – but did not pass that information on to others. Not only was external market information not being shared; every team had to “re-invent” successful product launch processes even if their techniques had been used successfully before.
We helped our client implement a “community of practice” – a knowledge management tool that focuses on helping people with very specific problems overcome them just once – and then to help everyone involved get better and better at solving those problems, rather than reinventing similar solutions over and over.
Results:
Community of Practice/Knowledge Management: The company successfully developed and launched communities of practice that helped them capture and refine key market-building processes across multiple areas.
A major media and communications company found that its competitors were moving faster than they were into key areas, such as local internet search, and advanced business communications services. The problem was not with the competitors – our client had better ideas, often earlier – but in getting good ideas implemented fast.
Techniques used:
By analyzing how new ideas were market-tested and turned into services, we learned that each new product or service team encountered very similar obstacles. They then solved those obstacles, often very creatively – but did not pass that information on to others. Not only was external market information not being shared; every team had to “re-invent” successful product launch processes even if their techniques had been used successfully before.
We helped our client implement a “community of practice” – a knowledge management tool that focuses on helping people with very specific problems overcome them just once – and then to help everyone involved get better and better at solving those problems, rather than reinventing similar solutions over and over.
Results:
Community of Practice/Knowledge Management: The company successfully developed and launched communities of practice that helped them capture and refine key market-building processes across multiple areas.
Avoiding critical losses with a new product market entry
Situation:
A manufacturer of advanced telecommunications and data equipment identified new technologies that could help emergency service personnel interoperably connect during major disasters. Products based on these technologies would enable “first responders” to quickly connect to each other, overcoming sometimes life-threatening voice and data communications gaps. Our client was an experience provider of equipment to military and national forces, but had not before entered the municipal first responder market in any strength.
The client asked for help in several phases
1. What do buyers of municipal emergency response communications need? What are their un-served needs? How well do our technologies and (proposed) offerings suit their needs?
2. What are the risks involved in entering the municipal first-responder market? How would entrenched competitors respond to a new market entry? What risks might those responses entail to the profitability of a new product launch?
Techniques used:
Customer analysis showed that there was indeed an un-served first-responder market, and that our client’s proposed offerings could be competitive in that market. The difficulty arose when considering the reactions of entrenched competitors.
We learned that one competitor in particular was famously aggressive in the field. This competitor had a very large number of closely related patents, and our analysis of current executives at that competitor made it clear that they would likely sue any new entrant – in hopes of bogging down the competing product launches long enough to field a reasonable market response. We further learned that major US municipalities were very reluctant to change vendors; our client’s competitor made that very difficult to do. Municipalities were concerned that they would no longer be able to maintain their legacy equipment.
Upon reviewing the resulting net present value that our client’s new products would likely bring on deployment, it appeared that the new product lines would not likely be profitable under the current environment. We recommended that our client postpone their product launch until they could field products that were more sharply differentiated from their competitors, or that would be more likely to win unqualified customer support.
Results:
Customer intelligence and competitive strategy: Our client avoided potentially extensive losses from an ill-timed product launch.
A manufacturer of advanced telecommunications and data equipment identified new technologies that could help emergency service personnel interoperably connect during major disasters. Products based on these technologies would enable “first responders” to quickly connect to each other, overcoming sometimes life-threatening voice and data communications gaps. Our client was an experience provider of equipment to military and national forces, but had not before entered the municipal first responder market in any strength.
The client asked for help in several phases
1. What do buyers of municipal emergency response communications need? What are their un-served needs? How well do our technologies and (proposed) offerings suit their needs?
2. What are the risks involved in entering the municipal first-responder market? How would entrenched competitors respond to a new market entry? What risks might those responses entail to the profitability of a new product launch?
Techniques used:
Customer analysis showed that there was indeed an un-served first-responder market, and that our client’s proposed offerings could be competitive in that market. The difficulty arose when considering the reactions of entrenched competitors.
We learned that one competitor in particular was famously aggressive in the field. This competitor had a very large number of closely related patents, and our analysis of current executives at that competitor made it clear that they would likely sue any new entrant – in hopes of bogging down the competing product launches long enough to field a reasonable market response. We further learned that major US municipalities were very reluctant to change vendors; our client’s competitor made that very difficult to do. Municipalities were concerned that they would no longer be able to maintain their legacy equipment.
Upon reviewing the resulting net present value that our client’s new products would likely bring on deployment, it appeared that the new product lines would not likely be profitable under the current environment. We recommended that our client postpone their product launch until they could field products that were more sharply differentiated from their competitors, or that would be more likely to win unqualified customer support.
Results:
Customer intelligence and competitive strategy: Our client avoided potentially extensive losses from an ill-timed product launch.
Finding the right partner in Brazil
Situation:
Our client, a global manufacturer of building construction materials, sought to enter a fast-growing market segment in Brazil. It had hired another firm to gather information about potential Brazilian product distributors or agents, or information about competing Brazilian manufacturers who might be good acquisition targets. The research team had attempted to conduct the work using native Brazilians with good business background – but no training in intelligence collection techniques.
Our mission was to first answer some key screening questions, then to conduct a deeper dive into target company financials, technical, and market capabilities. The initial screening questions included:
1. Who owns company: public, private, family?
2. What products and service do they sell?
3. How do they sell: distributors, salespeople?
4. What is their reputation in the market?
5. Where are their customers and factories?
6. What technologies and IP do they own?
7. What is their company culture?
8. Would they be inclined to sell?
Techniques used:
From an initial list of 65 companies, we worked with our in-country Brazilian team to identify a priority list of five companies for final consideration.
Results:
Partnership intelligence to mitigate risk: Our client identified potential market channel partners or acquisition candidates that were successful, rapidly expanding, and that “fit” their own cultural profile, enabling them to move much more quickly towards market entry.
Our client, a global manufacturer of building construction materials, sought to enter a fast-growing market segment in Brazil. It had hired another firm to gather information about potential Brazilian product distributors or agents, or information about competing Brazilian manufacturers who might be good acquisition targets. The research team had attempted to conduct the work using native Brazilians with good business background – but no training in intelligence collection techniques.
Our mission was to first answer some key screening questions, then to conduct a deeper dive into target company financials, technical, and market capabilities. The initial screening questions included:
1. Who owns company: public, private, family?
2. What products and service do they sell?
3. How do they sell: distributors, salespeople?
4. What is their reputation in the market?
5. Where are their customers and factories?
6. What technologies and IP do they own?
7. What is their company culture?
8. Would they be inclined to sell?
Techniques used:
From an initial list of 65 companies, we worked with our in-country Brazilian team to identify a priority list of five companies for final consideration.
Results:
Partnership intelligence to mitigate risk: Our client identified potential market channel partners or acquisition candidates that were successful, rapidly expanding, and that “fit” their own cultural profile, enabling them to move much more quickly towards market entry.
Combining on-line market surveys with interviews and CI to get a product right
Situation:
Our client provided company data to sales teams worldwide. Most of this data was accessible via web applets. There were increasing signs that competitors were successfully stealing market share due to their antiquated customer interface, and terms of customer use of the data.
Techniques used:
Our team conducted multiple interviews with customers of our clients’ products and of our competitor’s products. We also did intensive competitor intelligence research on the competitors themselves. From this background of qualitative customer and competitor research, we designed an on-line user survey to gather quantitative data about customer product and price perceptions and preferences.
Results:
Clear product guidance by through blended research: Our work identified specific areas in which our client could make marginal changes to their available products and pricing plans that could result in a strong competitive response that improved customer retention and increased revenue.
Our client provided company data to sales teams worldwide. Most of this data was accessible via web applets. There were increasing signs that competitors were successfully stealing market share due to their antiquated customer interface, and terms of customer use of the data.
Techniques used:
Our team conducted multiple interviews with customers of our clients’ products and of our competitor’s products. We also did intensive competitor intelligence research on the competitors themselves. From this background of qualitative customer and competitor research, we designed an on-line user survey to gather quantitative data about customer product and price perceptions and preferences.
Results:
Clear product guidance by through blended research: Our work identified specific areas in which our client could make marginal changes to their available products and pricing plans that could result in a strong competitive response that improved customer retention and increased revenue.
An Indian Focus group helps a client retain customer share in a key market
Situation:
The client, a major publisher of commodity energy data, needed clearer understanding of user needs in Mumbai, India. They decided to run a focus group there – but on very short notice.
Techniques used:
We called upon our local team to put together a focus group, recruited participants, paid participation incentives, and published a report that provided key insights – all within a few short weeks.
Results:
An Indian focus group on short notice: Our report provided the client enough specific input to understand how users valued various product attributes, enabling our client to make product development and marketing choices that could enhance their market share in this rapidly growing market.
The client, a major publisher of commodity energy data, needed clearer understanding of user needs in Mumbai, India. They decided to run a focus group there – but on very short notice.
Techniques used:
We called upon our local team to put together a focus group, recruited participants, paid participation incentives, and published a report that provided key insights – all within a few short weeks.
Results:
An Indian focus group on short notice: Our report provided the client enough specific input to understand how users valued various product attributes, enabling our client to make product development and marketing choices that could enhance their market share in this rapidly growing market.
Rapid debriefing and overnight reporting boosts both sales and CI from a trade show
Situation:
Sales personnel deployed to trade shows are in constant contact with both prospective buyers and with competitors. Although they collect business contact data from both, the nuances of customer needs and competitor capabilities are often lost in a deluge of information over several days at a trade show.
Techniques used:
Our team provided a remote interview team that called in to debrief sales persons at set intervals throughout the day. These debriefings occurred before sales personnel could forget the details of prospect needs or of competitor intentions and capabilities.
On a daily basis, we converted these debriefings into reports about prospects contacted, the relative value of each prospect, the materials promised them, and what the next steps in the sales cycle would be. In the case of competitors, we captured all the details that the salesperson could harvest about competitor capabilities and intentions.
As an on-demand service, we also provided regular short reports on an immediate basis when sales personnel met companies that were particularly interesting. These reports were based on published web information, but included data about company size, capabilities, key products and personnel – and recent developments. Reports typically ran 3-5 pages, and were customized to meet requirements. All transcription and reporting teams worked during the night so that reporting came available early in the morning.
Results:
Trade show sales and intelligence acceleration: Sales personnel were able to crisply capture lead information with enough detail to enable the sales force to quickly rank and fully respond to prospects upon their return; CI personnel got excellent data about competitors operating in their area. Both sales and CI personnel received on-site briefings about the prospective value of companies contacted, so they could follow up with them while still at the show (to either sell to them, or to gather CI from them).
Sales personnel deployed to trade shows are in constant contact with both prospective buyers and with competitors. Although they collect business contact data from both, the nuances of customer needs and competitor capabilities are often lost in a deluge of information over several days at a trade show.
Techniques used:
Our team provided a remote interview team that called in to debrief sales persons at set intervals throughout the day. These debriefings occurred before sales personnel could forget the details of prospect needs or of competitor intentions and capabilities.
On a daily basis, we converted these debriefings into reports about prospects contacted, the relative value of each prospect, the materials promised them, and what the next steps in the sales cycle would be. In the case of competitors, we captured all the details that the salesperson could harvest about competitor capabilities and intentions.
As an on-demand service, we also provided regular short reports on an immediate basis when sales personnel met companies that were particularly interesting. These reports were based on published web information, but included data about company size, capabilities, key products and personnel – and recent developments. Reports typically ran 3-5 pages, and were customized to meet requirements. All transcription and reporting teams worked during the night so that reporting came available early in the morning.
Results:
Trade show sales and intelligence acceleration: Sales personnel were able to crisply capture lead information with enough detail to enable the sales force to quickly rank and fully respond to prospects upon their return; CI personnel got excellent data about competitors operating in their area. Both sales and CI personnel received on-site briefings about the prospective value of companies contacted, so they could follow up with them while still at the show (to either sell to them, or to gather CI from them).
Large energy equipment provider for benefits from Win-Loss Analysis and anticipates an increase in its win rate by at least 10%
Situation:
Our client came to us wanting to know how they could win more bids against its competitors. The feedback customers were giving out client was unclear and competitors would win bids when our client felt both their pricing and product quality were competitive. As a result, we were commissioned to conduct a win-loss study on our client’s recent bids to understand why the customers were really making the decisions they were making.
Techniques used:
We conducted win-loss studies on both successful and unsuccessful bids to determine the true cause for why our clients was either winning or losing against its competitors. In each case, we captured the customer’s perspective on price, environmental concerns, competitors, quality of product/service, and other attributes.
Our client received the intelligence needed to accurately explain why customers make their buying decisions and what the competitors were doing differently to win the bids. Our solution provide our client with more in-depth and truthful insight than the company had ever gathered on its own. Thorough our recommendations, our client was able to adjust their bidding process to better met the customers’ expectations and compete with competitors.
Results:
As a result of our work, our client anticipated increasing its win rate by at least 10% which is expected to have a positive effect on revenues of more than $100,000 each year
Our client came to us wanting to know how they could win more bids against its competitors. The feedback customers were giving out client was unclear and competitors would win bids when our client felt both their pricing and product quality were competitive. As a result, we were commissioned to conduct a win-loss study on our client’s recent bids to understand why the customers were really making the decisions they were making.
Techniques used:
We conducted win-loss studies on both successful and unsuccessful bids to determine the true cause for why our clients was either winning or losing against its competitors. In each case, we captured the customer’s perspective on price, environmental concerns, competitors, quality of product/service, and other attributes.
Our client received the intelligence needed to accurately explain why customers make their buying decisions and what the competitors were doing differently to win the bids. Our solution provide our client with more in-depth and truthful insight than the company had ever gathered on its own. Thorough our recommendations, our client was able to adjust their bidding process to better met the customers’ expectations and compete with competitors.
Results:
As a result of our work, our client anticipated increasing its win rate by at least 10% which is expected to have a positive effect on revenues of more than $100,000 each year
Global fortune 50 company predicts competitor’s moves and defends its market share through Decision Culture Analysis
Situation
Our client had recently come under pressure from competitors who were attempting to steal its market share by providing substitute products at an increasingly higher value for the customer. In order to defend its share, our client sought to develop a market strategy based on war-gaming tactics. However, without accurate data, our client was only able to develop a strategy that was successful in competing against itself. Our client turned to us to understand how customers and competitors would truly react within certain market conditions and predict what they would do next.
Techniques Used
We conducted a Decision Culture Analysis to successfully assess the leadership’s methodologies within other organizations. Our goal was to provide our client with the insight to accurately predict the competitors’ purchasing trends and understand how decisions are made within each company.
Our client received extensive insight into their competitors that enabled them to effectively position themselves against their competitors. Some of the insights we provided are as follows:
o Corporate leadership and personality profiling
o Organizational structure and corporate culture
o How decisions are made
o Business model and management philosophy
o LAB analysis
o Purchasing trends
o Global Organization
o Competitor views of business landscape
Results
Due to the findings we provided, our client was able to develop a robust strategy that led the company to better anticipate and outflank its competitors within the market
Our client had recently come under pressure from competitors who were attempting to steal its market share by providing substitute products at an increasingly higher value for the customer. In order to defend its share, our client sought to develop a market strategy based on war-gaming tactics. However, without accurate data, our client was only able to develop a strategy that was successful in competing against itself. Our client turned to us to understand how customers and competitors would truly react within certain market conditions and predict what they would do next.
Techniques Used
We conducted a Decision Culture Analysis to successfully assess the leadership’s methodologies within other organizations. Our goal was to provide our client with the insight to accurately predict the competitors’ purchasing trends and understand how decisions are made within each company.
Our client received extensive insight into their competitors that enabled them to effectively position themselves against their competitors. Some of the insights we provided are as follows:
o Corporate leadership and personality profiling
o Organizational structure and corporate culture
o How decisions are made
o Business model and management philosophy
o LAB analysis
o Purchasing trends
o Global Organization
o Competitor views of business landscape
Results
Due to the findings we provided, our client was able to develop a robust strategy that led the company to better anticipate and outflank its competitors within the market
International provider of electronics uses Competitive Intelligence to restructure innovation and design teams
Situation
In the face of rising competition within its market, our client turned to us to gather competitive intelligence on the methodologies of how the competitors’ design teams function. Our client had plans to reorganize its design team and wanted us to benchmark the client’s team against its competitors in terms of staffing, organization, and design procedures.
Techniques Used
We provide our client with management consulting to help the company effectively reorganize its design team. Some of our work include helping our client answer the following questions regarding its competitors:
o How are the competitors’ design teams organized?
o How do the competitors keep their design costs down?
o How to the competitors interface with one another?
o Do the competitors outsource to design personnel?
o What types of end-user testing do the competitors do and when are the tests conducted during the development process?
Our research enabled our client to restructure their innovation and design teams to more effectively appeal and respond to its consumers and their needs. By understanding what worked or did not work for its competitors, our client was able to see how to better integrate customer support and design operations. The linking of the two functions that once operated separately, opened up the door to higher levels of innovation than were previously possible.
Results
Discovered how competitors used organizational structures and team processes to drive innovative product design
In the face of rising competition within its market, our client turned to us to gather competitive intelligence on the methodologies of how the competitors’ design teams function. Our client had plans to reorganize its design team and wanted us to benchmark the client’s team against its competitors in terms of staffing, organization, and design procedures.
Techniques Used
We provide our client with management consulting to help the company effectively reorganize its design team. Some of our work include helping our client answer the following questions regarding its competitors:
o How are the competitors’ design teams organized?
o How do the competitors keep their design costs down?
o How to the competitors interface with one another?
o Do the competitors outsource to design personnel?
o What types of end-user testing do the competitors do and when are the tests conducted during the development process?
Our research enabled our client to restructure their innovation and design teams to more effectively appeal and respond to its consumers and their needs. By understanding what worked or did not work for its competitors, our client was able to see how to better integrate customer support and design operations. The linking of the two functions that once operated separately, opened up the door to higher levels of innovation than were previously possible.
Results
Discovered how competitors used organizational structures and team processes to drive innovative product design