a pplying mar ket segmentation and intelligence to ... · j p k g r o u p p r oduct intelligence...
TRANSCRIPT
JPK
Gro
up
Product Intelligence & Experience SummitSeptember 20-21, 2017 • Chicago, IL
Collaborative Analytics and Insights to Unite Strategy & Innovation
September 20, 4:30 pm
View presentation online at: https://jpkgroupsummits.com/attendee2/
Presenter: Arik Johnson – Aurora WDC
Applying market segmentation and intelligence to innovate, grow and gain a competitive advantage
Arik Johnson is Chairman of Aurora WDC, the intelligence advisory firm he founded in 1995. After stepping aside as CEO in late 2009, today Arik serves as Managing
Director and lead architect at Aurora’s R&D lab, think tank network and intelligence policy institute, the Center for Organizational Reconnaissance (COR). Arik is a Fellow
of the Strategic and Competitive Intelligence Professionals society and has chaired SCIP’s annual international conference (2006), served on SCIP’s board of directors
(2004 – 2006), won SCIP’s Catalyst award (2005), and served as a chapter coordinator, as well as, trustee and development committee chair of the CI Foundation.
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Angles of Attack:Collaborative Analytics and Insights to Unite Strategy & Innovation
Arik Johnson
Founder & ChairmanAurora WDC [AuroraWDC.com]
Managing DirectorCenters for OrganizationalReconnaissance [COR.vc]
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Aurora WDC
HistoricalContext
ProspectiveFuture
Understand
Uncertainties
Blind Spots and GAPsAurora WDC
Subject-Matter Expertise & Experience
Enables Planning to
Outthink/Outcompete Competitors
Acquire
A Clear Contemporary View of the Current
Market
Plan
Prediction of a Future StateHistorical Context + Contemporary View = Forecast of Trends for the Future
Clear Historical Context of the Past
Understanding Today (and 1-3 Years
Forward)
Current Macro and Micro View of the
Competitive Environment
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Strategic, Market & Competitive Intelligence has 3 Primary Operational Roles
Signals
of
Change
Strategic Choices
Influencing
Success
Likely Outcome of
Competitive
Battles
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Strategy should be a
Response to Intelligence
Not the other way around…
What, exactly, IS “strategy”?
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Knowing Why They Buy“Companies may know a good deal about their customers. They know nothing, as a rule, about their non-customers -- the people who should be their customers but buy from someone else. Why do they do that? And yet it is the non-customer where important changes always start first.”
Look Beyond the Current Business
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Managers caught in this kind of competition almost universally say they dislike it and wish they could find a better alternative. They often know instinctively that innovation is the only way they can break free from the pack. But they simply don’t know where to begin.
Chan Kim and Renee Mauborgne
Competing head-to-head can be cutthroat especially when markets are flat or growing slowly.
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Success Breeds Complacency
“It is a classic conundrum for business titans: How much money and attention should be focused on a new, but growing, operation that is far less profitable than the core business?”
- Prof. Clayton Christensen, The Innovator's Dilemma
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Customers “Hire” Products to Do
“Jobs” for Them
Concentrate Less on
What Customers “Want” and
More on What Customers “Need”
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Engineering progress will always outpace
elevating customer expectationsPe
rfo
rman
ce
Time
Low quality use
Medium quality use
High quality use
Most demanding use
Disruptive technology
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Disruptive Innovation Strategy
Perf
orm
ance
Time
Angle of Attack 1: Incremental Innovation
Overshoot
Underperformance
Sweet Spot
Angle of Attack 2: Low-End Innovation
Capture Overshot Customers
Angle of Attack 3: Innovate on a New
Performance Dimension
New
Per
form
ance
Dim
ensi
on
Non-Consumption
Non-Consumption
Angle of Attack 4: Address Non-
Consuming Contexts
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Customer Demand & Signals of Change
1. Non-Market Contexts: External Forces (Government, Economics, etc.) Increasing or Decreasing Barriers to Innovation
2. Undershot Consumers: Opportunities for Up-Market Sustaining Innovations
3. Overshot Consumers: Opportunities for Low-End Disruption, Shifting Profits by Specialist Displacements (Modularity) and the Emergence of Rules
4. Non-Consumers: Opportunities for New Market Disruptive Growth
Established Companies almost always
Lose to Disruptive Innovators
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Competitive Intelligence Analysis Failure: Diagnosing Individual Level Causes and Implementing Organisational Level Remedies by Fleisher & Wright
Abstract:It is anticipated that any Competitive Intelligence (CI) professional would want to perform the analysis task and execute their responsibilities successfully over time. Such competencies would normally come with added experience on the job, as should the ability to reduce the risk of failure by diagnosing potential pitfalls. This paper presents: (a) a unique four-level hierarchical model of analysis failure; (b) identification of common causes of failure at the individual level; (c) 10 key continua of CI analysis skills which we believe an analyst has to master to become competent in their work; and (d) guiding principles for an enlightened firm to follow if they wish to discharge their organisational level responsibility of reducing the potential for analysis failure. We believe that the issues raised in this paper are of significance and should ultimately contribute towards creating a more successful analysis function. This can only be of benefit to educators, practitioners and others who rely on skillful CI output to inform their decision making.
Journal of Strategic MarketingVolume 18, Issue 7, 2010Special Issue: Competitive Intelligence, Analysis & Strategy
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Dr. Craig S. Fleisher
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Collaborative
Insights Team
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STOCHASM
The difference betweenwhat you think you know andwhat you actually know.
Intelligence lives in this chasm, creating new knowledgeAND
disputing false assumptions.
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In selling the Xiaomi smartphone, Xiaomi employs a strategy that is very unlike other smartphone makers such as Samsung and Apple. Lei Jun, Xiaomi CEO, said that the company prices the phone almost at bill-of-material prices, without compromising the component quality and performance compared to other premium smartphones. To profit from the narrow margin, Xiaomi sells a model for up to 18 months instead of the short 6 months used by Samsung to profit from the fall in the costs of components that occurs over time. It also profits by selling phone-related peripheral devices, smart home gadgetry, in addition to apps, online videos and themes. In the long term, the company sees the hardware sales just as a means of delivering software and services, as explained by Hugo Barra, "We are an internet and a software company much more than … a hardware company.
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Asymmetric Interpretation Engages the Entire Workforce in Collaborative Sensing to Anticipate and Act on Industry Change
Signals
of
Change
Strategic Choices
Influencing
Success
Likely Outcome of
Competitive
Battles
Why Reconnaissance?
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How to become your organization’s G2.
Here’s the first secret:
You won’t get there on your own.
My first challenge to you is to form your own local Insight Circle™ with like-minded
professionals.
Email me for details: [email protected]
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❖ Feel free to ask for help:
❖ Email: [email protected]
❖ Phone: +1-608-630-4242
❖ Twitter: @ArikJohnson
❖ LinkedIn: www.linkedin.com/in/ArikJohnson
❖ Skype: ArikJohnson
❖ Web: www.IntelCollab.com & www.AuroraWDC.com
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Observer Collaborator Provocateur
TASKING COLLECTION DISSEMINATIONANALYSIS
People &
Culture
Methods &
Systems
Products &
Services
Mission &
Priorities
Intel Team Audit
Delphi Interviews with Key Executive Clients
Enterprise-wide Recognition of Intel Value by the Workforce
SME Profiling / OSINT Intel Fitness Assessments, Team Fundamentals & TrainingHUMINT / Willingness to
share/contribute
Ability to Protect Confidential IP, Elicitation Across the Workforce
Market Research Derivative / Ad-Hoc
Client-Driven / Defined
Systematic / Initiative / Metrics
Stick-fetching / Service Bureau / Responsive
More Intuitive, KIT & KIQ-driven
“Consigliere” / G2 Strategic Advisor
Competitor Activity & Plans (Reactive)
Market & Industry Trends (Defensive)
Scenarios, Futures, Disruptions (Offensive)
OSINT Self-Service (Email, Google)
SME Nets, Ad-Hoc Field HUMINT, Portals (Intranet/SharePoint)
Crowdsourcing, Mobile, SME Nets Formalized
Free Subscriptions, Google Alerts, SharePoint
Network Hub, Hand-Off to Execs
Invited to Decision Forums, Ability to Tap SME Nets “at will” with Success
Unstructured Known Needs Convenient, Limited Clients
Internal / External Mix of Some Key SBU’s
Systematic, Real-time Problem-Solving, Enterprise-wide
Asking Better Questions
Intel Community, Internal & External
SWOT, Industry, Five Forces, Competitor Financials -Reactive
Benchmarking, Win/Loss, STEEP, 4Cs - Proactive
Scenarios & Simulations, Value Chain & Business Model -Predictive
Reports / Alerts / Profiles
Summarized Situational, Market & Industry Analyses
Interactive, Business Performance Focused, Drives Problem-Solving
Situational Assessment
Early Warning, Strategic Issues, Key Players
Balanced Scorecard, and Other BPM-driven Applications
Client Definition, Push-Demand Generated
Client Fitness
Pull-Demand Action
Email, Asynchronous
Intranet / Portal
Real-Time, Two-Way Persistent Apps
Newsletters, Key Players
Events, Issues & Decision Support
Early Warning, Detection & Anticipation of Industry Change
Mostly Push, Basic Reporting
Push / Pull “Balancing Act”
Client-Pull, Customized to Individual Preferences and Needs
Who?
How?
What?
Why?
What? So What? Now What?
Roadmap 3-Phases of Readiness
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Training
Research
Systems
Three (3) Keys to Unlock
Intelligence Potential
Key Intelligence Topics &
Questions Development
Scenarios, Simulations, & Early Warning
Professional & Program
Development Roadmaps
Technology, Industry,
Competitor, & Customer Analysis
Profiling Engine of
Key Players
Storage & Retrieval of Historical
Intelligence
External Secondary
Awareness & Monitoring
Map & Manage
Internal Source Networks
Human Source
Universe for Elicitation
Analytical Methodology
& Tool Selection
Intelligence Project
& Program Design
Business Problem
Diagnostics
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Performance
Driven
Organizational
Reconnaissance
Based on Performance
Management
Perspectives such as
the Balanced
Scorecard
30
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What’s Next?
Leadership to Act isBased on Confidence
Intelligence Combats the Paralysis that Accompanies Uncertainty
Reconnaissance Transforms Your Workforce into a Force to be Reckoned With
Feel free to ask for help:
Email: [email protected]
Phone: +1 (608) 630-4242
Twitter: @ArikJohnson
LinkedIn: http://linkedin.com/in/ArikJohnson
Skype: ArikJohnson
Web: http://IntelCollab.com & http://AuroraWDC.com