Establishing a Competitive Intelligence Capability VSB

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1 Establishing a Competitive Intelligence Capability VSB Zeist April By Josèph H.A.M. Rodenberg RM Rodenberg Beheer B.V. All Rights reserved. No parts of this presentation may be Reproduced, transmitted or stored in a retrieval system in any form or by means, without permission in writing from Rodenberg Tillman & Associates B.V. in Houten, The Netherlands

2 Introduction to Rodenberg Tillman & Associates Rodenberg Tillman & Associates is a consultancy firm with a leading expertise in Business and Competitive Intelligence Rodenberg Tillman & Associates has been established in 1987 Rodenberg Tillman & Associates is seen as one of the premier firms in Business and Competitive Intelligence in Europe In management consulting, we apply the right combination of functional skills and industry knowledge via established strategic alliances of which Arthur D. Little is leading Rodenberg Tillman & Associates consulting services in Business and Competitive Intelligence concern research execution, the process of implementation and training/workshops/seminars Clients tell us that we have a high commitment to solutions that make things happen

3 Introduction to Rodenberg Tillman & Associates Rodenberg Tillman & Associates can benefit from Arthur D. Little s global network with offices in over 30 countries, on a case-to-case basis Europe 750 employees 22 offices Americas 210 employees 7 offices Asia/Pacific 240 employees 10 offices

4 Our Strategic & Tactical Intelligence Services Competitive Intelligence goes beyond knowledge management Competitive Intelligence Knowledge Management is an integrated, systematic approach to identifying, managing, sharing all the organisation information assets. This includes databases, documents, policies and procedures, as well as previously unarticulated expertise and experiences resident in individual workers is the organisational means, by which information and knowledge about the complete business environment is systematically and consistently collected, interpreted, analysed and disseminated as intelligence to users, who can act on it Aim: future oriented Focus: key drivers of change Source: Gartner Source: Rodenberg Tillman & Associates Knowledge management is looking down the hall, whilst competitive intelligence is looking out of the window of opportunities

5 Our Strategic & Tactical Intelligence Services Competitive Intelligence consists of a research, process and training dimension that are interlinked Research Process Training Enriched information on on a Key Key Intelligence Topic Topic (KIT) (KIT) Management Issue Issue with with strategic impact impact Real Real time time with with future future focus focus Ongoing activity activity of of a build build CI CI capability Cross Cross functional and and integrated in in the the organisation Continuous scanning,, monitoring, tracking the the dynamics and and changes in in the the industry sector sector and and beyond beyond Custom made made incompany training training & workshops Cross Cross company training training Executive Masterclass Regular courses of of the the Business Intelligence Institute Know your enemies and know yourself and in a hundred battles you will never be in danger

6 Our Strategic & Tactical Intelligence Services The Six-Phases-Model for making Competitive Intelligence work CREATE COMPETITIVE AWARENESS Understanding of strategic interactions and how market forces impact on competitive position Scanning / monitoring / tracking Definition of objectives and achievements CONDUCT STRATEGIC & INFORMATION AUDITS Definition of intelligence - and information needs based on strategic direction - cross functional Assessment of information sources and its efficiency SYSTEM DEVELOPMENT Definition study ICT CREATE AN INTELLIGENCE PORTFOLIO Target groups Key Intelligence Topics (KITs) Intelligence reports Analytical alerts Frequency / priorities Cross functional teams CI web page Formats Real time DEVELOP THE ORGANI- SATIONAL SET-UP l (De-) central Departmental participation CI-engagement teams Knowledge circles Human Intelligence network Intellectual Property Social capital COMPLETE THE SYSTEM IMPLEMEN- TATION Prototyping Testing & evaluation Modification Implementation Training IMPLEMENT AND EMBED CI integrated in strategic planning CI cross functional towards tactics CI is part of decision making process CI culture of intelligence and alertness PROJECT TEAM: INTELLIGENCE ACTIVITIES: Key Driver, Co-drivers, Senior Management and Navigator Actual KITs to be used as show cases, practical group efforts, analytical skills TRAINING: Awareness & understanding of CI discipline, involvement and commitment Rodenberg Tillman & Associates

7 Introduction to Rodenberg Tillman & Associates Virtually everything in business today is an undifferentiated commodity, except how a company manages its information. How you manage information determines whether you win or lose Bill Gates

8 Enterprise Intelligence, creating the intelligent and alert organisation Business Intelligence Organisational Intelligence Internal Explicit Quantitative Towards sustainable and and profitable growth growth Action Strategic impact & decision making Tactical Intelligence Knowledge Information Data Strategic Implementing Assessing Recommending Packaging Disseminating Communicating Tacit External Combining Interpreting Foresighting Qualitative Sharing Synthesizing Analysing Insight In intelligence the issue is not what to read but how to read Copyright: Rodenberg Competitive Intelligence Filtering Bringing order Structuring

9 The aim of Intelligence is to reduce risks and uncertainties Time + Strategic Intelligence Future Tactical Intelligence 0 Present Business Intelligence Current statistics Low High Past High + Level of sophistication Level of risk reduction Low 0

10 Aim of Intelligence is to reduce risks and uncertainties (continued) Level of information Time horizon Risk reduction Sophisti- cation What Pastpresent I. I. Current statistics Low Low SOM, sales/pricing, regional data, marketing information II. Business Intelligence Past-morepresent Low Medium View current status Projections from the past What has happened WHY Customers potential customers III. Tactical Intelligence Foresighting near future Mediumhigh High Pro-active advanced analyses Limited company disciplines e.g. ND, R&D, new marketing intiatives IV. Strategic Intelligence Midlongterm High High Strategic early warning CI on key drivers of change Impact on overall strategy

11 Recommended Achievements of the CI efforts Action Feedback Decision Actionable intelligence Intelligence Knowledge Information Data Source: Shell Rodenberg Tillman & Associates Listen Intelligence based action options Predicting why / what will happen Understanding why / what has happened Bring order and structure

12 Business is changing Internationalisation Liberalisation Co-operations New technologies etc. Increased competition and complexity

13 Without intelligence Important changes: markets/segments customers competitors technologies etc... Time Reaction

14 With Intelligence information gathering & analyses strategicoperational impact Action Important changes: markets/segments customers competitors technologies etc... Time Re-active management Pro-active management

15 The top of the iceberg Basic Analysis Customer needs, market shares, SWOT Extended analysis Market developments, competitors, suppliers etc. Industry Watch Business development, innovations, core capabilities & competencies, network relations, strategic intentions. etc.

16 Some of these will decide your company s development And on what conditions? The Environment The Company But which ones?

17 Some of these will decide your company s development And on what conditions? Infra structure Agents Customers Direct competitors Suppliers Trade restrictions Board The Environment Conflicts of interest Public support Political hinders Mass media CEO Currencies Inadequate laws Laws & Orders The Company Interest rates Substitute competitors Owners Working environment Pressure groups Culture of the society Corporate culture Rules hampering the competition Competition for the priorities of the clients Enforced demand Staff Owners of rights Investors Loss of un-insured assets Disasters But which ones?

Business Position MARKET Customers Direct Competitors Substitute Competitors Generic Competition Suppliers Agents R U L E S & R E G U L A T I O N S Political restrictions Conflicts of interest Rules

18 Business Position MARKET Customers Direct Competitors Substitute Competitors Generic Competition Suppliers Agents R U L E S & R E G U L A T I O N S Political restrictions Conflicts of interest Rules controlling the demand Competition rules Supply restrictions External environ. Work environ. Interest rates Currencies Support Infra structure Legal structure NN Inc. Board Management Staff Holders of Patents and Immaterial Rights Not insured assets Investors Owners R E S O U R S E S Mass media Pressure groups External culture Corporate culture Season Weather Disasters BUSINESS ENVIRONMENT

19 Introduction to Competitive Intelligence Key Intelligence Topic Key intelligence topic Assumptions-unknowns Intelligence needs Sources Organising Analyses Interpretation Recommendations Decision-action

20 Objectives of Competitive Intelligence Support the decision-making process on strategic and operational level Gain competitive advantage by decreasing reaction time Improve long- and short-term planning Real understanding of your market, competitors, suppliers, etc... Radar environment: identify threats and opportunities Anticipate and act versus react and regret

21 Types of Competitive Intelligence COMPETITORS CUSTOMERS MARKETS PRODUCTS Competitive Intelligence SUPPLIERS ENVIRONMENT ACQUISITIONS & ALLIANCES TECHNOLOGIES

22 Characteristics of CI Future focused Pro-active Continuous monitoring Direct linked to decision making Linked to strategic management Perspective in stead of precision Qualitative information Analysis & interpretation Knowledge sharing People s business External developments translated towards the internal organisation Published & non-published information

23 The 7 Guiding Principles of CI 1. CI is a line responsibility 2. CI supports decisive action 3. CI covers the entire competitive environment 4. CI is not about the past, but the future 5. CI is not found on internet, but created by people 6. CI is about the brutal truth 7. CI is done legally and ethically Source: SIEP Inc.

24 De Dynamiek van een Onderneming VEEL ONDERNEMERS BESTUREN HUN BEDRIJF ALSOF DE DAG VAN VANDAAG DEZELFDE ZAL ZIJN ALS DE DAG VAN MORGEN HET PROBLEEM IS DAN DAT JE NOOIT DE WINTER ZIET AANKOMEN JAGERS, VISSERS LANDBOUWERS FLEXIBELE MENSEN STATISCHE MENSEN Bron: Paul Fentener van Vlissingen - SHV NRC/FD, 7 februari 1998

25 De Dynamiek van een Onderneming H.M.S. Titanic VAN DE ONBEWEEGLIJKHEID VAN DE GEVESTIGDE ORDE KAN JE TRANEN IN JE OGEN KRIJGEN. ALS ZE NIET MEER DURVEN TE BEWEGEN ZULLEN DE MULTINATIONALS ALS DE TITANIC TEN ONDER GAAN. H.M.S. Titanic OP VEEL PLAATSEN ZIJN BESTUURDERS AAN HETBEWIND DIE HUN SCHIP WEL BIJ DE IJSBERGEN VANDAAN HOUDEN. MAAR DAT IS STRIJDEN IN DE EERSTE DIVISIE, NIET IN DE EREDIVISIE. Bron: Paul Fentener van Vlissingen - SHV NRC/FD, 7 februari 1998

26 Determinants of an Intelligence Competency 7 elements people processes organisation culture leadership information technology Traditional investments 2% 2% 2% 1% 1% 10% 82% 100% Competency determinants 20% 15% 10% 20% 10% 15% 10% 100% Source:adapted from John McKean Secrets of the Customer Race

27 Different Levels of CI Effectiviness aggressive 5 conquering active in-active drowsy reactive active aggressive = no fear of competition = re-acting when under attack = active but in-efficient = active in highly competitive markets = consistently pro-active, total picture, ready for battle Source: Prof. Daniel Rouach, EAP Paris

28 Organisational Sensitivity 1. DO YOU HAVE AN ANTENNAE, RADAR OR WATCHTOWER IN PLACE TO DETECT CHANGE IN THE EXTERNAL AND COMPETITIVE ENVIRONMENTS? 2. WHEN YOU DETECT MISFIT ARE YOU ABLE TO DECIDE WHEN AND HOW TO ACT? 3. DO YOU HAVE THE SKILLS & CAPABILITIES TO PRODUCE MEASURED ACTION TO THE WATCHTOWER?

29 What can we learn from the US Marines? IO Cell Dedication of personnel and resources Full-time IO Officer Diverse group of individuals with different backgrounds Individuals are not fully dedicated but is part of core responsibility IO Plan Based on commander s guidance Selection of information based activities Formulation a preliminary plan for employment Extensive coordination and participation with others IO Implementation Execution of the operation Monitoring the effectiveness of efforts Fast response to changing events Making the appropriate adjustments IO is from Start to finish involved in all aspects of the operation Source: The Marine Corps Way

30 Great leadership isn t about solving problems after the fact, but foreseeing potential problems and eliminating them before they occur Jack Welch, Former CEO of General Electric

The Financial als strategisch partner van het management

The Financial als strategisch partner van het management Financials Only Live! 2003 Amsterdam 2 December 2003 By Arjan van der Weijde MBA & Josèph H.A.M. Rodenberg RM 2003. Rodenberg Beheer B.V. All Rights