News You Can Use Turning Competitive Intelligence into Winning Strategies Randy Richter.

News You Can UseTurning Competitive Intelligence into Winning Strategies

Randy Richter

APMP BID & PROPOSAL CON 2015 | PAGE 2

The Intelligence Cycle

Planning

GatheringAnalysis

Dissemination

Processing


Bossus Pointy Hairibus


Snow

How do you know what snow to collect, or where to go to collect it?


Former National Intelligence Officer for Science and Technology

Tailored CIA’s National Intelligence Topics process for civilian use at Motorola in late 1970s

Jan Herring


Key Intelligence Topics

Key Intelligence Topics define the specific intelligence needed to enable effective decision making

KITs reflect the intelligence needs of managers and executives

KITs form the foundation of any consistent, repeatable, effective competitive intelligence program


Strategic Decisions & Issues KITs

Focus: address long-term policy needs of the organization

These are the most important set for a successful corporate CI program

Do we have access to sufficient capital to enter the (fill in the blank) market?

Do we have enough production capacity, or will we need to build a new plant with a more cost-effective manufacturing capability?

Do we have intellectual property that differentiates us from our competitors?

Can we recruit and retain the key staff that are instrumental to our company’s success?

These KITs are not always applicable to opportunity-based CI


Early-Warning KITs

What disruptive technologies may impact our core business?

What do our customers think about our work/our people/our capabilities?

Are new competitors entering/thinking of entering our space?

Focus: avoid surprises

Early warning KITs generally reflect management fears

Tend to be weighted toward threats rather than opportunities


Competitive Strategy & Operations KITs

Focus: promote common understanding of players in a market or opportunity

What are the “personalities” of key competitors?

What specific capabilities will competitors offer in context of market/opportunity?

Who are potential new customers for our products/services?

Are new suppliers available that may lower our/competitor costs?

“Key Player” KITs are key to opportunity-based CI and PTW


Counterintelligence & Security KITs

Focus: identifying what competitors know about us

Is our intellectual property properly protected?

Is our social media presence appropriate? Do we give away more than we gain?

What information can competitors find about our work/our people/our capabilities?

What do competitors perceive our “personality” to be?

These KITs are applicable across the business spectrum


KIQs Are Not for Kids!

Key Intelligence Questions are specific questions whose answers satisfy needs of specific KITs

KIQs enable development of action plans for gathering and analyzing information


Key People KITs


PurposeGoals

Objectives

Strategies

Tactics

General approach

Specific, measurable target

Specific plan


Provide news you can use to make informed business decisions


Actionable Intelligence in the BD Lifecycle

Key point: CI deliverables must align with decision gates

Market Research

Marketing/CampaignDecision

Competitor Analysis

InterestDecision

Competitive Analysis

PursuitDecision



Bid ValidationDecision


Market Research Competitive

Analysis

Preliminary BidDecision


Competitor Analysis Competitive

Analysis


Interest Gate

Strategic Decisions & Issues KIT

Do we have intellectual property that differentiates us from our competitors? Who are our key competitors in this market? What key IP do these competitors have? How does our IRAD spending compare with

those of competitors in this market?

Do we have enough production capacity, or will we need to build a new plant with a more cost-effective manufacturing capability?


Pursuit Gate

What do our customers think about our work on the current program? What do key customers (acquisition, funding

and user) say about our current performance? How has our performance changed over time. What do key customers say are unmet needs?

Are new competitors entering/thinking of entering our space?

Early-Warning KIT


Preliminary Bid Decision Gate

Competitive Strategy & Operations KIT

What specific capabilities will competitors offer in the context of this opportunity? Who are the known and likely prime bidders? Who are their teammates /roles/workshare? Where will they perform work – and does this

provide them a cost advantage? Do they plan to recruit our staff? How – and when?

Are new suppliers available that may lower our competitors’ costs?


Bid Validation Gate

Counterintelligence & Security KITs

Is our social media presence appropriate? Do we give away more than we gain? What do our employees say about us on

GlassDoor? Are our current HR practices identifiable?

Can competitors determine our staffing levels from LinkedIn data or our Facebook site?

What information can competitors find about our current work, our people, and our capabilities?


What’s In It for Me?

Gets everyone in the company on the same track Enables proactive analysis – not knee-jerk action Ensures that scarce (and expensive) intelligence

resources are effectively used Enables development of winning solutions and

strategies


Actionable Intelligence leads to success for your boss – and you!


Questions?


Randy RichterPresidentRichter & CompanyPhone: (301) 845-7300 [email protected] www.RichterAndCompany.com

Contact Us

APMPPO Box 77272Washington, DC20013-7272 Phone: +1 - (202) 450-2549www.apmp.org

News You Can Use Turning Competitive Intelligence into Winning Strategies Randy Richter.

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