This document discusses competitive intelligence and competitor analysis. It defines competitive intelligence as a systematic program to gather information about competitors and trends to further a company's goals. It outlines sources of competitor data, types of data analysis, and recommendations that can result from competitive intelligence. It also discusses who should be responsible for competitive intelligence and presents frameworks like the competitive intelligence pyramid and strategic group maps to analyze competitors.
2. What is Competitive Intelligence?
A systematic and ethical program for
gathering information about
competitors and general business
trends to further your own company’s
goals
3. Why CI?
Playing the Game Better
Focus on existing
competitors/strategic
position
Leverage value chain
strengths
Incrementally improve
existing strategies/tactics
Play the Game Differently
New market opportunity
New customers
Develop/leverage new
value chain strengths
New strategies/tactics
5. Recommendations
Analysis of Data
Sources of Data
Competitor Intelligence Pyramid
Industry experts/analysts
Industry publications
Trade shows/conferences
Advertisements/PR
University research centers
Financial
Court documents/patents
Suppliers/customers
Newspapers/business wire
Help wanted ads
Reverse engineering labs
6. Recommendations
Analysis of Data
Sources of Data
Competitor Intelligence Pyramid
Value chain analysis
Ratio analysis
Benchmarking
Cost analysis
Trend analysis
Personality profiling
Wargaming/scenario
planning
Competitive behavior
analysis
7. Recommendations
Analysis of Data
Sources of Data
Competitor Intelligence Pyramid
Track Existing Rivals
Anticipate New Rivals
Inform Strategy:
Identify own/competitor’s
strengths/weaknesses
Early warning system
Plan of attack/retaliation
8. Who’s Job Is It?
Top
Execs
Department
Managers
Project
Managers
Independent
Consultants
Department
Staff
Planning &
Finance
Analysts
9. CI Paradox
Many Global 1000 companies don’t have
full-scale CI units
Most Global 1000 executives believe that
success depends on:
Looking ahead
First-mover advantage
Strategic flexibility and maneuvering
10. Future Objectives
How do our goals compare
to our competitors’ goals?
Where will emphasis be
placed in the future?
What is the attitude toward
risk?
Competitor Analysis
What drives the competitor?
11. Competitor Analysis
What is the competitor doing?
What can the competitor do?
Future Objectives
How do our goals compare
to our competitors’ goals?
Where will emphasis be
placed in the future?
What is the attitude
toward risk?
Current Strategy
How are they currently
competing?
Does this strategy
support changes in the
competitive structure?
12. Competitor Analysis
What does the competitor believe
about itself and the industry?
Future Objectives
How do our goals compare
to our competitors’ goals?
Where will emphasis be
placed in the future?
What is the attitude
toward risk?
Current Strategy
How are we currently
competing?
Does this strategy
support changes in the
competition structure?
Do we assume the future
will be volatile?
Are we assuming stable
competitive conditions?
What assumptions do our
competitors hold about the
industry and themselves?
Assumptions
13. Competitor Analysis
What are the competitor’s
capabilities?
Future Objectives
How do our goals compare
to our competitors’ goals?
Where will emphasis be
placed in the future?
What is the attitude
toward risk?
Current Strategy
How are we currently
competing?
Does this strategy
support changes in the
competition structure?
Do we assume the future
will be volatile?
Are we operating under
a status quo?
What assumptions do our
competitors hold about the
industry and themselves?
Assumptions
What are my competitors’
strengths and weaknesses?
How do our capabilities
compare to our
competitors?
Capabilities
14. Future Objectives
How do our goals compare
to our competitors’ goals?
Where will emphasis be
placed in the future?
What is the attitude
toward risk?
Current Strategy
How are we currently
competing?
Does this strategy
support changes in the
competition structure?
Dynamic Head-to-Head Rivalry
Do we assume the future
will be volatile?
Are we operating under
a status quo?
What assumptions do our
competitors hold about the
industry and themselves?
Assumptions
Response
What will our competitors
do in the future?
Where do we have a
competitive advantage?
How will this change our
relationship with our
competition?
Capabilities
What are my competitors’
strengths and weaknesses?
How do our capabilities
compare to our
competitors?
15. Strategic Group Map: Beer
(Pre-light / Pre-microbrew)
Dark/Full
Light
Low Price High Price
Amber
Regular
Heineken
Miller
Bud
Old Swill
Guinness
16. Strategic Group Map: Beer
Dark/Full
Light
Low Price High Price
Amber
Regular Old Swill
Guinness
Blackened Voodoo
Anchor Porter
Amstel
Cardinal
Miller Lite
Bud Ice
Sam Adams
Bass Ale
Pilsner Urquell
Killian’s Red
Red Wolf
Amber Bock
Lowenbrau
Killian’s Brown
Lowenbrau Dark
Milwaukee’s
Best Light
Bud
Miller