competitive intelligence inteligência estratégica

30-11-2010Isabel Santos ©

UNL UNL –– UniversidadeUniversidade Nova de Nova de LisboaLisboa

ISEGI ISEGI –– InstitutoInstituto Superior de Superior de EstatEstatíísticastica e e GestãoGestão de de InformaInformaççãoão

Learning Module Knowledge ManagementLearning Module Knowledge Management

COMPETITIVE INTELLIGENCE

Lecture 2

Isabel Santos

[email protected]

Instituto Superior de Estatística e Gestão de Informação. UNL

Mestrado em Estatística e Gestão de Informação e Pós-Graduações

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Summary: Lecture 2

� CI: Identifying Information Needs

� Key Intelligence Topics

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Mapping Sources

Collecting Information

Analysis

Dissemination

CI

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INTELLIGENCE

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The Competitive Intelligence Life Cycle.

The 4 Basic Steps

1 - Identifying Information Needs

2 - Mapping Information Sources;


3 - Analysis

4 - Dissemination

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Why Identify Information Needs?

� Organizations have different information needs, depending

on it’s strategic goals and the industries they belong to.

� In a World overwhelmed by information, Information Needs

Identification within the CI framework, allows organizations

to focus on the flow of data/information that is really critical

to support their middle and long term business strategies.

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Key Intelligence Topics (KITs)

Key Intelligence Topics are critical topics/questions aboutorganization business and strategies.

It is a model for Identifying Information Needs.

There are 3 KITs Categories (Set MQ):

� Strategic Decisions & Issues

� Early Warning Topics

� Key Players in the Marketplace

(Herring, 1999)

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Information Needs & Business Strategies

These companies and industries have different informationneeds and different business/organization strategies…

� A Software Development Company

� A Beverage and/or Drinks Company

� The Footwear Industry

The Key Intelligence Topics Model helps each organization to identify its critical information/intelligence needs and…specific“actionable intelligence” for each organizational strategy.

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KITs - Strategic Decisions & Issues

�Strategic Decisions & Issues are all about what is

labeled as ‘strategic’: (MQ)

- Strategic Investment Decisions

- New Competitor’s Strategies

- Inputs for the formulation of Strategic Plans

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� Intelligence inputs regarding the company’s strategic plan; (StDep)

� Formulation of the global competitive strategy in the Industry:

- Assess the role of competitors in achieving business objective(s).(Por)

- How / with whom should we proceed? What are our competitors doing?

With whom? (CA,Partn, Uni, R&D)

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� Globalization issues in the Industry:

- Assess current competitive situation in the global industry

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- Describe the most likely future situations in Asian/SouthAmerican/other geographical markets.


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� Strategic investment decisions: Identify and assess changes

in the competitive environment.

- Key/critical industry investments by others (BES Ydreams)

- Cash requirements of other industry companies;

- Involvement / role of investment community;

- Sources for future investments: alliance, acquisitions

(sources for innovation)

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� Assessing production capacity in industry

� Should we expand our present production capacity or build a new plant with a more cost-effective manufacturing process?


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� Product /Technology development program:

- Identify and assess the programs of our leading competitors and assess the status of other competing technologies. (Brisa /Via verde)

� New product development and roll-out: How and when will the

competitors respond? How will they affect our plan?(ITUNES)

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� How will our new distribution/sales/marketing strategy be viewed by the

industry? Our competitors? Our distributors? (perceptions)

� Protection of “our” proprietary information/technology

- Competitors efforts to acquire. Others are interested in it?

� Human resource issues: Hiring and retaining key employees.(Adv)

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KITs – Early Warning Topics

�Early Warning Topics are all about activities and subjects by which management does not want to be surprised.

� They are heavily related with Threats but they couldalso represent Opportunities as well…

� They emerge in the form of:

- Decisions

- Events

- Others…

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� Areas of possible technological “breakthroughs” that could dramatically affect our current and future competitiveness. (RFID Defense)

� Technological developments, affecting either production capabilities or product development and their uses by competitors and others. (emerging oil drilling tech/ emerging technolog for clean up)

� Status and performance of Key Suppliers.

- Their financial “health”

- Cost & Quality problems (affect Customer)

- Possible acquisition and/or alliances.

� Possible disruptions in supplies of crude-oil/components/etc. DisasFire

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� Changes in (our) industry procurement policies and

processes. (1stSCM)

� Change in customers/competitors perceptions of us/our

services. (Customers Complaints)

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� Companies and/or combinations of companies, considering possible entry into our business or markets. (SoC)

� Changes in international political, social, economic

� Changes in regulatory situations that could affect our competitiveness. (WTO; EU regulat act PAC)

� Regulatory Issues: Near-term changes (Flu); deviations in long-term trends; other governmental changes that could impact current regulatory regimes, e.g. people, policy, etc (Olive oil)

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� Intelligence on Alliances, Acquisitions, and Divestitures among our

competitors, customers, and suppliers:

- Reasons and forces causing them;

- Objectives and purposes of completed deals;

� Financial Initiatives by major competitors:

- Changes in current financial strategies; (bonds, loans)

- Alliances, acquisitions, divestitures, etc.

� Interests and efforts by others to acquire our company.

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KITs – Key Players

�Key Players Topic is about get to know what key

industry players are doing (or can do….)

� Its about organizations as well as individuals…

� Its also about decision makers and their decision

making process or models…

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� Provide profiles of major competitors, including:

-Their strategic plans, competitive strategies,

financial & market performance, organization & key personnel,

R&D, operations, sales & marketing, etc.

� Provide in-depth assessments of Key Competitors, including:

- Their competitive intent vis-a-vis us and our major customers;

- Strategic plans and goals, including international objectives;

- Key strategies: Financial, technological, manufacturing, distribution;

- Current operational and competitive capabilities.

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� Identify emerging competitors in different industries and businesses.

� Describe and assess the current/future competitive environment,

including:

- Customers and competitors; markets and suppliers; production

and product technologies.

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� New customers, their needs and future interests: What are they and

how are our competitors trying to satisfy them? (MistS) (Peru)

� Industry and customer views, attitudes and perceptions regarding

“worth” of our branded products, services, etc.

� Identify and assess new industry/market players, including:

Suppliers, major distributors, customers and/or competitors, that are

considering entry into our business. (ConsCred)

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� New technology/product developers: What are their plans and strategies for competing in our industry?

� Need of significant improvement in market share and growth data,including that of our competitors.

� Intelligence concerning regulatory and environmental activities for planning and decision making. (New rules systems pós Crises

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� The investment/financial community: What are their views and perceptions of our business and industry? (Research report Investment bank)

� What are the interest and purpose of various suppliers and industry observers in gathering information about our company? (Difficulties..)

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KITs in Managment Strategy

Competitors

Suppliers

Distribuition

Industry

Customers

Stackeholders

Economy

Technology

Society

Ecology

Culture

Politics

Mision and Vision

Strategic Goals

Culture / Values

Competences

Capabilities

Infrastructures

Processes

Resources

People

Organization

Strenghts

Weakness

Threats

Opportunities

(Based on Freire 2001, Fleisher & Bensoussan, 2003 and the author)

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INTERNAL VIEW EXTERNAL VIEW

Strategic Issues & Decisions

Early Warning

Key Players

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Identifying Information Needs: Fullfiling a Request

What?

Who?

When?

Where?

Why?

How?

How much?

Answering

with

Focus


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The CI Life Cycle.

Mapping Sources and Collecting Information

1 - Identifying Information Needs

2 - Mapping Information Sources


3 - Analysis

4 - Dissemination

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Mapping CI Sources

Secondary Sources

• Public Sources

Unpublished Documents

Published Documents

• Digital / Printed

• Internal / External

Primary Sources • Human Sources

Internal/External

• Observation

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CI Primary Sources

- Co-Workers

- Managers

- Customers

- Competitors

- Suppliers

- Experts

- Consultants

- Journalists

- Scholars

- Other Human Sources

- Observation

• HUMAN SOURCES

• OBSERVATION

- Internal

- External

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Secondary Sources CI

- Mass Media

- Web Sources

- Monographies

- Reports

- Recorded Images and Sounds

- Data Bases on/ off line

- Patents

- Published Documents

- Internal Sources Docs.

- Other

• PUBLIC SOURCES

- Unpublished Documents


- Internal

- External

- Digital

- Printed

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Mapping CI SourcesTypes of Information Sources

� Secundary Sources

- Mass Media

- Web Sources

- Monographies

- Reports

- Recorded Images and Sounds

- Databases on/ off line

- Patents


- Internal Sources Docs.

- Other

� Primary Sources

- Customers

- Competitors

- Suppliers

- Experts

- Consultants

- Co-Workers

- Journalists

- Other Human Sources

- Observation

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CI Analysis Techniques: Examples

� Profiles

� Shadowing

� SWOT Analysis

� STEEP Analysis

� Five Industry Forces

�War Games

� Strategic Group Analysis

� Competitor Analysis

� Benchmarking

� Scenario Planning

� Stakeholder Analysis

� Value Chain Analysis

� BCG Matrix

� Blindspot Analysis

� Core Competences

� ABC Analysis

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References

� Herring, Jan P.(1999).”Key Intelligence Topics: A Process to Identify

and Define Intelligence Needs”. Competitive Intelligence Review, Vol.

10(2) 4–14.

� Stratregic and Competitive Intelligence Professionals Association.

SCIP. (2003) “SCIP Ethic Code”. Available at: http://www.scip.org

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