Market Intelligence For Sales And Marketing – Case Examples

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GIA White Paper 3/2008Market Intelligence for Sales and Marketing– Case ExamplesGIA White Paper 3/2008The case companiespresented in this WhitePaper are Cisco Systems,De Telefoongids, MAGIndustrial AutomationSystems, and TetraPak. The text is basedon interviews withintelligence executives ineach company.Executive SummaryMarket Intelligence for Customer Processes, i.e. marketing, sales and account management, in four large companies will be presented and discussed in this GIA White Paper3/2008. The case descriptions are based on interviews with intelligence executives inthe case companies that have been conducted during April-May 2008.The case companies featured in this White Paper are Cisco Systems, De Telefoongids,MAG Industrial Automation Systems, and Tetra Pak. Each case story provides a different angle to serving sales and marketing operations with systematic Market Intelligence activities.The Cisco case discusses how strategy and business development can be supportedthrough sophisticated research, analytics and econometric models. It also describesthe measures that are being used in the company to demonstrate the value of the intelligence operation.The De Telefoongids case demonstrates how emerging business models and industryplayers require new MI measures from an established market player.The MAG case highlights the benefits of systematized sharing of intelligence whensupporting sales, marketing and strategic decision making. An Early Warning Systemalso plays a significant role in the MAG Competitive Intelligence operation.Finally, the Tetra Pak article discusses the company’s systematic approach to managing new opportunities in the marketplace. The Opportunity Toll Gate process and theAttribute Mapping framework are presented as concrete tools to develop Unique Selling Points that differentiate Tetra Pak’s products from those of the competition.GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 1

GIA White Paper 3/2008Table of ContentsExecutive Summary 1Table of Contents 2Introduction to Market Intelligence for Sales & Marketing 3Cisco Systems – Customer Intelligence through Econometric Models 4De Telefoongids – Systematic MI Support for the Marketing and Sales Strategy 8MAG – Active Intelligence Community Supporting Successful Marketing and Sales 11Tetra Pak – Opportunity Toll Gate Process Secures a Successful Sales Funnel 15ReferenCEs 19GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 2

The GIA White Paper series in 2007 discussed the theoretical frameworks by which Market Intelligence can be integrated with business processes. This White Paper moves forward on the GIAWhite Paper 3/2007: Market Intelligence for Customer Processes that discussed the types ofMarket Intelligence that the marketing and sales processes typically require. The paper lookedinto “what keeps sales and marketing directors awake at night” and what kinds of concreteGIA White Paper 3/2008Introduction to Market Intelligencefor Sales and MarketingMarket Intelligence methods and tools can help companies succeed in their marketing and salesefforts.The MI needs in customer processes typically range from highly strategic brand and mediaplanning to understanding, on a very concrete level, how the company’s marketing and salesproductivity could be further enhanced in different market areas.The reader is advised to refer to the GIA White Paper 3/2007, freely downloadable atwww.globalintelligence.com, for a theoretical overview of linking MI with the marketing, salesand account management processes.In 2008, the GIA White Paper series builds on the topics introduced in 2007 by presentingconcrete case examples of the practical applications of MI for decision-making. As becomesapparent from the following four case articles, the principles of effectively supporting sales andmarketing through MI follow largely the same guidelines in different types of organizations, butnuances do exists. Different organizational cultures and working methods dictate whether mathematical models, Early Warning Systems, collaborative networks, or other kinds of tools will beused for bringing the company’s sales and marketing intelligence to the next level.MARKET INTELLIGENCE FOR THE CUSTOMER PROCESSESMARKETING & SALES PLANNING AND MANAGEMENTProcessesMarketIntelligenceNeedsACCOUNT MANAGEMENTSALESMARKETING COMMUNICATIONSMARKETING & SALES PLANNING AND MANAGEMENT Understanding of the existing and potential customer segments, competition and applications Understanding of market size(s), market growth and market shares in existing markets Understanding the attractiveness of new potential markets Understanding the customer needs and preferences Understanding competitors’ products, sales organization, marketing plan and pricing Monitoring trends and understanding the impact of themMARKETING COMMUNICATIONSSALES (B-TO-B)ACCOUNT MANAGEMENT Positioning the marketing messageoptimally Identifying new sales leads(target companies) Tracking public tenders Profiling key decision makers Current awareness about changes atcustomers In-depth understanding of competitors’offering and how to sell against them Credit information Competitor price information In-depth analysis of Key Accounts Current awareness about changes atKey Accounts Identifying and analyzing mediaoptions Tracking the visibility of the companyin the press ( vis-a-vis competitors) Brand analysisGIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 3

Cisco Systems – Company BackgroundCisco enables people to make powerful connections-whether in business, education, philan-GIA White Paper 3/2008Cisco Systems – CustomerIntelligence throughEconometric Modelsthropy, or creativity. Cisco hardware, software, and service offerings are used to create theInternet solutions that make networks possible-providing easy access to information anywhere,at any time. Cisco was founded in 1984 by a small group of computer scientists from StanfordUniversity. Since the company’s inception, Cisco engineers have been leaders in the development of Internet Protocol (IP)-based networking technologies. Today, with more than 65,225employees worldwide, this tradition of innovation continues with industry-leading productsand solutions in the company’s core development areas of routing and switching, as well as inadvanced technologies.Interviewed for this case article was Joost Drieman, Market Intelligence Director Europe atCisco Systems. The case interview sheds light on how Cisco supports its strategy and businessdevelopment management activities through sophisticated research, analytics and econometricmodels, as well as what kinds of measures are being used in the company to demonstrate thevalue of the intelligence operation.The 5 Pillars of Intelligence – Cisco’s Intelligence Structure“We are the eyes and ears to the market at Cisco”, says Joost Drieman, from his office in Brussels, about the European Market Intelligence team that he is heading. “We serve as navigatorsfor our strategy, marketing and business development people who work to win new business inthe competitive marketplace.”The European Market intelligence organisation at Cisco have been built in to the “five pillars”that it’s sophisticated intelligence operation rests on. The graph below illustrates how the intelligence system serves the company’s different internal customer groups.GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 4

Euro/CountryDynamicsVerticals ceChannelIntelligencePESTELBusiness ClimateInvestment ClimateRisk & AttractivenessImpact & ChainTAM Size & ShareMarket drivers, shiftsTrends, OpportunitiesBenchmarkingIndustrial market dynamics,trends, shiftsBusiness ClimateSWOT per verticalRisk/attractivenessTAM size and GrowthRegulationsBy vertical, sizeband andtechnologyPotential and opportunityAccount analysisBasket analysis, SOW,TAW, coveragePropensity modelsLoyalty analysisCustomer JourneyProfiling & segmentationFinancial LinkageCompetitive LandscapeProfiles main competitorsby segment, region andTechnology (SWOT, GTM,strategic moves)Risk assessmentEmerging competitorsSubstitutesVendor & buyer powerChannel LandscapeChannel ProfilesGTM models/ technologySOWAttractiveness/RiskDefend, retain/acquireEmerging channelsPer country, vertical,technology and sizebandGIA White Paper 3/2008INTELLIGENCE ACTIVITIES AT CISCOCountries Business DevelopmentMarket Segments Business DevelopmentMarketingChannelsManagement1. Macro Intelligence (“Euro/ Country Dynamics”): Monitoring and analysis of political and macroeconomic issues, social trends, legislative issues and environmental topics and understandthe relevancy of these findings for Cisco’s business in Europe.2. Verticals and segments: Monitoring of segments such as finance, retail, manufacturing andthe public sector in order to understand the industry growth drivers and the subsequent needsfor present and future solutions that Cisco can provide.3. Customer Intelligence: Monitoring the (potential) customers in the market landscape thatconsists of the total addressable and adjacent markets for Cisco’s products and services byregion, by vertical, by sizeband and by technology focus. Understanding the potential to furtherdevelop existing accounts by using a set of econometric models as well as to identify new opportunities.4. Competitive Intelligence: Building on the several models like Porter’s 5 forces (industryrivalry, the power of customers, the power of suppliers, new entrants, risk of substitutes) Competitors: Looking at the competitive landscape and into the competitors’ capabilitieslike position, behaviour, gtm model, strategy and sales offering. This is important forthe business development people to understand in order to be able to focus on thosecustomers that are not locked in with a competitor’s solution. Equally important is toidentify Cisco’s unique selling points vis-à-vis the competition.5. Channel Intelligence: In Europe Cisco’s products are sold through Partners, which makesChannel Intelligence a vital area in the intelligence framework. Cisco is monitoring their 1st and2nd tier resellers, system resellers, direct sales partners, integrators, distributors, as well asemerging channels. Joost Drieman mentions that they are continuously looking to what type of companies theemerging channels for Cisco’s products could be.GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 5

Understanding existing customersThe Customer Intelligence unit at Cisco is responsible for maintaining a map of existing andpotential customer companies in each region where Cisco operates. In this context, existingcustomers are evaluated from a risk perspective to their level of satisfaction and loyalty towardsCisco.For each level of satisfaction and each individual customer, opportunities exist for either upselling, cross-selling, or migration. “We have developed a sophisticated set of statistical modelsGIA White Paper 3/2008Customer Intelligence guided by econometric modelsin order to understand both the risk and the business opportunities within each category ofcustomers that we have”, Drieman says.Cisco has developed a set of “buyer rules”, principles that seem to guide the customer’sbehaviour in different scenarios. The result is an econometric model based on the long experience Cisco has of the IT solutions market and of their customers. Variables in the model includethings such as number of employees, number of PCs installed, number of telephones, distancebetween offices, IT profile, purchasing patterns, number of remote locations, and the company’sgrowth pattern.“Based on our model about the anticipated developments in our customer companies, weare well equipped to understand the life-cycle of our own solutions, and can consequently beproactive in proposing new ones when our analysis so suggests”, Drieman explains. “Indeedour marketing and business development teams have good experiences about the model’s accuracy: Successful sales is largely about good timing, and through using our model we have hada very good hit rate at identifying the situations where our customers are looking to purchasecompletely new systems or to migrate from an older generation solution to a new one”, Driemancontinues.“How we do this?” Drieman smiles: “The model itself is of course our confidential information,but it combines regression analysis, decision trees, multivariable analysis as well as neuralnetwork analysis into a whole that covers more than 200 analytical aspects. The main framework is based on an OLAP system that is populated with data that can be purchased from publiccompany information databases and internal data.Buyer propensity analysis“Prospect analysis is also something that is very much at the core of our intelligence services”,Drieman says. “Based on what our model tells us, we will determine which companies in ourtarget groups would probably be potential new customers and where our sales force shouldspend less time in being successful. Again it is very much about timing and efficiency: Our intelligence operation directly supports sales in pointing out where the resources are probably bestspent at any given time”, Drieman highlights the system’s benefits and linkage to new businessgeneration.Measuring the ROI of the intelligence activities - Key Success FactorsJoost Drieman lists out the following Key Success Factors that Cisco has identified for its Customer Intelligence operation.1. Quality of input data – In its models Cisco uses a large number of sources for data validationin order to avoid the “garbage in, garbage out” effect.2. Sophistication of the model – The smarter the model is, the better the result. The number ofdata points for each analytical model is key.GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 6

understand the benefits of using the analysis in demonstrating the ROI of the intelligence/salesactivities. Constant communication between management and sales people is needed.Drieman views the ROI of intelligence activities as a specific area of expertise, and Cisco hasdeveloped models to improve their understanding of the subject. “One way we are doing this”,Drieman explains, “is that we compare the amount of new sales generated to the companiesincluded in our Buyer Propensity model to the sales generated to a control group that consists ofcompanies that our sales people are targeting outside of the model. This is a simple approach toGIA White Paper 3/20083. Usage (by marketing and account managers) – All marketers and account managers need tocalculating ROI for our intelligence activities, and we are using it to understand – and to demonstrate internally - how much intelligence is worth for the company”, Drieman continues.According to Drieman, additional success factors in supporting customer processes with highquality intelligence input have been identified at Cisco as follows.Approach to set-backs – “If we are not able to sell to a customer, we are not looking at this asa loss, a failure. Instead we see it as a temporary set-back. If we have identified the companyas a good potential customer, we ensure that we keep trying to understand their needs betterthrough good customer intelligence and on-going dialogue.”Listening to the customers – “Customers are of course very different and should be approachedaccordingly. Even though our econometric models have proven their worth, we of course need togo beyond the hard metrics and understand the soft issues in how companies purchase IT solutions. We are trying to understand the following parameters.” Buying criteria – What, when and how the customer decides to purchase Support needs – How important training and interaction are for the customer Price and value – How the customer values the products and services that Cisco provides Product feature perception – Whether the solution should “just get the job done” or whetherhigher level of sophistication will be required Ease of use vs. complexity – What is the customer’s capability and willingness to handlecomplexity in IT solutions Decision maker – Who is the ultimate customer (CFO, IT Director or someone else?)Understanding new business models – “This is important both because we need to understandour customers’ business, and because we very much depend on the channel business today. Weare very well aware of the fact that our customers uses the network for business. ”Learning the lessons when the MI message was not heard – “It is vital to understand why intelligence may not always be utilized properly, and what happens if is not. We try to identify thesesituations and learn from them.”Finally on an overall level, Mr Drieman summarizes that Cisco’s capability to support strategy,marketing, business development, as well as sales and account management through high quality intelligence activities is a function of three main variables, nothing more and nothing less:1. Collaborative development of content2. Synthesis of analysis models3. Having a future oriented perspectiveGIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 7

De Telefoongids – Company BackgroundDe Telefoongids is the market leader in telephone directories in The Netherlands. The company’sGIA White Paper 3/2008De Telefoongids – Systematic MISupport for the Marketing andSales Strategydatabase is the most complete in the market, covering more than 40 telecom operators and 6,1million phone numbers. De Telefoongids employs 800 people, and its website attracts 5,5 million unique visitors in a month.Interviewed for this case article was Eric Knibbe, Manager Marketing Intelligence and Researchat De Telefoongids. The case discusses how emerging business models and industry playersrequire new MI measures from an established market player. In the midst of industry change,sales and marketing need new tools and insights, and it is the challenge for MI to produce them.Sales and Marketing Intelligence for an industry under change“Our business is changing, and we will have to do the same if we want to stay competitive”,begins our interview Eric Knibbe, manager of marketing intelligence and research at De Telefoongids, Netherlands’ largest telephone directory company. Knibbe is responsible for developing Market Intelligence activities at DTG, and says that there is a completely new battlefield outthere for phone directory service providers these days. “Traditionally, paper was our product,but now there is a whole group of new services, markets and channels that our MI needs tofocus on. Examples are SMS, the internet, Google Earth, Dect and mobile phones from supplierssuch as Siemens and Nokia that have services from DTG included”.Knibbe describes the challenge for MI: “At DTG we have had to change the way we do MarketIntelligence. We now need to build an understanding of a much, much larger set of businessdrivers and competitive scenarios than before. Based on that understanding our marketing andsales people should be equipped to maintain and increase market share even though the traditional cash cow, paper directories, is being challenged by new types of services.”Focus on supporting concrete sales efforts and the marketing strategy“Sales managers, account managers, sales representatives and management are the primaryusers of intelligence in our company and therefore our primary customers”, says Knibbe aboutthe users of MI at DTG. “These people need arguments to back up their message to customers,and our responsibility is to provide “the ammunition” through an optimized MI operation thatserves the right information to the right people at the right time”, Knibbe continues.The sales people at DTG receive information from MI on a number of topic areas: Number of clicks on each heading in the online directoryIndustry segment informationDirect ads system resultsCall tracking that shows trends and the response to advertisingAd-hoc research in response to specific issues or problemsGIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 8

towards the customers.The management in turn receives input to support the marketing strategy. “Just recently we havetaken on the initiative of making the development of our strategy a highly integrated process asopposed to the ad-hoc type of process it used to be”, Knibbe says. “Continuous input of marketinformation is vital in order for us to realize this objective”, he continues. “We are working toprovide an overview of the different customer segments, competitor strategies, and the growthprojections of the internet-based business, just to name a few examples.”GIA White Paper 3/2008The main purpose of all this information is to demonstrate the ROI of DTG’s advertising effortsThe case below will illustrate how DTG has organized for an increasingly systematic support forthe marketing strategy and sales.Case: Improving current market awareness at DTG“Because of the added complexity in our operating environment with regards to technologicaltrends, market segments, partners, new competition, and so forth, our traditional, only partiallystructured ways of managing market information did not suffice anymore”, Knibbe explains. “Weneeded a solution for collecting and sharing information within the organization, and endedup implementing an IT tool and outsourcing the daily market monitoring that we did not haveinternal resources for.”The response in our organization was overwhelming, once we got to pilot the common MI system”, Knibbe describes. “Fortunately we did not have to engage in any cumbersome IT projects,but instead our sales people started seeing the benefits immediately, when the daily marketupdates started to populate our new MI tool”, Knibbe continues.The aim at DTG was to make it easier than before for the sales and marketing people to get ontop of what is relevant to know on an everyday basis in the marketplace, and they have alsoencouraged people to start leveraging the common platform for shared internal signals.The pilot with the new system was a success, so the next step is to add 50 users that focus ondifferent levels of sales. In total DTG has 400 persons in its sales department selling to fourdifferent channels. The intention is to expand the user base little by little when the informationcontent has been tailored to the needs of the different groups.Sales channels at DTG1. National accounts2. Field accounts3. Direct marketing4. Call centersCommunicating Market Intelligence in the organizationIn addition to rolling out the common technical MI platform, we of course need to give MI presentations at sales team meetings, sales conferences, marketing planning meetings and otherevents where people focus on the customer processes”, Knibbe reminds. “Pure facts are verynecessary to back up good business, but typically the real intelligence is only generated whenthe facts are discussed and evaluated in a group of people”, he continues.GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 9

Knibbe describes the future plans for increased support to the sales and marketing efforts atDTG: “In the future, we will be considering ways of linking our CRM system with the Market Intelligence solution in order to have a single source for information related to customers and marketsegments. But we will need to take one step at a time, to focus on the right things for the rightpurposes. We hope to be able to integrate pretty much everything in the future, who wouldn’t,but we also need to scope things so that they can be managed today”, Knibbe analyzes the pathforward.GIA White Paper 3/2008Next steps: Towards a Corporate Intelligence SolutionKey Success Factors for MI at DTGFinally, when asked about the Key Success Factors of Market Intelligence so far at DTG, EricKnibbe raises four things: “The R4” - Right information to the right people at the right time, using the right sources Contribution - Making people aware of the ways in which they can contribute to improvingshared customer knowledge The information pyramid – Demonstrating how important the human component is at allstages of information processing The value of being different – When introducing a new MI solution one needs to stand outfrom the crowd and make a difference. The new MI organization needs to rise above thetraditional MI tools: Emails, newsletters and random reports.GIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 10

MAG Industrial Automation Systems – Company BackgroundMAG is the third largest metal cutting machine tool manufacturer in the world.GIA White Paper 3/2008MAG – Active Intelligence CommunitySupporting Successful Marketing andSalesThe company produces machines from micro machining for medical use all the way up to 3storey high machines for large diameter cutting and milling. Customer industries include aerospace, automotive, construction, mining, oil fields, and power generation. MAG is headquartered in New York.Intervieweved for this case article was Noam Sahbti, Director of Intelligence and Strategic Planning at MAG. In the article, Sahbti discusses the benefits of systematized sharing of intelligencewhen supporting sales, marketing and strategic decision making. An Early Warning System alsoplays a significant role in the MAG Competitive Intelligence operation.From the Information Monster to the MAG Intelligence SystemMAG Industrial Automation Systems today have a comprehensive intelligence system in placethat supports key processes in the organization, marketing and sales included. The realitylooked quite different back at the time when Noam Sahbti, Director of Intelligence and StrategicPlanning at MAG, took on the challenge of changing what people frequently referred to as havingan “Information Monster” in-house.“It was quite a chaos if you think of it”, Sahbti remembers. “Information was being collected bya number of people from all kinds of sources, and it was stored on shared drives, in people’semails, in the intranet and what not. Making sense of the ‘big picture’ was obviously a challenge, and we decided to go with a full blown intelligence system to ‘tame the monster’ if youwill”, Sahbti describes.INFORMATIONSHARINGSYSTEMGIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 11

Information Sharing System as they call it. According to Sahbti, input is secured from a widevariety of relevant sources, and analysis is continuously being produced on topics that matterfor the company. Conclusions and recommendations to senior management have a vital role inthe process.“Especially the high end analysis has been made possible in our intelligence system by us having outsourced parts of the content work”, Sahbti explains. “Us inside the company should havea lot of time to discuss the conclusions and implications of the market developments that weGIA White Paper 3/2008Today, the intelligence workflow process at MAG runs smoothly, centring around the “ISS”,see around us, and outsourcing parts of the content work has been a great support there.”INFORMATION SHARING SYSTEM ISS MAG EMPLOYEESOutputInputMAG EMPLOYEESCI VENDORSOn top of the information that is constantly being collected and processed from a variety ofsources, MAG have concentrated on involving especially their sales people, product managersand marketing managers – those who typically talk to customers and interest groups - in sharing signals from the field with the rest of the organization. In the ISS, the internally producedsignals will be combined with information collected from the outside as presented in the abovegraph.“I think the internal signals fromthe sales and marketing front addsgreatly to the level of interest that50INPUT OF ITEMS46403060038254506415it’s important to have the external37330023105ployees”, Sahbti says. “Of course508400200500the ISS provokes among our em-ITEMS VIEWEDweeksINSTANT ALERTS SENT35078a structured way, but the momentwhen someone personally picks up200and shares a signal that he or she100thinks has special relevance for our0company, it is reflected in the us56781332133978weeksage statistics”, Sahbti continues.SUMMARY ALERTS SENT341300signals collected into one place 50056weeks780weeksGIA White Paper 3/2008 Market Intelligence for Sales and Marketing – Case Examples 12

The ISS solution at MAG strongly focuses on the customer processes but also covers the competitors, markets and geographic regions that are of relevance for MAG. Sahbti still wants toemphasize that they are not only interested in what is happening, but are rather keen to developan early warning capability that will provide a basis for scenarios on what is going to happen.The MAG approach to collecting and interpreting weak signals from the operating environmenthas been described in the table below.EWS AspectsDescriptionSelect key playersIdentify companies and organizations that have an impact on theGIA White Paper 3/2008From on-going monitoring to an Early Warning Systemindustry (customers, regulators, competitors, suppliers.)Set and prioritizeDetermine

Market Intelligence that the marketing and sales processes typically require. The paper looked into “what keeps sales and marketing directors awake at night” and what kinds of concrete Market Intelligence methods and tools can help companies succeed in their marketing and sales efforts.

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