Tactical Competitive Intelligence for Bid teams
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Transcript of Tactical Competitive Intelligence for Bid teams
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Tactical Competitive Intelligence
for Sales & Bid TeamsAlex King, Amplio
Strategic & Competitive Intelligence Professionals (SCIP), London.
18th November, 2015
© 2017 Amplio Services 1
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[email protected] © 2017 Amplio Services 2
This presentation will show…
• There is a huge, unfulfilled demand for sales & bid team tactical competitive intelligence
• Fulfilling it can lead to quick competitive advantage because your competitors probably aren’t very good at it
• The results are relatively easy to measure proving the return on investment
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• What do sales & bid teams want from the CI function?
• Gathering primary & secondary intelligence to meet this demand
• Breakout Discussion 1: Experiences of collecting CI
• How CI for Sales & Bid teams is different to strategy work
• Breakout Discussion 2: The importance of people-sources in CI analysis
• Difficulties of managing internal CI and knowledge silos
• Breakout Discussion 3: Overcoming knowledge silos
Contents & Agenda
3© 2017 Amplio Services
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The demand for tactical competitive intelligenceWhat do sales & bid teams want from the CI function?
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In a survey of 178 bid professionals1 conducted with the Association for Proposal Management Professionals (APMP) “better competitive intelligence” was ranked as the 3rd
quickest way to improve bid performance
© 2017 Amplio Services
From a Bid Managers perspective…
1 How technology is changing Bidding (2017). Amplio Services
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In another survey of Price to Win analysts2, 60% said that “better Competitive Intelligence” would have the quickest improvement on their results
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From a Price to Win perspective…
2 Price to Win Survey (2017). Amplio Services
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Customers are also complaining that bidders fail to distinguish themselves and create a unique value proposition3
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From a Customers perspective…
3 Bids & Proposals Customer Survey (2017). Amplio Services
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What to do about this?Gathering primary & secondary intelligence to meet demand
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Stakeholder Deliverables4
9© 2017 Amplio Services
4 Competitive Intelligence for Bid Teams (2017). Amplio Services
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There were relatively low value scores for people-centred deliverables:
• Profiles of potential employees
• Profiles of Competitor Key Decision Makers
• Profiles of Customer Key Decision Makers
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Less appreciation of people intelligence
4 Competitive Intelligence for Bid Teams (2017). Amplio Services
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There were relatively high value scores for:
• Cost Benchmarking Data
• Market Forecasts
• Specific information on a Sales or Bid Opportunity
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More appreciation of hard numbers
4 Competitive Intelligence for Bid Teams (2017). Amplio Services
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Participants were asked to tick all sources that produce useful data, this is effectively a popularity measure5.
Again, we see a preference for hard figures found in annual reports and industry statistics. Senior managers and former employees were relatively unpopular sources of intelligence.
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Sourcing CI
5 Competitive Intelligence for Bid Teams (2017). Amplio Services
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Finding Competitive Intelligence
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Pick a discuss topic(in small groups)
1. To what extent are customers a good source of CI?
2. What are the best sources of ‘hard-to-find’ competitive intelligence and how could we integrate its collection into business as usual?
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Discuss:
• How does your experience match the research presented
• Does anyone in your group have any best practice examples of handling these issues
• What did you learn about difficulties you have in common with the people in your group?
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Serving Bid Teams vrsserving StrategyThe difference in requirements and approach
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78% of SCIP respondents said that “developing strategy” was a key driver for CI in their company, compared to 33% for “driving sales” 6
This mirrored an earlier finding that 60% of members were funded by strategy or marketing, compared to just 13% by sales or business development.
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Strategy:the safe place for CI?
6 Career Planning Survey (2012). UKCIF
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The core outputs to support Sales & Bid teams are not foreign to CI practitioners, however they are not the most common and will probably be done with different emphasis7
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Core outputs supporting Bids
7 Career Planning Survey (2012). UKCIF
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Sales & Bid Teams
• Short-term, narrow focus• War Gaming
• Pricing
• Scenarios
Strategy & Senior Management• Long-term, broad focus
• Board Decision Making
• Market landscaping
• Forecasting
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Differences in Emphasis
• Winner takes all! There are no prizes for coming 2nd in a bid!
• Constantly changing market shares and trends
• Working within your restrictions (e.g. brand, technology, people) to make the most of what you have
• Manoeuvring the company to the optimal profit making opportunities
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In more than half of cases, feedback from buyers said that the eventual winner was more “influential and engaged” in the pre-bid phase8.
This continues the theme of a greater emphasis on ‘softer’ factors in bidding.
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Why you win or lose
8 Bids & Proposals Customer Survey (2017). Amplio Services
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Customers are overwhelmingly pre-occupied with transparency and fairness in the bid process9 this means they become a less reliable source of competitive intelligence as the bid continues
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How customer success looks
9 Bids & Proposals Customer Survey (2017). Amplio Services
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• Research shows that some organisations have processes that make it very difficult not to accept the lowest price10
• There were an equally large group of buyers who trade technical capability with price
• This highlights the importance of win / loss analysis
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Customer buying trends
10 Bids & Proposals Customer Survey (2017). Amplio Services
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Bid professionals are far more likely to base decisions on intangibles like “credibility” and “risk appetite” 11 than the more tangible factors like fluctuating material prices and labour productivity
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Bid decision makers
11 Price to Win Survey (2017). Amplio Services
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• There are three generic ways companies compete. These are called ‘Value Disciplines’: 12 13
How companies compete
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Being the cheapest
Having the best quality
Using customer intimacy
Aldi
Waitrose
7-Eleven
12 Competitive Strategy (1980). Michael Porter. 13 Customer Intimacy and other Value Disciplines (1992). Michael Treacy & Fred Wiersema.14 Hyperperformance (2010). T.J. Waters
• Decision-makers develop predictability because “people repeat their successes and avoid their failures” 14
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Pick a discuss topic(in small groups)
1. Do ‘organisational cultures’ prevail or are they just reflections of key decision makers at a point in time?
2. What are the best examples of measuring, qualifying and storing people-sourced intelligence you have seen?
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Discuss:
• How does your experience match the research presented
• Does anyone in your group have any best practice examples of handling these issues
• What did you learn about difficulties you have in common with the people in your group?
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Knowledge SilosDifficulties of managing internal CI and knowledge silos
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Most respondents said that “better flow of internal information” was the quickest way to improve CI in their organisation. This is clear evidence of knowledge silos15
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Improving your CI function
15 Competitive Intelligence for Bid Teams (2017). Amplio Services
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Companies that have international offices struggle to leverage the extra CI. Only 24% of participants said international offices provide valuable CI. Only 32% felt their company structure promoted cross-division or country information sharing16
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Cross-Company Knowledge Transfer
16 Competitive Intelligence for Bid Teams (2017). Amplio Services
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59% were not satisfied with the information Senior Managers collect for them
The most common reasons indicate a lack of engagement, rather than lack of ability to collect the CI17
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Engaging Senior Management
17 Competitive Intelligence for Bid Teams (2017). Amplio Services
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Pick a discuss topic(in small groups)
1. Can international and divisional silos be overcome?
2. How can practitioners successfully utilise their senior management to gather CI for them?
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Discuss:
• How does your experience match the research presented
• Does anyone in your group have any best practice examples of handling these issues
• What did you learn about difficulties you have in common with the people in your group?
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• Thanks for reading. Check out more of our blogs at: http://www.amplioservices.com/blog
• Connect with us on LinkedIn
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• Email us at: [email protected]
Connect with Amplio
31© 2017 Amplio Services