Archive
Cuil – not going to cull Google!
Cuil is a new search engine that claims to have the biggest search index and give better results than Google owing to a methodology that looks at word context rather than page links.
There are already lots of comments on Cuil – for example, Webware’s “New Search Engine Cuil takes aim at Google” or Karen Blakemen’s “Cuil – not so cool“
I too played with Cuil – for around 5 minutes before I realised that this is very much a “what you see is what you get” effort – and I didn’t see very much.
One of the first things I do when I use a search engine is change my preferences – to get 100 hits per page. I find a much more efficient way of looking through pages of results – and the time to look at 10 versus 100 on a single page isn’t that much more. So I headed to Cuil’s preferences page – and found that there was almost nothing to change. So you’re stuck with a page of descriptions – and if they aren’t right, you’re forced to try the next page or a new search. Not clever! Then what about modifying my search – for specific types of content – title search, filetype search. Nada!
My top test keywords (generally “competitive intelligence” and various permutations of this) came up with the expected sites – but nothing new and not even all I’d expect – plus irritating logos attached to each entry that seemed to be stolen from images that seemed relevant.
My main complaint supports a comment on the Webware blog “Didn’t we stop the pissing contest over number of pages searched about 10 years ago?“. I concur totally. So what if Cuil has 120 billion pages. It’s not size that counts – it’s what you do with what you’ve got that counts. (I’m sure I’ve heard that somewhere before in a different context 😉 That’s why Exalead is so useful – as it’s so easy to customise, and refine searches. That’s why Google is top-dog – as its interface is so simple and the results tend to be accurate. That’s why Ask works – as it gives good results, with options to refine and it highlights news, images, encyclopaedia entries all together making search seem simple.
Finally their purported killer feature – relating search to the words on the page and their context. Isn’t that similar or the same as the method Ask (or it’s predecessor Teoma) uses, or have I missed something? (Or perhaps it only refers to the actual page rather than related pages which is what Ask does – if so, it’s also 10 years out-of-date as just relating content to the actual page rather than linked pages was killed off by Google’s linkage innovation).
So – not impressed. I still think that there’s scope for a Google Killer out there, but Cuil ain’t that Killer!
Emotional responses
I’ve not posted anything for months – not because I’ve not had things to post, but because of work pressures, and perhaps also not having anything I thought worth posting.
That’s not to say that things haven’t happened – but others will have posted on the London Online conference, the SCIP annual and European conferences in San Diego and Bad Nauheim, Germany, and the AIIP annual conference in Pittsburgh. I attended all – and each was worthwhile in its own way. (My favorite was AIIP – but then this is such a great organisation anyway!).
In the last few months I’ve also been to China where I led a workshop on CI, and on a personal level, celebrated my oldest nephew’s wedding in Jerusalem and saw the loss of my father a month later.
So what has prompted this post?
Well I try and link ideas to marketing and competitive intelligence. Those who know me will know that one of the areas I specialise in is competitive intelligence analysis and game theory. My talk at SCIP Europe (and also at the SCIP 2007 conference) was on Game Theory.
One of the areas I emphasise is that when looking at a competitor you should try and look at things from their perspective. Just because something looks stupid or illogical to you doesn’t neccssarily mean that it is stupid and illogical. It could also be that the competitor is viewing something from a different angle to you – and that if you switched viewpoints it would make perfect sense. Developing an ability to switch perspectives could save you $, £, €, or ¥ as it should lead to greater anticipation of how competitors are likely to respond and thus better and more effective strategies. The assumption is that competitors behave logically, and choose strategies based on the information and knowledge they currently have.
There is, however, an exception to this. Sometimes a competitor can be blinded by hatred, greed, fear, or another strong emotion. In such cases their decisions are likely to be stupid and illogical as they can’t see reality and instead, they base what they do on their emotionally biased view of the world.
As a result, when looking at a competitor it is also important to look for any emotional aspect in their decision making. Is this leading to how they behave or react? If it is, then you can use it against them to win out. Of course the same applies to you – and it’s important that you make decisions that are not based on emotional reasons. Decisions need to be made based on facts, evidence and logic – anything else will lead to vulnerabilities that can be attacked by a competitor.
There are many examples of companies that have made poor decisions based on emotion: a classic is the failure of the 2000 Time Warner – AOL merger, which was partly driven by Time Warner management’s fear of being left behind in a digital world. In fact many mergers fail as they are not really motivated by logic but more by fear of being left behind or greed – seeing acquisition as the best way to grow.
So when looking at a competitor, you need to
- assume that they are behaving logically – try to see things from their perspective
- consider that they may be acting emotionally, and not basing decisions on fact and logic.
Which of these two applies will depend on the pattern of decision making, the decisions made, and the competitor’s management. Part of the job of the CI analyst is to step back from their own emotional perspectives and, dispassionately, look at the competitor and decide what has led to their decisions and strategies: logic or emotion.
I still haven’t answered what prompted these thoughts.
Generally I try to understand the opinions and views of people with whom I disagree – and accept that often there is a valid rationale to these views. I fervently disagree with Islamic terrorist groups, and I totally support Israel. At the same time, I understand the view of the Palestinians and believe that they have a case. I understand the Islamic religious view of Hamas that Israel is occupied Islamic land and that only Islamic rule is valid. I don’t personally agree with this – but I accept that from some Islamic perspectives (not all) this is logical as it follows some Koranic precepts. So I’m applying my rule above of trying to understand the other side, and looking at things from their perspective.
I can even apply this (with difficulty) to some terrorist actions in Europe and the USA. The attacks on 911 were reprehensible, evil and criminal. However using the above principles I can understand these actions – as they fall into a logical pattern.
- Western Values represent an attack on Islamic values.
- Western Values are winning out – even in Islamic society.
- For Islamic values to triumph, Western values must be destroyed, so that the world realises that it’s only true Islamic values that will lead to human peace and happiness.
- What the West calls terrorism is actually a misnomer – and is, in fact, an attempt by true Muslim believers to alert their own governments to how they’ve been led astray, while at the same time to destroy the forces that are doing this – leading to a growth in Islamic values and beliefs.
What I fail to understand however, is how a follower of any religion can take advantage of people with mental problems and use them for terrorist activity. One of the basic principles behind all religions: Christian, Jewish, Islamic, Hindu, Sikh, Buddhist… is the protection of less-well-off and weaker members of society. They teach that it is a major sin to take advantage of such people.
The recent bomb attempt in Exeter, England, when an Islamic convert who was reportedly mentally ill, with low IQ and suffering from Aspergers, was so radicalised that he was preparing bombs to use to maim and kill people, suggests that the people behind him were not acting under any religious framework at all – but were driven by emotions only: hatred and fear. Worse, they bring shame on true Islamic believers, and through their actions will lead even more people to see Islam as an evil creed that only destroys and has no respect for the poor, sick and down-trodden. This is false! So called “Imams” who believe that they can recruit victims like poor Nicky Reilly have desecrated Islam and the teachings in the Koran and Hadith, and should be denounced by all true Muslims as false.
Thinking Hats
First – a couple of comments on Jon’s blog – if you’ve not ever read it. He has some great tips which I firmly second. For example, recent blogs mention the uses of LinkedIn in CI. I’ve been a LinkedIn user for some time – and have found it invaluable as a source for potential contacts. I’ve also signed up with other networking groups although my network is smaller on these – Xing, Ecademy, etc. Also – don’t ignore Facebook and MySpace. A lot of companies have signed up for pages on these networking sites, and you never know who or what you might find that could help with a project.
Jon mentions a new LinkedIn feature – the ability to ask questions, and get answers from other users as a strength of the service. Potentially it could be – although I felt the answers given were poor. I think a better service for answering questions is the FreePint bar which has a circulation list of approaching 100,000 expert searchers who answer questions on a massive range of topics – many of which are relevant for competitive intelligence professionals. (As an example, recent posts have looked at international tax comparisons, media monitoring, Swiss, Austrian & German company shareholders and Russian export regulations).
In the example Jon highlighted, half the answers suggested HitWise. This is a great service, but I’m not sure that it is the right solution for the questioner, from the bank JP Morgan-Chase, who was looking for competitive intelligence vendors for paid search – asking Is CI effective in Search? None of the answers given took into account the questioner’s origins in financial services – or asked what he meant by his question about whether CI was effective in search.
What Hitwise offers is a service giving customers knowledge on how Internet users interact with web-sites – your own and your competitors. You can use it to compare how your site is performing against competitor sites – and if this is what was wanted, then Hitwise would be a good solution. However Hitwise’s strength is not really for B2B web-sites, as these will generally receive much less traffic than the consumer web-sites for which the Hitwise service is best aimed. If what was wanted were vendors who were experts at secondary Internet search then Hitwise would not be the correct solution – members of the Association of Independent Information professionals (www.aiip.org) would have been a better bet – as most are experts at searching the Internet and other databases, and many, including us at AWARE, specialise in competitive intelligence.
In fact, another interpretation of this question is completely different and takes into account both the nature of the questioner and medium where the question was posed. LinkedIn attracts a lot of recruiters and recruitment agencies, and is used by these for looking for candidates. Search is sometimes used in this context so the question could have related to this i.e. Is CI effective in Recruitment Searching? If this was what the questioner really wanted then none of the 8 responses was satisfactory.
This highlights a lesson for all competitive intelligence professionals – you need to know, for each research request:
- who is actually asking the question (i.e. you are asked a question by your boss, but this is because his or her boss has asked them a question – are the two questions the same or has something been lost in the transmission?),
- why are they asking it,
- what are they really looking to achieve with the answer.
In fact, if you really want to study a problem it’s not one thinking hat that should be used but six! This idea comes from the work of Edward de Bono – and should be a key element of all competitive intelligence analytical approaches. Essentially every problem for which a decision is required should be looked at in six ways:
- Neutral: focusing on the data available, knowledge gaps, past trends and extrapolations from historical data. Unfortunately this is where a lot of CI people stop in their analyses – and just present the neutral view. This is rarely the full answer that the decision maker needs.
- Self-opinionated / emotionally: how will your customer react to the response you are giving him or her? Does your work answer the question they’ve posed – not the surface question, but the underlying driver that led to the question? You need to use intuition and your emotional instincts to look at the problem with this approach. What are the emotions involved? How will people respond to your research when they’ve not been through the process or followed the reasoning you took to reach the answer?
- Judgmentally: what are the bad points or weaknesses in your work or the decision suggested? What could go wrong? Be cautious and risk-adverse. This approach lets you prepare for the worst and makes you think of alternative options and create contingency plans if things don’t work as expected.
- Positively: now look at the good points and the benefits that will result from any decision. Even if everything looks like a disaster, trying to see the positive can help find a way out of the mess. It can also help show the value in the decision – in a way that may not be immediately obvious.
- Creatively: brainstorm a bit. Try and think beyond the problem for alternative solutions or approaches. Don’t criticise any ideas – just go with the flow. This approach allows you to come up with further suggestions and ideas that could add increased value to what you are suggesting. More importantly they show that you’ve really considered all aspects of the problem.
- Take an overview of the other 5 approaches: this final approach looks at all the other five and evaluates the responses, synthesizing the responses into a single coherent, balanced position. If there are too few alternatives then it may be time to go back to the creative approach. If everything looks perfect, then be really judgmental and see if you can come up with anything wrong at all – just in case there is some gremlin that was missed. If everything looks bad, go back to the positive approach and look to see if there is anything salvageable.
Think why information is available
Competitor information becomes public for a number of reasons, but these can be summarised into three categories:
- Intentional dissemination of information about the company by the company – for example, an annual report or a press release
- Accidental dissemination of information about the company by the company – for example, a leak or rumour
- Information that comes from a third party. This itself can take a number of forms. One is like a footprint in the sand – so competitor actions can provide clues to their plans or strategies. A typical example is when a competitor signs a contract with another company. This company may mention the contract – giving out information about the competitor. A second example is where a third party has managed to collect information on a competitor from a variety of sources including interviews and non-published sources. In this case, the third party may decide to publish their information as a market research report. Sometimes the third party may include a synthesis of information that combined gives further insights.
Sometimes though, information can come too easily. Part of the skillset of a competent competitor analyst should be an ability to evaluate why information became available. Which of the above was the reason and how reliable is the information? There is a risk that the gathered intelligence is wrong, and a validity check can help assess the chances of this. (One common approach is to grade both the intelligence and source, giving a likelihood of accuracy). Whatever method is used, however, there is always the risk that sometimes things will be wrong.
A simple approach is to consider how easy the information was to obtain. This works on the assumption that competitors will try and protect information that they would prefer not to be in the public domain. So if information is easily available it has a lower value and may be more suspect than information that took a lot of thought and work to obtain.
This is illustrated by the following story – in this case there was an ulterior motive in providing information that on the surface, looked like a real money-saver. The true reason came out as an accidental disclosure following a pointed interview type question!
A man was having problems with the quality of the print from his printer so he called a local repair shop where a friendly man informed him that the printer probably needed only to be cleaned. Because the store charged $50 for such cleanings, he told him he might be better off reading the printer’s manual and trying the job himself.
Pleasantly surprised by his candor, the man asked, “Does your boss know that you discourage business?
“Actually, it’s my boss’s idea,” the employee replied sheepishly. “We usually make more money on repairs if we let people try to fix things themselves”



