Learn how technology-driven competitive advantage is leading businesses to growth:
https://www.contify.com/blog/market-and-competitive-intelligence-solution-redefining-paradigms/?utm_source=slideshare&utm_medium=social&utm_campaign=traffic_2020
Risk Architecture and Financial Innovation October 2013Thomas Hu
This document discusses risk architecture and financial innovation in start-up investing. It covers several topics:
1) Financial technologies can facilitate goals but the industry should focus on goal facilitation, not wealth privatization. A feasible architecture relies on risk management.
2) Investing in start-ups requires understanding risk/return profiles and how firms allocate cash flows. Challenges include uncertainty, low frequency cash flows, and expectation shortfalls.
3) Value creation involves managing convexity and optionality for asymmetric payoffs skewed to the upside. Fostering environments for positive convexity and rare exponential growth is important.
Michal A. Kaszas ( HardWood Capital & ISTI Valuation and Strategy specialist) course Advanced Corporate Finance & Strategic Investments. Learn how to conduct strategic analysis and gain competitive advantage via Real Option valuation and application
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The document provides an overview of the venture capital industry and investment process. It discusses that venture capital firms typically review over 1,000 business plans per year and manage $50-200M in capital. The venture capital process includes entrepreneurs submitting business plans, having initial meetings with VCs, negotiations if the VC is interested, and potential due diligence. VCs focus on the management team, market opportunity, competition, business economics and risks when evaluating investment opportunities.
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Michal A. Kaszas ( HardWood Capital & ISTI Valuation and Strategy specialist) course Advanced Corporate Finance & Strategic Investments. Learn how to conduct industry and strategic analysis and gain competitive advantage
Venture capital accounts for a small portion of overall alternative assets but has a disproportionate impact on the economy. While VC funding amounts are small at around $28 billion annually in the US, VC-backed companies represent over half of the current public company market cap and were responsible for over a third of US jobs. Returns in venture capital are also highly variable, with the top quartile funds achieving average annual returns over 20% compared to under 10% for bottom quartile funds. Success in venture capital relies on identifying companies that can achieve "home runs" or outsized exits in the billions, as these will account for the vast majority of fund returns due to the power law distribution of outcomes.
Venture capital fills a void between traditional bank financing and public markets by providing funding for high-risk, high-growth startups. Venture capitalists invest in industries with exponential growth potential and prefer founding teams with strong management over second-class ideas. A venture capital deal addresses risk through the investment process, contractual agreements, and active involvement of the VC in the portfolio company. While failure is common, the most likely exit for Danish startups is acquisition by another company rather than an IPO.
Risk Architecture and Financial Innovation October 2013Thomas Hu
This document discusses risk architecture and financial innovation in start-up investing. It covers several topics:
1) Financial technologies can facilitate goals but the industry should focus on goal facilitation, not wealth privatization. A feasible architecture relies on risk management.
2) Investing in start-ups requires understanding risk/return profiles and how firms allocate cash flows. Challenges include uncertainty, low frequency cash flows, and expectation shortfalls.
3) Value creation involves managing convexity and optionality for asymmetric payoffs skewed to the upside. Fostering environments for positive convexity and rare exponential growth is important.
Michal A. Kaszas ( HardWood Capital & ISTI Valuation and Strategy specialist) course Advanced Corporate Finance & Strategic Investments. Learn how to conduct strategic analysis and gain competitive advantage via Real Option valuation and application
How Venture Capitalist (VC) Firms Screen DealsMark J. Feldman
The document provides an overview of the venture capital industry and investment process. It discusses that venture capital firms typically review over 1,000 business plans per year and manage $50-200M in capital. The venture capital process includes entrepreneurs submitting business plans, having initial meetings with VCs, negotiations if the VC is interested, and potential due diligence. VCs focus on the management team, market opportunity, competition, business economics and risks when evaluating investment opportunities.
SportCo TTL is a global platform formed by a team of passionate sports fans who are also believers in movements that bring about a social change. Our platform changes the rules of sports funding to improve the careers of talented athletes and enrich the experience of sports fans.
Asset allocators have become obsolete due to robo advisors. Robo advisors use computers with logic-based capacities to provide investment advice and recommend asset allocations based on user inputs, charging $0 in fees. While financial advisors traditionally specialized in asset allocation and fund selection, this approach results in excessive fees and holdings that cause performance to converge with the market. An investor should instead pay a manager to identify great companies globally before others and make informed decisions on company valuations and bubbles rather than pay fees for asset allocation that does not impact returns significantly. Robo advisors are now better suited than people to perform asset allocation functions.
Michal A. Kaszas ( HardWood Capital & ISTI Valuation and Strategy specialist) course Advanced Corporate Finance & Strategic Investments. Learn how to conduct industry and strategic analysis and gain competitive advantage
Venture capital accounts for a small portion of overall alternative assets but has a disproportionate impact on the economy. While VC funding amounts are small at around $28 billion annually in the US, VC-backed companies represent over half of the current public company market cap and were responsible for over a third of US jobs. Returns in venture capital are also highly variable, with the top quartile funds achieving average annual returns over 20% compared to under 10% for bottom quartile funds. Success in venture capital relies on identifying companies that can achieve "home runs" or outsized exits in the billions, as these will account for the vast majority of fund returns due to the power law distribution of outcomes.
Venture capital fills a void between traditional bank financing and public markets by providing funding for high-risk, high-growth startups. Venture capitalists invest in industries with exponential growth potential and prefer founding teams with strong management over second-class ideas. A venture capital deal addresses risk through the investment process, contractual agreements, and active involvement of the VC in the portfolio company. While failure is common, the most likely exit for Danish startups is acquisition by another company rather than an IPO.
Competitive Intelligence Needs-Assessment: Asking the right questions ValueNotes
The document discusses the importance of conducting a competitive intelligence needs assessment to identify an organization's key intelligence topics (KITs) and key intelligence questions (KIQs). It states that asking the right questions is critical for competitive intelligence to provide actionable insights that help the organization achieve its goals. The needs assessment process should involve both decision-makers and competitive intelligence professionals collaborating to identify the KITs and KIQs. This ensures the intelligence needs cover opportunities, threats, strategies and competitors in a comprehensive yet prioritized manner. Identifying the right intelligence needs upfront allows an organization to maximize return on investment from its competitive intelligence activities.
1 p 03-0214-competitive-intelligence-blue-paper4imprint
When you hear the phrase “competitive intelligence” do you think of spies, covert activities and espionage? Do you think of expensive gadgetry and employees dressed like Tom Cruise from Mission Impossible®? While these
popular images might come to mind, in truth, this is far from reality. Contrary to common perceptions, competitive intelligence is a defined business strategy.
Competitive intelligence involves systematically gathering and analyzing external information about competitors to support strategic decision making and protect an organization. It helps evaluate performance, identify competitor strengths and weaknesses, and support innovation. Unlike business intelligence which focuses internally, competitive intelligence requires researching competitors directly through public sources and third parties to gain a comprehensive understanding of the competitive landscape. Formal competitive intelligence programs follow a cycle of defining intelligence needs, collecting relevant information, analyzing it, and sharing findings across an organization.
This document outlines the typical sections included in a business plan, including an introductory section, executive summary, industry analysis, description of the venture, production/operations plan, marketing plan, organizational plan, risk assessment, and financial plan. It emphasizes that the key factors critical to every new venture that should be highlighted are the people involved, the opportunity, pricing considerations, competition, the broader context/environment, and an assessment of potential risks and rewards. A successful plan depends greatly on effective execution by knowledgeable, well-connected people pursuing a large market opportunity.
This document discusses competitive intelligence and provides an overview of the topic. It covers the following key points:
1. The history and evolution of competitive intelligence over the past 30 years due to changes in technology and difficulties justifying large CI departments.
2. An overview of competitive intelligence, defining it as more than just information about competitors and emphasizing its role in developing winning strategies through leveraging knowledge assets.
3. The competitive intelligence process involving planning, collection from internal and external sources, analysis using techniques like SWOT and modeling, and dissemination of insights.
4. Categories of competitive intelligence like market intelligence, competitor intelligence, and customer intelligence.
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This document provides an overview of part 2 of a course on competitive intelligence. It discusses key concepts in competitive intelligence including defining key intelligence topics to guide analysis. It emphasizes the importance of regular communication with users and tailoring reports to different decision-making styles. The document also outlines several analytical models used in competitive intelligence and cautions that reports should focus on meaningful findings and support conclusions with sources.
How to Align Intelligence Program Performance with Professional and Career De...IntelCollab.com
The webinar discusses how to align intelligence program performance with professional and career development. It provides tips on developing demand for intelligence within an organization and matching the intelligence program to the needs of the business. The presenters discuss assessing where a business is in its value migration cycle and cultural profile to design an intelligence program that fits the organization. They emphasize the importance of intelligence that enables executive decisions and getting involved tactically to demonstrate value. Q&A and discussion will follow the presentation.
Today’s companies face their toughest competition ever, as such to succeed in today’s fiercely competitive marketplace, companies must move from a product-and-selling philosophy to a customer-and-marketing philosophy. This chapter spells out in more detail how companies can go about outperforming competitors to win, keep, and grow customers. To win in today’s marketplace, companies must become adept not only in managing products but also in managing customer relationships in the face of determined competition and a difficult economic environment. Understanding customers is crucial, but it’s not enough. Building profitable customer relationships and gaining competitive advantage requires delivering more value and satisfaction to target customers than competitors do. Customers will see competitive advantages as customer advantages, giving the company an edge over its competitors.
Today’s companies face their toughest competition ever, as such to succeed in today’s fiercely competitive marketplace, companies must move from a product-and-selling philosophy to a customer-and-marketing philosophy. This chapter spells out in more detail how companies can go about outperforming competitors to win, keep, and grow customers. To win in today’s marketplace, companies must become adept not only in managing products but also in managing customer relationships in the face of determined competition and a difficult economic environment. Understanding customers is crucial, but it’s not enough. Building profitable customer relationships and gaining competitive advantage requires delivering more value and satisfaction to target customers than competitors do. Customers will see competitive advantages as customer advantages, giving the company an edge over its competitors.
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The document discusses competitive intelligence and its importance for organizations to survive and thrive in today's competitive environment. It defines competitive intelligence as collecting and analyzing information about competitors to create actions that benefit a company. It also outlines the competitive intelligence process, which includes planning, collection of internal and external data, analysis, production of intelligence reports, and dissemination of information. The goal is to minimize threats from competitors by gaining an understanding of their strategies, capabilities, customers and markets.
This newsletter provides an overview of analytics and highlights some ways organizations are using analytics. It discusses how 140 million customer interactions can be analyzed to understand customers and how analytics is beginning to be used beyond basic reporting. Examples are given of analytics being used for customer segmentation, risk mitigation, and reducing transportation costs. Predictive analytics and big data are also discussed.
1) The document discusses competitive intelligence and provides an overview of the process involved, from planning to data collection, analysis, communication, decision-making, and feedback.
2) It describes each step in detail and provides examples. The planning phase involves defining key intelligence topics and questions. Data is collected from various primary and secondary sources. Various analysis methods are used including SWOT and Porter's Five Forces. Results are communicated in standard formats.
3) Success requires the right organizational framework including proper resources, systems, organization, costs, culture and skilled people. Key success factors include management support and taking a systematic, structured approach.
Digital transformation challenges and the marketing audit imperativeSilvia Rak
The digital transformation poses a unique opportunity for marketers: this process that puts a question mark on business models and erases whole industries offers a chance to take the marketing discipline to a more strategic level. Because at top level everything is under scrutiny, it is a springboard for everyone who would like to escape the “we’ve always done it this way” trap. But my prediction is: only few will make it.
Competitive Intelligence Analysis Tools For Economic DevelopmemtIntelegia Group
This document provides an overview of 9 competitive intelligence analysis tools: SWOT analysis, TOWS analysis, Boston Consulting Group matrix, competitor profile, GE McKinsey screen matrix, STEEP analysis, Porter's five forces model, product life cycle analysis, and SPACE matrix. For each tool, a brief description is given of its objective and the types of information needed to conduct the analysis. Tips are provided at the end on applying the tools effectively and developing competitive intelligence skills.
As a Market Research Intern at talentorder, one of my first tasks was to write up a report on FinTech influencers opinions of recruitment in FinTech.
I approached this task by interviewing various CEOs, COOs and other leaders in the industry and using their responses to delve deep into the current state of the FinTech labour market and the role recruitment services play in it.
I concluded by providing suggestions for the improvement of recruitment services operating in FinTech.
This document discusses competitive intelligence (CI) and how it can benefit firms. It defines CI as gathering information to avoid surprises, think ahead of rivals, and minimize uncertainty when making business decisions. The document outlines the basic CI process of securing buy-in, gathering secondary information from sources like websites and primary information from employees and clients, analyzing the information, and using it for strategic purposes like business development, scenario planning, and mergers and acquisitions. It argues that CI can give firms advantages over competitors by improving strategic decision making.
OpenMetadata Community Meeting - 5th June 2024OpenMetadata
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* How to run your own data quality framework
* What is the performance impact of running data quality frameworks
* How to run the test cases in your own ETL pipelines
* How the Incident Manager is integrated
* Get notified with alerts when test cases fail
Watch the meeting recording here - https://www.youtube.com/watch?v=UbNOje0kf6E
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j
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2. Table of Contents
→ Introduction
→ 4 Rules ‘ABCT’ to face the competitive challenges of 2020s
→ Challenging assumptions (A)
→ Identification of Blind-Spots (B)
→ Cultural intelligence (C)
→ Timeline analysis (T)
→ Conclusions and takeaways
4. Introduction
The future belongs to those who see external
threats before they become obvious to others
→ The organizations need to recognize, prioritize, and adapt to the range of real external threats
that now impact competitive advantage.
→ Actively monitoring external threats is not a new concept in the business landscape, rather its use
cases are available around us for ages.
→ In the world of sport, scouts are employed to spot precocious talent as well as monitor their rivals
→ A merchant shipping captain has a team not only to keep an eye on the internal instrumentation and
numbers but also to keep a 24 x 7 eye on the horizon for danger.
→ Risk assessment is deeply engrained in all military leaders.
→ Governments have their “eyes and ears” on the ground in countries around the world.
→ Employees are taught to consider the 3 Ps of people, process, and platform but it would not be
able to work unless leadership teams see an early warning radar as an investment rather than a
cost.
5. Four Rules ‘ABCT’ to face the
challenges of 2020s
— Challenging assumptions (A)
— Identification of Blind-Spots (B)
— Cultural intelligence (C)
— Timeline analysis (T)
6. From the 3 P’s, we can add
Four Rules ‘ABCT’ to face the
challenges of 2020s
Challenging assumptions (A)
An internal market analyst should be expected to challenge internal assumptions
that are not robust. The analyst needs to be skeptical by nature.
Identification of Blind-Spots (B)
It is rightly said - “We do not know what we do not know”. An empowered analyst
needs to minimize the frequency and nature of a surprise.
Cultural intelligence (C)
Moving from SWOT to TOWS is the future of competitive intelligence. TOWS, is a
more powerful way of thinking.
Timeline analysis (T)
Following competitor actions and analyzing the timeline of events is where most
organizations fail.
7. Challenging assumptions (A)
It is imperative for an internal market analyst to
challenge the internal mainstream assumptions
→ The best way for the analyst is to combine both primary and secondary intelligence.
→ The analyst needs to critically analyze each insight according to the market research.
→ The role of a technology-driven market intelligence system is crucial here.
→ The competitive market intelligence platform easily accesses relevant data for giving evidence to
challenge data insight.
→ But to solve this crucial purpose, appropriate budget needs to be allocated by the management
and strategy team to report facts that support quality decision making.
→ The All England Club (who runs the Wimbledon Tennis Championships) invested £1.5m per annum in a
virus-related insurance clause. Wimbledon Tennis now benefit from this clause that is set to be worth
over £100m. In hindsight, the early signals of the pandemic did exist. How easy would it have been for a
manager of the All England Club to cancel their £1.5m insurance premium citing “cost” as an excuse?
8. Identification of Blind-Spots (B)
It is rightly said - “We do not know what we do not
know”.
→ Nowadays, the leaders in the industry are recognized by their preparedness for the alarming
circumstances.
→ Businesses need to know threat before they are born to stay up in the race of competitive
industries.
→ With the strides of AI /machine learning accompanied with human intelligence, organizations
now leverage technology to gain actionable insights and minimize the chances of surprise in case
of negative impacts to businesses.
→ Organizations pursuing to level up need to invest in their processes and market intelligence to
build efficient early warning systems that captures and shares relevant industry information
throughout their enterprise.
→ Employees should be encouraged to challenge and raise red flags when further investigation is
required.
9. Cultural intelligence (C)
Moving from SWOT to TOWS is the future of
competitive intelligence
→ Market analyst are taught SWOT but a better model is the one which identifies external risks first.
So, TOWS is more powerful way of thinking.
→ The key is to always be skeptical of the analytics and the data you get hold of.
→ But the challenge of the time-pressured insight teams is to examine their ever-changing
environment to assess the level of change.
→ This produces a gap in understanding of the competitors’ business culture and reporting it to
senior leaders without deference to hierarchy.
→ So, to nullify such prejudices in the system, there is need for Cultural Intelligence to correctly
identify mistakes and deploy win-loss analysis.
10. Timeline analysis (T)
Following competitor actions and analyzing the
timeline of events is where most organizations fail.
→ Mostly organizations are blind-sided by a direct rival achieving the necessary licenses and/or
reimbursement to go to market quicker than one could possibly imagine.
→ Organizations not equipped with risk management techniques and data are often taken by
surprise when a competitor launches a radical innovation or similar development takes place
which was not foreseen by analyst.
→ Timeline analysis with other strategic measures of decision-making is a necessary step.
→ Such requirements become the cause for leading organizations across industries to connect with
a reputed market and competitive intelligence company and leverage their technology to
minimize or eliminate these risks.
12. → The buy-in for using market and competitive intelligence
platform is supposed to come from senior management
team who understand the importance of risk management
from market analytics.
→ Competitive analysis results in saving cost from substantial
error of judgement.
→ Many senior strategist present cases where secondary
monitoring capability helps them save and fix from multi-
million-dollar mistakes.
→ Such leaders also consider these 4 rules (ABCT) as criterions
of connecting current intelligence to find new alliances, new
partnerships, innovations, and new opportunities to grow
further.
Competitive Market Intelligence as a
capability optimizes the efficiencies of the
organization and supports better internal
decision making
Key takeaways
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