elevation insights ™ | competitor intelligence

© Elevation Insights™ 2012-2014. All Rights Reserved.A Chirala Holdings™ Subsidiary & partner of Crescendus™ 1© Elevation Insights™ 2012-2014. All Rights Reserved.A Chirala Holdings™ Subsidiary & partner of Crescendus™

Elevation Insights™

Competitor IntelligenceGlobal Insights & Recommendations

© Elevation Insights™ 2012-2014. All Rights Reserved.A Chirala Holdings™ Subsidiary & partner of Crescendus™ 2

Competitor IntelligenceGlobal Intelligence, Insights & Recommendations

Mandate initiated by:This Mandate is generally requested by any of the following senior management personnel within acompany:

CEOVP MarketingVP Sales

Executive Level Mandate

Internal Company Mandate Description:

We need a better competitor intelligence monitoring process for both our core and adjacentcompetitors. The proposed solution should give us a quick snapshot of what our competitors are up to,their top initiatives, recent transactions and strategies that could impact our customers and the industryin general. The solution should be maintained current and also offer recommendations for action. Basedon the comprehensive competitor intelligence data, we also need to generate summary slides for ourstanding biweekly or monthly executive meetings.


Internal Team Meeting (scheduled by Executives within your company)

Marketing Manager

Country/Business Unit Managers

R&D Principal Scientist

Financial Controller

CFO

Subject matter experts (Engineers, Scientists)

VP Business or Corporate Development

Business Development Manager

Legal Counsel

VP Marketing

VP Strategy

VP Sales

Director, Strategy

Director, Marketing

Director, Sales

Director, Product Development

Product Managers

The task requested by the Executive Team is highly strategic and will impact a wide range of business units & internalprocesses. As a result, collaboration & joint buy-in from senior management leaders will be key from the early stage ofproject deliberations.

Note- The composition of teams and titles varies by company, depending upon it’s size, offerings, markets & specificcompetitive situation. As the scope of the project expands, additional team members may be required.

Internal Team Involved(Core)

Supporting Team Members(as needed)


Tasks discussed within Internal Team Meetings (by Core Attendees)

High level Selection Criteria forgathering Global Intelligence

1. List of core competitors in all existing markets2. Defining/Mapping of current and future market spaces, and identifying adjacent

competitors3. Country specific competitors4. Types of competitor information types, including handling issues pertaining to

information accessibility, frequency of updates and ability to take action

1. Wide range of competitor information types:• R&D, strategy, product development, innovation, business

development, investor relations, manufacturing, supply chain, sales &marketing, intellectual property, regulatory, human resources

Due Diligence

Common metrics for analysis &recommendations

1. Creating a single unified competitor intelligence evaluation template documentthat can be used across business units and internal departments

2. Populating above document with global competitor intelligence informationusing above selection criteria and due diligence data (with weighted attributes)

3. Identifying key developments and making recommendations for internaldiscussions/meetings

Execution issuesNext steps

1. Constant template document updates (e.g. new information from variousglobal sources) to keep the template document current

2. Preparing presentation slides for internal executives3. New revisions to competitor intelligence information gathering strategy based

on ongoing feedback from biweekly or monthly executive meetings

Key Tasks


Information Needs required to complete your “Next Steps”

Information Requirements• Build user requirements for a unified competitor intelligence assessment template document, that will

be used by the various stakeholders

• Populate the template document with complex information pertaining to the various competitors, andfrequently update it with the latest information

• Competitor intelligence information types includes:• R&D, Product Development & Innovation: Product portfolio, roadmaps, gaps, new

product launches, country specific innovation strategies, product recalls, regulatoryviolations, publications, conference proceedings, R&D and technology highlights

• Business Development: Recent deals, partnerships, licensing, M&A, JV, strategicalliances, sample contracts

• Sales & Marketing: Key accounts, go-to-market strategy, channel management,communication strategies, opinion leaders, pricing data (if available), mid/long termstrategy, industry developments, industry group participation, lobbyists

• Financials & Investor Relations: Debt, accounts receivables, financing, statements,analyst presentations, Q&A, investor conferences, cost reduction/expansion

• Intellectual Property & Legal: IP filings, IP expirations, litigation• Regulatory: list of filings by country, approvals, rejections, violations• International Expansion: key countries, country specific strategies, products,

partners, new launches• Human Resources: areas of hiring, personnel changes, compensation practice, layoffs• Manufacturing & Supply Chain: global manufacturing sites, strategy, supply chain

partners

• Detailed analysis of competitor intelligence information using weighted metrics, list ofrecommendations, and preparing presentation slides for executive meetings

COMPLEXBusiness andtechnology SOURCESWITH FREQUENTUPDATING NEEDS


Execution Options: Internal “do-it-alone” Approach vs. External Help

Internal Approach

10-20 >100CompetitorsShortlist

PotentialInformationTypes & Updates

Note- Actual data figures can vary greatly, depending upon industry space.

X

Strain on Resources• 10 plus senior management & their teammembers will need to spend extensive amountsof time, in addition to their regular duties.• Real Costs incurred.• Information gathering, analysis & reportingchallenges add additional pressures, loweringproductivity.

Frequent Information UpdatesRequired

External Help: Elevation Insights™Elevation Insights™ can collect, analyze, report & maintain your global competitor’s technology, sales, marketing, businessdevelopment, engineering, process and product development intelligence data, and help relieve some of the time bandwidth andresource burden of your top management personnel. The global template document can be built using MS Excel, MS Word or MSPowerPoint formats and placed centrally within a password protected website.

We also encourage you to check the product management and business development solutions from Crescendus™.

Access to global technology & commercial intelligence


Decision Time: Let your internal ROI guide you!

Time Cost Decision•Internal Meetings

•Initial strategy discussions•Setting up of internal program office& work streams•Follow-up strategy discussions•Information gathering•Information review & analysis•Conference calls•Data analysis & reporting•Series of follow-up discussions toreview competitor data and analysis• Decision meetings to go overrecommendations shortlist• Call to Action set of meetings &preparation materials• Updating above materials with newinformation & re-do above decisionmaking process.

• Internal Email Chains/Calls• Regular Duties Impact

• Overtime to focus on regular duties• Productivity & potential revenueimpact on existing responsibilities• Stress on your current team•Potential attrition of top performers

•On-Going Maintenance• To keep competitor intelligencecurrent & update data analysis &reporting

•Key Parameters

• Total number of meetings• Total time spent on attendingmeetings and completing meetingtasks (incl. email time, conferencecalls, presentation reports, targetdocuments, information costs)• Total number ofattendees/meeting along withcomposition (e.g. VP, Director,Managers)• Calculate total cost based ontotal time and fully loaded costfigures by various attendees, forall the tasks involved in completingthe project.

Use Fully Loaded Cost Figures:Manager level: $100-125/hourDirector level: $150-200/hourVP level: $250-350/hourNote:Placing a cost figure on all yourinternal activities will highlight thetrue cost of completing a task. Thisis often ignored within internalcompany settings while dealingwith salaried employees.

Situation 1If your internal total costs,senior managementavailability bandwidth, andtimelines are acceptable toyour company, then it isprudent to complete theproject internally withoutany external help. A keyassumption here is that yourcompany has all the rightskill-sets to complete theproject.

Situation 2If the right skill-sets areunavailable within yourcompany or the timelinesand total internal costs arenot acceptable, thenwe recommend seekingexternal help.


If your company is currently facing some of the challenges mentioned in thispresentation, we encourage you to contact us.Telephone:1-(865)-332-0942Email:[email protected]:www.elevationinsights.com

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elevation insights ™ | competitor intelligence

Business

strategy director

marketing director

scientists vp business

complex business

technology sources

high level selection

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frequent updating needs