Tactical, Operational & Strategic Analysis of Markets, Competitors & Industries
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Vivek Raghuvanshi
- 44, Male
- Noida, National Capital Region, Delhi
- India
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CI in Eastern Europe
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CI India
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Vivek Raghuvanshi's Discussions
"We don't look at our competitors."
Replied 9 hours ago
India - Environment Scan
Replied 9 hours ago
More on the CI work ethic
Replied 9 hours ago
Vivek Raghuvanshi's Page
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Latest Activity
As far as I know all companies always use 5 Force Analysis.
Now it depends on how effective is the OODA loop
If they do not vote by Caste, then they would vote by their Religious Ideology or Political Ideology or Individual Ideology.
Catch 22 situation.
Reminds me of Glomerization.
Glomer response at a time when companies represent countries in the Race for Economic Supremany of Nations.
Advisor, Corporate Risks
Cited by: http://www.corporaterisks.info/
Why mergers acutally fail is because of a clash of corporate cultures
Have we addressed the cultural incompatibilities
Was cultural due diligence done correctly
Did we undertake cultural audit
Did we cre...
Dissonance in Beliefs, Values, Norms and Behavior is the main reason why mergers fail.
Cited by: http://www.corporaterisks.info/
Further, were similarities and differences assessed, do organisations have mutual respect for each other, do they acknowledge professional and individual competence, business capability etc.
Is there a d...
Cited by: http://www.corporaterisks.info/
It all depends, who has done the Due Diligence
Like Ayn Rand said:
Thinking is man’s only basic virtue, from which all the others proceed. And his basic vice, the source of all his evils, is that namele...
We have witnessed in India that "people do not cast their vote but they vote their caste". This perception of the people needs to be changed.
I find it quite informative. I just want to say that India is in desperate need of electricity and power if it thinks that it has to be super power till 2020. The vision of ex-president APJ Kalam will only be a unfulfilled dream if the demand and ...
Sir trully said. Companies these days are highly skeptical before going for mergers and they do necessary and discrete due diligence checks to back their decision for going for or against mergers and acquisitions.Despite that most of the mergers f...
What is the collapse of NPT?
Otherwise, and interesting list of global risks to be mitigated by large institutions. I imagine some organizational cultures will be better than others at recognizing this.
Cited by : http://www.corporaterisks.info/
Mergers & Acquisitions presents CORPORATE RISKS which has to be mitigated.
Success of merger / acquisition depends how we have actually prepared at:
1. Pre Merger stage
2. Post Merger stage
Pre Merger...
Cited by: http://www.corporaterisks.info/
Internal Environment Analysis
Do we / competitors have a powerful strategy
What core competence do we / competitors have
How is our product strongly differentiated from that of our rivals
Are our compet...
Profile Information
- About Me:
- Assistant Professor, Amity Institute of Competitive Intelligence for the MBA Competitive Intelligence & Corporate Warfare program at Amity University Uttar Pradesh, India http://amity.edu/aici/
Advisor, Corporate Risks at http://www.corporaterisks.info/
21 years of experience in Mitigating Risks and generating Early Warning. Out of which 17 years as operational experience and 4 years as Assistant Professor, Amity Institute of Competitive Intelligence, Amity University Uttar Pradesh, India.
Ex - Deputy Director Central Asia & Middle East - International Technical Advisory Corps, Licensed by State Counter Terrorism, Washington DC, USA
Mitigated Risks of Military campaigns in Joint, Interagency, Intergovernmental and Multinational Operations by creating Antidote to violent religious ideologies as a long term challenge to US interests.
Undertaken worldwide risk & vulnerability assessments, mitigation implementation, and asset & personnel protective services. Conducted Risk analysis & mitigated risks for investors & corporates investing in foreign countries in joint ventures & investing in infrastructure projects
Assisted clients in operating in difficult and hostile environments at substantially reduced risk to their employees, intellectual property and assets.
Also I have been a Subcontractor to Armorgroup under John Wideman and a subcontractor to Hill & Associates under Scott Graham.
- Website:
- http://www.corporaterisks.info/
- My Interest in Competitive Intelligence is:
- MITIGATE RISKS & GENERATE EARLY WARNING
Vivek Raghuvanshi's Photos
Vivek Raghuvanshi's Blog
Hostile Takeovers - Using OODA Loop in Competitive Intelligence
Cited by: http://www.corporaterisks.info/
When a Corporate Raider attempts a hostile takeover of an organisation, we need to understand the interplay in the Quicksilver environment:
The Players:
1. White Knight
2. Black Knight
3. Gray Knight
4. Yellow Knight
Further when a Corporate Raider attempts Greenmailing or hostile takeover threat still persists, do we have options such as:
1. Moat
2. Golden Parachute
3. People Pill
4. Poison Pill
5. Lobs… Continue
When a Corporate Raider attempts a hostile takeover of an organisation, we need to understand the interplay in the Quicksilver environment:
The Players:
1. White Knight
2. Black Knight
3. Gray Knight
4. Yellow Knight
Further when a Corporate Raider attempts Greenmailing or hostile takeover threat still persists, do we have options such as:
1. Moat
2. Golden Parachute
3. People Pill
4. Poison Pill
5. Lobs… Continue
Posted on November 14, 2009 at 2:37am —
Key Intelligence Topics
Cited by: http://www.corporaterisks.info/
I. Assessment of Strategies
A. Focused Differentiation
B. Best Cost
C. Differentiation
D. Low Cost
E. Focused Low Cost
F. Market Skimming
G. Market Penetration
H. Related Diversification
I. Unrelated Diversification
J. Backward Integration
K. Forward Integration
L. Horizontal Integration
II. Consumer Perceptions
A. Negative Moment of Truth
B. Positive Moment of Truth
C. Usage
D. Attitude
E. Image
F. Mark… Continue
I. Assessment of Strategies
A. Focused Differentiation
B. Best Cost
C. Differentiation
D. Low Cost
E. Focused Low Cost
F. Market Skimming
G. Market Penetration
H. Related Diversification
I. Unrelated Diversification
J. Backward Integration
K. Forward Integration
L. Horizontal Integration
II. Consumer Perceptions
A. Negative Moment of Truth
B. Positive Moment of Truth
C. Usage
D. Attitude
E. Image
F. Mark… Continue
Posted on November 14, 2009 at 1:30am —
Mergers & Acquisitions
Cited by : http://www.corporaterisks.info/
Mergers & Acquisitions presents CORPORATE RISKS which has to be mitigated.
Success of merger / acquisition depends how we have actually prepared at:
1. Pre Merger stage
2. Post Merger stage
Pre Merger stage:
Here compatibility issues need to be addressed under :
A.Courtship phase
B. Evaluation and Negotiation phase
While we are looking at compatibility issues at during Courtship phase, have we loo… Continue
Mergers & Acquisitions presents CORPORATE RISKS which has to be mitigated.
Success of merger / acquisition depends how we have actually prepared at:
1. Pre Merger stage
2. Post Merger stage
Pre Merger stage:
Here compatibility issues need to be addressed under :
A.Courtship phase
B. Evaluation and Negotiation phase
While we are looking at compatibility issues at during Courtship phase, have we loo… Continue
Posted on November 12, 2009 at 7:16am — 5 Comments
Corporate Risks
Cited by: http://www.corporaterisks.info/
Macro Risks of Globalisation [ Domino Effect ]
1. Retrenchment from globalisation
2. Oil & Gas spike
3. Infectious diseases in the Developing world
3. Trans-national crime and corruption
4. Chronic diseases of the Developed world
5. Middle East instability
6. Heatwaves and droughts
7. Natural catastrophy : cyclone, earthquake, extreme inland flooding
8. Interstate and civil wars
9. Fiscal crisis in adva… Continue
Macro Risks of Globalisation [ Domino Effect ]
1. Retrenchment from globalisation
2. Oil & Gas spike
3. Infectious diseases in the Developing world
3. Trans-national crime and corruption
4. Chronic diseases of the Developed world
5. Middle East instability
6. Heatwaves and droughts
7. Natural catastrophy : cyclone, earthquake, extreme inland flooding
8. Interstate and civil wars
9. Fiscal crisis in adva… Continue
Posted on November 11, 2009 at 6:30am — 2 Comments
AEROSPACE - 10 Billion Dollar Budget - Medium Multirole Combat Aircraft - Indian Air Force
Courtsey - Hudson Hawk
http://www.corporaterisks.info/
insight@corporaterisks.info
I will like to thank Hudson Hawk for permitting me to use the following Alert.
The Americans, Swedes, Russians and the French are at daggers drawn to retain Indian Air Force as their client.
Lockheed Martin F-16 IN Super Viper - Costs USD 50 Million
Boeing F/A - 18 Super Hornet - Costs USD 57 Million
Eurofighter Typhoon - Costs USD 123 Million
Mikoyan 29 OVT - C… Continue
http://www.corporaterisks.info/
insight@corporaterisks.info
I will like to thank Hudson Hawk for permitting me to use the following Alert.
The Americans, Swedes, Russians and the French are at daggers drawn to retain Indian Air Force as their client.
Lockheed Martin F-16 IN Super Viper - Costs USD 50 Million
Boeing F/A - 18 Super Hornet - Costs USD 57 Million
Eurofighter Typhoon - Costs USD 123 Million
Mikoyan 29 OVT - C… Continue
Posted on November 7, 2009 at 4:30am — 1 Comment
Comment Wall (13 comments)
- At 1:39am on November 3, 2009,
Alejandro Valentín Andrés said… - Thanks Vivek for adding me
Regards
- At 3:48pm on October 31, 2009,
Arik Johnson said… - No problem Vivek and thanks for understanding - in fact, that comment you left gave great context to your original post - had you included it there I'd not have felt the need to remark on it. The way it read however on its own was a little too... er, proselytizing-sounding perhaps? I'd have replied the same if the writer were Christian or Hindu or whatever. Again thanks for understanding Vivek and no offense taken - I simply need to try and make sure we all stay on topic. Feel free to put up a blog post with the context from your comment to me and I'm sure it'll be fine.
- At 10:22am on October 30, 2009,
Scott Yaw said… - Glad to be included in your (our) network.
- At 8:18am on October 27, 2009,
Eric Garland said…
- Hey man, what's the PPP model?
- At 5:41am on October 5, 2009,
Subir Ranjan Das said… - Hi Vivek,
Good to hear from you as well. Do stay in touch.
Subir R Das
- At 2:23am on September 13, 2009,
Tadeusz Lemańczyk said… - Inactivity? Here ( http://competitiveintelligence.ning.com/ ) or there ( http://fedcba.ning.com/ )? ;-)
- At 2:01pm on September 12, 2009,
Arjun Gupta said… - no activity???
- At 12:56am on August 14, 2009,
Deviyani Rohatgi said… - wats up sir...?
- At 12:46am on July 27, 2009,
Deviyani Rohatgi said…
- Hey....he is Mr.Virendra Mohan Pandit (V.M.Pandit)
Thanks
- At 3:37am on May 25, 2009,
Arjun Gupta said…
- Thanks sir for adding me.
Regards
Arjun
Latest Activity
Hi, Vivek, you mean Glomarization [the terms "Glomar response," and "Glomarization" are used to describe an agency's response when they can neither confirm nor deny whether records exist ( http://www.fas.org/irp/program/collect/jennifer.htm )], do...
As far as I know all companies always use 5 Force Analysis.
Now it depends on how effective is the OODA loop
If they do not vote by Caste, then they would vote by their Religious Ideology or Political Ideology or Individual Ideology.
Catch 22 situation.
Reminds me of Glomerization.
Glomer response at a time when companies represent countries in the Race for Economic Supremany of Nations.
Advisor, Corporate Risks
Cited by: http://www.corporaterisks.info/
Why mergers acutally fail is because of a clash of corporate cultures
Have we addressed the cultural incompatibilities
Was cultural due diligence done correctly
Did we undertake cultural audit
Did we cre...
Dissonance in Beliefs, Values, Norms and Behavior is the main reason why mergers fail.
Cited by: http://www.corporaterisks.info/
Further, were similarities and differences assessed, do organisations have mutual respect for each other, do they acknowledge professional and individual competence, business capability etc.
Is there a d...
Cited by: http://www.corporaterisks.info/
It all depends, who has done the Due Diligence
Like Ayn Rand said:
Thinking is man’s only basic virtue, from which all the others proceed. And his basic vice, the source of all his evils, is that namele...
China CI brings together all those using or delivering competitive and market intelligence in China as well as those interested from around the world.
Thanks for sending me the link, Arik. Looks interesting, and I am glad to see you got Gabriel Andebjork with you. I am sure if Per Jenster had been at home in Shanghai right now he would have linked to come.
Take care,
From Stanford
Klaus
For anyone practising CI in Canada, or anyone with Canadian clients. Or anyone who spells "neighbour" with a "U"
Hi Arik,
Thanks for the update. I am interest to learn your perspective of the CI industry in China, as compared to the North America? And which industry is relatively more advanced in the CI development?
Thanks,
Lan
Today, I've added the next problem ( http://fedcba.ning.com/group/wpb/forum/topics/istota-odpowiedzialnosci-za ) to the topic Organizations, subjects and structures responsible for Security & Safety ( http://triton.cs.put.poznan.pl/platon/files/op...
Hi Erik,I will be intersting to hear your impressions from this summit.
Best, Avner
Henrique,
We are working on replacing the free demo with a free 30-day trial from the new year probably, so when we get that done feel free to give it a go.
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