I read a moving post about the value of being flexible by my friend and book counselor, Judith Briles. She totally changed gears from talking about her book, The Confidence Factor, on a morning show in Cleveland due to a tragedy where some high school students had been killed the night before. The community was reeling from it. She decided it was time to talk from her heart. She had such incredible empathy from her experience losing her son at age 19, also in a terrible accident. The local community couldn’t get enough of her. The show extended her time by two segments and she was invited back.
How flexible are you in competitive intelligence and Win/Loss analysis? We usually aren’t in situations where the daily news changes how we’ll be with people. However, it’s likely that no matter how much planning we do, there are surprises.
Flexibility at Trade Shows
In my first Neocon, the largest N America-based commercial interior and design trade show, I was asked to get specific information on three competitors. I had done my homework before the conference: I knew where are the competition’s exhibits were in the huge Chicago Merchandise Mart. I had memorized considerable facts about each competitor, and had my questions all organized in my head. I was sure of my game plan.
I came up to the market leader’s showroom and asked to have a tour of their space which featured some new products. The snooty sales person asked if I had an appointment. “Why no,” I answered. “I didn’t know I needed an appointment just to see your furniture display.” So I walked away feeling dejected. To add spice to the day, I was rapidly losing my voice.
What was I to do? I could not succeed in my assignment unless I could get into the competitor’s showroom and get answers to our questions. Then I got an idea: “Why couldn’t I find a group who had an appointment and just tag along?” So I stood outside the market leader’s space until I saw a group of gentlemen from a well known software firm, heading to the competitor’s exhibit area. I asked if they had an appointment, and when they answered in the affirmative, I asked if I could tag along. “Sure,” they said. “Happy to have you join us.”
Ironically the snooty sales person was their account rep, who gave us the tour being as informative as she could be. She told us all about their new products, and why they were better than the competition, which answered most of my client’s questions. She glared at me, but graciously answered my questions, since I imagine this was one of her largest accounts as this software firm was expanding exponentially. Meanwhile her client had questions that I hadn’t thought of, as they were steeped in the commercial interior space. Their jobs varied among purchasing, design and decision-making, so you can just imagine how much I learned, all because I hung back and waited for a major customer to get the tour.
Flexibility in Win/Loss Interviews
In Win/Loss interviews, I like to research who I’ll be speaking to, and usually can find something about them from the sales team and social media, especially on LinkedIn. No matter how much you learn, you need to be flexible as soon as you connect with them on the phone, SKYPE or however you converse. Sometimes you cold call these people, especially in B2C Win/Loss interviews.
In one case, I was trying to reach those who used test and measurement tools. When the gentleman answered his phone I could barely hear him and wondered why he had even bothered. I could hear machinery very close by and asked where he was. “I am a crane operator, and that’s where I am.” I chewed him out for answering his mobile on the job and asked to schedule a time when he would not be operating his crane. We had a great interview during his lunch hour the next day.
In another case, I thought I was going to talk to a user of these test and measurement tools, which was the target of this project. Instead I got through to a person who repaired all the brands of these test and measurement tools. I revised the questions on the spot, and asked him about the repair track record of all the manufacturers’ test and measurement tools. This was one of the most informative interviews we had, since he had about 20 years of experience. Not only did we get the current trend in repair protocol and need, but we also got the history of how it had changed, and his future assessment of the industry.
Competitive Intelligence Collection
In another project, I was researching the glass industry. My client thought I might benefit from listening in on the quarterly earnings call. I thought I might just as well read the report later, and look at the slides. But he insisted that I should listen in. I was so glad I did. When the CEO was asked about the failing glass business, his tone of voice changed to a sad one. Yet he didn’t indicate any desire to sell it. A rational business person would have sold it a few years before I was hired to investigate this company. This made me wonder what emotional tie this CEO might have to the glass business. I found out his dad had bought the business, and that he wanted to keep it going for his dad.
So I told my client I couldn’t predict what would trigger the sale of this business, which was inevitable, but it would be a major event where the CEO would be forced to sell the business. Perhaps it might be a terrible accident in the glass factory. A couple of years later, some stockholders filed to force the CEO to sell this unprofitable business and won. My client was ready to capture this company’s glass business.
So the bottom line is as with many things in life. Do your homework and be prepared. Be flexible and swallow your pride, and let your heart speak when it’s needed. That way when the unexpected happens, you will have an ability to shift gears.
To learn more about how to conduct your company’s Win Loss analysis, check out my book: Win/Loss Analysis: How to Capture and Keep the Business You Want.
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