oracle scip presentation
TRANSCRIPT
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Paul Senatori
Ridding the Market ofCompetition
Paul SenatoriCompetitive Intelligence
June 18, 2001
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Disclaimer
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The information, views, ideas andstatements in this presentation aremine and do not reflect the policies,
practices and operating procedures ofOracle Corporation.
All references to Oracle are purely coincidental.
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Speaker Bio Sr. Director Competitive Intelligence, Oracle Corp.
Oracle 34 quarters (CI)
Ingres 3 Years (CI)
Sybase 3 Years (CI)
Apple Computer 3 Years (MR)
Bank of America 3 Years (MR/CI)
ComputerLand 2 Years (MR)
Survey Research Center 2 years (MR)
Education BS Information Management, USF
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Agenda
Disclaimer and Safe Harbor Statement
The (competitive) DNA of Oracle
Moving CI into the Value Chain, RevenueStream, etc.
CI Experiences at Oracle
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Sun Tsu Attila The Hun Larry Ellison
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Sun Tsumeet Attila The Hun(Strategic and Operational Mentors, respectively)
Both actively deployed intelligence agents
The later was a relentless field commander The former made clever strategic use of
mans greed and natural failings understressful conditions
LJE is a impassioned advocate of ancient
Japanese customs and practices
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Attila-the-Hun.com Whos the faster barbarianin Europe?
Whos empire costs 7 timesthe Huns?
The Huns Extend their Lead
over the Romans
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oracle.com
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Unique Market/Industry Environment Two major cycles can quickly end any vendors run
in the market
Product cycles are now 3-6 months(could become days in next 2-3 yrs.)
Product weaknesses can be backfilled in a matter of
weeks (soon to be days) Management at competing vendors are former
Oracle alumni
Hyper-aggressive competitive actions are tolerated
Defections to competing firms are common place
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Competitive Landscape
Consolidation Acuity Advanced Planning
Solutions
Appnet Artistry Aurum Baan Beologic
Business Evolution Clarify CommerceBid.com Concentra Darwin
Datasage Epicon Exactium Geotel ICC
Periphonics Prospect Premisys
RightPoint Scopus Silknet Simbad Digital Solomon SupplierMarket.com Tinoway The 20-20 Group Tradex Trading Dynamics Transitif
Vantive Versatility Voicetek Webline
Interleaf Janna Matrix
Mergent Mustang.com NetDialog Numetrix Metropolis Newtonian Oberon Octane OnDisplay OnLinkTechnolo
gies OnTarget OpenSite Paragren
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Competitive Landscape
Consolidation Acuity Advanced Planning
Solutions
Appnet Artistry Aurum Baan Beologic
Business Evolution Clarify CommerceBid.com Concentra Darwin
Datasage Epicon Exactium Geotel ICC
Periphonics Prospect Premisys
RightPoint Scopus Silknet Simbad Digital Solomon SupplierMarket.com Tinoway The 20-20 Group Tradex Trading Dynamics Transitif
Vantive Versatility Voicetek Webline
Interleaf Janna Matrix
Mergent Mustang.com NetDialog Numetrix Metropolis Newtonian Oberon Octane OnDisplay OnLinkTechnolo
gies OnTarget OpenSite Paragren
62 VendorsConsolidated, Acquiredor Merged with Larger
Competitors
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Guiding Objective of CI at Oracle
Maximize global competitive win-ratewhile minimizing potential
competitive, market and industry-related risks
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CI Management Strategies Build and maintain an infrastructure capable of
supporting the Global CI needs of Oracle
Monitor and track competitors activities and alertkey groups to appropriate response options
Develop and maintain an effective and efficientsystem of delivering competitive intelligence to theField, Development and Senior Management
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Roll within the Organization Custodians of Competitiveness: Continuity,
consistency and cross-functional coordination
Leverage Field Operations Data Collection and Feedback mechanism Global competitive picture (reduce US-bias)
Provide leverage across 172 field offices in 90+ countries
Competitive review teams in every product category
Institutionalize the competitive function(legal, thorough, consistent and delivered with surgicalprecision)
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Competitive Foundation
(ongoing development)Company Profile
Management ProfileTop Knockoffs
FinancialsChannels/Alliances/Partnerships
Other (company-related)Product Descriptions
Product Availability/PlatformsProduct Pricing/Licensing
Other (product-related)Competitive Positioning
Objection Handling
Frequently Asked QuestionsFeature ComparisonsProduct Demos/Screenshots
BenchmarksThird-Party Quotes
(analysts, customers, press,partners, mgmt.)
Customer StoriesCrystal Ball/Strategic Outlook
Strategic OutlookCost-of-Ownership
RFI QuestionsUnderlying Technology
Discussion(s)Additional Competitive Resources
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From Paper to Dynamic PortalCompany ProfileManagement ProfileTop KnockoffsFinancialsChannels/Alliances/PartnershipsOther (company-related)Product DescriptionsProduct Availability/PlatformsProduct Pricing/LicensingOther (product-related)Competitive PositioningObjection Handling
Frequently Asked QuestionsFeature ComparisonsProduct Demos/ScreenshotsBenchmarksThird-Party Quotes
(analysts, customers, press, partners, mgmt.)
Customer StoriesCrystal Ball/Strategic OutlookStrategic OutlookCost-of-OwnershipRFI QuestionsUnderlying Technology Discussion(s)
Additional Competitive Resources
90+ competitors(~5 new competitors added
monthly)
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Fitting CI into the Sales Cycle
Get in the GameRelationship
First Call Qualification
Discovery
Advertising Exec Breakfasts CIO Conferences
Press Releases Product Announc. Realtime Updates 3rd Party Advantage Series Technology Series
Investigationand research
Rep Tour Detailed Survey
Requirements Company Pres
Seminars Direct Mail White Papers
Product Collateral Realtime Updates Fact Sheets Sales Guides Competitive
Training and
Briefings
RequirementsPositioning
Demos Benchmarks
Solution Pres RFP / RFI
Seminars Direct Mail White Papers
Product Reviews Fact Sheets Sales Guides Snapshots Training Advantage Series
Technology Series
The OrderProof
References Endorsements
Exec Visit Customer Visit
CB90 Reference Prgm Sales Guides
Snapshots TCO Comparisons Pricing Guides Discount Guides
LoyaltyRepurchase
References Endorsements
CAB
Reference Prgm Comp References Sales Guides
SalesObjective
SalesProcess
InformationTool
Awareness Interest Consideration Purchase Post Sales
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Neutralizing Your Competitors Best
Weapon - references
Suspects Prospects Customers RepeatCustomers
ReferenceableCustomers
Traditional Competitive Battlefield
Customer
Advocates
Counter or neutralized
Migration, Switch, Trade-in
and Competitive UpgradePrograms
Uneducated Prospec ts
Ti re K icker s
I ndec isi ve Prospec ts
Secre t i ve Pro spects
Yo u ' r e - I n - T h i s- Ju s t - To - M ake - I t - Com pe t i t i ve Prospec t
Consu l t an t s as Prospect s
Dys func t ion a l Prospec ts
The Van ish i ng Prospect
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Competitive Ads (CNN spots)
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Competitive Ads (CNN spots)
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Competitive Ads (CNN spots)
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Oracles Market Position
IBM
24%
Microsoft
7%
Other
23%
Oracle46%
SAP
18%
JDE
13%
Other
26%
Peoplesoft
15%
Oracle
28%
2000 DatabaseMarketshare
2001 E-Business SuiteMarketshare
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Highjacking Your Competitors News
Coverage
Using:
Keywords
Paid searchindex listings
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Aggregate Competitive Profiling 10 competing vendors
10 product categories
1 competitive statement
1 lead proof statement
Plays well in a Globalmarket
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Multi-pronged Attack on IBM
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Only 4% use
competingproducts
Direct
Challenge to
BEA
Attack SingleProduct
Companies
Migrate from
Siebel and
Survive
Attack 10
separate
Vendors
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Larrys Favorite Ad.Performance
Challenge with $$$ on the Table
Our high-speed cache,coupled with our
database, will run your
web site at least 3x fasterthan IBM, Microsoft or
BEA or we will give you
$1,000,000 in cash.
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Attacking IBM and BEA with 3x
Performance Guarantee
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Competitive Battle spills onto Hwy. Gorilla Marketing at
its worst?
Current campaignattacks IBMscodernauts
Key: multi-yearlease on keycompetitor buildingbillboard locations(Informix tool a 5
yr. Lease in front ofOracle HQ)
Oracles Homepage
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Oracle s HomepageA study in outbound competitive assault
practices
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Anatomy of Oracles Homepage
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Ruthless Competitive Pressure
3 Part CompetitiveAttack on IBM
Turning attacks intoa call-to-action forcustomers
Ariba
Informix
H dli N US C titi
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Handling Non-US Competitive
Restrictions
H dli Gl b l C titi
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Handling Global Competitive
Advertising RestrictionsNorth AmericaNorth America
EMEA / APAC
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The Clever use of Press Releases
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Use of Competitive materials on
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Use of Competitive materials on
Product Pages
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Rhetorical Comp Questions
2
1
Maximizing Outside
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Maximizing Outside
Sources
Customer focused Competitive Msgs
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Customer focused Competitive Msgs.(Technology Series)
Select a key weakness or failing inyour competitors product/service
Phrase the attack as a question(Why should you care about X?)
Keep it short w/ third-partyevidence
Create a whole series of these, I.e.one per key competitor weakness
C stomer foc sed Competiti e Msgs
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Customer focused Competitive Msgs.
(Advantage Series) Straightforward repurposing of
typical internal competitivecontent
Three parts:
1. Comparison Attribute
2. Proof Point
3. Advantage to Your Business
Proof points should highlightindependent evidence
12 3
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Fact-based Competitive Collateral Multiple Audiences Prospects
Customers
Analysts Press
Partners
Sections (1-2 pgs)
Financials (viability) Buying Intentions (validation)
Analyst Quotes (expert concur)
Customer Quotes (piers concur)
Functional Differences(technical)
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Your Competitive Message Novel concept?
Embodies core product benefits
Key competitive differentiation
Competitors weaknesses
Unique to each competitor
Multiple CMs per product
Constantly revisited and updated
Press and Analysts love it
Littered with FUD
Effective strategy when your product is a dog
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Debriefing New Hires
Larry (just hire the entire departmentor inour case, their entire Portland DevelopmentLab 20 developers)
Systemic vs. adhoc
Legal issues
Swimming with Sharks
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Swimming with Sharks(working with lawyers)
Best friend or worst enemy?
Establish early communication
Professional standards and ethics
Play-up SCIP, code-of-ethics
Offer profiles of third-parties
My experiences
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Avoiding EEA violations
Know the law
Know the cases since 96
Brief your Legal Dept. on EEA particulars
FBI/US Attorney are on the lookout for
poster CI efforts
All it takes is one misrepresentation to land
you in Jail
Management and Deployment of Third
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Management and Deployment of ThirdParties
Use 3-4 firms
Avg. engagement
3 weeks (duration) $10-20k
Fewer $2-5k engagements
Issues:
Quality - unpredictable
lack of industry-specific knowledge
Lack of technical expertise
Non-exclusive business practices Some are a little too covert
Selling use of third-parties to management
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Competitor Conference Coverage
A leading East Bay ERP and CRM vendor conference(5 days attendance + 5 days post-event debriefings)
A large CRM vendor whos Founder owns a ranch (Annual User
Conference)(5 days attendance + 2 weeks post-event debriefings)
A newly crowned subsidiary of a large Canadiantelecommunications equip. supplier (User Conference)(3 days attendance + 3 days post-event debriefings)
A Company with only 2 letters to their name (User Conference)(4 days attendance + 2 weeks post-event debriefings)
Company named after a joyous Spanish cheer (Annual UserConference)(3 days attendance + 1 week debriefings)
Just moved their East Bay HQs (User Conference)(3 days attendance + 1 week debriefings)
IMPORTANCE OF AN ADEQUATE BUDGET.
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No budget for 3rd Parties?
How do you approach competitors directly?
Can you use the EEA to justify the use ofthird parties?
Striking a balance (ethics, legality and
business objectives) Estimated cost of being shutdown at a
competitive event vs. cost of third party
Cease-and-Desist Letters
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Cease and Desist Letters(Cause for concernora badge of courage?)
Common or rare occurrence?
Precursor to more dire actions?
Panic, ignore, respond or cost of engaging ina competitive market
When do issues escalate?
Large vendors vs. small startups
PR factor
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Information Contribution Incentives
Information contributors
Self-supporting program
Put major dollars behind effort
Never underestimate the value of a free tee-
shirt
Tier Incentives
Automate logistics for daily contributions Recognize frequent contributors
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Coopetition partners and alliances
Unique Situation
Almost every competitor is also a partner
Microsoft, IBM, Sun, HP, PeopleSoft, SAP
Some of our competitors are also our largest
resellers (SAP, PeopleSoft)
Interesting competitor selling dynamics
(IBM) Implications to CI practice
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Careful Who Your Friends are
Andersen Consulting
Siebel
KPMG
Calico Blue Martini
MarketingCRM
Cambridge TechnologyPartners
E.piphany
MarketingeCommerceConfigurator
PriceWaterhouseCoopers
InformaticaE-CommerceAnalytics
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Anatomy of a Field CI Deliverable
Deliverables are audience specific(sales, sales consultants, acct. management, marketing, alliances,
PR, AR, IR, Exec, development, alliances, partners)
Deliverable structure is situation specific (time,mobility, access, remoteness, bandwidth, language, etc.)
Economics Drive Changes multi-purposecompetitive content
Competitive Foundation
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p(ongoing development)
Company ProfileManagement Profile
Top KnockoffsFinancials
Channels/Alliances/Partnerships
Other (company-related)Product DescriptionsProduct Availability/Platforms
Product Pricing/LicensingOther (product-related)
Competitive PositioningObjection Handling
Frequently Asked Questions
Feature ComparisonsProduct Demos/Screenshots
BenchmarksThird-Party Quotes
(analysts, customers, press,partners, mgmt.)
Customer StoriesCrystal Ball/Strategic Outlook
Strategic OutlookCost-of-Ownership
RFI QuestionsUnderlying Technology
Discussion(s)Additional Competitive Resources
50% of Competitive Sales Materiald d i Obj i H dli
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are grounded in Objection Handling
Supporting field sales can be tough or easy
Avoid hotline support model like the plague
Majority of request are for the same information
Field information requirements can be classified
Meet their needs and theyre your best source
Dont underestimate turnover
Your best CI materials leave via the field first Teach
the field that the competitor is not always acompeting vendor (basic sales techniques apply)
L lt Obj ti it P ti
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Loyalty vs. Objectivity Perception
A byproduct of a monarchial and youthfulmanagement team
Call it drinking the Kool-Aid, loyalty, faith,team-player or whatever
Impact on career advancement and intra-company mobility
Marketing vs. Sales vs. Development
Diff t H Diff t E i
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Different Homes, Different Experiences
Field Marketing
Field Sales
Development
Corporate Marketing
Product Marketing
PR/AR/IR
Orphaned CI function?
Research Approaches andTechni es
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Techniques
On-line information sources Web- sources
Factiva, Nexus, Dialog, Profound and Disclosure Industry Analysts (Gartner, IDC, Meta, Forrester + 20 others) Financial Analysts (specific analysts tracking competitors)
VC community (and supporting service firms) Competitive email subscription lists Internal Competitive Networks (HQ & Field)
Channel Partners Staff at competing firms
Sampling of Syndicated ResearchServices
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Creative Research Approaches
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Creative Research Approaches
User groupsAnnual customer conferences/tradeshowsRegional user group meetings.
Seminars, executive breakfasts, demo-days,
etc. Press and analyst briefings Tradeshows Partner/channel events
Creative Research Approaches
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Creative Research Approaches
New employee debriefing Trade/industry article sponsorship
Usenet and discussion board monitoring Legal discovery
Demo / evaluation copies of competing products
Release calendar mapping Channel / reseller programs
GSA contract schedules Foreign technology/product disclosures
Creative Research Approaches
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Creative Research Approaches
Venture capital firms: technology evaluation Patent and trademark postings
Infrastructure targeting Earnings conference calls Headhunters and executive recruitment firms
On-line/web resume listings Competitors beta customers
If lost for sources: look at how you would find similarinformation about your own company
Hyper-Competition requires Hyper-Responsive Practices
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Responsive Practices
Quick turnaround
Attack or be attacked
Its the competitors responsibility to disproveyour claims
Attack and move ondont get caughtprolonging existing programs
Automate inbound feeds as much as
possible Automate alert and warning capabilities
Tips for CI Survival in the TechSector
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Sector
Marketing is a dangerous home for CI
Assume your content has legs and no loyalty
Customers insatiable appetite for CI content
Use the press and analysts to your advantage
Tread carefully in the land of partners
Its easier to ask for forgiveness than for permission,I.e. take the initiative for competitive response andattack programs
Measuring Your Effectiveness andEfficiency
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Efficiency
Win-Loss rates
Revenue impacted
Marketshare
Downloads
Press/analyst mentions (channel noise)
Peer reviews
Cease and desist letters Classic content delivery objectives
Content Delivery my experiences
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Content Delivery my experiences
From paper to portals
Dynamic content dictates media
Authoring tools
Feedback mechanisms
Personalization
Maintaining voice and presence
In-person briefings Multi-purpose content
My Biggest CI Success
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My Biggest CI Success
Assembling an unrivaled team of competitiveanalysts
Competitive Pocket Guide
Competitive Intelligence Portal
32 City Competitive Training Campaign Crush Sybase and Kill Informix programs
Repurposing competitive content for useoutside the firewall
My Biggest CI Failure
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My Biggest CI Failure
Failure to fully quantify our aggregate effecton revenue and marketshare
Interaction with industry and financialanalysts
Not playing the political game when budgetand headcount were in jeopardy
Not cross-training staff in multiple product
categories (coverage exposure)
One of the most valuable tacticaltools at your disposal
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tools at your disposal
Competitive weakness validated by a reputable andrespected third-party
Dissatisfied customers willing to go on record withthe press and analysts
Financial analysts negative commentaries oncompetitors short and/or long term prospects
Poor showing on industry standard benchmarks
Attacking/Defending vs. CreatingNew Products
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New Products
The Catalyst: Consequence of poorly policedpatents, few true trade secrets, absence ofproprietary processes and a highly transientengineering workforce
The Result: Industry littered with me-too productsand messages
(begs attack/defend tactics) Typical Response: Disproportionate % of
marketing budget spent on competitor relatedprograms
Highjacking market coverage behavior
Lure vendors into your agenda(and away from their own agendaSybases Classic Move against Oracle in 90-91)
Article and Editorial ContentPlacement
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ace e t
Killer competitive program
Intercepting customers below competitors radar
Built-in credibility
Surprising level of receptiveness amongst trade andtechnical publications
Shelf-life of competitive articles is longer thaninternal materials
Subtlety is the name of the game
Great tool for building relationships with engineeringstaff
A Global FootprintAdvantages and Disadvantages
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g g
Field sales
Cultural issues
Regional competitors
Product release / version issues
Massive opportunitiesmassive tragedies
HQ disconnect with remote office at
competing firms (great opportunity for FUD)
Competitive Moles(yes, it does happen)
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(y , pp )
Be on the lookout within your ownorganization
Warn analysts/staff against using moles incompeting vendors (ENORMOUS legal
repercussionsnot to mention loss of job) Dont ask, dont tell approach (doesnt work
if youre manager of a CI organization)
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New Directions,New Directions,
Programs and InitiativesPrograms and Initiatives
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Key CompetitiveKey Competitive
IndicatorsIndicators(Competitor/Market/Industry)(Competitor/Market/Industry)
Key Performance Indicators(Competitive)
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p
Share of voice Win-loss Stats Market position
Market share Analyst ratings, rankings,
evaluations Customer references
Share of major industry lists Attrition by position type Financial metrics Closure rates
Product downloads (demo,samples, trials)
Subscription rates
Product release calendars
Ratios of macro indices
(product, industry, market,organizational, financial)
Sales and lead Pipeline
Ad/promo/dm/banner stats
Partners, developers, ISVs,downloads, transactions,size of transactions
Geographic penetration
Key performance ratios
Pipeline, closure rates, etc.
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Q U E S T I O N SQ U E S T I O N S
A N S W E R SA N S W E R S
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