Competitive Intelligence

Tactical, Operational & Strategic Analysis of Markets, Competitors & Industries

Vivek Raghuvanshi
  • 44, Male
  • Noida, National Capital Region, Delhi
  • India
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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
9 hours ago
If they do not vote by Caste, then they would vote by their Religious Ideology or Political Ideology or Individual Ideology. Catch 22 situation.
9 hours ago
Reminds me of Glomerization. Glomer response at a time when companies represent countries in the Race for Economic Supremany of Nations.
9 hours ago
Advisor, Corporate Risks
10 hours ago
Advisor, Corporate Risks, http://www.corporaterisks.info/ Assistant Professor, http://amity.edu/aici/
10 hours ago
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...
12 hours ago
Dissonance in Beliefs, Values, Norms and Behavior is the main reason why mergers fail.
12 hours ago
Vivek Raghuvanshi added 2 blog posts
12 hours ago
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...
13 hours ago
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...
13 hours ago
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.
yesterday
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 ...
yesterday
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...
yesterday
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.
on Thursday
Vivek Raghuvanshi added a blog post
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...
on Thursday
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...
on Thursday

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

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Vivek Raghuvanshi

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

Posted on November 14, 2009 at 2:37am —

Vivek Raghuvanshi

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

Posted on November 14, 2009 at 1:30am —

Vivek Raghuvanshi

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

Posted on November 12, 2009 at 7:16am — 5 Comments

Vivek Raghuvanshi

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

Posted on November 11, 2009 at 6:30am — 2 Comments

Vivek Raghuvanshi

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

Posted on November 7, 2009 at 4:30am — 1 Comment

Comment Wall (13 comments)

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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...
8 hours ago
As far as I know all companies always use 5 Force Analysis. Now it depends on how effective is the OODA loop
9 hours ago
If they do not vote by Caste, then they would vote by their Religious Ideology or Political Ideology or Individual Ideology. Catch 22 situation.
9 hours ago
Reminds me of Glomerization. Glomer response at a time when companies represent countries in the Race for Economic Supremany of Nations.
9 hours ago
Advisor, Corporate Risks
10 hours ago
Vivek Raghuvanshi Advisor, Corporate Risks, http://www.corporaterisks.info/ Assistant Professor, http://amity.edu/aici/
10 hours ago
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...
12 hours ago
Dissonance in Beliefs, Values, Norms and Behavior is the main reason why mergers fail.
12 hours ago
Vivek Raghuvanshi added 2 blog posts
12 hours ago
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...
13 hours ago
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...
13 hours ago
China CI brings together all those using or delivering competitive and market intelligence in China as well as those interested from around the world.
13 hours ago
18 hours ago
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
22 hours ago
Rubel Bin Goffar is now a member of Competitive Intelligence
23 hours ago
For anyone practising CI in Canada, or anyone with Canadian clients. Or anyone who spells "neighbour" with a "U"
yesterday
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
yesterday
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...
yesterday
Hi Erik,I will be intersting to hear your impressions from this summit. Best, Avner
yesterday
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.
yesterday

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