BI + CI = Crecimiento (Sustentable + Redituable) => Ventaja Competitiva Sustentable

¿KNOWLEDGE MANAGEMENT (KM)?

Adaptado desde 1000ventures.com

Knowledge Management (KM)

Knowledge management is the systematic process of finding, selecting, organizing and presenting information in ways that improve the understanding of a certain subject topic by a person. Knowledge management helps an organization gain advantage from his own experience and tacit know-how.

WEB 2.0 & KNOWLEDGE MNGMNT

Competitive Intelligence Programs: An Overview

Competitive Intelligence Programs: An Overview

© Copyright, 1996, Yogesh Malhotra, Ph.D., @BRINT Institute, All Rights Reserved
E-Mail: malhotra@brint.com

Reference citation for this document is given below:

Malhotra, Yogesh. (1996). Competitive Intelligence Programs: An Overview [WWW document], @BRINT Research Institute (www.brint.com). URL http://www.brint.com/papers/ciover.htm

This working paper may be printed as a paper copy for non-profit, non-commercial, academic or educational use provided no alterations are made and the copyright notice is maintained intact.
Any other use requires a written preapproval from malhotra@brint.com [To Recent Articles on Knowledge Management ]
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What is a Competitive Intelligence Program?

"A formalized, yet continuously evolving process by which the management team assesses the evolution of its industry and the capabilities and behavior of its current and potential competitors to assist in maintaining or developing a competitive advantage" (Prescott and Gibbons 1993). CIP tries to ensure that the organization has accurate, current information about its competitors and a plan for using that information to its advantage (McGonagle & Vella, 1990).

How is Competitive Intelligence Different Than Business Espionage?

CI uses public sources to find and develop information on competition, competitors, and the market environment (Vella & McGonagle, 1987). Unlike business espionage, which develops information by illegal means like "hacking," CIP uses public information - all information that can be legally and ethically identified and accessed.

How to Determine Competitive Intelligence Information Needs?

Effective implementation of its CIP requires not only information about the competitors, but also information on other environmental trends such as industry trends, legal and regulatory trends, international trends, technology developments, political developments and economic conditions. The relative strength of the competitor can be judged accurately only by assessing it with respect to the factors listed above. In the increasingly complex and uncertain business environment, the external [environmental] factors are assuming greater importance in effecting organizational change. Therefore, the determination of CI information needs is based upon the firm's relative competitive advantage over the competitor assessed within the 'network' of 'environmental' factors.

What are the General Uses of Competitive Intelligence Information?

The competitive intelligence information obtained using CIP can be used in programs that supplement planning, mergers and acquisitions, restructuring, marketing, pricing, advertising, and R&D activities.

What is the Role of the Organization's Internal Competitive Intelligence Unit?

Despite the increasing sophistication of CI tools and techniques, the most important role in a CIP remains that of the organization or its internal Competitive Intelligence Unit. Once the CI needs have been defined, the CI-unit is responsible for collection, evaluation and analysis of raw data, and preparation, presentation, and dissemination of CI. The CI-unit may handle all the activities itself, or it may assign some tasks to an outside contractor. Often, decisions have to be made on assignments of data collection, and data analysis and evaluation.

The CI-unit has to decide upon the choice of sources of raw data. Should it use government sources or online databases, interviews or surveys, drive-bys or on-site observations? It has also to decide if and when to deploy 'shadowing' and defensive-CI. Other decisions may involve choice of specialized interest groups (such as academics, trade associations, consumer groups), private sector sources (such as competitors, suppliers, distributors, customers) or media (such as journals, wire services, newspapers, financial reports) as the sources of information. Very frequently, such issues involve balancing various constraints, such as those of time, finances, staffing, etc. and therefore are based upon individual judgement.

Are there any Methods/Methodology for a Competitive Intelligence Program?

The purpose of CIP is to gather accurate and reliable information. The groundwork for the CIP is done through an internal Competitive Intelligence Audit which is primarily a review of the organization's operations to determine what is actually known about the competitors and their operations. As a starting point for obtaining CI data, the organization generally has some knowledge of its competitors, and its own CI needs. In absence of a definition of its information needs, the organization may not be able to deploy its resources effectively. To avoid such a scenario an organization may conduct a CI audit which is effectively a review of its current operations to determine what is actually known about the competitors and their operations. The CI audit helps in pinpointing the organization's CI needs.

When the organization has some knowledge about its competitors and its own CI needs, it proceeds to the stage of gathering CI data. Based upon the CI needs, relevant data can be gathered from the organization's own sales force, customers, industry periodicals, competitor's promotional materials, own marketing research staff, analysis of competitor's products, competitor's annual reports, trade shows and distributors. Specific CIP techniques include querying government resources and online databases, selective surveys of consumers and distributors about competitor's products, on-site observations of competitor's plant or headquarters, "shadowing" the markets, conducting defensive CI, competitive benchmarking, and reverse engineering of competitor's products and services.

Raw data is evaluated and analyzed for accuracy and reliability. Every attempt is made to eliminate false confirmations and disinformation, and to check for omissions and anomalies. Omission, which is the seeming lack of cause for a business decision, raises a question to be answered by a plausible response. Anomalies (data that do not fit) ask for a reassessment of the working assumptions (McGonagle & Vella, 1990). While the conclusions one draws from the data must be based on that data, one should never be reluctant to test, modify, and even reject one's basic working hypotheses. The failure to test and reject what others regard as an established truth can be a major source of error (Vella & McGonagle, 1987).

Evaluation and analysis of raw data are critical steps of the CIP. Data that lacks accuracy and reliability may be marginally correct data, concoction of very good data, bad data, or even disinformation. All data is produced or released for some certain purpose. In CIP, reliability of data implies the reliability of the ultimate source of the data, based upon its past performance. In CIP, accuracy of data implies the [relative] degree of 'correctness' of data based upon factors such as whether it is confirmed by data from a reliable source as well as the reliability of the original source of data. Evaluation of CI data is done as the facts are collected and unreliable or irrelevant data is eliminated. Analysis of remaining facts includes 'sifting' out disinformation, studying patterns of competitor's strategies, and checking for competitor's moves that mask its 'real' intentions (McGonagle & Vella, 1990). The resulting CI information is integrated into the company's internal planning and operations for developing alternative competitive scenarios, structuring attack plans and evaluating potential competitive moves.

What are the Tools and Techniques for Competitive Intelligence Activities?

Different types of CI tools and techniques are available for different requirements of the CIP.

• Contacting Government Agencies can yield valuable data for the CIP, but may often require excessive lead time.

• Searching Online Databases is a faster method of finding competitive information, although it is more expensive. With increasing sophistication and affordability of information technology, this technique is expected to become less expensive. Database search does not provide information that has not been released to the public or that has not yet been collected.

• From Companies and Investment Community Resources Some types of data that are not widely available from databases can be procured by contacting the corporation itself or from investment community sources.

• Surveys and Interviews Surveys can yield plenty of data about competitors and products, while Interviews can provide more in-depth perspectives from a limited sample.

• Drive-by and On-site Observations of the competitor's [full or empty] parking spaces, new construction-in-progress, customer service at retail outlets, volume and pattern of [suppliers' or customers'] trucks, etc. can yield useful CI information about the state of the competitor's business.

• Competitive Benchmarking is used for comparing the organization's operations against those of the competitor's.

• Defensive Competitive Intelligence involves monitoring and analyzing one's own business activities as the competitors and outsiders see them.

• Reverse Engineering of competitor's products and services may yield important CI information about their quality and costs.

Any 'Standard' Tools and Techniques for all Competitive Intelligence Activities?

Not all CIP tools and techniques are suitable for all CI objectives; the CI-unit has to use judgement in determining the relevant CI needs and the most appropriate tools and techniques. Specific tools and techniques are chosen depending upon various factors such as CI needs, time constraints, financial constraints, staffing limitations, likelihood of obtaining the data, relative priorities of data, sequencing of raw data, etc. (McGonagle & Vella, 1990). While government sources have the advantage of low cost, online databases are preferrable for faster turnaround time. Whereas surveys may provide enormous data about products and competitors, interviews would be preferred for getting a more in-depth perspective from a limited sample. Therefore, human judgement is an essential element of the decision regarding which CI techniques to deploy in a specific situation.

How can the Competitors Foil Your Competitive Intelligence Program?

Very likely the target competitor would be aware of the organization's CI moves and could make all possible efforts to thwart or jeopardize the organization's CIP. The competitor may have its own CI activities targeted at the organization. Or it might intentionally generate disinformation to mislead the organization's efforts. In fact, the organization's CI activities may find data which the competitor has 'planted' to keep the organization "preoccupied" and "off-balance" (McGonagle & Vella, 1990).

The competitor could also create the problem of false confirmation by releasing similar, but misleading (or incomplete), facts to different media sources. The competitor may also use common ploys to pump information from the organization's employees. Such ploys include "the phantom interview", "the false flag job seeker", "the seduction," and "the nonsale sale."

• Phantom Interview The competitor, posing as a potential employer, inquires from the organization's employees about their duties and responsibilities.

• False Flag Job Seeker A competitor's trusted employee , in the guise of a potential job seeker, tries to learn about the organization in the course of the employment process.

• Seduction Involves flattery of organization's employees to encourage disclosure of important facts. In the nonsale sale technique, the competitor pursues the organization's nonemployee associates such as distributors and suppliers to elicit information about the organization's pricing structure, customer service, etc.

What are the Information Hazards of Competitive Intelligence Information?

The objective of the Competitive Intelligence Program is to gather relevant information that is valid and accurate. Incomplete or inaccurate information may jeopardize the organization's CI efforts.

• False Confirmation There might be instances of false confirmation in which one source of data appears to confirm the data obtained from another source. In reality, there is no confirmation because one source may have obtained its data from the second source, or both sources may have received their data from a third common source.

• Disinformation The data generated may be flawed because of disinformation, which is incomplete or inaccurate information designed to mislead the organization's CI efforts.

• Blowback Blowback may occur when the company's disinformation or misinformation that is directed at the competitor contaminates its own intelligence channels or information. In all such cases, the information gathered may be inaccurate or incomplete.

More on Competitive Intelligence?

• An Analogy to a Competitive Intelligence Program: Role of Measurement in Organizational Research (Malhotra)
• Click & Dagger: Competitive Intelligence (Stuart, Jul/Aug 1996)
• Society of Competitive Intelligence Professionals

References

• McGonagle, J.J. & Vella, C.M. (1990). Outsmarting the Competition: Practical Approaches to Finding and Using Competitive Information. Naperville, IL: Sourcebooks.

• Prescott, J.E. & Gibbons, P.T. (1993). Global Competitive Intelligence: An Overview. In J.E. Prescott, & P.T. Gibbons (Eds.), Global Perspectives on Competitive Intelligence. Alexandria, VA: Society of Competitive Intelligence Professionals.

• Vella, C.M. & McGonagle, J.J. (1987). Competitive Intelligence in the Computer Age. New York: Quorum Books.

INTELIGENCIA COMPETITIVA (IC). ¿SORPRESA o ANTICIPACIÓN?

"No es la más fuerte de las especies la que sobrevive, ni la más inteligente, lo es la màs adaptable al cambio. " (Charles Darwin).

"Es perdonable ser derrotado, pero no, ser sorprendido." (Federico el Grande).

En un mundo signado por el cambio rápido, intenso, global, cualquier señal débil del entorno empresario que se detecte tempranamente puede ser crucial para la supervivencia de la Empresa. La OPORTUNIDAD desaprovechada, la AMENAZA no contrarrestada oportunamente puede ser irreparable. En los tiempos que corren la TACTICA dicta la ESTRATEGIA.

La IC provee al empresario de las herramientas de recolección, análisis y distribución de la información necesaria para la rápida detección de la necesidad de decidir en pos de adaptarse a un entorno altamente competitivo como el actual.

XXGroup ofrece su asesoramiento profesional de excelencia para que su empresa cuente YA con la variada y amplia gama de herramientas que provee la IC tanto si decide desarrollar la IC internamente dentro de su empresa, como si elige a XXGroup como su operador externo de IC.

Anotese YA en las charlas de divulgación de la IC de XXGroup.

MINDMAPPING KM

Clickar sobre la imagen para agrandar

Competitive Intelligence - Get Smart! ¿Fuentes primarias o secundarias? L.Fuld/T.Scott/M.Friedman/E.Edwards

Competitive Intelligence - Get Smart!

Business moves fast. Product cycles are measured in months, not years. Partners become rivals quicker than you can say "breach of contract." So how can you possibly hope to keep up with your competitors if you can't keep an eye on them?

That's why competitive intelligence is so important. Forget James Bond. And forget the occasional racy headlines about industrial espionage. We're talking about new approaches to good old-fashioned business dish: a heads-up on a new product, information on a rival's cost structure, a read on an ally's changing strategy.

This kind of information gets exchanged all the time, of course. Engineers swap gossip at trade shows; rival salespeople compare notes at a restaurant. Thanks to the Internet, though, you can acquire more information faster than ever. The Net offers a remarkably wide variety of sources: content-rich Web sites, fast-as-lightning news services, online job postings, brutally honest discussion groups.

We've convened a panel of experts to teach you the new rules of competitive intelligence. Two top consultants (Leonard Fuld and Tracey Scott) and two in-the-trenches researchers (Marc Friedman and Edee Edwards) discuss their secrets for tracking companies and trends. (Their bios appear on page 270.) We also provide do-it-yourself tools, including the most reliable Net-based sources. So take our advice on business intelligence - and get smart.

The Net Changes Everything

Leonard Fuld: The Internet has dramatically accelerated the speed with which anyone can track down useful material, or find other people who might have useful information. Before the Net, locating someone who used to work at a company - always a good source of information - was a huge chore. Today people post their resumes on the Web; they participate in discussion groups and say where they work. It's a no-brainer.

Recently we were asked to determine the size, strength, and technical capabilities of a privately held company. It was hard to get detailed information. Then one of our analysts used Deja News http://www.dejanews.com , a search engine that tracks online discussion groups. The company we were researching had posted 14 job openings to one Usenet newsgroup. That posting was like a road map to its development strategy. You couldn't find that sort of thing five years ago.

Marc Friedman: The Net isn't my only source of information, but it's a major one. It's where I start. One site I like to visit is CorpTech http://www.corptech.com , which provides information on 45,000 high-tech companies and more than 170,000 executives.

Sometimes I'm really amazed at what searching the Net can turn up. One of our product lines consists of antennae for air-traffic-control systems. I got a call from our people in Canada, who needed a country-by-country breakdown of upgrade plans for various airports. I knew nothing about air-traffic control at the time. So I got on the Net. I found a site for the International Civil Aviation Organization, which had lots of great data. I also found several research companies that had done reports.

Edee Edwards: The Net can also waste time. I got a call from someone - I swear this is true - who wanted to know the time in Australia. He'd been searching the Net and couldn't find it. Of course, all he had to do was open a phone book or an almanac and look at a time-zone map! That sort of thing happens a lot more often than you might think.

Put People First

Tracey Scott: I distinguish between secondary information - stuff that you read on the Web or in reports - and human-source information: stuff that real people tell you. Human-source information is more interesting and more accurate than secondary information. That's why I spend a lot of my time tracking people. I always look for "star talent" and think about what the comings and goings of those people mean. I also love conference proceedings. Most companies send their best people to speak at conferences. It's a great way to track talent and to track down people who might have useful information and insights.

Fuld: The "people factor" is so important. You can't reduce competitive intelligence to a spreadsheet. One exercise we like to do is to profile the top managers in a company or business unit. What's their background? Their style? Are they marketers? Are they cost-cutters? The more articles you collect, the more bios you download, the better you get at creating these profiles. All this material is on the Web.

One client hired us to help figure out whether a competitor was going to start competing more aggressively on cost. Our analysts tracked down all kinds of articles, including a profile in a local newspaper of the competitor's CEO. The profile said, very matter-of-factly, that this guy took a bus to a nearby town to visit one of the company's plants. Those few words were a small but important sign to me that this company was going to be incredibly cost-conscious.

One last point: Help-wanted ads are a very underrated source of business intelligence. They offer great clues about where a company is heading in its pursuit of markets and technologies. CareerPath.com http://www.careerpath.com and the Monster Board http://www.monsterboard.com are two sites that our analysts use all the time. Companies are between a rock and a hard place here. Most of them desperately need talented people, so they have to advertise their openings aggressively. But the more jobs they post, the more they expose themselves to people like us, who know how to analyze the postings. If you examine the kinds of backgrounds that a company looks for in its systems people, you can get a good sense of its technical infrastructure.

Search and Ye Shall Find

Friedman: You can't talk about competitive intelligence on the Web without talking about search engines. I've had the most success with Excite http://www.excite.com , which lets you start with a broad search and then narrow it. Say a search unearths a Web site that's really valuable. You click on a button ("More Like This"), and Excite immediately searches for items related to that site. It's a nice feature.

Edwards: Search engines are a mystery. A few months ago, a colleague of mine did a training class on using the Internet. She had everyone in the class plug the same query into AltaVista http://www.altavista.digital.com - and every single one of them got a different result. The same colleague did a search that morning and got a bunch of hits. She did the same search in the afternoon and came up empty. I guess the moral of the story is, don't take "no" for an answer.

Scott: I use AltaVista. It gets me to the hard-and-fast business stuff that I expect to find. I also use MetaCrawler http://www.metacrawler.com , one of the leading "meta" search engines. It gets me to stuff that I don't expect to find: obscure newsletters, reports that aren't officially sanctioned by companies or research firms - material that AltaVista often doesn't produce.

There's No Place Like Home (Pages)

Fuld: It's so obvious that I'm reluctant to say it: If you want to find out about your competitors, spend time with their home pages. Home pages are such an obvious resource that people often don't take them seriously. I've been spending time with the home page for Unilever, the Anglo-Dutch consumer-products company http://www.unilever.com . It's a great place to gather intelligence on that company. It includes all kinds of data about R&D operations: where they are, what they specialize in. You can take that information and go to the IBM Patent Server http://www.patents.ibm.com , which archives 2 million patent citations. You'll make some interesting connections and see how Unilever is using its scientific resources. That's just one example.

Some companies go into real depth about their structure and leadership - complete with org charts of different departments and bios of executives. Unilever's site is like a AAA Trip-tik: It allows outsiders to navigate through the organization. When a company lets people post personal home pages, you really get a feel for their personalities and intentions. These pages can be extremely valuable. They're also a headhunter's dream!

Freidman: Our competitors' home pages are among my first stops. I'm really thorough about going through them. If you really push on them - if you focus on the minutiae and make interesting connections - you can generate valuable insights. We do business in 170 countries. Home pages can give you a quick take on what your competitor is selling in Argentina or who its partners are in Belgium.

Scott: Home pages are valuable. But they also contain lots of misleading information. On the Web, there's no such thing as definitive truth; there are just too many people talking. And companies tend to post only their most optimistic messages. If you're worried about when a competitor is going to release a new product, and all you do is track press releases on its home page - well, don't be surprised when the product launches much later than those releases suggested it would. All the detail on the Web can be deceiving. Once, on a company's site, I read specs for a new product, complete with engineering drawings, and then I called someone at the company, who said, "We haven't started building it yet."

Think Global, Snoop Local

Fuld: One of the great things about the Web is that it's a window on the world. But often the best sources of information on a competitor are the most local - the community newspaper in the town where a company is headquartered or has a big plant. If [IBM CEO] Lou Gerstner moves his elbow, the papers in Westchester County report on it. The Web can get you to these local sources; even the smallest papers have Web sites these days. But you have to work to find them. NewsLink http://www.newslink.org connects you to more than 3,600 newspapers and magazines from around the world - even college newspapers - and it's searchable by state. NewsWorks http://www.newsworks.com searches through and links to all the newspapers in nine of the country's biggest publishing chains.

Remember that CEO who rode the bus? A local paper did an in-depth piece on life at one of his company's factories, complete with great data on how many people worked there, what the average salary was - remarkable stuff. We put that information together with other data and developed a pretty reliable estimate of manufacturing costs at this plant. Hometown papers are one of the few places where you can get that kind of information. Always look locally.

Scott: Be sure to look beyond traditional business sources too. I'm a big believer in preferring soft information to hard information - and in reading between the lines. Two of my favorite local sources are the wedding-announcements page and the lifestyle section. Remember Working Girl? Melanie Griffith is working on a deal and reads that the daughter of one of the big players is getting married - so she shows up at the wedding reception and makes her pitch. I've never done that. But you can make interesting connections if you combine business news with "social" news.

You Get What You Pay For

Friedman: We keep talking about "the Web" - a term that implies "free." But I also use fee-based information services. One of my favorites is First Call http://www.firstcall.com. It offers broker-oriented material on companies: analyst reports, earnings estimates. It also lets you subscribe to industry-based services. Not surprisingly, we subscribe to ones that track wireless communications.

I also use something called Profound http://www.profound.com . Profound is not a search engine - and it's not free - but it's a good place to begin searches. It gives you tables of contents for research documents and lets you decide which parts you want to download - and pay for. That's important. One of the dangers of pay-as-you-go information services is that you can ring up serious bills pretty quickly. But competitive intelligence is like any other part of business: Usually, you get what you pay for.

Edwards: There are a couple of reasons why you might want to use proprietary services rather than the Web. For one thing, information you pay for is usually more reliable. There's also a security issue. When you visit a Web site looking for information, the people who run the site often know that you've been there. You might not want them to know that.

I still use the Web all the time. And more and more of the proprietary services are making their search capabilities available over the Web. Dialog Web is a good example. If you go there http://www.dialogweb.com , you can do free searches that tell you how much information you're going to find in the 450 databases available through the site. You need a password to download the information, of course. Another service I use is called STN Easy, from the Science and Technical Information Network (http://stneasy.cas.org). It has science information and patents from 200 databases on chemistry, life sciences, pharmaceuticals, and other subjects. Every industry has its version of this database - and it's usually worth paying to use.

Gina Imperato gimperato@fastcompany.com is an associate editor at Fast Company. She couldn't keep a secret if her life depended on it.

Meet Our Intelligence Operatives

Want to get smarter about gathering intelligence on your business rivals? Then spend some time at Fast Company's school for snoops. Our four panelists - including big-name consultants and in-the-trenches researchers - have no secrets. In fact, they're downright eager to share their lessons and techniques.

Leonard Fuld lfuld@fuld.com, 44, is the undisputed dean of competitive intelligence. His firm, Fuld & Company, founded in 1979 and based in Cambridge, Massachusetts, has done research and training for hundreds of blue-chip companies. Fuld is the author of three books and the creator of many research techniques that are now standard operating procedure in his field.

Tracey Scott tscott510@aol.com , 31, is a past president of the Society of Competitive Intelligence Professionals (SCIP). She began her career tracking the competition at BellSouth and then moved on to Pacific Bell. In 1997, she joined Vivagy Inc., a customer-relations consulting firm based in San Francisco. With a partner, she recently started her own firm.

Marc Friedman marc.friedman@andrew.com, 50, is manager of market research at Andrew Corp. (annual revenues: $870 million), a fast-growing manufacturer of wireless-telecommunications equipment based in Orland Park, Illinois. Friedman is his company's go-to guy for getting the goods on the competition - and the Web is where he goes first.

Edee Edwards edee.edwards@pnl.gov, 30, is senior electronic-library specialist for Pacific Northwest National Laboratory, a 3,300-person research facility based outside Seattle. The lab, with a budget of more than $500 million, works each year on more than 1,500 projects in fields such as the environment, energy, health, and national security. It is owned by the U.S. Department of Energy and operated by Battelle Memorial Institute.

¿ALERTAS? => GoogleAlert: Bueno y barato

Google tiene un servicio gratis de alertas que parece bastante interesante y facil de configurar. Te envian un mail (inmediato, diario o semanal) con las novedades de cada busqueda que hayas elegido. http://www.google.com/alerts

Hay tambien un servicio GoogleAlert que no es de Google que llaman profesional (pago con servicio mínimo para prueba gratis) a traves de http://www.googlealert.com/

Yahoo tiene tambien un servicio pero por lo que vi me parecio mas complicado de configurar.

Probe el servicio Google gratuito y me recupero datos de todo tipo: noticias, sitios, blogs y otros

Visitalos, están en la lista de enlaces del blog.

Lo bueno, si barato o gratis..... ¡GENIAL!

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Competitive Intelligence 2.0 – Incisive Intelligence, Collaborative Innovation & a Bottoms-Up Approach to Getting the Upper Hand