Supercharge intelligence usage in your organization by personalizing competitive intelligence with an AI-enabled MCI pla

1. Supercharge Intelligence Usage in Your Organization Mohit Bhakuni Founder and CEO · Contify

2. Disclaimer: The information in this session is based on more than 185 implementations of an AI-enabled M&CI platform (Contify) in B2B organisations across industries and geographies for secondary monitoring.

3. “Corporations spend a fortune studying aspects of employees’ behaviour, organizational learning, assessing performance, but spend almost nothing trying to understand and overcome obstacles for using intelligence inside the organization. This is not another ‘HR job.’ The Right Way to Use Competitive IntelligenceHarvard Business Review · Benjamin Gilad and Magnus Hoppe

4. More Than Half of MCI Users do Not Actively Consume Competitive Intelligence

5. ProcessMarket and Competitive Intelligence The MCI process ends at the distribution. Adoptionis missing. Adoption is usually an after thought.

6. Reasons for Low Intelligence Usage • Competitive Intelligence is a ‘Decision Support System’ • Different functions and teams need to take different kinds of decisions, therefore, need different kind of intelligence. • What business outcomes they are trying to achieve. What are their primary challenges in achieving those outcomes?

7. Adoption Framework: Jobs-to-be-Done (JTD) • People buy products and services to get a job done. • People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!

8. ExpectedMCI Users

9. Leadership/ Corp Strategy Jobs-to-be-Done Taxonomy · Key elements High/ Mid-level strategic impact Leadership changes Business partnerships Fundraising Negative News Organized by business segments By Products, Services, Geography Must include: Why is it important? • High level strategic updates • New launches, Market entry, What’s changing in market and competitive landscape Sources • News, PR Agencies, Earning Calls, Regulatory Changes, Analyst Reports Delivery • Monthly/ Quarterly Updates • Weekly Intelligence Newsletter • Instant Alerts

10. SampleLeadership Intelligence Newsletter Executive summary with strategic impact What happened and why is it important

11. Marketing Jobs-to-be-Done Taxonomy · Key elements Website changes Positioning, Pricing, FAQs, Customer Support, etc. Thought leadership New offerings Events participation/ Sponsorship Reviews Sentiment • How to position the product, services, and the organization. • How competitors are communicating to the customers, analysts, etc. Sources • Company website, News, PR agencies, Social media, Review forums, Analyst reports Delivery • Monthly Reports • Daily Intelligence Newsletter

12. SampleInsights for Marketing Teams Competitors’ Thought Leadership Analysis Change in Product Positioning

13. Sales Jobs-to-be-Done Taxonomy · Key elements Sales triggers (business specific) Cost cutting, industrial accidents, etc. Management changes Fundraising Business expansion Business partnerships Negative news Organized by territory/ segments By Products, Services, Geography • How to get new customers. Up-sell and cross-sell to existing customers. • Sales triggers, battle cards, account intelligence. Sources • News, PR agencies, Social media, job postings, Delivery • Daily/ Weekly intelligence newsletter • Instant alerts

14. SampleInsights for Sales Teams Information Actionable Intelligence

15. Procurement Jobs-to-be-Done Taxonomy · Key elements Negative News Financial & Business performance Management changes Business Partnerships Organized by business segments By Products, Services, Geography Supply chain disruptions Natural catastrophe or man-made disasters, terrorism, political stability, etc. • Monitor all kinds of supplier risks: financial health, management stability, etc. • Threats to the supply chain Sources • Registrar of companies, Company websites, News, PR agencies, Regulatory websites, Credit rating agencies, Analyst report Delivery • Monthly/ Quarterly Updates • Weekly intelligence newsletter

16. ChallengesPersonalizing Intelligence • Dynamic Competitive Environment • Business environment is changing fast with urgent and conflicting priorities • New launches, market entry, sales transaction, marketing execution, etc. • Information Overload • Too much information available to sift through • Limited time and resources for M&CI teams • Lack of Trust • Difficult to get feedback from the users • Users don’t have skin in the game

17. Best PracticesDynamic Competitive Environment Take time to under­stand the users’ priorities • What are expected business outcomes? • Challenges in achieving them? • What’s not important? Set realistic expectations • Help users to understand the MCI products • How to get the most out of them Flexible system that can be easily re-configured to adapt to the changing business environment • Taxonomy changes to reflect priority changes (KITs, KIQs) • Custom reporting templates according the teams, individuals, or use-cases

18. Best PracticesInformation Overload Automation AI-based technology • Automated aggregation of information • Automated information processing (remove irrelevant and duplicate articles) • Structuring (tagging) of information based on taxonomy • Automated reports based on custom taxonomy and predefined templates Hybrid system with analyst workflows • Curate intelligence based on subjective context of business • Surface relevant insights: why it matters? • Identify hidden patterns and connect the dots

19. Best PracticesLack of Trust Collaboration/ Comments • Users trust views and comments from their colleagues • Increase user engagement. Get the skin in the game Feedback • It should be extremely easy for users to give the feedback • Incorporate the feedback and communicate how it helped Usage Analytics • Analyze the right metrics to gain insight into your user’s preferences. • Critical for personalizing the M&CI output White-labelled platform • White-labelled platform that is configured and personalized with your brand’s logo and custom taxonomy

21. Case-study74% Improvement in Newsletter Engagement • Client: A global firm that provides sales and marketing consulting, outsourcing, technology and software companies • Challenge: Decreasing engagement of intelligence newsletters that were going out to its clients • Contify Solutions: • Granular level of analytics helped in identify the disconnect • Detailed subscriber level analytics: kind of stories, themes, companies, business segment they liked • Based on the analytics, personalized newsletters with different companies and themes were sent to individual subscribers • Sourcing of information was updated, and the design of newsletter was also changed.

22. Questions? Please contact Mohit Bhakuni at mohit@contify.com for more information.