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Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
Best Practices in Implementing Strategic and Competitive Intelligence
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Best Practices in Implementing Strategic and Competitive Intelligence

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Presentation held as Keynote at the IBRAMERC Intelligence Conference 2012 in Sao Paolo, Brasil.

Presentation held as Keynote at the IBRAMERC Intelligence Conference 2012 in Sao Paolo, Brasil.

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  • 1. Acrasio logo area Client logo areaBest Practices in Implementing Strategic and Competitive Intelligence Title areaJohannes Deltl, Partner Sub-title areaBerlin, Germany Sub-title area
  • 2. Left stamp Backup Right stampIn every country you will see a confusion about different termsTitle areaSub-title area Point of originDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -1-
  • 3. Left stamp Backup Right stampWhat´s the Value of Intelligence?Title areaSub-title area Point of originDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -2-
  • 4. Left stamp Backup Right stampIntelligence Value Creation is based on four leversTitle areaSub-title area quantitative qualitative Rationale for Intelligence Benchmark  Enterprise wide cost reduction programs Reduce costs product, processes  Enable performance, and markets product, process improvements Identify growth  Expand markets Increase revenues potential, provide  Grow customer base & profit sales intelligence support  Focus on right customers Intelligence Point of origin  Beat competition value creation monitor market levers Enable better signals, new  Establish corporate foresight informed strategic decisions competitors, new  Better informed and up-to trends, regulations date Spot disruptive  Install early warning program events, detect Minimize risks  Anticipate risks rumors, avoid costly mistakesDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -3-
  • 5. Left stamp Backup Right stampLet us have a look at the Intelligence Cycle ….Title areaSub-title area Point of originDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -4-
  • 6. Left stamp Backup Right stampPlanning phase is very essentialTitle areaIdentify core intelligence needs across the company and for each unit / functionSub-title area What do we really need to know? To reach tactical or strategic insights executives have to define Key Intelligence Topics (KITs) and related Questions. Avoid „nice to know – questions“ Define the analysis method and the communication format that you need to take a decision Point of originDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -5-
  • 7. Left stamp Backup Right stampCI in RetailTitle areaExampleSub-title areaCompany BackgroundMETRO GROUP is one of the biggestinternational retail and wholesale groups,achieving a turnover of around 67 billionEuros in 2010. The company is present at2,100 locations in 33 countries andemploys about 290,000 people.Context (Key Intelligence Questions) How did we develop compared to relevant competitors in the last quarter? How high is our market share in Point of origin Central and Eastern Europe compared to competitors also using the cash & carry business model? Lessons learned What are the expansion areas of our  Most important step before conducting any main international competitors? specific analysis is deciding which others What formats are driving the growth companies are relevant. of competitor X? How intense is the competition in our expansion country?Drawing areaFootnote area. DrawingBook – Strategische WettbewerbsbeobachtungSource: Metro, area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -6-
  • 8. Left stamp Backup Right stampVarious sources of information provide insights on markets andcompetitorsTitle areaSub-title area Secondary Research Online databases Newspapers and journals Internal Library and Knowledge Repository Industry Associations Primary Research Online, face-to-face and telephone interviews Develop and access an Expert Network for validation of key findings and deeper industry insights Point of origin Challenges are amount of information, languages, domain expertiseDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -7-
  • 9. Left stamp Backup Right stampDefine range of analyses which are crucial for your companyTitle areaSub-title area Competitor Profiles – must have SWOT-Analysis Executive Profiling Win/Loss Analysis Competitor Benchmarking Financial Analysis Customer Value Analysis Value Chain Analysis Industry and Market Analysis Point of origin War Game Patent LandscapeDrawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -8-
  • 10. Left stamp Backup Right stampProduct-Benchmarking led to substantial cost savings Automotive Supplierat large automotive supplier companyTitle area - Confidential -ExampleSub-title areaCompany BackgroundLarge European Automotive SupplierContext – Challenge Benchmark own products with competitor products by reverse engineering Point of origin Lessons learned  Identified a savings potential of x Mio EURDrawing areaSource: Acrasio, indec-groupFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -9-
  • 11. Left stamp Backup Right stampIn the financial downturn Lanxess developed their ownmarket forecasts instead of using external reportsTitle areaExampleSub-title areaCompany BackgroundLanxess is a large Germanchemical company with 15.000employees and an annualrevenue of EUR 7 Bio.Context – Challenge Forecast demand figures for a certain market Did not trust external data / report information in financial downturn Point of origin Analyzed similar downturns in past and developed a forecast inhouse Lessons learned  Question existing models and external reports  Develop and use own models instead industry models, or cross-check and verify external informationDrawing areaSource: Lanxess, Book – Strategische WettbewerbsbeobachtungFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -10-
  • 12. Left stamp Backup Right stampCommunicate the insightsTitle areato the right decision makers via right mix of channels at the right time!Sub-title area CI-Databases, Sharepoint, Intranet Reports, White Paper Dashboards Competitor Profiles Point of origin Newsletter, AlertsDrawing areaSource: McKinsey, indec-group, QlikviewFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -11-
  • 13. Left stamp Backup Right stampUsing strategic competitive intelligence during clientengagements at Roland Berger Strategy ConsultantsTitle areaExampleSub-title areaCompany BackgroundRoland Berger Strategy Consultants isone of the world’s leading strategyconsultancies employing around2.100 consultants in 27 countries.Context Globally operating clients expect comprehensive and professional support from their consultants Two elements of the organization – the Business Intelligence division and key account management – Point of origin complement each other sensibly to meet information provision Lessons learned requirements. Strategic  Insights are regularly communicated to the KAM-Team competitive intelligence constitutes an important interface • Newsflashes between the two. • Key account newsletter • Fact booksDrawing area  Respond to queries by potential clients very quicklyFootnote area. DrawingBerger Strategy Consultants, levelSource: Roland area base to shift according to footnote Book – Strategische Wettbewerbsbeobachtung,Acrasio CI-Presentation Sao Paulo 2012 -12-
  • 14. Left stamp Backup Right stampUse insights for decision-making and provide feedbackTitle areaSub-title area Make sure that insights are used for decision making The key decision makers need to understand the results of the analyses - engage them early in the process Use feedback in order to adjust analyses to changed needs and priorities Ideally the Executive Leadership Team meets CI-Team in person (on a regular basis) to assess its strategy execution and new strategic analysis insights Point of originIntelligence is only useful if it´s used!Drawing areaFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -13-
  • 15. Left stamp Backup Right stampSetup an ongoing review process of intelligence deliveredTitle areaSub-title area Point of originDrawing areaSource: IBM, Michael SpergerFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -14-
  • 16. Left stamp Backup Right stampIntelligence Value CreationTitle areaExamplesSub-title area Intelligence Value Creation ... … led to impressive results  Enterprise wide program  Identified savings potential  Benchmarked against of 200 Mio USD Reduce costs Manufacturing competitors plants, products  Started with implementation and processes program  Focus on new market segment  Gained substantial market  Analyzed players, products, share within 3 years Increase Industrial regulatory environment , revenues customers, …  Developed go-to-market strategy  Point of origin Competitor impacted by  Increased own market share Enable better disruptive event by 3 % informed strategic Electronics (earthquake) decisions  Analyzed their supply chain limitations  Plan of building a  Found future market production-plant in Asia overheating Minimize risks Chemicals  Estimated the future market  Skipped decision to build demand  Saved 45 Mio USD of  Analyzed competitors misinvestmentDrawing area activitiesFootnote area. Drawing area base to shift according to footnote levelAcrasio CI-Presentation Sao Paulo 2012 -15-
  • 17. Acrasio logo area Client logo area Title area Sub-title area Johannes Deltl Tel.: +49 30 443 17 996 johannes.deltl@acrasio.com Order at Amazon! Bissingzeile 11 Potsdamer Platz Berlin, Germany www.acrasio.com Sub-title area
  • 18. Acrasio logo area Client logo area Legal Disclaimer All data, information, statements, photographs, and graphic illustrations contained in this presentation are without any obligation to the publisher and Title area raise no liabilities to ACRASIO GmbH or any affiliated companies, nor shall the contents in this presentation form part of any contracts, which may be concluded between ACRASIO GmbH companies and others referred to herein. Sub-title area © 2012 ACRASIO GmbH. All rights reserved. No part of this copyrighted work may be reproduced, modified or distributed in any form or by any means, or stored in any database or retrieval system, without the prior written permission of ACRASIO GmbH or its affiliates. Any such unauthorized use for any purpose is a violation of the relevant copyright laws. Sub-title area

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