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Adding Value through Intelligence
A White Paper by imc Research International

	                         	
                                              Chapter: INTRODUCTION




©2010 imc Research®                           1
Table of Contents 
INTRODUCTION ............................................................................................................................................. 3 
WHAT IS MARKET INTELLIGENCE? ................................................................................................................ 4 
THE PURPOSES OF MARKET INTELLIGENCE .................................................................................................. 5 
MARKET INTELLIGENCE IN INTERNATIONAL MARKETS .............................................................................. 12 
THE ROI OF MARKET INTELLIGENCE ........................................................................................................... 13 
MAKING MARKET INTELLIGENCE WORK FOR YOU ..................................................................................... 14 
 


 

                                                 




                                                                                                                                                                Chapter: INTRODUCTION 




©2010 imc Research®                                                                                                                                             2 
                                                                                                                                                                 
INTROD
     DUCTION  
  
Businesse  es now operat  te in a world in which information is mo  ore readily annd publicly avvailable than ever 
before.  T Thanks to the development    t of the Internet, informat tion on markeet trends, legislation, 
customers, suppliers, c   competitors, distributors, product deve  elopment and  d almost ever ry other 
conceivab  ble topic is available at the
                                       e click of a moouse.  Search  engines, online libraries, c
                                                                                                company web   bsites 
and other  r sources prov vide informat tion in an incr
                                                      reasingly plen
                                                                   ntiful, easy to
                                                                                 o find, and easy to digest wway.    
 
Even traditional forms of informatio    on provision s             ries and publications are m
                                                      such as librar                          moving online  e.  All 
           ormation prov
in all, info             viders are ressponding to cu ustomer dem mand by making more and more inform       mation 
available not only onlin  ne, but also in
                                        n a searchable format (see e Figure 1 below).  
  
Figure 1 ‐ Gravitation T  Towards Online, Searchable Informatio    on  
  




                                                                                                      
  
  
Despite th               s often the most valuable information  which canno
          his trend, it is                                                   ot be found oonline.  An 
example o of this is competitive intellligence, regar
                                                    rded by mostt information users as the most difficultt type 
                                                                                                                        Chapter: INTRODUCTION 




of informaation to acqu 1. Collectin
                        uire           ng such inform
                                                    mation often  requires acce
                                                                              ess to an expert market 
intelligenc
          ce consultant                ean information from the c
                         t, who will gle                         competitor oor another souurce.  Similarl
                                                                                                         ly 
technical information, particularly in rapidly evolving (and the                           s such as product 
                                                                 erefore confidential) areas
developm ment, is often poorly docum   mented and therefore req uires one‐on‐ ‐one discussio
                                                                                           on with a 
technolog gist.  




©2010 imc Research®                                                                                                     3 
                                                                                                                         
In other words, whilst general information is often available freely in every sense of the word, 
information that is sufficiently specific, validated and well presented to be of real use to decision‐
makers often requires a specialist market intelligence provider.    
  
  


WHAT IS MARKET INTELLIGENCE?  
  
Market intelligence is a term that is widely used, widely misunderstood, and often mistaken for a 
mysterious art requiring high‐level detective work.  Before providing advice on how market intelligence 
can potentially benefit your business, it is therefore essential that we begin this paper by agreeing on a 
definition.  
  
It is defined by Wikipedia2 as follows:  
2 www.wikipedia.org


3   „The Art and Science of Interpreting Market Research Evidence‟
“Market Intelligence is the information relevant to a company’s markets, gathered and analyzed 
specifically for the purpose of accurate and confident decision‐making in determining market 
opportunity, market penetration strategy, and market development metrics.”  
In simple terms, market intelligence is information that is gathered for the purpose of making business 
decisions.  It is largely synonymous with market research, the systematic gathering, recording, analysis 
and interpretation of information about a company’s markets, competitors and customers.  DVL Smith 
and JH Fletcher’s overview of the market research industry in 20083 describes the convergence of 
market research surveys and market intelligence that has occurred over the past decade:  
“The last few years have seen the arrival of ‘new’ market research.  Gone are the days when market 
research posed as a quasi‐academic activity that only flirted with the business decision‐making process.  
Today, market researchers are much more focused on improving the quality of business decision‐
making.”  
In practice market intelligence tends to refer to the branch of market research called market assessment 
research, which is designed to help a company establish a foothold in a market, or increase its presence 
in a market.  As such, typical areas covered would be routes to market analysis, market size calculations, 
competitor analysis, substitute products (or services) analysis, and market growth predictions – in 
summary, information about the external market environment.  

                                                                                                              Chapter: WHAT IS MARKET INTELLIGENCE? 
Market intelligence can be obtained externally – by a market research and intelligence company, or by 
an internal department.   Once the market intelligence is obtained, it is usually managed in‐house, often 
in an informal fashion, but increasingly with the assistance of IT‐based market intelligence systems 
provided by technology and market research companies.  
  




©2010 imc Research®                                                                                           4 
                                                                                                               
Market intelligence, competitive intelligence & business intelligence  
Market intelligence is sometimes confused with competitive intelligence.  The latter is a more specific 
term, referring specifically to information about a particular company’s competitors.  SCIP, the Society 
of Competitive Intelligence Professionals, defines it as follows:   
“The legal and ethical collection and analysis of information regarding the capabilities, vulnerabilities, 
and intentions of a business competitor.”  
In effect, competitive intelligence is a specific type of market intelligence.  As a result, a good quality 
provider of market intelligence should offer competitor intelligence as part of its range of services.  
Business intelligence (BI) is also a term that is frequently used interchangeably with the term market 
intelligence, again incorrectly.  Business intelligence refers to all of the information used by a company 
for the purposes of decision‐making, but tends to refer to data relating to the company itself, rather 
than its market environment.  BI therefore includes sales data, production data and financial data, and 
tends to be collected internally rather than by outside agencies.  BI is usually closely related to 
businesses’ KPIs (key performance indicators).  
 
This paper  
 
With the above definitions in mind, this paper discusses how to add value to your business using market 
intelligence, with particular attention paid to the important discipline of competitive intelligence.  


THE PURPOSES OF MARKET INTELLIGENCE  
  
Market intelligence can be used to assist with more or less every decision faced by a company.  The 
overriding purpose of most market intelligence, however, is to help the company grow – to increase 
revenue, profit, or market share.  Good market intelligence can therefore have a huge return on 
investment ‐ $40,000‐$150,000 spent on intelligence can generate or save many times that amount in 
extra customer revenue or the avoidance of a bad investment decision.  
  
The purposes of market intelligence are constantly evolving.  Figure 2 shows the key purposes of market 
intelligence, and the type of market research or market intelligence study that is typically used to meet 
these requirements.  




                                                                                                               Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
  
 Figure 2 ‐ The Purposes Of Market Intelligence  
 
                            Purpose                              Type of study that typically meets this 
                                                                                purpose 
    Help enter new market, or expand presence in a market       Market entry and market expansion studies  
    Minimize the risk of an investment decision being wrong     Market assessment or acquisition studies  
    Keep ahead of the competition, obtain first‐mover           Competitor intelligence study  
    advantage over competitors  
    Give the customers what they want, expand market share      Needs assessment studies  
    Establish and maintain a distinctive corporate identity     Corporate positioning studies  
    Tailor products and marketing effort around customer        Segmentation studies  
    needs  
 
                                      



©2010 imc Research®                                                                                            5 
                                                                                                                
GATHERING MARKET INTELLIGENCE  
	
Market entry and market expansion studies  
  
Means of gathering market intelligence vary according to the objectives of the intelligence.  The first 
example in the table above – market entry and market expansion intelligence – is the most varied in 
terms of the mix of intelligence gathering methods used.  In order to gather enough good quality 
information to inform a decision to invest in a new market, or simply to increase investment in an 
existing market, the market research and intelligence firm would gather information from the following 
sources:  
  
   Potential buyers – to ascertain how much demand there is for the product/service  
   Distributors, agents and other intermediaries – to find out how to best get products and services to 
market, and again to ascertain how much demand there is for the product/service  
 
   Competitors – to find out how other companies have successfully 
entered and stayed in the market, and judge the market’s likely response to a new entrant  
   Industry experts such as journalists and industry associations – these organizations can frequently 
provide a quick and concise overview of the market, as well as numerous leads in the form of contact 
details of market players  
 
  
In short, conducting a comprehensive and actionable market entry or market expansion project requires 
a 360‐degree view of the market.    
  
Market assessment studies are extremely similar in their approach, albeit the consultant is generally 
cross‐checking a decision that has largely been made, rather than exploring a completely new market or 
opportunity.  Acquisition studies form part of the due diligence of an acquisition target, with most of the 
information being gathered through the following means:  
  
   Interviews with the acquisition targets themselves – to gauge their strategy, intentions, performance 




                                                                                                               Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
and characteristics  
   Interviews with competitors of the acquisition target – to assess their views of the company’s 
strengths and weaknesses as well as the strategy, intentions, performance and characteristics of the 
competitors  
   Interviews with customers of the acquisition target – these are arguably the most important 
interviews of all, as they allow us to gauge the reputation, performance  and brand values of the 
acquisition target, as well as pick up ‘industry gossip’ regarding issues such as the target’s financial 
status  
   Published information such as annual reports and industry reports  
   Suppliers and distributors to the acquisition target are generally of less use, but can provide some 
interesting perspectives in terms of the performance and attributes of the acquisition target  
 
  
  
  
  


©2010 imc Research®                                                                                            6 
                                                                                                                
  
 Competitor intelligence studies  
  
Competitor intelligence studies are in increasingly high demand, and typically companies seek the 
‘inside’ view of that company’s strategy and approach.  Sales figures and production data would be a 
typical example.  Certainly this inside view can be extremely valuable.  What can be even more valuable, 
however, is ‘external’ intelligence on the competitor.  Such information does not require anyone to ‘tap 
up’ an employee or search through the company’s garbage can.  Typical sources of information used in a 
competitive intelligence study are described below.  
  
Press analysis – Publicly available information such as headline financial figures, changes of key 
personnel, senior management statements etc can be of great interest, and most companies conduct 
such research in‐house on a regular but unsystematic basis.  On a more formal basis, a common project 
conducted by external market research and intelligence agencies is marketing analysis of competitors.  
For example, detailed tracking of adverts placed over a period of time can be combined with exploration 
of publications’ advertising rates to come up with an accurate estimate of a competitor’s advertising 
budget.  Press analysis can also be used to assess competitors’ marketing strategy (by assessing the 
messages behind the adverts) and, through examining employment advertisements, gain valuable 
intelligence on wage rates.    
  
Pricing research – there are a number of different types of pricing research.  Statistical techniques such 
as conjoint analysis and SIMALTO are pure market research techniques which are used to calculate what 
prices the market would bear for different types of offering.  In terms of competitive intelligence 
studies, competitor pricing research is easier to explain but arguably no easier to carry out!  This 
painstaking work involves trawling websites, price lists and other sources of information for the prices of 
competitors’ products and services.  This information is then benchmarked against one’s own prices.    
  
Competitive pricing research is increasingly difficult, increasingly valuable and increasingly expensive.  
The key reason for this is that pricing models are increasingly complex.  Definitions of ‘product’ in most 
markets have broadened to encompass service benefits and intangible brand benefits.  The services 
associated with a product are sometimes priced separately as add‐ons, and sometimes included as part 
of one ‘all‐in’ price.  Even the product benefits themselves can be priced as part of one overall price is 




                                                                                                                Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
some cases, and as add‐ons in others.  
  
By way of example, it is worth considering the way different cars are priced in the USA.   A BMW 3‐Series 
(www.bmwusa.com) is advertised at around $35,000 for a basic model, whereas the starting price of a 
Lincoln MKS (see www.lincoln.com) is advertised at between $37,000 and $38,000.  It would therefore 
appear that the BMW is the cheaper vehicle.   A closer look at the BMW website reveals, however, that 
the buyer is invited to ‘build their own’ vehicle.  A host of options ranging from metallic paint to leather 
seats, sun‐roofs and satellite navigation are available for extra incremental fees.  Exactly the same 
applies to the Lincoln.  However, not only does the price of each of the options vary between the 
vehicles, so too do the options themselves.    
  
The delivery fee for the BMW is $825, against $800 for the Lincoln – the price of these two equivalent 
offerings can be directly compared.  This is the exception, however.  Look further  




©2010 imc Research®                                                                                             7 
                                                                                                                 
and it cann also be seen
                       n that the Linc
                                     coln offers a s
                                                   set of ‘20’’ po
                                                                 olished cast aluminum 11‐spoke wheels     s’ for 
a fee of $1,195.  The BMW offers no  o such optionn, but does of ffers ‘17” V‐sppoke wheels with run‐flat 
tires’.  Ho
          ow do we com mpare the pricces of these two complete   ely different types of whee el?  Add to this 
running costs, fuel efficiency and otther outgoinggs associated  with owning a car, as well as the fact that 
prices of a                          benefits constantly change
           all packages, options and b                           e over time, aand it is clear that price 
benchmarking is an extremely diffic  cult and resouurce‐intensive e task.  
  
Figure 3 ‐ Complex Pric cing Options (
                                     (www.bmwus    sa.com)  
  




 
  
 
Market re  esearch and in ntelligence ag
                                       gencies are em mployed, of c course, to dev  vote the time e and expertis se 
necessary  y to make sen nse of such daata.  The agenncies scour pr ricing lists and
                                                                                   d store the innformation they 
gain into ddatabases.  AAs the databas  ses are complete, closely c comparable ‘   ‘options’ are ccompared dir   rectly 
against ea ach other.  In addition, typpical ‘packagees’ of benefitss are drawn u up and then priced.  So, a 
‘typical’ b
          basic BMW pa   ackage would be compared     d with a ‘typi cal’ basic Linc
                                                                                   coln package,  , even if the 
compositi  ion of the two o packages is not exactly tthe same.    




                                                                                                                           Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
  
It is worthh mentioning that competitor pricing st    tudies allow uus not only to o compare pri  ices, but also to 
compare our respectiv    ve companies’ ability to capture value.   If our produc   ct or service is more expen   nsive 
than a com mpetitor’s, thhis is only cau
                                       use for concer rn if our reve nue, market s  share or proffit is decreasinng.  
Our price must reflect the value to t   the market of the package   e of benefits o offered.  Everry aspect of oour 
product, a associated services, and th he intangibles s such as brannd should be charged for, if they are va    alued 
by the tar rget audience e.    
   
Competitor interviews     s – Competitoor interviews are a difficult t, but valuabl le means of ggaining compe   etitor 
intelligencce.  Clearly se
                         enior manage  ement such as  s Marketing V VPs are partic cularly useful sources of 
informatio on, if they can be persuaded to talk.  Gaining co‐ope    eration with s such groups is one of the m   most 
difficult ta
           asks carried oout by researcch and intelliggence agencie es.  If the ageency can avoid d revealing th he 
sponsor o of the survey (this is very raare), a financial incentive mmay gain co‐o  operation.  Faar more 
commonly, the respon     ndent is happy y to take partt in an ‘inform
                                                                    mation exchan   nge’.  This usually results in the 
respondent receiving a   a synopsis of the overall m market researc ch findings in return for a face‐to‐face o   or 
telephone  e interview.  


©2010 imc Research®                                                                                                        8 
                                                                                                                            
 It should be highlighted that a competitor interview does not necessarily need to target a high‐level 
respondent in order to be useful. Mid‐management employees such as Sales Managers can be an 
extremely useful source of information on products, innovations, overall strategies and a host of other 
topics.  These employees are trained to talk and persuade and tend to be less circumspect than their 
colleagues in other departments.  The typical format of an interview with a competitor’s sales team is 
the ‘mystery shop’, where a market research agency rings makes contact as a prospective customer and 
obtains answers to a range of pre‐defined questions.  
  
Speaking to a variety of competitors – If asking a competitor to provide details on their own business is 
difficult, asking them to talk about other market players is more easily achieved.  Given that staff of all 
levels move between competing companies, and competitors talk to each other, asking Competitor 1 to 
‘dish the dirt’ on Competitor 2, before asking Competitor 2 to return the complement, can be an 
extremely effective way of gaining competitor intelligence as well as an overview of the market as a 
whole.   
  
Customer interviews – There is no more effective, reliable or valuable source of competitor intelligence 
than customers.  Buyers have never been so willing to say exactly what they want, and how they want it, 
nor so willing to complain or take their business elsewhere if their requirements are not fulfilled.  
Customers often display a remarkable level of candor when talking about their suppliers, even those 
with whom they have a close and collaborative relationship.  Issues as diverse as price, service, 
contractual details and technical information can be discussed, as well as ‘industry gossip’ such as who is 
buying who, or which company is in financial difficulties.   
  
Interviews with suppliers, distributors, other industry players and experts – In every industry it is 
worth mapping out the supply chain in order to assess who might be able to provide valuable market 
intelligence.  Those at the centre of the supply‐chain – intermediaries such as distributors, agents and 
importers – are often those that know most about the market, as they are in frequent contact with 
manufacturers and sellers alike.  Most markets have a number of ‘experts’ of some kind who are 
independent and willing to share the information they possess.  Industry associations and journalists at 
industry publications are typical examples.  
  
Company websites are an obvious, but increasingly effective, source of competitor intelligence.  




                                                                                                               Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
Information which only a decade ago would have been top‐secret, or only obtainable by making a visit 
to the company, is now freely available.  Technical data sheets, company vision and strategy, product 
innovation, staff credentials and a host of further information is available to anyone willing to spend the 
time sifting through the often substantial content.  
  
  
Output of competitor intelligence studies  
  
It can be seen that competitor intelligence studies are diverse and rich in the information they provide.  
These studies provide a comprehensive description of the competitive environment as well as detailed 
competitor profiles covering topics such as company characteristics, needs, views on supplier 
performance, investment plans, marketing strategies, financial data, expansion record and plans and 
much, much more.  Competitor  




©2010 imc Research®                                                                                            9 
                                                                                                                
profiles ar
          re by nature ttailor‐made, a
                                     although moddels such as PPorter’s 5 For
                                                                            rces (see Figure 4 below) c
                                                                                                      can 
be used as a basis for a             ssessment of the overall c ompetitive environment in any market
                       a high level as                                                                ts.  
  
  
Figure 4 ‐ Porter’s 5 Fo
                       orces  
  
 




                                                                                                                                   
 

 
 BARRIERS ENTRY
        STO            Abs
                         solute cost advan
                                         ntages Proprieta learning curv Access to inp
                                                         ary             ve            puts Government policy Econom    mies of
scale Capita requirements Brand identity Switching costs Access to distrib
           al                            S                               bution Expected retaliation Prop
                                                                                                        prietary products
 
   




                                                                                                                                      Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
Needs asssessment, customer satisf   faction, corpoorate positioning and seg  gmentation sttudies  
  
Needs asssessment, cus stomer satisfaaction, corporate position ing and segm  mentation studies are base
                                                                                                       ed on 
two key sources of infoormation – cuustomers and  d potential cu stomers.  Ind             ic areas covered 
                                                                              deed, the topi
by each are similar, each referring (
                                    (in different le
                                                   evels of detaiil) to how the           aking process and 
                                                                              e decision‐ma
buying process work, rrequirements  s from a supplier and views  s on supplierss.  
  
The four t
         types of proje
                      ect vary greattly in terms off output, how
                                                               wever, with co  orporate posi
                                                                                           itioning and 
segmentaation studies bbeing the mo ost complex inn terms of ana alysis.  
  
                                   




©2010 imc Research®                                                                                                                   10
                                                                                                                                       
Corporate e positioning studies are d designed to establish the e  essence of a bbrand, and make 
recommendations in te    erms of how to make the brand values  as clear and positive as po     ossible, and h how 
to increasse a market’s awareness of the brand.  A key output      t of many branding studies  s is a competi  itive 
brand ma ap, which uses satisfaction and perception scores pr ovided by cus       stomers to sttatistically plo
                                                                                                              ot the 
relative st
          trengths of coompeting com  mpanies again nst each othe  er.    
  
In a brandd map (see Fig gure 5 below), the attribut tes towards t the center of the map are least 
differentiaating, whilst t
                         those toward ds the borderss are most dif               .  The same principle applies to 
                                                                    fferentiating.
the suppli iers or brandss on the map – the nearer they are to t   the border, thhe more distinnct their 
corporate e position.  A supplier or brrand with a tr
                                                    ruly unique p  positioning will be plotted near to an 
attribute towards the b  border of thee map, but a ddistance away   y from compe eting supplierrs.  In Figure 5
                                                                                                              5, it 
can be see en that each of the compe  eting supplierrs are perceiv ved as being qquite distinct from each ot  ther, 
although none has really gained ow   wnership of a particular att  tribute.  The f
                                                                                 forward‐think king supplier 
would invvest in resources and mark   keting effort t
                                                    that associate ed it with an a
                                                                                 attribute thatt was distinctive, 
important  t, and in whic
                        ch that supplier has already demonstrat     ted some apt titude.  By communicating    g a 
clear and distinctive m message and d  delivering against that me                upplier can in
                                                                    essage, the su             ncrease custo  omer 
loyalty, sa
          ales revenue,  , prices and u
                                      ultimately proofitability.  
  
Figure 5 ‐ Brand Map  
  




                                                                                                                        Chapter: THE PURPOSES OF MARKET INTELLIGENCE 
                                                                                                   
  
  
  
                                    




©2010 imc Research®                                                                                                     11
                                                                                                                         
Segmentation, like branding, is a means of differentiating oneself from the competition, in order to 
increase profitability.  The most effective type of segmentation – needs‐based segmentation – is based 
upon quantitative data on the target market’s requirements.  The target audience is broken down into 
groups of companies with similar needs.  Each of these groups is then targeted (or not targeted) on the 
basis of these needs and the likely profitability of the segment to the supplier.  Implementing the 
segmentation takes the form of developing and marketing different offerings for each of the chosen 
segments.  Hence, segmentation studies have direct input into product development and marketing 
creative.    
  
  


MARKET INTELLIGENCE IN INTERNATIONAL MARKETS  
  
The systematic gathering, analysis and presenting of market intelligence has taken place in Western 
markets for around 4 decades.  Currently, however, it is in the developing markets that demand for 
market intelligence is increasing.  Countries such as China, India, Russia, South Africa and Brazil are 
seeing repeated double‐digit growth rates year‐on‐year.  Most of this growth, it should be started, is 
driven by Western clients both inside and outside their home countries.  
  
There are few real methodological differences when it comes to obtaining market intelligence in 
different countries.  When it comes to data collection, it is true that Asian markets, for both cultural and 
logistical reasons, often require more face‐to‐face data collection than Western markets.  It is also true 
that market intelligence can be more difficult to obtain in developing countries.  A key reason for this is 
that economic records tend to be less well‐established.   However, a market intelligence provider with 
well‐educated employees and a multilingual capability should be capable of obtaining intelligence across 
different markets.  Indeed, this skill is increasingly essential as the requirement for multi‐country 
intelligence increases.   




                                                                                                                Chapter: MARKET INTELLIGENCE IN INTERNATIONAL MARKETS 
  
  
                                   




©2010 imc Research®                                                                                             12 
                                                                                                                 
THE ROI OF MARK
              KET INTELL
                       LIGENCE  
  
This paper has summarized the mai     in types of market intellige ence, placing particular em mphasis on 
competito or intelligence
                        e.  The purpo
                                    ose of all of thhis intelligenc e is to increase profitabilit
                                                                                                ty. Market enntry, 
market ex xpansion, market assessment and acquisition studie      es achieve this s by advising on the correc ct 
course of action when investing in a a (usually new w) market pre  esence.  Need  ds assessmen nt studies allo
                                                                                                             ow us 
to better meet custom  mer requireme ents and ther  refore increas se market loy yalty and market share.  
Segmenta ation, brandin ng and compe etitive intellig
                                                    gence studies  tend to refer  r to markets wwhere there is an 
existing presence, and are particula arly useful in hhelping us diffferentiate ou urselves from
                                                                                              m the competition 
and captuure more valu ue.  
  
Figure 6 ‐ Which type o of research/in
                                     ntelligence? (Using the AN   NSOFF Grid)  
  
                                                                                                        
                                                                                                         
                                                                                                        
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
                                                                                                       
         
                                                                                                        
                                                                                                        
                                                                                                        
 
A key queestion, howev  ver, is what is the real ROI (return on in vestment) of  f this intelligence?  How do o the 
benefits w
         weigh up agai   inst the costs?  It is imposs             de a definite ROI figure; however we ca
                                                     sible to provid                                           an at 
the very leeast compare  e the relative ROIs of different types of  project.  Figu
                                                                                 ure 7 below shows the typ    pical 

                                                                                                                        Chapter: THE ROI OF MARKET INTELLIGENCE 
picture in terms of out  tsourced market intelligence projects.   Few studies c   cost more tha  an $200,000, and 
most cost t significantly less than this
                                       s (assuming oone study cov vers one mark  ket).  The rew wards, it can b
                                                                                                              be 
seen, may y be substant tial, with markket entry studdies and simillar projects pproviding huge payback in 
terms of rrevenue gains  s or costs saved.  Unsurprisingly, less coostly projectss usually yieldd less substantial 
returns.  
  
  
                                     




©2010 imc Research®                                                                                                     13
                                                                                                                         
Figure 7 ‐ Estimated RO
                      OI Of Market Intelligence P
                                                Projects  
   
 
                                                                                                       




      




MAKING
     G MARKET
            T INTELLIGE
                      ENCE WOR
                             RK FOR YOU
                                      U  
  
The objecctive of this paaper is to dem
                                      monstrate tha  at market inteelligence can bring significcant benefits to all 
businessees, whatever t                             es.  We finish  by providing
                        their activities or objective                           g the reader wwith a brief 
overview and 5 key rec  commendatio    ons.  
  
        Thhere is more information r   readily available to busineesses than eve er before.  Hoowever, 
        in
         nformation th hat can really help a busine  ess make dec isions is scarcce and valuab ble, and usually 
        re
         equires the se ervices of an ooutsourced in ntelligence prrovider  




                                                                                                                          Chapter: MAKING MARKET INTELLIGENCE WORK FOR YOU 
       Market entry a
        M               and market expansion stud    dies provide iintelligence to be used wh hen entering a    a 
        new market or   r expanding a an existing ma arket presencce.  Information is typicallyy gathered fro  om 
        co
         onversations with buyers, intermediaries, competito       ors and indusstry experts  
        Acquisition stu udies form pa art of the due diligence of aan acquisitionn target, with
                                                                                              h most of the 
        in
         nformation be  eing gathered d through inte erviews with  acquisition taargets, their c
                                                                                               customers, th   heir 
        co
         ompetitors, their suppliers   s, and industrry experts  
        Competitor int  telligence studies are incre easingly sougght after, and are based up pon press ana    alysis, 
        pricing researc ch, competito or interviews, customer int  terviews, inteerviews with oother market    t 
        players, and on nline research h (particularly
                                                     y of company y websites)  
       Other types of
        O               f market intelligence includ de needs asse essment, cust tomer satisfaaction, corpor   rate 
        positioning and segmentation studies – each of these      e are most ap ppropriate wh  hen the spons   sor 
        allready has a mmarket presence and is see   eking to diffe
                                                                  erentiate itsellf  
       Market intellig
        M               gence is increasingly purch hased by Wes  stern compan  nies seeking advice on 
        developing ma   arkets.  Whilst the fundam mentals of gath hering intellig
                                                                                 gence in thesse markets are    e the 
         ame as elsew
        sa             where, a know wledgeable pro  ovider with aa local undersstanding is esssential  
        It is extremely difficult to m
                                     measure the R  ROI of market t intelligence; nevertheless s, it is clear th
                                                                                                               hat 
        th
         he price of projects broadly reflect the potential ben   nefits.  The m
                                                                               most expensive  e studies are 
       market entry intelligence st
        m                              tudies, on the
                                                    e basis of whiich huge investments are o   often made (o    or 


©2010 imc Research®                                                                                                       14
                                                                                                                           
avoided)  
        It is worth finishing the discussion with some recommendations to ensure that the ROI of 
           your market intelligence is as high as possible:  
  
          Clear scoping of objectives at the outset of the project.  Studies that are too broad in scope 
           rarely obtain the detail necessary for full understanding  
        Recognise the value of different types of intelligence.  Competitive intelligence is one 
           (albeit important) type of market intelligence, but other types of study can be just as 
           valuable  
        Do the results pass the common sense test?  If you have used a good supplier, they almost 
           certainly will!  
        What to do is based on fundamentals; how to do it is based on the detail.  For example, 
           whether to enter a market depends largely on the high level findings of market size and 
           growth, and barriers and incentives to entry.  How to enter the market will be based upon 
           many fine details, ranging from distributor profiles and transport channels through to 
           promotional messages and human resource  availability.  A good quality market intelligence 
           provider will provide both the ‘what’ and the ‘how’  
            
       Choose a provider that has been there before.  Your intelligence provider should have 
       experience of closely related industries, but also of the target countries of interest.  Sensitivity 
       to different data collection and interpretation requirements in the countries of interest to you 
       can have a strong impact on the validity and usefulness of a project.  
 




                                                                                                               Chapter: MAKING MARKET INTELLIGENCE WORK FOR YOU 




©2010 imc Research®                                                                                            15 
                                                                                                                
Imc Research Offices Internationally


New York
Chicago
Los Angeles
Dallas
Seattle

Bank of America Plaza, 800 Fifth
Avenue,
Suite 4255 and 4254
Seattle, WA 98104
Telephone:+1 206 922 2843
Facsimile:+1 312 803 4795


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©2010 imc Research®

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