4_business overview_key ci topics

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Developing CompetitiveDeveloping CompetitiveIntelligence StrategiesIntelligence Strategies

Summer 2011Summer 2011

Dr. Ahmed NassarDr. Ahmed Nassar


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Dr. Ahmed Nassar

CI EnvironmentCI Environment

CIIEnvironmentnvironmentCorporateorporateSecurityecurityThreatshreats

TechnologyechnologyDevelopmentsevelopments& SourcesSources

Political,olitical,Economic,conomic,& SocialSocialForcesorcesMarkets &arkets &Customersustomers

CompetitorompetitorCapabilities,apabilities,Plans, &lans, &IntentionsntentionsIndustryndustryStructuretructure& TrendsTrends

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Dr. Ahmed Nassar

HOW TO CREATE INTELLIGENCE:HOW TO CREATE INTELLIGENCE:

THE CI CYCLETHE CI CYCLE

Most corporateMost corporate

intelligence programsintelligence programs

consist of four broadconsist of four broad

functions:functions:

1. Planning and direction1. Planning and direction::Management andManagement and

oversight of intelligenceoversight of intelligenceto ensure a demand-to ensure a demand-

driven, needs-baseddriven, needs-based

program.program.

2. Information collection2. Information collection::Exploiting secondary andExploiting secondary and

primary (human) sourcesprimary (human) sources

for information,for information,observations & insights.observations & insights.

Planninglanning&DirectionirectioneedsNeedsDecisionecisionMakersakers

Other Usersther Users

Report &eport &Informnform

Analysisnalysis

InfonfoCollectionollection

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The Intelligence Cycle:Each step is necessary

and adds value


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Dr. Ahmed Nassar

HOW TO CREATE INTELLIGENCE:HOW TO CREATE INTELLIGENCE:

THE CI CYCLETHE CI CYCLE

3.3.AnalysisAnalysis:: InterpretingInterpreting

information, drawinginformation, drawing

conclusions, identifyingconclusions, identifying

implications, andimplications, and

making strategicmaking strategicrecommendations.recommendations.

4. Reporting:4. Reporting:

Disseminating finishedDisseminating finished

intelligence products, inintelligence products, in

time, to those managerstime, to those managers

with the responsibilitywith the responsibility

and authority to act onand authority to act on

the information.the information.

Planninglanning&DirectionirectioneedsNeedsDecisionecisionMakersakers

Other Usersther Users

Report &eport &Informnform

Analysisnalysis

Info &nfo &Collectionollection

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The Intelligence Cycle:Each step is necessary

and adds value


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Dr. Ahmed Nassar

Compile Analyze

DATA INFORMATION

Insight &

Communication

INTELLIGENCE

DECISIONS

KNOWLEDGE

Competitiveness Intelligence Flow

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Dr. Ahmed Nassar

Defining CI Requirements Defining CI Requirements

Key Intelligence TopicsKey Intelligence Topics

The goal in defining CI requirements is too meetThe goal in defining CI requirements is too meet

business leaders CI needs.business leaders CI needs.

Ensuring CI efforts are proactive, and strategic.Ensuring CI efforts are proactive, and strategic.

Intelligence requirements need to be defined byIntelligence requirements need to be defined by

decision makers, typically senior management.decision makers, typically senior management.

Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview 6


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Key Intelligence Topic:Key Intelligence Topic:

3 Different Categories3 Different Categories

1) Strategic decisions and actions,1) Strategic decisions and actions,

2) Early warning topics, and2) Early warning topics, and

3) Profiles and descriptions of key players3) Profiles and descriptions of key players




1- CI Requirements in Support of1- CI Requirements in Support of

Strategic Decisions & ActionsStrategic Decisions & Actions

Requirements at the strategic level include:Requirements at the strategic level include:

1.1. Product development, and strategies to improveProduct development, and strategies to improve

competitive advantage,competitive advantage,

2.2. Inputs for strategies and tactics,Inputs for strategies and tactics,

3.3. Sales, marketing and promotional emphasis,Sales, marketing and promotional emphasis,

4.4. Investment decisions, and resource allocations,Investment decisions, and resource allocations,

5.5. Strategic alliance partner identification,Strategic alliance partner identification,

evaluation and selection, andevaluation and selection, and

6.6. Distribution and partner relations.Distribution and partner relations.




2- Early Warning Topics2- Early Warning Topics

1.1. Develop a so-called radar screen enablingDevelop a so-called radar screen enabling

systematic CI regarding your key competitorssystematic CI regarding your key competitors

Strategic Decisions and Actions (previous slide).Strategic Decisions and Actions (previous slide).

2.2. Changes in the marketplace, political orChanges in the marketplace, political orregulatory environment.regulatory environment.

3.3. Financial initiatives and changes in resourceFinancial initiatives and changes in resource

allocations.allocations.

4.4. Takeover, merger and acquisition activityTakeover, merger and acquisition activity

5.5. Changes in international policy.Changes in international policy.

6.6. New entrants to market.New entrants to market.




3- Key Players 3- Key Players

Competitive Reviews & ProfilesCompetitive Reviews & Profiles

Provide competitive reviews and profiles regarding:Provide competitive reviews and profiles regarding:

Strategies,Strategies,

Marketing,Marketing, Branding,Branding,

R&D,R&D,

Operations,Operations,

Key personnel, andKey personnel, and

Organizational structure.Organizational structure.



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Dr. Ahmed Nassar

Assessments of key competitors:Assessments of key competitors:

Their intentions via major customers,Their intentions via major customers,

Strategic plans and goals,Strategic plans and goals,

Current operational capabilities,Current operational capabilities,

Sustainable competitive advantages,Sustainable competitive advantages,

New customer profiles needs and interests,New customer profiles needs and interests,

New and/or emerging Industry players,New and/or emerging Industry players, Investment and financial communityInvestment and financial community

assessments, attitudes, perceptions regarding theassessments, attitudes, perceptions regarding the

branded value of their products and services.branded value of their products and services.


3- Key Players 3- Key Players

Competitive Reviews & Profiles (2)Competitive Reviews & Profiles (2)


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Dr. Ahmed Nassar 122

Thank You Very MuchThank You Very Much

Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview

4_business overview_key ci topics

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