Japan IT Week 2024 Brochure by 47Billion (English)
Best Practices in Implementing Strategic and Competitive Intelligence
1. Acrasio logo area Client logo area
Best Practices in Implementing Strategic and Competitive Intelligence
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Johannes Deltl, Partner Sub-title area
Berlin, Germany
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In every country you will see a confusion about different terms
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What´s the Value of Intelligence?
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Intelligence Value Creation is based on four levers
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quantitative
qualitative
Rationale for Intelligence
Benchmark Enterprise wide cost
reduction programs
Reduce costs product, processes
Enable performance,
and markets
product, process
improvements
Identify growth Expand markets
Increase revenues potential, provide
Grow customer base
& profit sales intelligence
support Focus on right customers
Intelligence Point of origin
Beat competition
value creation
monitor market
levers Enable better
signals, new Establish corporate foresight
informed strategic
decisions
competitors, new Better informed and up-to
trends, regulations date
Spot disruptive
Install early warning program
events, detect
Minimize risks Anticipate risks
rumors, avoid
costly mistakes
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Let us have a look at the Intelligence Cycle ….
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Planning phase is very essential
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Identify core intelligence needs across the company and for each unit / function
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What do we really need to know?
To reach tactical or strategic insights executives have to define
Key Intelligence Topics (KITs) and related Questions.
Avoid „nice to know – questions“
Define the analysis method and the communication format that
you need to take a decision
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CI in Retail
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Example
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Company Background
METRO GROUP is one of the biggest
international retail and wholesale groups,
achieving a turnover of around 67 billion
Euros in 2010. The company is present at
2,100 locations in 33 countries and
employs about 290,000 people.
Context (Key Intelligence Questions)
How did we develop compared to
relevant competitors in the last
quarter?
How high is our market share in Point of origin
Central and Eastern Europe
compared to competitors also using
the cash & carry business model? Lessons learned
What are the expansion areas of our Most important step before conducting any
main international competitors? specific analysis is deciding which others
What formats are driving the growth companies are relevant.
of competitor X?
How intense is the competition in our
expansion country?
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Footnote area. DrawingBook – Strategische Wettbewerbsbeobachtung
Source: Metro, area base to shift according to footnote level
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Various sources of information provide insights on markets and
competitors
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Secondary Research
Online databases
Newspapers and journals
Internal Library and Knowledge Repository
Industry Associations
Primary Research
Online, face-to-face and telephone interviews
Develop and access an Expert Network
for validation of key findings and deeper industry insights
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Challenges are amount of information, languages, domain expertise
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Define range of analyses which are crucial for your company
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Competitor Profiles – must have
SWOT-Analysis
Executive Profiling
Win/Loss Analysis
Competitor Benchmarking
Financial Analysis
Customer Value Analysis
Value Chain Analysis
Industry and Market Analysis
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War Game
Patent Landscape
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Product-Benchmarking led to substantial cost savings Automotive Supplier
at large automotive supplier company
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- Confidential -
Example
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Company Background
Large European Automotive Supplier
Context – Challenge
Benchmark own products with competitor
products by reverse engineering
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Lessons learned
Identified a savings potential of x Mio EUR
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Source: Acrasio, indec-group
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In the financial downturn Lanxess developed their own
market forecasts instead of using external reports
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Example
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Company Background
Lanxess is a large German
chemical company with 15.000
employees and an annual
revenue of EUR 7 Bio.
Context – Challenge
Forecast demand figures for
a certain market
Did not trust external data /
report information in financial
downturn
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Analyzed similar downturns
in past and developed a
forecast inhouse Lessons learned
Question existing models and external reports
Develop and use own models instead
industry models, or cross-check and verify
external information
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Source: Lanxess, Book – Strategische Wettbewerbsbeobachtung
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Communicate the insights
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to the right decision makers via right mix of channels at the right time!
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CI-Databases, Sharepoint, Intranet
Reports, White Paper
Dashboards Competitor Profiles
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Newsletter, Alerts
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Source: McKinsey, indec-group, Qlikview
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Using strategic competitive intelligence during client
engagements at Roland Berger Strategy Consultants
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Example
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Company Background
Roland Berger Strategy Consultants is
one of the world’s leading strategy
consultancies employing around
2.100 consultants in 27 countries.
Context
Globally operating clients expect
comprehensive and professional
support from their consultants
Two elements of the organization –
the Business Intelligence division
and key account management –
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complement each other sensibly
to meet information provision
Lessons learned
requirements. Strategic
Insights are regularly communicated to the KAM-Team
competitive intelligence
constitutes an important interface • Newsflashes
between the two. • Key account newsletter
• Fact books
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Respond to queries by potential clients very quickly
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Source: Roland area base to shift according to footnote Book – Strategische Wettbewerbsbeobachtung,
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Use insights for decision-making and provide feedback
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Make sure that insights are used for
decision making
The key decision makers need to understand
the results of the analyses - engage them
early in the process
Use feedback in order to adjust analyses to
changed needs and priorities
Ideally the Executive Leadership Team meets CI-Team in person (on a
regular basis) to assess its strategy execution and new strategic
analysis insights
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Intelligence is only useful if it´s used!
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Setup an ongoing review process of intelligence delivered
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Source: IBM, Michael Sperger
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Intelligence Value Creation
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Examples
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Intelligence Value Creation ... … led to impressive results
Enterprise wide program Identified savings potential
Benchmarked against of 200 Mio USD
Reduce costs Manufacturing
competitors plants, products Started with implementation
and processes program
Focus on new market segment Gained substantial market
Analyzed players, products, share within 3 years
Increase
Industrial regulatory environment ,
revenues
customers, …
Developed go-to-market strategy
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Competitor impacted by Increased own market share
Enable better disruptive event by 3 %
informed strategic Electronics (earthquake)
decisions
Analyzed their supply chain
limitations
Plan of building a Found future market
production-plant in Asia overheating
Minimize risks Chemicals
Estimated the future market Skipped decision to build
demand Saved 45 Mio USD of
Analyzed competitors misinvestment
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activities
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Johannes Deltl
Tel.: +49 30 443 17 996 johannes.deltl@acrasio.com
Order at Amazon! Bissingzeile 11 Potsdamer Platz Berlin, Germany
www.acrasio.com
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