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What You Don’t Know About Your Competitors May Sink You
November |2009
What You Don’t Know About Your Competitors May Sink You
What?
According to a study by the Society of Competitive Intelligence Professionals, about 90% of the Fortune 500 companies in the US are conducting competitive intelligence activities. A majority of large enterprises, according to another study (about 70%), believe that having competitive intelligence in the past would have increased the effectiveness of their campaigns. Yet, many companies, including some market leaders in the rest of the world, do not have well-defined competitive intelligence plans. They evaluate their strategies and tactics in isolation, without taking into account what the competitors are up to or how they could react to them.
Competitive intelligence is one of the key success factors in today’s highly competitive and dynamic marketplace. Companies need to continuously monitor their competitors, especially before making key strategic decisions and investments around new product and campaign design, price and promotions plans, and branding and repositioning decisions.
But, Why?
If not proactively managed, one of your competitors may launch a similar product to the one your R&D Department was working on just before you. Another competitor may apply deep discounts the same week you were planning to increase your prices. Any such actions by your competitors can and will go a long way towards negatively affecting your market share and brand image.
To address such risks, companies need to take into account not only their own strategic priorities and voice of their customers, but also what their competitors plan, develop and offer to the market, in order to have the complete picture for their strategic and tactical investments. This is why, according to the respondents of a recent Outward Insights survey:
83% consider competitor intelligence important in business development & sales 79% consider competitor intelligence important new product launches 71% consider competitor intelligence important R&D planning and execution
Unfortunately, most companies that do competitor research perform such activities only on an ad-hoc basis and do not follow a structured process or plan. What’s worse, such research often gets lost on the desktop of a few specialists and never sees daylight again. Effective competitive intelligence with high ROI requires the right focus and utilization, which comes with good planning and dedication.
So, How?
The obvious, but not so commonly covered, first step in competitive intelligence is the identification of competitors. Unfortunately, most companies assume only their usual rivals create competitive risks and fail to recognize a potential up-and-comer, or a complete newcomer until it is too late. For example, Xerox failed to recognize Canon as a potential threat before it entered into its market and US car makers considered Honda as only a motorcycle manufacturer and did not consider it as a future competitor at the time. Identification of the competitors requires ability to foresee who might enter into the market, as well as who has substitute offerings stealing market share from them, such as a speedboat company stealing customers from Ford, or 3G mobile operators stealing share from the traditional ISP market.
Once the current and potential competitor list is defined, companies should set-up operations to regularly follow news and continuously gather intelligence about their:
Items Information to Gather
Promotions &
Campaigns
Expected new promotions launches
Type and propositions in campaigns
Target segments and regions
Media and channels used
Tone and messages used
Awareness, recall and impact in the market
Prices &
Discounts
Comparison against own price levels
Awareness and perceived level of prices by customers
Price discrimination practices
Communication strategies for price changes
Products &
Propositions
Expected new product launches
Comparison against own product portfolio
Mapping against market segments
Perceived quality and attractiveness of products
Bundling strategies
Channels
Expected new channel launches
Comparison against own channel mix
Employee capabilities across channels
Geographical distribution of channels
Effectiveness of different channels
Incentive mechanisms across channels
Customer
Experience
Customer journey and wow factors
Information collected about customers
Differentiation by customer segments
Consistency and differences across touch points
Customer satisfaction from the experience
Service Levels
Duration to fulfill products, provide services and resolve
complaints
Differentiation by customer segments
Consistency and differences across touch points
Customer satisfaction from the service levels
Operational
Model
Process flows and key performance indicators
Systems architecture and technologies used
Human Organizational structure, roles and responsibilities
Resources Compensation model and levels
Level of staff quality
Employee satisfaction and loyalty
Strategies &
Positioning
Mission, vision and strategic priorities
Perceived positioning in the market
Strategic goals and initiatives
Although information about all these items should be collected continuously to facilitate quick responses and opportunistic actions, regular reports should also be compiled quarterly or semi-annually to create an archive on the competitor profiles, to use as an input in the strategic planning and key initiatives such as new product launches.
Sources which can be used to gather such information are numerous, with different levels of cost (difficulty), content, and depth:
Source Content
Desktop Research
(News, company
web sites, blogs)
Company mission, vision and strategic initiatives
(if public)
Current, past & new to market products, prices and
promotions
Recently launched initiatives and systems invested
in
Observation
(Mystery shopping,
visits, calls)
Customer experience across customer lifecycle
Service levels and employee capabilities across
channels
Up-to-date product, price and promotions
information
Case Studies
(Conferences,
interviews)
Former and current strategic initiatives
Impact and lessons learned from key initiatives
Competitor HR
(Profiles, open
positions)
Profile, hence expected mindset of top
management
Changes in top management positions
New organizational positions and investments
Third Parties
(Consultants,
suppliers, partners)
Ongoing projects and key initiatives
Products and systems purchased and in use
Organizational and operational details
Media investments and preferences
Simulation
(War-gaming, game
theory)
Possible responses to own decisions and actions
Possible short to long term strategies of the
competitor
Possible market reactions with current and future
strategies
Modeling
(Forecasting, system
dynamics)
Future sales and market share
Probabilities of different strategies and responses
All the information collected about competitors should be action oriented, creating immediate responses upon learning or critical inputs for decisions in the future. Hence, companies should also pay attention to measuring and evaluating the value-add of each source and category of information collected to maximize return on their competitive intelligence investments.
What Next?
In order to start structuring and regularizing competitive intelligence, companies should establish an external or outsourced team of specialists or allocate part-time responsibilities to their existing resources to initiate and plan intelligence gathering activities. In this plan, the sources, content and frequency for intelligence gathering should be well-defined and supported by a knowledge management platform to keep the information manageable and accessible by the right parties over time.
About Forte Consultancy Group
Forte Consultancy Group delivers fact-based solutions, balancing short and long term impact as well as benefits for stakeholders. Forte Consultancy Group provides a variety of service offerings for numerous sectors, approached in three general phases - intelligence, design, and implementation.
For more information, please contact [email protected]
Forte Consultancy Group | Istanbul Office www.forteconsultancy.com