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New Report: Competitive Intelligence from start to finish
 

New Report: Competitive Intelligence from start to finish

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New Report: Competitive Intelligence from start to finish ...

New Report: Competitive Intelligence from start to finish
Ahead of the Game: Competitive Intelligence Strategies for Sustained Advantage
Author: Soo Darcy
Pages: 103

The report is aimed at new entrants to the discipline and those who would like to expand their existing activities, and will be useful for both the management group responsible for implementing CI and the professional or team responsible for conducting and maintaining the CI function itself.

Pre-publication Offer: $200 off the cost of the cover price - offer ends Friday, 14 December 2012(sorry no extensions)

Order Form
http://www.arkgroupaustralia.com.au/documents/CompIntellOF.pdf

Summary
http://www.arkgroupaustralia.com.au/documents/CompetiveIntelligenceStrategiesSummary.pdf

Ahead of the Game: Competitive Intelligence Strategies for Sustained Advantage

Chapter 1: Introduction to competitive intelligence
Chapter 2: The competitive landscape
Chapter 3: Competitive intelligence – a practical guide from planning to review
Chapter 4: Building the business case for competitive intelligence
Chapter 5: Integrating the competitive intelligence function
Chapter 6: The role of technology
Chapter 7: Social media
Chapter 8: Ethical and legal issues

Case study 1: Greggs – Competitive intelligence in bakery retail
Case study 2: GVA – Using competitive intelligence to create a service-led culture that reinforces the brand
Case study 3: Acritas – Insight to sharpen your competitive edge
Case study 4: Wates Group – Managing competitive intelligence in the construction industry
Case study 5: Atos – The challenges of dealing with Big Data

Relevant Forum

Two-Day Workshop: $1295 plus gst to attend both days
Applying and Implementing Business Analytics
4-5 February, 2013 Citigate Central, Sydney
http://www.arkgroupaustralia.com.au/Events-E047BusAnalytics.htm

About the workshop:
This workshop gives the attendee a vendor-independent insight into the broad and much hyped field of analytics, what it should do for the business, how it should be managed throughout the organisation and how it should be implemented in conjunction with data warehousing and business intelligence.

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    New Report: Competitive Intelligence from start to finish New Report: Competitive Intelligence from start to finish Document Transcript

    • Ahead of the Game: Competitive Intelligence Strategies for Sustained Advantage SOO DARCYPUBLISHED BY
    • Ahead of the Game: Competitive Intelligence Strategies forSustained Advantageis published by Ark GroupUK/EUROPE OFFICE NORTH AMERICA OFFICE ASIA/PACIFIC OFFICEArk Conferences Ltd Ark Group Inc Ark Group Australia Pty LtdPaulton House 4408 N. Rockwood Drive Main Level8 Shepherdess Walk Suite 150 83 Walker StreetLondon N1 7LB Peoria IL 61614 North Sydney NSW 2060United Kingdom United States AustraliaTel +44 (0)207 549 2500 Tel +1 309 495 2853 Tel +61 1300 550 662Fax +44 (0)20 7324 2373 Fax +1 309 495 2858 Fax +61 1300 550 663publishing@ark-group.com publishingna@ark-group.com aga@arkgroupasia.comOnline bookshop UK/Europe marketing enquiries ISBN: 978-1-908640-61-1 (hard copy)www.ark-group.com/bookshop Robyn Macé 978-1-908640-62-8 (PDF) rmace@ark-group.com CopyrightEditor US marketing enquiries The copyright of all material appearing within this publication is reserved by the author andFiona Tucker Daniel Smallwood Ark Conferences 2012. It may not be reproduced,ftucker@ark-group.com dsmallwood@ark-group.com duplicated or copied by any means without the prior written consent of the publisher.International reports publisher Asia/Pacific marketing enquiriesFiona Tucker Steve Oesterreich ARK2215ftucker@ark-group.com aga@arkgroupasia.com
    • Ahead of the Game: Competitive Intelligence Strategies for Sustained Advantage SOO DARCYPUBLISHED BY
    • ContentsExecutive summary ............................................................................................................VIIAbout the author................................................................................................................XIAcknowledgements ..........................................................................................................XIIIForeword..........................................................................................................................XVPart 1: Making Competitive Intelligence Work for Your Organisation...................................1Chapter 1: Introduction to competitive intelligence ............................................................. 3 What is competitive intelligence?............................................................................................ 3 An introduction to some key concepts..................................................................................... 4 Common concerns and misconceptions.................................................................................. 6 Exploring the benefits of competitive intelligence… .................................................................. 7Chapter 2: The competitive landscape .............................................................................. 11 The macro environment....................................................................................................... 11 The micro environment ........................................................................................................ 15 The business environment .................................................................................................... 20Chapter 3: Competitive intelligence – a practical guide from planning to review............... 21 The competitive intelligence cycle ......................................................................................... 21 Planning............................................................................................................................. 21 Gathering information ......................................................................................................... 23 Analysis .............................................................................................................................. 29 Dissemination and action .................................................................................................... 33 Review ............................................................................................................................... 34Chapter 4: Building the business case for competitive intelligence .................................... 37 Assessing the value of competitive intelligence ...................................................................... 37 Resources ........................................................................................................................... 38 Encouraging buy-in ............................................................................................................. 41Chapter 5: Integrating the competitive intelligence function ............................................. 45 Auditing your existing resources ........................................................................................... 45 III
    • Contents What else do we need? ....................................................................................................... 47 Who is responsible for the competitive intelligence function? .................................................. 48 Chapter 6: The role of technology .................................................................................... 51 Introduction ........................................................................................................................ 51 Choosing a solution for your organisation ............................................................................ 52 Chapter 7: Social media .................................................................................................. 55 Leveraging value from social media ..................................................................................... 55 From the inside out: information leaks .................................................................................. 57 Chapter 8: Ethical and legal issues ................................................................................... 61 Introduction ........................................................................................................................ 61 Legal compliance................................................................................................................ 62 Ethical compliance .............................................................................................................. 66 Drawing up guidelines ........................................................................................................ 68 Protecting your organisation against counter-intelligence activity ............................................. 69 Summary ............................................................................................................................ 70 Part 2: Case Studies ......................................................................................................... 73 Case study 1: Greggs – Competitive intelligence in bakery retail ...................................... 75 Identifying customer needs through the competitive intelligence programme ............................ 75 Monitoring the competitive environment in the changing high street........................................ 76 Innovation at Greggs .......................................................................................................... 77 Product development........................................................................................................... 78 Tracking success ................................................................................................................. 79 Case study 2: GVA – Using competitive intelligence to create a service-led culture that reinforces the brand ......................................................................................................... 81 Case study 3: Acritas – Insight to sharpen your competitive edge...................................... 85 Achieving synergy ............................................................................................................... 86 Commissioning research – best practice ............................................................................... 87 Making the case for research ............................................................................................... 88 Case study ......................................................................................................................... 89 Case study 4: Wates Group – Managing competitive intelligence in the construction industry ........................................................................................................ 93 Transforming the CI function from a dispersed to a centralised function .................................. 93 Using our intelligence ......................................................................................................... 95 Storing, disseminating, and using intelligence........................................................................ 96 The future .......................................................................................................................... 97IV
    • Ahead of the Game: Competitive Intelligence Strategies for Sustained AdvantageCase study 5: Atos – The challenges of dealing with Big Data........................................... 99 What is Big Data?............................................................................................................... 99 How can Big Data help with competitive intelligence? ......................................................... 100 The back story to Big Data ................................................................................................ 101 The challenges of handling Big Data .................................................................................. 101 How Atos helps its clients .................................................................................................. 103 What technical solutions are available? .............................................................................. 104 The future ........................................................................................................................ 104Further Reading ............................................................................................................. 107 V
    • Executive summaryTO THE seasoned professional, competitive Chapter 1 is a broad introduction to CI,intelligence (CI) has long been an providing a working definition of ‘competitiveestablished discipline that delivers bottom intelligence’ and a consideration of whatline results. Several degree programmes this definition means to the CI professionalteach CI analysis techniques and the and his or her business. Next is a discussionvalue of understanding the competitive of the key benefits of CI including thelandscape is well known to business identification of new opportunities andgraduates. Nevertheless, despite the growing potential threats to the business, customeracceptance of CI as an ethical and valuable relationships, business development, pitchingactivity, it seems to be an entrenched feature and tenders, marketing, and R&D. Wein only the largest organisations and is, all then move on to a consideration of sometoo often, the first budget to be cut when key concepts that will recur throughouteconomies have to be made. Yet gaining the book: what is the difference betweenand maintaining a competitive advantage is information and intelligence, and how canessential if we are to spot new opportunities intelligence be used to maximum effect?or avoid being blindsided by an unexpected Finally for this chapter, we dispel someentrant to our competitive set. This is all the common misconceptions about CI andmore important when times are hard and some potential barriers to adoption. Thesebusinesses are forced to innovate or branch include arguing against the persistentout into new markets in order to survive. perception that CI is unethical or illegal, In this report we look at the process of as well as touching on points of resistanceCI from start to finish: what benefits will it such as a lack of resource to carry outbring and how can it be incorporated into CI activities and a belief that the businessthe business structure; how do we actually already knows everything it needs to knowcarry out CI and who is the best person about its competitors.for the job; what are the implications of The competitive landscape incorporatestechnology and social media to CI; and both broad influences that are beyondhow do we ensure that our activities are the control of the company – the macrolegal and ethical? The report is aimed at environment – and factors that are closernew entrants to the discipline and those to home and have a two-way interactionwho would like to expand their existing with the business, such as its customers,activities, and will be useful for both competitors, and suppliers. Chapterthe management group responsible for 2 considers these issues, beginningimplementing CI and the professional with the PESTEL model for analysis ofor team responsible for conducting and the macro environment: what are themaintaining the CI function itself. political, economic, social, technological, VII
    • Executive summary environmental, and legal forces that data collected during the gathering stage, surround and act upon the organisation? to ensure that appropriate information is We also include ethical factors within this being gathered and in volumes that can be breakdown of the external competitive reasonably handled and analysed. As well environment (the STEEPLE model). Moving as this interim review stage, the chapter also on to the micro environment, we look at discusses the need to review the CI cycle Porter’s classic ‘five forces’ model: the itself after dissemination, to ensure that KIQs potential for new competition in the market; have been met and the CI has delivered on the threat of substitute products and/or its objectives before the cycle begins again. services; the buying power of customers; In Chapter 4 we look at the importance the bargaining power of suppliers; and the of building a business case for CI to ensure strength of rivalry that exists within these that the organisation has bought into the forces. Finally, we look at the business concept at every level – from the board or environment in terms of your immediate most senior managers to those at the front competitor set. It should be remembered line of customer engagement. CI has the that your organisation’s competitors may power to create bottom line gains but its be gathering intelligence on the strength of effects, if conducted and used properly, your recruitment pool, your new product, or should be felt at numerous points throughout the likelihood of your best team members to the business and thus much of the benefit defect, so this section offers an opportunity is intangible or unquantifiable. When to reflect on how the business projects its budgets are cut, many CI professionals and own image into the competitive landscape. researchers comment that their skills are the After considering the competitive first to be dismissed yet the truth is that in landscape, we turn in Chapter 3 to the difficult economic conditions, ensuring the nature and process of CI itself. First we look business maintains a competitive edge is at the CI cycle from planning through to more important than ever. In this chapter we review, bearing in mind that CI can include look at ways to build the business case for both ongoing activity and discrete projects CI and encourage organisation-wide buy-in for a particular purpose, such as a marketing to the value of intelligence. campaign. The planning stage looks at key Chapter 5 gives practical tips for intelligence topics and questions (KITs and integrating the CI function into your KIQs respectively); the section on gathering organisation. Beginning with a discussion intelligence highlights some of the richest of the ideal structure, in which there is a resources available to the CI professional; dedicated CI professional or team sitting the analysis stage includes details on turning beside the organisation’s decision makers, your data into actionable intelligence on we move on to consider how some of these which to base strategic decisions; and the ideals can be incorporated into a more dissemination section discusses ways to flexible model. In particular, Chapter 5 distribute and present intelligence internally outlines the need to audit your organisation’s to ensure it is used and exploited by the right existing knowledge, information distribution people, to maximum effect. systems, and employee skills in order to This chapter also covers the ‘review’ identify where an intelligence function could stage which, in fact, occurs more than once reasonably be incorporated. In addition, this in the cycle. We look at the need to review chapter describes the attributes and skillsVIII
    • Ahead of the Game: Competitive Intelligence Strategies for Sustained Advantagean organisation should look for in its CI as its starting point an assumption that theprofessional or team. CI professional does not intend to carry The role of technology in CI is in a out illegal or unethical activities in the lineconstant state of flux, making it difficult to of duty, and it is hoped that accusationschoose the right technology for your needs. of ‘economic espionage’ against the CIMoreover, once you have committed to community are now outdated. However, itputting in place a CI function, a review is still essential to understand the legal andof existing KM and CRM systems will be ethical landscape within which CI activityimportant. CI requires not only solutions for will be carried out so that the intelligencethe gathering and analysis of information professional can not only be sure that theirbut also systems to ensure the resulting activities are acceptable but also that theintelligence is stored in a manner that makes ethical values of the profession are upheldfurther analysis, retrieval, and distribution an and promoted. There is, of course, a flipefficient process that encourages intelligence side to this argument: the point of CI is tosharing. There are numerous dedicated create and maintain a competitive edgeCI software packages on the market and for the organisation, so having a clearChapter 6 is not intended to provide reviews understanding of where the line lies betweenof the merits of these packages. However, ethical and unethical activity means thatit does consider the difficulties associated the CI professional can use every techniquewith managing huge volumes of data and available provided it does not overstep thatoutlines some of the options available, line. Being over-cautious about what isincluding proprietary CI software, existing permitted could mean that the organisationKM and CRM systems, and Software as a loses competitive advantage if its rivals areService (SaaS) solutions. gainfully employing more sophisticated CI In Chapter 7 we look at the important techniques that are, in fact, perfectly legaland growing role played by social media and ethical. Although this chapter is notin CI. This chapter takes both an inside- intended to provide an exhaustive accountout and outside-in approach; in other of the legal and ethical rules that mightwords, what can your organisation learn be applicable in every circumstance, itabout its competitors from analysis of their can be used as a basis to build your ownsocial media activity, and what can your understanding of the rules within which yourcompetitors learn about you from your own CI activity should be conducted.online presence? The latter section covers Part II consists of case studies fromtopics such as organised social media professionals and experts in the CI fieldreleases and ad hoc activity that might and covers a range of industries. We hearbe performed by individual staff members how Greggs, the UK’s leading bakeryor teams, highlighting the potential for retailer, keeps up with the challenges of ainadvertent information leaks if this data changing High Street environment whilstis analysed as a whole. We therefore ensuring that its customers are delightedalso address the importance of putting in with their experience. GVA, a leading UKplace social media policies to regulate the property management company, tells usinformation flow from your organisation. how CI is used to support a service-led Chapter 8 is dedicated to the legal and culture that reinforces the brand. Next weethical implications of CI. The book takes take a look at the benefits that market IX
    • Executive summary research – both bespoke projects and off- the-shelf or syndicated programmes – can bring to CI activity in a case study from Acritas, a specialist professional services research consultancy with clients spanning the globe. Wates Group, one of the UK’s largest building and construction companies, describes how the competitive landscape is monitored and highlights the value that a centralised CI function can bring to a busy organisation with multiple information streams. Atos, a global IT services company and worldwide IT partner of the 2012 Olympic and Paralympic Games, talks us through the challenges faced by businesses when dealing with ‘Big Data’ – the huge volumes of information that need to be gathered and analysed by CI professionals on a daily basis.X
    • About the authorSOO DARCY has more than 12 years’ experience as a market researcher and writer, and hasworked for clients ranging from one-man start-ups to blue chip corporates. Her expertise includesnew market assessment, product concept testing, customer and employee satisfaction, andcompetitor analysis. Soo is Managing Director of Papyrus Research, a market research consultancyshe established in 2010 and now runs with her husband, Kieran. In 2008, Soo authored CompetitiveIntelligence for Law Firms (Ark). She holds a first degree in English literature and a Masters in Modernand Contemporary Studies, along with a Graduate Diploma in Law; in her spare time Soo is nowstudying for a PhD in contemporary literature. She lives in north east England with her husband andthree children. Soo can be contacted at soo.darcy@papyrusresearch.com. XI
    • Ahead of the Game: Competitive Intelligence Strategies for Sustained Advantage Ahead of the Game: Competitive Intelligence o I would like to order the new report: Strategies for Sustained Advantage Ahead of the Game: Competitive Intelligence Strategies for Sustained The report is aimed at new entrants to the discipline and those who Advantage for: AUD $195 plus gst. would like to expand their existing activities, and will be useful for both the management group responsible for implementing CI and the professional or team responsible for conducting and maintaining * Please allow 3 -4 weeks for delivery the CI function itself. ** $15 postage and handling Author: Soo Darcy Pages: 103 Offer ends , Friday, 14 December 2012 Hard Copy Title First Name Last Name Position Title Organisation Name Website Address Postcode Phone Fax Email @ o Mastercard o Visa o American Express Card number Expiry date Cardholder’s name Cardholder’s signature o Payment enclosed (Cheques should be made payable to Ark Group Australia Pty Ltd) o Please invoice me 7 ℡ : + Ark Group Australia Pty Ltd, Fax back this form on Tel: +61 1300 550 662 aga@arkgroupasia.com Main Level, 83 Walker Street, +61 1300 550 663 North Sydney, NSW 2060We occasionally allow reputable companies to mail details of products we feel may be of interest. If you do not wish to receive this service, please tick this box q