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Training Material - Competitive Intelligence - The Life Blood Of Strategy - An Introduction
The document outlines the concept of competitive intelligence (CI), emphasizing its role in decision-making and organizational learning. It differentiates CI from market research and industrial espionage, highlighting its comprehensive approach to understanding the external operating environment. The document also discusses the competitive intelligence cycle, specific terminology, and the importance of systematic methods to gather and analyze relevant information.
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Training Material - Competitive Intelligence - The Life Blood Of Strategy - An Introduction
- 1. ®ACTSol & Associates(Avinash Consulting & Turnkey Solutions & Associates) Website: www.actsol.in, E – Mail: connect@actsol.in Cell No: +91 94835 11055 Regd Off: Bangalore; Representations: Gulbarga (Admin) Hyderabad, Pune, New Delhi, Nagpur, Kolhapur, Cochin, Ahmedabad, Bhubaneswar,UK (Cambridge), Barcelona (Spain), Qatar, Kuwait & South Africa (JHB)
- 2. Competitive Intelligence CanBe Defined As Knowledge And Foreknowledge About The External Operating Environment
- 3. Competitive Intelligence CanBe Defined As Knowledge And Foreknowledge About The External Operating Environment The Ultimate Goal Of Each Intelligence Process Is To Facilitate Decision – Making That Leads To Action
- 4. The Intelligence ProcessEnables Turning Information Into Intelligence By Processing It Via ……
- 5. The Intelligence ProcessEnables Turning Information Into Intelligence By Processing It Via …… Analysis….
- 6. The Intelligence ProcessEnables Turning Information Into Intelligence By Processing It Via …… Analysis…. Synthesis….
- 7. The Intelligence ProcessEnables Turning Information Into Intelligence By Processing It Via …… Analysis…. Synthesis…. Interpretation….
- 8. The Intelligence ProcessEnables Turning Information Into Intelligence By Processing It Via …… Analysis…. Synthesis…. Interpretation…. And Utilizing It In The Future – Oriented, “Decision – Making”
- 9. Competitive Intelligence IsNot Market Research Or Industrial Espionage
- 10. Competitive Intelligence IsNot Market Research Or Industrial Espionage “Market Research” Focuses On Fulfilling A Specific Information Need Or Set Of Needs, Intelligence Is A Completely Legal Ongoing Process Of Developing A Holistic Picture Of The Operating Environment Including Competitors, Customers And Markets
- 11. Competitive Intelligence IsNot Market Research Or Industrial Espionage “Market Research” Focuses On Fulfilling A Specific Information Need Or Set Of Needs, Intelligence Is A Completely Legal Ongoing Process Of Developing A Holistic Picture Of The Operating Environment Including Competitors, Customers And Markets An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning
- 12. The Term –“Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting …..
- 13. The Term –“Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are …..
- 14. The Term –“Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence
- 15. The Term –“Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence Are Often Used Interchangeably Or As Synonyms, While …..
- 16. The Term –“Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence Are Often Used Interchangeably Or As Synonyms, While ….. Strategic Intelligence, Customer Intelligence, Competitor Intelligence and Technology Intelligence
- 17. The Term –“Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence Are Often Used Interchangeably Or As Synonyms, While ….. Strategic Intelligence, Customer Intelligence, Competitor Intelligence and Technology Intelligence Add A Dimension Of Specificity To The Subject
- 18. Eventually, All IntelligenceTerms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making
- 19. Eventually, All IntelligenceTerms 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 ….. Viz ……
- 20. Eventually, All IntelligenceTerms 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 ….. Viz …… Strategic, Tactical And Operative
- 21. Eventually, All IntelligenceTerms 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 ….. Viz …… Strategic, Tactical And Operative The Key Goal Of CI Is To Facilitate More Effective Strategic Planning And, As Such, It’s One Of The Most Important Strategic Tools That Management Possesses
- 22. In Other Words,The Purpose Of The Intelligence Production Is To Put The Fragments Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future
- 23. In Other Words,The Purpose Of The Intelligence Production Is To Put The Fragments Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future The Essential Notion, Again, Is That Information Is Turned Into Something That Can Be Acted Upon
- 24. In Other Words,The Purpose Of The Intelligence Production Is To Put The Fragments Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future While Information Is Factual, Consisting Of Numbers, Statistics And Scattered Bits Of Data, Intelligence, On The Contrary, Is A Collection Of Pieces Of Information That Have Been Filtered, Distilled And Analyzed The Essential Notion, Again, Is That Information Is Turned Into Something That Can Be Acted Upon
- 25. Always Remember That………..
- 26. ……. Intelligence IsThe Lifeblood Of Strategy
- 27.
- 28. 1 Definition ofCompetitive Intelligence
- 29.
- 30. The Intelligence Pyramid Although Information And Intelligence Are Sometimes Used As Synonyms, They Are At Different Levels Of The ‘Intelligence Pyramid’
- 37. Eventually, All “Intelligence”Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision – Making
- 38.
- 39. 2 Levels &Different Terminology Of Competitive intelligence
- 40. The Scope ofCompetitive Intelligence
- 41. Corporate Planning &Business Development: Strategic Intelligence
- 42. Investor Relations: PeerGroup Intelligence Corporate Planning & Business Development: Strategic Intelligence
- 43. Investor Relations: PeerGroup Intelligence Marketing & Sales: Market & Product Intelligence Corporate Planning & Business Development: Strategic Intelligence
- 44. Investor Relations: PeerGroup Intelligence CRM Marketing & Sales: Customer Intelligence Market & Product Intelligence Corporate Planning & Business Development: Strategic Intelligence
- 45. Investor Relations: PeerGroup Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence
- 46. Investor Relations: PeerGroup Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence
- 47. Investor Relations: PeerGroup Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 48. Investor Relations: PeerGroup Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 49. Investor Relations: PeerGroup Intelligence Business Environment Trends & Critical Themes CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 50. Investor Relations: PeerGroup Intelligence Business Environment Trends & Critical Themes Interest Groups & Other Market Players CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 51. Business Environment Trends& Critical Themes Industry Intelligence Interest Groups & Other Market Players CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence Investor Relations: Peer Group Intelligence
- 52. Investor Relations: PeerGroup Intelligence Business Environment Trends & Critical Themes Interest Groups & Other Market Players Supplier Industry Intelligence Industry Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 53. Business Environment Trends& Critical Themes Interest Groups & Other Market Players Supplier Industry Intelligence Industry Intelligence Marketing & Sales: Supplier Industry Intelligence Investor Relations: Peer Group Intelligence CRM Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 54. Investor Relations: PeerGroup Intelligence Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Marketing & Sales: Supplier Industry Intelligence Interest Groups & Other Market Players CRM Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
- 55. Investor Relations: PeerGroup Intelligence Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players CRM Customer Intelligence Corporate Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence Marketing & Sales: Market & Product Intelligence All Decision Makers Current Awareness R & D Technology Intelligence Sourcing: Supplier Intelligence
- 56. Business Environment Trends& Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players Customer Intelligence Investor Relations: Peer Group Intelligence CRM Customer Intelligence Corporate Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence Marketing & Sales: Market & Product Intelligence All Decision Makers Current Awareness
- 57. Scope Investor Relations: Peer Group Intelligence CRM Customer Intelligence Corporate Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence Industries R & D Technology Intelligence Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players Customer Intelligence Sourcing: Supplier Intelligence Marketing & Sales: Market & Product Intelligence All Decision Makers Current Awareness Trends & Themes Companies Value Chain Dimension
- 58. The Scope ofStrategic Intelligence
- 59.
- 60. Competitive Intelligence MarketIntelligence
- 61. Strategic Intelligence CompetitiveIntelligence Market Intelligence
- 62. Strategic Intelligence CompetitiveIntelligence Market Intelligence Events
- 63. Strategic Intelligence CompetitiveIntelligence Market Intelligence Events Past Present Future
- 64. Strategic Intelligence CompetitiveIntelligence Market Intelligence Events Past Present Future Levels
- 65. Strategic Intelligence CompetitiveIntelligence Market Intelligence Events Past Present Future Levels Strategic Level Competitive Level Market Level
- 66. Strategic Intelligence IsSeen As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making, i.e Strategic, Tactical And Operative Strategic Intelligence Competitive Intelligence Market Intelligence Events Levels Strategic Level Competitive Level Market Level Past Present Future
- 67.
- 68. 3 Elements OfCompetitive Intelligence
- 69. In Order ToTarget Intelligence Efforts In A Coordinated Way, It Is Feasible To Divide The Field Of Competitive Intelligence Into Elements That Correspond To The Company’s Business Information Needs
- 70. In Order ToTarget Intelligence Efforts In A Coordinated Way, It Is Feasible To Divide The Field Of Competitive Intelligence Into Elements That Correspond To The Company’s Business Information Needs This Way, Competitive Intelligence Efforts Can Be First Targeted At The Most Critical Elements, While Development Regarding Less Critical Elements Can Be Started In Later Phases
- 71. Always Remember That………..
- 72. The Elements OfCompetitive Intelligence Reflect Strongly The Categorization Of Business Information Types
- 73. Scope Business EnvironmentTrends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players Customer Intelligence Trends & Themes Industries Companies Value Chain Dimension
- 74. An Extension ToThis View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence
- 75. An Extension ToThis View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category
- 76. An Extension ToThis View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General Trend Intelligence” Includes Business Information Types And Themes Along The Whole Length Of The Value Chain
- 77. An Extension ToThis View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General Trend Intelligence” Includes Business Information Types And Themes Along The Whole Length Of The Value Chain Similarly, The Category “Interest Group Intelligence” Covers Companies That Don’t Belong To The Company’s Value Chain But Are Strongly Linked With It
- 78. An Extension ToThis View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General Trend Intelligence” Includes Business Information Types And Themes Along The Whole Length Of The Value Chain Similarly, The Category “Interest Group Intelligence” Covers Companies That Don’t Belong To The Company’s Value Chain But Are Strongly Linked With It In This General Categorization, The Value Chain Only Includes Three Nodes But It Can Naturally Be Extended At Both Ends
- 79. On The SupplierSide, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction
- 80. On The SupplierSide, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers
- 81. On The SupplierSide, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers Yet Another Dimension To Consider Is Intelligence About End – Users
- 82. On The SupplierSide, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers Yet Another Dimension To Consider Is Intelligence About End – Users On The Other Hand, An Organization May Trust That Its Customers Have Taken Their Own Customers Into Account When Making Operative Business Decisions
- 83. On The SupplierSide, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers Yet Another Dimension To Consider Is Intelligence About End – Users On The Other Hand, An Organization May Trust That Its Customers Have Taken Their Own Customers Into Account When Making Operative Business Decisions Thus, Sophisticated Customer Intelligence Will Likely Bring In Good Intelligence About The End - Customers As Well
- 84. The Matrix FrameworkIs Useful When Considering Target Areas For A Company’s Competitive Intelligence Development
- 85. The Matrix FrameworkIs Useful When Considering Target Areas For A Company’s Competitive Intelligence Development However, The Presented Framework Is Very Generic And It Should Always Be Adapted To Each Company’s Specific Requirements
- 86.
- 87.
- 88. The Core OfAny Intelligence System In A Company Is An Intelligence Cycle
- 89. The Core OfAny Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required
- 90. The Core OfAny Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The Intelligence Needs
- 91. The Core OfAny Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The Intelligence Needs The Cycle Includes Setting Goals, Obtaining Data, Comparing Information From Different Sources And Estimating Possible Future Developments
- 92. The Core OfAny Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The Intelligence Needs The Cycle Includes Setting Goals, Obtaining Data, Comparing Information From Different Sources And Estimating Possible Future Developments Finally, The Results Have To Be Utilized In A Timely Fashion
- 93. Effective Intelligence ProcessesSet The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function
- 94. Effective Intelligence ProcessesSet The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire
- 95. Effective Intelligence ProcessesSet The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material
- 96. Effective Intelligence ProcessesSet The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material Monitoring Can Be Seen As Continuous Surveillance Of Formal And Informal Sources, Whereas The Actual Collection Calls For A More Specified Need
- 97. Effective Intelligence ProcessesSet The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material Monitoring Can Be Seen As Continuous Surveillance Of Formal And Informal Sources, Whereas The Actual Collection Calls For A More Specified Need On The Other Hand, Active Monitoring Is Also Likely To Create New Needs
- 98. In Practice, MonitoringAnd Collection Are Overlapping Phases In The Intelligence Cycle
- 99. In Practice, MonitoringAnd Collection Are Overlapping Phases In The Intelligence Cycle The Needed Information Calls For Active Gathering Measures Often Implemented By A Corporate Library Function, Especially In The Case Of Using External Sources
- 100. In Practice, MonitoringAnd Collection Are Overlapping Phases In The Intelligence Cycle The Needed Information Calls For Active Gathering Measures Often Implemented By A Corporate Library Function, Especially In The Case Of Using External Sources The Role Of Human Intelligence, i. e,. Intelligence That Is Not Documented But Possessed By Individual Employees, Is Also Significant
- 101. Human Intelligence, AlsoReferred To As “Tacit Knowledge”, Seems To Set Organizations Apart Regarding Their Intelligence Capabilities And, Eventually, Competitiveness
- 102. Human Intelligence, AlsoReferred To As “Tacit Knowledge”, Seems To Set Organizations Apart Regarding Their Intelligence Capabilities And, Eventually, Competitiveness Decision – Makers Generally Prefer A Timely Answer To A Totally Accurate Answer
- 103. Human Intelligence, AlsoReferred To As “Tacit Knowledge”, Seems To Set Organizations Apart Regarding Their Intelligence Capabilities And, Eventually, Competitiveness Decision – Makers Generally Prefer A Timely Answer To A Totally Accurate Answer It Is Argued That Only 70 Percent Of The Delivered Intelligence Needs To Be Totally Accurate If It Is Delivered On Time
- 104.
- 105. The Cycle 1.Need Analysis
- 106. The Cycle 1.Need Analysis 2. Observing & Monitoring
- 107. The Cycle 1.Need Analysis 2. Observing & Monitoring 3. Collection from External & Internal Sources
- 108. The Cycle 1.Need Analysis 2. Observing & Monitoring 3. Collection from External & Internal Sources 4. Structuring & Elimination
- 109. The Cycle 1.Need Analysis 2. Observing & Monitoring 4. Structuring & Elimination 5. Analysis 3. Collection from External & Internal Sources
- 110. The Cycle 1.Need Analysis 2. Observing & Monitoring 4. Structuring & Elimination 6. Dissemination 5. Analysis 3. Collection from External & Internal Sources
- 111. The Cycle 1.Need Analysis 2. Observing & Monitoring 4. Structuring & Elimination 6. Dissemination 5. Analysis 3. Collection from External & Internal Sources 7. Storing
- 112. The Cycle 1.Need Analysis 2. Observing & Monitoring 7. Storing 6. Dissemination 4. Structuring & Elimination 5. Analysis 3. Collection from External & Internal Sources 8. Utilization & Feedback
- 113. Imagine There AreNo Competitors For You In The Market!
- 114. Imagine There AreNo Competitors For You In The Market! Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them & The Market, Utilized The Information Gathered And Acted In Tandem With Your Core Business Strategy!
- 115. Imagine There AreNo Competitors For You In The Market! Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them & The Market, Utilized The Information Gathered And Acted In Tandem With Your Core Business Strategy! Then There Is No Stopping You In Becoming The No. 1 Business Organization In Your Industry Segment!
- 116. Imagine There AreNo Competitors For You In The Market! Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them & The Market, Utilized The Information Gathered And Acted In Tandem With Your Core Business Strategy! Then There Is No Stopping You In Becoming The No. 1 Business Organization In Your Industry Segment! Because You Have Killed Your Competition!
- 117.
- 118. Competitive Intelligence IsNot Market Research, Nor Is It Industrial Espionage
- 119. Competitive Intelligence IsNot Market Research, Nor Is It Industrial Espionage It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The Competitor’s Capabilities And Intentions
- 120. Competitive Intelligence IsNot Market Research, Nor Is It Industrial Espionage It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The Competitor’s Capabilities And Intentions It Serves As An Early Warning Of Future Events, Which May Have An Impact On Company Performance
- 121. Competitive Intelligence IsNot Market Research, Nor Is It Industrial Espionage It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The Competitor’s Capabilities And Intentions It Serves As An Early Warning Of Future Events, Which May Have An Impact On Company Performance While Market Research Often Focuses On Fulfilling A Specific Information Need Or Set Of Needs, Intelligence Is An Ongoing Process Of Developing A Holistic Picture Of The Operating Environment Including Competitors, Customers And Markets
- 122. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning
- 123. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required
- 124. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
- 125. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are:
- 126. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Definition Of Intelligence Needs
- 127. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs The Key Stages Of This Cycle Are:
- 128. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information
- 129. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information Analysis
- 130. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information Analysis Dissemination & Storage
- 131. An Effective IntelligenceProcess Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information Analysis Dissemination & Storage Utilization
- 132. And Always RememberThat ………..
- 133. ……. Intelligence IsThe Lifeblood Of Strategy
- 134. ……. Intelligence IsThe Lifeblood Of Strategy But Managerial Input, i. e. Adequate Planning And Direction, Is Essential In Order To Initialize The Cycle And Then Keep It Functional
- 135. Hello! Sadashiv Borgaonkar Management Strategist, Educator & Consultant ACTSol & Associates www.actsol.in @sada_borg11 @actsol_connect sadashiv@actsol.in http://in.linkedin.com/in/sadashivborgaonkar/