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Why Win/Loss Analysis?

Why Win/Loss Analysis? | International Marketing | Scoop.it
“Yet most companies don’t have a formal Win/Loss analysis program. Most do ask sales why they think they won or lost a deal. For more complex deals, there is often a post-sale debrief on what went right and wrong, which engages the sales and marketing team dedicated to that deal. These results are useful, but they lack the additional intelligence you gain from interviewing your customers who chose your product, and those who chose a competitor. However, these results provide great intelligence to feed into your Win/Loss program.”
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'Friend and Foe': Balancing Competition and Cooperation - Knowledge@Wharton

'Friend and Foe': Balancing Competition and Cooperation - Knowledge@Wharton | International Marketing | Scoop.it
We often look at our relationships in terms of extremes: someone is either a friend or a foe. But Friend and Foe, a new book by Wharton professor Maurice Schweitzer and Columbia Business School professor Adam Galinsky, suggests that most relationships are a lot more complex: They include both cooperation and competition. Knowledge@Wharton recently spoke with Schweitzer and Galinksy about why people are most successful when we are able to navigate the tension between the two.
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Maria Ioia's curator insight, September 14, 2015 7:27 PM

Good to see more on this especially as we will be seeing more instances of traditional competitors forming strategic alliances.

nadeemans's curator insight, September 14, 2015 11:10 PM

http://apkandroplace.com

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It’s Showtime - competitive intelligence at tradeshows

It’s Showtime - competitive intelligence at tradeshows | International Marketing | Scoop.it
.One of the most effective uses of your competitive intelligence skills, whether basic or advanced, is to “work” a tradeshow or conference. What I want to do now is to give you a couple of hints about how to prepare for such an event.The first thing you have to establish is to answer the question: why are you going to this tradeshow? If you’re going there solely to represent your company, and expect to be anchored to its table or booth or stand, then you have limited opportunities to develop CI. However, you should be prepared to listen carefully to what customers and potential customers of yours may say to you in their visit to your booth. In fact, if you can really engage them in conversations, try – very gently – to elicit from them what they may have heard from a competitor at the show.
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Just Say No

Just Say No | International Marketing | Scoop.it
In a new book, leadership expert Ira Chaleff argues teaching employees to disobey orders is an essential management safeguard. Rather, we can short-circuit the ingrained habit of employees to automatically obey orders by teaching them to follow a formula that Chaleff distills as: Understand the mission of the organization, the goals of your activities, and the values that are supposed to govern how you achieve those goals; If you receive an order that seems to violate the mission, goals, or values, ask for clarification. Then, further evaluate the order to determine the source of the problem (whether it involves safety, legality, morality, etc.); Consciously decide whether to obey the order or whether to resist it and offer an acceptable alternative if possible; and Assume personal accountability for whichever choice you make.
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Acquiring and Managing Competitive Information

Acquiring and Managing Competitive Information | International Marketing | Scoop.it
Nobody’s business operates in a vacuum. Your company is surrounded by a network of clients, vendors, collaborators and competitors. Everyone in that network has their own challenges that they’re dealing with. Some of it won’t impact you and some of it will. The key is to maintain awareness of the world outside your own little bubble.
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Recueil de bonnes pratiques en matière d’intelligence économique - Competitivite.gouv.fr

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Laurent Deslattes's curator insight, July 21, 2015 7:38 AM

Un document officiel de référence présentant les bonnes pratiques en matière d'intelligence économique à l'échelle territoriale.

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Five Lies You're Telling Yourself About Your Communication Style

Five Lies You're Telling Yourself About Your Communication Style | International Marketing | Scoop.it
“Getting your point across is about a lot more than than words you say, and no, you can't just "wing" your presentations.”
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The Competitive Advantage Cycle

The Competitive Advantage Cycle | International Marketing | Scoop.it
“The Strategy thought leaders of McKinsey have developed over time two frameworks (among a dozen or so) that help describe the evolution of companies and business lines from their Current Competitive Advantage to their Next & Future ones: “Three Horizons of Growth” and “Portfolio of Initiatives”. The diagram below uses these frameworks to describe the Competitive Advantage Cycle.”
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Foglino's curator insight, June 15, 2015 7:41 AM

The question is: how competitive advantage can be identified, measured and constantly maintained through changes and innovation ?

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“Competitive Intelligence” Shouldn’t Just Be About Your Competitors

“Competitive Intelligence” Shouldn’t Just Be About Your Competitors | International Marketing | Scoop.it
“It’s about seeing the market as a whole.”
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7 Tips For Presenting Competitive Intelligence Data Like A Pro

7 Tips For Presenting Competitive Intelligence Data Like A Pro | International Marketing | Scoop.it
Episode #88 of the Competitive Intel Podcast, plus transcript. We cover: - Why competitive intelligence and market research analysts struggle with presenting data. - Why the 10-20-30 slide show rule is ridiculous from a practical standpoint. - Seven tips for making yourself a better presenter and driving more impact
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Don’t Ask for New Ideas If You’re Not Ready to Act on Them

Don’t Ask for New Ideas If You’re Not Ready to Act on Them | International Marketing | Scoop.it
Companies that focus on innovation often worry about how to encourage people to contribute ideas. But what happens when you ask people to participate in an innovation effort, and then get flooded with too many suggestions? Innovation requires more than just coming up with ideas. In fact, ideation may be the easiest part of the process, particularly when new platforms and tools make it easy for people to contribute. Filtering and selecting the right ideas, and then prototyping, pivoting, piloting, and ultimately scaling them, in the midst of competing priorities and limited resources, is much more difficult. So if you’re going to start an innovation effort, think about how to orchestrate the process after you have ideas to work with. Another key lesson is to be more specific about the focus and criteria for submitted ideas. If the parameters are too general, it becomes difficult to sort out the wheat from the chaff.
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Using Competitive Intelligence to Stay Ahead of Your Rivals

Using Competitive Intelligence to Stay Ahead of Your Rivals | International Marketing | Scoop.it
“Despite the shift in the business world towards collaboration, competition is one of the founding principles of business. For many, the cut-and-thrust of the marketplace and”
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No Competitive Intelligence? No Excuses!

No Competitive Intelligence? No Excuses! | International Marketing | Scoop.it
What’s your excuse for a lack of competitive intelligence? Have you ever said to yourself: “All of my competition is privately held, I can’t do research on my competitors.” Sound familiar? What about the Internet? Also sound familiar? In our hyper-wired Internet driven world, there isn’t much you can’t research – even when it comes to your competitors. You just have to be willing to do the work.
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The Silo Effect can create tunnel vision and prevent us from seeing risks

The Silo Effect can create tunnel vision and prevent us from seeing risks | International Marketing | Scoop.it
Some organizations avoid silos, or at least minimize their impact, and journalist Gillian Tett devotes equal time to looking at success stories. Silos can make us, collectively, act in stupid ways. It can prevent us from seeing risks because we are so consumed with our own area of expertise that we are unaware of information from allied silos and thus fail to see the big picture.
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How to Build a Sustainable Blue Ocean

How to Build a Sustainable Blue Ocean | International Marketing | Scoop.it
What separates high-performing and sustainable market-creating strategies from those that fail to last? How can you ensure that the blue ocean you are creating is sustainable? The answer comes down to a holistic understanding of strategy and alignment of three strategy propositions: the value proposition, the profit proposition, and the people proposition. For any strategy to be successful and sustainable, an organisation must develop an offering that attracts buyers; it must create a business model that enables the company to make money out of its offering; and it must motivate the people working for or with the company to execute the strategy. While good strategy content is based on a compelling value proposition for buyers with a robust profit proposition for the organisation, sustainable strategy execution is based largely on a motivating-people proposition.
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Buyer-supplier collaborations - EY

Buyer-supplier collaborations - EY | International Marketing | Scoop.it
“Commercial activity and corporate performance is based on relationships, particularly collaborations between buyers and suppliers. During a macroeconomic recession, it is critical to reassess these collaborations in terms of strategic importance, target alignment and perceived risk of opportunism to improve the operational or financial performance of both parties”
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Long-range Intelligence?

Long-range Intelligence? | International Marketing | Scoop.it
I am not a great believer in using CI to develop long-range intelligence reports. Why? The first reason is that such a program can be costly and worse, difficult to justify, from a cost-benefit position.
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Mener et ajuster une stratégie d’influence effective 1/2

Mener et ajuster une stratégie d’influence effective 1/2 | International Marketing | Scoop.it
“ Dans le cadre de notre coopération avec la CCI Paris Ile-de-France, Denis Deschamps, responsable du département Innovation et Intelligence Économique analyse les clefs d'une stratégie d'influence efficace.”
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Overcoming obstacles to effective scenario planning | McKinsey & Company

Overcoming obstacles to effective scenario planning | McKinsey & Company | International Marketing | Scoop.it
“ Scenario planning can broaden the mind but can fall prey to the mind’s inner workings. Here’s how to get more out of planning efforts. A McKinsey & Company article.”
Via David Sarabia
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Use your competitive intelligence portal for innovation and creativity

Use your competitive intelligence portal for innovation and creativity | International Marketing | Scoop.it
Innovation is crucial to creating a competitive advantage and staying ahead of the market. When executed well, your competitive intelligence portal can be a repository of ideas for innovative new products, solutions to customer needs, ways to reduce costs etc.. The sources for these ideas can be numerous; with social media platforms becoming popular channels filled with consumer-generated content that companies mine for information and analysis. Using your competitive intelligence portal for innovation and creativity requires some planning, in order to prevent it from becoming a “dumping ground” of information, which will turn users off from referring to it. The volume of information we get is increasing dramatically and any information chaos or overload has the potential to provoke more frustration, rather than creativity. Here are a few things to keep in mind.
Via David Sarabia
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Rethinking The Four Faces of Competitive Intelligence

Rethinking The Four Faces of Competitive Intelligence | International Marketing | Scoop.it
“For many of us who are involved with competitive intelligence for a living, our thinking has evolved thanks to lessons learned and new capabilities in Big Data.”
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5 Ways To Disrupt A Stagnant Or Dying Industry

5 Ways To Disrupt A Stagnant Or Dying Industry | International Marketing | Scoop.it
Disruption is also quite diverse, and because it's so diverse, there are various ways to disrupt industries. Disruption can stem from an error in judgment or big capital investment costs. Disruption can come from companies wanting to empower their consumers, better benefit the environment, or adopt the newest, cutting-edge technology. Many times, the biggest driver in disruption is that certain people naturally have a keen foresight and that engrained desire to be different; they want to improve things, be better communicators, and interact more within their industry and with their customers. So what does it take for you to be that innovative mind or company that disrupts your industry?.
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What to do with kamikaze competitors

What to do with kamikaze competitors | International Marketing | Scoop.it
Anyone who works in an industry for a period of time eventually runs into stupid competitors. Companies that lower prices without a long-term view, companies that bundle so many services together that it becomes a challenge for anyone to match them. The list of infractions goes on and on. You do need to examine these firms, rationally, to truly understand their motivations. It is possible what is “stupid” on the surface may reveal a clever strategy that requires counter moves on your part. But with the truly maniacal companies that are prepared to win at all costs – even if it means that they also fail in the long run – you must prepare to stick to your strategy and its execution.
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Bharat Employment's curator insight, February 1, 2015 11:58 PM

www.bharatemployment.com

Isabel Iniesta's curator insight, February 7, 2015 4:19 AM

La estrategia es esencial en cualquier negocio.

¿Adivinas la estrategia de tus competidores?

Hay que ser proactivo.

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Best Sales Intelligence Practices

Best Sales Intelligence Practices | International Marketing | Scoop.it
“This article contains some best practices to engage sales to share competitive intelligence information. It is a timeless topic that I have been researching in my 30 years as a competitive intellig...”
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