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
This is an introduction to competitive intelligence, which includes definition, 5 flavors of competitive intelligence, some analytic tools like SWOT, STEEP, BCG, The Radar Screen, and Win Loss Analysis. Also includes some competitive intelligence books for those beginning in the field.
Subscribe to our newsletter and get our list of over 200 competitive intelligence and marketing books with links to Amazon: http://bit.ly/NHOCqM
Including our latest book, "Win/Loss Analysis: How to Capture and Keep the Business You Want." http://amzn.to/297Mrxl
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
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.
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.
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
This is an introduction to competitive intelligence, which includes definition, 5 flavors of competitive intelligence, some analytic tools like SWOT, STEEP, BCG, The Radar Screen, and Win Loss Analysis. Also includes some competitive intelligence books for those beginning in the field.
Subscribe to our newsletter and get our list of over 200 competitive intelligence and marketing books with links to Amazon: http://bit.ly/NHOCqM
Including our latest book, "Win/Loss Analysis: How to Capture and Keep the Business You Want." http://amzn.to/297Mrxl
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
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.
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.
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
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.
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
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.
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.
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.
Competitive Intelligence and Market Research in IT: How to Apply it in IT Com...CleverToday
This presentation was given by Corelia Kostovic, Digital Strategist & Market Analyst, during the first edition Women Techmakers in Montreal in March 12st.
One of the reasons why SaaS startups fail to convince investors is because they underestimate the competition. Prior to and throughout the investment process, investors are constantly challenging entrepreneurs so they can master their market, from building their customer base to outmaneuvering their competitors, to ensure the success of their product. In the mean time, startups enter the market and disrupt traditional stakeholders.
Established IT companies are fundamentally challenged as well, and should be keenly aware of these startups' activities to evaluate if they are a serious threat, or an M&A opportunity. Therefore, innovation is the greatest pressure faced in IT, because it defines our competitive advantage in terms of product strategy and customer satisfaction.
Competitive Intelligence (CI) and Market Research (MR) are key methods to:
- understand your customers' expectations: key buying criteria, buyer persona,…;
- anticipate your competition: "killer features", buyer preferences, developer interviewing,…;
- keeping an eye innovation: patents, trends,…
The goals of this conference are to:
- Introduce different methods in CI and MR;
- Give you the keys to apply it clearly in your company;
- Share external case studies (including Amadeus IT Group, and Montreal-based companies);
- Share our internal case study at CleverToday.
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
Information Monitoring, Analysis & Trend Detection in Real-Time.
• How Competitive Intelligence can profit from Knowledge Management & Big Data
• How to tackle information overload and analyze most different kinds of data from financial and market figures, competitor and product information, news, scientific publications to Social Media etc.
• Possibilities and methods not only to manage knowledge but to gain insights and support decision making
• Ways to prove the benefit of an investment in a CI tool for business
Huge amounts of information today offer great possibilities for Competitive Intelligence to monitor the market and track developments. “Big Data” as a new trend in information management is a chance but also a challenge for CI at the same time. Data from business intelligence, document management, the Web, Social Media, patents, the “Deep Web” etc. offers indicators of market changes and influences on a company. Innovative Information Management Technology can support to consolidate this information and provide analytics to detect topics and trends.
Competitive Intelligence Needs-Assessment: Asking the right questions ValueNotes
Competitive Intelligence (CI) plays a critical role in formulating an
organisation’s business strategy. It can make the difference between
winning and losing, survival and death. However, CI can only live up to this
expectation, if it addresses the right questions. Right answers to wrong
questions, will be wrong for the organization. What questions should the
organization ask in order to win? The answer to this requires clear logical
thinking on the part of both, the decision-makers who will use the
intelligence to further their business objectives, and competitive
intelligence analysts who will provide actionable inputs to facilitate the
decisions. Going about CI needs assessment in a systematic fashion helps
you hit the bull’s-eye.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
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.
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
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.
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.
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.
Competitive Intelligence and Market Research in IT: How to Apply it in IT Com...CleverToday
This presentation was given by Corelia Kostovic, Digital Strategist & Market Analyst, during the first edition Women Techmakers in Montreal in March 12st.
One of the reasons why SaaS startups fail to convince investors is because they underestimate the competition. Prior to and throughout the investment process, investors are constantly challenging entrepreneurs so they can master their market, from building their customer base to outmaneuvering their competitors, to ensure the success of their product. In the mean time, startups enter the market and disrupt traditional stakeholders.
Established IT companies are fundamentally challenged as well, and should be keenly aware of these startups' activities to evaluate if they are a serious threat, or an M&A opportunity. Therefore, innovation is the greatest pressure faced in IT, because it defines our competitive advantage in terms of product strategy and customer satisfaction.
Competitive Intelligence (CI) and Market Research (MR) are key methods to:
- understand your customers' expectations: key buying criteria, buyer persona,…;
- anticipate your competition: "killer features", buyer preferences, developer interviewing,…;
- keeping an eye innovation: patents, trends,…
The goals of this conference are to:
- Introduce different methods in CI and MR;
- Give you the keys to apply it clearly in your company;
- Share external case studies (including Amadeus IT Group, and Montreal-based companies);
- Share our internal case study at CleverToday.
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
Information Monitoring, Analysis & Trend Detection in Real-Time.
• How Competitive Intelligence can profit from Knowledge Management & Big Data
• How to tackle information overload and analyze most different kinds of data from financial and market figures, competitor and product information, news, scientific publications to Social Media etc.
• Possibilities and methods not only to manage knowledge but to gain insights and support decision making
• Ways to prove the benefit of an investment in a CI tool for business
Huge amounts of information today offer great possibilities for Competitive Intelligence to monitor the market and track developments. “Big Data” as a new trend in information management is a chance but also a challenge for CI at the same time. Data from business intelligence, document management, the Web, Social Media, patents, the “Deep Web” etc. offers indicators of market changes and influences on a company. Innovative Information Management Technology can support to consolidate this information and provide analytics to detect topics and trends.
Competitive Intelligence Needs-Assessment: Asking the right questions ValueNotes
Competitive Intelligence (CI) plays a critical role in formulating an
organisation’s business strategy. It can make the difference between
winning and losing, survival and death. However, CI can only live up to this
expectation, if it addresses the right questions. Right answers to wrong
questions, will be wrong for the organization. What questions should the
organization ask in order to win? The answer to this requires clear logical
thinking on the part of both, the decision-makers who will use the
intelligence to further their business objectives, and competitive
intelligence analysts who will provide actionable inputs to facilitate the
decisions. Going about CI needs assessment in a systematic fashion helps
you hit the bull’s-eye.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
How to Challenge Assumptions and Surface Hidden Advantages Using a Cross-Func...IntelCollab.com
Securing a sustainable competitive advantage is typically the stated aim of most organizations, yet why is it so difficult to achieve?
For many firms, enjoying an intermittent period of competitive advantage would be heaven; sustainable is out of the question. The most unique source of competitive advantage nearly always comes from within. It is almost a “Zen moment” when your leadership realizes just how much valuable insight resides within the various elements of the firm if only you could find a way of integrating it. Unique information, tailored to your competitive landscape and appropriate to your business model is lying undiscovered. So how do you find this valuable insight? This presentation outlines how a firm can organize its efforts around a cross-functional insight team and presents a case illustration of one organization which has successfully derived both intangible and tangible results from so doing.
Dr. Sheila Wright is Director of Strategic Partnerships Ltd. Since its inception in 1989, executive education, competitive intelligence, competitive analysis and business development projects have been undertaken in UK, USA, Germany, Italy, France, S. Africa, Spain and UAE. Sheila has managed projects for the World Bank, United Nations Industrial Development Organization, Food & Agriculture Organization and UK Government Ministries. Sheila’s interests lie in securing improved competitive performance and decision making in firms, an area in which her publications have been widely cited. She achieved an MBA from the University of Warwick, and a PhD in Competitive Intelligence & Insight Management. Dr. Wright will present 30 minutes of thought-provoking ideas on how you, too, can utilize a cross-functional team to deliver a competitive advantage, and will be joined by webinar moderator Dr. Craig S. Fleisher, Chief Learning Officer for Aurora WDC.
Intelcollab webinar on how to craft better management presentations, especially market and competitive intelligence or critical business events and trends.
Not sure where to start in finding Return on Investment (ROI) for your Social Intranet business case? Bryan takes a look at some of the intranet value and ROI models in the industry and helps you categorize your organization for best fit. This review will put some structure around your thinking and give you a launch pad for having the ROI discussion with your CFO.
How Energy & Utilities Must Adopt Intelligence Best Practices to Compete Agai...IntelCollab.com
How Energy & Utilities Must Adopt Intelligence Best Practices to Compete Against Disruptive Developments. This episode of the IntelCollab webinar series aired on May 25, 2016.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How to Measure Strategic Market and Competitive Intelligence Performance
1. How to Measure Strategic
Market and Competitive
Intelligence Performance
A Complimentary Webinar from Aurora WDC
12:00 Noon Eastern /// Wednesday 19 December 2012
~ featuring ~
Craig McHenry Dr. Craig Fleisher
Powered by
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
2. Are you worth the price?
The lifespan of the average CI group is between three
to four years! (SCIP Surveys)
Today’s hyper-competitive environments create
economic pressure on firms.
Are you prepared to
articulate, well and
often, the value of CI
to your stakeholders?
Powered by
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
3. What is in it for me…
besides my job?
When done effectively, demonstrating and measuring
CI value:
Affects the success of your company and
organization
Provides a means to improve and grow
- Understand what is working, is not working, & why?
- Expands CI influence to areas of the organization
Moves you from overhead and cost center
to profit center and enabling function
- Captures CI performance in financial terms
- Reminds stakeholders of what you do and why
Powered by
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
4. Acknowledge, But Overcome The
Barriers And Excuses
No time to do it
Don’t know how
No complaints = satisfaction?
CI value is too
deeply embedded
in other activities
Return on Investment = CI Benefits / CI Costs
(calculating the numerator is the problem)
Other groups support decisions-making too
Powered by
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
5. Measure Strategic Market &
Competitive Intelligence Performance
Embrace A variety of Ask for more Connect results with
measurement and resources organizational
valuation “intelligently” performance
approaches • Behave like an • When you can,
• Result oriented internal business calculate
qualitative • Do it to yourself • Link to key
descriptions before they do issues/products/ser
• Statistics and • Create a culture of vices/
figures “CI” for CI • Swing for the fences
• Making “value”
the KIT
Powered by
The Intelligence Collaborative
http://IntelCollab.com #IntelCollab
6. Tell The Story –
Clearly and Often
How CI caused your stakeholder to do something
different
or differently
Without CI = X
but with CI = Y
Consider: The STAR Technique
Situation – Describe the business issue
Task – What was CI’s role
Action – What did you do and why
Result – Describe the outcome of CI research and
overall business impact
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7. Measure! - “What gets
measured gets managed”
Statistics = good, but don’t tell the whole story
Number of: projects, project hours, KITs, reports, etc.
How many: unique interactions, business functions,
Budgets: CI dept. budget, CI headcount, project $,
Metrics that hint at quality of work done
Not just were we right, but what was confirmed / new information/
revised (before decision)
What sources were used (internal vs external) (how many, of what
caliber)
How much “repeat” business do you get?
Decisions – Size/monetary impact, time under consideration, etc.
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8. An idea! - treat the value question
like its own CI project
Elicit the information from the organization
Formal discussion with key stakeholder(s) after
delivering results – part of the project plan
Probe on the perceived value of the work done
- What is the expected value to the company of the decision made?
- If money were not an issue, what would you be willing to pay for this
information?
- What would you had done if CI had not been an option?
Consider using a 3rd party
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9. Points To Keep Mind
Caution: stakeholder involvement bias
Keep legal informed of your work - they can be an
important ally
Sometimes you can infer value
When the CI budget comes from the product
groups, they are expecting a benefit or return to
their bottom line – e.g. voting for CI with their
budget.
Compare CI research to other market and
customer analytics
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10. When The Time Comes To
Ask For More Resources…
Behave like an you are running your own business
Face the inevitable - do it to yourself before they do
Create a culture of Continuous Improvement for CI –
meaning you should be able to tell others where the
improvement occurred, how much, and at what quality
levels
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11. Behave Like An You Are Running
Your Own Business
Benchmark but be skeptical
Use comparisons only as a guide
Give more weight to internal metrics
Learn to say no --
but remember to whom and why
Some rejected projects are areas
ripe for growth and expansion
Better to say no than short change an
important stakeholder with inferior work – use
opportunity to asses need for more resources
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12. If necessary face the inevitable
and do it to yourself before they do
Get out in front of obvious business
changes and step up to the challenge
Track project deliverables and
perceived value
- Know where you would do more and where less work
Proactively consider outsourcing
specific CI activities to focus on
high value tasks
- Can be used to both grow and expand capacity in advance
of adding headcount
- Can also be use to reduce or redeploy assets in the face
of cuts
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13. Create a culture of Continuous
Improvement for CI
Consider: After Action Assessments any time CI
work is done for a team
As part of project wrap up, capture project
details and feedback from all involved
- How complex was the question/business issue?
- How well did we describe the risks associated with what “we knew we didn’t
knew?”
- Did we fully leverage our internal knowledge?
- What are the lasting consequences of this project?
- If we found a discontinuous change, is there any way to anticipate or
compensate for that next time
Provide feedback and learning to
stakeholders
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14. Quantifiably Connect CI Results
With Organizational Performance
If possible, calculate return on investment
Link CI effort to key specific issues /products
/services
Swing for the fence – One homerun at the right time
can make the whole season
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15. If The Data Exists, Calculate
Project Return On Investment (ROI)
ROI
calculation:
Best when a benefit can be clearly quantified
Don’t be shocked by some very high ROI
figures from time to time
- Benefits realized over time can be adjust for NPV
Increase return by reusing where possible
Build and track use of your “Inventory of
Knowledge”
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16. Link CI Projects To Key
Issues/Products/Services
Track product performance relevant to CI projects
done
Look for changes related to CI supported
decisions
Areas without active CI work offer points of
comparison – use caution here
Identify inflection points
What if scenarios aren’t always reliable, but
can point to likely benefits from CI projects
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17. Swing for the fences – one homerun
can make the entire season
Although infrequent they are gold
Look for those projects where you can
obtain concrete data on the benefits
Write up the work as a short case study
for internal circulation and promotion
- Example: A change in strategy based on actionable CI work which
cost $100k and added $5mm sales to product’s bottom line
- ROI – ($5mm/ $100k) * 100 = 5,000% !!!
Success like this can influence
stakeholders for years to come
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18. Questions and Comments
Craig McHenry
www.linkedin.com/in/mchenrydc
Dr. Craig Fleisher
www.linkedin.com/in/drcraigsfleisher
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19. Biographies
Craig McHenry Craig McHenry has over 20 years of CI experience in a variety of leadership
roles. Craig most recently Director, CI for Pfizer’s Specialty Care Analytics
Business Unit. He joined Wyeth in 1991 and advanced his understanding of the
pharmaceutical industry while working in several business functions Since early
in his career at Wyeth, Craig has been involved with competitive intelligence. In
1993, Craig played a key role in forming the first Business and Competitive
Intelligence function, which evolved over the years into a Competitor Insights
team. Before Wyeth, Craig spent five years at Unisys and holds a M.A. in
Computer Science Ed. He has been a member of SCIP since 1993 and is a
graduate from the Gilad-Herring Academy of Competitive Intelligence.
Dr. Craig Fleisher With 25 years of intelligence experience, Dr. Craig S. Fleisher joined Aurora in
2011 as its Chief Learning Officer. He helps direct the Intelligence Collaborative
(Intel Collab), manages the firm’s internal analyst team, as well as executes
tailored analytics and training programs at our clients’ locations. His PhD
(Strategy, Environment & Organization) is from the University of Pittsburgh’s
Katz Graduate School of Business, MBA (Marketing & HRM) from Vanderbilt
University. Previously a business school dean, MBA Director, and Chaired Full
Professor, Dr. Fleisher is a past president of the Strategic and Competitive
Intelligence Professionals (SCIP) society, Chair of the Competitive Intelligence
Foundation, Editor of the Journal of CI & Management, and is a SCIP
Meritorious Award winner and Fellow.
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Editor's Notes
Numbers or estimate are best
Be seen as constantly and actively looking for ways to improve and add value