Developing Competitive Intelligence Strategies

Dr. Ahmed Nassar

Summer 2011

CI Environment
Competitor Capabilities, Plans, & Intentions Industry Structure & Trends

Corporate Security Threats

CI Environment

Technology Developments & Sources

Political, Economic, & Social Forces

Dr. Ahmed Nassar

Markets & Customers

2

HOW TO CREATE INTELLIGENCE: THE CI CYCLE

Most corporate intelligence programs consist of four broad functions: 1. Planning and direction: Management and oversight of intelligence to ensure a demanddriven, needs-based program. 2. Information collection: Exploiting secondary and primary (human) sources for information, observations & insights.

ds ee N

Planning & Direction Info Collection

Decision Makers

Report & Inform

Other Users

Analysis

The Intelligence Cycle: Each step is necessary and adds value

Dr. Ahmed Nassar

HOW TO CREATE INTELLIGENCE: THE CI CYCLE

3. Analysis: Interpreting

information, drawing conclusions, identifying implications, and making strategic recommendations.

ds ee N

Planning & Direction Info & Collection

Decision Makers

Report & Inform

4. Reporting: Disseminating finished intelligence products, in time, to those managers with the responsibility and authority to act on the information.
Dr. Ahmed Nassar

Other Users

Analysis

The Intelligence Cycle: Each step is necessary and adds value

4

Competitiveness Intelligence Flow

Compile
DATA

Analyze
KNOWLEDGE

INFORMATION

Insight & Communication

INTELLIGENCE DECISIONS

Dr. Ahmed Nassar

Defining CI Requirements Key Intelligence Topics

The goal in defining CI requirements is too meet business leaders CI needs. Ensuring CI efforts are proactive, and strategic. Intelligence requirements need to be defined by decision makers, typically senior management.

Dr. Ahmed Nassar

Competitive Intelligence _ Business Overview

Key Intelligence Topic: 3 Different Categories

1) Strategic decisions and actions, 2) Early warning topics, and 3) Profiles and descriptions of key players

Dr. Ahmed Nassar

Competitive Intelligence _ Business Overview

1- CI Requirements in Support of Strategic Decisions & Actions

Requirements at the strategic level include:

1. Product development, and strategies to improve competitive advantage, 2. Inputs for strategies and tactics, 3. Sales, marketing and promotional emphasis, 4. Investment decisions, and resource allocations, 5. Strategic alliance partner identification, evaluation and selection, and 6. Distribution and partner relations.

Dr. Ahmed Nassar

Competitive Intelligence _ Business Overview

2- Early Warning Topics

1. Develop a so-called radar screen enabling systematic CI regarding your key competitors Strategic Decisions and Actions (previous slide). 2. Changes in the marketplace, political or regulatory environment. 3. Financial initiatives and changes in resource allocations. 4. Takeover, merger and acquisition activity 5. Changes in international policy. 6. New entrants to market.
Dr. Ahmed Nassar

Competitive Intelligence _ Business Overview

3- Key Players Competitive Reviews & Profiles

Provide competitive reviews and profiles regarding: Strategies, Marketing, Branding, R&D, Operations, Key personnel, and Organizational structure.
Competitive Intelligence _ Business Overview

Dr. Ahmed Nassar

10

3- Key Players Competitive Reviews & Profiles (2)

Assessments of key competitors: Their intentions via major customers, Strategic plans and goals, Current operational capabilities, Sustainable competitive advantages, New customer profiles needs and interests, New and/or emerging Industry players, Investment and financial community assessments, attitudes, perceptions regarding the branded value of their products and services.
Competitive Intelligence _ Business Overview

Dr. Ahmed Nassar

11

Thank You Very Much

Dr. Ahmed Nassar

Competitive Intelligence _ Business Overview

12