Ideas on how to start CI function for my EMS firm??? - Competitive Intelligence2024-03-28T13:36:17Zhttp://competitiveintelligence.ning.com/forum/topics/ideas-on-how-to-start-ci?commentId=2036441%3AComment%3A38821&feed=yes&xn_auth=noThere are two key solution in…tag:competitiveintelligence.ning.com,2010-12-16:2036441:Comment:391862010-12-16T10:20:20.538ZDr. Elijah Ezenduhttp://competitiveintelligence.ning.com/profile/DrElijahEzendu
<p>There are two key solution indicators in the issue. The first relates to competencies for developing a virile competitive intelligence unit in a firm. The second deals with competencies for architecting, exploring and managing change at the pre-execution, execution, and post-execution stages of establishing a feasible competitive intelligence unit. I think the following presentations would be useful.…</p>
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<p>There are two key solution indicators in the issue. The first relates to competencies for developing a virile competitive intelligence unit in a firm. The second deals with competencies for architecting, exploring and managing change at the pre-execution, execution, and post-execution stages of establishing a feasible competitive intelligence unit. I think the following presentations would be useful.</p>
<p><a target="_self" href="http://www.slideshare.net/ezendu/competitive-intelligence-architecture-2868972">Competitive Intelligence Architecture</a></p>
<p><a target="_self" href="http://www.slideshare.net/ezendu/competitive-intelligence-2814940">Overview of Competitive Intelligence</a></p>
<p> </p>
<p>Cheers.</p>
<p>Dr Elijah</p>
<p> </p> Hullo Sam
Eric Garland poste…tag:competitiveintelligence.ning.com,2010-12-07:2036441:Comment:389622010-12-07T11:20:54.818ZGlenn A. Deaconhttp://competitiveintelligence.ning.com/profile/GlennADeacon
Hullo Sam<br />
<br />
Eric Garland posted a video clip = "Explaining Competitive Intelligence". Maybe you could consider using it as part of awareness. All I can say is that the CI Practitioner in the clip has tons of patience.<br />
<br />
Bye for Now<br />
Glenn
Hullo Sam<br />
<br />
Eric Garland posted a video clip = "Explaining Competitive Intelligence". Maybe you could consider using it as part of awareness. All I can say is that the CI Practitioner in the clip has tons of patience.<br />
<br />
Bye for Now<br />
Glenn Hullo Sam
Some added comment…tag:competitiveintelligence.ning.com,2010-12-06:2036441:Comment:389142010-12-06T06:10:28.093ZGlenn A. Deaconhttp://competitiveintelligence.ning.com/profile/GlennADeacon
Hullo Sam<br></br>
<br></br>
Some added comments to already good responses:<br></br>
<br></br>
a.) Are there any Officer/s who could be "CI Positive"? If so, you could use them as well to promote CI within your Co. I'm not doubting your ability but sometimes Officers/Managers may only speak to Officers/Managers.<br></br>
b.) As Zena mentioned, really try and get involved with an RFP/RFQ. This could be "small-scale" but presents good CI focus. What are competitors offering, 4 x P's (Place, Product, Price,…
Hullo Sam<br/>
<br/>
Some added comments to already good responses:<br/>
<br/>
a.) Are there any Officer/s who could be "CI Positive"? If so, you could use them as well to promote CI within your Co. I'm not doubting your ability but sometimes Officers/Managers may only speak to Officers/Managers.<br/>
b.) As Zena mentioned, really try and get involved with an RFP/RFQ. This could be "small-scale" but presents good CI focus. What are competitors offering, 4 x P's (Place, Product, Price, Promotion). Yes, there are others e.g. Politians, but only if applicable to your environment. There should be a presentation done to the Officers from the Bid/Tender Manager for go/no go and this could provide an opportunity for you to promote CI.<br/>
c.) Seeing the Officers don't want competitive profiles, maybe you could focus on Early Warning. Surely there is something/s that are keeping them awake at night? Try and find out what these are and you can also focus on these.<br/>
d.) Identify ways/means to promote CI. You are 1/2 way there "Officers of the company see the need" - this is what you can "exploit". There could be a bit of a mis-understanding from their part as to what is CI. Issue wrt strategy could also be an indicator for this as they are/could be sensitive wrt the info i.e. only shared amongst Officers. Gain their trust.<br/>
e.) You could also highlight other areas where CI can assist e.g. Corporate Counter Intelligence - protection of their strategy, future direction etc.<br/>
<br/>
Can add that I went through very similar situation that you're experiencing. One final comment ............ "PERSEVERANCE".<br/>
<br/>
Kind Regards<br/>
Glenn Hi again Samantha,
Starting…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388522010-12-01T21:13:47.395Zmonica nixonhttp://competitiveintelligence.ning.com/profile/monicanixon32
Hi again Samantha,<br />
<br />
Starting a new CI function can be very hard; and particularly so in a clime where necessary collaboration is hard to come by, resources are limited, the stakeholders seemingly cannot articulate or wont stipulate what they want/need, etc. It is a magnitude of order more difficult yet if the person attempting to lead/create the function doesn't already possess the ability to provide proactive, unprompted strategic intelligence to the executive audience which requires deep…
Hi again Samantha,<br />
<br />
Starting a new CI function can be very hard; and particularly so in a clime where necessary collaboration is hard to come by, resources are limited, the stakeholders seemingly cannot articulate or wont stipulate what they want/need, etc. It is a magnitude of order more difficult yet if the person attempting to lead/create the function doesn't already possess the ability to provide proactive, unprompted strategic intelligence to the executive audience which requires deep subject matter expertise on competitors, markets, technology in the first place to leverage as well as just the inherent knowledge of what the exec audience wants without being told. It sounds like you and/or your team are suffering from these factors.<br />
<br />
So, that said, what executive audiences want:<br />
<br />
1) Nonpublic HUMINT on what is happening inside key comeptitors walls that might give them an edge, and suggestions for how to leverage the triangulated information to capitalize on it<br />
2) SEWS-Strategic Early Warning on whats coming-new products, mergers or acquisitions, changes in strategy, shifts in R/D spending allocation, new technology or partnerships, etc with enough lead time they can do something about it<br />
<br />
I am gathering that historical depth and perspective are lacking, and maybe the HUMINT gathering skills, network are as well to provide strategic intelligence for the execs- so I'd shy away from this given it doesn't seem to be a competency UNLESS being strategic was indeed part of your charter.<br />
<br />
IF being strategic is part of your overall CI charter, and the company has budget, it might make sense to hire someone with more formidable experience in your industry and success at providing strategic intelligence to the exec audience and let that person run Strategic CI and perhaps then you run Tactical CI since you seem to be having some wins on the current focused side and are capable in this arena. Large firms do separate strategic and tactical CI, and in my experience the skill sets/audiences and deliverables are different, so maybe this would be the best situation.....<br />
<br />
Now if you don't have budget, and given apparently you/your team don't have the background/ skill sets of strategic analysts, I think you need to reset/clarify expectations with your stakeholders to focus on what you can do proficiently- and that's build out the tactical side.<br />
<br />
Regards,<br />
<br />
Monica Attached is the article I ref…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388452010-12-01T17:39:48.990ZZena Applebaumhttp://competitiveintelligence.ning.com/profile/ZenaApplebaum
Attached is the article I referenced that appeared in the November issue of PM Magazine.<br />
<br />
Cheers,<br />
Z
Attached is the article I referenced that appeared in the November issue of PM Magazine.<br />
<br />
Cheers,<br />
Z Samantha,
When you say "each…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388412010-12-01T17:31:38.215ZEric Garlandhttp://competitiveintelligence.ning.com/profile/EricGarland
Samantha,<br />
<br />
When you say "each [industry] has its own market research analyst" I think you're striking on a way to perhaps reframe the value of competitive intelligence to your colleagues.<br />
<br />
CI isn't market research otherwise...well...y'know...there wouldn't be a need for TWO TERMS to describe both. By providing a higher-level analysis of competitors and the industry dynamic in general, you will give your top management a perspective that they would never get otherwise from market research alone.…
Samantha,<br />
<br />
When you say "each [industry] has its own market research analyst" I think you're striking on a way to perhaps reframe the value of competitive intelligence to your colleagues.<br />
<br />
CI isn't market research otherwise...well...y'know...there wouldn't be a need for TWO TERMS to describe both. By providing a higher-level analysis of competitors and the industry dynamic in general, you will give your top management a perspective that they would never get otherwise from market research alone. Your MR analysts, if they are like 99% of the people in that position, are laser-focused on their own vertical, on today's products, last quarter's sales, and very little else.<br />
<br />
Competitive intelligence can do what marketing an market research usually can't:<br />
<br />
- Describe new actions of competitors in ALL your various verticals, and make comparisons<br />
- Track potential new entrants in the market, or non-direct competitors who are offering customers similar value<br />
- Give benchmarks of your direct competitors about how they go to market through primary research<br />
- Describe future trends that will disrupt the market dynamic on which your colleagues are focused on a tactical level<br />
- ANALYZE what all of this means, providing greater insight than any of the data by itself<br />
<br />
Yes, it can be very frustrating to be in a position of providing this kind of insight without lots of buy-in. I wager that EVERYBODY reading this has had that experience. Do your best, and good luck. Hi Sam
I tend to agree with…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388332010-12-01T16:56:26.183ZDouglas Bernhardthttp://competitiveintelligence.ning.com/profile/DouglasBernhardt765
Hi Sam<br />
<br />
I tend to agree with Tim Hawes. You certainly seem to have asked your executives all the right questions, but based on their unwillingness to co-operate you may be 'beating a dead horse'. Many (most??) executives, similar to government policymakers, are not comfortable having their perspectives challenged. Intelligence, for them, is an intrusion into their thinking and agendas (both corporate and personal).<br />
<br />
Perhaps you need to start from the beginning again. Insist, if you can, upon…
Hi Sam<br />
<br />
I tend to agree with Tim Hawes. You certainly seem to have asked your executives all the right questions, but based on their unwillingness to co-operate you may be 'beating a dead horse'. Many (most??) executives, similar to government policymakers, are not comfortable having their perspectives challenged. Intelligence, for them, is an intrusion into their thinking and agendas (both corporate and personal).<br />
<br />
Perhaps you need to start from the beginning again. Insist, if you can, upon one-on-one meetings with your executives where the aim would be to determine what you could provide that might help/support their decision challenges.<br />
<br />
Regards<br />
Douglas Bernhardt Thanks Zena.
Yes, please send…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388312010-12-01T16:51:11.822ZSamantha Kellyhttp://competitiveintelligence.ning.com/profile/SamanthaKelly
Thanks Zena.<br />
Yes, please send me a copy of your article. I would love to read it.
Thanks Zena.<br />
Yes, please send me a copy of your article. I would love to read it. To make matters worse...Each…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388302010-12-01T16:44:09.117ZSamantha Kellyhttp://competitiveintelligence.ning.com/profile/SamanthaKelly
To make matters worse...Each industry that we manufacture for has their own market research analyst. Therefore, that analyst is working closely with their sector and its customers. They are providing intelligence on the market, the customer and their competitors. It leaves me with only being able to look at the big picture which unfortunately no one is willing to share.<br />
However, am I missing something? Is there something I can provide that I am not seeing?
To make matters worse...Each industry that we manufacture for has their own market research analyst. Therefore, that analyst is working closely with their sector and its customers. They are providing intelligence on the market, the customer and their competitors. It leaves me with only being able to look at the big picture which unfortunately no one is willing to share.<br />
However, am I missing something? Is there something I can provide that I am not seeing? Thank you Tom. I will definit…tag:competitiveintelligence.ning.com,2010-12-01:2036441:Comment:388282010-12-01T16:35:55.875ZSamantha Kellyhttp://competitiveintelligence.ning.com/profile/SamanthaKelly
Thank you Tom. I will definitely check this out!
Thank you Tom. I will definitely check this out!