Competitive Intelligence Trieste 2007


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Seminar on Competitive Intelligence: a key tool for implementing the innovative potential of Small and Micro Enterprises. AREA Science Park, Trieste

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Competitive Intelligence Trieste 2007

  1. 1. Competitive Intelligence Seminar [email_address] Trieste, 29th of May 2007
  2. 2. The two ravens Hugin and Munin on Odin's shoulders
  3. 3. Viking Intelligence “ The cautious guest who comes to the table speaks sparingly. Listens with ears, learns with eyes. Such is the seeker of knowledge.”
  4. 4. Modern Competitive Intelligence 1980 1986 1988
  5. 5. Five Force Model
  6. 6. The Strategic Inflection Point ” Sooner or later, something fundamental in your business world will change” Andy Grove, Co-founder and former Chairman and CEO, Intel Corporation
  7. 7. Competitive Intelligence Competitor intelligence Marketing intelligence Business intelligence Competitive intelligence Klaus Solberg S øilen, Introduction to private and public intelligence. The Swedish School of Competitive Intelligence
  8. 8. Intelligence Needs <ul><li>What are our strategic goals? </li></ul><ul><li>What do I want to know about the future? </li></ul><ul><li>How do we acquire information today? </li></ul><ul><li>Do we use the right methods and tools? </li></ul><ul><li>Do we have the right skills? </li></ul><ul><li>How do we work together? </li></ul><ul><li>Are we effective? </li></ul><ul><li>What should we improve? </li></ul>
  9. 9. CI Purpose <ul><li>Continous monitoring </li></ul><ul><ul><li>Critical success factors </li></ul></ul><ul><ul><li>Information sources </li></ul></ul><ul><ul><li>Analysis of change </li></ul></ul><ul><ul><li>Strategic decisions </li></ul></ul><ul><li>Ad-hoc </li></ul><ul><ul><li>Just-in-time </li></ul></ul><ul><ul><li>Identify sources </li></ul></ul><ul><ul><li>Analysis of impact </li></ul></ul><ul><ul><li>Tactical decisions </li></ul></ul>
  10. 10. CI Benefits <ul><li>Tactical </li></ul><ul><ul><li>Market signal sensibility </li></ul></ul><ul><ul><li>Better information focus </li></ul></ul><ul><ul><li>Faster decision making </li></ul></ul><ul><li>Strategic </li></ul><ul><ul><li>Early Warning </li></ul></ul><ul><ul><li>Minimize risks </li></ul></ul><ul><ul><li>Awareness </li></ul></ul><ul><ul><li>Increased flexibility </li></ul></ul><ul><ul><li>Better decisions </li></ul></ul>
  11. 11. The CI-Cycle Method, Tools & System Planning Collecting Analysis Reporting Needs Data Information Intelligence Feedback
  12. 12. Intelligence Needs Labour market Suppliers Capital Customers Politics & Legisation Techology Competitors Media Climate R&D Public opinion Company Shareholders Business Environment Threats Opportunities
  13. 13. Intelligence Map Protectionism rise E-commerce Real Estate Bubble USA Oil pprice Above $60 Climate Change Cheap Brainpower   VL L M H Impact VH Very High High Medium Low Very Low     Probability    
  14. 14. Intelligence Matrix Strategy review, protect local interests HQ Next Week What kind of project in which Asian countries? Management team WHY WHERE WHEN WHAT WHO Intelligence Need ? Homepage, jobb ads in new paper Last month Seeks personnel for export pproject in Asia Company X WHY WHERE WHEN WHAT WHO Market Signal
  15. 15. Trend Spotting Exercise <ul><li>What do we recognize in our business environment that we believe will or may have impact on our company in the next 3-10 years? </li></ul><ul><li>Make a list of topics (market trends) that you think </li></ul><ul><ul><li>will happen or </li></ul></ul><ul><ul><li>could happen </li></ul></ul><ul><li>You have 15 minutes to discuss in small groups your observations </li></ul>
  16. 16. Trendspotts Trieste 2007
  17. 17. World Views in Change Second Life 2007
  18. 18. Business Blindspots <ul><li>” The personal computer will fall flat on its face in business&quot;. </li></ul><ul><li>Ken Olson , CEO and founder of Digital Equipment Corp. 1971 </li></ul><ul><li>” Mobile phones? They can never become a business. Nokia will focus on television.” </li></ul><ul><li>Kari Kairamo , CEO Nokia (1977-1988) </li></ul>
  19. 19. Visions of the Future 2007 1932
  20. 20. Världens första robotorkester Toyota group pavilion at the 2005 World Expo in Aichi, Japan.
  21. 21. Infonaut 2005
  22. 22. Sällskapsrobot Infonaut 2005
  23. 23. Infonaut 2005
  24. 25. Android robot
  25. 26. European Robot Vision <ul><li>“… is that of empowering European citizens and the basis of this empowerment is robots that work with people rather than away from people.” </li></ul>
  26. 27. Group Discussion <ul><li>Do you believe in the techno-optimistic scenario as the Japanese or EUROP people do, or are you more sceptical about the robotics development as Bill Joy does? </li></ul><ul><li>Discuss with your neighbours some of the consequences you can see for your company, opportunities and threats, depending which scenario you prefer. </li></ul>
  27. 28. The Art of Finding the Unique Information
  28. 29. Information Sources <ul><li>Personnel Network </li></ul><ul><li>Industry Associations </li></ul><ul><li>Internet services </li></ul><ul><li>Online databases </li></ul><ul><li>Newspaper, Magazines </li></ul><ul><li>Radio, television </li></ul><ul><li>Intranet etc. </li></ul>
  29. 30. Information produktion 2002 <ul><li>Global production of information </li></ul><ul><ul><li>Print, film, optiscal and magnetic content </li></ul></ul><ul><ul><li>5 Exabytes </li></ul></ul><ul><li>37.000 x Library of Congress </li></ul><ul><ul><li>17 million books </li></ul></ul><ul><ul><li>Paper of 786 million trees </li></ul></ul>92% Källa: School of Information Management and Systems at the University of California at Berkeley . 40% US production
  30. 31. Searching Information <ul><li>” In a mobile world personal meetings are superior. I get many presentations and use Google for fast searching. I search information also via radio, television and newspapers.” </li></ul><ul><li>Carl-Henric Svanberg , CEO Ericsson, </li></ul><ul><li>DN 2006-10-27 </li></ul><ul><li> </li></ul>
  31. 32. The Information Problem <ul><li>Managers spend up to two hours a day searching for information, and more than 50 percent of the information they obtain has no value to them </li></ul><ul><ul><li>Accenture Study 2006 </li></ul></ul>
  32. 33. Information Map Management Sales Customer service Infocenter Marketing Technical service Customers Suppliers Journalists Counsultants Researchers Officials Intranet Reports Databases Business plans Homepages Blogs Media (press, radio, television) Reports Statistics Patents Meetings, site visits Trade Fairs, seminars, site visits Hybrids Document Humans External sources Internal sources
  33. 34. Social Networking Family, relatives Suppliers Alumni Colleagues Friends Customers Scientists XING LinkedIn Ecademy
  34. 35. The Company’s Network Lokal National/ Regional International Globala
  35. 36. Social networking services <ul><li>Answering </li></ul><ul><ul><li>Yahoo Answers, LinkedIn </li></ul></ul><ul><li>Media sharing </li></ul><ul><ul><li>Flickr, You Tube, SlideShare </li></ul></ul><ul><li>Media cataloging </li></ul><ul><ul><li>BiblioPhil, CiteULike </li></ul></ul><ul><li>Social bookmarking </li></ul><ul><ul><li>, Digg, Furl, Reddit, Technorati </li></ul></ul><ul><li>A social network service is social software specifically focused on the building and verifying of online social networks for hooking up </li></ul>
  36. 37. Business Networks
  37. 38. Social bookmaking
  38. 39. Blog Search <ul><li>Bloglines </li></ul><ul><ul><li> </li></ul></ul><ul><li>Feedsteer </li></ul><ul><ul><li> </li></ul></ul><ul><li>Google Blog Search </li></ul><ul><ul><li> </li></ul></ul><ul><li>Technorati </li></ul><ul><ul><li> </li></ul></ul>
  39. 40. WIKIs List of Wikis - http:// / wiki / List_of_wikis
  40. 41. Google Earth Intelligence
  41. 42. CI- Best Practice
  42. 43. Step-by-step Guide <ul><li>Define Market </li></ul><ul><li>STEEP Analysis </li></ul><ul><li>Competitor Analysis </li></ul><ul><li>SWOT Analysis </li></ul><ul><li>Strategic Plan </li></ul>
  43. 44. Define market <ul><li>First step is to define a market for analysis. </li></ul><ul><ul><li>Existing market </li></ul></ul><ul><ul><li>New market </li></ul></ul>
  44. 45. STEEP Analysis <ul><li>Social factors </li></ul><ul><ul><li>Demographics, greying generation </li></ul></ul><ul><li>Technological factors </li></ul><ul><ul><li>E-commerce, Web 2.0 </li></ul></ul><ul><li>Economic factors </li></ul><ul><ul><li>Economic growth in China </li></ul></ul><ul><li>Environmental factors </li></ul><ul><ul><li>CO2 reduction, eco-friendliness </li></ul></ul><ul><li>Political factors </li></ul><ul><ul><li>Deregulation, protectionism(?) </li></ul></ul>
  45. 46. Competitor Analysis <ul><li>Determine level of Competition </li></ul><ul><ul><li>Needs, competition, brand, product </li></ul></ul><ul><li>Analyse Competitive Five Forces </li></ul><ul><ul><li>Competitors, new entrance, buyers, suppliers, substitutes </li></ul></ul><ul><li>Analyse Competior Behavior </li></ul><ul><li>Determine Competitor Strategy </li></ul><ul><ul><li>Price vs. Differentiation </li></ul></ul>
  46. 47. Opportunies & Threats T1: Will developments in technology change this market beyond our ability to adapt? T2: A small change in focus of a large competitor might wipe out any market position we achieve O1: Our business sector is expanding, with many future opportunities for success O2: Our competitors may be slow to adopt new technologies Threats Opportunities
  47. 48. Organization Analysis <ul><li>Internal Analysis </li></ul><ul><ul><li>Strengths </li></ul></ul><ul><ul><ul><li>List factors within your organization that results in a market advantages </li></ul></ul></ul><ul><ul><li>Weaknesses </li></ul></ul><ul><ul><ul><li>List f actors within your organization that results in a market disadvantages </li></ul></ul></ul><ul><li>Competence Analysis </li></ul><ul><ul><li>Analyse the knowledge, skills and technology that your company has or still have to achieve. </li></ul></ul>
  48. 49. SWOT Matrix SWOT- Matrix helps define a matching strategy W1: Our company has no market presence or reputation W2: We have a small staff with a shallow skills base in many areas S1: We can change direction quickly if our approach isn't working S2:We have little overhead, so can offer good value to customers. Weaknesses Strengths T1: Will developments in technology change this market beyond our ability to adapt? T2: A small change in focus of a large competitor might wipe out any market position we achieve O1: Our business sector is expanding, with many future opportunities for success O2: Our competitors may be slow to adopt new technologies Threats Opportunities
  49. 50. SWOT Matrix SWOT- Matrix helps define a strategic action plan W1T1...WnT1 ... W1Tn...WnTn W1O1...WnO1 ... W1On...WnOn Weaknesses S1T1...SnT1 ... S1Tn...SnTn S1O1...SnO1 ... S1On...SnOn Strengths Threats Opportunities
  50. 51. Strategic Plan <ul><li>The STEEP and competitor analysis gives insight to the opportunities and threats in the market </li></ul><ul><li>The internal analysis gives insight to the competences of the organization. </li></ul><ul><li>By combining these competences and opportunities and strengths a strategic plan can be developed. </li></ul>
  51. 52. CI – Success Factors <ul><li>Start simple with clearly defined goals </li></ul><ul><li>Define CI policies & responsibilities </li></ul><ul><li>Identify your intelligence needs </li></ul><ul><li>Identify Intelligence Sources </li></ul><ul><li>Establish the CI-team </li></ul>
  52. 53. CI – Success Factors <ul><li>Learning by doing </li></ul><ul><li>Develop routines that fit your company </li></ul><ul><li>Disseminate results </li></ul><ul><li>Evaluate performance and results </li></ul><ul><li>Never give up! </li></ul>
  53. 54. CI-books <ul><li>Michael E. Porter : </li></ul><ul><ul><li>Competitive Strategy: Techniques for Analyzing Industries and Competitors 1998. </li></ul></ul><ul><li>Craig Fleisher, Bensoussan , Babetter </li></ul><ul><ul><li>Strategic and Competitive Analysis, Prentice Hall 2002 </li></ul></ul><ul><li>Fuld, Leonard M </li></ul><ul><ul><li>The Secret Language of Competitive Intelligence: How to See Through and Stay Ahead of Business Disruptions, Distortions, Rumors, and Smoke Screens . Crown Business, 2006 </li></ul></ul><ul><li>Gilad, Ben, </li></ul><ul><ul><li>Business Blindspots. Infonortics Ltd. 1996 </li></ul></ul><ul><li>Thyson, Kirk. T.M. </li></ul><ul><ul><li>The Complete Guide To Competitive Intelligence (4th Edition) , Leading Edge Publications 2006 </li></ul></ul><ul><li>Coburn, Mathias. M., </li></ul><ul><ul><li>Competitive Technical Intelligence. Oxford University Press 1999. </li></ul></ul><ul><li>Carr, Margaret Metcalf </li></ul><ul><ul><li>Super Searchers on Competitive Intelligence: The Online and Offline Secrets of Top CI Researchers, Information Today 2003 </li></ul></ul><ul><li>Solberg Søilen, Klaus , </li></ul><ul><ul><li>Introduction to Private and Public Intelligence, The Swedish School of Competitive Intelligence, Studentlitteratur 2005 </li></ul></ul>
  54. 55. Links <ul><li>CI-Trieste 2007 – </li></ul><ul><li>Society of Competitive Intelligence Professionals, SCIP: http:// / </li></ul><ul><li>The CI Resource Index: http:// </li></ul><ul><li>CI Library – </li></ul><ul><li>Competitive Intelligence Center (CIC) http:// / </li></ul><ul><li>CI Canada - </li></ul><ul><li>Fuld Internet Intelligence Index - http:// / Tindex / HomePage.html </li></ul><ul><li>Wheretodoresearch - </li></ul>
  55. 56. Predictions <ul><li>&quot;The problem with television is that the people must sit and keep their eyes glued on a screen: the average American family hasn't time for it.&quot; </li></ul><ul><ul><li>The New York Times , 1939, reviewing a demonstration of TV. </li></ul></ul>
  56. 57. Infonaut Mobil: 070-766 99 91 Epost: IM: Infonaut URL: Skype: Infonaut Blogg: Google Earth: 59 ° 22'46 N,17 ° 00'57E SL: XieXie Regent Foresight makes the Difference