Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Growth Team Membership- 2011 Market Research and Competitive Intelligence Priorities Survey Results

843
views

Published on

Growth Team Membership- 2011 Market Research and Competitive Intelligence Priorities Survey Results .

Growth Team Membership- 2011 Market Research and Competitive Intelligence Priorities Survey Results .

Published in: Business, News & Politics

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
843
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. growth team m e m b e r s h i p™ 1Americas and Europe 2011 Market Research and Competitive Intelligence Priorities Survey Results Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . 2 Section What is the Growth Team Membership™ . . . . . . 3 4 Key Competitive Intelligence Challenges . . . . . . 25 intro Survey Purpose and Respondents . . . . . . . . . . . . . 4 Section Section External Factors Shaping Market Research Competitive Intelligence Effectiveness 1 and Competitive Intelligence’s Strategies . . . . . . . 5 5 and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . 30 Section Section Competitive Intelligence and Technology . . . . . . 37 2 Key Market Research Challenges . . . . . . . . . . . . . 9 6 Market Research and Competitive Intelligence Overarching Challenges . . . . . . . . . . 42 Section Section Market Research Effectiveness 3 and Expenditures . . . . . . . . . . . . . . . . . . . . . . . . . 14 7 Respondent Demographics . . . . . . . . . . . . . . . . . 43 in cooperation withThe contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved.
  • 2. growth team m e m b e r s h i p™ 2011 survey results 2 Executive Summary market research Key Internal Challenge Internal Challenge Root Cause The challenge is engaging internal clients to pinpoint research The challenge’s root cause is lack of support by senior needs management intro Section Resources Vendor Allocations Research Focus 1 Market research budgets and staffing Respondents see no change in budget Respondents are focusing on supporting will remain static in 2011 allocations to vendors in 2011 Marketing with market size and Section structure analysis 2 Section 3 competitive intelligence (ci) Section 4 Key Internal Challenge The challenge is aligning Key Intelligence Topic [KITs] to the Internal Challenge Root Cause The root cause of the challenge is lack of support by senior Section company’s strategic priorities management 5 Section Resources CI Direct Report CI Tools 6 Competitive intelligence budgets and staffing will remain static in 2011 CI tends to report directly to marketing Respondents rely heavily on keyword departments tracking and feed tools Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 3. growth team m e m b e r s h i p™ 2011 survey results 3 What is the Growth Team Membership™? The Growth Team Membership™ (GTM) is a GTM provides best practices, events, and services to subscription program that supports executives within enable executives to address internal challenges within the functions reporting to the CEO their companies CEO’s Growth Team™ GTM: Creating Client Value GTM’s case-based best practices help executives: intro R&D/ Innovation Section Corporate Sales 1 Strategy Leadership p Speed the design and implementation of initiatives by not reinventing the wheel Section 2 Marketing CEO Corporate o Development Save money and reduce risk by avoiding mistakes Section made by other companies 3 Investors/ Market Market Section Finance Research Research Accelerate problem solving with a cross-industry 4 Competitiive Competitive Intelligence perspective Section Intelligence 5 Improve their function/company’s performance and productivity Section 6 If you have any questions or comments, please contact us Section 7 Email us GTMresearch@frost.com Visit us online www.gtm.frost.comThe contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 4. growth team m e m b e r s h i p™ 2011 survey results 4 Survey Purpose and Respondents Research Objective Methodology Survey Population In Cooperation with To understand the most Web-based survey platform Target respondents were pressing external and internal Manager level and above market challenges shaping market research and competitive research and competitive intelligence executives from intelligence executives’ 2011 companies throughout North intro planning . America, Latin America, and Europe . Section 1 Section 2 Section 3 Section 4 206 Section 5 survey Section respondents 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 5. growth team m e m b e r s h i p™ 2011 survey results 5 intro Section External Factors Shaping Market Research and 1 Competitive Intelligence’s Strategies Section 2 Section 3 Section 4 Section 5 Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 6. growth team m e m b e r s h i p™ 2011 survey results 6 Strategy planning by executives in competitive intelligence and market research is influenced by opportunities in new markets and shifts in customer purchasing behavior Top Three External Factors External Factor 1 Emerging global markets (20%) intro Section 1 Section 2 External Factor 2 Need for product and service innovation (19%) Section 3 Section 4 Section 5 External Factor 3 Changes in customer buying behavior (13%) Section 6 Section 7 Survey Question: Please specify the Top Three external factors shaping your market research and competitive intelligence strategy in 2011 .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 7. growth team m e m b e r s h i p™ 2011 survey results 7 External challenges remain consistent across business models Top Three External Factors (By Business Model) B-to-B B-to-C Hybrid intro Emerging global markets Need for product and Government regulation and External Factor 1 (24%) services innovation (39%) policy (22%) Section 1 Section 2 Need for product and Increasing number of Need for product and Section External Factor 2 services innovation (20%) competitors (15%) services innovation (20%) 3 Section 4 Section Rapid pace of technology Emerging global markets Changes in customer 5 External Factor 3 advances (15%) (23%) buying behavior (20%) Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 8. growth team m e m b e r s h i p™ 2011 survey results 8 External Factors Impact on Market Research and Competitive Intelligence intro Opportunities for Challenges for Section Market Research and Market Research and Competitive Intelligence Competitive Intelligence 1 Section Emerging global markets Changes in customer 2 (94%) buying behavior (59%) Section 3 Need for product and service innovation (76%) Section 4 Section 5 Section 6 Section 7 Survey Question: Please indicate if the following factors present a challenge or an opportunity for your 2011 market research and competitive intelligence strategy .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 9. growth team m e m b e r s h i p™ 2011 survey results 9 intro Section 1 Section 2 Key Market Research Challenges Section 3 Section 4 Section 5 Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 10. growth team m e m b e r s h i p™ 2011 survey results 10 Key Market Research Challenges Snapshot All Companies B-to-B Companies B-to-C Companies Engaging internal clients/ Engaging internal clients/ Identifying and prioritizing future stakeholders to pinpoint their stakeholders to pinpoint their trends/megatrends research needs research needs intro Challenge 1 Challenge 1 Challenge 1 Section 1 Section 2 Ensuring internal clients/ Ensuring internal clients/ Screening project requests to ensure only high value-added Section stakeholders integrate research stakeholders integrate research requests are included in the 3 insights into their decision making insights into their decision making research portfolio/agenda Section Challenge 2 Challenge 2 Challenge 2 4 Section 5 Section Contributing to the company’s Identifying and synthesizing Driving high quality contributions 6 strategic priorities disparate information sources from suppliers/agencies Section 7 Challenge 3 Challenge 3 Challenge 3The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 11. growth team m e m b e r s h i p™ 2011 survey results 11 Market researchers struggle with the complex issue of of client support—ranging from identifying research needs to disseminating data Top Five Key Market Research Challenges Engaging internal clients/stakeholders to pinpoint their research Challenge 1 needs (14%) intro Section Ensuring internal clients/stakeholders integrate research insights into Challenge 2 1 their decision making (13%) Section 2 Challenge 3 Contributing to the company’s strategic priorities (14%) Section 3 Section 4 Challenge 4 Maintaining a portal for centralized knowledge management (12%) Section 5 Section 6 Challenge 5 Communicating data and insights in an actionable manner (14%) Section 7 Survey Question: Please indicate the top five functional challenges shaping your market research strategy in 2011 .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 12. growth team m e m b e r s h i p™ 2011 survey results 12 Market researchers’ key challenges vary greatly by business model Top Five Market Research Challenges (By Business Model) B-to-B B-to-C Hybrid Ensuring the research Identifying and prioritizing Engaging internal clients/ portfolio/agenda contains the intro Challenge 1 future trends/megatrends stakeholders to pinpoint right balance of strategic and (15%) their research needs (40%) tactical projects (19%) Section Screening project requests 1 Challenge 2 Ensuring internal clients/ stakeholders integrate research insights into their to ensure only high value-added requests are Identifying and prioritizing future trends/megatrends Section included in the research (21%) decision making (13%) 2 portfolio/agenda (20%) Section Identifying and synthesizing Driving high quality Contributing to the Challenge 3 disparate information contributions from suppliers/ company’s strategic priorities 3 sources (14%) agencies (40%) (25%) Section Allocating resources to 4 Maintaining a portal for Engaging internal clients/ project requests based on Challenge 4 centralized knowledge stakeholders to pinpoint project value and impact management (13%) their research needs (17%) Section (40%) 5 Communicating data and Developing actionable Screening project requests to ensure only high Section Challenge 5 insights in an actionable customer segmentation value-added requests are 6 manner (15%) models (40%) included in the research portfolio/agenda (17%) Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 13. growth team m e m b e r s h i p™ 2011 survey results 13 Market research’s challenges are predominantly caused by insufficient support from senior management Top Five Market Research Challenges Root Cause of Top Five Market Research Challenges Challenge 1 Strategic Alignment: Insufficient Engaging internal clients/stakeholders senior management support (31%) to pinpoint their research needs intro Challenge 2 Section Ensuring internal clients/stakeholders Strategic Alignment: Insufficient senior management support (30%) 1 integrate research insights into their decision making Section 2 Challenge 3 Contributing to the company’s strategic priorities Strategic Alignment: Insufficient senior management support (33%) Section 3 Challenge 4 Section Technology/Systems: Inappropriate Maintaining a portal for centralized 4 technology used (30%) knowledge management Section 5 Challenge 5 Communicating data and insights in an Strategic Alignment: Insufficient senior management support (33%) Section actionable manner 6 Section 7 Survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 14. growth team m e m b e r s h i p™ 2011 survey results 14 intro Section 1 Section 2 Section 3 Market Research Effectiveness and Expenditures Section 4 Section 5 Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 15. growth team m e m b e r s h i p™ 2011 survey results 15 Market Research Expenditures and Effectiveness Snapshot All Companies B-to-B Companies B-to-C Companies Respondents rank their market research Respondents rank their market research Respondents rank their market research function’s effectiveness as “Above function’s effectiveness as “Above function’s effectiveness as “Average” Average” Average” intro Section Marketing is Market Research’s primary Sales/Business Development is Market Marketing is Market Research’s primary internal client Research’s primary internal client internal client 1 Section 2 The principal research focus for market The principal research focus area The principal research focus for market Section researchers is market size and structure for market researchers is business researchers is market size and structure 3 analysis intelligence analysis Section 4 Respondents expect their 2011 staffing Respondents expect their 2011 staffing Respondents expect their 2011 staffing Section levels to stay the same levels to stay the same levels to stay the same 5 Section 6 Respondents expect their 2011 market Respondents expect their 2011 market Respondents expect their 2011 market Section research budgets to stay the same research budgets to stay the same research budgets to stay the same 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 16. growth team m e m b e r s h i p™ 2011 survey results 16 Respondents from Hybrid companies are more than twice as likely to consider their function’s effectiveness as “Exceptional” Market Research’s View of Its Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional Below Average Exceptional Below Average intro 6% 12 % 11% 13% Section 1 40 % 37% Above Average 44 % Average 37% Average Above Average Section 2 Section 3 Hybrid Companies B-to-C Companies Section 4 % Below Average 4 Exceptional Section 31% Average 5 Average 40 % 39 % 60 % Above Average Section 26% 6 Above Average Section 7 Survey Question: Please assess the overall effectiveness of your market research function compared to those in other firms within your industry .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 17. growth team m e m b e r s h i p™ 2011 survey results 17 The majority of market research budgets are under $3 million 2010 Market Research Budgets (By Business Model) 70% 64% 60% 55% intro 50% Section 1 40% 40% 38% 40% The red percentages are for all respondents . Section 33% 2 30% 15% Section 20% 20% 3 20% 12% 16% 13% Section 4 10% 8% 2% 2% 5% 4% 1% 5% Section 2% 2% 0% 0% 0% 0% 0% 0% 0% 0% 5 Less than $500,000 $500,000 to $999,999 $1 Million— $2.99 Million $3 Million— $4.99 Million $5 Million— $9.99 Million $10 Million to $19.99 Million $20 Million or more Section 6 All Companies B-to-B Companies B-to-C Companies Hybrid Companies Section 7 Survey Question: Please indicate your 2010 total market research budget (all expenditures primary and secondary syndicated and other research but excluding general & administrative expenses such as salaries) in the following US$ ranges .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 18. growth team m e m b e r s h i p™ 2011 survey results 18 Marketing accounts for the bulk of market research’s projects Top Four Internal Clients Client 1 Marketing (39%) intro Section Client 2 Strategy/Planning (29%) 1 Section 2 Client 3 Sales/Business Development (27%) Section 3 Section 4 Client 4 CEO/President/ General Manager (27%) Section 5 Section 6 Section 7 Survey Question: Please rank the following internal clients on the percentage of your work they account for:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 19. growth team m e m b e r s h i p™ 2011 survey results 19 Market researchers from B-to-B companies are more likely to support the revenue generating activities of Business Development Top Four Internal Clients (By Business Model) B-to-B B-to-C Hybrid intro Sales/Business Development Client 1 Marketing (60%) Marketing (58%) (31%) Section 1 Section CEO/President/ Client 2 Marketing (33%) Strategy/Planning (38%) 2 General Manager (25%) Section 3 Client 3 Strategy/Planning (35%) Strategy/Planning (50%) Sales/Business Development Section (38%) 4 Section 5 Client 4 CEO/President/ General Manager (29%) R&D/Innovation (50%) R&D/Innovation (25%) Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 20. growth team m e m b e r s h i p™ 2011 survey results 20 Respondents in B-to-B companies are likely to attribute twice as much of their research portfolio to business intelligence activities Research Portfolio (By Business Model) 30% intro Section 20% 20% 1 15% 15% Section 15% 15% The red percentages are 2 for all respondents . 10% 10% Section 10% 10%10% 10%10% 10%10%10% 10% 10%10% 10%10%10% 3 10% 5% 5% 5% 4% Section 5% 5% 5% 4 3% 0% 0% Section 5 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% Market Size/ Product/Service Branding, Consumer/ Pricing Customer Business/ Competitive Post-Market Benchmarking Structure Development Messaging Customer Research Satisfaction/ Competitive Analysis Entry Section and Testing and Marketing Behavior Market Tracking Intelligence Evaluations 6 Communications Section All Companies B-to-B Companies B-to-C Companies Hybrid Companies 7 Survey Question: Please classify your total 2010 market research project portfolio into the following research categories .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 21. growth team m e m b e r s h i p™ 2011 survey results 21 In general, respondents foresee no change in the number of vendors they work with in 2011 2011 Number of Vendors (By Business Model) All Companies B-to-B Companies Decrease Substantially (25%) Decrease Moderately (10%) 1% Increase Substantially (25%) Decrease Moderately (10%) Increase Substantially (25%) intro Decrease Slightly (5%) 7% 6% Decrease Slightly (5%) 7% 7% Increase Moderately (10%) 5% 7% Increase Moderately (10%) 15% 18 % Section 1 17% Increase Slightly (5%) 48 % 14 % 47% Increase Slightly (5%) Stay the Same Stay the Same Section 2 Section 3 Hybrid Companies Decrease Substantially (25%) B-to-C Companies Section Decrease Moderately (10%) 4 % 4 % 4 Increase Moderately (10%) Decrease Moderately (10%) Increase Substantially (25%) Decrease Slightly (5%) 13 % Section 13 % 25% 25% 5 21% Increase Slightly (5%) 46% 25% 25% Section Stay the Same Increase Slightly (5%) 6 Stay the Same Section 7 Survey Question: In comparison to 2010, in 2011 the number of vendors/suppliers you work with will:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 22. growth team m e m b e r s h i p™ 2011 survey results 22 Budget allocations to vendors are expected to remain constant in 2011 2011 Vendors Budget (By Business Model) All Companies B-to-B Companies Decrease Substantially (25%) Increase Substantially (25%) Decrease Substantially (25%) Increase Substantially (25%) Decrease Moderately (10%) 6% 8% Decrease Moderately (10%) 7% intro 6% 5% Increase Moderately (10%) 12% Decrease Slightly (5%) Decrease Slightly (5%) 9% Increase Moderately (10%) 9% 13% 11% Section 1 38% 20% Increase Slightly (5%) Stay the Same 37% 19% Increase Slightly (5%) Section Stay the Same 2 Section 3 Hybrid Companies Decrease Substantially (25%) B-to-C Companies Section Decrease Moderately (10%) 4% 4% 4 Decrease Slightly (5%) 8% 17% Increase Moderately (10%) Decrease Moderately (10%) 25% 25% Increase Moderately (10%) Section 5 46% 21% Increase Slightly (5%) Decrease Slightly (5%) 25% 25% Increase Slightly (5%) Section 6 Stay the Same Section 7 Survey Question: In comparison to 2010, in 2011 the percentage of your market research budget allocated to vendors will:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 23. growth team m e m b e r s h i p™ 2011 survey results 23 Regardless of business model, market research foresees no additional staff members in 2011 Market Research Staffing 2011(By Business Model) All Companies B-to-B Companies Decrease Moderately Increase Substantially Increase Substantially Decrease Moderately intro 11% 5% 5% 11% Increase Moderately Increase Moderately 22% 21% Section 1 63% 63% Section Stay the Same 2 Stay the Same Section 3 Hybrid Companies B-toC Companies Section 4% Increase Substantially 4 Decrease Moderately 13% Increase Moderately Increase Moderately 25% Section 25% 5 58% 75% Section Stay the Same 6 Stay the Same Section 7 Survey Question: In comparison to 2010, your 2011 market research staffing will:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 24. growth team m e m b e r s h i p™ 2011 survey results 24 Market research budgets will remain static in 2011 Market Research Budget 2011(By Business Model) All Companies B-to-B Companies Decrease Substantially Increase Substantially Decrease Substantially Increase Substantially intro Decrease Moderately 6% 6% Decrease Moderately 7% 9% 11% 9% Increase Moderately 25% Increase Moderately Section 23% 1 52% 52% Section Stay the Same Stay the Same 2 Section 3 Hybrid Companies B-to-C Companies Section Decrease Substantially 4% 4 Decrease Moderately 17% Increase Moderately 25% Increase Moderately Section 30% 5 48% 75% Section Stay the Same 6 Stay the Same Section 7 Survey Question: In comparison to 2010, your 2011 market research budget will:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 25. growth team m e m b e r s h i p™ 2011 survey results 25 intro Section 1 Section 2 Section 3 Section 4 Section Key Competitive Intelligence Challenges 5 Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 26. growth team m e m b e r s h i p™ 2011 survey results 26 Key Competitive Intelligence (CI) Challenges Snapshot All Companies B-to-B Companies B-to-C Companies Aligning Key Intelligence Topic Aligning Key Intelligence Topic Developing competitive technical (KITs) to the company’s strategic (KITs) to the company’s strategic intelligence capabilities priorities priorities intro Challenge 1 Challenge 1 Challenge 1 Section 1 Section 2 Packaging and communicating Packaging and communicating Packaging and communicating Section competitive data and insights to competitive data and insights to competitive data and insights to 3 drive stakeholder decision making drive stakeholder decision making drive stakeholder decision making Section Challenge 2 Challenge 2 Challenge 2 4 Section 5 Section Using informal networks to capture Using informal networks to capture Evaluating and prioritizing ad hoc 6 the competitive information held by the competitive information held by requests based on their value the company’s employees the company’s employees Section 7 Challenge 3 Challenge 3 Challenge 3The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 27. growth team m e m b e r s h i p™ 2011 survey results 27 CI executives emphasize the perennial challenges of driving strategic decision-making and capturing the knowledge of employees Top Five Key Competitive Intelligence Challenges Aligning Key Intelligence Topic [KITs] to the company’s strategic Challenge 1 priorities (17%) intro Section Packaging and communicating competitive data and insights to drive Challenge 2 1 stakeholder decision making (14%) Section 2 Challenge 3 Using informal networks to capture the competitive information held Section by the company’s employees (14%) 3 Section 4 Section Challenge 4 Entrenching competitive intelligence insights in the company’s revenue-generating activities, e .g ., Sales (13%) 5 Section 6 Challenge 5 Using social media to capture competitive intelligence (13%) Section 7 Survey Question: Please indicate the top five functional challenges shaping your competitive intelligence strategy in 2011 .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 28. growth team m e m b e r s h i p™ 2011 survey results 28 Respondents across all business models are challengedby driving strategic decision-making Top Five Competitive Intelligence Challenges (By Business Model) B-to-B B-to-C Hybrid intro Aligning Key Intelligence Aligning Key Intelligence Developing competitive Topic [KITs] to the Topic [KITs] to the Challenge 1 technical intelligence company’s strategic priorities company’s strategic priorities Section capabilities (20%) (17%) (16%) 1 Packaging and communicating Packaging and communicating Packaging and communicating Section competitive data and insights competitive data and insights competitive data and insights Challenge 2 2 to drive stakeholder decision to drive stakeholder decision to drive stakeholder decision making (12%) making (20%) making (16%) Section Using informal networks 3 Evaluating and prioritizing ad to capture the competitive Creating effective and timely Challenge 3 hoc requests based on their information held by the Competitive Alerts (18%) value (14%) Section company’s employees (20%) 4 Section Challenge 4 Using informal networks to capture the competitive Evaluating and prioritizing ad hoc requests based on their Entrenching competitive intelligence insights in the company’s information held by the 5 value (20%) revenue-generating activities, company’s employees (13%) e .g ., Sales (13%) Section Using informal networks 6 Using social media to capture Identifying and implementing to capture the competitive Challenge 5 competitive intelligence (15%) the “right” CI software (20%) information held by the company’s employees (13%) Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 29. growth team m e m b e r s h i p™ 2011 survey results 29 The root causes of CI’s challenges are highly variable Top Five Competitive Intelligence Challenges Root Cause of Top Five Competitive Intelligence Challenges Challenge 1 Strategic Alignment: Insufficient Aligning Key Intelligence Topic (KITs) senior management support (26%) to the company’s strategic priorities intro Challenge 2 Section Packaging and communicating Staff: Limited resources (27%) 1 competitive data and insights to drive stakeholder decision making Section Challenge 3 2 Using informal networks to capture the competitive information held by Process: Lack of process (33%) Section the company’s employees 3 Challenge 4 Section Entrenching competitive intelligence Process: Ineffective process (17%) 4 Section insights in the company’s revenue-generating activities, e .g ., Sales 5 Challenge 5 Using social media to capture Technology/Systems: Inadequate/ outdated technology (33%) Section competitive intelligence 6 Section 7 Survey Question: Please indicate if the root cause of your top five functional challenges are—staff, process, technology/systems, or strategic alignment .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 30. growth team m e m b e r s h i p™ 2011 survey results 30 intro Section 1 Section 2 Section 3 Section 4 Section 5 Competitive Intelligence Effectiveness and Expenditures Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 31. growth team m e m b e r s h i p™ 2011 survey results 31 Competitive Intelligence Expenditures and Effectiveness Snapshot All Companies B-to-B Companies B-to-C Companies Respondents rank their competitive Respondents rank their competitive Respondents rank their competitive intelligence function’s effectiveness as intelligence function’s effectiveness as intelligence function’s effectiveness as “Average” “Above Average” “Average” intro Section 1 The competitive intelligence function tends to report directly to Marketing The competitive intelligence function tends to report directly to Marketing The competitive intelligence function tends to report directly to Marketing Section 2 Section 3 Respondents expect their 2011 staffing Respondents expect their 2011 staffing Respondents expect their 2011 staffing Section levels to stay the same levels to stay the same levels to stay the same 4 Section 5 Section Respondents expect their 2011 Respondents expect their 2011 Respondents expect their 2011 competitive intelligence budgets to stay competitive intelligence budgets to stay competitive intelligence budgets to 6 the same the same increase moderately Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 32. growth team m e m b e r s h i p™ 2011 survey results 32 CI executives are likely to consider their functions effectiveness as either “Average” or “Above Average” Competitive Intelligence’s View of Its Effectiveness (By Business Model) All Companies B-to-B Companies Exceptional Exceptional Below Average Below Average intro 8% 9% 19 % 17% Section Above Average 33 % 1 Above Average 38 % 40 % 36% Section Average Average 2 Section 3 Hybrid Companies B-to-C Companies Section Exceptional Exceptional 4 6% 23 % Below Average Above Average 9% 9% 18 % Below Average Section Above Average 5 29 % Section 42 % 64 % 6 Average Average Section 7 Survey Question: Please assess the overall effectiveness of your competitive intelligence function in compared to those in other firms within your industry:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 33. growth team m e m b e r s h i p™ 2011 survey results 33 CI departments in Hybrid companies are more likely to report directly to Corporate Strategy than respondents from other business models Direct Line Reporting of Competitive Intelligence Function (By Business Model) 50% 43% 40% intro 36% Section The red percentages are 1 30% for all respondents . 27% Section 23% 23% 2 20% 13% 18% 16% 18% 18% Section 12% 3 10% 12% 13% 6% 10% 13% 12% 9% 13% Section 6% 4 5% 4% 3% 3% 3% Section 0% 0% 0% 0% 5 Marketing Market Research Strategy/Planning Sales/Business Development R&D/Innovation CEO/President/ General Manager Finance Section 6 All Companies B-to-B Companies B-to-C Companies Hybrid Companies Section 7 Survey Question: Your CI department reports directly to what department?The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 34. growth team m e m b e r s h i p™ 2011 survey results 34 The majority of respondents have budgets under $250,000 Competitive Intelligence Budget (By Business Model) 72% 80% 78% 70% 69%70% intro 60% Section 1 50% Section 40% 2 30% The red percentages are for all respondents . Section 3 20% 11% 20% Section 13% 4 10% 7% 10% 5% 4% 6% 6% 6% 7% 2% 0% 0% 4% Section 3% 1% 3% 3% 0% 0% 0% 0% 0% 0% 0% 0% 0% 5 0% Less than $250,000 to $500,000 to $1 Million to $2 Million to $3 Million to $4 Million to $5 Million or $250,000 $499,999 $999,999 $1.99 Million $2.99 Million $3.99 Million $4.99 Million more Section 6 All Companies B-to-B Companies B-to-C Companies Hybrid Companies Section 7 Survey Question: Please indicate your 2010 total competitive intelligence budget (all expenditures on competitive intelligence activities but excluding general & administrative expenses such as staff) in US$ .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 35. growth team m e m b e r s h i p™ 2011 survey results 35 In general, CI executives expect no change in staffing levels for 2011 Competitive Intelligence Staffing 2011 (By Business Model) All Companies B-to-B Companies Decrease Substantially 1% Increase Substantially Decrease Substantially Increase Substantially Decrease Moderately Decrease Moderately intro 8% 6% 8% 8% Increase Moderately Increase Moderately 18% 20% Section 1 68% 65% Section Stay the Same 2 Stay the Same Section 3 Hybrid Companies Decrease Substantially B-to-C Companies Section Decrease Moderately 3% 3% 3% Increase Substantially 4 10% Increase Moderately Decrease Moderately 22% Increase Moderately Section 33% 5 81% 44% Section 6 Stay the Same Stay the Same Section 7 Survey Question: In comparison to 2010, your 2011 competitive intelligence staff will:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 36. growth team m e m b e r s h i p™ 2011 survey results 36 Respondents from B-to-C companies are more likely to see an increase in their 2011 budgets Competitive Intelligence Budget 2011 (By Business Model) All Companies B-to-B Companies Decrease Substantially Decrease Substantially 3% Increase Substantially 4% Increase Substantially Decrease Moderately Decrease Moderately intro 5% 7% 11% 12% Section Increase Moderately 27% Increase Moderately 33% 1 48% 51% Section Stay the Same 2 Stay the Same Section 3 Hybrid Companies Decrease Substantially B-to-C Companies Section 3% 3% Increase Substantially 4 Decrease Moderately 6% Decrease Moderately 20% Section 5 47% 41% Increase Moderately 30% 50% Increase Moderately Section Stay the Same Stay the Same 6 Section 7 Survey Question: In comparison to 2010, your 2011 competitive intelligence budget will:The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 37. growth team m e m b e r s h i p™ 2011 survey results 37 intro Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Competitive Intelligence and Technology Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 38. growth team m e m b e r s h i p™ 2011 survey results 38 Competitive Intelligence and Technology Snapshot All Companies B-to-B Companies B-to-C Companies Keyword Research and Tracking Keyword Research and Tracking Keyword Research and Tracking are the primary tools used by are the primary tools used by are the primary tools used by CI executives CI executives CI executives intro Section 1 Section 2 Section Market research activities are the Market research activities are the Market research activities are the 3 primary focus of CI teams primary focus of CI teams primary focus of CI teams Section 4 Section 5 Section 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 39. growth team m e m b e r s h i p™ 2011 survey results 39 Respondents rely on traditional tools such as keyword tracking and feeds Top Five Competitive Intelligence Tools/Software Tools/Software 1 Keyword Research and Tracking (35%) intro Section 1 Tools/Software 2 Media Monitoring (26%) Section 2 Tools/Software 3 Key Word Feeds (19%) Section 3 Section Tools/Software 4 Buzz [News and Media Analysis] (18%) 4 Section 5 Tools/Software 5 Web Crawlers (16%) Section 6 Section 7 Survey Question: Please indicate the CI tools/software you commonly use (check all that apply) .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 40. growth team m e m b e r s h i p™ 2011 survey results 40 The tools utilized by CI executives vary only by prioritization across business models Top Five Competitive Intelligence Tools/Software (By Business Model) B-to-B B-to-C Hybrid Keyword Research and Keyword Research and intro Tools/Software 1 Media Monitoring (29%) Tracking (42%) Tracking (43%) Section 1 Tools/Software 2 Media Monitoring (28%) Automated Collection (36%) Keyword Research and Tracking (26%) Section 2 Section Buzz [News and Media Online or Traditional Tools/Software 3 Key Word Feeds (24%) 3 Analysis] (29%) Clipping Services (20%) Section 4 Tools/Software 4 Online or Traditional Clipping Services (21%) Key Word Feeds (29%) Automated Collection (13%) Section 5 Tools/Software 5 Automated Collection (21%) Buzz [Social Media Analysis] Patent Analysis (11%) Section (21%) 6 Section 7The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 41. growth team m e m b e r s h i p™ 2011 survey results 41 Market research is the primary focus of CI projects Competitive Intelligence Project Focus Areas (by Business Model) 90% 86% 80% 73% 72% 70% 70% intro Section 60% 1 50% Section 2 40% The red percentages are for all respondents . Section 30% 3 20% 12% 20% Section 14% 12% 9% 4 6% 10% 9% 7% 0% 5% 5% Section 0% 0% 0% 0% 0% 0% 5 Technical Regulatory Customer M&A Activity Market Section 6 All Companies B-to-B Companies B-to-C Companies Hybrid Companies Section 7 Survey Question: Please indicate the primary focus of your CI activities .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 42. growth team m e m b e r s h i p™ 2011 survey results 42 what’s keeping market research and competitive intelligence executives up at night in 2011? The Top Overarching Challenges Affecting Market Research and Competitive Intelligence Executives Market Research and Competitive Intelligence Sample Solutions from the Overarching Challenges Growth Team Membership intro Section Prioritizing the Research Portfolio 1 Staffing limitation and stagnating budgets require market research and competitive intelligence executives to develop a system to prioritize Learn how L3 developed a system to prioritize Section its project portfolio, allocate resources, and 2 project requests based on revenue and strategic reduce redundant requests . value—creating a higher return on their resources . Section 3 Driving Strategic Decisions Learn how our Competitive Strategies Section toolkit enables unbiased identification of 4 Competitive intelligence and market research executives struggle with driving stakeholder decision making with relevant and actionable company strengths, high-growth opportunities, competitors’ behaviour and strategies Section resulting in analysis of potential responses to 5 insights . competitive threats, with a focus on long-term cause-and-effect scenario planning . Section 6 Section The Growth Team Membership™ (GTM) is an annual subscription program that supports executives in Marketing, Sales Leadership, Corporate Strategy, Corporate 7 Development, R&D/Innovation, Market Research, and Competitive Intelligence . GTM offers best practices research, events, and services to address the internal challenges executives face . Contact us at GTMResearch@frost .com .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 43. growth team m e m b e r s h i p™ 2011 survey results 43 intro Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Respondent DemographicsThe contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 44. growth team m e m b e r s h i p™ 2011 survey results 44 Respondent Demographics Enterprise Type Business Model Venture Capital 1% The overwhelming Half the respondents majority of the work in a public Hybrid respondents work in company . Company B-to-B companies . intro 30% Section 49% 50% Public Private 1 B-to-C 7% 63% B-to-B Company Section Company 2 N = 190 N = 189 Section 3 60% Company Revenue Section 4 34 % Section 30% 5 20 % 23% Section 10 % 6 6% 0% N = 188 Section Below $100 Million to $500 Million to $1 Billion to More than $100 Million $499.99 Million $999.99 Million $11 Billion $11 Billion 7 Survey Question: Please indicate the type of enterprise best represents your company .The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.
  • 45. growth team m e m b e r s h i p™ 2011 survey results 45 Respondent Demographics: Top Five Participating Industries Financial Services 9% intro Chemicals, Materials, and Food 11% Section 1 Section 2 Professional Services 16% Section 3 Information and Communication Technologies 20 % Section 4 Section 5 Healthcare and Life Sciences 20 % N = 190 Section 6 0% 10 % 20 % Section 7 Survey Question: Please indicate which industry categories best describe your company (check all that apply .)The contents of these pages are copyright © 2011 Frost & Sullivan. All rights reserved. Source: Growth Team Membership™ research.