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Forte 1 – truth or lie? A brief competitive intelligence case study.

June 10, 2009 Leave a comment

I received a phone call today from a charming lady who claimed to work for a company called Forte 1. I knew nothing about her company which seemed to want me to switch my business telephone line, and also said that they offered computers at great prices, and more.

Whenever I get a sales call out of the blue, a red-light goes on in my head. At the same time I’m not one of these people that will put the phone straight down. For a start, I view it as an opportunity to practice my competitive intelligence elicitation and interviewing skills – how much can I find out about the unknown company. Very occasionally also, they get it right – and do succeed in making a sale (when it’s something I’ve wanted anyway and they offer a better deal).
In the case of Forte1, alarm bells started ringing early on. I was considering putting the phone down but really wanted to know a bit more about the company and its service offering, especially as I was interested in one service that was mentioned and if the company was bonafide, I could have become a customer.
Unfortunately the sales person wouldn’t give me a straight answer. I suggested that she mail me information on her company and if it was suitable for my needs I’d recontact her. Instead she suggested I look at their web-site. This gave me the chance to check up on them – and it’s an interesting lesson in what you can find on a company within 5-10 minutes, if you know how. It also showed that I knew more about her company than she did – confirming my suspicions that this may not be as genuine an offer as the salesperson was claiming. (However I don’t really know – or care. If any Forte1 users want to comment on this post and give a client reference please feel free).
So what did I do? Well first, I went to their web-site – using Firefox (my browser of choice).
The page opened with some Javascript for displaying the date – that was written before the HTML tag – as in the screen print below:
That’s always a danger sign – as it implies that the web-site’s not been properly checked. The next thing was the text – for example

Who we are

ForteOne has applied a tactic of superb timing and entrepreneurial assertiveness to achieve success in the fields of communications through a vast array of business equipment solutions and information technology products and services.


Our goal is to build long-term partnerships with our customers and maximise the potential of our traditional business, through a combination of enhanced quality of service and creativity.

I’m not sure what this means. Although the words are English, the sentences are just a collection of management jargon put together to imply competence. For example, what on earth does entrepreneurial assertiveness actually mean.
My next step was to find out more about the web-site itself. Using Firefox’s Page Info command (in the Tools menu) it turns out the home page was relatively new – from February 2009.
So how old was the domain name – over to www.checkdomain.com (one of many domain checking services). That shows that the domain was registered on the 23 September 2008, as was the parallel domain forteone.co.uk. The US .com domain is owned by somebody else and is bonafide – but my suspicions are still high with the .co.uk domain – incidentally registered by a Mr W Ahmed.
Next step – let’s check the address to make sure that this is genuine. So over to Google and enter the postal code and address: “268 Bath Road” “SL1 4DX“. Now that’s interesting – dozens of hits come up, including the Slough branch of Regus – the virtual office company. Lots of small and SoHo businesses will base out of a Regus branch, but it doesn’t add substance to the veracity of Forte1 – as their web-site description seems to suggest a large profitable business.
Now let’s check to see if it is a real business – so over to Companies House and their web-check service. Enter in Forte 1 (expecting nothing but who knows) and hey-presto, up comes a real company – Company No. 06354706. So it is a genuine business after-all, assuming that this is the correct Forte 1. Only problem is that the address is different to the web-site (which doesn’t include the company number).

In fact, there appear to be several changes to the record since this company was founded – in August 2007. It first appeared as Trus Com Ltd, then changed to Truscom Ltd before metamorphosing into Forte1 Ltd in October 2008. The company has also changed address twice – from a W2 4SA address in London to an address in Barnet on the outskirts of London.

However the key line connecting the two – and confirming that this is the same company comes on the 3 March 2009 – where a 288c “Director’s Particulars” document is filed for Wesam Ahmed. Remember the name – the guy who registered the forte1.co.uk domain name.
So what about that W2 4SA address – is that another accommodation address.
Another Google search shows that there are 2 companies registered at
SUITE 4 REDAN HOUSE, 27 REDAN PLACE, LONDON, W2 4SA.
One is Motiontel Ltd listed on a D&B web-site, and the other is Nationtel Ltd listed on the excellent Applegate directory. Applegate lists the director – our friend, Wesam Ahmed again. Unfortunately a search on some of the people search sites doesn’t give much – as there are too many people with the same or similar name to research in 10 minutes.
So where to now. Well let’s see if our web-site shares a server with any other web-sites. If they have a dedicated server that’s a good sign – and could indicate links between businesses. So over to Domain Tools and it’s reverse IP lookup option. Enter in forte1.co.uk and it turns out that:

There are 5 domains hosted on this IP address.
Here are a few of them:

  1. Aracom.co.uk
  2. Forte1.co.uk
  3. Fortecontactcenter.com
  4. 2 more…
(In contrast, with forteone.co.uk there are 1000s – indicating that the server is shared and not dedicated).
Taking a look at Aracom.co.uk the look and feel are the same (including the same HTML error on Firefox) but in this case the site is under construction. However the fortecontactcenter.com domain is active – with a new contact address:
Smart Village Km 28 Cairo Alex Desert Road – Giza – Egypt
So it seems that perhaps Mr Ahmed is Egyptian – it’s an Egyptian name after-all.
In conclusion – I can’t (and won’t) say whether or not Forte1 Ltd is genuine – with real products and services or not. Not having any experience of them apart from the phone-call it wouldn’t be fair to make a judgement. However from what I uncovered I won’t become a customer. Instead this can be viewed as a case-study in how it’s possible to do a quick competitor analysis while speaking to somebody on the phone – in a few minutes. With more time I’d have looked to see whether Mr Ahmed had more companies under his belt, and whether any had failed. I’d have looked into more depth to see who else (if anybody) was involved and tried to find some customers to give actual opinions on how they performed. This is the sort of work we do for clients – rather than just to satisfy curiosity, as was the case here.

Emotional responses

May 26, 2008 Leave a comment

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

  1. assume that they are behaving logically – try to see things from their perspective
  2. 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.

  1. Western Values represent an attack on Islamic values.
  2. Western Values are winning out – even in Islamic society.
  3. 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.
  4. 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.

Communication

September 17, 2007 Leave a comment
Most CI professionals are familiar with the standard competitive intelligence cycle (although you will often see variations). Typically the steps are given as:
  1. planning & direction i.e. the boss – also known as the end-user 🙂 tells you what is needed and you or they work out how to get it;
  2. collection – you follow your plan;
  3. processing & analysis – you integrate the gathered information with other information to convert the information into something usable i.e. intelligence;
  4. dissemination – you pass back the intelligence to the end-user and hope that they act on it.
Those who know me will know that I disagree with this cycle. There are a number of things wrong with the model – for example:
  • the model lacks feedback steps;
  • it doesn’t integrate with other business processes adequately, such as the strategic/business planning cycles;
  • it doesn’t allow for serendipitous intelligence gathering crucial for effective early warning systems.
There are others, and when I teach CI I always highlight the problems, and also present alternatives. (For example the 4Cs model described in AWARE’s brief guide to competitive intelligence)

My focus in this item however is the use of the word dissemination. The Encarta® World English Dictionary defines disseminate as “to distribute or spread something, especially information…“. Most other dictionaries give similar definitions. The problem with this word is that it implies that information flows one way – from the collector to the end-user. There is no mention of information – feedback – flowing the other way or laterally throughout the organisation. Effective competitive intelligence needs an information sharing culture where information flows between those who have the intelligence and those who need it – each informing the other. The English word to describe this process is not dissemination, but communication.

The Encarta dictionary has a number of definitions for communication and the verb communicate. Communication is defined as “the exchange of information between individuals, for example, by means of speaking, writing, or using a common system of signs or behavior” while the second definition for communicate is “to transmit or reveal a feeling or thought by speech, writing, or gesture so that it is clearly understood“.

Isn’t this what we aim to do in competitive intelligence: not to disseminate intelligence without any feedback or even knowing if the intelligence is usable, useful or understood but to communicate it so that both parties clearly understand its impact and importance?

The problem is how to communicate intelligence so that it is understood, and used. That, however, will have to be a topic for a future blog entry.

Competitive Intelligence and the small business

August 9, 2007 Leave a comment
I wasn’t planning to do another entry so soon after the last one, but felt I had to highlight an excellent article on competitive intelligence in the latest issue of FreePint. The article, entitled DIY Detection: Competitive Intelligence for SMEs is by the Australian based consultant, Vernon Prior, and gives a very comprehensive description of how to do CI on a low budget. (I wrote an article several years ago for the sadly defunct Competia newsletter on a similar topic – you can still read the article Competitive Intelligence on a Small Budget but unfortunately many of the suggested links for Internet research are now dead or no longer offer the same material).

Vernon’s article covers all aspects of CI – from what to look for, how to look for it, and what to do with the intelligence when you’ve found it. He discusses both secondary and primary sources and concludes with brief guidelines on actually setting up a CI operation. A well written article, that beats mine in its depth and comprehensiveness – taking account of the limited word count available for such articles.

Another site of interest to Competitive Intelligence specialists is Jens Thieme’s Competitive Intelligence & Marketing Intelligence Resources & Tools web-site at www.markintell.com. This – still growing – resource for all aspects of CI, includes some excellent articles on CI and related disciplines and Vernon is a contibutor/member of the site.