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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The Intelligence Colla...
101 members
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CI in Eastern Europe
25 members
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Intelligence 2.0
82 members
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CI-UK/IR
23 members
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CI India
15 members
Vivek Raghuvanshi's Discussions
India - Environment Scan
Replied Nov 14
More on the CI work ethic
Replied Nov 14
Vivek Raghuvanshi's Page
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Latest Activity
cited by : http://www.corporaterisks.info/
Strategic Inflection Points - Wristwatches
1. Oris Big Crown - 1910s
2. Waltham - 1920
3. Cocktail watch - 1930
4. Bulova Accutron - 1960
5. Oyster Perpetual - 1965
6. Speedmaster - 1969
7. Lasse...
Cited by : http://www.corporaterisks.info/
Strategic Inflection Points - Cars
Few things map the development of design better than a car.
1. De Dion - Bouton Model Q - 1903
2. Model T Ford - 1908
3. Rolls Royce 40/50 - 1907
4. Citroen Trac...
Cited by: http://www.corporaterisks.info/
STRATEGIC INFLECTION POINTS - PERFUME
1. L'heure bleue - 1912
Blend of roses, irises, vanilla and musk.
Positioned as Romantic perfume.
The Baccarat glass bottle reflects this romanitcism. Art Nouveau...
Nuclear Non - Proliferation Treaty
Cited by: http://www.corporaterisks.info/
Micro Environment Analysis
Here we need to understand the Interplay and Implications to the Organisation of:
1. General Economic conditions
2. Legislation and Regulations
3. Polulation Demographics
...
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...
Profile Information
- About Me:
- Advisor, Corporate Risks at http://www.corporaterisks.info/
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/
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
Strategic Inflection Points - Watches
cited by : http://www.corporaterisks.info/
Strategic Inflection Points - Wristwatches
1. Oris Big Crown - 1910s
2. Waltham - 1920
3. Cocktail watch - 1930
4. Bulova Accutron - 1960
5. Oyster Perpetual - 1965
6. Speedmaster - 1969
7. Lasser digital - 1970s
8. Gold watch - 1970s
9. Casio digital - 1990s
10. Seiko Kinetic - 1990s
11. Omega Seamaster - 1995
Strategic Inflection Points - Wristwatches
1. Oris Big Crown - 1910s
2. Waltham - 1920
3. Cocktail watch - 1930
4. Bulova Accutron - 1960
5. Oyster Perpetual - 1965
6. Speedmaster - 1969
7. Lasser digital - 1970s
8. Gold watch - 1970s
9. Casio digital - 1990s
10. Seiko Kinetic - 1990s
11. Omega Seamaster - 1995
Posted on November 20, 2009 at 6:51am —
Strategic Inflection Points - Cars
Cited by : http://www.corporaterisks.info/
Strategic Inflection Points - Cars
Few things map the development of design better than a car.
1. De Dion - Bouton Model Q - 1903
2. Model T Ford - 1908
3. Rolls Royce 40/50 - 1907
4. Citroen Traction Avant - 1934
5. Auburn 851 Speedster - 1935
6. Volkswagen Beetle - 1939
7. Citroen 2CV - 1948
8. Bentley R-type Continental - 1952
9. Mercedes - Benz 300SL - 1954
10. Fiat 500 - 1957
11. Buick Ro… Continue
Strategic Inflection Points - Cars
Few things map the development of design better than a car.
1. De Dion - Bouton Model Q - 1903
2. Model T Ford - 1908
3. Rolls Royce 40/50 - 1907
4. Citroen Traction Avant - 1934
5. Auburn 851 Speedster - 1935
6. Volkswagen Beetle - 1939
7. Citroen 2CV - 1948
8. Bentley R-type Continental - 1952
9. Mercedes - Benz 300SL - 1954
10. Fiat 500 - 1957
11. Buick Ro… Continue
Posted on November 18, 2009 at 7:10am —
Strategic Inflection Points - Perfume
Cited by: http://www.corporaterisks.info/
STRATEGIC INFLECTION POINTS - PERFUME
1. L'heure bleue - 1912
Blend of roses, irises, vanilla and musk.
Positioned as Romantic perfume.
The Baccarat glass bottle reflects this romanitcism. Art Nouveau swirls at the shoulders of the bottle and delicately drawn label, the design suggests sensuality.
2. Chanel No 5 - 1921
Remains the essence of Simplicity.
It is square, with a plain wedge stopper and a… Continue
STRATEGIC INFLECTION POINTS - PERFUME
1. L'heure bleue - 1912
Blend of roses, irises, vanilla and musk.
Positioned as Romantic perfume.
The Baccarat glass bottle reflects this romanitcism. Art Nouveau swirls at the shoulders of the bottle and delicately drawn label, the design suggests sensuality.
2. Chanel No 5 - 1921
Remains the essence of Simplicity.
It is square, with a plain wedge stopper and a… Continue
Posted on November 16, 2009 at 7:30am —
Key Success Factors
Cited by: http://www.corporaterisks.info/
Key Success Factors for Future Competitive Success
Key Success Factors [KSFs] could be:
1. Product attributes
2. Competencies
3. Competitive capabilities
4. Market achievements
Having greatest impact on future competitive success in the markets.
1. It could be technological expertise or scientific research in high technology industries such as pharmaceuticals or telecommunications.
2. It could be proven… Continue
Key Success Factors for Future Competitive Success
Key Success Factors [KSFs] could be:
1. Product attributes
2. Competencies
3. Competitive capabilities
4. Market achievements
Having greatest impact on future competitive success in the markets.
1. It could be technological expertise or scientific research in high technology industries such as pharmaceuticals or telecommunications.
2. It could be proven… Continue
Posted on November 14, 2009 at 11:30pm —
Competitive Environment Analysis
Cited by: http://www.corporaterisks.info/
To generate Competitive Intelligence we need to get clarity of the Competitive Environment in which the organisation operates :
1. Economic Features
We need to identify and analyse the most important economic features of the industry in which the organisation operates in.
2. Competitive Forces
We need to identify and analyse multiple competitive forces which industry members are facing and assess the str… Continue
To generate Competitive Intelligence we need to get clarity of the Competitive Environment in which the organisation operates :
1. Economic Features
We need to identify and analyse the most important economic features of the industry in which the organisation operates in.
2. Competitive Forces
We need to identify and analyse multiple competitive forces which industry members are facing and assess the str… Continue
Posted on November 14, 2009 at 11:30pm — 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
Right on!
"Competitive Intelligence in Environmenting : A Holistic Deal for Everyone at Copenhagen"
The Kyoto Protocol is history now, but it helped raised global attention on the need to focus real commitments to a level where both parties ie developed b...
A collective of professionals and passionate amateurs around the globe who analyze a world in transition and help guide leaders in their most critical decisions.
cited by : http://www.corporaterisks.info/
Strategic Inflection Points - Wristwatches
1. Oris Big Crown - 1910s
2. Waltham - 1920
3. Cocktail watch - 1930
4. Bulova Accutron - 1960
5. Oyster Perpetual - 1965
6. Speedmaster - 1969
7. Lasse...
Shouldn't CI ideally be used to help your company (or client company) understand how the competitor is going to react or drive customer behavior? Presumeably, both you and your competitors are doing market research with consumers to understand the...
- ICI-35 - Patents as a competitive instrument on April 26, 2010 from 9am to 6pm
- ICI-25 - Digital Intelligence on April 27, 2010 from 9am to 6pm
- Scenario Analysis: Planning for Uncertain Futures on December 9, 2009 from 4pm to 6pm
- From Implications to Implementation: Executing Strategic Intelligence on December 8, 2009 from 6pm to 8:30pm
Cited by : http://www.corporaterisks.info/
Strategic Inflection Points - Cars
Few things map the development of design better than a car.
1. De Dion - Bouton Model Q - 1903
2. Model T Ford - 1908
3. Rolls Royce 40/50 - 1907
4. Citroen Trac...
From Firefighters to Futurists - Developing World Class CI at AuPremier Restaurant
November 24, 2009 from 6:30pm to 9pm
This is a shortened version of the workshop Hans Hedin of Global Intelligence Alliance Group and Jens Thieme prepared for the recent SCIP Europe Summit in Amsterdam. We are now priviledged to receive this course directly in our back yard without h...
- ICI-4 CI Secondary Research on March 23, 2010 at 9am to March 24, 2010 at 6pm
- ICI-28 - Financial Analysis on March 22, 2010 from 9am to 6pm
- ICI-5 Primary research on March 4, 2010 at 9am to March 5, 2010 at 6pm
Competitive Intelligence Basics Workshop - Spain at Dolce Sitges
November 23, 2009 at 9am to November 24, 2009 at 6pm
Achieving competitive advantage through systematic competitor and market analysis
In times of increasing competition and complex, fast-moving competitive environments, it is important to be one step ahead of the competition. Businesses have to an...
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