Transcript THE “VALUE ADD” TO INFORMATION PRESENTER: BABETTE BENSOUSSAN The MindShifts Group Pty Ltd Level 1, North Tower, 1-5 Railway Street Chatswood NSW 2067 Sydney Australia Tel: (02) 9411

THE “VALUE ADD” TO
INFORMATION
PRESENTER: BABETTE BENSOUSSAN
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The MindShifts Group Pty Ltd
Level 1, North Tower,
1-5 Railway Street
Chatswood NSW 2067
Sydney Australia
Tel: (02) 9411 3900
Fax: (02) 9411 3636
www.mindshifts.com.au
©The MindShifts Group Pty. Ltd.
WHAT IS COMPETITIVE INTELLIGENCE?
“a systematic and ongoing process
for gathering and analysing
information to derive actionable
insights about competitors, the
competitive environment and
trends in order to further the
organization’s business goals”
(Adapted from Fleisher & Bensoussan, 2003)
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DEFINITIONS
DATA:
is uncollated, unorganised and unevaluated
INFORMATION:
is data that has been collated, organised and
evaluated to derive some insight
INTELLIGENCE:
involves the PROCESS of gathering and linking the
information, then analysing and validating it to serve
as input into a competitive strategy. It results in
informed decisions and actions.
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STRATEGY and CONTEXT...
... is what makes a fact relevant or
irrelevant
— and a relevant fact
Yes
significant or insignificant.
X
No
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WHAT IS ANALYSIS?
• Analysis is the multifaceted, multidisciplinary combination of scientific and
non-scientific processes by which an
individual interprets data or information to
produce insightful intelligence findings and
recommendations for action.
• It is NOT purely art or science
• Answers the critical “so what?” question
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INTELLIGENCE ANALYSIS
DEFINITION: — A step in the production of
intelligence in which intelligence information is
subjected to systematic examination in order to
identify relevant facts, determine significant
relationships and derive key findings and
conclusions.
Analysis is used to create the intelligence findings.
6 Source:
Jan Herring, ‘What is Intelligence Analysis?’, Competitive Intelligence Magazine,
Vol. 1. No.2, July-September, 1998, p14
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BASIC ANALYTICAL TOOLS
•
Competitor Profiling
• SWOT Analysis
• Five Forces Industry Analysis
• Financial Statement Analysis
• Customer Satisfaction Surveys
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EXAMPLES OF ANALYSIS TECHNIQUES
Competitor Analysis
- Strengths, weaknesses, opportunities and
threats (SWOT) analysis
- Strategy hypotheses and alliance analysis
- Competitor’s plans and intentions
- Competitor benchmarking
- Competitor response modeling
Market Intelligence
- Win/loss analysis
- Competitor-customer value chain analysis
Financial Analysis
- Cash flow analysis
- Cost analysis
- Ratio analysis
- Credit/debt analysis
- Sustainable growth rate analysis
Organisation Analysis
Technology Assessment
- R&D, product and manufacturing analysis
- Technology forecasting
- Patent analysis
Environmental Assessment
- Regulatory and legislative analysis
- Political economic assessment
- Country risk analysis
Forecasting
- Statistical and econometric analysis
- Trend analysis and projection
- Quantitative, qualitative, and stochastic
- Scenario analysis
Industry Analysis
- Structural and trend analysis
- Distribution strategy analysis
- Share/growth matrices
- Organisation and personality assessment
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GENERIC APPROACH
Analytical Framework
(Define decision)
Implications
(What does it mean
for the decision?)
Collection
(What are the facts?)
Analysis
(What do the facts mean?)
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FUNDAMENTAL CI ANALYSIS QUESTIONS
1.
What are the characteristics of my industry?
2.
Who are/will be my competitors?
3.
What are the current/likely positions of my
competitors?
4.
What moves are/will my competitors make?
5.
What moves can/should I take to achieve a
competitive advantage?
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ANALYTICAL TECHNIQUE CATEGORIES
1.
2.
3.
4.
5.
6.
7.
Strategic
Behavioural
Corporate
Customer
Environmental
Evolutionary
Financial
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1. STRATEGIC ANALYSIS TECHNIQUES
A.
B.
C.
D.
Blindspot Analysis
Competitor Profiling
Industry Analysis
SWOT analysis
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2. BEHAVIORAL TECHNIQUES
A.
Shadowing - knowing about a competing
firm’s managers and decision making
process.
B.
Management profiling
C.
Historiography
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3. CORPORATE
A.
B.
C.
D.
E.
F.
G.
BCG Product Portfolio Matrix
Core Competencies and Capabilities
Functional Analyses
GE Business Screen
McKinsey 7 S
Resource Analysis
Value Chain
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4. CUSTOMER AND PRODUCT TECHNIQUES
A.
Competitive benchmarking
B.
Customer value analysis - customer:
contact, value surveys, analysis (e.g.,
value maps), and management
C.
Product-oriented Techniques
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5. ENVIRONMENTAL ANALYSIS
A.
B.
C.
D.
E.
Country and political risk analysis
Issue analysis
Scenario analysis
Stakeholder analysis
STEEP analysis
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6. EVOLUTIONARY ANALYSIS
A.
B.
C.
D.
E.
F.
G.
Experience Curve Analysis
Future Analysis
Growth Vector Analysis
Organizational Life Cycle Analysis
Patent Analysis
Product Life Cycle Analysis
S-curve Analysis
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7. FINANCIAL ANALYSIS TOOLS
A.
B.
C.
D.
E.
F.
G.
Ratio analysis
Sustainable growth rate analysis
Disaggregated financial ratio analysis
Competitive cost analysis
Value-based planning (Shareholder value
approach)
Strategic funds programming
Competitive cost analysis
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THE FAROUT SYSTEM
F UTURE ORIENTED
A CCURATE
R ELEVANT
O BJECTIVE
U SEFUL
T IMELY
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SO WHAT!
 Big picture/bottom line
 What? And so what?
 Core assertion
 Major judgement
 Statement of synthesis
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KEY POINT
Use a variety of analytical tools,
but don’t over analyse.
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THE COMPETITIVE ANALYSIS “VALUE ADDED CHAIN”
Firm Infrastructure
Research & Development
ST RUCT URING
T HE P ROCESS
DAT A
GAT HERING
AN ALYSIS
INSIGHT S
COMMU NICAT ION
CONVINCIN G
T HE AUDIENCE
* TYPI CAL
PERCENTAG E
OF EFFORT
20%
60%
10%
5%
<5%
<5%
* OPTI MAL
PERCENTAG E
OF EFFORT
10%
20%
15%
20%
15%
20%
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Source:
CI Boot Camp, R.L. Linville, SCIP 1996
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“Executives are so enchanted by the internal
data the computer generates, that they have
neither the mind nor the time for the outside.
Yet all great change comes from outside the
firm, not inside.”
Peter Drucker
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For more information, see:
Strategic and Competitive Analysis: Methods for
Analyzing Business Competition, by Craig Fleisher
and Babette Bensoussan, 2002, Prentice Hall.
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THANK YOU
QUESTIONS?????????
EMAIL: [email protected]
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