Business intelligence
Kodak
Michael Porter: las 5 forces de porter. L’arrive de l’appareil digitale (Sony) c’est un produit de
substitution. Il va rendre obsolète le produit ancien. C’est une innovation disruptive. Kodak fait de
pellicule avec l’industrie plastique et hydrocarbure, le pétrole. L’industrie chimique.
(Se tiene que ir a la producción para analizar el caso).
Sony es más de la industria electrónica.
Si soy Kodak y veo que mi producto va a reemplazarle
por un producto diferente. ¿Cómo pasar de química a
electrónica?
En ese caso, Kodak pudo haberse olvidado de la
fotografía y dedicarse a algo con su misma industria de
química.
Uno tiene que adaptarse al ambiente. El producto al
mercado, no a la inversa. Se debe de ver la competencia
directa pero también ver quienes pueden reemplazar el
producto desde otra industria. Nokia vio que Apple vio el
iphone, vio que integraba varias funciones. Una de las
fuerzas de Porter es: threat of new entrants.
What is competitive intelligence?
An analytical process chich transforms disaggregated company, industry and market data into
actionable strategic knowledge about the position, performance, capabilities and intentions of
target companies.
DATA (Field operations & secondary sources) >> Nez CI cycle to answer new CINs: intelligence
expert / filter scan, gate keeper / integrate clarify condense escalate. > Intelligence manager
(analyze assess prioritize escalate). Feedback : questions Initiate new CI projects: dis-seminate,
interest groups / exchange of comments decision-making. Discuss comment >> KNOWLEDGE.
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Primary data collection: ir al terreno directamente. (field operations)
Secondary data collection : tous c’est qui est facile à collecter. Google search, rapports,
parler avec les experts, des articles. (desk operations)
Los teléfonos ahora tienen muchas funcionalidades y están reemplazando otros productos que ya
existían.
Competitive Intelligence Cycle:
Planning > Collection > Processing > Analysis > Reporting > Control
Para adaptarse al ambiente, se tiene que estudiar todo el exterior a la empresa.
How to run CI-Projets?
Define the scope and scale of the project
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Define project milestones, approaches, stakeholders and reporting routines
Identify the KITs (Key Intelligence Topics)
How to know the Real CI Needs? KIT
Competitive intelligence cycles are focused on explicit statements of works
(usually related to decision support). KITs are generated from CI user
interview/audits.
KIT-audit
Which decision is at stake?
Background of this decision?
Why is there a need for this decision (need for action? Reactive or proactive? Alternatives?
Not only “nice-to-know”? Stakeholders involved?)
When does this decision need to be made?
What is the role of intelligence in this decision situation?
Which questions need to be answered to generate the intelligence?
Constraints
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Report format and stuyle
Reliability of findings (i.e. confidence interval)
Required analysis and depth of analysis (i.e. strategic market segmentation for the top 3
competitors)
Resource utilization and costs (internal/external budgets)
Deadline for report submission
Build your team
Use CI/BI community to identify knowledgeable resources … yes, this is knowledge
management @ work !
Plan the Data Collection Process
Identification of potential sources (primary & secondary)
Assesment of difficulty, complexity