THE “VALUE ADD” TO INFORMATION

1. THE “VALUE ADD” TO INFORMATION PRESENTER: BABETTE BENSOUSSAN The MindShifts Group Pty Ltd Level 1, North Tower, 1-5 Railway Street Chatswood NSW 2067 Sydney Australia Tel: (02) 9411 3900 Fax: (02) 9411 3636 www.mindshifts.com.au

2. WHAT IS COMPETITIVE INTELLIGENCE? “a systematic and ongoingprocess for gathering and analysing information to derive actionable insightsabout competitors, the competitive environment and trends in order to further the organization’s business goals” (Adapted from Fleisher & Bensoussan, 2003)

3. DEFINITIONS DATA: is uncollated, unorganised and unevaluated INFORMATION: is data that has been collated, organised and evaluated to derive some insight INTELLIGENCE: involves the PROCESS of gathering and linking the information, then analysing and validating it to serve as input into a competitive strategy. It results in informed decisions and actions.

4. STRATEGY and CONTEXT... ... is what makes a fact relevant or irrelevant — and a relevant fact significant or insignificant. X Yes No

5. • Analysis is the multifaceted, multi-disciplinary combination of scientific and non-scientific processes by which an individual interprets data or information to produce insightful intelligence findings and recommendations for action. • It is NOT purely art or science • Answers the critical “so what?” question WHAT IS ANALYSIS?

6. INTELLIGENCE ANALYSIS DEFINITION: — A step in the production of intelligence in which intelligence information is subjected to systematic examination in order to identify relevant facts, determine significant relationships and derive key findings and conclusions. Analysis is used to create the intelligence findings. Source: Jan Herring, ‘What is Intelligence Analysis?’, Competitive Intelligence Magazine, Vol. 1. No.2, July-September, 1998, p14

7. BASIC ANALYTICAL TOOLS • Competitor Profiling • SWOT Analysis • Five Forces Industry Analysis • Financial Statement Analysis • Customer Satisfaction Surveys

8. Competitor Analysis - Strengths, weaknesses, opportunities and threats (SWOT) analysis - Strategy hypotheses and alliance analysis - Competitor’s plans and intentions - Competitor benchmarking - Competitor response modeling Market Intelligence - Win/loss analysis - Competitor-customer value chain analysis Financial Analysis - Cash flow analysis - Cost analysis - Ratio analysis - Credit/debt analysis - Sustainable growth rate analysis Organisation Analysis - Organisation and personality assessment EXAMPLES OF ANALYSIS TECHNIQUES Technology Assessment - R&D, product and manufacturing analysis - Technology forecasting - Patent analysis Environmental Assessment - Regulatory and legislative analysis - Political economic assessment - Country risk analysis Forecasting - Statistical and econometric analysis - Trend analysis and projection - Quantitative, qualitative, and stochastic - Scenario analysis Industry Analysis - Structural and trend analysis - Distribution strategy analysis - Share/growth matrices

9. Analytical Framework (Define decision) Collection (What are the facts?) Implications (What does it mean for the decision?) Analysis (What do the facts mean?) GENERIC APPROACH

10. 1. What are the characteristics of my industry? 2. Who are/will be my competitors? 3. What are the current/likely positions of my competitors? 4. What moves are/will my competitors make? 5. What moves can/should I take to achieve a competitive advantage? FUNDAMENTAL CI ANALYSIS QUESTIONS

11. 1. Strategic 2. Behavioural 3. Corporate 4. Customer 5. Environmental 6. Evolutionary 7. Financial ANALYTICAL TECHNIQUE CATEGORIES

12. A. Blindspot Analysis B. Competitor Profiling C. Industry Analysis D. SWOT analysis 1. STRATEGIC ANALYSIS TECHNIQUES

13. A. Shadowing - knowing about a competing firm’s managers and decision making process. B. Management profiling C. Historiography 2. BEHAVIORAL TECHNIQUES

14. A. BCG Product Portfolio Matrix B. Core Competencies and Capabilities C. Functional Analyses D. GE Business Screen E. McKinsey 7 S F. Resource Analysis G. Value Chain 3. CORPORATE

15. A. Competitive benchmarking B. Customer value analysis - customer: contact, value surveys, analysis (e.g., value maps), and management C. Product-oriented Techniques 4. CUSTOMER AND PRODUCT TECHNIQUES

16. A. Country and political risk analysis B. Issue analysis C. Scenario analysis D. Stakeholder analysis E. STEEP analysis 5. ENVIRONMENTAL ANALYSIS

17. A. Experience Curve Analysis B. Future Analysis C. Growth Vector Analysis D. Organizational Life Cycle Analysis E. Patent Analysis F. Product Life Cycle Analysis G. S-curve Analysis 6. EVOLUTIONARY ANALYSIS

18. A. Ratio analysis B. Sustainable growth rate analysis C. Disaggregated financial ratio analysis D. Competitive cost analysis E. Value-based planning (Shareholder value approach) F. Strategic funds programming G. Competitive cost analysis 7. FINANCIAL ANALYSIS TOOLS

19. THE FAROUT SYSTEM F A R O U T UTURE ORIENTED CCURATE ELEVANT BJECTIVE SEFUL IMELY

20. SO WHAT! • Big picture/bottom line • What? And so what? • Core assertion • Major judgement • Statement of synthesis

21. KEY POINT Use a variety of analytical tools, but don’t over analyse.

22. THE COMPETITIVE ANALYSIS “VALUE ADDED CHAIN” Source: CI Boot Camp, R.L. Linville, SCIP 1996

23. “Executives are so enchanted by the internal data the computer generates, that they have neither the mind nor the time for the outside. Yet all great change comes from outside the firm, not inside.” Peter Drucker

24. For more information, see: Strategic and Competitive Analysis: Methods for Analyzing Business Competition, by Craig Fleisher and Babette Bensoussan, 2002, Prentice Hall.

25. THANK YOU QUESTIONS????????? EMAIL: babette@mindshifts.com.au