Inteligencia De Mercados
Páginas: 7 (1547 palabras)
Publicado: 7 de septiembre de 2011
Market Intelligence: An Introduction
Prof. Pedro Carreón Departamento de Negocios Internacionales y Mercadotecnia TEC de Monterrey, CEM
Conduct Intelligence to:
Gain a Competitive Advantage
3
The Intelligence Function:
The process of ethically collecting, analyzing, and
disseminating accurate, relevant, specific, timely, foresighted and actionable intelligenceregarding the implications of the business environment, competitors, and the organization itself.
4
The Intelligence Function:
Gather information from primary & secondary
sources
Upgrade information to intelligence incorporating
analyst’s perspective
Generate insights and suggestions Disseminate to decision makers who take action
that can gain a competitive advantage for thefirm
5
The Intelligence Process is NOT:
Industrial/Economic Espionage
Corporate Spying Searching the Web
6
Why Intelligence?
Managers need to increase the quality of:
1) products or services 2) strategic planning and 3) market knowledge
That results in higher business performance
How Do I Know if I need an Intelligence Function?
How Many Resources AreEnough?
How many key managers are currently obtaining and using
adequate intelligence effectively for decision making?
9
Strategic Intelligence:
Emphasizes the relationship between the
intelligence function and strategic decision-making
Uses/Applications of Competitive Intelligence
Facilitate Strategic Direction Strategic Alliances New Product/Service DevelopmentSales Process Marketing/Communications/Publ ic Relations
HR and Recruitment
Rival Firms
Competitor & Market Scenarios
Acquisitions/Preventing Acquisition
11
Who´s Doing Competitive Intelligence?
90% of Fortune 500 firms in the U.S.
9% of U.S. firms with formal processes Chemical and telecommunications firms
Firms with high R&D expenditures
Firms that own many patents 2-3% of German firms in various industries U.S. & U.K. firms: leading intelligence producers
12
How Do Leading Firms Conduct Intelligence?
Increase number of intelligence users
View intelligence as decision critical Intelligence is part of managers´ duties
Institutionalize the intelligence function
Manage corporate knowledge assets Maintainand rely on during a recession
13
Primary Information Sources
Interviews with internal experts, customers, and
suppliers
Marketplace surveys Industry analysts Business editors Associations Observations Unpublished documents
14
Secondary Information Sources:
Internal and external databases
Industry and government reports Directories Statistical sources Newspapers and magazines Trade publications
16
Common Problems:
Managers don´t value intelligence
Managers consider intelligence a luxury Inability to incorporate it into strategy
Managers believe“I know my industry!”
Unskilled people try to perform intelligence Managers hoard information
The function doesn´t meet the real needs and
concerns of decision makers Intelligence is seldom used by decision makers
17
Creating the Intelligent Firm:
Adjust decision-making process & culture
Open communication lines Sensitize firm to marketplace changes Align intelligence to decision-making Support the process with technology
Caso John Deere vs China
18
Excellent Intelligence Service:
Clearly define intelligence needs
Usecreative sources Understand the complexity of the issues Upgrade information to intelligence Offer recommendations, suggestions, and
alternatives
Obtain feedback from decision makers
Categories of Competitive Intelligence
Market Intelligence
Industry level information on
Trends Government regulations Geopolitical issues
Partner Intelligence
...
Prof. Pedro Carreón Departamento de Negocios Internacionales y Mercadotecnia TEC de Monterrey, CEM
Conduct Intelligence to:
Gain a Competitive Advantage
3
The Intelligence Function:
The process of ethically collecting, analyzing, and
disseminating accurate, relevant, specific, timely, foresighted and actionable intelligenceregarding the implications of the business environment, competitors, and the organization itself.
4
The Intelligence Function:
Gather information from primary & secondary
sources
Upgrade information to intelligence incorporating
analyst’s perspective
Generate insights and suggestions Disseminate to decision makers who take action
that can gain a competitive advantage for thefirm
5
The Intelligence Process is NOT:
Industrial/Economic Espionage
Corporate Spying Searching the Web
6
Why Intelligence?
Managers need to increase the quality of:
1) products or services 2) strategic planning and 3) market knowledge
That results in higher business performance
How Do I Know if I need an Intelligence Function?
How Many Resources AreEnough?
How many key managers are currently obtaining and using
adequate intelligence effectively for decision making?
9
Strategic Intelligence:
Emphasizes the relationship between the
intelligence function and strategic decision-making
Uses/Applications of Competitive Intelligence
Facilitate Strategic Direction Strategic Alliances New Product/Service DevelopmentSales Process Marketing/Communications/Publ ic Relations
HR and Recruitment
Rival Firms
Competitor & Market Scenarios
Acquisitions/Preventing Acquisition
11
Who´s Doing Competitive Intelligence?
90% of Fortune 500 firms in the U.S.
9% of U.S. firms with formal processes Chemical and telecommunications firms
Firms with high R&D expenditures
Firms that own many patents 2-3% of German firms in various industries U.S. & U.K. firms: leading intelligence producers
12
How Do Leading Firms Conduct Intelligence?
Increase number of intelligence users
View intelligence as decision critical Intelligence is part of managers´ duties
Institutionalize the intelligence function
Manage corporate knowledge assets Maintainand rely on during a recession
13
Primary Information Sources
Interviews with internal experts, customers, and
suppliers
Marketplace surveys Industry analysts Business editors Associations Observations Unpublished documents
14
Secondary Information Sources:
Internal and external databases
Industry and government reports Directories Statistical sources Newspapers and magazines Trade publications
16
Common Problems:
Managers don´t value intelligence
Managers consider intelligence a luxury Inability to incorporate it into strategy
Managers believe“I know my industry!”
Unskilled people try to perform intelligence Managers hoard information
The function doesn´t meet the real needs and
concerns of decision makers Intelligence is seldom used by decision makers
17
Creating the Intelligent Firm:
Adjust decision-making process & culture
Open communication lines Sensitize firm to marketplace changes Align intelligence to decision-making Support the process with technology
Caso John Deere vs China
18
Excellent Intelligence Service:
Clearly define intelligence needs
Usecreative sources Understand the complexity of the issues Upgrade information to intelligence Offer recommendations, suggestions, and
alternatives
Obtain feedback from decision makers
Categories of Competitive Intelligence
Market Intelligence
Industry level information on
Trends Government regulations Geopolitical issues
Partner Intelligence
...
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