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.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
A new white paper from Forte Consultancy Group company Forte Wares, about a new and wholly unique approach to business reporting – “Pro-active Reporting" – enabled by the Wares solution, CIWare.
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.
Broken links: Why analytics investments have yet to pay off, sponsored by ZS, draws on the survey findings, interviews with senior corporate executives and desk research to explore the current state of sales and marketing analytics.
A new white paper from Forte Consultancy Group company Forte Wares, about a new and wholly unique approach to business reporting – “Pro-active Reporting" – enabled by the Wares solution, CIWare.
Get inspired with several articles from leading experts about how Business Analytics can help businesses grow faster with the right fact based decisions.
Analytics in Financial Services: Keynote Presentation for TDWI and NY Tech Co...Fitzgerald Analytics, Inc.
Keynote Presentation Given in New York City on March 30th, at a joint event of The Data Warehousing Institute (TDWI) and the New York Technology Council. This keynote presentation by Jaime Fitzgerald focused on "Bridging the Gap" between business goals in the data and analytic enablers of achieving these goals.
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
This is an interesting paper providing insight on the utilization of data for Asset Managers that you might find useful and informative. We are happy to schedule direct one on one discussions, as you wish.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
What is SWOT?
SWOT is a business self assessment. It is taking inventory of your Strengths & Weaknesses within your organization as well as the Opportunities & Threats the market presents that could greatly affect your business.
Why Conduct a SWOT?
It defines your strengths so that you can weave them into your message...your unique selling proposition, and answers that all important question, "Why You?"
I recognizes your Weaknesses so that you can counter them. Remember when Ronald Reagan was running for President? A perceived issue was his age...how did he handle it? He used the famous quip "I will not make age an issue of this campaign. I am not going to exploit, for political purposes, my opponent's youth and inexperience."
It identifies where your Opportunities are within the market. Why is this important? Let's face it every business has a target market. You can't be everything to everyone...if you try your message will be lost. Wal-Mart has it's niche...Nordstrom's has theirs. Can you imagine the confusion if each tried ti market to the others customers? You think they know who their customers are and how to reach them? Do you?
Finally it addresses the Threats the market poses to your business. Why does this matter? Think floppy discs, cassette and 8-Track tapes...who say that coming?
This is a three-hour facilitation strategy program offered to all businesses. For more information email dolivo@davna.com
Financial Services Automation: Taking Off the Training WheelsCognizant
Many financial institutions are struggling to move beyond early proofs of concept with process automation, our latest research reveals. To realize the promise of automation, financial institutions need to transcend technological myopia, focus on end-to-end business function innovation, and proactively address security challenges and risk.
The Data-Driven Investor: How Technology Changes the Game for Today’s Asset O...State Street
This presentation highlights why data is driving a major transformation in the way asset owners manage their investments and the role advanced technology will play in the future. The research is based on a survey — conducted by the Economist Intelligence Unit — of more than 400 institutional investors, including 206 asset owners.
Get inspired with several articles from leading experts about how Business Analytics can help businesses grow faster with the right fact based decisions.
Analytics in Financial Services: Keynote Presentation for TDWI and NY Tech Co...Fitzgerald Analytics, Inc.
Keynote Presentation Given in New York City on March 30th, at a joint event of The Data Warehousing Institute (TDWI) and the New York Technology Council. This keynote presentation by Jaime Fitzgerald focused on "Bridging the Gap" between business goals in the data and analytic enablers of achieving these goals.
Asset management has always involved data-intensive business models, yet today's practitioners are confronted with a deluge of new information arriving in a variety of different formats.
This is an interesting paper providing insight on the utilization of data for Asset Managers that you might find useful and informative. We are happy to schedule direct one on one discussions, as you wish.
Data and Findings - Accelerating IT Transformation with DATAMatt Mandich
Despite a global IT spend of over $4 Trillion, 67% of CEOs & CIOs are misaligned on how IT should be enabling the business* With the dramatic increase in digital technology & the business’s appetite to understand and enable their own innovations through technology, CIOs are challenged with the need to rapidly understand business inputs, stakeholder satisfaction, and assess their own teams internal capabilities. A new model is needed to enable the CIO to rapidly make decisions, prove success & analyze challenges with DATA.
By the Numbers:
• 66% of CEOs don’t understand how to use IT to transform the business.
• 84% of IT Organizations score below 80% on IT satisfaction
• 43% of CIOs overestimate the size of their next budget.
• 78% of CEOs/CIOs are aligned on what IT issues impede innovation BUT are Highly Misaligned on the Business Barriers that Impede Innovation
• 72% of business leaders misjudge which services really matter to them
* Info-Techs CEO/CIO Alignment study
What is SWOT?
SWOT is a business self assessment. It is taking inventory of your Strengths & Weaknesses within your organization as well as the Opportunities & Threats the market presents that could greatly affect your business.
Why Conduct a SWOT?
It defines your strengths so that you can weave them into your message...your unique selling proposition, and answers that all important question, "Why You?"
I recognizes your Weaknesses so that you can counter them. Remember when Ronald Reagan was running for President? A perceived issue was his age...how did he handle it? He used the famous quip "I will not make age an issue of this campaign. I am not going to exploit, for political purposes, my opponent's youth and inexperience."
It identifies where your Opportunities are within the market. Why is this important? Let's face it every business has a target market. You can't be everything to everyone...if you try your message will be lost. Wal-Mart has it's niche...Nordstrom's has theirs. Can you imagine the confusion if each tried ti market to the others customers? You think they know who their customers are and how to reach them? Do you?
Finally it addresses the Threats the market poses to your business. Why does this matter? Think floppy discs, cassette and 8-Track tapes...who say that coming?
This is a three-hour facilitation strategy program offered to all businesses. For more information email dolivo@davna.com
Financial Services Automation: Taking Off the Training WheelsCognizant
Many financial institutions are struggling to move beyond early proofs of concept with process automation, our latest research reveals. To realize the promise of automation, financial institutions need to transcend technological myopia, focus on end-to-end business function innovation, and proactively address security challenges and risk.
The Data-Driven Investor: How Technology Changes the Game for Today’s Asset O...State Street
This presentation highlights why data is driving a major transformation in the way asset owners manage their investments and the role advanced technology will play in the future. The research is based on a survey — conducted by the Economist Intelligence Unit — of more than 400 institutional investors, including 206 asset owners.
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
Data Science - Part I - Sustaining Predictive Analytics CapabilitiesDerek Kane
This is the first lecture in a series of data analytics topics and geared to individuals and business professionals who have no understand of building modern analytics approaches. This lecture provides an overview of the models and techniques we will address throughout the lecture series, we will discuss Business Intelligence topics, predictive analytics, and big data technologies. Finally, we will walk through a simple yet effective example which showcases the potential of predictive analytics in a business context.
Acquiring capacity for understanding key business activities in the environments and developing appropriate action points for business and organisational excellence.
1 p 03-0214-competitive-intelligence-blue-paper4imprint
When you hear the phrase “competitive intelligence” do you think of spies, covert activities and espionage? Do you think of expensive gadgetry and employees dressed like Tom Cruise from Mission Impossible®? While these
popular images might come to mind, in truth, this is far from reality. Contrary to common perceptions, competitive intelligence is a defined business strategy.
Slide share Hyper-Decision Making - Short VersionDr. Ted Marra
The new imperative for organisational success will be 'hyper-decision making'. Gain insights into executive research around decision making; the concept of 'optimal' decision; the costs of lost opportunity associated with decision making; the factors that determine your organisation's 'decision intelligence quotient'; the drivers of 'risk'; what a systematic, integrated and comprehensive decision making process looks like; and more! Enjoy!
GCC Analytics Best Practices" is a comprehensive guide outlining the most effective strategies for leveraging analytics in GCC (Gulf Cooperation Council) countries. This PDF highlights key methodologies, tools, and case studies, empowering organizations to harness data-driven insights and make informed business decisions. From data collection and analysis to visualization and reporting, this resource offers invaluable guidance for optimizing analytics processes and maximizing ROI in the GCC region.
How An AI-Powered Trade Promotion Optimization Software Can Improve Consumer ...Gina Shaw
Artificial Intelligence (AI) will happen in both TPx and Retail Execution sooner than you probably think – Promotion Optimization Institute
According to Nielsen Holdings, 40% of Consumer Goods trade promotion spending doesn’t drive the desired results. Even though the trade promotions spend take up a lion’s share of the organizational revenue, traditionally manufacturers have always struggled in optimizing their promotion mix for the maximum bang for the buck.
With the advancements in AI technologies, it is now possible to powerfully harness data and run high-yield trade promotions.
What You Can Expect From The eBook?
1. Key Trade Promotion Optimization (TPO) challenges faced today
2. What is AI in the context of TPO?
3. How AI helps run profitable trade promotions?
4. What an AI-Powered analysis looks like?
5. Case-studies
6. How you can get started right away!
4. WHAT IS COMPETITIVE INTELLIGENCE? Knowledge and foreknowledge of the competitive environment — the prelude to decision and action. Competitive Intelligence: The organizational means by which information is systematically collected, analyzed, processed and disseminated as intelligence to managers who can act on it. Competitive Intelligence Process:
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6. – John Naisbitt We are drowning in information but starved for knowledge. “ ” CHALLENGES IN CI
7. CI TRANSFORMS DATA/INFO INTO INTELLIGENCE D a t a U n c o n n e c t e d B i t s E m p l o y m e n t a t t h e s i t e d r o p p e d f r o m 1 1 0 0 t o 9 5 0 I n f o r m a t i o n K n o w l e d g e b u i l d b y l o o k i n g a t s e v e r a l d a t a p o i n t s T h e y i m p l e m e n t e d n e w l a b o r - s a v i n g t e c h n o l o g y I n t e l l i g e n c e T h e i m p l i c a t i o n s o f t h e o r g a n i z e d i n f o r m a t i o n T h i s g i v e s t h e m t h e a b i l i t y t o ノ
8. INTELLIGENCE IS EXTERNAL “ (I)t can be argued that the information revolution has caused managements to be less well informed than they were before . . . (T)he most important changes affecting an institution today are likely to be the outside ones, about which present information systems offer few clues.” — Peter Drucker, “A Survey of the Next Future,” The Economist , 11/3/01
9. COMPETITIVE INTELLIGENCE IS NOT LIMITED TO COMPETITORS CI Group Corporate Security Threats Technology Developments & Sources Political, Economic, & Social Forces Markets & Customers Competitor Capabilities, Plans, & Intentions Industry Structure & Trends
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12. INTELLIGENCE IS ANTICIPATORY – Wayne Gretzky On the ice, everyone goes to where the puck is. Me? I go to where the puck is going to be. “ ”
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14. More than 7 our of 10 companies claim to have an organized CI function . . . . . . But most say they do not have the means, interest, or understanding to use it properly. Source: Ostriches and Eagles: Competitive Intelligence Usage and Understanding in US Companies , Outward Insights, February 2005 SURVEY SAYS…
15. ROADBLOCKS TO EFFECTIVE CI Source: Ostriches and Eagles: Competitive Intelligence Usage and Understanding in US Companies , Outward Insights, February 2005
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20. INVESTING IN DEVELOPING ESSENTIAL CI FUNCTIONS YIELDS COMPETITIVE BENEFITS Provides Early Warning of Opportunities & Threats Collect Data Prepare Report & Disseminate Analyze & Forecast Essential Functions Primary Benefits Supports Strategic Decision-Making Process Supports Tactical and Operations Decisions Assesses and Monitors Competitors Supports Strategic Planning & Strategy Processes
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24. BEST PRACTICE #1: COMPETITIVE INTELLIGENCE IS ALWAYS LEGAL AND ETHICAL Exploit new employees for proprietary information Use illegal methods Compromise customer proprietary information Conduct false job interviews Misuse consultants or agents Misrepresent ourselves We will not ...
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28. The Intelligence to Anticipate. The Strategy to Lead. TM Karen Rothwell, Director [email_address] 1-888-447-5501 www.outwardinsights.com [email_address]
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Editor's Notes
Building on Joanne and Elio’s slides, I will focus on …
Vs. Knowledge Mgt which is not confined to the competitive environment, it can be knowledge on an internal issues. Key is actionable intelligence Second half of slides focus on process - do’s and don’t’s
Difference between information and intelligence is that intelligence requires a human element to connect piece of information through experiences.
Irony is with the Internet, mobile technology and other tools we have more information available to us, but that doesn’t eqate to knowledge or intelligence
Other external factors at play… Think Porter’s Five Forces - looking at all the external forces that shape an industry and help explain the behavior and postioning of its players
Help chart strategy
Good news… Bad news…. This chart reinforces that point - even though 7/10 companies claim to have a process for gathering and analyzing CI, the ways in which CI is used vary widely, meaning that companies that have a CI process can still be eagles. Twenty-nine percent of respondents admit that they do not have “an organized and systematic way to deliver competitive intelligence,” including 14% of the respondents with more than $1 billion in revenues . More than three-quarters (78%) of all respondents use CI for business development and sales purposes, and almost as many (74%) use it for new product launches.
Let’s look at road blocks, these are conditions that big and small firms face. Last two issues mirror earlier point about buy in… Lack of funding leads to resource constraints and lack of adequate training Ask what makes the effective use of CI difficult for these companies. Many of the same conditions as beset IBM in the early 90s.
Process is iterative
Forces that CI be demand-driven Ensures that CI deliers value
All these examples share one trait: they are forward looking. Their answers can feed into strategy development and decisions
Summary of overall benefits that a well run CI program can provide include:
Communication is critical Analysis techniques on next slide
Key is to know what tools to draw on for any given situation.
My rule of thumb is never do anything you’d be afraid to read about on the front cover of the newspaper the following day
Say no to the data dump Be clear about the scope of each role