Strategy and Comp...
Follow
Find
118.9K views | +70 today
Strategy and Competitive Intelligence by Bonnie Hohhof
Your new post is loading...
Your new post is loading...
Scooped by Bonnie Hohhof
Scoop.it!

Getting to the Root Cause Before the Titanic Hits the Iceberg: Part 1

Getting to the Root Cause Before the Titanic Hits the Iceberg: Part 1 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Eloquently and painstakingly detailed by our program analyst Thomas Watkins, this is a three-part blog series on how to identify, evaluate, and solve the root cause blocking your sales effectiveness. You will take a methodical journey on how one researcher discovered the root cause to a historical tragedy and how you can apply this method in your own journey to understand your sales wins and losses.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Getting to the Root Cause Before the Titanic Hits the Iceberg: Part 3

Getting to the Root Cause Before the Titanic Hits the Iceberg: Part 3 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

If we analyze the captains of Titanic and Californian on that night, both made decisions that seem very questionable to an informed outsider with all the evidence. To avoid the fallacies that plagued the ship captains, I cannot overstate the importance of receiving valid and accurate feedback about your buyers and competitors. Such information should not be gathered solely through internal means—that information is subjective to inaccuracies, or illusions. However buyers may give biased responses to you for various reasons. A best practice is to use an objective third party partner to get unbiased data and minimize the illusion, giving you what you need to act.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Survey Roundup: Risk Worries Lead to Heightened Monitoring of Business Partners

Survey Roundup: Risk Worries Lead to Heightened Monitoring of Business Partners | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A look at some recent surveys and reports dealing with risk and compliance issues. Eye on You: A survey of 259 compliance professionals from companies worldwide by Dow Jones Risk & Compliance found 33% of respondents said their companies monitor their business partners at least quarterly—more than twice as many as the 16% that said they did in 2014. Government sanctions, potential negative media coverage, reputation issues and discovery of regulatory issues remain the events most likely to trigger relationship reviews.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

"A competitive marketing strategy? How do I action that?"

"A competitive marketing strategy? How do I action that?" | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A competitive marketing strategy can be designed the right way and the wrong way. To assess competition and then plan your “independent” strategy is the right way. To just dive in and then react via knee-jerks to everything the competition does is the wrong way. not everybody shouting out there is your real competitor, so first relax and try to zero in on who is YOUR REAL COMPETITOR. Your competitor is not the guy who is the highest or best in your business. Your competitor is not the guy who sells exactly what you sell in your own neighborhood. Your competitor is any guy who sells his products to the same target audience you are trying to get.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Data is your raw material, not your ideas

Data is your raw material, not your ideas | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There is no 'perfect' in visualisation: there are better and worse solutions but no absolute path to perfection. It is therefore important to embrace these instinctive reactions we have to the subject and task we're working on. These mental manifestations inject imagination and creativity into our work and this is important, without question. However, our ideas only act as initial possible signposts and they should only play the role of background inspiration. They cannot be the leader. We can't afford to commit ourself to such a narrow aperture in our thinking. Our ideas are not the raw material, the data is.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

How to Help Someone Develop Emotional Intelligence

How to Help Someone Develop Emotional Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What does work is a) helping people find a deep and very personal vision of their own future and b) then helping them see how their current ways of operating might need a bit of work if that future is to be realized. These are the first two steps in Richard Boyatzis’ Intentional Change theory. According to Boyatzis here’s how people really can begin and sustain change on complex abilities linked to emotional intelligence:

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Competitive Intelligence by Mike Sandman; IERG Boston Chapter Presentation

Mike Sandman defines and explores Competitive Intelligence: Concepts, Similarities and Differences across the Globe. His presentation was delivered to the International Executive Resources Group (Boston Chapter) on February 23, 2015.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Competitive Intelligence Manager, Dish Netowrks, Englewood, CO

Competitive Intelligence Manager, Dish Netowrks, Englewood, CO | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Competitive Intelligence & Consumer Insights Manager will be responsible for all data-gathering, analysis and internal communications related to our competitors. This person is expected to become the internal expert in video, internet and phone service products and continuously monitor any developments that might impact our business. This person must continuously monitor and assess local and national competitors' offerings, capabilities and strategies and form a point of view on the resultant opportunities and challenges for DISH Network. In addition, this position will determine best business practices and strategies to build new offers/promotions for the existing customer base. 

 

 

Primary responsibilities fall into the following categories:

  • Develop, manage and maintain closed loop management on competitive offers for new and existing customers; central point of contact for targeting/setting up & collecting information from existing customers via survey’s and focus groups
  • Translate complicated, abstract issues into clear insights; proactively communicate and present competitive intelligence / hypotheses through summaries, formal presentations, and informal meetings to business partners at all levels of the organization
  • Research, recommend and implement unique competitive marketing strategies by performing SWOT analysis which meet the company's strategic and financial goals
  • Continuously monitor competitor pricing, products, offers and promotions and manage an ongoing centralized competitor intelligence database
  • Develop strategic pricing models and project financial impacts; preparing executive-level analysis, reports, project status overview and presentations for senior decision makers in the company
  • Work closely with call center operations, training and executive leadership in order to implement initiatives/solutions with effective representative training, measurements and compliance
Skills - Experience and Requirements:

A successful Competitive Intelligence Managerwill have the following:

  • Bachelor’s degree – Preferably Marketing and/or Finance or equivalent experience; MBA a plus
  • 3-5 years of related professional experience
  • Knowledge of sales and marketing principles and methods for showing, promoting, and selling products or services
  • Ability to learn quickly, prioritize and work under pressure, adapt to a rapidly changing environment and demonstrate a sense of urgency -- while not being overly sensitive, quickly frustrated or easily flustered
  • Ability to facilitate a project with multiple steps from conception to delivery and measure success considering the relative costs and benefits of potential actions to choose the most appropriate one
  • Capable of working effectively with cross functional teams to plan and execute Retention initiatives within the call centers. Excellent project management skills; ability to multi-task; proven success in leading cross-functional teams
more...
Scooped by Bonnie Hohhof
Scoop.it!

Global Economic Outlook, Q2 2015: United States -- what a difference a year makes -- Deloitte

Global Economic Outlook, Q2 2015: United States -- what a difference a year makes -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Although 2014 ended with a moderate rate of growth, the United States is well positioned for a stronger 2015. However, the economic trends shaping this year will create counterbalancing impacts.
more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Driving Culture Change in Finance: Tom Scalera, CFO, ITT Corporation - Deloitte - WSJ

Driving Culture Change in Finance: Tom Scalera, CFO, ITT Corporation - Deloitte - WSJ | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
A spinoff often creates a myriad of challenges for the newly formed company. It also can be an opportunity to fundamentally change the corporate culture, the way of doing business and how the finance organization supports the business, as Tom Scalera, CFO of ITT Corporation, explains.

Mr. Scalera describes how establishing a collaborative and customer-focused culture in finance has enabled him to build closer relationships between finance and operations and has allowed finance to play a more integral role in implementing ITT’s strategy. He says that setting the tone at the top, hiring the “right” people and constant messaging are key elements to driving a significant shift in culture, and to giving him the time to take a larger and more strategic leadership role.
more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Business and society in the coming decades | McKinsey & Company

Business and society in the coming decades | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Over the past several decades, one of the great discussions within capitalism has centered on defining exactly what a business is and what its obligations are to society at large and to the many stakeholders participating in business systems, including customers, shareholders, employees, suppliers, and communities, to name a few. The obligations to society have been defined in different ways at different points., we have seen a broadening of the discussion to recognize the importance of multiple stakeholders and the need to promote social, environmental, and financial value. Long-term capitalism goes one step further, asking companies to actively reshape the systems in which they operate. Those systems could include the complex of logistical and shipping services that move goods around the globe, the web of overseas contract manufacturers on which companies rely, or the array of energy suppliers that fuel worldwide operations.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

The Basic Principles of Strategy Haven’t Changed in 30 Years

Almost every time I teach the basic concepts of strategy — the five forces framework or the principles of competitive advantage — I get the same question. “These ideas are more than 30 years old,” managers complain. “Isn’t there anything more recent?” Unfortunately, this question demonstrates a lack of understanding of the nature of knowledge. It the same as saying to a maths professor who is explaining the principles of calculus, “These ideas are more than 100 years old. What are the new ideas?” It took decades to figure out the basic principles of business strategy, and now that we have figured them out, we should not be valuing them any less because they have been clear to us for 30 years or more. The basic principles are:

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs — HBS Working Knowledge

The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs — HBS Working Knowledge | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

But how were they able to steer their companies through the volatile ups and downs of decades of changing technologies? What did they have in common? And what can we learn from them about successful strategy? Those are the questions David B. Yoffie and Michael A. Cusumano address in their new book, Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs. "I have known all three of these individuals," says Yoffie, the Max and Doris Starr Professor of International Business Administration at Harvard Business School. "By looking at what they had in common, I thought there was a great opportunity to understand what distinguishes a really great strategist from your average CEO.

more...
FRANK FEATHER ~ Business Futurist's curator insight, April 22, 6:34 PM

Good summary article of a book on the winning approaches of three top strategic CEOs.

Scooped by Bonnie Hohhof
Scoop.it!

Getting to the Root Cause Before the Titanic Hits the Iceberg: Part 2

Getting to the Root Cause Before the Titanic Hits the Iceberg: Part 2 | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Quite often, our experience in analyzing B2B sales uncovers the same illusions. A company may have illusions about its competitors or its buyers, and these illusions could cloak a major obstacle to the company’s success. Just as technology on the Titanic limited its ability to see the iceberg to one medium that was fallible, so are companies limited in their visibility into their buyers’ minds and competitors’ strategies.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

3 Key Tools for Analyzing a Competitor’s Content: webinar

3 Key Tools for Analyzing a Competitor’s Content: webinar | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
  • In 2015, how do suppliers “meet” companies for the first time?
  • Why B2B market research and Competitive Intelligence teams should pay attention to a competitor’s content marketing.
  • Three tools you can use to analyze a competitor’s content marketing campaign
more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

The Military Wants Smarter Insect Spy Drones

The Military Wants Smarter Insect Spy Drones | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Tiny flying machines need better brains before they can start spying on you. The Defense Advanced Projects Research Agency put out a broad agency announcement this week seeking software solutions to help small drones fly better in tight enclosed environments. The Fast Lightweight Autonomy program, the agency said, “focuses on creating a new class of algorithms to enable small, unmanned aerial vehicles to quickly navigate a labyrinth of rooms, stairways and corridors or other obstacle-filled environments without a remote pilot. The solicitation doesn’t focus on new drone designs so much as helping very small drones — able to fit through an open window and fly at 45 miles per hour — navigate tight and chaotic indoor spaces without having to communicate with operators, get GPS directions, or receive data from external sensors. All the thinking, steering and landing would be in the drone.

Bonnie Hohhof's insight:

cool videos

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

A meltdown or creative destruction?

A meltdown or creative destruction? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


here are many people, many more than a decade ago, who are line managers, whether it is in marketing, sales, product development, planning, finance, or whatever, who have CI responsibilities and/or tools available to them. And that is due to the development of CI as a separate discipline. That does not mean competitive intelligence has vanished – rather that it is morphing. If anything, it may not be as visible as it was in, say 2000, but it appears to be more widespread with deeper roots. The challenge now is to make sure that you and others understand what CI is, how to do it properly, and how to utilize it. Also, as with strategic planning, you have to learn when to go outside for help and what kind of help to seek. In other words, what not to do.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Mixed Signals: Why People Misunderstand Each Other

Mixed Signals: Why People Misunderstand Each Other | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

To Halvorson, a social psychologist at Columbia Business School who has extensively researched how people perceive one another, Tim’s story captures one of the primary problems of being a human being: Try though you might to come across in a certain way to others, people often perceive you in an altogether different way. Most of the time, Halvorson says, people don’t realize they are not coming across the way they think they are. Perception is also clouded by the perceiver’s own experiences, emotions, and biases, which also contributes to misunderstandings between people. As Halvorson puts it, everyone has an agenda when they interact with another person.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Intelligence And Cookies

Intelligence And Cookies | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Note: This is entry number 2 in a three part series on some of the things I have learned about intelligence support to entrepreneurs from running a number of crowdfunding campaigns.  Not every product has this strong of a trend associated with it.  That said, if you have to swim upstream, you at least want to know about it beforehand.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Trial and Error Is No Way to Make Strategy

Trial and Error Is No Way to Make Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

For decades now, both consultants and academics have been arguing that the world has become so fast paced, so hypercompetitive, so complex, so ambiguous, and so uncertain, that the death knell has sounded for strategy’s central concept of sustainable competitive advantage. Competitive advantage has become fleeting, easily disrupted by actors both inside and outside an industry. The common prescription for competing in the absence of competitive advantage is the concept of strategic agility or adaptability, which involves rapid pivots, self-disruption, and abundant experimentation. Success, in this worldview, often entails mimicking the lean startup, strategically maneuvering with nimbleness and flexibility. Perhaps.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Global Economic Outlook, Q2 2015: Brazil, into the storm -- Deloitte

Global Economic Outlook, Q2 2015: Brazil, into the storm -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
As the Brazilian president starts her second term in office, it is clear that the economic picture is not pretty. Private consumption, a key driver of growth, has slowed, and the labor market has worsened.
more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Global Economic Outlook, Q2 2015: Deloitte

Global Economic Outlook, Q2 2015:  Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In recent months, the global economy has been rocked by a dramatic decline in oil prices and a dramatic increase in the value of the dollar. Diverging policies of different countries have contributed to exchange rate volatility.
more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Better break-ups: The art of the divesture | Deloitte

Better break-ups: The art of the divesture | Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In their continuing efforts to unlock greater shareholder value from portfolio realignment, CFOs are increasingly turning to spin-offs, which create new public companies out of existing business units. In this issue of CFO Insights, we look at four lessons to consider when separating an entity and keys to helping companies get it right the first time.
more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

Is the End of GE Capital Good News for Ecomagination?

Is the End of GE Capital Good News for Ecomagination? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

two angles on GE’s move tell an important story, and one that’s not being discussed. First, it’s not nostalgia for manufacturing that’s driving GE CEO Jeff Immelt and his team to make this decision to focus (again and still) on making the stuff our economy needs. They must see better opportunity for profit and growth on the physical side of the business. And second, the biggest opportunity lies in a particular kind of industrial product – those that bring about a cleaner economy.

more...
No comment yet.
Scooped by Bonnie Hohhof
Scoop.it!

The Where Factor: Location Intelligence and the Competitive Edge

The Where Factor: Location Intelligence and the Competitive Edge | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The convergence of business intelligence and big data has given rise to data-driven organizations—organizations that use data to direct business practices, marketing, new product development and other operational activities. But business intelligence platforms typically miss an important dimension of data analysis: location.A recent report by Forbes Insights, in association with Pitney Bowes, “The Eureka Moment: Location Intelligence and Competitive Insight,” examines this additional layer of intelligence and its uses.

more...
Alex Pfeiffer's curator insight, April 23, 1:27 PM

Great site to learn about business intelligence.