Video 2 - The Information Gathering Cycle

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Sales Strategy

29 classificações

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Fundação Instituto de Administração

Sales Strategy

29 classificações

Curso 2 de 5 em Specialization Strategic Sales Management

Welcome to Course 2 - Sales Strategy - This course is designed to discuss the application of intelligence analysis in the sales planning process. And this approach contributes to integrating the sales planning process into the corporate strategy of the company because, in the strategy analysis and formulation process, we apply models, frameworks, tools, and techniques that also apply to the sales planning and management process. Therefore, the expected outcomes of this course focus on the transition from traditional to strategic sales planning, by discussing and applying the concepts recommended to support the development of the strategic guidelines. The concepts, models, tools, and techniques discussed and practiced during the course focus on the improvement of value creation from the sales function empowered by intelligence analysis, a process which typically applies in the strategy analysis front. The discussions go through how intelligence analysis can support the sales function, by providing methods to connect strategy to marketing and sales planning processes. In this course, the primary learning outcome is the ability to apply intelligence analysis to support sales planning process, and by being able to do this, you’ll improve your competencies and skills to support sales planning with a strategic approach. You’ll develop a final assignment at the end of the course, and it is designed from an adapted real-life business case. The challenges of the case comprise the business context, through which you’ll apply the conceptual framework discussed during Course 2. The outcomes of your analysis on the assignment case will be evaluated through a peer-review process.

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Module 1 - Sales intelligence

Welcome to Sales Strategy module. In this module, we discuss the use of intelligence analysis methods to support the sales functions, such as planning and sales operations management. We discuss the benefits of the application of intelligence analysis methods, and how this approach contributes to the sales planning process, by developing this process with a strategic view. The primary learning outcome from this module goes through two essential aspects. The first one is on the awareness front, in the sense that a sales professional would benefit from knowing that intelligence analysis may contribute to the planning process. The second aspect is that the awareness of this benefit leads sales professionals to keep attention to the methods, models, tools, and techniques regarding intelligence analysis. Eventually, they will practice the methods, which will support the development of the sales plan, with an integration of strategy and sales. This course has been developed by prof. Edson Ito with an active participation of Rosangela Ito. Rosangela Ito (MBA) is a specialist in Strategy & Competitive Intelligence, Marketing, and Strategic Partnerships. She has an extensive experience in strategy, international M&A, strategic benchmarking, competitive intelligence, strategic partnerships, brand licensing. She also has an International Certification in Competitive Intelligence at the Fuld Academy of Competitive Intelligence.

Video 1 - The Intelligence Problem Definition in Sales3:33

Video 2 - The Information Gathering Cycle4:17

Conheça os instrutores

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor

Hi, welcome back.

In the last video,

we discussed a way to reduce the amount of information necessary to

perform the analysis to help you and your sales force.

However, even after you made sure that

you will only try to locate the information relevant to sales,

the volume of information will still be very large.

You will also need to make sure that you collect the information in

the order that will give you the most effective use of your time and resources.

Over the years, I have learned some basic principles of information gathering.

First, it is easier to gather information when you know precisely what you want.

Second, organizations have far more information than you might think.

Third, most of the information the company needs is already available internally.

Fourth, most information is fragmented, disorganized,

and formatted in the way to serve the needs

of the withholder of the information, not yours.

Fifth, most people are happy to help if they

think the information will be used and it's going to be used for a good cause.

Sixth, people will volunteer information mostly if they like you.

Seventh, the best way to gain

the trust and the goodwill of others is when you don't need it.

Another one, is people like to know what has been done with the information they shared.

People want to feel important.

People prefer to speak in their own language.

For example, a TI person feels more

comfortable when speaking the TI language, lingo, and expression.

Based on this knowledge,

we proposed that the information gathered to look for the information in

stages: from the easiest information to the most difficult ones,

to the least to the most expensive,

from the safest information and move towards the riskiest ones.

The people working in your company are probably your greatest asset.

Your colleagues including people with a lot of

external contacts as well as former employees from various companies,

some of them from your own industry.

As a group, they have far more access to people than you can possibly dream.

And it is your job to harness the power of their networks in order to help

the company to have the necessary information to perform a good analysis.

A very frequent problem I've often find in many companies is

the wrong assumption that

competitive intelligence is the only group responsible for gathering information.

It doesn't make any sense. Think for a moment.

The most important information any company has is the one already contained internally.

This information has been accumulated in years of contact with the external environment.

Another much valid source of information is the external sources,

contacts, the firm's employees have with external organizations.

The people who have the established relationship come from sales,

procurement, customer support, and other areas whose job demanded.

The people from competitive intelligence do not to know

the representative from other companies as well.

Therefore, it will not make sense to expect

competitive intelligence to contact the external world in this matter.

In this sense, the sales function is

far better positioned to learn about the market and its players.

In this video, we talked about

the basic principles of finding information you want and need.

In the next ones,

we will examine the whole intelligence cycle,

one of the most competitive intelligence tools to help

you improving your sales decisions.

We will see you in the next video. Thank you for watching.

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