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Competitive Intelligence

Competitive Intelligence. What is Competitive Intelligence ?. It´s NOT a 007 operation It´s NOT reading tons of newspapers It´s NOT bribing employees of competitors It’s:. Managing information and knowledge, regarding industry players and topics, so as to maximize competitive advantage!.

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Competitive Intelligence

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  1. CompetitiveIntelligence

  2. What is Competitive Intelligence ? • It´s NOT a 007 operation • It´s NOT reading tons of newspapers • It´s NOT bribing employees of competitors It’s: Managing information and knowledge, regarding industry players and topics, so as to maximize competitive advantage!

  3. Objective of CI • World class sensitivity to both strong and weak market signals • Fighting the blind spots in how the environment is perceived - management assumptions • Key Issues: • Resources (Information and Human) • Usability and impact

  4. CI deliveries. • Early warnings about threats from competitors • Early identification of possibilities of growth • “Benchmarking” of “best practices” in the field • Rapid response of changes on the market • Better understanding for the players on the market – customers, competitors, suppliers, politicians etc. • Future scenarios for strategic planning • Communication of and understanding for the strategy of the whole organization • Better business development and better x for the strategy process • Identification of ”business blind spots” • Risk reduction in decision making Källa: Ben Gilad, Academy of Competitive Intelligence

  5. Change requires CI Speed of innovation Industry Change Deregulation Oversupply Monopoly Need for Competitive Intelligence

  6. Why focus on CI ? Decision! 1. Issue 5. Intelligence 4. Communication 3. Analysis 2. Information Reduce time to decision with improved quality

  7. Environment Usage and impact of analysed information Gap? Info needs Strategy Information Management Two determinants of information needs

  8. Current CI operations • Information gathering and dissemination • CI “departments” - great and small • Ad hoc analysis services • Distant from both business operations and strategy making • Always at risk from cost-cutting The CHALLENGE: Move from Ad hoc operations to continuous analysis!

  9. Future CI operations • CI embedded in business and strategy • CI “department” => CI management • Information gathering => Information management • The role of the CI officer is to manage his/her Intelligent Community

  10. The value of information • Information has a value if, and only if, it will affect a decision or a risk assessment in any way – now or in the future • The task is to minimize the cost of acuiring nessecary and sufficient information to the locations and moments where such value is created.

  11. Taxonomies An invaluable tool in structuring CI

  12. What is a Taxonomy?- TFPLs definition (www.tfpl.com) ”A taxonomy aspires to be: • A correlation of the different functional, regional, and (possibly) national languages used by the enterprise; • A support mechanism for navigating around, and gaining access to the intellectual capital of an enterprise; • A combination of tools such as portal navigation aids, support for search engines and knowledge maps, as well as an authority for tagging documents and other information objects; • And, a knowledge base in its own right.”

  13. Thus… • A common LANGUAGE for the company or the community • A pre-defiend path for seraching information and knowledge • A complement to free-text search • A support in classification and categorization • A map over the most important areas for Competitive Intelligence • It: • Creates a shared mental mindset of the business environment • Increases efficiency through easier access to infromation and knowledge • Supports co-workers to find each other and relevant documents • Is ”oberoende av” reorganisations

  14. Example: Plumtree’s taxonomi

  15. Example: Comintell’s taxonomi

  16. Analysis and Output How to make best use of CI

  17. The Usage Matrix Continous Generic Trend Analysis Frequency Issues & Opportunities Ad hoc Surveillance Known Unknown Familarity

  18. Radar Parameters The Usage Matrix Defined trends Continous Generic Trend Analysis Frequency Ad-Hoc goes Cont. Issues & Opportunities Ad hoc Surveillance Abnormalities Known Unknown Familarity

  19. Dimesions of analysis Markets Products Customers Customer 1 Customer 2 Customer 3 Product 2 Product 3 Product 1 Market 1 Competitors Market 2 Market 3 Competitors 1 Competitors 2 Competitor 3

  20. Output formats • The information platform • Reports • News • Alerts • The interaction • Seminars • Person to person brief • Executive briefings • Theme days • Workshops • War Games

  21. “It is not the strongest of the speciesthat survive, nor the most intelligent, it is the one that is most adaptable to change”- Charles Darwin

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