I have traveled around the world for business and pleasure. From the Old City in Jerusalem to the rural villages of Kenya or the crowded streets of Bangalore, I can always find certain things that mean just about the same thing that they mean in Texas. For instance, no matter where I have traveled, I can always get a Coca-Cola. The markings, bottle shape and product are essentially the same everywhere. You and I can rely on those facts which make it comfortable for us to choose Coke (or maybe you are a Pepsi person?).

Coke is a valuable brand. It got that way because many years ago there was a vision for the product, an explicit way to market the vision and scrupulous enforcement of the brand that emerged. Brands are powerful shorthand ways that we assign value to or judge the worth of something. They help us cut through the noisy clutter of life to make simpler decisions. If we are associated with a “good” brand, then we find our pathways smooth and clear. Conversely, few things are harder to overcome than a “bad” brand (if they were still being made, would you consider a Yugo?).

Of course each of us establishes a personal brand. Personal branding is a bit of a rage in corporate life today. Establishing a brand, the thinking goes, ensures that your unique value is recognized. (Translation: you get to keep your job.)

It is also important when starting a new Competitive Intelligence program. The CI brand that you develop will empower you to accomplish great things. In previous entries in this series, we have already talked about Setting Some Standards and hinted at branding elements at the Tease The Vision step. Now it is time to make the critical branding elements explicit. So, here they are.

Three critical branding elements for you Competitive Intelligence program include:

A logo.

Yes, a logo. This may seem trivial to you but it is important. At first, the fact that the logo is there or not will matter little. However, over time this will become the mark that says “I reviewed this material, I stand behind the data and I stand up for the interpretations that are included.” You will use this logo on email, presentations, white papers and newsletters that you produce. In the meantime, many other people will present competitive information but none (except you) will have the “seal of approval.” It is incumbent on you to produce work that is worthy of the seal.

A target.

It is possible to define your target market broadly (e.g., “everyone in the company”). If you do so, then your marketing campaign will reflect that audience. But, we have already covered in Find The Pain that your primary audience should be senior strategy leaders. This is a small group that shares certain characteristics (e.g., busy, value oriented, longer term thinkers, pressured, smart, skeptical, etc.). Your marketing efforts have to be focused on them and what they care about most. The challenge is to identify how they prefer to communicate, how they arrive at decisions and key things that drive the timing of their decisions. Once that is understood, you have your “target.” Now aim your arrows accordingly.

A method.

Although much of what I am conveying is to the CI person (or group), the plain fact is that the success of the CI effort depends on relationships outside of the CI team. Thus the method of working with others successfully is paramount. The challenging aspect of this method is that you will find yourself involved with a wide range of experts and personalities. Giving value to get value, crediting others lavishly, orchestrating stimulating discussions to clarify meanings, having quiet conversations in safe settings and so on will distinguish you beyond measure. Your method is your intense “people orientation.”

Okay, introducing the brand means that you are just starting. You won’t be perfect and all of the pieces won’t be in place immediately. Nevertheless, over time and with constant attention, the competitive intelligence brand that you are introducing will become recognized and valued throughout your organization.

How do you accomplish the tasks that are ahead? Get the right tools.

Next topic is “Accumulate The Tools”.

Here are the 15 steps that we are walking through. Which ones do you think are especially important?

The Human Side of Competitive Intelligence

1. Find The Pain
2. Get The Job
3. Tease The Vision
4. Frame The Foundation
5. Setting Some Standards
6. Introduce The Brand
7. Accumulate The Tools
8. Back To The Vision
9. Secure The Budget
10. Build The Presence
11. Expand the Brand
12. Go For the Value
13. Recruit A Staff
14. Go On The Offense
15. Evangelize The Mission