The document discusses the importance of market intelligence in making informed business decisions and reducing risks. It emphasizes various intelligence methodologies such as competitive intelligence, operational intelligence, and situational awareness, which guide corporate strategies. The paper also highlights the necessity of reliable and actionable intelligence derived from both open and human sources to enhance decision-making processes within companies.

1. Making
less
risky
business
decisions
with
Market
Intelligence
Valéry
MAINJOT
Spa
Balmoral,
19th
October
2013

2. WHY
MARKET
INTELLIGENCE
?
BECAUSE
IT’S
A
STRATEGIC
NEED…

3. 知彼知己，百
戰不殆；不知
彼而知己，一
勝一負；不知
彼 ， 不 知 己，
每戰必殆
If you know your enemies and know
yourself, you will not be imperiled in a
hundred battles;
If you do not know your enemies but do
know yourself, you will win one and
lose one;
If you do not know your enemies nor
yourself, you will be imperiled in every
single battle.
Competitive Intelligence
Business Intelligence
©MKTOC
-­‐
2013

4. Intelligence
&
Strategy
In
order
to
be
able
to
realize
reliable
analysis,
you
need
reliable
intelligence
BCG
Matrix
SWOT
Analysis
Strategy
SLEPT
Analysis
New
Business
Model
Canvas
Porter
Model
of
CompeJJon

5. Market
Intelligence
and
the
ANSOFF
matrix
ExisLng
products
ExisLng
markets
New
Products
DifferenLaLon
Product
development
(CompeJJve
intelligence
studies,
segmentaJon
studies,
etc.)
(Needs
assessment,
concept
tesJng
studies,
etc.)
New
markets
Market
development
(AcquisiJon
studies,
market
assessment
studies,
market
expansion
studies)
DiversificaLon
(AcquisiJon
studies,
Concept
tesJng
studies,
market
entry
studies,
etc.)
Intelligence
is
mandatory
for
each
development
axe
of
the
enterprise

6. Researches
The
Corporate
Strategy
defines
the
Intelligence
needs
and
thus
the
missions
of
the
Market
Intelligence
Cell.
However,
the
Market
Intelligence
reports
influence
also
the
Corporate
Strategy.
Surveillance
Corporate
Strategy

7. The
Market
Intelligence
Cell
has
got
a
lot
of
customers,
from
the
ExecuLve
Board
to
the
Product
and
Sales
Managers
OperaJonal
intelligence
M&A
analysis
Partner
&
CompeJtor
strategy
analysis
CompeJJve
benchmarking
(financial
results)
Business
Line
Strategy
Partnership
&
Business
Development
analysis
Market
Research
Customer
needs
CompeJJve
intelligence
(analysis
&
products
benchmarking)
CompeJtors
Pricing
Strategic
intelligence
•
•
•
•
•
•
•
•
•

8. Corporate
&
BL
Strategies
Market
Intelligence
Corporate
Strategy
Market
Intelligence
Business
Line
Strategy
MarkeJng
&
Sales
Strategies
Business
Line
Strategy
Market
Intelligence
Product
Management
PromoJon
Market
Intelligence
Sales

9. MICROENVIRONMENT
OF
THE
COMPANY
What
to
watch?
PARTNERS
PROVIDERS
COMPANY
CUSTOMERS
COMPETITORS
Dun
&
Bradstreet
Credit
RaJng
e-­‐ReputaLon
CompeLLve
Intelligence
Customers
Intelligence

10. MACROENVIRONMENT
OF
THE
COMPANY
3
What
to
watch
?
SLE PT
!
Social,
Legal,
Economic,
Environmental
(Green),
Ethical,
PoliJc,
Technological
Coy

11. Take example,
gain altitude &
look far ahead!
SUMMARY:
Consider information as
the Key of your Business
D2D Operations require Situational Awareness
Strategic plans require Intelligence
Autor: v. Mainjot

12. GENERAL
OVERVIEW
TERMINOLOGY

13. ?
Intelligence
stratégique
Intelligence
de
marché
Veille
stratégique
Veille
technologique
Veille
économique
Veille
juridique
Veille
commerciale
Veille
e-­‐reputa2on
Veille
concurren2elle
Veille
réglementaire
Compe22ve
intelligence
Terminology
(English
/
French)
Intelligence
stratégique
Open
Source
Intelligence
Human
Intelligence
Veille
mutualisée
Web
intelligence
Market
Intelligence
OSINT
/
ROSO
HUMINT
SOCINT
Veille
marché
Veille
brevets
Veille
externe

14. Strategic
Intelligence
(Walloon
Region
concept)
=
Global
Management
of
Informa2onal
Ressources
Strategic
Intelligence
Search
Surveillance
Researchs
Studies
Market
Intelligence
Safe
Act
Security
Influence

15. Market
Intelligence
?
2
main
acJviJes
«
Know
something
new
about
some
things
»
(Market)
Surveillance
Author:
:
zcool.com.cn
Search
&
(Market)
Research
«
Know
a
maximum
of
things
about
something
»

16. Missions
of
the
Market
Surveillance
SituaJonal
Awareness
of
the
entreprise
Create
the
InformaJonal
Asymetry
with
its
compeJtors
Detect
quickly
the
Risks
and
the
OpportuniJes
in
front
of
the
• Increase
the
•
•
entreprise
The
Market
Surveillance
is
a
tool
helping
the
company
making
operaJonal
business
decisions
and
launching
strategic
market
researches
(studies)

17. Mission
of
the
Market
Research
(Studies)
AcJonnable
Intelligence
relaJve
Give
a
maximum
of
to
a
parJcular
strategic
maeer
A
Market
Research
is
a
tool
helping
the
company
making
strategic
business
decisions

18. BI
OSINT
HUMINT
MARKET
INTELLIGENCE
INSIDE
OUTSIDE
Author:
zcool.com.cn
Examples:
NaJonal
AdministraJons
Libraries
(UniversiJes)

19. BI
OSINT
HUMINT
MARKET
INTELLIGENCE
INSIDE
OUTSIDE
Use
collaboraJve
tools
to
share
your
intelligence
Author:
zcool.com.cn
Examples:
NaJonal
AdministraJons
Libraries
(UniversiJes)

20. Intelligence
Process
InformaJon
&
Data
Reliable
Intelligence
AcJonable
Intelligence
HUMINT
OSINT
1
2
3
Decrease
Quan2ty
Increase
Reliability
Human
&
IT
Process
Human
Process

21. Intelligence
Process
Keywords
Timely
!!!!
Accurate
Tailored
«
To
provide
the
right
informaJon
to
the
right
guy
»
«
Fight
Infobesity
»

22. OSINT
OPEN
SOURCE
INTELLIGENCE
WHY?

23. Origin
of
the
InformaJon
• 90
%
OSINT
– 90
%
free
informaJon
(white
sources)
– 10
%
payable
informaJon
(grey
sources)
– No
illegal
sources
(black
sources)
• 10
%
HUMINT

24. The use of internet is growing extremely rapidly
2000:
• 6 billion people on the Earth
• 361 million internet users
• 6% internet penetration
2012:
• 7 billion people on the Earth
• 2.4 billion internet users
• 34 % internet penetration
•
•
•
•
79% USA
68 % Oceania-Australia - 63% Europe
43 % South America – 40 % Middle East
27 % Asia – 16 % Africa
Source: www.internetworldstats.com
Autor: TpdkDesign.net

25. WWW indexed ≈ 100,000 x Library of Alexandria
Available at home, at your office, on your Smart Phone!
Library of Alexandria (250 BC)
≈ 500,000
scrolls
World Wide Web (2013)
≈ 50,000,000,000 pages
indexed by Google (WWW is bigger)
Source:
www.worldwidewebsize.com

26. SOCINT
-­‐
SOCial
INTelligence
(SOCINT
makes
part
of
OSINT)
TwiZer
Example
Ø
Ø
Ø
Ø
500
millions
Twieer
accounts
>
1
millions
Twieer
accounts
in
Belgium
15.000
tweets/second
1
billion
tweets
each
2.5
days
Social
Media
are
not
only
interesJng
for
your
e-­‐Community
Manager
but
also
for
your
compeJtors
and
your
market
intelligence
cell

27. Everything on the Web can be exploited by Market OSINT
CONTENT
TEXT,
MEDIA,
etc.
PROSOCIAL
BEHAVIOR
LIKE,
RATE,
SHARE,
etc.
INTEREST
-­‐
STATISTICS
KEYWORDS
entries
in
Search
Engines
VISITED
Web
Pages
(unique
visitors)
Views
(You
Tube),
etc.
www.pedegoelectricbikes.com
©MKTOC
-­‐
2013

28. Lots of information from the Web is not reliable or not
interesting for your company.
It doesn’t mean that THE information that you need is
not somewhere on the Web.
80 % of data that you are looking for is at a few clics.
The question is : « How to catch them ? »
Autor: Surachai
©
MKTOC
-­‐
2013

29. SURVEILLANCE
/
WATCH:
TOOLS

30. The
4
fundamental
PILARS
of
the
Web
Surveillance
STRATEGIC
MARKETING
SOURCING
«
Intelligence
Process
»
Watch
ANALYSIS
GATHTERING
Web
2.0
TOOLS
Business
(sector)
Knowledge

31. Sources
&
Content
Reliability
US
Army
uses
OSINT
(Open
Source
Intelligence)
and
edited
the
ATP
22.9
manual
in
July
2012
ATP
22.9:
A-­‐B:
Our
sources
C:
if
necessary
with
precauJon
1-­‐2:
Our
contents
3:
If
necessary
with
precauJon

32. CRAWLER
:
Website
Watcher
• Powerful
«
Crawler
»
idenJfying
changes
in
a
web
page
or
new
created
web
pages
• Mandatory
if
not
possible
to
have
a
RSS
feed
• BACK
UP
if
end
of
RSS
feed
Technology

33. YAHOO
PIPES
:
BUILD
ONE
FEED
WITH
ALL
YOUR
SOURCES

34. Example
of
secondary
feed
Keywords
(BLOCK
&
PERMIT)
=>
ONE
FEED
FOR
EACH
THEMATIC
Primary
feed
(all
sources
inside)
Secondary
feed
(customized)

35. ORGANIZE
YOUR
SECONDARY
FEEDS
IN
ORDER
TO
SELECT
THE
INFORMATION
TO
SAVE
AND
TO
SHARE
FEEDLY

36. SAVE
AND
SHARE
You
can
create
feed
with
Diigo

37. IFTTT
(If
This
Then
That)
CREATE
LINK
BETWEEN
YOUR
TOOLS
=>
AUTOMATISATION

38. EXAMPLE
OF
AN
OSINT
PROCESS
WITH
HIGH
AUTOMATISATION
(
©
MKTOC)
SEARCH
&
FILTER
GATHER
&
ADD
TO
DB
SHARE
&
COMMENT
(BACK
UP)
(BACK
UP
Diigo
Report)
(NO
RSS
&
BACK
UP
RSS)

39.
DASHBOARD
THE
RESULT
OF
YOUR
SURVEILLANCE
ALLOW
ACCESS
TO
THE
MEMBER
OF
THE
COMPANY

40. BE
CAREFUL
WHEN
USING
TOOLS
ON
THE
CLOUD
-­‐
IDENTIFY,
ANALYSE
&
MANAGE
RISKS!
-­‐
COMPARE
INTERNAL
&
EXTERNAL
SOLUTIONS
Perenity
?
Security
?
Property
?
CompeJtors’
Market
Intelligence
Cells

41. SEARCH
&
RESEARCH
TOOLS

42. HOW
TO
REALIZE
A
MARKET/COMPETITOR
STUDY
USING
OSINT?
NO
UNIVERSAL
METHOD!
REQUIREMENTS:
• IMAGINATION
• CREATIVITY
• PERSEVERANCE

43. Way
to
proceed
PHASE
1
RécepJon
de
la
demande
de
renseignement
Mises-­‐à-­‐jour
éventuelles
PHASE
8
Diffusion
du
renseignement
exploitable
PHASE
2
CaractérisaJon
et
priorisaJon
PHASE
7
RédacJon
d’un
renseignement
exploitable
PHASE
3
Méthodologie
a
priori
(brainstorming)
+
Hypothèses
éventuelles
PHASE
6
Traitement
et
analyse
de
l’informaJon
construcJon
du
renseignement
fiable
Knowledge
management
PHASE
4
Recherche
d’informaJons
et
de
données
PHASE
5
Point
d’avancement
/
Analyse
de
la
perJnence
de
la
méthodologie
«
a
priori
»

44. SOCIAL
INTELLIGENCE
You
can
find
informaJon
about
new
jobs,
financial
results,
contracts
awarded,
opening
of
new
facility,
e-­‐reputaJon
and
someJmes
leaks
or
indiscreJons…

45. SOCIAL
INTELLIGENCE
New
poten2al
customers?
New
partners?
Who
knows
some
informa2on
about
your
business?

46. CONTENT
IS
NOT
ONLY
TEXT
Can
be
useful
to
(examples):
• IdenJfy
a
facility;
• Calculate
the
size
of
a
building,
esJmate
the
capacity
of
the
parking,
determine
the
number
of
vehicles;
• Evaluate
the
number
of
employees;
• EsJmate
a
turnover
of
a
company.
SomeJmes
outdated
!

47. CONTENT
IS
NOT
ONLY
TEXT
More
and
more
content
is
provided
by
video
Some
videos
can
be
more
interesJng
for
compeJtors
than
for
customers
(industrial
tools,
manufacturing
processes,
product
demonstraJon,
new
web
applicaJon
tutorial)
New
generaJon
doesn’t
write
New
generaJon
uploads
videos
Be
prepared…

48. Google
Trends
Market
Needs
and
CompeJJve
Intelligence
There
is
a
link
between
the
interest
on
Google
and
customers’
purchases

49. SEM
Tools
&
CompeJJve
Intelligence
Unique
Visitors
Trafic

50. Study
Jan
13:
Business
with
Lapeyre
France
or
Leroy
Merlin
France
?
What
about
the
2012
financial
results?
Financial
results
were
not
yet
published.

51. Results
January
2013
The
turnovers
are
not
yet
published
but
the
raJo
can
be
esJmated

52. Check
September
2013:
OK!
There
is
a
link
between
turnovers,
Google
interests
and
Unique
Visitors
Trafics
CA
2012
LAPEYRE
768.879
768.879
768.879
RaJo
6,3
7,3
Moyenne
CA
2012
LEROY
MERLIN
FRANCE
4.843.938
5.612.817
5.228.377

53. IdenJfy
Trends
in
the
Market
Needs

54. CompeLLve
Intelligence

58. «
DEEP
WEB
»
EXAMPLES

59. Company
Financial
Results
Databases
&
Market
Intelligence
Evolu>on&du&chiffre&d'affaires&de&Laboratoires&ORTIS&SPRL&
(Es0ma0on$MKTOC$:$2013)$
30$
25$
23,8$
23,6$
Montant&en&millions&d'euros&
18,6$
Forecast
20,3$
20,3$
19,4$
17,6$
22,3$
22,8$
22,4$
20$
23,8$
15,0$
15$
13,4$
AggravaJon
des
crises
économiques
dans
les
pays
du
Sud
de
l’Europe
13,4$
Crise
financière
de
2008
Déstockage
Faiblesse
£/€
10$
9,0$
Effet
posiJf
d’un
nouveau
distributeur
en
France
5$
0$
1994$
2000$
2001$
2002$
2003$
2004$
2005$
2006$
2007$
2008$
Annnée&fiscale&(01/01&8&31/12)&
2009$
2010$
2011$
2012$
2013$

60. Company
Financial
Results
Databases
&
Market
Intelligence
Return'On'Sales'(%)':'ROS'='Bénéfices/Chiffre'd'affaires'
Return'On'Sales'VS'Taux'de'marge'brute'
3,5%$
2010$
2011$
3,0%$
2,5%$
2,0%$
2009$
1,5%$
2005$
1,0%$
2006$
0,5%$
0,0%$
15%$
2012$
2008$
2007$
17%$
19%$
21%$
23%$
25%$
Taux'de'marge'brute'(%)':'marge'brute'/'Chiffre'd'affaires'
27%$
29%$

61. InternaLonal
trade
databases
&
Market
Intelligence
Evolu/on'des'exporta/ons'(en'tonnes)'vers'la'
Chine'du'bois'de'hêtre'belge''
Volume'des'exporta/ons'(en'tonnes)'
90000%
84997% 84434%
80000%
70000%
60000%
50581%
49883%
50000%
40902%
40000%
34913%
27694%
30000%
20000%
26238%
11334%
10000%
8587%
3422%
1050% 2962%
0%
2000% 2001% 2002% 2003% 2004% 2005% 2006% 2007% 2008% 2009% 2010% 2011% 2012%
Evolu-on&du&montant&des&exporta-ons&vers&la&
Chine&du&bois&de&hêtre&belge&&
Evolu1on'de'la'valeur'd'exporta1on'vers'la'Chine'
du'bois'de'hêtre'belge'à'la'tonne'
12,0$
250$
235$
11,9$
11,0$
9,5$
10,0$
8,0$
6,0$
6,9$
5,2$
4,5$
4,0$
5,1$
200$
225$
190$
189$
190$
168$
150$
147$
137$
106$
100$
120$
130$
110$
113$
3,1$
50$
2,2$
2,0$
Valeur'(€)'par'tonne'
Montant&des&exporta-ons&(en&millions&€)&
14,0$
0,6$
0,2$
0,6$
0,9$
0,0$
2000$ 2001$ 2002$ 2003$ 2004$ 2005$ 2006$ 2007$ 2008$ 2009$ 2010$ 2011$ 2012$
0$
2000$
2001$ 2002$ 2003$ 2004$
2005$ 2006$
2007$ 2008$ 2009$ 2010$
2011$ 2012$

62. Patents:
CompeJJve
&
Technology
Intelligence

63. SEARCH
ENGINES
+
«
DEEP
WEB
»

64. Methodology: OSINT Sourcing + Bottom-Up Approach
Process
q Micro-data collection (contracts awarded)
q Consolidation with others information (qualitative & quantitative understanding of the market)
+
MARKET
Main Weaknesses of this methodology
q Request a lot of time and is “never finished and complete” => Need to limit the time
accorded to searches
q Non exhaustive (kind of « sampling ») : Need to analyze the confidence in the results

65. Example: Major Actors of the RoW pistol market
MICRODATA + MACRODATA = Estimated Quantity (example 1)
MICRODATA
(Press
Dec
2005):
•
Estonian
army
decides
to
replace
Makarov
pistols
by
Heckler
&
Koch
USP
(quanJty
not
available)
MACRODATA
(UNCOMTRADE
2001
-­‐
2012):
•
Peak
of
Estonian
importaJons
of
German
pistols
in
2006.
CONCLUSION:
Estonian
army
bought
approximately
3,500
HK
USP
in
2006

66. THANKS
!
Do
you
want
more
explanaJon?
hep://fr.slideshare.net/mktoc
val@marketosint.com