An introduction to the the concept highlighting the importance and significance of the it.

1. COMPETITIVE
INTELLIGENCE
ANALYSIS
GROUP 2
NEHARICA SHARMA
JAGRUTI DWIBEDI
VAISHALI ZILPE
SHOBHIT DALAL
PRADEEP YADAV
SAI VEMURI

2. What is Competitive Intelligence?
 Competitive Intelligence(CI) is the process of ethically gathering
and refining information enough so that it can be used to make
a strategic business decision.
 CI Data can radically enhance an organizations decision-making
process
 A company gets additional context about its own performance,
It can mine industry trends for actionable insights as well as
understand its competition in the near-frictionless environment
 CI allows a company to anticipate market developments
proactively – rather than merely react to them

3. Why Competitive Intelligence?
Playing the Game Better
 Focus on existing competitors /
Strategic position
 Leverage value chain strengths
 Incrementally Improve existing
strategies / tactics
Playing the Game Different
 New Market opportunity
 New Customers
 Develop / leverage new value
chain strengths
 New strategies / tactics

4. Recommendat
ions
Analysis of
Data
Sources of Data
Toolbar Data, Panel Data,
ISP Data, SE Data,
Tools u can use:
1. HitWise
2. ComScore
What to
Analyze?
1. Trends
2. Cost
3. Competitive
behavior
Track existing rivals
Anticipate New Rivals
Plan retaliation
CI Pyramid

5. How CI Analysis is Done?
 Collect the information (with a first stage -
deciding what to collect)
 Converting information into intelligence
(with three steps: CIA -Collate and catalogue
it, Integrate it with other pieces of information &
Analyze and interpret it)
 Communicating the intelligence.
 Countering any adverse competitor actions -
i.e. using the intelligence.

6. Competitor Analysis
What is competitors FUTURE
objective / goals?
What drives the Competitors?
What is their attitude towards
risk?
What is competitors CURRENT
Strategy?
How are they currently
competing?
How beneficial is this strategy in
the competitive structure?
What ASSUMPTIONS do Competitors
hold about the industry and
themselves?
Are we assuming stable competitive
conditions?
What are the competitors
CAPABILITIES?
How do our capabilities compare
to theirs
What are their strengths and
weaknesses?

7. Who’s Job Is It?
Departments
Project
Managers
Top Executives
Planning and Finance
Analyst
Department
Managers
Independent
Consultants
Departments

8. Market Research Statistics
 A recent Fortune 500 company survey showed that 55
percent make use of competitive information in composing
business strategy.
 Many companies still struggle with the process (Wright and
Calof, 2006). There are two main reasons. The first is
ignorance – many companies simply do not know how to
gather and analyze external information properly or
effectively. The second reason is somewhat arrogance.
Confident in their belief that they are serving customers
better than anyone, companies erroneously contend that
competitor actions do not matter (Kahaner, 1998).

9. AMD vs INTEL
 AMD measures Intel performance
 Measure growth of visitors trends
 Identify Intel’s traffic sources
 Also, accesses CI data of other
semi-conductor industries
 Devices strategy to improve its
performance.

10. Synopsis
 According to the former Kellogg USA President Gary Costly,
“The big payoff for CI is that it will point out weakness that
you have internally because of the strength of your
competitors. Companies that don’t do this will fail.”
 The ability to produce and use CI will become a necessity in
the near future for most organizations.
 There is no other source of data on the planet quite like
competitive intelligence data. So use it.

11. Thank You