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Training Material - Competitive Intelligence - The Life Blood Of Strategy - An Introduction

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This is the training material of Competitive Intelligence. 136 Pages.

Competitive Intelligence is the life blood of strategy

The Ultimate Goal Of Each Intelligence Process Is To Facilitate Decision – Making That Leads To Action.

Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making

Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making.

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Training Material - Competitive Intelligence - The Life Blood Of Strategy - An Introduction

  1. 1. ®ACTSol & Associates (Avinash Consulting & Turnkey Solutions & Associates) Website: www.actsol.in, E – Mail: connect@actsol.in Cell No: +91 94835 11055 Regd Off: Bangalore; Representations: Gulbarga (Admin) Hyderabad, Pune, New Delhi, Nagpur, Kolhapur, Cochin, Ahmedabad, Bhubaneswar,UK (Cambridge), Barcelona (Spain), Qatar, Kuwait & South Africa (JHB)
  2. 2. Competitive Intelligence Can Be Defined As Knowledge And Foreknowledge About The External Operating Environment
  3. 3. Competitive Intelligence Can Be Defined As Knowledge And Foreknowledge About The External Operating Environment The Ultimate Goal Of Each Intelligence Process Is To Facilitate Decision – Making That Leads To Action
  4. 4. The Intelligence Process Enables Turning Information Into Intelligence By Processing It Via ……
  5. 5. The Intelligence Process Enables Turning Information Into Intelligence By Processing It Via …… Analysis….
  6. 6. The Intelligence Process Enables Turning Information Into Intelligence By Processing It Via …… Analysis…. Synthesis….
  7. 7. The Intelligence Process Enables Turning Information Into Intelligence By Processing It Via …… Analysis…. Synthesis…. Interpretation….
  8. 8. The Intelligence Process Enables Turning Information Into Intelligence By Processing It Via …… Analysis…. Synthesis…. Interpretation…. And Utilizing It In The Future – Oriented, “Decision – Making”
  9. 9. Competitive Intelligence Is Not Market Research Or Industrial Espionage
  10. 10. Competitive Intelligence Is Not Market Research Or Industrial Espionage “Market Research” Focuses On Fulfilling A Specific Information Need Or Set Of Needs, Intelligence Is A Completely Legal Ongoing Process Of Developing A Holistic Picture Of The Operating Environment Including Competitors, Customers And Markets
  11. 11. Competitive Intelligence Is Not Market Research Or Industrial Espionage “Market Research” Focuses On Fulfilling A Specific Information Need Or Set Of Needs, Intelligence Is A Completely Legal Ongoing Process Of Developing A Holistic Picture Of The Operating Environment Including Competitors, Customers And Markets An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning
  12. 12. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting …..
  13. 13. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are …..
  14. 14. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence
  15. 15. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence Are Often Used Interchangeably Or As Synonyms, While …..
  16. 16. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence Are Often Used Interchangeably Or As Synonyms, While ….. Strategic Intelligence, Customer Intelligence, Competitor Intelligence and Technology Intelligence
  17. 17. The Term – “Intelligence” Has Somewhat Been Blurred, New Terms Emerge As The Intelligence Discipline Matures Within The Corporate Setting ….. And These New Terms Are ….. Competitive Intelligence, Business Intelligence, Market Intelligence & Corporate Intelligence Are Often Used Interchangeably Or As Synonyms, While ….. Strategic Intelligence, Customer Intelligence, Competitor Intelligence and Technology Intelligence Add A Dimension Of Specificity To The Subject
  18. 18. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making
  19. 19. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making ….. Viz ……
  20. 20. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making ….. Viz …… Strategic, Tactical And Operative
  21. 21. Eventually, All Intelligence Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision - Making Competitive Intelligence (CI) Is Regarded As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making ….. Viz …… Strategic, Tactical And Operative The Key Goal Of CI Is To Facilitate More Effective Strategic Planning And, As Such, It’s One Of The Most Important Strategic Tools That Management Possesses
  22. 22. In Other Words, The Purpose Of The Intelligence Production Is To Put The Fragments Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future
  23. 23. In Other Words, The Purpose Of The Intelligence Production Is To Put The Fragments Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future The Essential Notion, Again, Is That Information Is Turned Into Something That Can Be Acted Upon
  24. 24. In Other Words, The Purpose Of The Intelligence Production Is To Put The Fragments Of Information Into A Coherent Puzzle, A Picture Of The Forthcoming Future While Information Is Factual, Consisting Of Numbers, Statistics And Scattered Bits Of Data, Intelligence, On The Contrary, Is A Collection Of Pieces Of Information That Have Been Filtered, Distilled And Analyzed The Essential Notion, Again, Is That Information Is Turned Into Something That Can Be Acted Upon
  25. 25. Always Remember That ………..
  26. 26. ……. Intelligence Is The Lifeblood Of Strategy
  27. 27. 1
  28. 28. 1 Definition of Competitive Intelligence
  29. 29. The Intelligence Pyramid
  30. 30. The Intelligence Pyramid Although Information And Intelligence Are Sometimes Used As Synonyms, They Are At Different Levels Of The ‘Intelligence Pyramid’
  31. 31. Eventually, All “Intelligence” Terms Refer To Using Systematic Methods To Collect, Analyze And Disseminate Information That Supports Decision – Making
  32. 32. 2
  33. 33. 2 Levels & Different Terminology Of Competitive intelligence
  34. 34. The Scope of Competitive Intelligence
  35. 35. Corporate Planning & Business Development: Strategic Intelligence
  36. 36. Investor Relations: Peer Group Intelligence Corporate Planning & Business Development: Strategic Intelligence
  37. 37. Investor Relations: Peer Group Intelligence Marketing & Sales: Market & Product Intelligence Corporate Planning & Business Development: Strategic Intelligence
  38. 38. Investor Relations: Peer Group Intelligence CRM Marketing & Sales: Customer Intelligence Market & Product Intelligence Corporate Planning & Business Development: Strategic Intelligence
  39. 39. Investor Relations: Peer Group Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence
  40. 40. Investor Relations: Peer Group Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence
  41. 41. Investor Relations: Peer Group Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  42. 42. Investor Relations: Peer Group Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  43. 43. Investor Relations: Peer Group Intelligence Business Environment Trends & Critical Themes CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  44. 44. Investor Relations: Peer Group Intelligence Business Environment Trends & Critical Themes Interest Groups & Other Market Players CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  45. 45. Business Environment Trends & Critical Themes Industry Intelligence Interest Groups & Other Market Players CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence Investor Relations: Peer Group Intelligence
  46. 46. Investor Relations: Peer Group Intelligence Business Environment Trends & Critical Themes Interest Groups & Other Market Players Supplier Industry Intelligence Industry Intelligence CRM Marketing & Sales: Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  47. 47. Business Environment Trends & Critical Themes Interest Groups & Other Market Players Supplier Industry Intelligence Industry Intelligence Marketing & Sales: Supplier Industry Intelligence Investor Relations: Peer Group Intelligence CRM Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  48. 48. Investor Relations: Peer Group Intelligence Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Marketing & Sales: Supplier Industry Intelligence Interest Groups & Other Market Players CRM Customer Intelligence Corporate Market & Product Intelligence Communications: Media Intelligence All Decision Makers Current Awareness Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence
  49. 49. Investor Relations: Peer Group Intelligence Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players CRM Customer Intelligence Corporate Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence Marketing & Sales: Market & Product Intelligence All Decision Makers Current Awareness R & D Technology Intelligence Sourcing: Supplier Intelligence
  50. 50. Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players Customer Intelligence Investor Relations: Peer Group Intelligence CRM Customer Intelligence Corporate Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence R & D Technology Intelligence Sourcing: Supplier Intelligence Marketing & Sales: Market & Product Intelligence All Decision Makers Current Awareness
  51. 51. Scope Investor Relations: Peer Group Intelligence CRM Customer Intelligence Corporate Communications: Media Intelligence Corporate Planning & Business Development: Strategic Intelligence Industries R & D Technology Intelligence Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players Customer Intelligence Sourcing: Supplier Intelligence Marketing & Sales: Market & Product Intelligence All Decision Makers Current Awareness Trends & Themes Companies Value Chain Dimension
  52. 52. The Scope of Strategic Intelligence
  53. 53. Market Intelligence
  54. 54. Competitive Intelligence Market Intelligence
  55. 55. Strategic Intelligence Competitive Intelligence Market Intelligence
  56. 56. Strategic Intelligence Competitive Intelligence Market Intelligence Events
  57. 57. Strategic Intelligence Competitive Intelligence Market Intelligence Events Past Present Future
  58. 58. Strategic Intelligence Competitive Intelligence Market Intelligence Events Past Present Future Levels
  59. 59. Strategic Intelligence Competitive Intelligence Market Intelligence Events Past Present Future Levels Strategic Level Competitive Level Market Level
  60. 60. Strategic Intelligence Is Seen As The Broadest Scope Of Intelligence Activities Covering The Whole External Operating Environment Of The Company And Targeting All Levels Of Decision – Making, i.e Strategic, Tactical And Operative Strategic Intelligence Competitive Intelligence Market Intelligence Events Levels Strategic Level Competitive Level Market Level Past Present Future
  61. 61. 3
  62. 62. 3 Elements Of Competitive Intelligence
  63. 63. In Order To Target Intelligence Efforts In A Coordinated Way, It Is Feasible To Divide The Field Of Competitive Intelligence Into Elements That Correspond To The Company’s Business Information Needs
  64. 64. In Order To Target Intelligence Efforts In A Coordinated Way, It Is Feasible To Divide The Field Of Competitive Intelligence Into Elements That Correspond To The Company’s Business Information Needs This Way, Competitive Intelligence Efforts Can Be First Targeted At The Most Critical Elements, While Development Regarding Less Critical Elements Can Be Started In Later Phases
  65. 65. Always Remember That ………..
  66. 66. The Elements Of Competitive Intelligence Reflect Strongly The Categorization Of Business Information Types
  67. 67. Scope Business Environment Trends & Critical Themes Supplier Industry Intelligence Supplier Intelligence Industry Intelligence Supplier Industry Intelligence Competitor Intelligence Interest Groups & Other Market Players Customer Intelligence Trends & Themes Industries Companies Value Chain Dimension
  68. 68. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence
  69. 69. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category
  70. 70. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General Trend Intelligence” Includes Business Information Types And Themes Along The Whole Length Of The Value Chain
  71. 71. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General Trend Intelligence” Includes Business Information Types And Themes Along The Whole Length Of The Value Chain Similarly, The Category “Interest Group Intelligence” Covers Companies That Don’t Belong To The Company’s Value Chain But Are Strongly Linked With It
  72. 72. An Extension To This View, Is To Divide Market Intelligence Into Smaller Components Such As Industry / Product Intelligence And Country Intelligence In Some Cases, Supplier Or Partner Intelligence Is Brought In As An Additional Category While Most Of The Elements Concentrate On One Part Of The Value Chain, The Category “General Trend Intelligence” Includes Business Information Types And Themes Along The Whole Length Of The Value Chain Similarly, The Category “Interest Group Intelligence” Covers Companies That Don’t Belong To The Company’s Value Chain But Are Strongly Linked With It In This General Categorization, The Value Chain Only Includes Three Nodes But It Can Naturally Be Extended At Both Ends
  73. 73. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction
  74. 74. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers
  75. 75. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers Yet Another Dimension To Consider Is Intelligence About End – Users
  76. 76. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers Yet Another Dimension To Consider Is Intelligence About End – Users On The Other Hand, An Organization May Trust That Its Customers Have Taken Their Own Customers Into Account When Making Operative Business Decisions
  77. 77. On The Supplier Side, Information May Be Needed On Previous Stages, Starting From Raw Material Extraction On The Customer Side, It May Be Necessary To Consider End – User Segments As The Ultimate Business Drivers Yet Another Dimension To Consider Is Intelligence About End – Users On The Other Hand, An Organization May Trust That Its Customers Have Taken Their Own Customers Into Account When Making Operative Business Decisions Thus, Sophisticated Customer Intelligence Will Likely Bring In Good Intelligence About The End - Customers As Well
  78. 78. The Matrix Framework Is Useful When Considering Target Areas For A Company’s Competitive Intelligence Development
  79. 79. The Matrix Framework Is Useful When Considering Target Areas For A Company’s Competitive Intelligence Development However, The Presented Framework Is Very Generic And It Should Always Be Adapted To Each Company’s Specific Requirements
  80. 80. 4
  81. 81. 4 Competitive Intelligence Cycle
  82. 82. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle
  83. 83. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required
  84. 84. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The Intelligence Needs
  85. 85. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The Intelligence Needs The Cycle Includes Setting Goals, Obtaining Data, Comparing Information From Different Sources And Estimating Possible Future Developments
  86. 86. The Core Of Any Intelligence System In A Company Is An Intelligence Cycle In Discussing The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Process, Usually Called The Competitive Intelligence Cycle, Begins With Determining The Intelligence Needs The Cycle Includes Setting Goals, Obtaining Data, Comparing Information From Different Sources And Estimating Possible Future Developments Finally, The Results Have To Be Utilized In A Timely Fashion
  87. 87. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function
  88. 88. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire
  89. 89. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material
  90. 90. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material Monitoring Can Be Seen As Continuous Surveillance Of Formal And Informal Sources, Whereas The Actual Collection Calls For A More Specified Need
  91. 91. Effective Intelligence Processes Set The Intelligent Customers, i. e. The Users, As The Starting Point For The Entire Function The Users Are Given Intelligence They Require, Analyzed To A Level That Serves Them Best, And Delivered In A Form They Desire Numerous Sources Need To Be Continuously Monitored In Order To Find The Appropriate Material Monitoring Can Be Seen As Continuous Surveillance Of Formal And Informal Sources, Whereas The Actual Collection Calls For A More Specified Need On The Other Hand, Active Monitoring Is Also Likely To Create New Needs
  92. 92. In Practice, Monitoring And Collection Are Overlapping Phases In The Intelligence Cycle
  93. 93. In Practice, Monitoring And Collection Are Overlapping Phases In The Intelligence Cycle The Needed Information Calls For Active Gathering Measures Often Implemented By A Corporate Library Function, Especially In The Case Of Using External Sources
  94. 94. In Practice, Monitoring And Collection Are Overlapping Phases In The Intelligence Cycle The Needed Information Calls For Active Gathering Measures Often Implemented By A Corporate Library Function, Especially In The Case Of Using External Sources The Role Of Human Intelligence, i. e,. Intelligence That Is Not Documented But Possessed By Individual Employees, Is Also Significant
  95. 95. Human Intelligence, Also Referred To As “Tacit Knowledge”, Seems To Set Organizations Apart Regarding Their Intelligence Capabilities And, Eventually, Competitiveness
  96. 96. Human Intelligence, Also Referred To As “Tacit Knowledge”, Seems To Set Organizations Apart Regarding Their Intelligence Capabilities And, Eventually, Competitiveness Decision – Makers Generally Prefer A Timely Answer To A Totally Accurate Answer
  97. 97. Human Intelligence, Also Referred To As “Tacit Knowledge”, Seems To Set Organizations Apart Regarding Their Intelligence Capabilities And, Eventually, Competitiveness Decision – Makers Generally Prefer A Timely Answer To A Totally Accurate Answer It Is Argued That Only 70 Percent Of The Delivered Intelligence Needs To Be Totally Accurate If It Is Delivered On Time
  98. 98. The Cycle
  99. 99. The Cycle 1. Need Analysis
  100. 100. The Cycle 1. Need Analysis 2. Observing & Monitoring
  101. 101. The Cycle 1. Need Analysis 2. Observing & Monitoring 3. Collection from External & Internal Sources
  102. 102. The Cycle 1. Need Analysis 2. Observing & Monitoring 3. Collection from External & Internal Sources 4. Structuring & Elimination
  103. 103. The Cycle 1. Need Analysis 2. Observing & Monitoring 4. Structuring & Elimination 5. Analysis 3. Collection from External & Internal Sources
  104. 104. The Cycle 1. Need Analysis 2. Observing & Monitoring 4. Structuring & Elimination 6. Dissemination 5. Analysis 3. Collection from External & Internal Sources
  105. 105. The Cycle 1. Need Analysis 2. Observing & Monitoring 4. Structuring & Elimination 6. Dissemination 5. Analysis 3. Collection from External & Internal Sources 7. Storing
  106. 106. The Cycle 1. Need Analysis 2. Observing & Monitoring 7. Storing 6. Dissemination 4. Structuring & Elimination 5. Analysis 3. Collection from External & Internal Sources 8. Utilization & Feedback
  107. 107. Imagine There Are No Competitors For You In The Market!
  108. 108. Imagine There Are No Competitors For You In The Market! Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them & The Market, Utilized The Information Gathered And Acted In Tandem With Your Core Business Strategy!
  109. 109. Imagine There Are No Competitors For You In The Market! Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them & The Market, Utilized The Information Gathered And Acted In Tandem With Your Core Business Strategy! Then There Is No Stopping You In Becoming The No. 1 Business Organization In Your Industry Segment!
  110. 110. Imagine There Are No Competitors For You In The Market! Even, If They Are, Then You Have Read Them, Studied Them, Analyzed Them & The Market, Utilized The Information Gathered And Acted In Tandem With Your Core Business Strategy! Then There Is No Stopping You In Becoming The No. 1 Business Organization In Your Industry Segment! Because You Have Killed Your Competition!
  111. 111. Now Wrapping Up
  112. 112. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage
  113. 113. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The Competitor’s Capabilities And Intentions
  114. 114. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The Competitor’s Capabilities And Intentions It Serves As An Early Warning Of Future Events, Which May Have An Impact On Company Performance
  115. 115. Competitive Intelligence Is Not Market Research, Nor Is It Industrial Espionage It Is A Completely Legal And Increasingly Essential Element In The Formulation Of Corporate Competitive Strategy Which Provides The Decision – Maker With Invaluable Insight Into The Competitor’s Capabilities And Intentions It Serves As An Early Warning Of Future Events, Which May Have An Impact On Company Performance While Market Research Often Focuses On Fulfilling A Specific Information Need Or Set Of Needs, Intelligence Is An Ongoing Process Of Developing A Holistic Picture Of The Operating Environment Including Competitors, Customers And Markets
  116. 116. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning
  117. 117. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required
  118. 118. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle
  119. 119. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are:
  120. 120. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Definition Of Intelligence Needs
  121. 121. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs The Key Stages Of This Cycle Are:
  122. 122. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information
  123. 123. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information Analysis
  124. 124. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information Analysis Dissemination & Storage
  125. 125. An Effective Intelligence Process Continuously Contributes To An Organization’s Knowledge Base And Leads To Cumulative Organizational Learning For The Transformation Of Data And Information Into Actionable Intelligence, A Process Perspective Is Useful Given That A Continuous Chain Of Action Is Required The Core Of Any Intelligence System In A Company Is An Intelligence Process Or Cycle The Key Stages Of This Cycle Are: Collection Of Information And Continuous Monitoring Of Various Sources Definition Of Intelligence Needs Processing The Collected Information Analysis Dissemination & Storage Utilization
  126. 126. And Always Remember That ………..
  127. 127. ……. Intelligence Is The Lifeblood Of Strategy
  128. 128. ……. Intelligence Is The Lifeblood Of Strategy But Managerial Input, i. e. Adequate Planning And Direction, Is Essential In Order To Initialize The Cycle And Then Keep It Functional
  129. 129. Hello! Sadashiv Borgaonkar Management Strategist, Educator & Consultant ACTSol & Associates www.actsol.in @sada_borg11 @actsol_connect sadashiv@actsol.in http://in.linkedin.com/in/sadashivborgaonkar/

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