7/29/2019 4_Business Overview_Key CI Topics
1/12
Developing CompetitiveDeveloping CompetitiveIntelligence StrategiesIntelligence Strategies
Summer 2011Summer 2011
Dr. Ahmed NassarDr. Ahmed Nassar
7/29/2019 4_Business Overview_Key CI Topics
2/12
Dr. Ahmed Nassar
CI EnvironmentCI Environment
CIIEnvironmentnvironmentCorporateorporateSecurityecurityThreatshreats
TechnologyechnologyDevelopmentsevelopments& SourcesSources
Political,olitical,Economic,conomic,& SocialSocialForcesorcesMarkets &arkets &Customersustomers
CompetitorompetitorCapabilities,apabilities,Plans, &lans, &IntentionsntentionsIndustryndustryStructuretructure& TrendsTrends
2
7/29/2019 4_Business Overview_Key CI Topics
3/12
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
3
The Intelligence Cycle:Each step is necessary
and adds value
7/29/2019 4_Business Overview_Key CI Topics
4/12
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
4
The Intelligence Cycle:Each step is necessary
and adds value
7/29/2019 4_Business Overview_Key CI Topics
5/12
Dr. Ahmed Nassar
Compile Analyze
DATA INFORMATION
Insight &
Communication
INTELLIGENCE
DECISIONS
KNOWLEDGE
Competitiveness Intelligence Flow
5
7/29/2019 4_Business Overview_Key CI Topics
6/12
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
7/29/2019 4_Business Overview_Key CI Topics
7/12Dr. Ahmed Nassar
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
Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview 7
7/29/2019 4_Business Overview_Key CI Topics
8/12Dr. Ahmed Nassar
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.
Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview 8
7/29/2019 4_Business Overview_Key CI Topics
9/12Dr. Ahmed Nassar
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.
Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview 9
7/29/2019 4_Business Overview_Key CI Topics
10/12Dr. Ahmed Nassar
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.
Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview 100
7/29/2019 4_Business Overview_Key CI Topics
11/12
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.
Competi t ive Intel l igence _ Business Overviewomp eti t ive Intel ligence _ Business Overview 111
3- Key Players 3- Key Players
Competitive Reviews & Profiles (2)Competitive Reviews & Profiles (2)
7/29/2019 4_Business Overview_Key CI Topics
12/12
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
Top Related