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Creating an Environmentally Aware Organization: Understanding Competitive Intelligence

Learn how to identify opportunities and threats through competitive intelligence to create an environmentally conscious organization. Understand what competitive intelligence is and what it is not, its importance for decision-making, and its role in alerting management to potential risks and opportunities. Explore the segments of the general environment and Porter's Five Forces Model to analyze industry competition.

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Creating an Environmentally Aware Organization: Understanding Competitive Intelligence

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Presentation Transcript

  1. So, You want to indentify Opportunities, Eh?

  2. Creating the Environmentally Aware Organization

  3. What Competitive Intelligence Is and Is Not • Competitive Intelligence Is Not … • Spying. Spying implies illegal or unethical activities. It is a rare activity. • A crystal ball. Competitive Intelligence is good approximation of reality; it does not predict the future. • Database search. Data by itself is not good intelligence. • A job for one smart person. • Competitive Intelligence Is … • Information that has been analyzed to the point where you can make a decision. • A tool to alert management to early recognition of both threats and opportunities. • A means to deliver reasonable assessments. • A way of life, a process. Adapted from Exhibit 2.2 What Competitive Intelligence Is and Is Not!

  4. Segments of the general environment include: Demographic Sociocultural Legal/Political Technological Economic Global General environmental trends and events: Little ability to predict them Even less ability to control them Can vary across industries General Environment The General Environment

  5. Porter’s Five Forces Model of Industry Competition

  6. Porter’s Five Forces Model of Industry Competition • Threat of new entrants • Threat of substitutes • Power of suppliers • Power of buyers • Rivalry among existing firms

  7. Discussion?

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