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Execution-MiH ENCYCLOPEDIA →
Execution Making-it-Happen →
SECTION - Execution Intensity →
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CHAPTER -
| Ground Level Intelligence |
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Having a real-time connect with what is happening at the lowest level or at the last mile makes a big difference in the organization success. This includes customer intelligence, sales person intelligence, sales outlet intelligence, distribution intelligence session, competition intelligence and service-provider intelligence
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Topics
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Customer Intelligence
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Customer Intelligence should provide a sense of customer preferences, propensity to pay or purchase, changing behaviors and profile. Customer intelligence is gathered from the existing customers, potential customers, customers with the competition and overall target customer segment. It not points to the customers who bought your products, but the ones who did not buy or decided not to repeat.
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Employee Intelligence
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Conducting an annual employee satisfaction survey is surely a good way to assess ground-level employee moral. This method is adequate for a stable and predictable business. For a business going through a massive change, one has to keep a more real-time connect with employees, especially the ones closely linked to the money making machine.
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Competition Intelligence
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Keeping track of competition should be a sustained discipline, with a greater emphasis on collecting and processing inputs from field-commanders. There needs to be competition-tracking unit which makes competition intelligence as an 'operational function'. Competition intelligence has wide range of channels including sales inputs, employees having worked with competition in their previous jobs, customer surveys, real-estate agents, supply-chain vendors etc...
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Environment Intelligence
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Environment intelligence should be mainly tracking the key economic indicators, change in the social culture and preferences, new regulations, federal banking policies, special government schemes etc....
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Vendor Intelligence
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For businesses heavily dependent on the third party sales, service and supply chain entities, keep a close touch with the Vendors is important. One should closely track the financial health, skill-inventory and state of capabilities of the Vendor. One should also look at how important one is as a customer to a Vendor. If you are not in top quartile customer-base for a Vendor in terms of current business (or at least in potential), you could expect a gradual deterioration of Vendor focus.
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All Chapters in "Execution Intensity." Section
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