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2013 Global Competitive Intelligence (CI) Priorities Survey Results
 

2013 Global Competitive Intelligence (CI) Priorities Survey Results

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Successful competitive positioning depends as much on ...

Successful competitive positioning depends as much on
a good offense as it does on a good defense—as much
on scoring points as it does on blocking opponents’
moves. For this reason, competitive intelligence leaders
continually seek a balance between traditional defensive
tactics, such as intelligence- and counter-intelligence
gathering, and other, more offensively minded activities
that contribute more directly to top-line revenue.

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2013 Global Competitive Intelligence (CI) Priorities Survey Results 2013 Global Competitive Intelligence (CI) Priorities Survey Results Document Transcript

  • Copyright © Frost & SullivanGTMresearch@frost.com www.gtm.frost.comGrowth Team Membership™ (GTM) is a best practice research and consulting program thatsupports executives within the functions that report to the CEO.@Frost_GTMGrowth Team Membership™Growth Team Membership™CO-SPONSORAccess the 36-page report athttp://www.frost.com/sublib/display-market-insight.do?id=278715011Access the 36-page report athttp://www.frost.com/sublib/display-market-insight.do?id=278715011Successful competitive positioning depends as much ona good offense as it does on a good defense—as muchon scoring points as it does on blocking opponents’moves. For this reason, competitive intelligence leaderscontinually seek a balance between traditional defensivetactics, such as intelligence- and counter-intelligencegathering, and other, more offensively minded activitiesthat contribute more directly to top-line revenue.Successful competitive positioning depends as much ona good offense as it does on a good defense—as muchon scoring points as it does on blocking opponents’moves. For this reason, competitive intelligence leaderscontinually seek a balance between traditional defensivetactics, such as intelligence- and counter-intelligencegathering, and other, more offensively minded activitiesthat contribute more directly to top-line revenue.2013 GLOBAL COMPETITIVE INTELLIGENCE (CI)PRIORITIES SURVEY RESULTSKey CI ChallengesCI Resource TrendsSTAFFING LEVELSSTAFFING LEVELSPRIMARY CHALLENGE AND ROOT CAUSEPRIMARY CHALLENGE AND ROOT CAUSEBUDGETSBUDGETSRespondents shared their expected 2013 budget and staffing levels.Respondents shared their expected 2013 budget and staffing levels.Inadequateemployee skillsInadequateemployee skillsDeveloping, implementing,and monitoringcounter-intelligence tacticsDeveloping, implementing,and monitoringcounter-intelligence tacticsSupporting Stakeholder Decision-MakingRespondents shared their perspectives on stakeholder support activities and howthey measure the ROI of their efforts.Respondents shared their perspectives on stakeholder support activities and howthey measure the ROI of their efforts.Respondents identified their top internal challenges for 2013 and the associatedroot causes.Respondents identified their top internal challenges for 2013 and the associatedroot causes.Register at http://www.frost.com/sublib/display-market-insight.do?id=278715011 to download a free copyof our:›“Market Research and Competitive Intelligence Priorities: 2013 Global Survey Results”SOURCE: “Market Research and Competitive Intelligence Priorities: 2013 Global Survey Results”http://www.frost.com/sublib/display-market-insight.do?id=278715011.ORIGINAL FILE: JPG: http://bit.ly/10W9CIV; PDF: http://bit.ly/12ykSOwExpect staffingto remainconstantExpect staffingto remainconstantPredict levels willremain constantPredict levels willremain constant65%65%58%58%FREEPRIMARY STAKEHOLDERPRIMARY STAKEHOLDERIndicate Sales isresponsible for thebulk of the researchportfolioIndicate Sales isresponsible for thebulk of the researchportfolio67%67%TOP ACTIVITY FOR SALESTOP ACTIVITY FOR SALESUse sales orwin/loss ratiosUse sales orwin/loss ratios46%46%Develop tools thatposition Sales againstspecific competitors(e.g., Battle Cards)Develop tools thatposition Sales againstspecific competitors(e.g., Battle Cards)60%60%Primary MetricPrimary MetricOffense-DefenseBalancing ActCorporateStrategyCorporateDevelopmentMarketingCompetitiveIntelligenceMarketResearchSalesLeadershipR&D/InnovationInvestors/FinanceCEOCompetitiveIntelligence