2011
SMPS Foundation Thought Leadership Series
WHITE PAPER
Author:
A. Krista Sykes, PhD
Founder, Architecture In Context
White Paper Liaison: Scott W. Braley, FAIA FRSA
Principal, Braley Consulting & Training
Kirsten A. Sibilia, Assoc. AIA, LEED
Chief Marketing Officer
Dattner Architects
© 2011 Society for Marketing Professional Services Foundation
1.
2.
3.
5.
6.
© 2011 Society for Marketing Professional Services Foundation
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
Executive
Summary
Word association haunts the phrase
―competitive intelligence.‖ When following
―competitive,‖ the term ―intelligence‖ calls
to mind espionage, undercover agents, and
the covert actions of the Central Intelligence
Agency. In most people‘s minds, the CIA
operates in stealth mode, working secretly
to ensure our national security.
Yet unlike national intelligence, competitive
intelligence is an open process, carried out
in the light of day. It isn‘t about secrets or
spying. Rather, competitive intelligence is
about crafting a 360-degree view of your
business and its surroundings, using
publically available information to
anticipate change, mitigate risk, and grasp
opportunity. A strategic and ethical business
tool, competitive intelligence helps savvy
businesses thrive.
Originally used by large organizations such
as Motorola and Kellogg, competitive
intelligence (CI) now appears in companies
of all sizes across all business realms. Many
service industries—such as advertising,
biotech, and financial services—embrace
CI, but the A/E/C industry as a whole has
yet to realize CI‘s potential. From my
research it appears that our industry‘s CI
practices—and they are rarely labeled
―competitive intelligence‖—tend to be less
systematic, often carried out ad hoc if at all.
companies in unpredictable ways. In many
circumstances, a business‘s best chance of
survival is its ability to adapt to these
changes in a planned yet flexible way—to
roll with the punches, so to speak.
Competitive intelligence offers this and
other advantages.
Considering the competitive advantages that
accompany CI practices and today‘s trying
economic environment, I expect that in
coming years more architecture,
engineering, and construction firms will
adopt CI to secure and grow their business.
If they haven‘t already, sharp A/E/C
marketers will recognize CI as a valuable
tool for dealing with an unpredictable
future. As competing firms figure this out,
CI will become indispensible.
This paper is organized in two parts. In the
first half I define competitive intelligence
and address common misconceptions about
the topic. In the second part I focus on CI in
action, beginning with common traits of
businesses that are recognized as CI leaders.
I then turn to the A/E/C industry in
particular. After exploring methods of
collecting and communicating information
for CI, I identify A/E/C activities that fall
into the CI camp. This discussion
establishes a baseline for what CI practices
our A/E/C colleagues currently use. It also
provides insights into how we as marketing
professionals can introduce CI into our
work cultures. For organizations that
already practice some form of CI, we can
strengthen these existing efforts and
maximize their value to help our firms rise
to the top.
Businesses across all industries grapple
daily with fluctuating markets, shifting
demographics, developing technologies, and
other environmental aspects that impact
© 2011 Society for Marketing Professional Services Foundation
PAGE 1
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
―Competitive intelligence is a method of
collecting and analyzing information that
lets companies gain an edge knowing
what‘s around the corner.‖iv To develop a
better sense of what CI is and is not, let‘s
examine this definition word by word.
Competitive
Intelligence
Defined
In 1985 John Wiley & Sons published
Leonard Fuld‘s Competitive Intelligence:
How to Get It, How to Use It. Competitive
intelligence existed before this book. As
Fuld declares, ―under a different name or no
name at all … CI has been around as long as
business itself.‖i Yet Fuld‘s 1985 text,
cementing the term ―competitive
intelligence,‖ signaled CI‘s existence as a
unique area of practice.
CI is a Method…
CI extends far beyond a web search or the
random acquisition of information. As the
word ―method‖ implies, the CI process
stems from conscious reasoning and
planning. But despite its systematic nature,
there is no one right CI ―method‖—hence
―a method,‖ not ―the method.‖ The ―a‖
alludes to the variable strategies and tactics
of CI, the many ways to develop CI. A
range of CI methods will be described in
more detail later.
In 1986 CI providers such as Fuld and Leila
Who determines and carries out these
Kight, who had been offering CI services to
methods depends on many factors,
corporate clients since the late 1970s,
beginning with a business‘s organizational
created a professional organization for CI
structure. Companies typically acquire CI
practitioners. The Society
through one of three
of Competitive Intelligence
channels: a hired external CI
Professionals (SCIP—now
firm, an established CI
known as Strategic and
“Competitive intelligence is a
branch within their own
Competitive Intelligence
method of collecting and
organization, or informal
Professionalsii) further
analyzing information that lets
practices inside their
differentiated CI as a field
companies gain an edge
business.
apart from other endeavors.
knowing what‟s around the
Since its inception twentycorner.
Consultants employed by
five years ago, SCIP
—
dedicated CI firms usually
membership has grown to
have extensive CI experience
over 3,000 individuals—
but not necessarily
consultants, corporate
professional training. A
practitioners, and academics—representing
number of universities have developed CI
over 50 industries and 60 countries.iii
courses over the past twenty years, and
independent CI facilities—such as the Fuld
Gilad Herring Academy of Competitive
A Layperson’s Definition
Intelligence (ACI) based in Cambridge,
To avoid CI jargon, it is helpful to begin
MA—offer training programs. But until
with a layperson‘s definition of the term.
2 PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 2
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
March 2011 when ACI and SCIP partnered
to offer a professional competitive
intelligence certification program, no
universal CI training standard existed. Thus,
many people who practice CI have not been
formally trained.v Rather, through their
daily work activities they have acquired the
skills to evaluate information and develop
intelligence.
same industry is doing research (one of the
components of CI).‖ SCIP then qualifies
this statement by noting that, despite such
frequent research opportunities, ―other CI
components are often missing in businesses
today‖—namely an organized system to
gather information, analyze it, and
communicate the findings to decision
makers.vii
Some firms, typically larger companies,
… of Collecting and Analyzing
maintain a formal internal CI division,
Information…
which often goes by a name related to but
Ideally everyone in a company should
different than ―competitive intelligence.‖
―collect information.‖ Later I will address
These divisions either stand
how the ―collection‖ takes
alone or as part of another
place. Now let‘s focus on
department, such as
how ―information‖ differs
Many A/E/C companies have no
marketing, business
from ―data‖ and
established internal CI function.
development, or strategic
―intelligence.‖ According to
Nevertheless, informal CI
planning. There appears to
Seena Sharp, author of
practices (often under no name
be no set placement of CI
Competitive Intelligence
at all) may take place at all
divisions, even within
Advantage and principal of
levels of the firm.
industries. In keeping with
Sharp Market Intelligence,
this ambiguity, any number
―data‖ is the most basic. It
of individuals—from
is comprised of numbers,
marketing and business
statistics, facts, or images, all without
development leaders to CEOs—may
context. ―Information‖ is a step above data.
coordinate CI practices. Everything depends
It is a collection of data that puts the
on the company‘s internal organization and
material in context, which provides a greater
corporate culture.
understanding of the issues in question.
―Intelligence‖ builds on data and
Based on the research performed for this
information. It is analyzed information that
white paper, it appears that many A/E/C
reveals insights into future action.viii
companies have no established internal CI
function. Nevertheless, informal CI
To put the data-information-intelligence
practices (often under no name at all) may
relationship into focus, consider the
take place at all levels of the firm, at times
following example. Data is learning that X
even without intent.vi SCIP addresses the
people over age fifty live in City A—an
issue of intent in response to a frequently
interesting tidbit, but basically just nice to
asked question: ―Is it possible for a
know. Information is considering the total
company to practice some form of CI
population of City A, its rate of growth,
without realizing it?‖ SCIP answers, ―Yes.
factors that affect its growth (cost of living,
Any employee who visits a trade show,
industries, amenities, weather), and more.
reads a newspaper, or talks to friends in the
So now we see how the data relates to the
© 2011 Society for Marketing Professional Services Foundation
PAGE 3
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
larger context. Intelligence enters the scene
when more information is taken into
account and the whole picture is analyzed,
in Fuld‘s words, ―to the point where you
can make a decision.‖ix Intelligence is
recognizing that City A lacks sufficient
housing for this growing fifty-plus
population and no other firm is poised to
address this deficit. Ben Gilad, CI pioneer
and co-founder of the Fuld Gilad Herring
Academy for Competitive Intelligence,
characterizes CI as a ―serious study of holes
and how to fix them.‖x In
this case, the hole is fiftyplus housing and your firm
can offer the solution—fill
the gap by entering that
precise market.
The idea of ―analyzing
information‖ introduces its
own complexities. First, CI
―analysis‖ is largely qualitative. This stems
in part from CI‘s multi-temporal focus. We
must examine the past and the present to get
a handle on issues such as client needs,
consumer spending habits, and legislative
regulations. In many circumstances these
explorations involve empirical or fact-based
analysis. But with CI, we must also look to
the future. CI anticipates what comes next.
Even when dealing with hard data, such
future-focused analysis relies on
interpretation and gut feeling, which are
notoriously difficult to quantify. The
inherent subjectivity that characterizes
service industries further adds to this
uncertainty. This is especially true for the
A/E/C realm, in which brand perception,
firm reputation, and word-of-mouth
referrals mean a great deal.xi
A second confusing factor of CI ―analysis‖
concerns who does the analyzing. Often no
4 PAGE
one in a firm has received formal CI
training, and there usually isn‘t a designated
CI practitioner. Typically analysis takes
place in the mid- and/or upper levels of the
company, but who develops these insights
depends on the company‘s culture and
organization, the leadership‘s attitude
toward CI, and individuals‘ abilities to
extrapolate from the information at hand.
Sharp likens CI efforts to investigative
journalism and detective work. ―It requires
analysis and human thinking
to put the [clues] together
and to make sense of
numerous disparate pieces.
It‘s doing what the famous
detective Sherlock Holmes
did—but applied to the
business community, for
products, services,
companies, and industries.
It‘s having a 360-degree view.‖xii So CI
requires curiosity, creativity, and an aptitude
for solving problems. While certain people
are intuitively better than others at such
detective work, like all skills, CI has a
learning curve. CI abilities can improve
with guidance and practice.
…That Lets Companies Gain an Edge
Knowing What’s Around the Corner
This last piece of our layperson‘s definition
lacks a few necessary details to complete
our portrait of CI. Specifically, CI lets
companies gain an edge on whom and in
what areas? Sharp offers answers to these
questions. In Competitive Intelligence
Advantage, Sharp defines CI as ―knowledge
and foreknowledge about the entire business
environment that results in action.‖ The
words ―knowledge,‖ ―foreknowledge,‖
―entire,‖ and ―action,‖ Sharp explains,
© 2011 Society for Marketing Professional Services Foundation
BAGE 4
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
encompass the four main components of CI.
―Knowledge refers to an understanding of
the past,‖ she tells us, and ―foreknowledge
points to the future.‖xiii We‘ve already
discussed these temporal components of CI;
now on to the meanings of ―entire‖ and
―action.‖
website Monster.com. In 2000, Coca-Cola
announced layoffs of two thousand
employees. On hearing this information,
―Taylor immediately dispatched his
Monster blimp to fly over Coke‘s
headquarters. He was intent to remind all
buyers and sellers that Monster.com was the
place to go…. He left the Atlanta
―Entire,‖ according to Sharp, ―constitutes
newspapers in the dust.‖xv Taylor saw an
the wide range of
opportunity (the two
components [within the
thousand potential
larger environment] that can
customers), he was ready to
Opportunities are never lost.
impact the success of your
act (no one has a blimp just
Someone will seize the ones
business.‖ These influencing you miss.
lying around!), and he
factors include ―customers,
snatched it before his
—
distributors, suppliers,
competition (the local
technology, societal
newspapers) could.
changes, government
regulations, competitors, economy,
―Opportunities are never lost,‖ Andy
substitutes, other industries, prospects,
Rooney of CBS News reportedly said.
demographics, and legislation.‖xiv This long
―Someone will seize the ones you miss.‖xvi
list underscores that many variables shape
Competitive intelligence—a method of
your company‘s competitive landscape.
collecting and analyzing information that
Does CI allow you to keep abreast of all
lets companies gain an edge knowing
factors all the time? No. But CI presses you
what‘s around the corner—helps you
to identify the most crucial aspects for your
identify and act on these opportunities
business. You can then keep tabs on key
before they‘re gone.
issues so as events occur you are ready for
action.
Sharp‘s final point, ―action,‖ is CI‘s reason
for being. Whether you need to sidestep a
threat or pounce on an opportunity, CI
prepares the way for quick and decisive
action. If you are ready to move fast when
faced with a changing business
environment, or if you are poised to take
advantage of an emerging situation, you
will no doubt have a jump on most—if not
all—of your competition.
To emphasize the advantages that come
with quick action, Fuld points to Jeff
Taylor‘s success as founder of the career
Common Misconceptions
about Competitive
Intelligence
Competitive intelligence, an ethical
business practice that focuses on the whole
competitive landscape, is burdened by many
misconceptions. To make sure we don‘t buy
in to these pervasive myths, and to round
out our understanding of what CI is, let us
discuss what CI is not.
The 19th-century author Christian Nestell
Bovee wrote, ―Business is war.‖xvii Today
© 2011 Society for Marketing Professional Services Foundation
PAGE 5
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
talk of ―strategy,‖ ―intelligence,‖ and ―war
games‖ reinforces the connection between
military tactics and business. Even the term
―intelligence‖ calls to mind that supreme
agency of secrecy, the CIA. So let‘s be
clear—CI does not involve espionage. CI
practitioners must obtain information
legally and ethically. SCIP underscores this
emphasis on morality with its ―Code of
Ethics for CI Professionals,‖ which includes
such directives as ―comply with applicable
laws,‖ ―disclose all relevant information …
prior to interviews,‖ and ―avoid conflicts of
interest in fulfilling one‘s duties.‖xviii
According to industry insiders, SCIP‘s Code
of Ethics provides guidelines, not firm rules,
for how CI practitioners should behave. As
with all issues involving morality, a certain
amount of gray space exists; this cloudy
area shifts depending on the company and
the industry.xix But some acts clearly push
the boundaries of ethical behavior.
Breaking-and-entering a la Watergate does
not constitute legitimate CI activity, nor
does embedding moles in competing firms
or hacking into others‘ computer systems.
While such behavior sometime takes
place—and has helped taint the CI
profession—Sharp notes that most people
―generally believe in fair competition.‖
Furthermore, when discovered, spying
invites bad publicity and legal action, two
things most companies try to avoid.xx
A common misconception about
competitive intelligence is that it focuses
only on competitors. Yes, the competition
does figure into the equation, but CI
encompasses far more. Sharp provides a
wonderful analogy to illustrate the
6 PAGE
difference between competitive intelligence
and competitor intelligence.
Imagine that you are buying a home
or renting an apartment. If you were
doing the equivalent of competitor
intelligence, you would compare
house A to house B to house C and
so on. You would evaluate the
number of bedrooms and bathrooms,
the square footage, number of floors,
kitchen space and appliances,
fireplaces, style of the house
(traditional, Tudor, contemporary),
size of the property and amenities
(pool, deck, grassy area), and so on.
Even a renter, however, looks at far
more data points than these. They
consider the neighborhood: What
does it look like? How well is the
area maintained? How noisy is the
location? How far apart are the
homes? They also consider the
commute to work, quality of schools,
presence of the venues for things
they like to do or that they consider
important such as movies, sports,
restaurants, parks, gourmet
supermarkets, and specialty shops.
The latter would comprise the
competitive landscape, which
includes those elements that are
important in making this decision….
I doubt that you would choose a
place to live based strictly on the
number of rooms, without
considering the other details…. This
equally applies to business
decisions.xxi
So if you look only at the house, you are
ignoring information that should influence
your future actions, namely to buy a
© 2011 Society for Marketing Professional Services Foundation
BAGE 6
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
property or not. Likewise, if you focus
solely on your competition, you may miss
crucial information about any number of
things, from shifts in the marketplace to
technological developments to other
industry trends. Basically, when you think
of CI as competitor focused, you only see a
piece of the puzzle instead of the whole
picture.
The relationship between CI and market
research causes confusion, prompting some
to use the two terms interchangeably. CI
and market research do share certain
attributes, but they remain two distinct
fields. Business professor Alf H. Walle
suggests that CI as it now stands actually
developed in the mid-1960s as a subset of
market research.xxii This explains some of
the confusion surrounding the two terms.
Nevertheless, as Sharp comments, CI and
market research both ―focus on learning
about the market, but that is where the
similarity ends.‖xxiii
qualitative and forward-looking. Yes, CI
involves numbers-based investigations and
builds on the past and present, but the end
goal is to offer a glimpse of the future.
Sharp recommends conducting CI before
market research, and using these findings to
strengthen market research surveys and
focus groups. ―CI uncovers additional
information that supplements and improves
market research, as it doesn‘t rely [like
market research] on the respondent‘s
experience base or opinions.‖xxv Likewise,
Fuld characterizes CI as ―an addition to not
a substitute for [market research]…. Use
them both,‖ he suggests.xxvi
While market research zeros in on the
consumer, CI takes a much broader view. In
addition to the consumer, CI accounts for
the larger competitive landscape, including
―the threats of new entrants, substitute
products, the competitors, and key
suppliers.‖xxiv So market research forms a
part of CI. They are complimentary
activities, but not the same thing.
Aside from breadth of focus, other
differences set CI apart from market
research. While market research includes
consumer opinions, it largely emphasizes
the quantitative—working with numbers
and hard data—to examine what has already
happened. In comparison, CI is highly
© 2011 Society for Marketing Professional Services Foundation
PAGE 7
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
With this in mind, let‘s explore two
essential qualities shared by organizations
that are recognized as CI leaders. Then we
turn to the A/E/C industry, highlighting
common methods of collecting and
communicating information for CI
purposes. Finally, we identify A/E/C
activities—called CI, another name, or no
name at all—that, in light of the
aforementioned common traits, fall into the
CI camp. Not only does this discussion give
us an idea of what CI practices our A/E/C
colleagues currently use, it also provides
insights into ways we as marketing
professionals can use CI in our
organizations.
Competitive
Intelligence in
Action
Due to confidentiality issues, CI is a touchy
subject. Chances are if your company has
devised a method that provides a
competitive edge, you aren‘t going to want
it detailed in a nationally distributed white
paper. Leaders rationally fear that revealing
CI strategies will undercut hard-earned
advantages. In addition, privacy rules and
ethical considerations keep hired
Two Characteristics for
consultants from sharing many CI specifics.
So CI business cases tend to describe past
Successful Competitive
successes, for example American Airlines‘
Intelligence
impressive dominance in the 1980s or the
Views of competitive intelligence shift in
amazing growth of the pharmaceutical
response to the players and the situation.
company Novartis after its merger-born
People within the same company, with the
formation in 1996. Current information is
same goal of business success, may have
often more general and can be extrapolated
very different visions of CI. ―Competitive
through a few recent publications (including
intelligence,‖ Fuld notes, ―can
the Fuld and Sharp texts I‘ve
mean many things to many
reference here) and business
people. A research scientist
journals. Much of this
“Leaders must continually
sees it as a heads-up on a
material is anecdotal or based probe, „What‟s new? What‟s
competitor‘s new R&D
on after-the-fact
next? What‟s better? What‟s
initiatives. A salesperson
interpretation. It typically
changed?‟
considers it insight on how his
involves a business leader
—
or her company should bid
(Virgin Group‘s Richard
against another firm in order
Branson) offering tips for
to win a contract. A senior
entrepreneurial success; a CI
manager
believes
intelligence to be a longexpert (Fuld) analyzing traits of strong
term view on a marketplace and its
business leaders (AA‘s former president
rivals.‖xxviii Despite these different
Robert Crandall or Novartis‘s former CEO
perspectives, in organizations with
Daniel Vasella); or a commentator
successful CI functions two qualities
analyzing how a business lost to a market
repeatedly appear: leadership buy-in and a
development (film giant Kodak being
xxvii
willingness to challenge assumptions.
overrun by digital photography).
8 PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 8
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
motivates it.‖xxx
CI flourishes when the people in charge of
an organization, at all levels, embrace it. As
Sharp notes, we ―cannot rely on conjuring
up the future … [a business‘s] expectations
must be balanced with what is currently
occurring and what is changing.‖ Thus in all
areas of a company, ―leaders must
continually probe, ‗What‘s new? What‘s
next? What‘s better? What‘s changed?‘ That
means having the right input—external,
objective, current information—competitive
intelligence.‖xxix
So what happens when leaders do not
recognize the value in CI? Logically it
follows that they don‘t try to develop it.
Without a CI strategy, it is harder for such
leaders to ―continually probe‖ their
competitive environments. Consequently,
they miss signs of pending shifts that may
impact their business. Likewise, company
goals may be ungrounded and unrealistic. It
also follows that if leaders don‘t buy into
CI, they don‘t allocate resources to the
creation of CI, nor do they encourage a CI
culture within their organizations. This
means that when employees of all levels
come across relevant information, chances
are they don‘t share it with coworkers and
employers in any systematic way. As we
will see, an effective means of
communication is key for successful CI.
Without a way to disseminate information,
CI flounders. When points of intelligence
do develop, they often go nowhere.
Another necessary aspect for successful CI
is a willingness to challenge assumptions.
―Assumptions,‖ Fuld states, ―are the beliefs
a company has about its industry, how its
competitors behave in that industry, and
beliefs a company has about itself and what
Assumptions are dangerous. Just ask
traditional music publishers, who ―had
assumed for years that the consumer would
buy entire albums of their favorite artists,
despite the fact that he or she likes only half
of the music on a twelve-song album.‖ As
Fuld points out, ―Apple Computer assumed
differently and had the iTunes technology
deliver individual songs on demand. Almost
overnight Apple‘s iTunes business was
worth hundreds of millions of dollars.‖
Record companies then had to scramble to
devise ways to counteract their lost album
sales.xxxi
The iTunes example shows that past success
does not guarantee continued success. This
is especially true today with widespread
economic, social, and political uncertainties.
―Change is here; change is now; change is
the new normal,‖ Sharp concludes.xxxii
Organizations can‘t afford to operate on
assumptions, which often act as blinders to
change.
Many CI experts discuss the dangers of
business blinders. Two forms are
particularly prevalent—number blindness
and the silo effect.xxxiii Number blindness
focuses on quantitative attributes and
spreadsheets, excluding key qualitative
information—such as that learned by
talking to employees and potential
customers. Eric Garland, the founder of the
St. Louis-based consulting firm Competitive
Futures, cites an instructive example of such
number blindness.xxxiv Years ago Duncan
Hines,
a major producer of cake mix in the
United States … discovered that
Asia was an untapped market. They
did great market research on the
© 2011 Society for Marketing Professional Services Foundation
PAGE 9
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
Japanese per capita income, grocery
spending, even consumer tastes to
determine the right level of
sweetness in their baked goods. A
check of potential competition
showed that there were virtually NO
competitors in this space—an
incredible Blue Ocean of profit just
waiting! [Nevertheless] the product
launch was a failure. It turns out the
Japanese generally do not have
OVENS in their apartments.‖xxxv
In Garland‘s example, Duncan Hines
procured vast amounts of data, but in the
end, their product launch was ―half-baked‖;
the focus on numbers excluded a crucial yet
basic cultural component—the missing
oven.
Another form of blinders involves the silo
effect, focusing only on a select portion of
an organization (or market or industry). In
The Secret of Competitive Intelligence, Fuld
relates the story of Corning, a leading
company in the glass and ceramics industry,
losing its glass cooktop market to rival
Schott Glas in the late 1970s.xxxvi Schott
pulled this off by underpricing its cooktops
and temporarily relying on profits from
other products to make up the difference.
Like many other large companies who view
product performance in terms of individual
units (i.e. ceramic pots fall into one business
unit, glass cooktops another), Corning did
not look at Schott‘s financials across all
business units, just that of the cooktops.
Mystified at how Schott could offer
cooktops at such a low price and remain in
business, Corning eventually abandoned the
cooktop market all together. Schott then
hiked its prices and made a killing. Six
years later, internal role-playing exercises
(more on these later) helped Corning
10 PAGE
uncover Schott‘s strategy; keeping an eye
on Schott‘s entire business portfolio,
Corning developed a counterstrategy that
allowed it to competitively reenter the
cooktop market.
Information: Collection and
Communication
Today in the A/E/C industry, information
typically comes from two sources: personal
networks and the Internet. Acquiring this
information is the first step; the next is
communicating this information within an
organization so it can generate intelligence.
David Koren, an Associate Principal and the
Director of Marketing at the architecture
firm Perkins Eastman and author of
Architect‟s Essentials of Marketing, feels it
is crucial for a firm to understand the
competitive landscape and its place within
this landscape.xxxvii Informal conversations
are amazing resources for developing such
intelligence. Whether you have a specific
question in mind (―What do you know
about Company X?‖ ―What is a typical
hourly rate for Y service?‖) or would like to
keep abreast of industry trends, personal
connections are key. Within your company,
a co-worker may provide insights on a past
employer‘s working strategy or offer
impressions of a former classmate being
interviewed as a potential new hire. Over
golf, a client may allude to future expansion
plans or required services. This latter
example relates to developing job leads, but
Koren points out that the benefits of
networking extend even further.
Relationship building, he asserts, isn‘t
necessarily about meeting someone who
will give you a job; it is as much about
© 2011 Society for Marketing Professional Services Foundation
BAGE 10
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
finding resources for future
intelligence.xxxviii
expressed in a recent ―BD Tip‖ from the
SMPS Business Development Institute,
―Whether it‘s at the soccer field, a PTA
meeting, the gym, church, or any other
social setting, there are relationships waiting
to be cultivated.‖xxxix The value of these
relationships can appear at any time. ―Keep
your ears open!‖ Koren suggests. ―You
could be doing research while boarding a
plane, getting coffee, or visiting a friend.‖xl
Many A/E/C marketers and business
developers have experienced first hand the
power of a personal network. And while it
may be challenging to quantify
networking‘s return on investment, a
definite ROI exists. This is especially true
when we realize that a large part of CI
intelligence in our industry travels through
person-to-person interactions, most often
informal ones. So it is critical for us as
With the right search terms and a little time,
professional service providers to maintain
the Internet can provide a range of valuable
current relationships and continually expand
information for CI development, including
our personal networks. This is the first place
―major players, market shares of
many of us turn for
participants, total market size
industry knowledge.
and projected growth rates,
major drivers and barriers to
Online Search Guidelines:
Here we hit a common
market entry, emerging
Check dates, check sources,
stumbling block—how do
trends, [and] required
search smart.
you grow a personal
regulations/certifications.‖xli
network, especially with
Yet, because the Internet
the time constraints we all
contains so much material, we can easily
face? We would do well to remember that,
become overwhelmed by irrelevant or
like any other job-related task, networking
unhelpful information. A few guidelines
should be scheduled into our workweek. For
help ensure that online searches result in
example, every week commit to at least one
useful knowledge, not lost time.
relationship-building exercise—book a
 Check Dates: Confirm that the
lunch with a friend in the industry, attend a
information you find is current.
networking event, or visit an existing client.
Assumptions based on outdated figures
Koren wisely notes that building
can undermine CI efforts.
relationships is easier when you follow your

Check Sources: Make certain that
interests. So choose the method that works
information comes from credible
best for you, that you most enjoy. If you
sources. Anyone can post information
aren‘t fond of large crowds, set up one-ononline; appearing on your screen doesn‘t
one visits or lunches. Or if you love to work
make information true or accurate, just
a room, hit an industry cocktail hour. As we
visible.
all know, networking efforts are more
 Search Smart: Two books offer
effective when you are truly enjoying
excellent tips to guide Internet searches.
yourself.
Koren‘s Architect‟s Essentials of
Marketing contains a section on research
Also keep in mind that your personal
in which he discusses methods of
network extends beyond work. As was
© 2011 Society for Marketing Professional Services Foundation
PAGE 11
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
research (primary and secondary,
quantitative and qualitative), sets out ten
steps to develop a research plan, and
notes helpful online resources. While
Koren‘s book specifically addresses
marketing research, these tips apply to
research in general. The second book,
Sam Richter‘s Take the Cold Out of
Cold Calling, is ostensibly for sales
people. He deals directly with online
research, covering everything from
Boolean Searches to finding golf
handicaps. The best description of
Richter‘s book is its subtitle—Web
Search Secrets: Know More Than You
Ever Thought You Could (or Should)
About Your Prospects, Clients and
Competition.xlii Between Koren‘s A/E/C
concentration and Richter‘s Internet
focus, you will have online-search bases
covered.
In addition to being a valuable resource of
secondary information, the Internet is an
effective timesaving and organizational tool
for CI development. Many savvy marketers
rely on Google Alerts to inform them via
email whenever a client, competitor, or
topic appears online. This tool allows users
to track industry events and developments
without sifting through (figurative) stacks of
web pages. Evernote is another helpful site.
A note-taking, bookmarking, and linksharing tool, Evernote allows you to tag and
organize material—text and images,
including screen captures—into
―notebooks,‖ which can then be shared with
others and referenced from any computer or
portable device.
Other sources for secondary research appear
online as well. Richter emphasizes three in
particular: small newspapers, local libraries,
and government institutions. Local and
12 PAGE
regional online papers often contain
information not broadcast on a national
scale. Easily located with the help of
Google News, such information can offer
insights into a company‘s hometown actions
or reputation. Also, many local libraries
have online databases and journals that can
be accessed, for free, by a library-card
holder. This means that after the initial
library visit to sign up for a card,
information ranging from business reports
to academic articles can be viewed via the
library website regardless of your location.
Some government institutions, like city
halls and foreign embassies, also offer
material online, such as census data and
international trade information. At times the
acquisition of specialized information may
require an in-person visit; such visits can be
facilitated through contact details typically
found online.
Aside from specific industry knowledge,
online research can shed light on anything
that might impact the business
environment—political developments,
legislative and regulatory changes, social
trends, technological developments,
environmental issues … whatever may
affect the services you provide and the
manner in which you provide them.
Within A/E/C firms communication
strategies vary; methods range from email
correspondence to formal databases. Perkins
Eastman, a large architectural firm with
over a dozen offices across the globe,
thrives on the email strategy. With senior
people often on the road between their US
and international offices, email has emerged
as a quick, easy, and effective way to keep
team members informed on the CI front.
© 2011 Society for Marketing Professional Services Foundation
BAGE 12
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
Koren, an Associate Principal and the
Director of Marketing at Perkins Eastman,
points out that email‘s ability to store and
search years‘ worth of exchanges can make
it function like a central database of all your
communication.xliii
Competitive Intelligence in
the A/E/C Industry
We don‘t often hear the term ―competitive
intelligence‖ in the A/E/C industry, but CI
practices do exist. Let‘s begin by looking at
a prominent industry publication and
Another large A/E firm, Mead & Hunt,
newsletter, DesignIntelligence. Although
relies on a different approach. CI sharing
the phrase ―CI‖ doesn‘t frequently appear in
and research often occurs in business and
DesignIntelligence, the publication‘s efforts
strategic meetings, and then select
nevertheless contain a CI-like component.
presentations are posted to a Sharepoint
The word ―Intelligence‖ in its title indicates
intranet site that is open to their 22 offices
this, as does the text on its website that
across the country. They
describes the journal as a
highly coordinate their
―report on the future.‖xlv
efforts across offices and
This forward-looking focus
We don‟t often hear the term
divisions, with
rests on the collection of
“competitive intelligence” in the
assignments, deadlines,
data, benchmarks, and set
A/E/C industry, but CI practices
and ultimately planning
points for different levels
do exist.
results appearing on the
of service delivery in our
intranet. This internal
industry.
sharing encourages accountability, making
co-workers more likely to accomplish their
DesignIntelligence‘s content derives largely
expected tasks. It also avoids scenarios of
from the Design Futures Council and the
―reinventing the wheel,‖ with past
professional activities of publisher and
xliv
experiences available to all.
founding editor James P. Cramer. Former
CEO for the American Institute of
Within an office, encouraging
Architects, Cramer now heads the
communication can be rather informal.
Greenway Group, a strategy consulting and
Some firms maintain ―intelligence‖ bulletin
business development firm that focuses on
boards in common spaces, where cothe A/E/C industry. Despite the lack of the
workers can post and read recently acquired
phrase ―competitive intelligence‖—Cramer
information. Other offices host monthly
prefers the term ―competitive
brown-bag lunches, or Friday cocktail
positioning‖xlvi—the language on
hours, where colleagues share and discuss
Greenway‘s website places the group firmly
industry news and trends. The possibilities
within the CI realm.
for such informal interactions are endless,
and they need not be elaborate. The point is
Unlike many consultants that base
their advice on current conditions,
for open communication to occur, and for
Greenway focuses on the future of the
everyone to contribute.
AEC marketplace…. Greenway gains
understanding through work with all
of the components of the marketplace:
practitioners (architects, engineers,
© 2011 Society for Marketing Professional Services Foundation
PAGE 13
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
contractors), owners, suppliers, and
related professionals as well as
cultural organizations and
foundations. Our resulting ability to
―see around the corner‖ gives us a
broad perspective through which we
are able to provide valuable business
connections, insights, and strategies
that help firms realize greater
success.xlvii
This language—―focuses on the future,‖ ―all
components of the marketplace,‖ ―see
around the corner,‖—echoes our discussion
of CI. Building on these ideas, the
Greenway Group regularly poses a set of
questions to their clients, who include
global architectural firms like SOM
(Skidmore, Owings & Merrill, LLP) and
product development companies such as
DuPont. In particular, the questions help the
clients to identify their current business
positioning and how it may change in the
coming year based on potential shifts in the
marketplace and society as a whole. This
inquiry pushes clients to identify the
assumptions that they hold about
themselves and competitors. It also helps
them take stock of their ability to move
deliberately and quickly to take advantage
of opportunities.xlviii Overall, these concepts
align closely with critical issues of CI.
Nevertheless, few people use the phrase
―competitive intelligence‖ in the A/E/C
world. Throughout my research—which
involved interviews with over two dozen
marketing and business development
leaders—I spoke with representatives of
architecture, engineering, and construction
firms of all sizes, focuses, and demographic
regions across the United States. From the
beginning, almost no one recognized the
term ―competitive intelligence‖ as I have
14 PAGE
described it here. A handful of people
associated CI with competitor intelligence,
but most often I heard comments like,
―That‘s an interesting topic, but I don‘t
know how much I can help you,‖ or ―we
don‘t do competitive intelligence.‖ I would
then reference the layperson‘s definition:
―I‘m interested in hearing about methods of
collecting and analyzing information that let
your company gain an edge knowing what‘s
around the corner.‖ ―Oh,‖ they would say.
Then they would start talking.
A number of our A/E/C colleagues practice
elements of CI, just not under the name
―competitive intelligence.‖ The following
examples offer insights into how CI is
already used in our industry. The practices
range from deliberately including CI in
overall business strategy to using CI as
needed or even unintentionally. We can
learn from all of these practices and
incorporate CI elements into our own
organizations.
Research is a key component of CI,
necessary to secure information that leads to
intelligence. Yet, few firms have a
designated researcher, and even fewer have
independent research divisions. As a result,
company research practices run the risk of
being unorganized, inefficient, and
irrelevant. Centralizing your research
activities helps forestall these issues.
Over a decade ago, STV Inc., a large
national engineering and construction
management firm, decided that it needed a
dedicated research unit to support business
development efforts. Upper management
recruited Daniella Bernett from their
Corporate Communications Department to
© 2011 Society for Marketing Professional Services Foundation
BAGE 14
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
establish this research division. Since 2000,
While your firm may lack the resources to
the Research Department—initially
create an independent research division or
comprised of just Bernett, who in recent
hire a full-time researcher, it is possible to
years was joined by an assistant—has
contract outside researchers on a freelance
supplied the company‘s thirty-plus offices
basis. Or perhaps with some rearranging of
with information on its three market sectors
workloads, someone in your firm with an
(Transportation, Buildings and Facilities,
aptitude for research can further develop his
and Construction Management). In addition
or her research skills. You can direct this
to industry trends and related legislation,
person to Koren‘s and Richter‘s books for
research also focuses on potential projects
guidance on how to effectively plan and
and competitors. Information moves
execute research projects. With time, this
through the company in a variety of ways,
person can become the center of the firm‘s
including daily emailed ―news alerts‖ and
research activity and help ensure that key
weekly business-development conference
information reaches the right ears.
calls. The information collected by the
Research Department reaches all areas of
the firm and plays a guiding
In the words of the Australian
role in strategic corporate
entrepreneur Chris Corrigan,
xlix
decisions.
―You really can't overprepare in business!‖l This
Scenario planning allows
We should take note of the
mindset gives rise to scenario
companies to be more agile
crucial role that a designated
planning, a thought process
and more competitive when
research function plays in the
that derives in part from
faced with potentially
company discussed above.
military strategy. The
devastating market shifts.
Throughout the industry
underlying concept is to
marketing and design
anticipate possible events and
professionals can—and no
be prepared with the best
doubt do—undertake research
response. Scenario planning
projects. But there are
provides a framework for
advantages that come with dedicated,
analyzing problematic situations,
experienced researchers. In terms of
developing strategies to deal with these
expertise, skilled researchers know where
situations, and identifying signals that such
and how to locate sources. They also
situations are about to occur. The process
develop sensibilities about what kinds of
typically begins with naming a few likely
information are significant, how to organize
emergent scenarios. These situations may
certain types of investigations, and how to
range from technological advances and
distill the information for insightful results.
market crashes to demographic shifts and
These aspects allow them to work more
the appearance of new competitors. The
efficiently and effectively. In addition,
participants flush out the designated
researchers are outsiders in a way, which
scenarios, considering how these events will
brings elements of objectivity and openness
impact the company. ―Given these
that others close to a topic can‘t always
scenarios,‖ they ask, ―what opportunities
provide.
may arise? What threats may appear? How
should we deal with them?‖ The
© 2011 Society for Marketing Professional Services Foundation
PAGE 15
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
participants devise lists of actions, which
they then review to determine the best paths
to take if faced with these situations. They
also highlight early warning markers, or red
flags, that indicate that a certain scenario is
pending and action is soon warranted.
formulate strategies for facing off against
them, and respond to surprise scenarios
(which are thrown at them by the game
moderator). War games help participants
identify issues that need attention within a
firm or competitor firms, locate possible
threats or opportunities, and develop quick
and decisive responses.
According to Ken Wightman—former CEO
of David Evans Associates (DEA) and now
chairman of its parent company David
Like scenario planning, war games allow a
Evans Enterprises Inc. (DEEI)—scenario
company to think through most probable,
planning has been instrumental in DEA‘s
alternative, and even worse case scenarios.
continued success. DEA is a thirty-fiveIn addition, being immersed in your
year-old engineering firm that focuses on
competition‘s world provides insights about
energy, land development, transportation,
threats to and opportunities for your firm.
and water resources markets.
For example, Corning‘s
But the firm‘s service areas
internal role-playing
were less diversified when
scenario—basically a tonedCompetitive intelligence: a
they initially began scenario
down war game referred to
“serious study of holes and
planning in 1998. At the time
by Fuld as a ―shadow
how to fix them.”
of the telecom bubble burst in
competitor approach‖lii—
2000, 75% of the company‘s
demystified Schott Glas‘s
—
work involved telecom fiber
strategy for taking over the
cable; so, they were
glass cooktop market.
immediately impacted by the
Through their shadow
market crash. Yet, because
competitor approach,
they had run through this scenario in
Corning also recognized their own part in
planning sessions, they had action steps in
the cooktop defeat, namely their failure to
place to help them move fast. As a result,
consider all of a company‘s business units,
the firm quickly diversified their project
both their own and their competitors‘. With
load, surviving the downturn despite the
this realization, Corning devised a
fact that, only two years later, the telecom
counterstrategy to re-enter the glass cooktop
market had dropped to only 2% of their
market, and they instituted measures to
work. Scenario planning allowed this
avoid future departmental
company to be more agile and more
compartmentalization and big picture
competitive when faced with a potentially
blindness.
devastating market shift.li
Internal role-playing scenarios, whether
Related to scenario planning, war games
over a brief or extended period of time,
also originate in military strategy. The
offer a viable strategy for businesses of all
business equivalents of war games involve a
sizes to solicit employee involvement. With
well-prepared role-playing exercise where
dedicated resources, a company could
teams immerse themselves in details of their
coordinate an intensive role-play to
competitors to become certain companies,
seriously investigate competitors and
16 PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 16
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
environmental challenges. But an informal
role-play may be more plausible in some
cases. This could take place over a few
months, with teams meeting weekly for
lunch to test intelligence gathered between
meetings. Or perhaps coordinate finite
brainstorming sessions during a coffee hour.
Preannounce topics so participants can
prepare for lively discussions. Whatever the
format, though, putting yourself in someone
else‘s shoes is a constructive exercise, often
providing valuable
insights for future action.
Mead & Hunt, the Air Service division
focuses on small- to mid-sized airports
looking to grow their flight offerings,
particularly by attracting additional airlines
and/or destination routes. Aside from being
a profitable part of Mead & Hunt‘s practice,
Air Service allows Mead & Hunt to
establish relationships with airport clients
that may lead to design work in this niche
market.liii
William McDonough +
Partners, a 25-person
architectural firm based in
Experts agree that the most effective
Charlottesville, VA, has
CI
efforts
permeate
an
organization
excelled in what was
Recall Gilad‘s
from
the
top
down….
Yet,
if
you
do
initially a kind of niche
description of CI as a
not
work
with
CI-minded
leaders,
market—―green‖ design.liv
―serious study of holes
there is hope.
Dedicated to sustainable
and how to fix them.‖
and ecologically
For many A/E/C firms,
responsible design,
the quest for holes
McDonough partnered in
pushes them to scrutinize
the early 1990s with
their competitive
German chemist Michael
landscape. This includes
Braungart.
Together
they founded MBDC
talking to clients about the services they
(McDonough Braungart Design Chemistry),
currently use, how these services could be
a sustainability consulting and product
better, and what services are missing
certification firm that emphasizes the Cradle
entirely. The identification of such holes can
to Cradle® philosophy.lv (A ―Cradle to
lead to the development of a niche market.
Cradle‖ system is one that produces no
waste throughout its lifecycle, only nutrients
The architecture and engineering consulting
for other processes.) In 2002, also with
firm Mead & Hunt, headquartered in
Braungart, McDonough founded
Madison, WI, operates successfully within
GreenBlue, a non-profit institute that assists
specialized markets. In the past fifteen
businesses in moving toward sustainable
years, the company has quadrupled in size,
design and production.lvi McDonough‘s
now with more than 500 employees in 22
thriving architecture practice, MBDC, and
offices across the country. While Mead &
GreenBlue all rest on McDonough‘s passion
Hunt boasts a diverse array of services, the
for what he calls the ―triple top line,‖
firm‘s tremendous growth (all the more
namely the positive focus on ecology,
extraordinary during the recent economic
economy, and social equity.lvii In part
turmoil) rests in part on the cultivation of a
McDonough‘s success lies with the fact that
few niche markets, including airports. Some
his emphasis on ecological design addressed
of the airport work comes to Mead & Hunt
holes in the market—the absence of
through their ―Air Service.‖ A branch of
© 2011 Society for Marketing Professional Services Foundation
PAGE 17
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
sustainably minded designers, products, and
companies, all during a time when it
became no longer possible to ignore the
need for ecological awareness. Thus,
McDonough has built a green empire by
addressing these missing components in the
design and production landscape.
associated with the unknown. Does CI
eliminate all unknowns? No, but it certainly
reduces them, which reduces risks
associated with business operations.
A/E/C colleagues offer advice on how to
sell CI to your colleagues. Kary Beck,
Corporate Communications at Mead &
Hunt, emphasizes the need for CI-minded
executives.lix She suggests that by involving
If your firm leadership already embraces
leaders in the intelligence
practices such as
development process, you
supporting business
encourage them to buy in
strategies with careful
to CI initiatives. Research
f you find ways to engage company
research and analysis,
in social psychology
regularly questioning
leaders in intelligence gathering
demonstrates that
assumptions, and taking
strategies, they are more likely to
involvement in planning
a big picture view of the
become personally invested in and
phases—primarily having
business environment,
more supportive of these activities
a choice about how a
consider yourself a step
project will proceed—
ahead. Invested leaders
cultivates feelings of
cause a trickle down
ownership and motivation,
effect, nurturing an
which boosts the project‘s
environment that
chance of success.lx This means that if you
supports and values CI practices. Across the
find ways to engage company leaders in
board, experts agree that the most effective
intelligence gathering strategies, they are
CI efforts permeate an organization from
more likely to become personally invested
the top down.
in and thus more supportive of these
activities. If asked to take on a CI-related
Yet, if you do not work with CI-minded
task such as drafting a departmental
leaders, there is hope. Strategic planning
marketing or strategic plan, Beck suggests
and CI go hand in hand. If your firm
that you ―kick it back to the division
practices strategic planning at any level, you
leaders.‖ This doesn‘t mean handing it right
can make the case for a stronger CI effort.
back to them, but rather walking them
By nature strategic planning involves a
through the process, soliciting their input
company‘s ability to manage risk while
and ideas to help them become an integral
adapting to change—the two elements that
part of the process and feel more
drive effective CI. In The Secret Language
responsibility for its results.
of Competitive Intelligence,‖ Fuld
recommends involving leaders of all levels
Likewise, executive leaders, including
in CI. In addition, it helps to position CI as a
lviii
Wightman, stress the need for organizationprocess that provides comfort.
―CI as
wide CI participation.lxi As chairman of
comfort‖ particularly appeals to risk-averse
David Evans Enterprises Inc., Wightman
leaders, as effective CI reduces risks
feels that competitive intelligence extends
18 PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 18
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
beyond the firm as a whole to the individual
employees. Each person in a company
contributes to the organization. Thus he
feels that leaders must cultivate CI-minded
employees. One way to do this involves
offering professional development
opportunities—such as leadership and
business skills classes—to build employee
competence, loyalty, and performance.
Other necessary components involve
maintaining open communication
throughout the organization‘s hierarchy,
establishing clear expectations for
employees, and promoting a sense of
individual accountability. In line with
business guru David Maister, Wightman
believes that a company provides the best
value for clients by supporting it staff,
which leads to a motivated and dedicated
employee base. This is the heart of a
successful business operation.lxii
© 2011 Society for Marketing Professional Services Foundation
PAGE 19
BEST PRACTICES IN COMPETITIVE INTELLIGENCE
Conclusion
Change is the only constant.lxiii Today
perhaps more than ever this statement rings
true. Businesses across all industries grapple
daily with fluctuating markets, shifting
demographics, developing technologies, and
other environmental aspects that impact
companies in unpredictable ways. In many
circumstances, a business‘s best chance of
survival is its ability to adapt to these
changes in a planned yet flexible way—to
roll with the punches, so to speak.
Competitive intelligence offers this
advantage.
Competitive intelligence allows business
leaders to predict and respond quickly to
what‘s coming next. While CI isn‘t yet
widely practiced in A/E/C circles, I suspect
it will be soon. The competitive advantages
CI offers are simply too good to pass up. As
marketing and business development
professionals, we need to stay on top of
changing business strategies. By looking to
adopt CI practices now, we can position
ourselves ahead of the game.
personal network to keep abreast of industry
developments. You can hone your Internet
search skills with David Koren‘s
and Sam Richter‘s
Take The Cold Out Of Cold Calling.
Experiment with online tools to organize the
information you find and systematically
share this information with colleagues.
Above all, develop intelligence and keep
your eye on the future.
For those in your firm who may need
another reason to develop CI practices,
consider this: while we don‘t frequently
hear the term ―competitive intelligence‖
within A/E/C circles, CI in the A/E/C realm
exists nonetheless. Chances are that your
competitors practice CI in some form—it
simply isn‘t called ―competitive
intelligence.‖ Can your company afford to
forfeit the advantages CI provides? We
would all do well to keep in mind an
insightful comment by Matt Hawk,
President of SMPS Boston: ―If you aren't
doing competitive intelligence, then I don't
expect to be competing with you for too
much longer.‖lxiv
In your organization, you can lead the
charge toward CI. You can read books on
CI, like Seena Sharp‘s Competitive
Intelligence Advantage and Leonard Fuld‘s
Secret Language of Competitive
Intelligence. Give copies to your boss.
These books, along with your growing
expertise, will introduce executive leaders
to CI and convince them of the value CI
brings. Encourage forms of scenario
planning, ―looking for holes,‖ and informal
brainstorming. Involve co-workers from all
departments for a variety of perspectives.
Continue to build and maintain your
20 PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 20
BIBLIOGRAPHY
About the Author
A. Krista Sykes, PhD, is the founder of Architecture In Context, a firm that provides
writing and research services for architecture, engineering, and construction
professionals. A published author of books and journal articles, she has been involved
with the design industry for 15 years. Krista earned a BA in architecture from
Princeton University and a PhD in architectural history and theory from Harvard
University.
Resources
Buckshon, Mark. ―Best Practices: Competitive Intelligence, How to Uncover Future
‗What-If‘ Possibilities.‖ SMPS Marketer 29, no. 4 (Aug, 2010), 12–14.
This article provides an overview of competitive intelligence and how it is
understood and employed in the A/E/C industry. It concludes that while many
marketers use CI practices, the full value and details of CI have yet to be widely
understood by industry professionals.
Corrigan, Chris. ―Giving it All You‘ve Got: Patrick‘s Chris Corrigan.‖ In CEO Forum
Group, <http://www.ceoforum.com.au/article-detail.cfm?cid=6380&t=/Chris-CorriganPatrick-Corporation/Giving-it-all-youve-got-Patricks-Chris-Corrigan>.
Australian businessman Chris Corrigan, Managing Director of the Patrick
Corporation, discusses his business trajectory, management strategies, and traits
of effective CEOs.
DesignIntelligence, http://www.di.net.
DesignIntelligence is an industry publication lead by publisher James P. Cramer.
DI offers information on research, commentary, and best practices, keeping an
eye toward future trends and changes in the A/E/C environment.
Fuld, Leonard M. ―How Competitive Intelligence Rules Encourage Cheating.‖ Harvard
Business Review (20 Dec. 2010), ―Blog,‖
<http://blogs.hbr.org/cs/2010/12/how_competitive_intelligence_r.html>
In this blog post Fuld addresses the effect a company‟s intelligence-gathering
rules may have on the employees who practice CI and the company as a whole.
Rules, in place to prevent unethical activity, often don‟t work as intended. The
results are employees who can‟t effectively do their job, employees who “cheat”
to do their job, or companies that unnecessarily loose out on valuable
intelligence.
Fuld, Leonard M. Secret Language of Competitive Intelligence: How To See Through &
Stay Ahead of Business Disruptions, Rumors, & Smoke Screens. 2nd ed. Indianapolis, IN:
Dog Ear Publishing, 2010.
© 2011 Society for Marketing Professional Services Foundation
BIBLIOGRAPHY PAGE 2
BIBLIOGRAPHY
Fuld examines CI in the 21st century by drawing on stories from successful CEOs
across all business industries. He offers tips and suggestions about how CI can be
used in any company. This book, first published in 2006, Fuld builds a compelling
case for the immense value CI brings to an organization.
Fuld, Leonard M. ―What Competitive Intelligence Is and Is Not.‖ Fuld & Company.
<http://www.fuld.com/Company/CI.html>.
This article appears on Fuld & Company‟s website. It provides a clear rundown
of myths that follow CI (CI is spying, a crystal ball, etc.). In an easy-to-read table
format, Fuld counters these misconceptions with explanations of what CI actually
is.
Gilad, Benjamin. ―A Letter to A CEO.‖ Strategic and Competitive Intelligence
Professionals Journal 1, no. 1 (Apr.–June 1998),
<http://www.scip.org/Publications/CIMArticleDetail.cfm?ItemNumber=1314>.
Gilad wrote this “archetypal letter to a CEO” for the first issue of Competitive
Intelligence Magazine (SCIP‟s bi-monthly journal). In this letter Gilad uncovers
how Bill Gates and other leading CEOs ensure that competitive information
reaches them. He makes a compelling case for the importance of CI to business
health and success.
Gould, Kira. ―Towards Cradle to Cradle: A Perspective from the Path.‖ Unpublished
paper, William McDonough + Partners, 2008.
This article, written by Kira Gould (Director of Communications at William
McDonough + Partners), features the thoughts of McDonough and office
colleagues on the value the firm offers to their clients. Gould‟s introduction
precedes the designers‟ answers to questions about sustainability and
contemporary architectural practice.
GreenBlue, <http://www.greenblue.org/index.html>.
GreenBlue is a nonprofit institute that guides industry and business in the
development of sustainable and ecologically responsible products and practices.
William McDonough and Michael Braungart founded GreenBlue in 2002.
Currently the institute carries on a number of sustainable projects, including the
Sustainable Packaging Coalition.
Greenway Group, <http://www.greenway.us/index.php>.
Founded and chaired by James P. Cramer, Greenway is a strategy consulting and
business development firm that focuses on the design and construction industry.
Grant Halverson, Heidi. Succeed: How We Can Reach Our Goals. New York, NY:
Hudson Street Press, 2010.
Halverson, a social psychologist who is a professor of psychology at Lehigh
University and a blogger for Psychology Today, examines the ways people set
goals and motivate to achieve them. Drawing on dozens of psychological studies,
2 BIBLIOGRAPHY PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 2
BIBLIOGRAPHY
Halverson offers practical advice for all areas of life, including work and family
relationships.
Hunt, Pete. ―Competitive Intelligence Blunders: How to Avoid Becoming a Statistic.‖
Phase III Commercialization, no. 2 (Spring 2010), 9,
<http://www.dawnbreaker.com/about/phase3_spr10/intelligence.php>.
Hunt examines business mistakes that could have been avoided with the use of CI.
He discusses the role market research plays in CI and offers suggestions that
researchers can use to hone their skills.
Koren, David. Architect‟s Essentials of Marketing. Hoboken, NJ: John Wiley & Sons,
2005.
As part of Wiley‟s “Architects‟ Essentials of Professional Practice” series,
Koren‟s text offers clear, concise guidance to designers and marketers on ways to
promote and grow design firms. He addresses all areas of marketing activity,
from crafting a marketing plan to estimating a marketing budget to doing market
research. This book covers the key elements A/E/C marketers must keep in mind
to successfully support their organizations.
Maister, David. ―Creating Value Through People.― In BUSINESS: The Ultimate
Resource. Cambridge, MA: Perseus Publishing, 2002,
<http://davidmaister.com/articles/1/22/>.
Maister emphasizes the important role employees play in an organization‟s
success. A key to a healthy business involves the enthusiasm and dedication that
comes from supporting its employees.
McDonough Braungart Design Chemistry (MCDC), <http://mbdc.com/default.aspx>.
The architect William McDonough and the chemist Michael Braungart partnered
in 1995 to found the sustainability-consulting and product-certification firm
MBDC. MBDC relies on the Cradle to Cradle® philosophy to help clients leave a
“positive footprint” on the planet.
Pugh, Barton. ―BD Insider Tip.‖ SMPS Connections (17 Feb. 2011),
<http://sfmp.informz.net/sfmp/archives/archive_1302619.html>.
This BD Insider Tip in the weekly SMPS newsletter reminds marketing
professionals that networking occurs everywhere—from the doctor‟s office to the
kids‟ soccer game—not just “on the job.”
Richter, Sam. Take the Cold Out of Cold Calling—Web Search Secrets: Know More
Than You ever Though You Could (or Should) About Your Prospects, Clients and
Competition. Edina, Minn.: Beaver‘s Pond Press, 2008.
Richter‟s book highlights what he has named “The Platinum Rule,” which
essentially says to “Do unto others as they would have done to themselves.” In
other words, find out what people need, what interests them, and bring it to them.
This makes for a successful salesperson. In this book, Richter covers a wide range
of Internet tools and search techniques that help people unearth information
© 2011 Society for Marketing Professional Services Foundation
PAGE 3
BIBLIOGRAPHY
about their prospects, information that can be used to apply the Platinum Rule.
This is an amazing resource for anyone who does web research of any kind.
Seitz, Patrick. ―Managing For Success: Learning to Look Through the Screen.‖ Investor‟s
Business Daily (11 Aug. 2006),<www.fuld.com/News/Bus_Daily_8-11-06.pdf>.
Seitz provides a layperson‟s overview of CI, how it has developed up to 2006, and
how it works in business environments. This is a helpful initial read for the nonspecialist.
Sharp, Seena. Competitive Intelligence Advantage: How to Minimize Risk, Avoid
Surprises, and Grow Your Business In A Changing World. Hoboken, NJ: John Wiley &
Sons Inc, 2009.
In my opinion this is the most accessible and practical book on CI. Sharp offers
clear definitions of common (and commonly misused) terms such as
“information” and “intelligence,” addresses misconceptions about CI, and
provides step-by-step advice on how to establish a CI function within your
organization. She uses examples across all industries and references day-to-day
actions that resonate with the reader. This book is an amazing resource for those
new to CI or looking to expand their understanding of this complex and
rewarding topic.
Strategic and Competitive Intelligence Professionals (SCIP), <http://www.scip.org>.
To quote the website, “The Strategic and Competitive Intelligence Professionals
(SCIP), formerly the Society of Competitive Intelligence Professionals, is a global
nonprofit membership organization for everyone involved in creating and
managing business knowledge. Our mission is to enhance the success of our
members through leadership, education, advocacy, and networking.” SCIP was
founded in 1986.
Walle, Alf H. ―From Marketing Research to Competitive Intelligence: Useful
Generalization or Loss of Focus?‖ Management Decision 37, n. 6 (1999), 519–25,
<http://www.emeraldinsight.com/journals.htm?articleid=865088&>.
Walle discusses the history of CI and its growth from market research into its own
discipline. He references CI‟s military associations, which he feels may derail
some CI efforts. Walle advises that businesses keep their eye on the marketrelated aspects of CI.
4 BIBLIOGRAPHY PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 4
BIBLIOGRAPHY
End Notes
i
Leonard Fuld, ―What Competitive Intelligence Is and Is Not,‖
http://www.fuld.com/Company/CI.html.
ii
In August 2010, SCIP was renamed ―Strategic and Competitive Intelligence
Professionals.‖ This name change emphasizes the direct connection between strategy and
CI.
iii
Strategic and Competitive Intelligence Professionals, ―Membership FAQ,‖
http://www.scip.org/Membership/content.cfm?itemnumber=2215&navItemNumber=221
6.
iv
Patrick Seitz, ―Managing For Success: Learning to Look Through the Screen,‖
Investor‟s Business Daily, 11 Aug. 2006.
v
Language on SCIP‘s website supports this assertion. ―Like many of our alumni, you
may be in a competitive intelligence role with little professional training and no
experience.‖ SCIP, ―SCIP CIP Conferred by ACI,‖
http://www.scip.org/content.cfm?itemnumber=13117&navItemNumber=13122.
vi
Ken Garrison, SCIP CEO, cannot ―isolate a specific A/E/C presence within [the SCIP]
membership list.‖ Nevertheless, ―many SMPS members actively practice competitive
intelligence gathering and use the methodologies SCIP advocates for effective and
legitimate competitive intelligence gathering and analysis.‖ Mark Buckshon, ―Best
Practices: Competitive Intelligence, How to Uncover Future ‗What-If‘ Possibilities,‖
SMPS Marketer 29, no. 4 (Aug, 2010), 13.
vii
Strategic and Competitive Intelligence Professionals, ―Frequently Asked Questions,‖
http://www.scip.org/resources/content.cfm?itemnumber=601&navItemNumber=533.
viii
Seena Sharp, Competitive Intelligence Advantage: How to Minimize Risk, Avoid
Surprises, and Grow Your Business In A Changing World (Hoboken, NJ: John Wiley &
Sons Inc, 2009), 90–94.
ix
Fuld, ―What Competitive Intelligence Is and Is Not.‖
x
Benjamin Gilad, ―A Letter to A CEO,‖ Strategic and Competitive Intelligence
Professionals Journal 1, no. 1 (Apr.–June 1998),
http://www.scip.org/Publications/CIMArticleDetail.cfm?ItemNumber=1314.
xi
David Koren, Associate Principal and Director of Marketing, Perkins Eastman, phone
interview with Krista Sykes, 6 Jan. 2011.
xii
Sharp, Competitive Intelligence Advantage, 17.
xiii
Ibid., 13–14.
xiv
Ibid.
xv
Leonard M. Fuld, Secret Language of Competitive Intelligence: How To See Through
& Stay Ahead of Business Disruptions, Rumors, & Smoke Screens, 2nd ed. (Indianapolis,
IN: Dog Ear Publishing), 37.
xvi
Andy Rooney, in Sharp, Competitive Intelligence Advantage, x.
© 2011 Society for Marketing Professional Services Foundation
PAGE 5
BIBLIOGRAPHY
xvii
Christian Nestell Bovee, Intuitions and Summaries of Thought, vol. 1 (Boston: W.
Veazie, 1862), 82.
xviii
Strategic and Competitive Intelligence Professionals, ―SCIP Code of Ethics for CI
Professionals,‖
http://www.scip.org/About/content.cfm?ItemNumber=578&navItemNumber=504.
xix
Leonard Fuld, ―How Competitive Intelligence Rules Encourage Cheating,‖ Harvard
Business Review, 20 Dec. 2010,
http://blogs.hbr.org/cs/2010/12/how_competitive_intelligence_r.html.
xx
Sharp, Competitive Intelligence Advantage, 226–27.
xxi
Ibid, 37–38.
xxii
Alf H. Walle, ―From Marketing Research to Competitive Intelligence: Useful
Generalization or Loss of Focus?‖ Management Decision 37, n. 6 (1999), 519.
xxiii
Sharp, Competitive Intelligence Advantage, 27.
xxiv
Fuld, Secret Language of Competitive Intelligence, 282. These five forces (the threats
of new entrants, substitute products, the consumers, the competitors, and key suppliers)
make up Michael E. Porter‘s five forces model, as detailed in his seminal text
Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York:
The Free Press, 1980). In Secret Language of Competitive Intelligence, Fuld summarizes
Porter‘s five forces model: ―The principle behind the five forces model is that five forces
affect all industries,‖ 79.
xxv
Sharp, Competitive Intelligence Advantage, 27–28.
xxvi
Fuld, Secret Language of Competitive Intelligence, 281–82.
xxvii
Robert Crandall is the former chairman and CEO of AMR Corporations, the parent
company of American Airlines. He became president of AA in 1980. Daniel Vasella is
the former CEO of Novartis AG. He led the newly formed Novartis from its merger in
1996 to become the world‘s fifth-largest revenue-grossing pharmaceutical company.
xxviii
Fuld, ―What Competitive Intelligence Is and Is Not.‖
xxix
Sharp, Competitive Intelligence Advantage, 18.
xxx
Fuld, Secret Language of Competitive Intelligence, 84.
xxxi
Ibid.
xxxii
Sharp, Competitive Intelligence Advantage, 20.
xxxiii
Fuld, Secret Language of Competitive Intelligence; Gilad, ―A Letter to A CEO‖; and
Sharp, Competitive Intelligence Advantage.
xxxiv
Competitive Futures, http://www.competitivefutures.com.
xxxv
Eric Garland in Pete Hunt, ―Competitive Intelligence Blunders: How to Avoid
Becoming a Statistic,‖ Phase III Commercialization, no. 2 (Spring 2010), 9,
http://www.dawnbreaker.com/about/phase3_spr10/intelligence.php.
xxxvi
Fuld, Secret Language of Competitive Intelligence, 51–56.
xxxvii
David Koren, Architect‟s Essentials of Marketing (Hoboken, NJ: John Wiley &
Sons, 2005), and Koren, phone interview.
xxxviii
Koren, phone interview.
xxxix
Barton Pugh, CPSM, in SMPS Connections, 17 Feb. 2011,
http://sfmp.informz.net/sfmp/archives/archive_1302619.html.
6 BIBLIOGRAPHY PAGE
© 2011 Society for Marketing Professional Services Foundation
BAGE 6
BIBLIOGRAPHY
xl
Koren, Architect‟s Essentials of Marketing,196.
Hunt, ―Competitive Intelligence Blunders,‖ 9.
xlii
Sam Richter, Take the Cold Out of Cold Calling—Web Search Secrets: Know More
Than You ever Though You Could (or Should) About Your Prospects, Clients and
Competition (Edina, Minn.: Beaver‘s Pond Press, 2008).
xliii
Koren, phone interview.
xliv
Kary Beck, Corporate Communications, Mead & Hunt, phone interview with Krista
Sykes, 11 Jan. 2011.
xlv
―About DesignIntelligence,‖ http://www.di.net/about/.
xlvi
James P. Cramer, Publisher and Founder of DesignIntelligence and Chairman of the
Greenway Group, phone interview with Krista Sykes, 31 Mar. 2011.
xlvii
―About Greenway,‖ http://www.greenway.us/index.php?id=5.
xlviii
Cramer, phone interview.
xlix
Daniella Bernett, Research Manager at STV, phone interview with Krista Sykes, 25
Mar. 2011.
l
Chris Corrigan, ―Giving it All You‘ve Got: Patrick‘s Chris Corrigan,‖ CEO Forum
Group, http://www.ceoforum.com.au/article-detail.cfm?cid=6380&t=/Chris-CorriganPatrick-Corporation/Giving-it-all-youve-got-Patricks-Chris-Corrigan.
li
Ken Wightman, Chairman of David Evans Enterprises Inc. and former CEO of David
Evans Associates, phone interview with Krista Sykes, 27 Jan. 2011.
lii
Fuld, Secret Language of Competitive Intelligence, 54.
liii
Beck, phone interview. and Mead & Hunt, ―Air Service,‖
http://www.meadhunt.com/markets-services/project.cfm?s=1.
liv
In the 1960s and 1970s considerations of ecologically minded design emerged, but
only in the past two decades have ―green‖ and ―sustainable‖ design have become
mainstream.
lv
MBDC, http://mbdc.com/default.aspx.
lvi
GreenBlue, http://www.greenblue.org/index.html.
lvii
Kira Gould, ―Towards Cradle to Cradle: A Perspective from the Path,‖ William
McDonough + Partners, 2008, unpublished.
lviii
Fuld, Secret Language of Competitive Intelligence, 277–78, 147.
lix
Beck, phone interview.
lx
Heidi Grant Halverson, Succeed: How We Can Reach Our Goals (New York, NY:
Hudson Street Press, 2010), 112–15.
lxi
Wightman, phone interview.
lxii
David Maister, ―Creating Value Through People,― BUSINESS: The Ultimate Resource
(Cambridge, MA: Perseus Publishing, 2002), http://davidmaister.com/articles/1/22/.
lxiii
This sentiment, now existing in many forms, is first credited to the ancient Greek
philosopher Heraclitus.
lxiv
Matt Hawk, Senior Marketing Coordinator at Fay, Spofford & Thorndike and
President of SMPS Boston, email correspondence with Krista Sykes, 4 Nov. 2010.
xli
© 2011 Society for Marketing Professional Services Foundation
PAGE 7