This document discusses defining the position of a competitive intelligence (CI) unit within an organization. It provides an overview of key considerations in developing an effective CI unit mission statement, including the unit's process, type, scope, location, time span, and objectives. The six dimensions framework can help guide creation of a mission statement tailored to an individual organization's culture and needs. Developing a clear mission statement is important for ensuring the CI unit meets the varying requirements of internal clients.
1) Knowledge management in organizations is influenced by various managerial, resource, and environmental factors.
2) Managerial influences include leadership, coordination, control, and measurement of knowledge activities. Effective leadership and coordination of knowledge resources are important.
3) Resource influences refer to financial resources, knowledge manipulation skills of employees, and knowledge resources themselves. The availability of these resources impacts knowledge management.
4) Environmental factors outside an organization's control, such as competition, markets, and social trends can also constrain or enable knowledge management activities.
This document discusses knowledge management and related topics. It begins with an introduction to knowledge management, defining it as capturing and using a company's collective expertise. It then discusses different definitions and aspects of knowledge management. The document also discusses the relationship between management information systems and knowledge management. It explores various types of information and how they relate to knowledge management systems. Finally, it provides a brief history of knowledge management, tracing its development from earlier management theories through its emergence as a distinct field in the late 20th century.
Business Intelligence - A Gift for Decision Maker for the Effective Decision ...IJERDJOURNAL
ABSTRACT: Business Intelligence is a socio-technical concept emerged to help managers especially in their decision making tasks. A manager with different decision making styles has been started to make use of business intelligence in their own ways. Are the all managers taking benefits of Business intelligence in the same way? Does Business intelligence give each category what they want in the decision making process? If the answer to these questions is – No, then what is the expectation of managers from BI having different decision making style? Will BI could satisfy their needs? If yes, then how? By using well-formed theory in different styles of decision making and taking BI capabilities into consideration this paper highlights the framework which defines appropriate BI capabilities with each decision making style. Study shows in order to serve each style of decision in which BI capabilities changes with respect to style. It is believed that by making BI customized based on decision making styles; BI would be the much more successful in serving all the categories of managers
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
Monitoring And Evaluation Of Knowledge Management ElbEwen Le Borgne
Presentation from the IKM-Emergent group presenting work on M&E of knowledge management. Presentation given during the KMIC webinar organised by USAID.
This document discusses knowledge audits and knowledge management. It provides definitions and methodologies for conducting a knowledge audit. A knowledge audit reviews an organization's knowledge assets and systems to identify what knowledge exists, where it is located, who possesses it, and how it can be better leveraged. The goals are to solve problems, fill knowledge gaps, and prioritize knowledge management initiatives. A knowledge audit is a key part of strategic planning and demonstrates an organization's capabilities. It involves interviewing employees at all levels to understand information and knowledge needs, flows, and barriers to sharing.
1) Knowledge management in organizations is influenced by various managerial, resource, and environmental factors.
2) Managerial influences include leadership, coordination, control, and measurement of knowledge activities. Effective leadership and coordination of knowledge resources are important.
3) Resource influences refer to financial resources, knowledge manipulation skills of employees, and knowledge resources themselves. The availability of these resources impacts knowledge management.
4) Environmental factors outside an organization's control, such as competition, markets, and social trends can also constrain or enable knowledge management activities.
This document discusses knowledge management and related topics. It begins with an introduction to knowledge management, defining it as capturing and using a company's collective expertise. It then discusses different definitions and aspects of knowledge management. The document also discusses the relationship between management information systems and knowledge management. It explores various types of information and how they relate to knowledge management systems. Finally, it provides a brief history of knowledge management, tracing its development from earlier management theories through its emergence as a distinct field in the late 20th century.
Business Intelligence - A Gift for Decision Maker for the Effective Decision ...IJERDJOURNAL
ABSTRACT: Business Intelligence is a socio-technical concept emerged to help managers especially in their decision making tasks. A manager with different decision making styles has been started to make use of business intelligence in their own ways. Are the all managers taking benefits of Business intelligence in the same way? Does Business intelligence give each category what they want in the decision making process? If the answer to these questions is – No, then what is the expectation of managers from BI having different decision making style? Will BI could satisfy their needs? If yes, then how? By using well-formed theory in different styles of decision making and taking BI capabilities into consideration this paper highlights the framework which defines appropriate BI capabilities with each decision making style. Study shows in order to serve each style of decision in which BI capabilities changes with respect to style. It is believed that by making BI customized based on decision making styles; BI would be the much more successful in serving all the categories of managers
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
Monitoring And Evaluation Of Knowledge Management ElbEwen Le Borgne
Presentation from the IKM-Emergent group presenting work on M&E of knowledge management. Presentation given during the KMIC webinar organised by USAID.
This document discusses knowledge audits and knowledge management. It provides definitions and methodologies for conducting a knowledge audit. A knowledge audit reviews an organization's knowledge assets and systems to identify what knowledge exists, where it is located, who possesses it, and how it can be better leveraged. The goals are to solve problems, fill knowledge gaps, and prioritize knowledge management initiatives. A knowledge audit is a key part of strategic planning and demonstrates an organization's capabilities. It involves interviewing employees at all levels to understand information and knowledge needs, flows, and barriers to sharing.
This document discusses knowledge organization. It defines a knowledge organization as one that uses systems and processes to generate, transform, manage, use and transfer knowledge to achieve organizational goals. It outlines the key functions of a knowledge organization as generating content, transforming content into products/services, preserving and managing content, using content to achieve goals, and transferring content externally. It also discusses the history and development of knowledge organizations since the 1970s. Finally, it identifies six key processes in knowledge organization: knowledge discovery and detection; knowledge organization and assessment; knowledge sharing; knowledge reuse; knowledge creation; and knowledge acquisition.
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
The document contains a chapter quiz on strategic management concepts including external analysis, competitive forces, international business challenges, and forecasting methods. It tests understanding of concepts like Porter's five forces model, reasons for shifts in foreign direct investment, and appropriate forecasting approaches given certain conditions. Correct answers are provided for multiple choice questions testing comprehension of strategic management terminology and theories.
The document summarizes key points from a chapter in a management textbook about strategic planning. It discusses the foundations of strategic competitiveness, including concepts like competitive advantage and strategies. It also summarizes the strategic management process, types of strategies used by organizations, how strategies are formulated, and current issues in strategy implementation. The document uses examples, figures, and study questions to highlight and explain these various aspects of strategic planning.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
The document describes the Bukowitz & Williams knowledge management model, which consists of eight stages: Get, Use, Learn, Contribute, Assess, Build, Divest, and Knowledge. It is a cyclical process that helps organizations strategically manage knowledge by seeking, applying, learning from, sharing, evaluating, growing, releasing if needed, and building their knowledge base. The model emphasizes both tacit and explicit knowledge and stresses the importance of learning from experiences, contributing to communal knowledge, and assessing intellectual capital needs over time.
This document discusses concepts related to management information systems (MIS) and information technology (IT). It defines MIS as an integrated user-machine system that provides information to support operations, management, analysis and decision-making. It also discusses how organizations use IT and IS to automate processes, support business operations and gain strategic advantages. Finally, it provides examples of information systems used in local government units like Dagupan City to improve work processes and service delivery through increased digitalization.
This document provides an overview of the methodology used in a study examining how knowledge management improves the service industry. It uses a qualitative case study approach to analyze two case studies - a health care project called WISECARE and a large bank, HSBC. Secondary data is collected from documentation and analyzed to understand how these organizations utilize knowledge management. Some key findings are that knowledge management can provide benefits like greater competencies, innovation, and knowledge sharing. It also discusses some potential barriers to implementing knowledge management, like capturing and integrating knowledge across an organization. The document provides theoretical background on topics like knowledge, knowledge management, culture and knowledge sharing. It aims to understand why knowledge management is important for service companies and how they can use it to
Km Implementation Strategies Case Studies V2 1 March2011Afolabi Adesola
This document summarizes a presentation on knowledge management implementation strategies and case studies. It discusses key concepts in knowledge management like defining knowledge and different approaches. It then presents an integrated knowledge management model with three elements - learning organization, innovating, and intellectual capital. The document analyzes six case studies of organizations that have implemented knowledge management strategies. It examines their projects, approaches, implementation processes, and measurements of success. The analysis found most projects focused on sharing best practices, with few truly innovative projects. The case studies provided lessons on common and unique implementation strategies among practitioners.
Impact of knowledge management processes on organizational performanceAlexander Decker
This document discusses a study on the impact of knowledge management processes on organizational performance at the Institute of Technical Learning in Iraq. It conducted a survey of 33 department chairs to examine the relationship between knowledge management processes (knowledge generation, storage, publication, and application) and dimensions of organizational performance (personal behavior, scientific performance, social responsibility, and job relations). The study found significant correlations between knowledge management processes and organizational performance indicators. It concluded that knowledge management operations have a significant impact on organizational performance and recommended that research and development units be established in the colleges to generate new knowledge and enhance performance.
1. The document provides answers to a final exam for a marketing or business course. It includes multiple choice questions covering topics like marketing research, target markets, negotiation, organizational behavior, and finance.
2. Some key topics assessed include the innovation process, customer perceived value, marketing intelligence techniques, types of innovation, defining innovations, and approaches to target market selection.
3. The exam also addresses concepts related to customer satisfaction, marketing information systems, market segmentation, marketing communications, leadership, negotiation, training, personality theory, and behavioral biases. Questions cover principles of finance including risk, return, and capital structure.
This document discusses frameworks for understanding the hidden competitive intelligence needs of firms. It examines how both internal and external factors can compel a firm to establish a formal competitive intelligence process. Two common approaches for examining intelligence needs - direct questioning of decision-makers and studying a firm's strategy and objectives - are described. However, these may fail to detect needs early due to issues like managerial assumptions and blind spots. The document proposes examining contingency factors like a firm's environment, strategies, and manager traits to better determine when a competitive intelligence program is needed and what type is required.
The document discusses how values are integrated into resource allocation decisions through multi-criteria decision analysis (MCDA). MCDA involves specifying criteria and weighting them to reflect values. Criteria must be clearly defined and allow comparison of alternatives. Applying the criteria results in scores that measure each alternative's net benefit, allowing for comparison across alternatives based on the criteria and weights. The goal is to make value judgments explicit and transparent.
Strategic management-multiple-choice-questions SIDDANNA M BALAPGOLSiddanna Balapgol
Nokia's vision is to empower everyone to share and make the most of their lives by offering irresistible personal experiences through ubiquitous connectivity. Their mission is connecting people by delivering a wide range of mobile devices and services. Nokia has organizational structures like Mobile Solutions and Mobile Phones to develop smartphones and affordable phones. They also have joint ventures like Nokia Siemens Networks to provide infrastructure to operators. Nokia's strategic formulation includes their vision to become the leading mobile solutions provider and empower people through technology that becomes invisible and intuitive.
The document discusses the concept of strategy from various perspectives. It begins by noting that strategy can be viewed as both complex and nebulous or simple and clear. The reality is that there is no single definition of strategy and opinions vary. The document then examines different elements and frameworks for understanding strategy, including its key components of arena, staging, vehicles, differentiators and economic logic. It also explores the iterative nature of strategy development and challenges of implementation. Overall, the document suggests that good strategy provides a sustainable advantage, is flexible but not reactive, incorporates all key elements cohesively, and considers organizational change needs for effective execution.
This document discusses strategic management in a competitive business environment. It defines strategic management as a process and logic for determining and controlling an organization's strategic position in its environment. Strategic management aims to define strategies and processes to help management adapt to dynamics of today through goals and methods. The document discusses the importance of strategic management for achieving effective projects to fulfill an organization's mission. It also discusses how strategic management allows deliberate management of progress and building of resources toward a desired future state.
The document discusses the concept of strategy and argues that many executives do not truly have an integrated strategy. It presents a framework that a true strategy should have five elements: arenas (where the business will be active), vehicles (how it will get there), differentiators (how it will win in the marketplace), staging (the speed and sequence of moves), and economic logic (how it will obtain returns). Having these five elements that form a coherent whole is essential for a successful strategy, rather than just having fragmented strategic threads or declaring everything as strategy.
Organizing is arranging resources to accomplish goals. Major organization structures include functional, divisional, matrix, team, network, and boundaryless. Functional structures group similar tasks but can create silos. Divisional structures avoid this by focusing on products, customers, regions, or processes but can duplicate efforts. Matrix combines functional and divisional benefits. New structures emphasize horizontal and team-based approaches, outsourcing non-core functions through network structures, and permeable internal and external boundaries in boundaryless organizations.
This document discusses strategic management concepts including strategy, competitive advantage, core competence, synergy, value creation, and emergent strategies. It provides examples of each concept from companies like Toyota, Reliance Industries, and Honda. The key points are:
- Strategy involves how a company distinguishes itself and competes in its industry to gain advantage.
- Core competence refers to an activity a company excels in compared to competitors, like Toyota's focus on efficiency and quality.
- Synergy occurs when different business units work together to create value, as seen in integrated oil and gas companies.
- Value creation involves understanding customers and developing offerings that deliver the most benefit. Emergent strategies can arise from un
The document discusses standards that must be followed by Wright Aircraft Corp to enable an effective information security program, noting that compliance is mandatory though deviation is possible with approval. The standards define minimum baseline procedures, practices, and configurations for systems and related topics to provide a single reference point during various stages of development and contracting. However, the standards do not provide detailed instructions for how to meet the company's policies.
This document summarizes an article from the Journal of Intelligence Studies in Business about establishing a competitive intelligence system for mobile devices.
[1] It proposes a multidimensional competitive intelligence analysis model called XPlor EveryWhere to capture information about decisions from multiple dimensions. The model combines environmental scanning and knowledge discovery in text.
[2] XPlor EveryWhere's competitive intelligence system architecture includes planning activities to define analysis needs and indicators. It also manages information sharing between actors and defines user profiles.
[3] The planning activities describe the information needed to guide exploratory analysis using a modified 5W-1H method. Once completed, the results are stored for later analysis in the competitive intelligence system.
This document discusses knowledge organization. It defines a knowledge organization as one that uses systems and processes to generate, transform, manage, use and transfer knowledge to achieve organizational goals. It outlines the key functions of a knowledge organization as generating content, transforming content into products/services, preserving and managing content, using content to achieve goals, and transferring content externally. It also discusses the history and development of knowledge organizations since the 1970s. Finally, it identifies six key processes in knowledge organization: knowledge discovery and detection; knowledge organization and assessment; knowledge sharing; knowledge reuse; knowledge creation; and knowledge acquisition.
An informative presentation delivered at the SLA Annual conference in 2010. The aim was to provide an introduction to Market Research and Knowledge Management as possible career paths for professional librarians seeking potential career change.
The document contains a chapter quiz on strategic management concepts including external analysis, competitive forces, international business challenges, and forecasting methods. It tests understanding of concepts like Porter's five forces model, reasons for shifts in foreign direct investment, and appropriate forecasting approaches given certain conditions. Correct answers are provided for multiple choice questions testing comprehension of strategic management terminology and theories.
The document summarizes key points from a chapter in a management textbook about strategic planning. It discusses the foundations of strategic competitiveness, including concepts like competitive advantage and strategies. It also summarizes the strategic management process, types of strategies used by organizations, how strategies are formulated, and current issues in strategy implementation. The document uses examples, figures, and study questions to highlight and explain these various aspects of strategic planning.
This is a presentation given in the MBS MSc Innovation Management course taught by Prof. Silvia for group assignment to introduce and discuss the paper Dynamic Capabilities and Strategic Management by Teece D., Pisano G., and Shuen A. in 1997.
The document describes the Bukowitz & Williams knowledge management model, which consists of eight stages: Get, Use, Learn, Contribute, Assess, Build, Divest, and Knowledge. It is a cyclical process that helps organizations strategically manage knowledge by seeking, applying, learning from, sharing, evaluating, growing, releasing if needed, and building their knowledge base. The model emphasizes both tacit and explicit knowledge and stresses the importance of learning from experiences, contributing to communal knowledge, and assessing intellectual capital needs over time.
This document discusses concepts related to management information systems (MIS) and information technology (IT). It defines MIS as an integrated user-machine system that provides information to support operations, management, analysis and decision-making. It also discusses how organizations use IT and IS to automate processes, support business operations and gain strategic advantages. Finally, it provides examples of information systems used in local government units like Dagupan City to improve work processes and service delivery through increased digitalization.
This document provides an overview of the methodology used in a study examining how knowledge management improves the service industry. It uses a qualitative case study approach to analyze two case studies - a health care project called WISECARE and a large bank, HSBC. Secondary data is collected from documentation and analyzed to understand how these organizations utilize knowledge management. Some key findings are that knowledge management can provide benefits like greater competencies, innovation, and knowledge sharing. It also discusses some potential barriers to implementing knowledge management, like capturing and integrating knowledge across an organization. The document provides theoretical background on topics like knowledge, knowledge management, culture and knowledge sharing. It aims to understand why knowledge management is important for service companies and how they can use it to
Km Implementation Strategies Case Studies V2 1 March2011Afolabi Adesola
This document summarizes a presentation on knowledge management implementation strategies and case studies. It discusses key concepts in knowledge management like defining knowledge and different approaches. It then presents an integrated knowledge management model with three elements - learning organization, innovating, and intellectual capital. The document analyzes six case studies of organizations that have implemented knowledge management strategies. It examines their projects, approaches, implementation processes, and measurements of success. The analysis found most projects focused on sharing best practices, with few truly innovative projects. The case studies provided lessons on common and unique implementation strategies among practitioners.
Impact of knowledge management processes on organizational performanceAlexander Decker
This document discusses a study on the impact of knowledge management processes on organizational performance at the Institute of Technical Learning in Iraq. It conducted a survey of 33 department chairs to examine the relationship between knowledge management processes (knowledge generation, storage, publication, and application) and dimensions of organizational performance (personal behavior, scientific performance, social responsibility, and job relations). The study found significant correlations between knowledge management processes and organizational performance indicators. It concluded that knowledge management operations have a significant impact on organizational performance and recommended that research and development units be established in the colleges to generate new knowledge and enhance performance.
1. The document provides answers to a final exam for a marketing or business course. It includes multiple choice questions covering topics like marketing research, target markets, negotiation, organizational behavior, and finance.
2. Some key topics assessed include the innovation process, customer perceived value, marketing intelligence techniques, types of innovation, defining innovations, and approaches to target market selection.
3. The exam also addresses concepts related to customer satisfaction, marketing information systems, market segmentation, marketing communications, leadership, negotiation, training, personality theory, and behavioral biases. Questions cover principles of finance including risk, return, and capital structure.
This document discusses frameworks for understanding the hidden competitive intelligence needs of firms. It examines how both internal and external factors can compel a firm to establish a formal competitive intelligence process. Two common approaches for examining intelligence needs - direct questioning of decision-makers and studying a firm's strategy and objectives - are described. However, these may fail to detect needs early due to issues like managerial assumptions and blind spots. The document proposes examining contingency factors like a firm's environment, strategies, and manager traits to better determine when a competitive intelligence program is needed and what type is required.
The document discusses how values are integrated into resource allocation decisions through multi-criteria decision analysis (MCDA). MCDA involves specifying criteria and weighting them to reflect values. Criteria must be clearly defined and allow comparison of alternatives. Applying the criteria results in scores that measure each alternative's net benefit, allowing for comparison across alternatives based on the criteria and weights. The goal is to make value judgments explicit and transparent.
Strategic management-multiple-choice-questions SIDDANNA M BALAPGOLSiddanna Balapgol
Nokia's vision is to empower everyone to share and make the most of their lives by offering irresistible personal experiences through ubiquitous connectivity. Their mission is connecting people by delivering a wide range of mobile devices and services. Nokia has organizational structures like Mobile Solutions and Mobile Phones to develop smartphones and affordable phones. They also have joint ventures like Nokia Siemens Networks to provide infrastructure to operators. Nokia's strategic formulation includes their vision to become the leading mobile solutions provider and empower people through technology that becomes invisible and intuitive.
The document discusses the concept of strategy from various perspectives. It begins by noting that strategy can be viewed as both complex and nebulous or simple and clear. The reality is that there is no single definition of strategy and opinions vary. The document then examines different elements and frameworks for understanding strategy, including its key components of arena, staging, vehicles, differentiators and economic logic. It also explores the iterative nature of strategy development and challenges of implementation. Overall, the document suggests that good strategy provides a sustainable advantage, is flexible but not reactive, incorporates all key elements cohesively, and considers organizational change needs for effective execution.
This document discusses strategic management in a competitive business environment. It defines strategic management as a process and logic for determining and controlling an organization's strategic position in its environment. Strategic management aims to define strategies and processes to help management adapt to dynamics of today through goals and methods. The document discusses the importance of strategic management for achieving effective projects to fulfill an organization's mission. It also discusses how strategic management allows deliberate management of progress and building of resources toward a desired future state.
The document discusses the concept of strategy and argues that many executives do not truly have an integrated strategy. It presents a framework that a true strategy should have five elements: arenas (where the business will be active), vehicles (how it will get there), differentiators (how it will win in the marketplace), staging (the speed and sequence of moves), and economic logic (how it will obtain returns). Having these five elements that form a coherent whole is essential for a successful strategy, rather than just having fragmented strategic threads or declaring everything as strategy.
Organizing is arranging resources to accomplish goals. Major organization structures include functional, divisional, matrix, team, network, and boundaryless. Functional structures group similar tasks but can create silos. Divisional structures avoid this by focusing on products, customers, regions, or processes but can duplicate efforts. Matrix combines functional and divisional benefits. New structures emphasize horizontal and team-based approaches, outsourcing non-core functions through network structures, and permeable internal and external boundaries in boundaryless organizations.
This document discusses strategic management concepts including strategy, competitive advantage, core competence, synergy, value creation, and emergent strategies. It provides examples of each concept from companies like Toyota, Reliance Industries, and Honda. The key points are:
- Strategy involves how a company distinguishes itself and competes in its industry to gain advantage.
- Core competence refers to an activity a company excels in compared to competitors, like Toyota's focus on efficiency and quality.
- Synergy occurs when different business units work together to create value, as seen in integrated oil and gas companies.
- Value creation involves understanding customers and developing offerings that deliver the most benefit. Emergent strategies can arise from un
The document discusses standards that must be followed by Wright Aircraft Corp to enable an effective information security program, noting that compliance is mandatory though deviation is possible with approval. The standards define minimum baseline procedures, practices, and configurations for systems and related topics to provide a single reference point during various stages of development and contracting. However, the standards do not provide detailed instructions for how to meet the company's policies.
This document summarizes an article from the Journal of Intelligence Studies in Business about establishing a competitive intelligence system for mobile devices.
[1] It proposes a multidimensional competitive intelligence analysis model called XPlor EveryWhere to capture information about decisions from multiple dimensions. The model combines environmental scanning and knowledge discovery in text.
[2] XPlor EveryWhere's competitive intelligence system architecture includes planning activities to define analysis needs and indicators. It also manages information sharing between actors and defines user profiles.
[3] The planning activities describe the information needed to guide exploratory analysis using a modified 5W-1H method. Once completed, the results are stored for later analysis in the competitive intelligence system.
The Ruia group adopted a strategy of horizontal integration through acquisitions and mergers to expand its business. This allowed it to increase market share and benefit from economies of scale. If Dunlop shares are quoted on the stock exchange, it would benefit shareholders by providing greater returns and dividends as the company revives under Ruia group ownership. Ruia group's strategy of entering the retread market was appropriate, but it could have coupled it with vertical integration by becoming suppliers to itself, which would save costs and increase profits. Some advantages for Falcon Tyres of being part of the Ruia group include leadership guidance, competitive advantages from the brand name, infrastructure and resources to grow business.
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.
The document discusses strategic information systems planning (SISP). It describes the four stages of the SISP planning model as strategic planning, information requirement analysis, resource allocation, and project planning. It also discusses characteristics of strategic IS planning and different SISP methodologies for impacting business strategy and aligning IS objectives with organizational goals such as value chain analysis and critical success factor analysis.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
The document discusses using business intelligence (BI) for competitive advantage. It describes BI as processed information of interest to management about the present and future business environment. The business intelligence process (BIP) consists of collecting data, setting objectives, defining functions and resources, and directing data collection. The BIP is a cyclical process that allows companies to track competitors, analyze markets, develop new products, and monitor trends to gain a competitive advantage.
The document appears to be a set of practice questions for a management exam. It includes multiple choice questions covering various topics in management, such as leadership styles, organizational structure, strategic planning, and business ethics. Some of the questions ask about concepts like departmentalization, the decision making process, and approaches to ethical dilemmas.
This document provides an introduction to strategic marketing. It discusses strategic marketing and market driven strategy. It also covers corporate, business, and marketing strategy. Finally, it addresses some of the challenges of the new era for strategic marketing, including escalating globalization, technology changes, and demands for social responsibility.
Here is a strategic management essay analyzing Qantas Airways:
Background of Qantas
Qantas Airways is the flag carrier airline of Australia, established in 1920 making it one of the oldest airlines in the world. It operates major domestic and international flight routes and is a founding member of Oneworld airline alliance.
External Analysis
Industry - Qantas operates in the highly competitive commercial aviation industry.
General Environment - Factors like changing regulations, fuel prices, economic conditions, and technology impact Qantas.
Industry Environment - Intense competition from other airlines like Virgin Australia and Jetstar. Bilateral restrictions limit international routes.
Competitive Environment - Q
This document outlines the development and management of an information systems organization to support the marketing, sales, and customer service functions of an industrial consulting and intellectual property law firm. It includes sections on strategic planning, cash flow estimation and risk analysis, human resource management, management implications, business strategy, design and development of the information system, network design, and sales and marketing strategies. The overall aim is to define the steps needed to establish this new information systems organization and ensure its long term success and profitability through strategic management practices.
Needs Assessment and Implementation Requirements of a Knowledge Management Sy...Paul Santilli
This document discusses the needs assessment and implementation requirements for a knowledge management system (KMS) to support competitive intelligence applications. It outlines a five-step approach: 1) conduct a needs analysis by gathering stakeholder requirements, 2) establish roles and responsibilities as part of an implementation process, 3) define key performance indicators to measure added value, 4) determine technical and application aspects for competitive intelligence needs, and 5) establish a value proposition and review fulfillment of requirements. The document provides details on each step, highlighting the importance of understanding information needs, defining clear roles, and assessing whether the KMS meets expectations and can adapt over time to changing business conditions.
A knowledge audit establishes the goals and tools for a knowledge management (KM) strategy by exploring the tacit and explicit knowledge in an organization. It identifies the core information and knowledge needs, uses, gaps, duplications, and flows, and how they contribute to business goals. The knowledge audit process involves categorizing critical knowledge, selecting methods to gather data on each category, formulating instruments, planning the audit, conducting the audit, analyzing the results, and making conclusions about an organization's critical knowledge. KM in healthcare aims to optimize information, collaboration, expertise and experience to improve organizational performance and involves communities of practice, content management, knowledge transfer, performance tracking, and technology infrastructure.
Information Assurance Guidelines For Commercial Buildings...Laura Benitez
The document discusses how ISO 9000 standards for quality management systems relate to service quality and ergonomics. While ISO 9000 focuses on technical specifications, total quality management (TQM) emphasizes additional human factors like teamwork and customer satisfaction. The article questions whether ergonomic workplace aspects and customer satisfaction are sufficiently addressed in ISO 9000, suggesting a need for a more human-centered approach.
Analysing Knowledge Requirements A Case StudyAaron Anyaakuu
This document summarizes a knowledge audit conducted for a large service-based enterprise in South Africa. The audit aimed to identify the enterprise's current and future knowledge requirements. It found that employees have basic knowledge and information needs that must be satisfied before further investigating knowledge management solutions. It was recommended that establishing fundamental knowledge content is needed before more sophisticated solutions. Broad recommendations for a knowledge management strategy that provides sustainable competitive advantage were proposed.
Five stages of strategic management process
identifying and analyzing internal and external strengths and weaknesses; formulating action plans; executing action plans; and. evaluating to what degree action plans have been successful and making changes when desired results are not being produced.
This document discusses how organizations can prepare for and implement cognitive computing capabilities. It outlines lessons learned from early adopters in three key areas: 1) Define the business value and opportunity for cognitive solutions; 2) Prepare foundational capabilities like investing in human talent and data; 3) Manage change throughout the implementation. The document recommends a four-step process to kickstart a cognitive journey: identify opportunities, build expertise, deploy pilot solutions, and scale implementations. Future reports will explore industry-specific opportunities and how cognitive can drive innovation.
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.
Enterprise Information Management Strategy - a proven approachSam Thomsett
Access a proven approach to Enterprise Information Management Strategy - providing a framework for Digital Transformation - by a leader in Information Management Consulting - Entity Group
O que vai mudar a partir de 2021? O que está moldando o mercado de amanhã. SCIP Brasil
O documento discute tendências e como identificá-las para agir com antecedência. Apresenta um modelo com 4 áreas (comportamento, tecnologia, economia e político) para monitorar mudanças. Discutem os desafios de áreas de inteligência competitiva nisso e a importância da coordenação e comunicação. Por fim, analisa mudanças trazidas pela pandemia que podem moldar o futuro, como digitalização e novos hábitos.
Nada será como antes - Inteligência Competitiva na era pós-CovidSCIP Brasil
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This document provides examples of different types of competitive intelligence (CI) projects that can be undertaken. It describes the value, audience, sources, and potential contents for projects such as competitive landscape assessments, roadmap analyses, newsletters, battlecards, competitor profiling, win/loss analyses, competitor customer lists, and tradeshow intelligence. The examples are intended to illustrate how CI can inform strategic planning, marketing, and sales functions through the collection and analysis of open-source and proprietary competitor information.
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1. Volume 10 • Number 1 • January-February 2007 SCIP 2007 www.scip.org 19
Missi
on Not Impos
sible!
Define Your CI Unit Position
Actionable competitive intelligence supplies the key
intelligence and information that provides knowledge
about the external environment and improves the quality of
senior managers’ decisions. Creating a valuable competitive
intelligence function that meets the various needs of internal
clients requires its developer to consider the multiple facets
of competitive intelligence. Leveraging resources, identifying
key intelligence priorities, exploiting information sources,
creating a culture of gathering and sharing information,
building ethical processes, and applying information
technology all play key roles in any competitive intelligence
function.
The organization of competitive intelligence programs
differ among firms. In fact, each program reflects the various
factors that make it unique. For instance, the company’s
degree of its globalization, age, size, and culture all influence
the development and the resources it invests in CI. But all
competitive intelligence programs have similar choices in
common:
• Do they produce marketing or technology intelligence?
• Is the unit positioned at the corporate or department
level?
• How are external and internal sources exploited?
• Is the company using any future-oriented models when
analyzing the environment?
Knowing the answers to these questions makes it possible
to understand which aspects are more suitable for a specific
organization.
In addition, all good competitive intelligence programs
have mission statements that are developed and implemented
based on the individual culture and needs of the specific
organization. Mission statements help ensure that the
competitive intelligence function meets the requirements of
all its internal clients. These statements drive a strategy for
advancing the competitive intelligence function. This article
describes a framework for constructing an effective mission
statement based on six key dimensions.
By Alessandro Comai, University of Pompeu Fabra, Spain
2. 20 SCIP 2007 www.scip.org Competitive Intelligence Magazine
MISSION STATEMENT BASICS
Mission statements represent a clearly defined
evolutionary strategy for how to develop and advance the
competitive intelligence function in an organization (Comai
2005). Several individuals have developed definitions for the
concept of competitive intelligence mission statements. For
example, Simon wrote:
“The mission is a statement of business and
purpose—the fundamental reason for the unit’s
existence. It is the specific duties or services that a unit
imposes on itself, often reflecting the core values of
managers in an organization.” (1997, p91).
Pollard also saw the importance of a mission statement.
“The benefit of competitor intelligence can only be
maximized with the right competitor intelligence strategy,
which might be summarized in a mission statement.” It
should include “what intelligence should be produced and for
whom, from what sources, and what process” (Pollard, 1999,
p 30).
There is a fundamental difference between vision and
mission. For De Wit and Meyer,
[t]he mission outlines the fundamental principles
guiding strategic choices; a strategic vision outlines the
desired future at which the company hopes to arrive.
In other words, vision provides a business aim, while
mission provides business principles (2004, p593).
Understanding and applying both concepts helps guide
an individual competitive intelligence function to a world-
class level.
MISSION STATEMENT MODEL
Competitive intelligence mission statements should
be developed according to the needs of the individual
organization. For example, MetLife believes the competitive
intelligence function should “provide the right information,
to the right people, at the right time, to make the right
decision” (APQC, 1999, p 80).
The model discussed in this article presents a general
overview of the potential of competitive intelligence as well as
the “meta objectives” that an organization may adopt to guide
the function. McKenney said, “Clearly stating your objectives
is key for any successful implementation” (2005, p12).
A mission statement defines the aims of the competitive
intelligence function and its future achievements. It also
represents a guideline for allocating resources and capabilities.
To develop an effective mission statement, create a steering
committee and involve senior managers in the project at an
early stage. According to Trim:
In order that an effective Corporate Intelligence
Unit is established it is essential that senior
management defines what it is and what it involves
(2001, p91).
THE SIX DIMENSIONS
An effective competitive intelligence mission statement
incorporates elements that answer the following four key
questions:
• What is driving our ideas?
• Why does the competitive intelligence function exist?
• What is the fundamental importance of the function?
• Where does the function operate?
Under this perspective, thinking strategically about who
and what the competitive intelligence function serves leads to
an effective mission statement that can be formed around six
dimensions (see Figure 1):
1. Process. Is the CI function systematic, an ad hoc–based
project, or a mix between the two?
2. Type. How is the CI function managed in the
organization?
3. Scope. At which level of the organization is the CI
function’s focus located?
4. Location. Which department is involved in CI?
5. Time span. How future-oriented is the CI function?
6. Object. What kind of key actors does the organization
follow?
mission not impossible!
Figure 1: The Six Dimensions
Dimension6:O
bject
Dimension 1: Process
Dimension 2:Type
Dimension4:Location
D
im
ension
3:Scope
Dimension 5:Time Span
3. Volume 10 • Number 1 • January-February 2007 SCIP 2007 www.scip.org 21
1. Process
The process dimension describes the degree of the
competitive intelligence function’s formalization within
an organization. The more systematic the function, the
more formalized it will be. Process is often related to the
frequency of defining needs and collecting, analyzing, and
distributing intelligence to decision makers. Fahey and
King (1977) defined three types of competitive intelligence
processes:
• Irregular, involving ad hoc studies
• Regular, including periodically updating studies
• Continuous
Generally speaking, competitive intelligence activities
can be performed from three primary approaches:
• Spot. Intelligence is required and supplied on an
irregular basis. Typically no staff is dedicated to the
competitive intelligence function.
• Project. Competitive intelligence activities are performed
upon specific corporate or decision-maker request and
must be achieved within a fixed period of time. CI is
often supervised by specialized staff.
• Systematic. Competitive intelligence involves ongoing
scanning of the environment, information analysis, and
distribution of intelligence throughout the organization.
It generally includes a variety of intelligence products,
each of which can have a specific time frame (Prescott
and Williams, 2003).
Several studies have treated this issue as a major factor
for distinguishing formal versus informal scanning or
intelligence processes. Ghoshal’s study revealed that a formal
scanning activity has the systematic process of gathering and
distributing information as well as having a formal structure
and personnel dedicated to the scanning behavior (Ghoshal,
1985). Other authors suggest the need for a formal system.
For instance, Hirschhorn from MetLife considers it very
important to “have a formal process and to ensure that that
process is documented” (Hirschhorn, 2004).
2. Type
Companies today have many organizational models,
and the competitive intelligence function must adapt its
operations to the current structure in use. Generally speaking,
there are three commonly adopted major classifications for
the competitive intelligence function:
• Centralized (APQC, 2000, p 77; McGonagle and Vella,
2003, p 31–32),
• Decentralized (McGonagle and Vella, 2003, p 31–32)
• Diffused or hybrid (Fuld, 1995, p 420–422)
Centralized competitive intelligence functions typically
have a single person to set priorities, assign resources,
and make decisions such as purchasing and consulting.
Decentralized organizations assign intelligence responsibilities
close to the division decision makers. More than one person
often sets priorities, assigns resources, and makes decisions.
In diffused or hybrid structures, some activities are
centralized and others are decentralized. For instance,
collection activities and analysis of information regarding
technology or markets can be managed by the departments.
In contrast, the management of the access to the intelligence
intranet or web is centrally developed.
3. Scope
An organization has three main decision-making levels:
the tactical or operational level, the business unit level,
and the corporate planning level (Fleisher and Bensoussan,
2002). Each level generally has a specific group of decision
makers, and each often requires a different type of
competitive intelligence. Whether a CI group provides any
one or a combination of these decision supporters is heavily
influenced by where the unit resides in the organization and
where the CI champion is.
For instance, a telecommunications company placed
a new competitive intelligence function at the corporate
level where the CI champion was located, while a rubber
tire company leveraged tactical intelligence from the sales
department. Other CI functions have been managed by the
marketing group.
A tactical orientation focuses on achieving a short-term
bottom-line impact. Thus, tactical competitive intelligence
is valuable for line-level personnel, such as brand managers,
who can better understand the product, markets, or
competitors.
Business unit–level competitive intelligence primarily
benefits intermediate management positions in the company,
such as business unit directors. Competitive intelligence
programs can typically help midlevel managers by analyzing
the entire business portfolio, or by providing deep-dive
analyses of company products, corporate capabilities, or
potential new markets.
Practitioners widely advocate the importance of
supporting the strategic perspective for competitive
intelligence. This perspective provides the CI function with
the long-term view about the business. It also allows the
function to anticipate key trends, detect opportunities and
threats in the sector, and plan a warning system. Specific
companies primarily allocate competitive intelligence
resources to the strategic decision-making process.
Strategic-level intelligence is particularly valuable to
senior managers and it contributes to more effective decision
making. One example of strategic intelligence is the analysis
mission not impossible!
4. 22 SCIP 2007 www.scip.org Competitive Intelligence Magazine
of non-market forces, such as governments, interest groups,
activists, or the general public, as potential variables to be
managed at the corporate level.
4. Location
Location relates to the area of competitive intelligence
specialization, or the primary support role of the function.
There are several options for locating the CI function
within the organization. Fuld (1988) identified up to 16
departments that work with different types of information
and therefore are potential consumers (and contributors) of
intelligence. The three most common locations are reviewed
below.
Marketing intelligence can supply intelligence on
competitive sales, advertising, market share, or competitor
strategy. A recent SCIP survey showed that marketing or
market research is one of the most frequent locations for the
competitive intelligence unit (CI Foundation, 2006).
Technical intelligence refers to the dominant use of
science in business where technology is applied in the
production process or the product. Technical intelligence
typically includes the analysis of patents and other
technological, engineering, or scientific sources. Technical
competitive intelligence focuses on identifying technological
trends, opportunities, and threats, mostly for research and
development departments.
Financial intelligence is most common in organizations
that are bottom-line oriented or companies that are
significantly affected by a few largely financial transactions.
Examples of companies that make heavy use of this type of
intelligence are those involved in the financial industry. These
organizations often require a specialized type of analysis
oriented around financial information.
5. Time Span
The time span characteristic refers to the length of time
in which information used by the competitive intelligence
unit remains valuable. Short-term information such as
market share and competitor prices supports an immediate
need, but does little to prepare for the future. Conversely,
long-term or future-oriented competitive intelligence
is prospective and anticipates the coming environment.
Between those extremes, medium-term information assists
with decisions that will affect the next quarter or next year.
6. Object
This dimension involves the competitive intelligence
research topics. Two main groups of topics are associated
with the company’s environment:
• The players or actors (also defined as stakeholders),
including current and potential rivals, suppliers, clients,
customers, associations, governments, lobbyists, and
others.
• The factors or key trends that characterize the broader
environment (Comai 2006).
Some competitive intelligence functions are focused
on competitor intelligence, which involves the collection,
analysis, and dissemination of intelligence on today’s
opponents. It is often the primary deliverable of the CI
function in cases in which it takes top priority.
Other organizations, however, have their competitive
intelligence functions monitor other actors, including
consumers and other stakeholders (such as suppliers or
regulators), or scan the general landscape. Freeman suggested
this monitoring could include “any group or individual
who can affect or is affected by the achievement of the
organization’s objectives” (Freeman, 1984).
On the other hand, key trends are other sources of
information about the broader environment. Analyzing trends
of a particular business as well as the whole industry helps to
anticipate changes of actors, products, technology, or laws that
may have a significant impact on the company activity.
SIMILARITIES AND DIFFERENCES
These six dimensions show several options for defining
a competitive intelligence function, and a myriad of possible
CI configurations. They also point to significant differences
in the way an organization can structure and operate its
competitive intelligence operations.
mission not impossible!
Dimension6:O
bject
Dimension4:Location
Dimension 1: Process
Dimension 2:Type
Dim
ension
3:Scope
Dimension 5:Time Span
Mission 1
Mission 2
Figure 2: Dimensions and Missions
5. Volume 10 • Number 1 • January-February 2007 SCIP 2007 www.scip.org 23
Despite these differences, there are similarities in some
dimensions across industries. For instance, pharmaceutical
companies typically spend significant resources on technical
intelligence, while defense and aerospace companies tend
to be strategic and oriented toward up-front intelligence. A
study conducted by Comai, Wheeler, and Prescott (2005)
showed that world-class competitive intelligence functions
tend to have some common objectives that are independent
to the industry.
An organization can effectively define where to invest the
resources to develop its competitive intelligence function if
it knows the differences and similarities between the various
ways to focus its competitive intelligence function. It also
assists in defining CI priorities within the company and the
different dimensions that can be developed during that time.
Based on the six dimensions, the mission statement
crystallizes the option that an organization has chosen for its
competitive intelligence function. It allows the organization
to not only communicate the focus for the current situation,
but also determine the future of the CI function. Figure 2
shows how a mission can evolve by using the six dimensions
in two different periods of time.
APPLYING THE SIX DIMENSIONS
When starting or revamping a competitive intelligence
function, involved parties should consider these six
dimensions and how they apply to their particular
environment. Constructing the function around these
dimensions will help to define the most effective competitive
intelligence function within the organization.
Considering the six dimensions will also provide
a framework for developing an effective competitive
intelligence mission statement. Establishing and following
a mission statement ensures that the CI function meets the
needs of internal clients and provides actionable intelligence
to the organization’s decision-making process.
References
APQC (American Productivity and Quality Center) (1999).
Strategic and tactical competitive intelligence for sales and
marketing. American Productivity and Quality Center,
Houston, TX.
APQC (2000). Managing developing a successful competitive
program. APQC, Houston, TX.
Aguilar, Francis J. (1967). Scanning the business environment.
Collier-Macmillan Canada, Toronto.
Comai, Alessandro., Wheeler, R., and Prescott, John (2005).
‘Establishing a world-class CI capability.’ Paper presented
at the SCIP05 conference, Chicago, IL.
Comai, Alessandro. and Tena Millán, J. (2006). Mapping
and anticipating the competitive landscape. EMECOM
Ediciones, Barcelona, Spain.
Competitive Intelligence Foundation (2006). State of the art:
Competitive intelligence. SCIP, Alexandria, VA.
De Wit, Bob and Meyer, Ron (2004). Strategy. process,
content, context. 3rd edition. Thomson Learning,
London.
Fahey, Liam and King, W. R. (1977). Environmental scanning
for corporate planning. Business Horizons 20(4): 61–71.
Fleisher, Craig S. and Bensoussan, Babette (2002). Strategic
and competitive analysis: Methods and techniques for
analyzing business competition. Pearson Education,
Prentice Hall.
Freeman, R.Edward (1984). Strategic management: A
stakeholder approach. Pitman, Boston.
Fuld, Leonard (1988). Monitoring the competition. John Wiley
& Sons, New York.
Fuld, Leonard (1995). The new competitor intelligence:
The complete resource for finding, analyzing, and using
information about your competitors. John Wiley & Sons,
New York.
Ghoshal, Sumantra (1985). ‘Environmental scanning: An
individual and organizational level analysis.’ Ph.D.
dissertation, M.I.T. (Sloan School of Management),
Cambridge, MA.
Hirschhorn, B. (2004). Building a CI Process that drives
business success. Paper presented at SCIP04 conference,
Boston.
McGonagle, John J. and Vella, Carolyn M. (2003). The
manager’s guide to competitive intelligence. Praeger,
Westport, CT.
McKenney, Peter (2005). ‘CI in action: Key steps to building
an internal CI function.’ Competitive Intelligence
Magazine 8(6): 10–13.
Pollard, Andrew (1999). Competitor intelligence. Financial
Time Management, London.
Prescott, John and Williams, R. (2003). ‘User-driven
CI: Crafting the value proposition crafting the value
proposition.’ SCIP annual meeting presentation,
Anaheim, CA.
Simon, Neil J. (1997). Steps to establish (or improve) a CI
unit. Competitive Intelligence review 8(1): 90–92.
Trim, P. (2001). ‘A framework for establishing and
implementing corporate intelligence.’ Strategic Change
10(6): 349–357.
Alessandro Comai is a Ph.D. candidate at ESADE and
associate professor at the University of Pompeu Fabra (Spain).
He is currently the director of PUZZLE the Spanish CI
magazine (www.revista-puzzle.com) and he owns a consulting
company specialized in CI. You can contact him at: alessandro.
comai_esade.edu.
mission not impossible!