Comments on: Marketing Lessons Learned from the F-22 Raptor

By: Paul Barsch

Paul Barsch — Mon, 02 Mar 2009 14:58:56 +0000

David, thank you for taking the time to comment. You have a great point in that the value of surprise and slipping under the radar is very helpful in winning in business and the battlefield.
As a former special forces operator, I won’t quibble with you on military strategy. However, the analogy I put foward is not necessarily the F-15 vs F-22 but more, the value of integrated data and information as competitive advantage. Those companies that can see the smaller (and bigger picture) faster than their competitors will ultimately make more timely, relevant and fact based decisions. This isn’t pie in the sky; there are numerous case studies of companies using data based decisioning to win in the marketplace.

By: David Esrati

David Esrati — Mon, 02 Mar 2009 13:04:00 +0000

So, let’s see: I upgrade the avionics in the F-15 and I have the same info that the F-22 has. But, I can probably buy 4 F-15’s for the price of a single Raptor?
Secondly- while having intel is great, and great intel is even better- much can be said for the element of surprise and slipping in under the radar. As a former Special Forces operator- I can tell you that superior firepower doesn’t do you a lick of good- if it’s pointed in the wrong direction.
The key to out-maneuvering your competition is being nimble and quick- and amassing strength at your enemies weak points. I don’t need an F22- I need to muster my F15s to hit them where they aren’t.
Military analysis as applied to business has many strengths- unfortunately, the rules of war are even more rigid than the rules of business. Go for unconventional warfare any day of the week over traditional might makes strength tactics and you’ll win everytime.

By: Paul Barsch

Paul Barsch — Fri, 27 Feb 2009 13:51:49 +0000

Neil, thank you for the compliment. I really had fun with the analogy and enjoyed writing this post.
One of the things that really struck me about the F-22s advantage is that pilots often see the enemy before Raptor pilots are ever seen. This is in part due to the advanced avionics, but also due to the coordination with AWACS commanders who have a long reach when it comes to radar. In fact, the design of the F-22 itself is interesting in that the plane is coated with stealth materials and has no external missiles (they launch from a bay) so that the radar footprint is reduced.
I bring all these points up because seeing the enemy before they see you confers competitive advantage in the skies. The same holds true in the marketplace, where the company with the ability to collect, analyze, use and continually manage data better than their competitors can often “see” things before others can. They in effect, give themselves a bit more time to react or capitalize on a key trend. And in an accelerating world of change, this is a necessary capability for success.

By: Neil Anuskiewicz

Neil Anuskiewicz — Fri, 27 Feb 2009 12:54:09 +0000

I read your post again, Paul. An outstanding post.
At our firm we have brought together people internally with mathematical, computer science, and marketing talent to do some things for our own business. What we are doing internally is much less ambitious than the business equivalent of the F-22’s capability.
If a consulting company were able to create F-22 level of sophistication tools for businesses, or even close, the world would beat a path to that company’s door!
When I think of war analogies, Master and Commander comes to mind, the film based on several of Patrick O’Brian’s novels.
I work in a relatively small business, so the idea of a small ship like the HMS Surprise (the ship of the protagonists) relying on wits, grit, experience, and unrelenting hard work to contend against a far heavier ship (the Acheron) has resonance with me.
In 19th Century lingo, the HMS Surprise sought to get the “weather gauge” giving it control of the engagement. I won’t go beyond that into what happens in the film.
To bring this back to the F-22 Raptor, the F-22 *always* has the weather gauge. That is why the pilots and crews on the ground were shaking their heads in disbelief. Always having control of the engagement means the game is over before it begins.

By: Paul Barsch

Paul Barsch — Thu, 26 Feb 2009 13:38:15 +0000

Lewis, thanks for taking the time to comment.
While I agree sponsorship from the CEO is necessary (for integrated data across the enterprise) and a business case presented to the CFO is mandatory, I still believe the CMO and CIO should lead the project planning, implementation and then management of the system that makes all this possible.
I realize this advice won’t work in every organization. Perhaps I’m an idealist…

By: Paul Barsch

Paul Barsch — Thu, 26 Feb 2009 13:33:32 +0000

Dana, thank you for the reminder that all the integrated data and analytics in the world is of little use unless a professional is trained to analyze and interpret the data into actionable information.
This doesn’t mean that data analysis is the domain of lofty experts, rather that with the right training, analytics really can be for the masses.

By: Dana VanDen Heuvel [from MarketingSavant.com]

Dana VanDen Heuvel [from MarketingSavant.com] — Thu, 26 Feb 2009 12:54:08 +0000

Paul,
There is so much that business people can still learn from military tactics. Great insights here!
I believe that precursor to all of this, and you bring it up in your post, is the training and acclimation to dealing with data and information and having the know-how to translate it into business advantage. For what it’s worth, I can think of many businesses who, armed with integrated data to make faster decisions, would be lost because they’re simply not trained to deal with it.
For example, I remember back when we first installed a major web analytics package at a large manufacturer, and while they had all of the ERP data they could handle on the plant, the couldn’t make sense of the web stuff until they were trained to understand the value of the data and what to do with it.
Nevertheless, you’re spot on in your analysis of the F-22 and the lessons here. Time is always of the essence, but I still fall back on the human aspects of the equation here. It’s not just the data – it’s the interpreter of the data having the experience and wisdom to choose the right course of action (in a split second) by using that data.

By: Neil Anuskiewicz

Neil Anuskiewicz — Thu, 26 Feb 2009 02:00:39 +0000

Questions:
* Does the ability to display information in a relevant, logical and prioritized fashion confer competitive advantage for businesses, much as it does in military conflicts?
Yes. Clearly. We all want 360 and the element of surprise.
* How critical a factor is “time” in decision making? Do seconds and hours count? Have you seen the windows of opportunity closing faster than in previous years?
Yes.
* Some marketers believe it’s not their job to promote integrated data across a company–they say this should be the role of the CIO. What do you think?
It depends on your CIO. We have a smart, business savy CIO.

By: Lewis Green

Lewis Green — Wed, 25 Feb 2009 18:03:37 +0000

Paul, I was stationed in Alaska atop a mountain responsible for scrambling fighter jets to intercept MIGs. So I have fond memories.
But to the point of your post, Cam is right when he mentions the CEO and the CFO. Both have to lead the charge and bring the CMO and the VP of customer service in the loop so we don’t build another IT infrastructure that doesn’t serve to create a marketing, sales and service profit center.
Good post Paul.

By: Paul Barsch

Paul Barsch — Wed, 25 Feb 2009 18:00:10 +0000

Sorry, the above response should have read; “those that frequent your business OFTEN, and even better…”
Great articles in BusinessWeek, March 2, 2009 regarding Zappos and Amazon–two companies that are really getting and acting upon this strategy.