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How Defensive Intelligence Can Increase the Success of Your Company's Next Move

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IntelCollab.com
IntelCollab.com

The webinar discusses defensive intelligence and how it can be used to increase the success of a company's initiatives. Defensive intelligence involves using a competitor's own intelligence collection activities to encourage them to draw wrong or inaccurate conclusions in order to misdirect their countermeasures. It works best with new product launches, pricing strategies, or other changes. The process involves analyzing the situation, choosing appropriate tools and messages, selecting a tactic, and creating a plan to feed misinformation to competitors through credible sources and channels without deceiving other stakeholders. The goal is to surprise competitors, weaken their responses, and demoralize their intelligence collection efforts.

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How Defensive Intelligence Can Increase the Success of your Company’s Next Move A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// 30 October 2013 ~ featuring ~ Chris West The Intelligence Collaborative http://IntelCollab.com #IntelCollab Jerry Hoffmann Michel Bernaiche Powered by
Chris West is the European partner of Counteraction. Prior to that he was a co-founder and Managing Director of Competitive Intelligence Services, one of the largest European vendors of competitive intelligence services. Before discovering competitive, Chris had a career in industrial market research and economic and financial consultancy. He has written a number of books and articles on competitive intelligence, market research and marketing, including one for the Harvard Business Review on the Marketing of Unmentionables. Chris West Jerry Hoffmann Email: chriswest@counteraction.net Jerry Hoffmann is the North American partner of CounterAction. He has been involved in competitive intelligence since 1989, beginning as the leader of the first corporate CI group at SBC (now known as AT&T) and then as an advisor to the newly-formed CI group at Eli Lilly and Company. He later took over the leadership of the Lilly group until his retirement from corporate life. Jerry has been a speaker and thought leader at a number of CI conferences, was a charter member of the Conference Board Council on Competitive Analysis and, along with Chris West, has co-authored articles on corporate counterintelligence for both competitive intelligence and corporate security publications. Email: jerryhoffmann@counteraction.net The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve realworld business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Questions, Commentary & Content α α α α The Intelligence Collaborative http://IntelCollab.com #IntelCollab Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Powered by
Agenda ► Definition and Objectives of Defensive Intelligence Programs ► When Can Defensive Intelligence be Used ► The Defensive Intelligence Process ► Summary, Q&A and Discussion The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Defensive Intelligence already has some pedigree Wartime International Diplomacy Mincemeat Khod’eh Business Several examples Overlord The Intelligence Collaborative http://IntelCollab.com #IntelCollab Taqiyya Powered by
Definition  Defensive intelligence is the art of using competitors own intelligence collection activities as a method of encouraging them to draw conclusions that are either wrong or sufficiently inaccurate to misdirect their counter measures:  Defensive intelligence is a tactical exercise (the truth becomes apparent at some stage) but can have long term consequences The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Objectives SURPRISE Reduce competitors’ ability to retaliate against an event until after it has happened WEAKEN Cause misdirection (and wastage) of competitor’s marketing and promotional expenditures The Intelligence Collaborative http://IntelCollab.com #IntelCollab DEMORALIZE Cause competitors to lose faith in the intelligence they collect Powered by
Defensive intelligence works best with new initiatives ► Product launches ► Product modifications and re-launches ► New pricing strategies ► New service policies ► Launches in new territories ► Changes in personnel and organisation The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Scale Resources Specifications Defensive Intelligence Messages Importance Benefits Timing The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Why Does Defensive Intelligence Work ► Intelligence collection and interpretation are inexact sciences that rely on nuances as much as facts ► Intelligence collection is rarely complete and the “facts” obtained require analysis and interpretation before conclusions can be drawn ► Facts can be given higher or lower credibility ratings by simple measures such as the number of times they are mentioned, the quality of the source and the existence of corroborative data – all of which can be managed The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
The Defensive Intelligence Process Analyse the situation Decide on the tools and messages that will be used Decide on the specific defensive intelligence tactic Create a defensive intelligence plan The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Situation Analysis ► Does the initiative to be covered lend itself to a defensive intelligence program ► Will the competitor(s) swallow the bait ► Do they collect intelligence ► Where does the CI manager sit in the company hierarchy: NB – defensive intelligence is played into management through the CI department ► What types of events get them excited ► What is their track record on using intelligence ► How do they behave in response to intelligence ► Are the right tools available ► Can the programme be carried out without adverse side effects The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Key Defensive Intelligence Tools ► The ability to manage the information that exits the company by means of: ► ► ► ► Withholding key information (Counter Intelligence) Spin on what is released Concealment of product or intentions Disguise of product or intentions ► Selecting messages that are credible and sufficiently removed from the truth to meet the purpose ► Releasing the intelligence in a manner that competitors feel they have obtained genuinely confidential data ► Pressure on credible sources ► The slip-up The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Basic Defensive Intelligence Tactics The Decoy • Real but relatively insignificant activities that can be built up to take the pressure off the main event The Feint • Getting a competitor to set up or move in a way that puts him off balance and reduces his ability to meet an attack The Switch • Changing timelines and geographies so that surprise is guaranteed The Disguise • Changing “sizes” and “shapes” so that true intentions cannot be interpreted The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
The Defensive Intelligence Plan ► To date defensive intelligence examples have been opportunistic ► To be fully effective there should be a Defensive Intelligence plan that specifies ► What is being defended ► What would you prefer the competition to believe is happening? ► The specific pieces of information that will create those beliefs ► The channels through which those pieces can be credibly communicated without deceiving genuine stakeholders ► Responsibility for the programme – management and implementation ► Timeline The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
Thank you! Now how about a little Q&A? Chris West Email: chriswest@counteraction.net Jerry Hoffman Email: jerryhoffmann@counteraction.net The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve realworld business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by

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How Defensive Intelligence Can Increase the Success of Your Company's Next Move

  • 1. How Defensive Intelligence Can Increase the Success of your Company’s Next Move A Complimentary Webinar from Aurora WDC 12:00 Noon Eastern /// 30 October 2013 ~ featuring ~ Chris West The Intelligence Collaborative http://IntelCollab.com #IntelCollab Jerry Hoffmann Michel Bernaiche Powered by
  • 2. Chris West is the European partner of Counteraction. Prior to that he was a co-founder and Managing Director of Competitive Intelligence Services, one of the largest European vendors of competitive intelligence services. Before discovering competitive, Chris had a career in industrial market research and economic and financial consultancy. He has written a number of books and articles on competitive intelligence, market research and marketing, including one for the Harvard Business Review on the Marketing of Unmentionables. Chris West Jerry Hoffmann Email: chriswest@counteraction.net Jerry Hoffmann is the North American partner of CounterAction. He has been involved in competitive intelligence since 1989, beginning as the leader of the first corporate CI group at SBC (now known as AT&T) and then as an advisor to the newly-formed CI group at Eli Lilly and Company. He later took over the leadership of the Lilly group until his retirement from corporate life. Jerry has been a speaker and thought leader at a number of CI conferences, was a charter member of the Conference Board Council on Competitive Analysis and, along with Chris West, has co-authored articles on corporate counterintelligence for both competitive intelligence and corporate security publications. Email: jerryhoffmann@counteraction.net The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve realworld business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 3. Questions, Commentary & Content α α α α The Intelligence Collaborative http://IntelCollab.com #IntelCollab Use the Questions pane on your GoToWebinar control panel and all questions will be answered in the second half of the hour. You are welcome to tweet any comments on Twitter where we are monitoring the hashtag #IntelCollab or eavesdrop via http://tweetchat.com/room/IntelCollab Slides will be available after the webinar for embedding and sharing via http://slideshare.net/IntelCollab To view the recording and download the PPT file, please register for a trial membership at http://IntelCollab.com. Powered by
  • 4. Agenda ► Definition and Objectives of Defensive Intelligence Programs ► When Can Defensive Intelligence be Used ► The Defensive Intelligence Process ► Summary, Q&A and Discussion The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 5. Defensive Intelligence already has some pedigree Wartime International Diplomacy Mincemeat Khod’eh Business Several examples Overlord The Intelligence Collaborative http://IntelCollab.com #IntelCollab Taqiyya Powered by
  • 6. Definition  Defensive intelligence is the art of using competitors own intelligence collection activities as a method of encouraging them to draw conclusions that are either wrong or sufficiently inaccurate to misdirect their counter measures:  Defensive intelligence is a tactical exercise (the truth becomes apparent at some stage) but can have long term consequences The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 7. Objectives SURPRISE Reduce competitors’ ability to retaliate against an event until after it has happened WEAKEN Cause misdirection (and wastage) of competitor’s marketing and promotional expenditures The Intelligence Collaborative http://IntelCollab.com #IntelCollab DEMORALIZE Cause competitors to lose faith in the intelligence they collect Powered by
  • 8. Defensive intelligence works best with new initiatives ► Product launches ► Product modifications and re-launches ► New pricing strategies ► New service policies ► Launches in new territories ► Changes in personnel and organisation The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 10. Why Does Defensive Intelligence Work ► Intelligence collection and interpretation are inexact sciences that rely on nuances as much as facts ► Intelligence collection is rarely complete and the “facts” obtained require analysis and interpretation before conclusions can be drawn ► Facts can be given higher or lower credibility ratings by simple measures such as the number of times they are mentioned, the quality of the source and the existence of corroborative data – all of which can be managed The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 11. The Defensive Intelligence Process Analyse the situation Decide on the tools and messages that will be used Decide on the specific defensive intelligence tactic Create a defensive intelligence plan The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 12. Situation Analysis ► Does the initiative to be covered lend itself to a defensive intelligence program ► Will the competitor(s) swallow the bait ► Do they collect intelligence ► Where does the CI manager sit in the company hierarchy: NB – defensive intelligence is played into management through the CI department ► What types of events get them excited ► What is their track record on using intelligence ► How do they behave in response to intelligence ► Are the right tools available ► Can the programme be carried out without adverse side effects The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 13. Key Defensive Intelligence Tools ► The ability to manage the information that exits the company by means of: ► ► ► ► Withholding key information (Counter Intelligence) Spin on what is released Concealment of product or intentions Disguise of product or intentions ► Selecting messages that are credible and sufficiently removed from the truth to meet the purpose ► Releasing the intelligence in a manner that competitors feel they have obtained genuinely confidential data ► Pressure on credible sources ► The slip-up The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 14. Basic Defensive Intelligence Tactics The Decoy • Real but relatively insignificant activities that can be built up to take the pressure off the main event The Feint • Getting a competitor to set up or move in a way that puts him off balance and reduces his ability to meet an attack The Switch • Changing timelines and geographies so that surprise is guaranteed The Disguise • Changing “sizes” and “shapes” so that true intentions cannot be interpreted The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 15. The Defensive Intelligence Plan ► To date defensive intelligence examples have been opportunistic ► To be fully effective there should be a Defensive Intelligence plan that specifies ► What is being defended ► What would you prefer the competition to believe is happening? ► The specific pieces of information that will create those beliefs ► The channels through which those pieces can be credibly communicated without deceiving genuine stakeholders ► Responsibility for the programme – management and implementation ► Timeline The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by
  • 16. Thank you! Now how about a little Q&A? Chris West Email: chriswest@counteraction.net Jerry Hoffman Email: jerryhoffmann@counteraction.net The Intelligence Collaborative is the online learning and networking community powered by Aurora WDC, our clients, partners and other friends and dedicated to exploring how to apply intelligence methods to solve realworld business problems. Apply for a free 30-day trial membership at http://IntelCollab.com or learn more about Aurora at http://AuroraWDC.com – see you next time! The Intelligence Collaborative http://IntelCollab.com #IntelCollab Powered by

Hinweis der Redaktion

  1. The scale of a new developmentThe specifications, functionality and features of a new productThe new benefits being offered to customersThe timing of the launchThe geographical areas in which the product will be launchedThe criticality of a product for the future development of the companyThe resources to be put behind the launch – what and how much