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Decision challenges I have faced in infrastructure and construction
The role of intelligence in helping to make these decisions
Opportunities through events to develop intelligence
Developing and assessing your organizations strategic intelligence capacity
Presentation
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What you control and what you don’t control
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What decisions does Competitive Intelligence support?
Frequently Sometimes
Corporate or business strategy 54.1 32.7
Sale or business development 48.7 35.8
Market entry decisions 38.9 38.3
Product development 36.8 37.2
R&D/Technology 24.4 39.2
Mergers and Acquisitions, Due diligence, Joint Ventures
25.9 31.3
Regulatory/Legal 12.9 30.7
Source: Study by Strategic and Competitive Intelligence Professionals, 2006, B.Hohhof, editor. ………..
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What Do Competitive Intelligence Professionals Focus on?
1. Company profiles2. Competitive benchmarking3. Early warning alerts4. Market or industry trends5. Customer or supplier profile6. Technology assessment7. Economic/Political analysis8. Executive Profiles
Source: Study by Strategic and Competitive Intelligence Professionals, 2006, B.Hohhof, editor. ………..
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CI is more than just competitors, its whatever in the environment affects your success.
CI is enhanced when groups work together.
We surveyed Canadian companies in 1997 and realized that most companies are doing some kind of CI, they just don’t realize it’s CI – recognize what it is and then improve it.
The recognition in Canada
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Training programs across Canada sponsored by government and others.
Integrated project and event intelligence programs.
Focused intelligence development in several industries.
The answer in Canada
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Suppliers Can I get the government to pay for the utility/mail
box◦ Profile
Community/Politicians How am I going to get this project actually started
◦ Stakeholder analysis
Competitors I am going to bid – what do I need to bid, who will be
bidding against me, bid strategy◦ Competitor assessment
In the short term – A few examples
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WHAT IS IT?
WHAT DOES IT DO?
WHO IS THE INTENDED AUDIENCE?
WHAT DECISIONS CAN I GENERATE?
THE METHODOLOGY CAPTURES A SNAPSHOT OF ANY OF YOUR COMPETITORS AT A GIVEN PERIOD OF TIME. IT IS A POWERFUL AND INFORMATIVE TOOL IN THAT IT GIVES A QUICK SNAPSHOT OF THE COMPETITION AROUND YOU AND FOCUSES ON AREAS OF CONCERN. IT IS MEANT TO BE A QUICK SNAPSHOT ONLY.
THE TOOLS PROVIDES A QUICK OVERVIEW OF SOME OF THE MOST IMPORTANT INFORMATIONAL AREAS YOU SHOULD MONITOR IN TERMS OF COMPETITOR MOVES.
UPPER LEVEL MANAGERS AND EXECUTIVES WHO WANT A QUICK SNAPSHOT OF THE COMPETITOR FOR REPORTING TO THE STREET AND MONITORING THEIR BUSINESS AND BEHAVIOR. OTHER INTERESTED GROUPS MAY BE M&A, MARKETING, STRATEGY FOR USE IN DISCUSSIONS CONCERNING PLANNING.
BEING AWARE OF YOUR COMPETITION, THEIR GENERAL FISCAL HEALTH AND OVERALL STRATEGIC INITIATIVES GIVES A QUICK SNAPSHOT PICTURE OF THE LANDSCAPE AND INSTILLS CONSCIOUSNESS ABOUT A PARTICULAR COMPETITOR BEHAVIOR ON AN ONGOING BASIS. THIS TOOL CAN BE USED
IN WAR ROOM SITUATIONAL ACTIVITY, SCENARIO PLANNING AND A MYRIAD OF OTHER PLANNING AND MONITORING ACTIVITIES.
SWOT analysis snapshot provides picture of competitor key strengths against their risks.
Understand who the competitor’s key decision makers are and if they change over time.
Understand your competitor’s footprint and ability to gain additional markets as well as key locations.
Map your product segments against your competitor’s.
Key technical areas where your competitor is focusing on further developing. Gives insight to future plans.
SWOT key competitor opportunities in terms of market, products, customers, footprint and so forth.
Key metrics to measure the overall financial health of the competition. Pick the most suitable financial ratios for your industry and key for C-Suite.
Side by Side financial summary analysis in comparison to your financials
SWOT competitor’s weaknesses assessment outlines competitor risks and areas you can exploit.
The competitor’s key overall strategic initiatives compared to other elements in these assessment. Can they achieve their claims?
SWOT Competitor Threats outlines areas where they can create risk for your company. What threatens the market stability?
Capture of latest highlights that may indicate progress toward strategy or a change in direction. Might include latest news, recent partnership agreements, upcoming announcements.
SCIP COMPETITOR PROFILE REPORT DESCRIPTION
Derive the key factors which impact your company.
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Wamo
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Analytics on popular opinion
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Future projects When is the infrastructure project going to officially be
approved and started◦ Timelining
Government assistance programs Can I get to approve an industry support program
◦ Stakeholder analysis, profiling
Infrastructure development I need engineers, how do I get a University program
initiated?◦ Timelining, profiling
Customer influence Can I get my requirements into the RFP process
◦ Profiling
In the medium term
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TimeliningS
igna
l Int
ensi
ty
ProductSales
ProductAnnounced
ProcessDevelopment
PatentsR&D Alliances
Joint VenturesScientific
PapersDiscussionsGray
Literature
Adapted from Benner, 1996, Competitive Intelligence Review
New Product Introduction Timeline
Information Social media Web Announced Databases Filings Announced sources Network Network Conference Network Conference
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Timelining – Key, you need to understand the process
Sig
nal I
nten
sity
University program development/infrastructure program approval/government policy
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Business opportunities in India for 2014-2016 – Infrastructure: The central and state governments are continuing to invest in roads and rail and are also exploring options such as cooperating with China for infrastructure development. The sector presents opportunities for related industries such as construction and maintenance, construction equipment, financing, and transportation technologies
An Assessment of Latin America for 2013-2016: The Colombian government offers some of the most compelling terms in Latin America to infrastructure investors, guaranteeing, for example, revenue floors to toll road operators. A construction boom is underway in Colombia as tens of thousands of overseas upper middle class Colombians repatriate their monies and themselves to the country. Consumption growth, suppressed for a decade, is now soaring, with retail sales expected to grow at 6.6% in 2013.
Assessing the Opportunities and Threats in BRIC for 2014-2016
Construction & Property Development
Vietnam: Hardships for domestic steel industry to continue in 2013 due to dwindling global demand and paralysed property market
India: Builders Association of India demands 'infrastructure status' for construction industry
China: China property curbs may trigger short-term home buying rush
A few examples from Global Intelligence Alliance
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What technology/materials can I use to build an advantage? What opportunities exist in the future?◦ Foresight and technical intelligence
In the longer term
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New sustainable, flood-resilient construction materials put to the test
Will allow researchers to study the carbon emissions and environmental impact of construction materials and will make a real difference to the future of construction both in the UK and worldwide.
Global infrastructure spending set to reach $9 trillion by 2025
The Asia-Pacific market will represent nearly 60% of all global infrastructure spending by 2025, driven by China's growth. While the rate of growth will be less for mature economies, North America is expected to fare better than Western Europe, where total infrastructure spending in nominal dollar terms is unlikely to reach pre-crisis levels until at least 2018.
How to make stronger, 'greener' cement A reduction in calcium content in the cement mix will have an impact on the carbon dioxide.
Shaping Tomorrow
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MIT researchers explore how to make wood composite-like blocks of bamboo
Porous glass in plaster removes moisture in airtight homes
3D printed Mars homes could be built in 24 hours
'Smart' Rocks Diagnose Bridge Stability
Researchers design a new structure that absorbs all sound
Bio Facades Generate Energy For Buildings
More from Shaping Tomorrow
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Applications/Products
Core Competencies
Programs/ Projects
Drivers Of
Change
Response
Technology
Market
WtE
Pilot plant/ pre-commercial
Incinerator
Capacity building. 3R programmes-community initiative, directory, roadshows on awareness & education.
Recycling centre. Community-based projects: Pilot plant/ pre-
commercialization.
Integrated plants, Stand alone plants community based, AD/ composting, thermal treatment/ WtE, WtF/ catalytic/ pyrolysis, Landfill management/ minig, Leachate Emission/odour
Localized waste treatment
Unsanitary landfillModelling of integrated
systemWaste characteristic &
generation dataIntegrated waste management
Simplified MRF with source separation
Integration of other technology to increase economic value
Product blending
RRC, +MRF, TS Separation efficiency & blending
Improved thermal treatment with energy recovery. Bottom ash to aggregates. Fly ash application.
WtE AD for food & garden waste + leachate
Design & treatment of leachate/sludge/heavy metals
Leachate treatment Compost Accelerated composting/improvement of quality &
removal of impuritiesSite application
Catalytic pyrolysis Catalyst development. Fuels storage, properties, blending, engine performanceLandfill management.
Land mining. Landfill gas utilization. Sensor technology for gas
Other technology Plasma. Biohydrogen + biomethane
Incinerator
Short Term (2011 – 2012)Timelines Medium Term (2013 – 2015) Long Term (2016 – 2020)Current
Operational & system improvement. Design & scaling of plants
Modelling of leachate generation
Integrated waste management
Economic:Fuel price hike. Green Energy marketEnvironment:Landfill GHG emission
Political:RE policy
Social: Land scarcityEconomic:Alternative fuel & power.
Political:Reduce GHG emission
Social:Community voice, solid waste management. Environment:GHG emission, leachate contamination.
Political:Solid Waste Management Act 2007
Integrated waste management with other waste
Integrated waste management with >3 technologies.
Integrated waste management with <3 technologies. AD for food and garden waste=Biohydrogen+Biogas.
Leachate treatment.RRC, +MRF, TS
Catalytic pyrolysis Plasma
Biogas harnessing, purification & utilizationSanitary landfill + gas utlization
Landfill mining – integrated landfill (C&D + inert) Integrated landfill (C&D + inert)
Feedstocks with increased value chain eg. cement kiln
District level: Private & public partnership.
Waste research centre
National level: Commercialization, tax incentive for RE & R&D.
Multidisciplinary specializationManagement planning & up scalingMultidisciplinary expertise areas
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In Canada we started organizing for intelligence at events, recognizing their opportunity for every industry
Properly organized, a competent well-briefed team should be able to gather more useful information than they could ever hope to collect in a full year in any other set of circumstances. ~ Prior
Organizing for short, medium and long term: Event intelligence
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CONEXPO-CON/AGG will represent an immense unveiling of all the newest equipment, technology and product breakthrough in construction. From earthshaking big iron to groundbreaking innovations, it’s all assembled in one place to help you work smarter. CONEXPO-CON/AGG 2014 – If it’s new, it’s here!
CONEXPO-CON/AGG 2014 Will Feature 2,400 exhibitors showcasing new products and technologies from for
every major construction industry including asphalt, aggregates, concrete, earthmoving, lifting, mining, utilities and more.
Over 125,000 attendees that range from contractors, to dealers & distributors, to service providers, engineers, producers, municipalities, and more.
A comprehensive education program during the five-day exposition with sessions emphasizing industry issues and trends, management and applied technology.
Example - ConExpo
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http://www.conexpoconagg.com/
A quick look around ConExpo
Have a plan - where will you be, when and why
For CI To learn Future CI Fun
Workshops
Meeting people
Walking the floor
Staffing the booth
Parties
Experts estimate that companies waste 30-50% of their entire trade show budgets by not having a collection plan (Alison Bourey):
Go through every element of the event to identify how each fits with your organizations intelligence needs
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What
Meet the Expert Sessions 7:00 am - 8:00 am
Poster Session I - Viewing 9:45 am - 7:30 pm
Educational Programs 10:15 am - 12:00 pm
12:00 - 7:30 pm Exhibits Open
Scientific Committee Session (Abstracts Presentations) 4:15 pm - 6:00 pm
Poster Presentations 6:00 pm - 7:30 pm
Welcome Reception in Exhibit - Poster and Poster Halls 6:00 pm - 7:30 pm
Focus? KIT 1-3 All KITS KIT 1, KIT 10 KIT 1-4, KIT 9 KIT 1-6, KIT 8
Saturday, June 3
What
Meet the Expert Sessions 7:00 am - 8:00 am
Scientific Committee Sessions 7:30 am - 9:15 am
Poster Viewing Session II 9:45 am - 7:00 pm
Scientific Committee Sessions 9:45 am - 11:30 am
11:30 am - 7:00 pm Exhibits Open
Plenary Scientific Session 1:30 pM - 3:45 pm
Simultaneous Sessions 4:00 pm - 5:45 pm
Beer and Pretzel Reception in Poster Hall 5:15 pm - 6:45 pm
Post Session II Presentations 5:45 - 7:15 pm
Focus? ALL KITSKIT 4, KIT 8, KIT 9, KIT 10
KIT 1, KIT 2, KIT 7 ALL KITS
KITS 1-8, KIT 10
Sunday, June 4
What
Simultaneous Sessions 7:30 am - 9:15 am
Simultaneous Sessions 10:30 am - 12:30 pm
Poster Viewing Session III - 10:30 am - 6:45 pm
10:30 am - 3:30 pm Exhibits Open
Simultaneous Sessions 1:00 pm - 3:00 pm
Simultaneous Sessions 3:15 pm - 5:15 pm
Poster Session III Presentations 5:15 pm - 6:45 pm
Health Care World 2006 Scholar Fundraising Concert (off site ticketed event)
Focus? KIT 3, KIT 5, KIT 6KIT 1, KIT 4, KIT 7 ALL KITS KIT 3, KIT 4, KIT 7, KIT 10KIT 5, KIT 6 KIT 1-7 ALL KITS
Monday, June 5
What
Simultaneous Sessions 8:00 am - 10:00 am
Focus? KIT 5, KIT 6
Tuesday, June 6
Cipher Sample Collection ScheduleCIPHER Plan
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Saturday, JUNE 3, 2006 – Where will your team find out this information? Summarize all of the pertinent events in an easy to read format by date.
Publication # 1st Author Poster Number/ Title Session Name Date Time Location
Posters
1413 Weston X. Muhamed 536- I - The Cyclin- Dependent ID Inhibitor p21[ sup] CIP1[/ sup] Protects p53- null Human Leukemia Cells.
Drug Resistance/ Response Determinants 06/03/06 6:00pm –
7:30pm Hall A
1603 Caiphas J. Smith 297- I - The Cyclin Dependent ID Inhibitor Fascaplysin Inhibits Retinoblastoma Protein Phosphorylation.
Lymphoma: New Therapeutic Targets and Models
06/03/06 6:00pm – 7:30pm
Hall B
2208 Gladys B. Mulberry 176-I - The Cyclin- Dependent ID Inhibitor Roscovitine Activates Caspase Dependent and Independent Cell Death.
CLL: Therapy- Novel Applications and Novel Therapies
06/03/06 6:00pm – 7:30pm
Hall C
We learned to be creative in how you look at the event material
Control and Prevention of Concrete Cracking
Date: Tuesday, 8:30 am - 9:30 am
Speaker: Tim Cost, Senior Technical Service Engineer Holcim (US), Inc
Sponsors: NRMCA (National Ready Mixed Cement Association), PCA (Portland Cement Association)
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The Canadian Approach: Finding others to work with us It helps to split up the work Another perspective for asking questions A network that you can use New skills
Who from your company will be at the event? What friends of yours will be at the event that will
work with you? Who can you draw upon for assistance? Employees, Customers, Government, Association,
Suppliers
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Industry events
Social events
Social networking
Lots of other shows and other opportunities
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Are you set up to take advantage of these opportunities
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The Framework for Intelligence
The project side of competitive intelligence Planning/focus Collection Analysis Communications Management/evaluation
The company side of competitive intelligence Organizational structure and systems Awareness/culture Counter-intelligence
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8 Our company focuses its intelligence efforts on competitors that management has identified as important. (1)
110. All of our competitive intelligence projects begin with clearly focused and detailed project plans.(1)
6 Our company continuously and systematically monitors our technologies globally to determine whether new competitors or technology substitutes are emerging.(2)
26 Senior executives’ stated intelligence requirements are used to focus our intelligence efforts and resources.(2)
29 Our company has a variety of methods for collecting current intelligence, such as organized methods to exploit conferences (2)
49 Our co. lets new employees know what information to look for (2)
82 Competitive intelligence is used primarily in strategy/planning (2)
Planning and Focus
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109. We have a checklist that any interviewer can use when preparing for a phone/in person interview. (2)
112. Intelligence is used for risk management/risk identification (2)
116. Some of our intelligence projects involve longer time horizons (e.g. 10 or more years)
7 We monitor and assess the activities and plans of organizations and groups (such as regulatory agencies or NGOs) whose view of our company could affect us.(3)
113. Intelligence is used for opportunity management/identification (3)
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Collection – a few of the questions 10 Our employees regularly report information about our competitors to
appropriate managers.(1) 11 Our company maintains a network of human contacts outside the
company that we call on to answer senior management's questions in a timely and credible fashion. (2)
45 All information collected is checked for accuracy and validated by at least one other source (2)
55 Our employees are generally aware of any legal and ethical guidelines for the conduct of CI (2)
32 Company personnel (eg scientists, marketing staff, etc) are our most important source of information. (3)
47 We coach our employees every time they go to trade shows, exhibitions, conventions, and so forth about what type of information they should look for (3)
85 Our employees have received formal training on how to collect information (eg an internet searching course or an interviewing course) (3)
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Analysis 1 Our company regularly prepares profiles of our competitors. (1) 101. We do win-loss analysis on key sales won and lost (2) 111. Business analytics are integrated into our intelligence
program. (2) 100. We analyze all questions that customers ask 14 We use formal psychological models such as competitor
management profiling.(3) 48 We know the mind set of the CEO's and other key executives of
our top customers - how they view the industry, the degree of risk they are willing to take, the priority of their business goals, etc (3)
114. We involve our clients/executives in the assessment/analysis function (3)
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Management/Evaluation 71 We evaluate our intelligence results (1) 105. We monitor the cost effectiveness of our competitive
intelligence programs (2) 107. Our company audits whether the legal and ethical
guideline, developed by the company, for the conduct of CI activities are followed? (2)
108. We have a process in place with which we can evaluate and measure the quality of the intelligence we developed. (2)
23 We interview our executives regularly to understand their intelligence requirements.(2)
40 Key decision-makers are regularly surveyed/interviewed to verify that the intelligence products produced for them, satisfy their needs and provide
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Counter-intelligence 69 Our web site has been examined to ensure it does not reveal
information that would compromise us (1) 103. Our company maintains a strict policy regarding what employees can
post online to social media sites. (1) 25 In our communications activities (media relations; marketing,
advertising; etc.) we consider the potential CI benefits that competitors could gain from our disclosures (2)
43 Our company has developed guidelines for employees on what type of information should not be disclosed (2)
59 We coach our employees every time they go to trade shows, exhibitions, conventions, and so forth about what they should not talk about (2)
19 Our CI activities specifically include counter-intelligence, aimed at assessing the success of CI efforts directed against us. (3)
50 Every employee is given counterintelligence training (3)
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Process and structure 53 There is a central coordination point for receiving competitive intelligence
information (1) 21 We proactively communicate the company's intelligence needs to
employees. (2) 22 We have convenient ways for employees to report observations &
information. (2) 62 We record centrally/monitor all requests from people outside our
organization for information (2) 80 Our company maintains a central record of all known reliable sources of
information (2) 99. Contribution to the CI efforts is discussed during employee performance
evaluations.(2) 3 Our company has developed legal and ethical guidelines for the conduct of
CI activities.(3) 39 We maintain a comprehensive map or inventory of internal information and
knowledge. (3)
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Awareness and culture 16 Our company recognizes CI as a legitimate and necessary
activity for business.(1) 38 We recognize the potential CI value of information held
within our company. (1) 70 Most employees understand exactly what intelligence is (1) 18 Senior company management supports intelligence
activities. (2) 54 We make intelligence training available to all our
employees (2) 61 Employees understand that sharing information is
important to the success of the company (2). 72 We believe that competitive intelligence can be used to
create a competitive advantage (2) 77 Our corporate culture encourages information sharing (2)
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24 Senior managers use CI regularly in their planning and decision making (3)
46 Our company asks all employees what their view is of industry trends (3)
52 We regularly ask our employees, as to what they view as future opportunities for our company'(3)
57 Our orientation session for new employees includes a briefing on CI policies (3)
60 The results from our intelligence process influence our corporate strategy and direction (3)
67 We regularly poll our employees, as to what they view as future threats to our company's health (3)
106. Intelligence reports and briefings are provided as a regular component of recurring and extraordinary executive meetings.(3)
