Acquiring capacity for understanding key business activities in the environments and developing appropriate action points for business and organisational excellence.
2. “The ability to focus attention on
important things is a defining
characteristic of intelligence”
- Robert J. Shiller, Irrational Exuberance
3. What is Competitive Intelligence?
“It’s the process of ethically collecting, analysing,
and disseminating accurate, relevant, specific,
timely, foresighted and actionable intelligence
regarding the implications of business
environment, competitors, and the organization
itself”
-Society of Competitive Intelligence Professionals
4. Why Intelligence?
Intelligence is usually ahead of its time,
and exploits analytics pertaining to
past behaviour for provision of much
required insight into course of events.
5. Competitive Intelligence as a Product
Competitive Intelligence is ethical, timely and useful
value-added information on customers,
competitors, other stakeholders in the competitive
environment and the within the firm.
6. Competitive Intelligence as a Process
In this case, it involves establishing intelligence
needs, generating information, analysing and
disseminating actionable intelligence to key
decision makers, for building competitive
advantage and boosting profitability.
7. “If you are ignorant of both your enemy
and yourself, then you are a fool and
certain to be defeated in every battle.”
- Sun Tzu
8. Function of Intelligence
Collect
information from
both primary and
secondary
sources
Upgrade available
information to
intelligence using
analytical capability
Produce much
required insights and
proposition
Disseminate report
to decision makers
for effectual
leverage
9. 7Ps of CI
People
Porism
Plan
Processes
Prod
Pathfinder
Performance
Source: Elijah Ezendu, Competitive Intelligence
11. Market Intelligence
This highlights acquisition and analysis of
information pertaining to trends,
geopolitical issues and regulations in a
firm’s market.
13. Reasons for Monitoring Competitors
o Predict their next action
o Exploit their weaknesses
o Undermine their strength
o Blow up threats against them
o Undercut their opportunities
14. Partner Intelligence
This involves keeping tabs on every
individual and organization that has a
form of value network with the value
chain of a particular firm.
15. Customer/Prospect Intelligence
This embraces continuous identification and
analysis of demographic factors, budget
cycles, key internal influences and key focus
areas of customers/prospects.
16. Technical Intelligence
It entails examining every accessible research
and development report and allied technical
application in order to keep track of
competitive technical know-how, make out
business alternatives, and generate
appropriate and well-timed warning signal
to decision makers.
17. Three Types of Intelligence
Recurrent Intelligence: It’s done to be abreast
with activities and is not connected to a
specific strategic or tactical decision.
Reference Intelligence: It’s used as groundwork
for specific strategic or tactical decision and
regularly demanded.
Strategic Intelligence: This encompasses broad
spectrum of issues and is classically structured
to a specific strategic decision.
18. Counterintelligence
It’s a process of securing business
secrets, plans, techniques,
programmes and projects in order to
ward-off adversary.
19. How does CI improve Business Performance?
i. Lessens costs
ii. Boosts sales
iii. Captures alliance opportunities
iv. Discover gainful acquisition prospect
v. Clamps down on competitors’ profits and sales
vi. Enhances defensive strategies
vii. Improves organizational agility
viii. Achieve first-class status for higher prices
ix. Provides leverage for outwitting performance barrier
20. Overview of CI Process Models
Ashton and Stacey Business
Intelligence Process Model
4Cs Process Model
SCIP CI Process Model
21. Ashton and Stacey Business
Intelligence Process Model
2. Collect
Source
Materials
3. Analyze
Source Data
1. Plan
Intelligence
Activities
Intelligence
Information Systems
4. Deliver
Information
Products
6. Evaluate
Programme
Performance
5. Apply
Intelligence
Results
Impacts
Needs
Data
Needs
Targets
Sources
Methods
Information
Feedback
Intelligence
Source: Arthur Weiss, A brief Guide to Competitive Intelligence
22. 4Cs Process Model
Collection
• Definition and planning based on
user requirements
•Raw information collection from
primary and secondary sources as
related to intelligence requirements
Conversion
• Collate and catalogue data
• Integrate data with other
related data elements
• Analyze, interpret and
process data
CI/Intelligence
Information System
Countering
Utilization of intelligence in the
decision making process
Communications
• Disseminating data to relevant users
•Establishing feedback mechanisms to
ensure that information matches needs
Intelligence
User
Source: Arthur Weiss, A brief Guide to Competitive Intelligence
24. SCIP CI Process Model
Collect
Data Information
Intelligence Decision Results
Compile
Compile
Compile
Compile
Knowledge
Communicate
Decision Maker
Adapted from William Wilson, NextStep and Timothy W. Powell
25. Generic CI Process
Design and
Set-Up
Information
Collection
Analytical
Scheme
Dissemination
Feedback
26. CI Analytical Scheme
Define the
Question
Gather Data Organize Data
Synthesize
&
Filter Data
Analyze
Proper Data
Prepare FindingsIdentify insights
Outline
recommendations
Draft CI Report
Assess & Approve
Report
Issue Report
Evaluate and
Improve
27. CI Life Cycle
The average life cycle of CI projects is very small.
Define Question (1 to 2 weeks)
Gather Data (2 weeks)
Organize Data (2 weeks)
Synthesize and Filter Data (2 weeks)
Analyze Proper Data (2 weeks)
Prepare Findings (1 week)
Identify Insights (1 week)
Outline Recommendations (1 week)
Draft CI Report (1 week)
Assess and Approve Report (1 to 2 weeks)
28. Competitive Intelligence: The Bridge Between
Information and Action
Content
Generation
Information
Aggregation
Strategy
Business
Action
Competitive
Intelligence
Magazines
Newswires
SEC filings
Web Sites
Census
Market Research
Newspapers
Business Intelligence
Software
News Portals
Online Directories
Vertical Portals
News Portals
Research Shops
Competitor Profiling
SWOT Analysis
Trend Analysis
Simulation
Forecasting
Monitoring
Tailoring
Archiving
Communications
Brand
Marketing Position
Human Resources
Suppliers
Mergers/Acquisition
Financial
Product Dev.
Business Dev.
Public Relations
Marketing
Information
Source: ShiftCentral
29. Analysis Techniques Used in CI (1)
Environmental Analysis
Scenario Analysis
Macroenvironmental (STEEP) Analysis
Issue Analysis
Stakeholder Analysis
Strategic Analysis
GE Business Screen Matrix
SWOT Analysis
Industry Analysis
BCG Growth/Share Portfolio Matrix
Value Chain Analysis
Strategic Group Analysis
30. Analysis Techniques Used in CI (2)
Competitor and Customer Analysis
Competitor Analysis
Customer Value Analysis
Functional Capability and Resource Analysis
Management Profiling
Blindspot Analysis
Customer Segmentation Analysis
War Gaming
Conjoint Analysis
Win/Loss Analysis
Financial Analysis
Sustainable Growth Rate Analysis
Financial Ratio and Statement Analysis
Strategic Funds Programming
31. Analysis Techniques Used in CI (3)
Evolutionary Analysis
Patent Analysis
Experience Curve Analysis
Product Life Cycle Analysis
Growth Vector Analysis
S-Curve (Technology Life Cycle) Analysis
32. Primary Sources of Data
I. Observations
II. Marketplace Surveys
III. Interview with Internal Experts
IV. Journalists
V. Discussion Forums
VI. Internet Blog
VII. Industry/Product/General Wiki
VIII. Professional Institutes
IX. Trade Unions & Associations
X. Customers
XI. Professionals within the industry
XII. Suppliers to the industry
XIII. Competitors
XIV. Stockbrokers
XV. Conferences
33. Secondary Sources of Data
1) Directories
2) Trade Publications
3) Newspapers
4) Federal Office of Statistics
5) Magazines
6) Journals
7) Newsletters
8) Industry Periodicals
9) Government Statements and Reports
10) Annual Reports
11) Online Databases
12) Vendor’s Promotional Material
13) Press Releases
14) Websites
15) Subscription News Feeds
34. CI Products and Deliverables
i. Early Warning Alerts
ii. Market Audits
iii. Industry Audits
iv. Customer Profiles
v. Competitor Profiles
vi. Technology Profiles
vii.Supplier Profiles
viii.Competitive Benchmarking
35. Uses of Competitive Intelligence
Acquisition and Prevention of Acquisition
Merger Process
Sales
Business Modeling
Strategic Alliances
Manpower Development
Organizational Development
Strategic Course-Plotting
Issues Monitoring
Due Diligence
Benchmarking
Technology Assessment
New Venture Development
Satisfaction Surveys
Environmental Scanning
Business Opportunities and Risks Ascertainment
Crafting Strategy
Generic Business Development Programmes
36. 12 Application Priorities of CI
1. Current Competitor Activities and Strategy Monitoring
2. Customers, Vendors and Other External Allied Monitoring
3. Operational Performance and Benchmarking
4. Product/Service Sales and Marketing Support
5. Strategic Probabilities and Possible Futures
6. Internal Knowledge Management
7. Intellectual Property Exploitation and Protection
8. Mergers, Acquisitions, Alliance and Investment Support
9. Long-Term Market Prospects & Spotting Weak Signal Blindspots
10. Counter-Intelligence & Information Security
11. Legislative and Regulatory Activity as well as Impact on Business
Issues
12. Executive Decision-Support and Competitive Strategy Planning
Source: Recon Competitive Intelligence Solutions
38. Requirements for Starting a CI Programme
Well-trained and empowered staff
Access to resources
Properly structured unit or department
39. Roles in the Intelligence Process
Core Roles
i. Primary Researchers
ii. Secondary Researchers
iii. Integrators
iv. Analysts
Supporting Roles
i. Protectors
ii. Knowledge Builders
iii. System Builders
iv. Data Builders
v. Decision Makers
41. Competitive Intelligence Solution
An apposite Competitive Intelligence Solution provides a
tested platform for conducting data-banking,
synthesis, analysis, structured evaluation and
sophisticated report generation.
Examples of CI Solution
1. Cipher Solution from Cipher Systems.
2. ACIS from Coemergence Inc.
3. Astragy from Astragy B.V.
4. Comintell KXC from Comintell.
5. Acuity from Acuity Software
42. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of
GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping;
Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria;
Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic
Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.