This white paper on "market intelligence for customer processes and market intelligence for sales and marketing - case examples from Cisco Systems, De Telefoongids, MAG Industrial Automation Systems, and Tetra Pak" is available for free download, please visit http://bit.ly/GIAinsightWP

1. Best Practices in Market
Intelligence for Sales
Webinar presentation
November 24, 2010
The White Papers Market Intelligence for Customer Processes and Market
Intelligence for Sales and Marketing - Case Examples from Cisco Systems, De
Telefoongids, MAG Industrial Automation Systems, and Tetra Pak are available for
free downloading at www.globalintelligence.com.
www.globalintelligence.com

2. Presenters
• Ms. Stephanie Tan, Global Intelligence
Alliance
! Marketing Manager, Asia-Pacific
! Webinar conferencier
• Mr. Hans Hedin, Global Intelligence
Alliance
! Vice President, Business
Development
! Webinar presenter
www.globalintelligence.com

3. Guest Presenter
Mr. Troy Pfeffer, Competitive Intelligence Director
Cintas Corporation
• Cintas designs, manufactures and implements corporate identity
uniform programs and related business products and services. As
Intelligence Director, Troy was chosen to create and establish
Competitive Intelligence at Cintas. He is responsible for providing
timely and actionable intelligence to business leaders to make sound
tactical and strategic decisions, develop effective strategies and act
with foresight across all divisions and global regions.
• Prior to his current role, Troy served as the National Marketing
Manager and National Operations Manager for Cintas. In addition,
he has held the position of Vice President at Key Bank and Bank
One. Troy holds a BSBA degree from The Ohio State University and
is a Certified Intelligence Professional from the Fuld-Gilad-Herring
Academy of Competitive Intelligence.
www.globalintelligence.com

4. GIA is a strategic market intelligence
and advisory group
Global Intelligence Alliance (GIA) was formed in
1995 when a team of market intelligence
specialists, management consultants, industry
analysts and technology experts came together to
build a powerful suite of customized solutions
ranging from outsourced market monitoring
services and software, to strategic analysis and
advisory.
Today, we are the preferred partner for
organizations seeking to understand, compete and
grow in international markets. Our industry
expertise and coverage of over 100 countries
enables our customers to make better informed
decisions worldwide.
www.globalintelligence.com - page 4

5. Access local knowledge in over 100
countries
GIA Group has 13 offices on 4
continents. Together with affiliated
GIA Member companies, certified
GIA Research Partners and
consultants, GIA provides access
to local knowledge in over 100
countries.
All GIA Network companies adhere
to GIA’s Research and Analysis
Quality System as well as the SCIP
Code of Ethics.
www.globalintelligence.com - page 5

6. Webinar content outline
• Introduction and background
• Integration of Market Intelligence into the Sales
Process
• Case: Cintas Provides Valuable Market Intelligence for
Sales Support
• Conclusions
www.globalintelligence.com

7. Introduction and background
www.globalintelligence.com - page 7

8. What keeps sales and marketing directors
awake at night?
Customers are the most important external factor for any organization.
Without a thorough understanding of the present and future needs of
customers, it is difficult if not impossible to run a successful business
operation.
The GIA white paper Market Intelligence for Customer Processes published in
2007 looked into what kinds of concrete Market Intelligence methods and
tools can help companies succeed in their marketing and sales efforts. The
types of Market Intelligence that the marketing and sales processes typically
require and, the four different sub-processes which interact under the
umbrella of “customer process”: marketing and sales planning and
management, the marketing process, the sales process, and the account
management process, all of which can be supported through systematic
Market Intelligence, were also discussed.
www.globalintelligence.com - page 8

9. How to obtain and maintain a knowledge
advantage in customer processes?
In 2008, the GIA White Paper series built on the topics introduced in 2007 by
presenting concrete case examples of the practical applications of Market
Intelligence for decision-making. It was very apparent from the four case
articles that the principles of effectively supporting sales and marketing
through Market Intelligence follow largely the same guidelines in different
types of organizations, but nuances do exists. Different organizational cultures
and working methods dictate whether mathematical models, Early Warning
Systems, collaborative networks, or other kinds of tools will be used for
bringing the company’s sales and marketing intelligence to the next level.
We strongly advise our participants today to refer to these 2 white papers,
freely downloadable at www.globalintelligence.com, for a theoretical overview
of linking Market Intelligence with the marketing, sales and account
management processes and the illustrations through case studies.
www.globalintelligence.com - page 9

10. Integration of Market Intelligence
to the Sales Process
www.globalintelligence.com - page 10

11. Integration of Market Intelligence to the Sales
Process
• From general Market Intelligence to
specific decision-support focusing on
key business processes
• Decision tie-in needed, i.e. design the
Market Intelligence process so that it
is aligned with the sales process
• How does the annual sales
calendar look like?
• Information needs analysis the starting
point
www.globalintelligence.com - page 11

12. Intelligence Needs for the Sales Process
Source: GIA White Paper, 1Q, 2007
www.globalintelligence.com - page 12

13. Market Intelligence Deliverables Supporting
Marketing and Sales
Source: GIA White Paper, 1Q, 2007
www.globalintelligence.com - page 13

14. The 3-C Triangle Guiding Sales Focused MI
• In order to create a more
holistic picture of the
marketplace, it is valuable to
integrate the customer and
competitor analysis as much
as possible.
• By triangulating the analysis of
competitors, customers and
your own company’s
capabilities you will be able to
create proactive intelligence
deliverables.
Source: GIA White Paper, 1Q, 2007
www.globalintelligence.com - page 14

15. Deliverables Example: War Gaming to Support
the Sales Process
Source: GIA White Paper, 1Q, 2007
www.globalintelligence.com - page 15

16. Case: Cintas Corporation
Intelligence for Sales Support
www.globalintelligence.com - page 16

17. Intelligence for Sales Support
November 17, 2010

18. Planning
• Current sales assessment
– Across entire organization
• Executive expectations
– C-level engagement
– Format & content
• Identify intelligence champion
– Help navigate the organization
• Find early wins
– Key competitor analysis
– Consistent flow of relevant intelligence

19. Xxxxxx Strategic Intelligence
Xxxxxx Market Position Xxxxxx Hot Buttons
• Satisfied with current strategy & position • Integrated effort to obtain exclusivity through bundling
• Operational Effectiveness • Coordinated & extensive attack on select Xxxxxx customers
– Will be making incremental improvements in use of • Lower prices/commodity message
technology • Expand web‐based service for customers
• Potential moves/shifts • Attack healthcare w/comparable products
– Divest security • Offer commodity type pricing for back of house in hospitality
– Narrow their product line • Develop more effective message to attack their “elephant
approach”
• Launch a singular focus against Xxxxxx
– “shot across the bow”
Xxxxxx Blindspots Potential Strategies for Xxxxxx (risk/reward rating)
• No loss leaders • Pursue targeted exclusivity against Xxxxxx – High
• No pursuit of intellectual property • Call campaign on Xxxxxx customers – Low
• “It’s not just about the price” • Marketing campaign on Xxxxxx customers – Medium
• Don’t value relationships • Integrated campaign on Xxxxxx’s “elephants” – High
• Short term focus • Pricing initiative against their commodity approach – High
– Lack of succession planning • Provide comparable healthcare products “en masse” – Medium
• Don’t offer lease as a customer option • Develop & pursue intellectual property – Medium
• Marketing campaign explaining value of relationships – Low
• Offer lease as a customer option – Low
• Develop a bundled approach with a select loss leader ‐ Medium

20. Launch
• Use traditional marketing
– Brand, logo, promotion
– All communication is branded
• Don’t wait for perfection
– Launch & tweak
– Use engaged group of ‘field agents’
• Build executive network
– Face time
– Road show
– Training & awareness
• Be opinionated
– Present findings with recommendations

21. Expansion
• Build network throughout organization
– Global Sales
• Share wins/value to gain acceptance
• Build on each addition
• Expand intelligence network
– Push process to field level
– Educate/train on use of intelligence
– Share more to receive more

22. Local Sales Intelligence
• Quickly identify new business opportunities
• Develop local tactics to attack/defend against the
competition
• Develop local competitive binders
• Establish best practice sharing among regions
• Greater competitive visibility at corporate level

23. Sales
Directors
(“Intelligence
Formulation”)
Sales
Managers
(“Synthesis
and Initial How it works
Analysis”)
Sales Reps
(“Data Collection”)

24. Conclusions
www.globalintelligence.com

25. Conclusions
Apply the Market IntelligenceProcess for Sales
• Identify stakeholders & conduct needs analysis
• Integrate Market Intelligenceto the sales process and design the deliverables
that will provide decision tie-in
• Create a platform that will enable easy sharing and distribution of field signals
• Create expert teams who are to analyse important aspects of the business
environment
• Develop co-creational intelligence deliverables; such as war games
• Collect success stories
www.globalintelligence.com - page 25

26. Thank You for Your
Attention
Contact Us
For additional information
about Global Intelligence
Alliance and our services,
please send an email to
info@globalintelligence.com
or log on to the GIA website
www.globalintelligence.com.
www.globalintelligence.com

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