This paper briefly describes what competitive intelligence is, then proposes a competitive intelligence initiative along with suggestions for a structural framework, scope, and individual skills and tools necessary to be successful.
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.
What is Competitive Intelligence (CI) and What It Should IncludeTrainOurTroops.org
* Online course: https://www.voiceofthebusinessacademy.com/course/what-competitive-intelligence-ci-and-what-it-should-include
While market research often focuses on fulfilling specific information needs, Competitive Intelligence is an ongoing process of developing a holistic analysis of your organizational environment. “Competitive” Intelligence is not “Competitor” Intelligence. Competitive Intelligence can focus on a specific aspect of Competitor Intelligence, but it can also focus on other disciplines such as products, customers, employees, lost prospects, marketing, sales or environmental aspects. Competitive Intelligence provides organizations with a competitive advantage in any of those disciplines when a structured program is properly implemented, managed and maintained.
Competitive Intelligence is not market research, nor is it espionage, nor is it simply doing internet searches. It is a completely legal and an ever increasingly essential element in allowing organizations to make more effective decisions on both strategic and tactical initiatives. Competitive Intelligence also provides vital insights and serves as an early warning of future events, which uncovers positive or negative impacts to your organization.
One of the most important aspects of implementing any intelligence program is the ability to convert data and information into actionable intelligence. It is often said that information costs you money, while intelligence makes you money. In order for that to happen the data and information obtained has to be strategic, unbiased, measurable, actionable, and above all, repeatable. Without that foundation in-place, intelligence programs are much more susceptible to failure.
This webinar will uncover and discuss all aspects an organization should understand and consider when it comes to what Competitive Intelligence is comprised of and all the different facets that it can be leveraged for.
Competitive Intelligence is critical to any company striving to make their product deliver the value customers expect. As a Product Manager, you want to keep a holistic view of both your client’s opinion, desire and thoughts on new development, combined with a perspective on what your competition will be up to next. After all, the competition has smart Product Managers who may have discovered an important service or product angle those customers are going to want.
With social media in a mature phase, can’t you just rely on Twitter Feeds, news aggregators, and information from the odd LinkedIn Group? Is that enough? What else should you be doing to stay ahead of you competitors?
Join our guest speaker, Zena Applebaum, of Bennet Jones LLP, for a practical discussion about where to look for competitive intelligence (ethically), how to collect it, the questions you should be asking, who to ask, and how best to use the intel once you have it
Competition is getting more intense. Globalisation has finally arrived in every country of the world. It is crucial to know your own strengths
and weaknesses as well as these of your „enemies.“
Companies that want to be “ahead of the competition“ must have a
well-performing radar system in order to analyse their competitors and market developments, and to be able to identify relevant opportunities or threats on time .
Competitive Intelligence is the art of always staying one step ahead of
the competition.
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.
What is Competitive Intelligence (CI) and What It Should IncludeTrainOurTroops.org
* Online course: https://www.voiceofthebusinessacademy.com/course/what-competitive-intelligence-ci-and-what-it-should-include
While market research often focuses on fulfilling specific information needs, Competitive Intelligence is an ongoing process of developing a holistic analysis of your organizational environment. “Competitive” Intelligence is not “Competitor” Intelligence. Competitive Intelligence can focus on a specific aspect of Competitor Intelligence, but it can also focus on other disciplines such as products, customers, employees, lost prospects, marketing, sales or environmental aspects. Competitive Intelligence provides organizations with a competitive advantage in any of those disciplines when a structured program is properly implemented, managed and maintained.
Competitive Intelligence is not market research, nor is it espionage, nor is it simply doing internet searches. It is a completely legal and an ever increasingly essential element in allowing organizations to make more effective decisions on both strategic and tactical initiatives. Competitive Intelligence also provides vital insights and serves as an early warning of future events, which uncovers positive or negative impacts to your organization.
One of the most important aspects of implementing any intelligence program is the ability to convert data and information into actionable intelligence. It is often said that information costs you money, while intelligence makes you money. In order for that to happen the data and information obtained has to be strategic, unbiased, measurable, actionable, and above all, repeatable. Without that foundation in-place, intelligence programs are much more susceptible to failure.
This webinar will uncover and discuss all aspects an organization should understand and consider when it comes to what Competitive Intelligence is comprised of and all the different facets that it can be leveraged for.
Competitive Intelligence is critical to any company striving to make their product deliver the value customers expect. As a Product Manager, you want to keep a holistic view of both your client’s opinion, desire and thoughts on new development, combined with a perspective on what your competition will be up to next. After all, the competition has smart Product Managers who may have discovered an important service or product angle those customers are going to want.
With social media in a mature phase, can’t you just rely on Twitter Feeds, news aggregators, and information from the odd LinkedIn Group? Is that enough? What else should you be doing to stay ahead of you competitors?
Join our guest speaker, Zena Applebaum, of Bennet Jones LLP, for a practical discussion about where to look for competitive intelligence (ethically), how to collect it, the questions you should be asking, who to ask, and how best to use the intel once you have it
Competition is getting more intense. Globalisation has finally arrived in every country of the world. It is crucial to know your own strengths
and weaknesses as well as these of your „enemies.“
Companies that want to be “ahead of the competition“ must have a
well-performing radar system in order to analyse their competitors and market developments, and to be able to identify relevant opportunities or threats on time .
Competitive Intelligence is the art of always staying one step ahead of
the competition.
How to Measure Strategic Market and Competitive Intelligence PerformanceIntelCollab.com
What is it worth? The question is as old as commerce itself...
Decision-makers want to be sure they are expending the appropriate amount of resources on the right kind of activities to maximize value.
Intense, hyper-competitive environments and stakeholder concerns continue to create pressure on firms to enhance spending efficiency wherever possible. Senior managers expect to see tangible return on their investments and often complain about the lack of understanding of how a given activity like CI, actually contributes to the bottom line. Numbers-driven CEOs and CFOs need to know that CI budgets and activities are efficiently making a tangible contribution to desired performance.
Too many CI executives lack convincing responses when asked by senior executives to justify their budgets or staffing requests, whether it be financial measures like return on investment (ROI) and internal rate of return (IRR), year-on-year productivity improvement indices, or just doing far more with much less. Unfortunately, even after decades of practice and scholarly research on this topic, no accepted industry convention or “plug and play” software application exists to reliably make the case for and connect CI results with organizational ones.
Benefiting from nearly two decades of successful experience in leading several top CI functions, we'll discuss a variety of approaches, philosophies, processes and methods to illuminate discussions about results and performance between intelligence and organizational leadership. Specifically, the session will look at:
- Measurement and valuation approaches and tactics demonstrated to work (as well as those that don’t)
- Critical factors to address in demonstrating CI performance and its impact to the organization when the time comes to ask for more resources
- Quantifiable methods for connecting intelligence results with organizational performance
Training Material - Competitive Intelligence - The Life Blood Of Strategy - A...Sadashiv Borgaonkar
This is the training material of Competitive Intelligence. 136 Pages.
Competitive Intelligence is the life blood of strategy
The Ultimate Goal Of Each Intelligence Process Is To Facilitate Decision – Making That Leads To Action.
Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making
Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making.
Acquiring capacity for understanding key business activities in the environments and developing appropriate action points for business and organisational excellence.
Slides from a recent workshop @Found.ation:
"How to create a successful e-shop"
“Track your competitors and adjust your strategy”
George Giannakeas
Marketing and Product Director e-FOOD.gr
george@e-food.gr
@gioris
Slides Dominic Gadoury recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Making Analytics Actionable for Financial Institutions (Part II of III)Cognizant
To identify meaningful use cases for analytics-driven banking and financial services solutions, organizations need a thorough understanding of how customer interactions align with context and anticipate needs, while simplifying the decision-making process.
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
Competitive Intelligence Template for Digital Marketers. The template covers 3 most important topics for digital marketers:
1. Social Media
2. Blog / Content Marketing
3. SEO
Competitive Intelligence for Market Researchers: an Exercise-Driven, Interact...Arik Johnson
Introduction to Competitive Intelligence Principles Workshop, Designed for a Market Research Audience and Delivered at the 2006 Institute for International Research (IIR) Market Research Event in Los Angeles, California October 22
How to Measure Strategic Market and Competitive Intelligence PerformanceIntelCollab.com
What is it worth? The question is as old as commerce itself...
Decision-makers want to be sure they are expending the appropriate amount of resources on the right kind of activities to maximize value.
Intense, hyper-competitive environments and stakeholder concerns continue to create pressure on firms to enhance spending efficiency wherever possible. Senior managers expect to see tangible return on their investments and often complain about the lack of understanding of how a given activity like CI, actually contributes to the bottom line. Numbers-driven CEOs and CFOs need to know that CI budgets and activities are efficiently making a tangible contribution to desired performance.
Too many CI executives lack convincing responses when asked by senior executives to justify their budgets or staffing requests, whether it be financial measures like return on investment (ROI) and internal rate of return (IRR), year-on-year productivity improvement indices, or just doing far more with much less. Unfortunately, even after decades of practice and scholarly research on this topic, no accepted industry convention or “plug and play” software application exists to reliably make the case for and connect CI results with organizational ones.
Benefiting from nearly two decades of successful experience in leading several top CI functions, we'll discuss a variety of approaches, philosophies, processes and methods to illuminate discussions about results and performance between intelligence and organizational leadership. Specifically, the session will look at:
- Measurement and valuation approaches and tactics demonstrated to work (as well as those that don’t)
- Critical factors to address in demonstrating CI performance and its impact to the organization when the time comes to ask for more resources
- Quantifiable methods for connecting intelligence results with organizational performance
Training Material - Competitive Intelligence - The Life Blood Of Strategy - A...Sadashiv Borgaonkar
This is the training material of Competitive Intelligence. 136 Pages.
Competitive Intelligence is the life blood of strategy
The Ultimate Goal Of Each Intelligence Process Is To Facilitate Decision – Making That Leads To Action.
Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making
Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making.
Acquiring capacity for understanding key business activities in the environments and developing appropriate action points for business and organisational excellence.
Slides from a recent workshop @Found.ation:
"How to create a successful e-shop"
“Track your competitors and adjust your strategy”
George Giannakeas
Marketing and Product Director e-FOOD.gr
george@e-food.gr
@gioris
Slides Dominic Gadoury recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Making Analytics Actionable for Financial Institutions (Part II of III)Cognizant
To identify meaningful use cases for analytics-driven banking and financial services solutions, organizations need a thorough understanding of how customer interactions align with context and anticipate needs, while simplifying the decision-making process.
The current model of GS100 is based on market performance and
leadership, breadth of services, spread of global delivery capabilities, and
customer leadership. Next year, we would extend the model to measure
how service providers move towards leveraging platforms and solutions to
deliver the next wave of business value.
Congratulations to all the GS100 companies!
Competitive Intelligence Template for Digital Marketers. The template covers 3 most important topics for digital marketers:
1. Social Media
2. Blog / Content Marketing
3. SEO
Competitive Intelligence for Market Researchers: an Exercise-Driven, Interact...Arik Johnson
Introduction to Competitive Intelligence Principles Workshop, Designed for a Market Research Audience and Delivered at the 2006 Institute for International Research (IIR) Market Research Event in Los Angeles, California October 22
This is a competitive matrix prepared for Starbucks Corporation. A case study under the doctorate program of PLM. The competitors analyzed were McDonald's and Dunkin Donuts
What makes up a good Competitive Intelligence program - Brian Groth - Feb 2013Brian Groth
Brian Groth’s view of some of the items that make up a good Competitive Intelligence program, which covers Overview & Approach, Getting Started, Supporting Sales & Marketing, and Taking your CI program further.
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
To download the editable version of this document, go to www.slidebooks.com
Market & competitor analysis template in PPT created by former Deloitte & McKinsey management consultants and talented designers.
Driving Innovation Through Information: Drive Healthcare Innovation by Riding These Three Waves of Change - technology leaders and organizations can use this as a planning guide and reference point as they develop their strategies, plans, and budgets. This can also serve as a tool to help identify scenarios for scenario-based planning (e.g., what-if consumerism becomes a greater influence?).
7 Reasons why Companies & Government should invest in Digital TransformationIsmail Sayeed
Early adoption of digital solutions to provide services, whether health related or not, allows organisations to be ready for future user demands. The large pool of data on patterns of service/product consumption, feedback and possible future behaviour (extracted from data analytics) can guide strategic decisions on what to invest in and for whom.
Digital healthcare innovation was needed decades ago, with or without a global health emergency. Other industries with complex systems have rapidly adopted digital transformation; such as logistics networks, taxation, commerce and others
- except healthcare.
A company that is already accustomed to some form of digital-based communication and operations (as much as possible) are the ones most able to survive and thrive in these circumstances.
A government body that can still function and serve remotely and digitally is the most ideal form of democracy. An organisation with remote workers, paperless reporting, established telecommunications through all chains of command are really agile in its truest form.
I had predicted 2 years ago that digital healthcare solutions would be the dominant narrative for the emerging middle class of many developing countries in Asia.
it is time for the global industry to transform itself to the new reality.
Now.
Included
SLEPT FACTORS
Social and legal factors
Economic and competitive factors
Political factors
E-government
Technological innovation and technology assessment
E-commerce and globalization
SHORT TERMS RELATED TO ECOMMERCE
REFERENCES: E-Business and E-Commerce Management Strategy, Implementation and Practice by Dave Chaffey
GBS Sample 1Name_ID_GBS Task 1.pdf1 P a g e .docxshericehewat
GBS Sample 1/Name_ID_GBS Task 1.pdf
1 | P a g e
Global Business Strategy
Level 7 - Unit 7.2
International Business
Environment Analysis.
Report – Activity 1
Revised 18 Sept 2015
2 | P a g e
Contents
Section Details Page
Activity 1
Introduction Company profile 4
1a International business environment Analysis Techniques 4 – 7
1b Analysis of the micro and macro of Marks & Spencer‟s PLC 7 – 8
1c The impact of international business environment on Marks & Spencer‟s 8 – 9
1d What does globalization mean for Marks & Spencer‟s? 9 – 10
1a (2) What is the extent of globalization on organizations? 10
3 | P a g e
1b (2) Operating structures different organizations in international markets. 10 – 11
References 12
Introduction
Marks & Spencer PLC was founded in 1884.It has grown from a single market stall to an
international multi-channel retailer. They sell stylish, high quality value clothing and home
products as well as food, responsibly sourced from around 3,000 suppliers globally. Their
portfolio covers general merchandise, food, international and multi-channel across 54
international territories with nearly 86,000 employees.(Marks and Spencer, 2014).
International business environment Analysis Techniques
Business environment is the combination of internal and external factors that influence a
company‟s operating situation and the overall business. It is both Micro and Macro in nature.
Micro or internal factors are controllable and could include management style, organizational
culture, mission and value statement. Whereas Macro or external factors are uncontrollable these
http://www.businessdictionary.com/definition/combination.html
4 | P a g e
factors are often both dynamic & complex. Business environment factors can include new
policies, procedures, government changes, improvements in technology, social and economic
trends(Nonaka, I., and Takeuchi, H, 1995).The reason for analyzing the business environment is
to highlight opportunities and threats. Knowing the opportunities and threats to the business
allows the company to set a strong business strategy and understand better where to invest,
expand, diversify and downscale. There are a number of different tools we can use to analyse
both the Micro & Marco factors within a business.
Micro can be analysed with Porters 5 forces model.Porter identified that there are 5 key
forces that influence business that needed to be analysed in order to develop a competitive
advantage (Porter, 1985). These forces are supplier power, buyer power, competitive rivalry,
threat of substitution &threat of new entryand are used for strategic industry analysis. The
positives of using this technique to analyze is that it looks at a wider range of competitors and it
forces the business to look externally. However this is a relatively old model that may not be
suitable ...
Chapter 9 Health Economics in a Health Policy Context.docxmccormicknadine86
Chapter 9
Health Economics in a Health Policy Context
Chapter OverviewProvides a basic overview of economics and why it is important for health policymakers to be familiar with basic economic conceptsFocuses on:How economists make decisionsSupplyDemandMarkets
*
Economic Decision MakingEconomists believe that people are rational actors who will never purposely choose to make themselves worse off.People seek to maximize utility.Given the scarcity of resources, decisions need to be made about the production, distribution, and consumption of healthcare resources.Consider individual preference and efficiency.
*
Demand
(1 of 2)Demand—the quantity of goods and services that a consumer is willing and able to purchase over a specified timeCommon demand shiftersPrice of the original good, price of a substitute good, and price of a complementary goodIncomeQuality (actual or perceived)
Demand
(2 of 2)Price elasticity of demand—the percentage change in the quantity demanded resulting from a 1% change in priceIf a product is elastic, a change in price will result in an equivalent or greater change in demand.If a product is inelastic, demand for the good is not sensitive to a change in price.
*
Health Insurance and DemandHealth insurance acts as a buffer between the consumer and cost of healthcare goods and services.Goods and services cost the consumer less than the charged price because of the presence of health insurance.Moral hazardBecause a consumer does not pay the full cost of a good, the consumer may purchase more goods than he or she would otherwise purchase without insurance.
*
Supply
(1 of 3)Supply—the amount of goods and services that producers are able and willing to sell at a given price over a given period of time.Common supply shiftersInput costsSale priceNumber of sellersChange in technology
Supply
(2 of 3)Supply elasticity—the percentage change in quantity supplied resulting from a 1% increase in the price (or other variables, such as inputs) of buying the good.If a product is elastic, a change in price (or other variables) will result in an equivalent or greater change in supply.If a product is inelastic, supply of the good is not sensitive to a change in price (or other variables).
*
Supply
(3 of 3)Suppliers are driven to maximize profit.In a competitive market, profit is maximized at the level of output where marginal cost equals price.Equilibrium exists in the market when there is a balance between the quantity supplied and the quantity demanded.
Health Insurance and SupplyThe presence of health insurance may impact a provider’s willingness to supply goods and services.Competing concernsProviders act as patient’s agent and act in patient’s best interest.Providers may have a financial incentive to act or refrain from acting in a certain way due to insurance arrangements or the lack of insurance.Supplier-induced demand is the provider version of moral hazard.Providers create a demand beyond ...
Chapter 9 Health Economics in a Health Policy Context.docxtiffanyd4
Chapter 9
Health Economics in a Health Policy Context
Chapter OverviewProvides a basic overview of economics and why it is important for health policymakers to be familiar with basic economic conceptsFocuses on:How economists make decisionsSupplyDemandMarkets
*
Economic Decision MakingEconomists believe that people are rational actors who will never purposely choose to make themselves worse off.People seek to maximize utility.Given the scarcity of resources, decisions need to be made about the production, distribution, and consumption of healthcare resources.Consider individual preference and efficiency.
*
Demand
(1 of 2)Demand—the quantity of goods and services that a consumer is willing and able to purchase over a specified timeCommon demand shiftersPrice of the original good, price of a substitute good, and price of a complementary goodIncomeQuality (actual or perceived)
Demand
(2 of 2)Price elasticity of demand—the percentage change in the quantity demanded resulting from a 1% change in priceIf a product is elastic, a change in price will result in an equivalent or greater change in demand.If a product is inelastic, demand for the good is not sensitive to a change in price.
*
Health Insurance and DemandHealth insurance acts as a buffer between the consumer and cost of healthcare goods and services.Goods and services cost the consumer less than the charged price because of the presence of health insurance.Moral hazardBecause a consumer does not pay the full cost of a good, the consumer may purchase more goods than he or she would otherwise purchase without insurance.
*
Supply
(1 of 3)Supply—the amount of goods and services that producers are able and willing to sell at a given price over a given period of time.Common supply shiftersInput costsSale priceNumber of sellersChange in technology
Supply
(2 of 3)Supply elasticity—the percentage change in quantity supplied resulting from a 1% increase in the price (or other variables, such as inputs) of buying the good.If a product is elastic, a change in price (or other variables) will result in an equivalent or greater change in supply.If a product is inelastic, supply of the good is not sensitive to a change in price (or other variables).
*
Supply
(3 of 3)Suppliers are driven to maximize profit.In a competitive market, profit is maximized at the level of output where marginal cost equals price.Equilibrium exists in the market when there is a balance between the quantity supplied and the quantity demanded.
Health Insurance and SupplyThe presence of health insurance may impact a provider’s willingness to supply goods and services.Competing concernsProviders act as patient’s agent and act in patient’s best interest.Providers may have a financial incentive to act or refrain from acting in a certain way due to insurance arrangements or the lack of insurance.Supplier-induced demand is the provider version of moral hazard.Providers create a demand beyond .
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
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e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
Maintain & Audit Business Continuity PlansAmalfiCORE, LLC
This document describes how to maintain continuity plans, specifically the COOP and EOP. It describes key plan steps, suggests self-assessment instruments, and makes a case of conducting both internal reviews and external audits. It identifies the appropriate standards for the public sector, describes the audit elements and process, who should be involved, functions and documents to review, the audit approach, and how to manage shortcomings and make improvements.
This paper describes the financial challenges faced by a companies with global supply
chains and some suggested actions to realize and mitigate risks using among other
strategies understanding of options including joining the C-TPAT program.[2]
Report back on this week\'s poll results regarding who should be the corporate communicator during a disaster and do organizations have a robust plan in place.