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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
Instituto Superior de Estatística e Gestão de Informação. UNL
Mestrado em Estatística e Gestão de Informação e Pós-Graduações
2
Summary: Lecture 2
� CI: Identifying Information Needs
� Key Intelligence Topics
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
3
Mapping Sources
Collecting Information
Analysis
Dissemination
CI
4
3
2
INTELLIGENCE
Isabel Santos ©
The Competitive Intelligence Life Cycle.
The 4 Basic Steps
1 - Identifying Information Needs
2 - Mapping Information Sources;
Collecting Information
3 - Analysis
4 - Dissemination
Isabel Santos ©
5
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.
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
6
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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
7
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.
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
8
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
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
9
KITs - Strategic Decisions & Issues
� 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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
10
KITs - Strategic Decisions & Issues
� Globalization issues in the Industry:
- Assess current competitive situation in the global industry
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
11
KITs - Strategic Decisions & Issues
- Describe the most likely future situations in Asian/SouthAmerican/other geographical markets.
Instituto Superior de Estatística e Gestão de Informação. UNL
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KITs - Strategic Decisions & Issues
� 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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
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KITs - Strategic Decisions & Issues
� Assessing production capacity in industry
� Should we expand our present production capacity or build a new plant with a more cost-effective manufacturing process?
Instituto Superior de Estatística e Gestão de Informação. UNL
16
KITs - Strategic Decisions & Issues
� 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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
17
KITs - Strategic Decisions & Issues
� 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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
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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…
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
19
KITs – Early Warning Topics
� 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
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
20
KITs – Early Warning Topics
� Changes in (our) industry procurement policies and
processes. (1stSCM)
� Change in customers/competitors perceptions of us/our
services. (Customers Complaints)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
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KITs – Early Warning Topics
� 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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
23
KITs – Early Warning Topics
� 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.
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
24
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…
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
25
KITs – Key Players
� 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.
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
26
KITs – Key Players
� 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.
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
27
KITs – Key Players
� 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)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
28
KITs – Key Players
� 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
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
29
KITs – Key Players
� 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..)
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
30
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)
Isabel Santos ©
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
Instituto Superior de Estatística e Gestão de Informação. UNL
Isabel Santos ©
The CI Life Cycle.
Mapping Sources and Collecting Information
1 - Identifying Information Needs
2 - Mapping Information Sources
Collecting Information
3 - Analysis
4 - Dissemination
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
33
Mapping CI Sources
Secondary Sources
• Public Sources
Unpublished Documents
Published Documents
• Digital / Printed
• Internal / External
Primary Sources • Human Sources
Internal/External
• Observation
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
34
CI Primary Sources
- Co-Workers
- Managers
- Customers
- Competitors
- Suppliers
- Experts
- Consultants
- Journalists
- Scholars
- Other Human Sources
- Observation
• HUMAN SOURCES
• OBSERVATION
- Internal
- External
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
35
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
- Published Documents
- Internal
- External
- Digital
- Printed
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
36
Mapping CI SourcesTypes of Information Sources
� Secundary Sources
- Mass Media
- Web Sources
- Monographies
- Reports
- Recorded Images and Sounds
- Databases on/ off line
- Patents
- Published Documents
- Internal Sources Docs.
- Other
� Primary Sources
- Customers
- Competitors
- Suppliers
- Experts
- Consultants
- Co-Workers
- Journalists
- Other Human Sources
- Observation
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
37
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
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL
38
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
Isabel Santos ©
Instituto Superior de Estatística e Gestão de Informação. UNL