Competitive Intelligence Seminar [email_address] Trieste, 29th of May 2007

The two ravens Hugin and Munin on Odin's shoulders http://en.wikipedia.org/wiki/Hugin_and_Munin

Viking Intelligence “ The cautious guest who comes to the table speaks sparingly. Listens with ears, learns with eyes. Such is the seeker of knowledge.”

Modern Competitive Intelligence 1980 1986 1988

Five Force Model

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

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

Intelligence Needs What are our strategic goals? What do I want to know about the future? How do we acquire information today? Do we use the right methods and tools? Do we have the right skills? How do we work together? Are we effective? What should we improve?

What are our strategic goals?

What do I want to know about the future?

How do we acquire information today?

Do we use the right methods and tools?

Do we have the right skills?

How do we work together?

Are we effective?

What should we improve?

CI Purpose Continous monitoring Critical success factors Information sources Analysis of change Strategic decisions Ad-hoc Just-in-time Identify sources Analysis of impact Tactical decisions

Continous monitoring

Critical success factors

Information sources

Analysis of change

Strategic decisions

Ad-hoc

Just-in-time

Identify sources

Analysis of impact

Tactical decisions

CI Benefits Tactical Market signal sensibility Better information focus Faster decision making Strategic Early Warning Minimize risks Awareness Increased flexibility Better decisions

Tactical

Market signal sensibility

Better information focus

Faster decision making

Strategic

Early Warning

Minimize risks

Awareness

Increased flexibility

Better decisions

The CI-Cycle Method, Tools & System Planning Collecting Analysis Reporting Needs Data Information Intelligence Feedback

Intelligence Needs Labour market Suppliers Capital Customers Politics & Legisation Techology Competitors Media Climate R&D Public opinion Company Shareholders Business Environment Threats Opportunities

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

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

Trend Spotting Exercise 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? Make a list of topics (market trends) that you think will happen or could happen You have 15 minutes to discuss in small groups your observations

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?

Make a list of topics (market trends) that you think

will happen or

could happen

You have 15 minutes to discuss in small groups your observations

Trendspotts Trieste 2007

World Views in Change Second Life 2007

Business Blindspots ” The personal computer will fall flat on its face in business". Ken Olson , CEO and founder of Digital Equipment Corp. 1971 ” Mobile phones? They can never become a business. Nokia will focus on television.” Kari Kairamo , CEO Nokia (1977-1988)

” The personal computer will fall flat on its face in business".

Ken Olson , CEO and founder of Digital Equipment Corp. 1971

” Mobile phones? They can never become a business. Nokia will focus on television.”

Kari Kairamo , CEO Nokia (1977-1988)

Visions of the Future 2007 1932

Världens första robotorkester Toyota group pavilion at the 2005 World Expo in Aichi, Japan.

Infonaut 2005

Sällskapsrobot Infonaut 2005

Infonaut 2005

Android robot

European Robot Vision “… is that of empowering European citizens and the basis of this empowerment is robots that work with people rather than away from people.”

“… is that of empowering European citizens and the basis of this empowerment is robots that work with people rather than away from people.”

Group Discussion 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? Discuss with your neighbours some of the consequences you can see for your company, opportunities and threats, depending which scenario you prefer.

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?

Discuss with your neighbours some of the consequences you can see for your company, opportunities and threats, depending which scenario you prefer.

The Art of Finding the Unique Information

Information Sources Personnel Network Industry Associations Internet services Online databases Newspaper, Magazines Radio, television Intranet etc.

Personnel Network

Industry Associations

Internet services

Online databases

Newspaper, Magazines

Radio, television

Intranet etc.

Information produktion 2002 Global production of information Print, film, optiscal and magnetic content 5 Exabytes 37.000 x Library of Congress 17 million books Paper of 786 million trees 92% Källa: School of Information Management and Systems at the University of California at Berkeley . 40% US production

Global production of information

Print, film, optiscal and magnetic content

5 Exabytes

37.000 x Library of Congress

17 million books

Paper of 786 million trees

Searching Information ” 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.” Carl-Henric Svanberg , CEO Ericsson, DN 2006-10-27

” 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.”

Carl-Henric Svanberg , CEO Ericsson,

DN 2006-10-27

The Information Problem 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 Accenture Study 2006

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

Accenture Study 2006

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

Social Networking Family, relatives Suppliers Alumni Colleagues Friends Customers Scientists XING LinkedIn Ecademy

The Company’s Network Lokal National/ Regional International Globala

Social networking services Answering Yahoo Answers, LinkedIn Media sharing Flickr, You Tube, SlideShare Media cataloging BiblioPhil, CiteULike Social bookmarking Del.icio.us, Digg, Furl, Reddit, Technorati A social network service is social software specifically focused on the building and verifying of online social networks for hooking up

Answering

Yahoo Answers, LinkedIn

Media sharing

Flickr, You Tube, SlideShare

Media cataloging

BiblioPhil, CiteULike

Social bookmarking

Del.icio.us, Digg, Furl, Reddit, Technorati

A social network service is social software specifically focused on the building and verifying of online social networks for hooking up

Business Networks

Social bookmaking

Blog Search Bloglines http://www.bloglines.com Feedsteer http://www.feedster.com Google Blog Search http://blogsearch.google.com/blogsearch Technorati http://www.technorati.com/

Bloglines

http://www.bloglines.com

Feedsteer

http://www.feedster.com

Google Blog Search

http://blogsearch.google.com/blogsearch

Technorati

http://www.technorati.com/

WIKIs List of Wikis - http:// en.wikipedia.org / wiki / List_of_wikis

Google Earth Intelligence

CI- Best Practice

Step-by-step Guide Define Market STEEP Analysis Competitor Analysis SWOT Analysis Strategic Plan

Define Market

STEEP Analysis

Competitor Analysis

SWOT Analysis

Strategic Plan

Define market First step is to define a market for analysis. Existing market New market

First step is to define a market for analysis.

Existing market

New market

STEEP Analysis Social factors Demographics, greying generation Technological factors E-commerce, Web 2.0 Economic factors Economic growth in China Environmental factors CO2 reduction, eco-friendliness Political factors Deregulation, protectionism(?)

Social factors

Demographics, greying generation

Technological factors

E-commerce, Web 2.0

Economic factors

Economic growth in China

Environmental factors

CO2 reduction, eco-friendliness

Political factors

Deregulation, protectionism(?)

Competitor Analysis Determine level of Competition Needs, competition, brand, product Analyse Competitive Five Forces Competitors, new entrance, buyers, suppliers, substitutes Analyse Competior Behavior Determine Competitor Strategy Price vs. Differentiation

Determine level of Competition

Needs, competition, brand, product

Analyse Competitive Five Forces

Competitors, new entrance, buyers, suppliers, substitutes

Analyse Competior Behavior

Determine Competitor Strategy

Price vs. Differentiation

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

Organization Analysis Internal Analysis Strengths List factors within your organization that results in a market advantages Weaknesses List f actors within your organization that results in a market disadvantages Competence Analysis Analyse the knowledge, skills and technology that your company has or still have to achieve.

Internal Analysis

Strengths

List factors within your organization that results in a market advantages

Weaknesses

List f actors within your organization that results in a market disadvantages

Competence Analysis

Analyse the knowledge, skills and technology that your company has or still have to achieve.

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

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

Strategic Plan The STEEP and competitor analysis gives insight to the opportunities and threats in the market The internal analysis gives insight to the competences of the organization. By combining these competences and opportunities and strengths a strategic plan can be developed.

The STEEP and competitor analysis gives insight to the opportunities and threats in the market

The internal analysis gives insight to the competences of the organization.

By combining these competences and opportunities and strengths a strategic plan can be developed.

CI – Success Factors Start simple with clearly defined goals Define CI policies & responsibilities Identify your intelligence needs Identify Intelligence Sources Establish the CI-team

Start simple with clearly defined goals

Define CI policies & responsibilities

Identify your intelligence needs

Identify Intelligence Sources

Establish the CI-team

CI – Success Factors Learning by doing Develop routines that fit your company Disseminate results Evaluate performance and results Never give up!

Learning by doing

Develop routines that fit your company

Disseminate results

Evaluate performance and results

Never give up!

CI-books Michael E. Porter : Competitive Strategy: Techniques for Analyzing Industries and Competitors 1998. Craig Fleisher, Bensoussan , Babetter Strategic and Competitive Analysis, Prentice Hall 2002 Fuld, Leonard M The Secret Language of Competitive Intelligence: How to See Through and Stay Ahead of Business Disruptions, Distortions, Rumors, and Smoke Screens . Crown Business, 2006 Gilad, Ben, Business Blindspots. Infonortics Ltd. 1996 Thyson, Kirk. T.M. The Complete Guide To Competitive Intelligence (4th Edition) , Leading Edge Publications 2006 Coburn, Mathias. M., Competitive Technical Intelligence. Oxford University Press 1999. Carr, Margaret Metcalf Super Searchers on Competitive Intelligence: The Online and Offline Secrets of Top CI Researchers, Information Today 2003 Solberg Søilen, Klaus , Introduction to Private and Public Intelligence, The Swedish School of Competitive Intelligence, Studentlitteratur 2005

Michael E. Porter :

Competitive Strategy: Techniques for Analyzing Industries and Competitors 1998.

Craig Fleisher, Bensoussan , Babetter

Strategic and Competitive Analysis, Prentice Hall 2002

Fuld, Leonard M

The Secret Language of Competitive Intelligence: How to See Through and Stay Ahead of Business Disruptions, Distortions, Rumors, and Smoke Screens . Crown Business, 2006

Gilad, Ben,

Business Blindspots. Infonortics Ltd. 1996

Thyson, Kirk. T.M.

The Complete Guide To Competitive Intelligence (4th Edition) , Leading Edge Publications 2006

Coburn, Mathias. M.,

Competitive Technical Intelligence. Oxford University Press 1999.

Carr, Margaret Metcalf

Super Searchers on Competitive Intelligence: The Online and Offline Secrets of Top CI Researchers, Information Today 2003

Solberg Søilen, Klaus ,

Introduction to Private and Public Intelligence, The Swedish School of Competitive Intelligence, Studentlitteratur 2005

Links CI-Trieste 2007 – http://infonautics.blogspot.com/ Society of Competitive Intelligence Professionals, SCIP: http:// www.scip.org / The CI Resource Index: http:// www.bidigital.com/ci/index.html CI Library – http://units.sla.org/division/dci/CIHome.htm Competitive Intelligence Center (CIC) http:// www.competitivereviews.com / CI Canada - http://strategis.ic.gc.ca/engdoc/main.html Fuld Internet Intelligence Index - http:// www.fuld.com / Tindex / HomePage.html Wheretodoresearch - http://www.wheretodoresearch.com/

CI-Trieste 2007 – http://infonautics.blogspot.com/

Society of Competitive Intelligence Professionals, SCIP: http:// www.scip.org /

The CI Resource Index: http:// www.bidigital.com/ci/index.html

CI Library – http://units.sla.org/division/dci/CIHome.htm

Competitive Intelligence Center (CIC) http:// www.competitivereviews.com /

CI Canada - http://strategis.ic.gc.ca/engdoc/main.html

Fuld Internet Intelligence Index - http:// www.fuld.com / Tindex / HomePage.html

Wheretodoresearch - http://www.wheretodoresearch.com/

Predictions "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." The New York Times , 1939, reviewing a demonstration of TV.

"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."

The New York Times , 1939, reviewing a demonstration of TV.

Infonaut Mobil: 070-766 99 91 Epost: wohe@infonaut.se IM: Infonaut URL: www.infonaut.se Skype: Infonaut Blogg: wohe.blogspot.com Google Earth: 59 ° 22'46 N,17 ° 00'57E SL: XieXie Regent Foresight makes the Difference