Managerial Processes for Customer-Based Intelligence

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· A second approach managers can use to augment incoming customer- based intelligence to the organization relies on key managerial processes that help ensure recognition, feedback, and participation in decision mak- ing. Although some organizations allocate financial rewards for field-based intelligence acquisition and dissemination, we do not recommend this method, as explained in Chapter 3. Field-based intelligence activities should be part of the organization’s sustained culture and salespeople’s fixed compensation. However, non-financial rewards can leverage the instrumentality and valence of reward-based motivation. For example, presents such as a gift certificate for dinner at a nice restaurant, a fine food basket, or high value tickets to unusual events demonstrate the company’s interest in valuing salespeople’s important contributions to competitive intelligence and decisions. Yet these rewards cannot be system- atic. Executives do not want to instill a habit that salespeople always receive rewards for valuable transmitted information. Such a tradition would have the same effects as linking a salesperson’s competitive intelligence effort to an additional compensation scheme.

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· In addition, executives must make sure they provide feedback to sales- people when their information has been used. If field-based intelligence collection and utilization is carefully monitored through a Field/Market Alert sheet, Information Tracker, and Competitive Intelligence Highlight sheet, executives have a clear record of information that has been transmit- ted, when and by whom, and then can relate that information to the ulti- mate action plan chosen. This step is of paramount importance, because it shows the sales force how their contribution was instrumental to marketing and sales decisions throughout the organization. Moreover, such intelli- gence monitoring helps identify and recognize the key contributors.

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· The recognition process requires further organization too. Salespeople who inform decision making with their field intelligence should be person- ally and publicly recognized. Salespeople’s egos always appreciate formal recognition. The personal recognition should come from the final user of the transmitted information. Handwritten notes, letters, and e-mails are preferable to phone calls or informal conversations, because they can be documented and remain longer in the salesperson’s memory. The public recognition should include mentions of the salesperson’s name and con- tributions in the company’s newsletter, during local sales meetings, and at national conventions. Such broad-based recognition effectively demon- strates the importance granted to competitive intelligence activities and the sales force in the firm’s ecosystem.

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· Salespeople also should be encouraged to participate in decision mak- ing, because it can greatly build salespeople’s CIA. An individual’s attitude maintains more long-term stability than his or her motivation, which by definition is short term in nature. Therefore, persistent ways to enhance salespeople’s CIA require research. An organization’s overall competitive intelligence culture also depends fundamentally on the sales force’s positive and sustained attitude toward field-based intelligence gathering and sharing.

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· As noted previously, salespeople’s CIA depends on their perceptions of the importance of informing managers systematically and quickly, as well as of the usefulness of exhaustive information transmission. Participation in marketing and sales decision making can frame their understanding of what kind of intelligence is needed and why. Regular meetings should be organized with the sales force to investigate their opinions and provide explanations of the importance of field-based information for marketing and sales strategy. Such processes then can enhance the sales force’s trust in their own value and contributions to the organization’s competitive development.

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