![Competition ,[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommandé
Contenu connexe
Similaire à 7steps Presentation 2010
Similaire à 7steps Presentation 2010 (20)
7steps Presentation 2010
- 1. steps to effective Competitive Intelligence
- 6. The 2 Cs’ AIM Strategic Management Limited ©2010 Most organisations readily “track” internal metrics (business Intelligence) and their customers
- 7. The 3 Cs’ AIM Strategic Management Limited ©2010 But miss the opportunity to track their competitive environment
- 8. How is it Different from B.I. & K.M.? AIM Strategic Management Limited ©2010 Business Intelligence Knowledge Management Competitive Intelligence Internal Focus Internal focus External focus Key operational data Store of ALL data sources Strategic and tactical Typically ‘dash board’ updates for senior execs All staff Used by all levels of staff Used to benchmark/improve internal processes Can be so generic that people struggle to use Wide range of info for tactical and strategic use
- 12. The C.I. Cycle
- 19. Storing and Sharing AIM Strategic Management Limited ©2010
Notes de l'éditeur
- C.I. is a permanent and iterative process, following the steps shown. So, the first thing to establish is the information required AND what it will be used for……the process of gathering, storage , and analysis of the available information is focussed on supplying the answers needed to facilitate decisions and then action. During the cycle, feedback is crucial to fine tune the intelligence process, i.e. defining the info required is needed not only in the initial stage but must be reviewed continually taking into account the information gathered and the new representation of the world it provides. One of the challenges is to transform the mass of data into information, then knowledge and then intelligence. It only becomes intelligence when you can perform an action.
- The risk of making critical decisions based on an incomplete understanding of the competitive environment is higher, because the insights are based on information that reflects only one perspective (e.g., Sales Department using their own ‘silo’ of information within SFA software or Purchasing and Distribution managers using information only from their SCM software, etc.). And, The entire company is denied the valuable insight that comes from having a comprehensive, multi-dimensional picture of their competitive environment (e.g., drawing key information from the Sales perspective, research gathered by Marketing, data compiled by Finance, analysis contributed by the Competitive Intelligence unit, insights from Customer Service and so on results in a more textured and thorough picture of the competitive environment). Deliberately managing information for Competitive Affairs moves an organization to the preferred upper right quadrant, as illustrated below. Figure 4.
- Using information across departments creates a more textured, complete picture Systems with greater potential for company-wide use, such as Knowledge Management (KM) or Business Intelligence (BI), attempt to coordinate information across the functional silos; however, as addressed earlier in this paper, such systems are often so broad in scope that their purpose can be difficult to understand or the output is valued and used only by a select group of analysts or top executives. Business professionals are asking for specific Competitive Affairs tools.
- In summary, the bottom line is clear: Increase Marketing effectiveness. Increase Sales revenue while reducing cost of sales. Ensure a ‘first to market’ position for new technologies. Prevent theft of the company’s intellectual property. Focus time and resources on strategies that take advantage of real opportunities in the market. Capture the full value of the company’s information assets (use and reuse it in many forms to its fullest). Create a history of ‘knowledge’ in the company about the competitive environment that won’t disappear if one or more key employees leave the company. Evidence of Competitive Affairs activities is everywhere. Traditional Market researchers are now seeing the need to paint a conceptual map relative to competitors, and then apply that information in very specific, tactical ways.