Friday, November 27, 2009

Quando os CEO's descem à loja

Os CEO's da Nike, Intel e Sun Microsistems são alguns dos altos-responsáveis de grandes empresas envolvidos cada vez mais directamente no processo de vendas. O objectivo: criar produtos e serviços que respondam efectivamente à procura dos seus principais clientes. Não perdem tanto tempo, nem tanto dinheiro a inventar a roda e a tentar convencer os consumidores de que o que oferecem lhes é útil... e sobretudo ganham tempo e dinheiro... O que importa é, não tanto saber o que os consumidores querem, antes o que os consumidores vão querer... pois, tal como recorda, no final, o artigo em baixo, Ford dizia "Se tivesse dado às pessoas o que pediam, tinha-lhes entregue um cavalo mais rápido".


CEOs who sell gain clarity on competitive strategy

photo: chessCarol Hymnowitz’s recent Wall Street Journal article “CEOs Are Spending More Quality Time With Their Customers” highlights a trend that can directly impact your company’s competitive strategy.

CEOs of Nike, Intel and Sun are becoming more involved in the selling process, focusing on tailoring products and services to meet the demands of their top customers.

And it’s more than just a ceremonial visit. These CEOs are overcoming objections and negotiating deals, giving them an intimate understanding of market pain and the value they may (or may not) provide.

From a marketer’s perspective, this is a great trend! A CEO who works directly with customers often gains a new appreciation for the strategic landscape. And that makes it easier for marketers to gain the CEO’s support for strategic initiatives. It can also help marketing gain a stronger voice in C-level discussions on business strategy.

From a CEO’s perspective, a deep understanding of true customer needs is a critical variable when shaping your company’s competitive strategy. It gives you an unvarnished look at your position in the market and a clear understanding of the issues your marketing needs to address.

Better yet, these CEO/customer meetings can trigger big ideas that can take your company in exciting new directions. Take, for example, Starbucks.

In the early 1980s, Starbucks was a wholesaler selling coffee beans. On a trip to Milan, Howard Schultz (a VP at the time) visited a coffee bar and came up with the idea to re-create the Italian coffee-bar culture in the United States.

The company founders resisted Schultz’s recommendation to change their business model from wholesale to retail. Recognizing the opportunity, he quit the company and started his own. He achieved immediate success and bought out the Starbucks founders in 1987. We all know the rest of the story.

Schultz’s first-hand experience gave him the insight to create an entirely new market. But it’s difficult to drive such innovation from a VP position. He had to quit Starbucks to make it happen on his own.

Schultz delivered what the authors of the popular book Blue Ocean Strategy call value innovation. Instead of just trying to beat the competition, make the competition irrelevant. Create a leap in value for buyers and you can open entirely new and uncontested markets.

Every CEO dreams of becoming the uncontested leader in a new market space. It’s also the best spot for marketing directors. After all, defining a new market space is usually more exciting and rewarding than battling in the trenches in a noisy market with established competitors.

But it’s rare for companies to achieve this goal. Logic tells me that meaningful value innovation comes from a deep understanding of the market and customers. It’s more than data and customer surveys. It takes big-picture right-brained thinking — empathy, synchrony, creating meaning.

Remember what Henry Ford said?

“If I’d built what people were asking me for, I’d have delivered a faster horse!”

It seems pretty clear that value innovation is an enormously powerful business strategy. And since CEOs need to drive strategic changes, it’s important to know the market like the back of their hand. But they need to know more than just the numbers. They need to understand customer experiences to truly innovate.

Thursday, November 19, 2009

11 boas aplicações para vigiar a concorrência

Apesar destas 11 ferramentas não serem suficientes para montar um bom sistema de IC, são, ainda que de um modo primário, um primeiro passo importante para quem queira criar um sistema base de monitorização de informação para um pequeno negócio, sobretudo se se souber utilizá-las e sobretudo fazer um mix correcto das mesmas para ter a melhor informação, para a melhor decisão, no melhor momento...

Aviso: Um mau uso destas aplicações pode resultar em excesso de informação, confusão e perca de tempo... precisamente o contrário do que se pretende.


11 Competitive Intelligence Tools for SMBs

Small Business TrendsNovember 18, 2009By Lisa Barone

Google Alerts

Google Alerts are great little inventions because they allow you track virtually anything and have it delivered either to your email or RSS. What kinds of stuff should you be tracking? The name of our competitor’s company, their employee names, their CEO, product names, locations, mentions of new features, etc. What kinds of media are you looking for? Their blogs, social profiles, photos, videos, Flickr accounts, Facebook pages, etc. Why? The more you know, the better off you are to make smart decisions.

Twitter

Follow your competitors on Twitter. Follow their employees. Follow the people that engage most often with your competitors. Follow the people your competitors are following. Use Private Twitter Lists to do it all discretely. Private Lists are a goldmine for stalking. I mean, researching.

Twitter Search

Create RSS feeds or Save Twitter Searches to track important keywords, competitors’ Twitter user names, and product names (yours and theirs). You can also use the Advanced Geo search to key in a certain radius from your competitor’s storefront.

Bit.ly

If you’re using Twitter, you’re probably already familiar with bit.ly. It’s one of the many URL shortening services out there. What’s different about bit.ly is that it gives you really great link stat information. It will tell you how many people clicked on your link, how many times it was retweeted, how many people clicked on the retweeted link, what times of day people retweeted it, who was doing the actual retweeting, etc. It’s a really great way to find and identify your network online so you can leverage them in the future.

Yahoo Site Explorer

Knowing that links are an essential part of getting your site to rank, Yahoo Site Explorer can show you WHO is linking to your competitors, as well as who’s linking to you. Where are competitors getting their links from? How can you get links from similar sources? What holes do they have in their link profile that you can capitalize on? This tool will tell you.

SEO for Firefox

This is great FF plugin offered by SEOBook’s Aaron Wall that gives site owners a robust look at whatever site they’re looking at. It tells you a site’s PageRank, age, number of links at a certain domain/page, how its done in social media, how many people are subscribed to its blog, if it’s listed in DMOZ or the Yahoo Directory, etc. Because it offers such great information about links, many people like to use it evaluate competitor’s content pieces.

Quarkbase

Once you put your URL in it will tell you the most recent and the most popular pages from a certain site that have been submitted. You can see where they’ve been submitted, how many votes they received, how many subscribers they have, etc. You can also search by “submitted on” or “submitted by” to see where your competitors are having their content submitted and who’s doing the submitting.

SocialMention

This is a pretty neat tool. Enter in a search term (competitor’s name, product name, keyword, etc) and SocialMention will track down what people are saying about that term across different blogs and social outlets. It will even attempt to track sentiment analysis to tell you if the mentions are positive, negative or neutral (this can get a bit wonky). It will tell you how many times a keyword was talked about, the time frame, and let you subscribe to an RSS feed for that term or export the information as a CSV. It’s one of my personal favorite tools to play with.

Compete

Compete will give you a complete profile of any site on the Web. You give them the domain and give you an approximation of their unique visitors and the keywords that are bringing people to their site. You can also compare several different sites up against each other. There’s a paid option which will give you even more analytical type information, as well.

copernic.com

Copernic offers a great tracker tool that will look for new content on your competitors’ Web pages and then email you a highlighted version so you know what they changed. If they put up a page about a new product they’ll soon be carrying, you’ll know. If they start altering text to rank for different keywords, you’ll know. If they update their employee page to create new positions, you’ll know. It’s a $49.95 investment but, I think it’s worth it.

Domaintools.com

DomainTools will collect a bunch of information about a Web site and report back. You can find out if your competitors are listed in the Yahoo directory, get registration details, what other sites are on the same IP (may be sites that company also owns), etc. You can also set up Registration Alerts to inform you each time your competitor creates a new domain name or a Mark Alert to tell you if they’ve used a particular keyword.

There you have it. A list of some of my favorite spy tools. You still trust me, right?

NSA ajuda Microsoft a proteger Windows 7

A Agência de Segurança Nacional dos EUA (NSA) ajudou a Microsoft a proteger o Windows 7 contra ciberataques e está a prestar uma assistência similar à Apple, Sun Microsystems e Red Hat.

Na base desta colaboração, está o entendimento da entidade responsável pela segurança do país de que a protecção dos os sistemas de segurança nacional deve ser feita através de uma parceria entre instituições públicas e privadas. Isto permite elevar o nível de garantia de segurança de informação de produtos e serviços de forma mais ampla.

Se feito correctamente, esta é uma situação win-win que beneficia todo o espectro de utilizadores de tecnologia da informação, de militares e responsáveis políticos, governos, operadores das infra-estruturas crítica e população.

Em suma, tornar mais seguro o computador de cada cidadão, torna mais seguro o país.


Fonte: The Register

National Security Agency beefed Win 7 defenses

Now for Apple, Sun, and Red Hat

By Dan Goodin in San Francisco

Posted in Security, 19th November 2009 04:35 GMT


The National Security Agency helped Microsoft harden Windows 7 against attacks and is providing similar assistance to Apple, Sun Microsystems and Red Hat too, an agency official said.

The admission came in prepared remarks delivered Tuesday by Richard Schaeffer, the NSA's information assurance director, at a hearing before the Senate's Subcommittee on Terrorism and Homeland Security.

"Working in partnership with Microsoft and elements of the DoD, NSA leveraged our unique expertise and operational knowledge of system threats and vulnerabilities to enhance Microsoft's operating system security guide without constraining the user's ability to perform their everyday tasks, whether those tasks are being performed in the public or private sector," Schaeffer stated.

"All this was done in coordination with the product release, not months or years later during the product lifecycle."

Microsoft has acknowledged help from the NSA before. The ultra-secretive agency provided assistance in shoring up Windows Vista, The Washington Post reported in 2007 (http://www.washingtonpost.com/wp-dyn/content/article/2007/01/08/AR2007010801352.html). The same article says Microsoft tapped the NSA for help with Windows XP and Server 2003 as well.

The latest assistance includes unclassified security checklists that protect against various threats and standards for cataloging computer vulnerabilities. It also involved the release of a "security configuration guide" for Windows 7.

The NSA is working with Apple, Sun, and Red Hat "to develop secure baselines for their products," he added.

"More and more, we find that protecting national security systems demands teaming with public and private institutions to raise the information assurance level of products and services more broadly," Schaeffer stated. "If done correctly, this is a win-win situation that benefits the whole spectrum of information technology users, from warfighters and policymakers, to federal, state, local and tribal governments, to the operators of critical infrastructure and the nation's major arteries of commerce."

Tuesday, November 17, 2009

A diferença entre Business, Market, Competitor e Competitive Intelligence

Porque não raras vezes há muita confusão entre o que significa cada um destes conceitos, eis uma breve definição dos mesmos.



Market Research & Competitive Intelligence Terminology Overview

From the Business Intelligence Glossary by Vernon Prior

Market intelligence concerns the attitudes, opinions, behavior, and needs of individuals and organizations within the context of their economic, environmental, social, and everyday activities.

Competitive intelligence is a systematic and ethical programme for gathering, analysing, and managing any combination of Data, Information, and Knowledge concerning the Business environment in which a company operates that, when acted upon, will confer a significant Competitive advantage or enable sound decisions to be made. Its primary role is Strategic early warning.

Competitor intelligence is a subdivision of Business intelligence that concerns the current and proposed business activities of competitors.

Business intelligence is now widely accepted as being concerned with Information technology solutions for transforming the output from large Data collections into Intelligence; usually through the integration of sales, marketing, servicing, and support activities. Also loosely referred to as Customer relationship management, it covers such activities as Data mining and Enterprise reporting, and the associated software. Those involved in business intelligence tend to regard it as one aspect of Knowledge management. Systems based on such software were formerly known as Executive information systems.

Competitive intelligence is the process by which organizations gather and use information about products, customers, and competitors, for their short term and long term planning.

A definição de CI surge aqui muito abreviada. Não se pode dizer que haja uma definição única, mas os principios presentes nesta são consensuais.











O ex-patrão da IC francesa em entrevista

Para melhor se perceber como a Competitive Intelligence pode e deve ter lugar estratégico enquanto política pública vale a pena recuperar esta entrevista de A. Juillet que explica, neste video de 2008, ao France 24 as suas funções no cargo de alto responsável pela Inteligência Económica junto do primeiro-ministro, posto que ocupou até Maio deste ano.


Guerra Económica no New York Times

Recupero aqui um texto do The New York Times, publicado em Agosto, que, a propósito do escândalo de espionagem electrónica, por parte de um alto responsável da empresa estatal de energia francesa EDF, que afectou o Greenpeace, fala sobre a prática da espionagem em França, aproveitando a experiência de Christian Harbulot e da École de Guerre Économique no campo da inteligência económica e estratégica.

In French Inquiry, a Glimpse at Corporate Spying

por David Jolly, August 1, 2009, The New York Times
link artigo original

PARIS — The story has the elements of a corporate thriller : a cast of characters that includes former French spies and military men, an American cycling champion, Greenpeace activists and a dogged judge whose investigation takes him from a sports doping laboratory outside Paris to a Moroccan jail and to some of the top corporations in France.

Like installments in a serial novel, new revelations have been dripping out since March. And while the climax is still probably many months away, the story is providing a rare glimpse into the shadowy and potentially lucrative business of gathering what corporations refer to as “strategic intelligence.”

“For most companies, on a daily basis there are many more things going on than can possibly be handed off to the police,” said Christian Harbulot, director of the École de Guerre Économique, or School of Economic Warfare, in Paris.

The companies they turn to for “extra help,” Mr. Harbulot said, include everything from corporate security giants like Kroll to what he terms “small operators,” ranging from ex-intelligence agents to computer hackers.

The sprawling case unfolding in France involves a mix of the latter and some of the biggest French companies, including Électricité de France, the world’s largest operator of nuclear power plants, and Vivendi, the media and telecommunications conglomerate.

According to a case file compiled by the investigating judge, Thomas Cassuto, and reviewed by the International Herald Tribune, investigators stumbled on to the case almost by accident, in the wake of a doping scandal at the Tour de France in 2006.

The American cyclist Floyd Landis was stripped of his victory that summer after testing positive for elevated levels of testosterone. Not long afterward, in November 2006, the French anti-doping agency filed a criminal complaint charging that confidential documents related to Mr. Landis’s drug tests had been stolen and sent to the news media and other labs. The documents had been altered in what lab officials said appeared to have been an effort to discredit or embarrass them by casting doubt on the handling of test samples. Investigators concluded that one such e-mail message was sent from a computer using the same Internet protocol address used by Arnie Baker, then Mr. Landis’s coach.

A search of computers in the lab in Châtenay-Malabry, a suburb of Paris, turned up a Trojan horse program that allowed an outsider to remotely download files.

No evidence has surfaced to connect Mr. Landis or Mr. Baker to the hacking, and both have vigorously denied any involvement. They did, however, make use of the pilfered documents in their unsuccessful campaign to overturn Mr. Landis’s cycling ban, on the grounds that the documents had entered the public domain.

The trail, picked up by a special cybercrime unit of the French Interior Ministry, led to a French computer specialist, Alain Quiros. He was caught in Mohammedia, Morocco, and questioned by French and Moroccan officials there (It is not clear from the case file exactly when).

Mr. Quiros initially denied any knowledge of the lab hacking, but when presented with incriminating evidence found on his computer, he confessed, telling investigators he had been paid €2,000 to €3,000, or $2,800 to $4,000, for hacking into the lab. He identified Thierry Lorho, head of Kargus Consultants, a corporate intelligence company in Paris, as having instigated the computer attack.

Then things got complicated. As the French authorities delved more deeply into Mr. Quiros’s computer, they found a copy of the hard drive of Yannick Jadot, the former campaign director of Greenpeace France, as well as that of Frédérik-Karel Canoy, a French lawyer and shareholder rights activist who has battled some of the country’s largest companies, including Vivendi and European Aeronautic Defense & Space, the parent of the aircraft manufacturer Airbus.

Mr. Lorho, a former French intelligence agent, acknowledged his role to the French officials. He told them that he had handed off the lab data to another man, Jean-François Dominguez, who had paid him for it. Both men are being formally investigated. Mr. Lorho also admitted that he had collected data on Greenpeace. His client that time, he said, was Électricité de France, which had paid him for “strategic intelligence” on anti-nuclear campaigners.

Mr. Lorho has said his contacts at E.D.F. were “perfectly aware” of the hacking and that such activities were understood to be included under the two one-year contracts he signed with the company.

One, signed in April 2004, paid Mr. Lorho’s company €12,000 a month; a second, signed in November 2006, provided for €3,900 a month.

The investigation found that in addition to information on Greenpeace in France, E.D.F. obtained data on the environmental organization’s activities in Spain, Belgium and Britain, where E.D.F. last year agreed to buy the largest nuclear power company there, British Energy.

E.D.F. has denied any knowledge of the cybertheft and has portrayed itself as a victim of illegal acts by Kargus Consultants.

But Judge Cassuto, who took over the three-pronged investigation in April 2008, has declined to grant E.D.F. civil party status in the case. The decision was upheld on appeal. Instead, the judge has declared E.D.F. an “assisted witness,” one step short of being placed under formal investigation, and the chief executive of E.D.F., Pierre Gadonneix, has been called in for questioning.

Alexis Gublin, the attorney who is representing E.D.F. in the case, said the company was cooperating “totally” with the inquiry.

Through their lawyers, Mr. Quiros, Mr. Dominguez and Mr. Lorho declined to comment. Astrid Granoux, a spokeswoman for the prosecutor’s office, said Judge Cassuto and the prosecutor, Philippe Courroye, would not discuss the case while the investigation was under way.

Spying by corporations on their perceived enemies is not new. In the mid-1960s, General Motors sent private detectives to dig up dirt on the consumer activist Ralph Nader when he began to criticize the auto industry’s safety record.

In 2006, top executives of Hewlett-Packard, infuriated by damaging leaks from corporate insiders, hired investigators to spy on journalists in an effort to learn their sources.

And over the past two years, some of the biggest companies in Germany, including Deutsche Telekom, Deutsche Bank and the national rail operator, Deutsche Bahn, have been caught overstepping the line regarding surveillance of critics and their own employees.

People in the field of corporate intelligence say information in the public domain is considered fair game. Theft of a computer hard drive would normally be understood as a step too far, they said. But it might not even be necessary as the technology advances: Experts say the Trojan horse attack is giving way to automated targeting of the “cloud” of information that people and organizations generate through their online activities.

In the Cassuto investigation, the connection to E.D.F., which is 85 percent owned by the French government, has touched a nerve in France, whose intelligence agents bombed and sank the Greenpeace ship Rainbow Warrior in 1985 in Auckland, killing a photographer on board.

However, there has been no evidence to suggest that the French government was aware of or involved in the hacking.

In an interview with an intelligence Web site, Lerenseignement.com, Mr. Lorho said he assumed “full responsibility” for hacking into the Greenpeace computer, but he added that “I would like to see E.D.F., which sponsored the operation, take responsibility for its part.”

On April 10, E.D.F. said that, after an internal investigation, it had terminated its relationship with Kargus Consultants and, as a “precautionary measure,” temporarily removed from their posts two corporate security employees who had been dealing with the firm.

The two — Pierre-Paul François, an site protection engineer and former police officer, and his superior, Pascal Durieux, a security manager and former French Navy admiral — have been placed under formal investigation by Judge Cassuto. They have been transferred to other duties but continue to work at E.D.F. and to draw their salaries, their lawyers said. Both maintain their innocence.

E.D.F. also said it had terminated a contract with another corporate intelligence company, Securewyse, based in Lausanne, Switzerland.

The French newspaper Le Canard Enchaîné reported that Securewyse had been retained to monitor the French anti-nuclear group Sortir du Nucléaire, whose spokesman, Stéphane Lhomme, has been under investigation in France since 2006, when he passed confidential company documents to the media.

Securewyse did not reply to numerous requests for comment, but a company official told Le Canard Enchaîné that it had done nothing illegal.

Mr. Jadot, who has since left Greenpeace and was elected June 6 to represent western France in the European Parliament, said the case showed “a systematic policy of spying by E.D.F.”

But E.D.F. defends its need to keep an eye on activist groups.

“We have a duty to be vigilant,” Jean-Marc Sabathé, the company’s security director, said in an April interview with Le Monde. “It’s important to know, for example, if this or that group is in the radical extreme or if it is above board. But we have no need to pay hackers to find out!”

Meanwhile, the investigation goes on, with Judge Cassuto alternating among the threads as resources and scheduling allows.

In the doping lab case, Mr. Dominguez, who has been described in the French media as a photographer with links to French intelligence, told investigators that he had acted only as a middleman, passing on the data he received from Kargus to another man, who has not been located.

Judge Cassuto summoned Mr. Landis and Mr. Baker to Paris in May for questioning, but neither appeared for the hearing.

The judge has the power to issue international arrest warrants for both men, although he has not indicated yet whether he intends to do so.

Mr. Landis did not respond to requests for comment through Team Ouch, his new cycle-racing squad.

But he told Cycling News in November 2006, when rumors of the computer hacking first surfaced, that “any claims attributing these actions to me or my defense team are baseless, untrue, irresponsible and another example of the character assassination that I have faced since the initial allegations surfaced.”

In an e-mail message, Mr. Baker denied any involvement in hacking into the drug lab’s computer, or in hiring anyone to hack into it. “If the L.N.D.D. computer system was hacked, I do not know who did this,” he wrote, referring to the drug-testing lab, Le Laboratoire National de Dépistage du Dopage.

In the case of Mr. Canoy, the shareholder activist, investigators raided the office of Jean-François Dubos, Vivendi’s general counsel, in June. Antoine Lefort, a spokesman for Vivendi, confirmed that Mr. Dubos “has been heard as a witness and his office was searched.” But he said that neither Mr. Dubos, who has not been placed under formal investigation, nor the company had sought to hack into Mr. Canoy’s computer.

Since 2002, Vivendi has fought 13 different lawsuits brought by Mr. Canoy, and filed two countersuits against him, Mr. Lefort said.

Mr. Canoy said the hackers stole data about his finances and even his family. “My son has a rock band, and everything including his songs and poems was stolen,” he said. “It is a complete violation of my personal and professional privacy.”

Mr. Harbulot, the expert on economic intelligence, said the most curious thing about the whole case to him was why a company like E.D.F. would get involved with “these kinds of people” in the first place.

“All of E.D.F.’s security needs should be taken care of by the state, because it’s strategically important,” he said.

Still, hackers like Mr. Quiros seem to be proliferating, he said, estimating there were “a few dozen” in France alone. “Not that he was very expert,” Mr. Harbulot said. “Like most hackers, he was undone by some really stupid blunders.”

Monday, November 16, 2009

À procura de inteligência nas Feiras e Congressos

As Feiras e Congressos são uma importante fonte de inteligência competitiva. Sítios ideais para ter uma perspectiva de conjunto e particular do que a concorrência anda a fazer... sobretudo porque a concorrência cai na tentação de expor demasiado aquilo que faz e aquilo que sabe . Como diz Leonard Fuld, um especialista incontornável para quem se interessa por IC, três dias num evento destes valem por 1,000 horas ao telefone...

Trade Shows and Congresses: A 20-to-1 Return on your CI Time

As we approach the holidays and trade show season winds down, I thought it a good time to reflect on the immense value of attending a scientific congress or trade show for vital intelligence. I would argue that attending such a show over three days (or about 45 hours of “on” time, is worth 1,000 hours of phone calling from your desk. Just imagine, more than a 20 times return on your intelligence time.

Too many firms attend these congresses ad hoc, with little preparation. Add to this the fact that the competitive intelligence effort is often divorced from the scientists, marketers and others also attending from the same company. What a shame!

Some of our consultants are on the road for weeks at a time, attending just such congresses and we often do so in concert with our clients. We take a team approach at covering football field-sized events as economically yet as thoroughly as possible. Just consider the competitive value of such an intense meeting, where the critical thinkers, market makers, producers, customers are present – in a sense all of Porter’s five forces are there.

Anyone that has responsibility for developing competitive insights knows how useful these meetings can be but too frequently cannot marshal their own colleagues to work the conference floor as a single coordinated unit, fanning out with particular goals in mind, visiting certain booths, knowing what questions are critical, and so on.

Speaking with one of our senior project managers about this topic, she presented some very convincing arguments for attending these shows. She strongly believes that conferences provide you terrific opportunity to

 Do a reality check on what messages your rivals send out to their target market. Messaging strategy is a particularly important when pharmaceutical and biotech firms try to position their drugs in the marketplace.
 Catch the scientific subtleties by listening directly to the scientists and engineers who directly design the studies, or create the technology.
 Understand the importance of a rival’s future investment in promoting a particular drug or new product – often way in advance of any formal announcement.
 Glimpse the future by hearing market gurus, managers from trend-setting companies discuss their view of market trends and rumors of competitive activity.

Next time you know a trade show or scientific congress is about to take place prepare for it, and build a team to fan out at the show. Just when your feet begin to ache on the third day of the event console yourself by remembering those nearly 1,000 hours of phone time you saved because you assessed your competition on the ground, in real time.

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