The Big Picture (5 of 7)Posted: October 17, 2017
October 17, 2017
In our experience, there are usually 7 major issues involved in creating or adding a new competitive intelligence unit:
- financial and personnel
- internal marketing
- customers and their needs, and
- products and feedback.
One of the cases in Competitive Intelligence Rescue – Getting It Right, our new book, deals with internal networking and CI, as does the more technical chapter 6 in Proactive Intelligence: the Successful Executive’s Guide to Intelligence. Here are a couple of key high-level issues:
- Internal networking is a way, like training, to continue to bring CI to everyone’s attention. That can be critical during the start-up period of a CI program when its impact, even existence, may not be evident.
- Networking can multiply the effectiveness of a CI team or program. It creates and maintain a quick connection to people inside of the company who may have access to critical bits of data. With networks in place, they may feel that there is someone that they can “alert”.
- Members of the sales team can be valuable members of your network. However, it is not unusual for managers to object to this, on the basis that it “wastes” the time of the sales personnel. Do not try and make the sales force into a CI data collecting force. Rather, provide members with some help so that they feel freer to reciprocate.