Competitive Intelligence Analysis Tools For Economic Developmemt

Competitive Intelligence Analysis Tools June 2009 www.intelegia.com

Introduction ,[object Object],[object Object],[object Object],[object Object]

What is Competitive Intelligence? ,[object Object],Competitive Intelligence is the action of gathering, analyzing, and applying information about products, domain constituents, customers, and competitors for the short term and long term planning needs of an organization. Competitive Intelligence (CI) is both a process and a product. The process of collecting, storing and analyzing information about the competitive arena results in the actionable output of intelligence ascertained by the needs prescribed by an organization.

Why Analyze? ,[object Object],[object Object],[object Object],[object Object]

Top 9 Analysis Tools ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Analysis Tool #1: SWOT Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Bombardier Transportation Company Profile on LinkedIn

Analysis Tool #2: TOWS Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],I) SO Strategies : Use strengths to exploit opportunities II) WO Strategies :Overcome weaknesses to exploit opportunities III) ST Strategies : Use strengths to tackle threats IV) WT Strategies : Protect internal weaknesses from threats WT Strategies ST Strategies Threats WO Strategies SO Strategies Opportunities Weaknesses Strengths

Analysis Tool #3: Boston Consulting Group Matrix ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Stars: High-growth, high-share businesses that are likely to generate enough cash to be self-sustaining. Cash cows: Low-growth, high-share businesses that generate excess cash that can be used to support other business units (especially question marks) and R & D efforts. Problem Child / Question marks: High-growth, low-share businesses that normally require a lot of cash to maintain or increase their share. Management must often either invest additional cash to convert these business units into stars or divest themselves of the offering. Dogs: Low-growth, low-share businesses that are often cash traps.

Analysis Tool #4: Competitor Profile ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Analysis Tool #5: GE Mckinsey Screen Matrix ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Possible Strategic Options: 1) Green Area = Invest / Grow 2) White Area = Selectively Improve / Defend 3) Red Area = Harvest / Divest

Analysis Tool #6: STEEP Analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Analysis Tool #7: Porter’s Five Forces Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Existing companies (Rivalry) a) How many firms are active in the industry? b) What are the fixed costs assigned to operating in the industry? c) How do products / services differ from other firms in the industry? Potential new companies (Barriers To Entry) a) Are patented needed to compete in the industry? b) What are the costs associated with entering in the industry? c) Is there a sense of brand loyalty among buyers / customers? Substitutes for products offered a) How easy can a product or service be substituted? b) Can the product or service be offered at cheaper price? c) What is buyers’ willingness to accept substitutes? Suppliers a) How many suppliers exist for a given product in the industry? b) What are the costs associated in switching suppliers? c) Do suppliers produce specific materials for an unique product? Customers (Bargaining power) a) How many customers exist in the industry? b) What is role of quality when obtaining products or services c) Is it easy for buyers to switch their supplier?

Analysis Tool #7: Porter’s Five Forces Model Buyers Rivalry Among Competitors Potential Entrants Suppliers Substitutes Threats of New Entrants Bargaining Power Bargaining Power Threats of Substitutes

Analysis Tool #8: Product Life Cycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Bombardier Transportation Company Profile on LinkedIn

Competitive Intelligence Analysis Tools For Economic Developmemt

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