MATERI BAHASAN

1. 2. 3. 4. 5. What is Competitive Intelligence (CI)? Essence of CI Pros & Cons about CI CI Cycle: CI Analytical Process How to build & maintain an effective CI?

COMPETITIVE INTELLIGENCE
Lucia Diawati 2009 KK Sistem Industri & Tekno Ekonomi Program Studi Teknik Industri INSTITUT TEKNOLOGI BANDUNG

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REFERENSI
Kahaner, Larry (1996). Competitive Intelligence. New York, Simon & Schuster. Kalakota, R. & Robinson, M., e-Business 2.0: Roadmap for Success, Addison-Wesley, 2001

1. What is Competitive Intelligence? Buzzwords:

s ines Bus ence ? llig Inte
Eco Inte nomic llige nce ?

Market Intelligence ?

Competitive Intelligence

BIN? KGB? CIA?

Customer Intelligence ?
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1. What is Competitive Intelligence? Konsep Intelligence

INTELLIGENCE:

1. What is Competitive Intelligence? DATA:

Potret kejadian atau fakta atas sesuatu hal yang terjadi; Data dapat merupakan reasoning atas hal yang terjadi pada suatu periode waktu; Data belum memiliki arti dan manfaat.

Penciptaan new knowledge dalam suatu organisasi untuk mempertahankan atau meningkatkan keunggulan bersaing melalui proses berikut:
DATA

Analyze Synthesize
KEUNGGULAN BERSAING

INFORMASI

Insight Experience

INFORMASI:
Kumpulan data yang memiliki hubungan sehingga

memberikan makna;
Informasi merupakan bentuk yang telah memberikan manfaat baik itu dalam arti positif maupun negatif.

INTELLIGENCE

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1. What is Competitive Intelligence?

INTELIJEN:
Orang awam biasa mengartikan intelijen sebagai operasi militer yang rahasia atau bahkan sama dengan spionase.

1. What is Competitive Intelligence?

KNOWLEDGE: Sesuatu yang lebih luas, luas, dalam, dalam, komprehensif dari data atau informasi; Gabungan tacit knowledge dan explicit knowledge
Tacit Knowledge:

Intelijen:
information Information is factual Intelligence:
is a collection of information pieces that have been filtered, distilled, and analyzed and turned into something that can be acted upon. Is what managers need to make decision. Another term for intelligence is knowledge.

Keahlian yang ada pada diri seseorang namun tidak terlihat;

Explicit Knowledge:

Keahlian yang tertulis atau terlihat.

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1. What is Competitive Intelligence?

DATA INFORMASI INTELIJEN

1. What is Competitive Intelligence?

Past, Present and Future - Why Intelligence is important ?
1. To convert Data into Information 2. To support decision makers with information at all levels in organizations 3. To manage organizations by facts 4. To recognize if to take Action 5. To analyse for answering Why? 6. To control Risk 7. To control Performance 8. To make reliable predictions 9. To Optimise for best outcome

Balanced Score Card Customer Report Card Cross Functional Analysis

INTELLIGENCE
On Line Analytical Processing

INFORMATION
Subject area databases Customer segmentation Database Marketing

On Line Transactional Processing

Inventory data Manufacturing data

DATA
Financial data

External customer data accounting data

The Power to Improve

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1. What is Competitive Intelligence?

Past, Present and Future - Why Intelligence is important ?

1. What is Competitive Intelligence?

SMARTER DECISION BASED ON

The

right information

Delivered to the right people At the In the In the right level/format right timescale right place

Istvan Szeman Alliance Manager, SAS Institute, 2009

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1. What is Competitive Intelligence?

3 KEY TYPES OF INTELLIGENCE

1. What is Competitive Intelligence?

PERAN CI UNTUK SEKTOR PUBLIK

Recurrent Intelligence
Keep a pulse Not linked to a specific strategic or tactical decision

CI is about information delivery

Pengambilan keputusan yang lebih baik Fokus pada Critical Success Factors dan Key Performance Indicators Manajemen pengetahuan yang lebih baik Manajemen biaya yang lebih baik Layanan konsumen yang lebih baik Pengendalian persedian yang lebih baik Pemasaran dan rencana penjualan yang lebih baik Mengembangkan potensi bisnis Diferensiasi untuk keunggulan kompetitif

Reference Intelligence
Frequently requested Used as foundation for specific strategic or tactical decision

Strategic Intelligence
Covers wide variety of topics Linked to a specific strategic or tactical decision

Knowledge is Power
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1. What is Competitive Intelligence? Kategori Competitive Intelligence

Tipe Market Intelligence Partner Intelligence Competitor Intelligence Technical Intelligence Customer/ Prospect Intelligence
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1. What is Competitive Intelligence? Competitive Intelligence

Competitive Intelligence Strategic Intelligence Market Intelligence Competitor Intelligence Purpose is the same get answers to Help decision makers decide Help action takers act Make the business more competitive

Tingkatan Industry level information on Trends Government regulations Geopolitical issues Monitoring activities of Companys major suppliers Strategic partners Detailed monitoring & analysis of Key competitors High-level scans of other competitors Ongoing identification of new entrants Monitoring advancements of Technical developments Determining & monitoring Key internal influences Budget cycles Key focus areas

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1. What is Competitive Intelligence?

1. What is Competitive Intelligence?

Intelligence is knowledge that has been specifically prepared for a companys unique situation. Competitiveness is based on learning, which is based on the ability to listen: to customers, to consumers, to partners such as suppliers, or to competitors, to industry experts, and, most important, to ones own employees. (Gilad, Benjamin Business Blindspots, 1996)
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Definition of CI: CI is a systematic and ethical program for gathering, analyzing, and managing external information that can affect your companys plans, decision and operations.
Society of Competitive Intelligence Professionals (SCIP)

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1. What is Competitive Intelligence? Definition of CI in Practice:

CI is the process of: - ensuring marketplace competitiveness through: - understanding of competitors - understanding over-all competitive environment -------Can use whatever you find in the public domain to make sure youre not surprised by your competitors.

1. What is Competitive Intelligence? Example of CI:

Texas Instrument made $100m acquisition by knowing competitions potential bids Merck, developed counter-strategy about competitors upcoming product, saving $200M Comshare bought a competitor after monitoring the competitors hometown newspaper

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1. What is Competitive Intelligence? Purpose of Formal Intelligence Program

Provide senior management with analyzed or processed information, which will assist them in making important strategic and policy decisions. A formal intelligence system which is not initiated, or at least strongly backed and used by top management is doomed to obscurity and lack of real influence on decisions.
Ben Gilad, The Role of Organized Competitive Intelligence in Corporate Strategy, Columbia Journal of World Business, Winter 1989, p. 31.

1. What is Competitive Intelligence? Sources of CI:

Government information Online databases Interviews and surveys Special interest meetings such as SIM, AIS Competitors, suppliers, distributors, customers Media (journals, wire services, newspapers, financial reports, speeches by executives)

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1. What is Competitive Intelligence? Notes on CI:

Problem is not lack of information but too much information Once you start CI, you try to find ways to make task of finding out about you more difficult. Get CI, CCI, CCCI, CnI Same game is played in politics, international competition !!!

2. The Essence of CI

Competitive Intelligence is about Strategic Business Analysis. Strategic Business Analysis answers all types of questions confronted by business. In order to answer strategic business questions, we need intelligence and not information.

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2. The Essence of CI Major goal of CI:

The main objective behind competitive intelligence is to create and / or maintain a competitive advantage against the competition. By using intelligence we can anticipate what will happen in the future and this helps us create / maintain a competitive advantage and ultimately allows us to become a market leader in our industry.

2. The Essence of CI Benefits of CI:

Main benefit of CI: competitive advantage. Other benefits: Benchmarking for best practices Product pricing Merger & acquisition research Validate or invalidate rumors Speculating in uncertain markets

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2. The Essence of CI Why Competitive Intelligence

New competitors enter the game. Competitors invent new moves or move out of turn. The rules of the game change.
David Harkleroad The Futures Group

2. The Essence of CI Business Drivers

Machinery 1940s

Capital & Labor 1950s 60s

Information 1980s

Intelligence (Knowledge) 1990s

Mechanical Technology

Investment

Computers

Information & Analysis

Competitive Intelligence System

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2. The Essence of CI Where put the CI Unit?

CEO

2. The Essence of CI Where put the CI Unit? Not suggested

CEO

SALES

MARKETING

STRATEGIC PLANNING

CI

Business A President

CI

Business B President

CI

Business C President

CI

Common in many large companies, the CI unit is places in the Strategic Planning Office which reports directly to top management. For maximum efficiency & power, the CI unit should be placed as high enough in the organization so people respect it & see that it jas a senior champion. However, it should be accessible by everyone in the company & not be part of any oner discipline.
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Barrier: information flow between business units. Information flow: mostly vertical, from the top down, or from the bottom up; rarely moves around the company freely.
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2. The Essence of CI What Competitive Intelligence IS and IS NOT

Competitive intelligence IS any information that indicates whether or not your company is currently or will remain competitive. Competitive intelligence IS NOT about competitors, but about keeping your company competitive. Competitive intelligence IS NOT the gathering and distribution of data. The value is in the analysis, or the use of data to create an understanding and market vision of your industry, your competitors, and your company.
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2. The Essence of CI The role of the CI function

To protect a company and its management from blind spots the bane of successful companies. To challenge and validate/invalidate company assumptions and strategies on a regular basis.
Ben Gilad Business Blindspots

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2. The Essence of CI CI Universe:

CI Professionals often need to define a CI Universe so they can focus on the most important things first. A business environment map will outline forces that impact a company, such as social change, customers, new competition, regulatory change, etc. We can layer these forces to distinguish levels of importance for each force.

2. The Essence of CI Business Environment Map:

LINGKUNGAN MASYARAKAT NASIONAL Kekuatan SosialBudaya LINGKUNGAN TUGAS (Industri)
Pemegang Saham Pemerintah Kelompok Interes Khusus Konsumen Kreditor LINGKUNGAN INTERNAL
Struktur Budaya Sumberdaya

Kekuatan Ekonomi

Pemasok Pekerja/ Serikat pekerja Kompetitor Asosiasi Perdagangan Komunitas

Kekuatan PolitikHukum

Kekuatan Teknologi

LINGKUNGAN MASYARAKAT GLOBAL

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2. The Essence of CI CI Characteristics: Competitive Intelligence should: Link behavior and patterns so that we can gain insight into the future. Serve as an internal advisory service within the company. Not be afraid of telling the truth. Be accepted by management as a reality check for making strategic decisions.

2. The Essence of CI CI Prevention:

One of the most forgotten components within competitive intelligence is prevention. Dont forget, your competition is doing competitive intelligence against you. You need CI Prevention. For example: Only put minimal information into your regulatory filings. Be careful how you release information! And best of all, dont be predictable in your strategic behavior.
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2. The Essence of CI Quality competitive intelligence:

Is actionable: Intelligencenot informationhelps a manager to respond with the right market tactic or long-term decision. [Stating information] becomes decision-producing intelligence when the statement has implications.
The New Competitor Intelligence Leonard M. Fuld (1995)

2. The Essence of CI

Quality competitive intelligence:

Adds value: Competitive intelligence was worth up to $50 million per year [in increased revenue and avoided expenditures] to our company.
Robert Flynn, Chief Executive Officer Nutrasweet (retired)

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2. The Essence of CI

2. The Essence of CI Competitive value chain:

Quality competitive intelligence:

Is necessary: Companies that dont use competitive intelligence are running blind.
Anne Selgas Director, Corporate Competitive Intelligence Eastman Kodak

Data to Information Information to Knowledge Knowledge to Action Action to Outcome Outcome to Value

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2. The Essence of CI Closing the gap:

2. The Essence of CI CI: The bridge between strategies and action

CONTENT GENERATION

INFORMATION GENERATION

COMPETITIVE INTELLIGENCE

STRATEGY

BUSINESS ACTION

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Jerry Frank, President/Founder, CSG Professional Services, Inc., 2005

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Product dev. Communication Magazines Competitor Business Business dev. Brand profiling Intelligence Newswires Marketing position Public relation SWOT analysis Software Filings Marketing Human resources Trend analysis News Portal Websites INformation Suppliers Simulation Online Directory Census Merger/Acquisition Forecasting Market Research Financial Newpapers Monitoring Internal & external experts Tailoring Archiving Vertical portal ShiftCentral Inc.2002, www.shiftcentral.com New portal Introduction to Online Competitive Intelligence 42 Research shops

2. The Essence of CI STATISTIK AKTIVITAS BISNIS YANG DIDUKUNG CI

3. Pros & Cons about CI CI in a Large Firm: Pros

Devoted CI personnel. Abundant internal and external resources. Deal with many suppliers and customers. Have funds available for travel and expense budgets. Have field and sales staff that can gather important industry and company data.

Cons
Difficult to capture the attention of executives and to convey a situations gravity.
ShiftCentral Inc.2002, www.shiftcentral.com Introduction to Online Competitive Intelligence Lucia Diawati 43 Lucia Diawati
Brandau, Jean and Young, Andrea Competitive Intelligence in Entrepreneurial and Start-up Businesses Competitive Intelligence Review, January 2000 44

3. Pros & Cons about CI CI in a Small Firm: Pros

Easier to get the attention of executives. CI can be a part of everyones job description.

4. CI Cycle: CI Analytical Process

Scientific approach to problem solving:
Define the Question

Cons
Fewer people available to complete more tasks. Little or no funds available for purchasing information or research.

1. Prepare recommendations 2. Draft CI Report 3. Review & Approve Report 4. Issue Report 5. Follow-up & correct process

Which competitors do you Target? At What Level of Detail?

1. Gather data 2. Organize the data 3. Synthesize & filter the data

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1. 2. 3. 4.

Analyze appropriate data Prepare your findings Draw meaningful insights Prepare recommendations

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4. CI Cycle: CI Analytical Process

Pyramid of CI Process:
Dissemination: Recommendation Company Overlay

4. CI Cycle: CI Analytical Process

CI Life Cycle:
CI Projects typically have very short cycles
Draft report: 1 week Review/Approve: 1 2 weeks 1 week

Dissemination: Recommendation Company Overlay

Prediction & Projection Analysis Fact Gathering Define question

Prediction & Projection

1 weeks

Analysis

2 weeks Gather data: 2 weeks Organize data: 2 weeks Varies widely

Fact Gathering

Define question

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4. CI Cycle: CI Analytical Process

Define question:
Defining the Question is critically important since all remaining steps feed from this initial step. Example:
Requested information: Consumption of coffee in Indonesia. Consumption of coffee by male consumers in Indonesia.
Define question

4. CI Cycle: CI Analytical Process

CI Filtering CI Projects almost always go through some type of filtering process: Some projects must be turned down to focus on the most strategic projects. CI resources may not be able to answer the question. Can the question be answered more quickly by another department? Does the question fit with the skills and capabilities of the CI Department?

Tips: CI process must narrow the question down. By defining the exact question, we create a realistic scope for our CI Project. We can also flip the process backwards and ask: How do you plan on using this CI information?
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Consumption of coffee by male consumers in Jakarta.

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4. CI Cycle: CI Analytical Process

The Typical CI Request: Tell me about XYZ Company. Wrong Response: Okay. (And then proceed to collect and share every potentially relevant detail about the competitor.) Correct Response: What is the business decision or issue? (And then tailor your research accordingly.)

4. CI Cycle: CI Analytical Process

What question should be asked? Who to watch? Direct Competitors Indirect Competitors Suppliers Customers What to look for? Emerging technologies New products/services Alliances and acquisitions Movement of key personnel Changing customer perceptions and expectations Regulatory changes
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4. CI Cycle: CI Analytical Process

The pieces that may fit: Company history and background Management (key executives and board members) Organization structure Facilities/locations Financial performance and capabilities Vision/mission and strategies Alliances, acquisitions and divestitures Sales and marketing strategies and activities Customers/markets served (and market share) Products and product lines (including product pricing) Technology
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4. CI Cycle: CI Analytical Process

Fact Gathering:
SOURCE CATEGORY Human Primary Source Interview skill for primary research Printed / Electronic publications Secondary Source Information retrieval skill used for secondary research with the published data

Fact Gathering

SKILL REQUIED

Notes: Most sources (70%-80%) for CI are secondary (not first hand), such as newspapers, journals, press releases, ads, web sites, etc. Primary sources (first hand) include interviews, surveys, and other direct research techniques. CI should try to enlist in-house experts. Larger companies should create and maintain a Yellow Pages of in-house experts. And yes, CI Professionals live by their rolodexes the contacts and sources for completing their CI Projects.
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4. CI Cycle: CI Analytical Process

Fact Gathering:

4. CI Cycle: CI Analytical Process Primary Sources of information: Human

The best (and often only) source for information on small and/or private companies. Higher stress Generate information that not everybody has Often refuse to cooperate Require care and preparation to interview properly

I know the datas in there .. but how do I get it?

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4. CI Cycle: CI Analytical Process

Internal (often overlooked): Senior Management Sales Engineers or Technical Staff Human Resources External: Associations or Industry Experts / Observers Trade Shows Journalists Government Representatives Customers Suppliers Competitors Target Company Unions
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4. CI Cycle: CI Analytical Process Secondary Sources of information

Advertisements Annual reports* Business credit reports* Company profiles* Corporate & executive affiliations* Foreign periodicals* Help-wanted advertisements* Interview transcripts* Legislative information* Local & regional newspapers*
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Marketing literature* National newspapers* Patents and trademarks* Press releases* Public records* SEC filings* Speech transcripts Trade publications* Whos Who & other biographical data*
*Available online (commercial services and/or Internet)
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4. CI Cycle: CI Analytical Process Advantages of Secondary Sources:

Their biggest value is that they often point to additional human sources Starting point information Quick overviews and background Low stress Uncertain accuracy May be dated Almost never reaches critical questions for important analysis
Washington Researchers, Ltd.

4. CI Cycle: CI Analytical Process Secondary Information Sources:

Library
Printed directories Not all foreign information in on the internet

Internet:
Web Core: pages indexed by search engines (25% of the web) Private Web: pages protected by a password Invisible Web: pages not found by search engines

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4. CI Cycle: CI Analytical Process Internet Web Core:

Search Engines some of the good ones: www.google.ca (popular for business and personal use)
Easy to use, relevant results Specialty searches - .doc .ppt .pdf Downloadable Google Toolbar

4. CI Cycle: CI Analytical Process Internet Web Core

News Research: news.altavista.com good for international news research www.topix.net good for local news news.google.com Databases: www.ft.com - Financial Times www.hoovers.com - Hovers Online www.sec.gov/edgarhp.htm - EDGAR Database www.sedar.com - SEDAR Database www.europages.com - Europages Search Engines: www.profusion.com www.completeplanet.com
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www.teoma.com
Groups results well and shows how to refine searches.

www.yahoo.com
Good for finding foreign government sites

www.altavista.com www.alltheweb.com
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4. CI Cycle: CI Analytical Process

Discussion Groups: groups.google.com groups.yahoo.com lists.topica.com Aggregators: www.highbeam.com www.researchandmarkets.com www.marketresearch.com www.mindbranch.com www.findarticles.com

4. CI Cycle: CI Analytical Process A Word About Web Research

Great place to start Information about companies of any size; Tables, charts, graphs, etc.; Several sources of quality information for free/cheap. With a number of shortcomings Marketing tool for companies, offering subjective information; Small percentage of information on web is indexed; Difficult to search for common names, DBAs, subsidiaries, etc.; Questionable accuracy/reliability (anyone can be a web publisher).
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Validate and supplement with additional sources.

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4. CI Cycle: CI Analytical Process

STATISTIK PENGGUNAAN SUMBER INFORMASI UNTUK CI
A. SUMBER PRIMER YANG SANGAT PENTING

4. CI Cycle: CI Analytical Process

STATISTIK PENGGUNAAN SUMBER INFORMASI UNTUK CI
B. SUMBER SEKUNDER YANG SANGAT PENTING

State of the Art: Competitive Intelligence. D. Fehringer, B. Hohhof, & T. Johnson http://www.scip.org/pdf/f_060608_stateofart_sum.pdf

State of the Art: Competitive Intelligence. D. Fehringer, B. Hohhof, & T. Johnson http://www.scip.org/pdf/f_060608_stateofart_sum.pdf

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4. CI Cycle: CI Analytical Process

Analysis:
Analysis of one or more types must be performed in order to turn the information into an actionable CI product. Analytical techniques include: (SWOT Porters 5 Forces Model Value Chain Analysis Four Corners Model Strategic Group Map Technique Executive Management Profiling Financial Ratio Analysis Environmental & Event Analysis Plus more

4. CI Cycle: CI Analytical Process

STATISTIK TEKNIK ANALISIS YANG DIGUNAKAN DALAM CI

Analysis

State of the Art: Competitive Intelligence. D. Fehringer, B. Hohhof, & T. Johnson http://www.scip.org/pdf/f_060608_stateofart_sum.pdf

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4. CI Cycle: CI Analytical Process

STATISTIK PRODUK CI YANG DIHASILKAN

4. CI Cycle: CI Analytical Process Analysis Assess the current competitive situation Compare competitor strengths and weaknesses Identify potential opportunities & threats Leads to an understanding of the future competitive situation

State of the Art: Competitive Intelligence. D. Fehringer, B. Hohhof, & T. Johnson http://www.scip.org/pdf/f_060608_stateofart_sum.pdf

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4. CI Cycle: CI Analytical Process Analysis RSWOT Not just SWOT anymore Relative Strengths and Weaknesses Competitive Opportunities and Threats RSWOT ! Doesnt matter how good you think you are only your relative strengths in the industry.

4. CI Cycle: CI Analytical Process

Analysis Porters Five Forces
NEW COMPETITORS Threat of new entrants Bargaining power of suppliers SUPPLIERS Existing industry Bargaining power of competitors customers CUSTOMERS

Rivalry among competitors Threat of substitute products or services TECHNOLOGY

Use to analyze an industry, not just specific competitors A way to organize information collected.
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4. CI Cycle: CI Analytical Process

Analysis Competitor Response Modeling

4. CI Cycle: CI Analytical Process

Analysis Assessment Tools:
Company profile Brings all of the pieces of information together Supports development of comprehensive SWOT analysis Leadership profile Analyze the background, capabilities and personality of competitors leader/most influential decision-maker Head-to-head product comparisons Role playing Creates stronger understanding of competitors perspective Scenario analysis If A happens, then B or C could happen. If D or E happens, then F could happen, etc. Benchmarking Measure the specific characteristics of several competitors against each other
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Identify Competitors

Develop Hypotheses

Analyze Capabilities

Develop Possible Response Set

Goals Objectives

Scenarios What ifs

Can they achieve their objectives?

Prepare contingency strategies Identify key indicators

Harkeroad, 1996; Fred Wergeles & Associates LLC, 2003

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4. CI Cycle: CI Analytical Process

Forecast the future competitive situation:

4. CI Cycle: CI Analytical Process

Company Overlay:

What are the competitors likely to do the same or differently in the future?
Prediction

Company Overlay

What is likely to cause any changes? Challenge the underlying assumptions.

What is your company doing that is the same or different than the competitor(s)? Identify your companys weaknesses and vulnerabilities.

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4. CI Cycle: CI Analytical Process

Recommendation:
Recomendaton

4. CI Cycle: CI Analytical Process

Dissemination: Recommendation

What should your company be doing now and in the future in order to outthink and outperform the competition? Assess your companys strategies for effectiveness and viability.

Company Overlay

START OVER -- KEEP CURRENT Monitor competitor responses to your companys actions and strategies.

Prediction & Projection Analysis Fact Gathering Define question

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5. How to build & maintain CI

5. How to build & maintain CI Purpose of Formal Intelligence Program:

Competitive Intelligence: is a systematic and ethical program for gathering, analyzing, and managing external information that can affect your companys plans, decision and operations.
Society of Competitive Intelligence Professionals (SCIP)

Provide senior management with analyzed or processed information, which will assist them in making important strategic and policy decisions. A formal intelligence system which is not initiated, or at least strongly backed and used by top management is doomed to obscurity and lack of real influence on decisions.
Ben Gilad, The Role of Organized Competitive Intelligence in Corporate Strategy, Columbia Journal of World Business, Winter 1989, p. 31.

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5. How to build & maintain CI How to Sell CI to Upper Management:

Know the decision makers personalities & environment: Organizational Agenda Personal Agenda Presentation Style Decisions & Process Organizational Culture

5. How to build & maintain CI Focus for CI:

Strategic Tactical Technical Counterintelligence Benchmarking

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5. How to build & maintain CI Strategic CI:

Analysis of major competitors, customers, suppliers, distributors Acquisition/merger/divestiture activities Opportunity analysis Product planning Scenario Planning Executive personality profiling

5. How to build & maintain CI Tactical CI:

What CI will improve the marketing of your products? Changing market environment New technology or competitors Pricing Distribution Strength & Weakness analysis Win-Loss Analysis, Surveys, Trade Show Analysis

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5. How to build & maintain CI Tactical CI Secondary Sources:

Competitor Brochures Regulators Internet Electronic Databases Trade Publications Industry Journals Magazines, Newspapers Analyst Reports Scientific Journals White Papers Executives Speeches Consultant Reports Industry Associations

5. How to build & maintain CI Technical CI:

Science & Technology (S&T) Monitoring Search/Disseminate information on technical events/trends: Increasing Cost of R&D Reduction in Product Cycle Times More Companies with High Technology Skills Hypercompetition, Globalization Increasing Mergers/Acquisitions/Alliances

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5. How to build & maintain CI Counterintelligence:

Measures to prevent a competitor from gaining data or knowledge that could give them competitive advantage over your company.
What assets, resources & information should be protected? (e.g., new technologies, new products/services) How can you safeguard what might be penetrated? Counterintelligence, part of your intelligence program?

5. How to build & maintain CI Benchmarking:

Collaborative, mutual benefit for all Active participation of line personnel Benefits: Setting high performance targets Accelerating company culture change by looking externally Bringing accountability to your organization Strategic Competitive Best-in-class

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5. How to build & maintain CI Company Culture & Psychology:

Knowledge is powerful, but competitive analysis is more What is the willingness to change habits? How do you gain cooperation in data collection? How will you justify the competitive analysis budget? What other needs can you satisfy by implementing a CI process?

5. How to build & maintain CI Developing Processes to Support Users Needs:

Monitoring competitors, technology, customers Database of users and suppliers of CI Communication between you, key users & suppliers of CI Automation What Processes do You Have in Place to Support CI???

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5. How to build & maintain CI

Company Infrastructure to Support Dissemination of CI:
Key users:
Executives, sales, product development, operations, R&D, marketing

5. How to build & maintain CI

People!!!

Key experts:
Executives, sales, product development...external contacts

People: #1 Source of Competitive Intelligence

Library:
Centralize magazines, consultant reports, database access

Sales #1 for tactical, rumors, product development Executive #1 for strategy, incredible networks Organize database of names, internal/external experts

Automation:
Dissemination tools, Intranet, email, databases, security

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5. How to build & maintain CI

CI & Automation:
People before Automation! Use existing hardware/software as much as possible The right use of automation for your company culture IT accelerates the speed of obtaining/disseminating CI Good uses of technology: Monitoring, Collecting, Disseminating

5. How to build & maintain CI

Keep the CI Process Alive

How are we doing? Newsletters Product Announcements Conference Calls with Sales Annual Sales Meeting Email/Fax Updates

Update network database

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5. How to build & maintain CI

Reasons CI Fails:

5. How to build & maintain CI Company with Successful CI Process:

More risk taking, flat management structure Decision-making at all levels Communication is open & encouraged Sales force & CI department support each other Know when to walk from/pursue Sales Predict competitors responses to your products Improved quality of acquisition targets Enter new markets with more confidence Informed on new technology
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Top management not involved Too much time on data collection: Not enough on analysis Tasks not focused on key users needs The right people are not involved in the CI process CI not seen as a process

Lucia Diawati

Lucia Diawati

5. How to build & maintain CI A Successful CI Process:

1. Identify your primary users 2. Focus on users needs 3. Fashion products to meet users needs 4. Be mindful of your companys culture 5. Identify & build on infrastructure that supports CI 6. Organize & expand your people network constantly 7. Promote communication 8. Dont implement automation before people 9. Checkpoint your performance always 10. Stay focused
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SELESAI
Lucia Diawati 2009 KK Sistem Industri & Tekno Ekonomi Program Studi Teknik Industri INSTITUT TEKNOLOGI BANDUNG