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Intelligence can also be broken into three levels: Strategic, Operational, Tactical. Most organizations focus on the tactical piece - looking at product level intelligent on the competition. In a world in which knowledge is power, what you don't know can hurt you. The good news: It's not so hard to find out what your rivals are up to. Some savvy (and perfectly legal) snooping--otherwise known as CI--can drive your strategy, soothe your fears about the future, and give your company a competitive edge. CI uses many of the same techniques as market research but deploys them to answer highly targeted and specific questions, rather than to gain insight into broad market trends. More people do CI than you might think. And it's easy to see why. In a competitive marketplace, up-to-date information can make the difference between keeping pace, getting ahead, or being left behind. A smart intelligent operation can serve as an early-warning system for disruptive changes in the competitive landscape, whether that change is a rival's new product or pricing strategy or the entrance of an unexpected player into your market. No one can be totally stealthy, after all. All corporate maneuvers leave a trail. It is simply a matter of knowing where to look. In some cases, entrepreneurs have used intelligent-gathering tactics to learn what is really going on at their own companies, with startling results. Hedge funds and large corporations regularly contract out CI work, often paying top dollar to the private investigators and former intelligent agents who ply the trade.
Economic Intelligence---EI: The easy access of EI creates opportunities as well as threats. EI means smart information management in order to know, understand and anticipate the outside environment, (key competitors, rules, stakes, trends...) to prevent risks, particularly in immaterial fields, and to exert ethical influence. EI is closely linked to knowledge management and to human resources, because people have explicit and implicit knowledge that will be revealed only if reliable processes and real motivation exist in the organization. For all international players, be they states, big firms, or non-state organizations, EI is a tool for competition as well as a tool for governance and for national security. The ultimate goal of EI and knowledge management is to produce added value, in two steps: transform information into knowledge and knowledge into sustainable added value. The EI concept gathers several other concepts and practices: corporate intelligence, economic security, risk management, lobbying, public diplomacy, soft power (governments), business diplomacy (companies). Today, EI is recognized as a professional tool for strategy and management for states and companies in the globalised world. Its implementation is based on three main pillars: (1) the mastering of strategic information, which means its early collection, analysis and treatment, in order to understand and anticipate one’s external environment; this first step is often called ‘watch’ and is indispensable to the two other pillars; (2) economic security, which is defensive and directed at protecting economic assets, especially immaterial ones; and (3) influence--active or offensive-- which means to be at the cutting edge for seeking opportunities and innovation and to be able to act on one’s environment (regulations, norms, image…) and not only be passively dependent on it. The three pillars have been defined in order to make it easier to understand and implement the concept, although they are actually interdependent.
Customer Intelligence--CI is the process of gathering and analyzing information regarding customers; their details and their activities, in order to build deeper and more effective customer relationships and improve strategic decision making. CI is information derived from customer data that an organization collects from both internal and external sources. CI is information derived from customer data that an organization collects from both internal and external sources. The purpose of CI is to understand customer motivations better in order to drive future growth. The application of business analytics to customer data is sometimes called customer data mining. Internal customer data can be generated by any customer interaction and is typically stored in corporate databases in management systems, call center systems and sales systems. Data external to the organization can be gathered from many different sources. External data typically falls into one of three categories: Personal demographics, which include data such as age, income level, debt level, educational profile and marital status. Such data might be analyzed to explore buying patterns of people in specific income brackets, changes in sales as people age, or sales comparisons of homeowners and renters; Geographic demographics, which include data aggregated from specific locations. Such data might be analyzed to explore buying patterns in rural areas, for example, or areas where most residents are young professionals; Attitudinal data, which includes any information about how a customer -- or potential customer -- perceives a company. Such data might be gathered from surveys, contact centers or even comments about a product or service on Twitter. CI is a key component of effective customer relationship management (CRM), and when effectively implemented it is a rich source of insight into the behavior and experience of a company's customer base. As an example, some customers walk into a store and walk out without buying anything. Information about these customers/prospects (or their visits) may not exist in a traditional CRM system, as no sales are entered on the store cash register. Although no commercial transaction took place, knowing why customers leave the store (perhaps by asking them, or a store employee, to complete a survey) and using this data to make inferences about customer behavior, is an example of CI. CI begins with reference data -- basic key facts about the customer, such as their geographic location. This data is then supplemented with transaction data -- reports of customer activity. This can be commercial information (for example purchase history from sales and order processing), interactions from service contacts over the phone and via e-mail. A further subjective dimension can be added, in the form of customer satisfaction surveys or agent data. Finally, a company can use competitor insight and mystery shopping to get a better view of how their service benchmarks in the market. By mining this data, and placing it in context with wider information about competitors, conditions in the industry, and general trends, information can be obtained about customers' existing and future needs, how they reach decisions, and predictions made about their future behavior.
Corporate Intelligence--CI: CI is the action of defining, gathering, analyzing, and distributing intelligent information about products, customers, competitors, and any aspect of the environment needed to support executives and managers making strategic decisions for an organization. CI essentially means understanding and learning what's happening in the world outside your business so one can be as competitive as possible. It means learning as much as possible--as soon as possible--about one's industry in general, one's competitors, or even one's county's particular zoning rules. In short, it empowers you to anticipate and face challenges head on. Key points of this definition: CI is an ethical and legal business practice, as opposed to industrial espionage, which is illegal; The focus is on the external business environment; There is a process involved in gathering information, converting it into intelligent information and then utilizing this in business decision making. Some CI professionals erroneously emphasize that if the intelligent information gathered is not usable, or actionable, then it is not intelligent information. A more focused definition of CI regards it as the organizational function responsible for the early identification of risks and opportunities in the market before they become obvious. Experts also call this process the early signal analysis. This definition focuses attention on the difference between dissemination of widely available factual information (such as market statistics, financial reports, newspaper clippings) performed by functions such as libraries and information centers, and CI which is a perspective on developments and events aimed at yielding a competitive edge. The term CI is often viewed as synonymous with competitor analysis, but CI is more than analyzing competitors--it is about making the organization more competitive relative to its entire environment and stakeholders: customers, competitors, distributors, technologies, and macroeconomic data. CI means different things to different people within an organization. For example, to a sales representative, it may mean tactical advice on how best to bid for a lucrative contract. To top management, it may mean unique marketing insights to gain market share against a formidable competitor. The ultimate end goal of CI is to help make better decisions and enhance organizational performance. While most companies can find substantial information about their competitors online, CI goes way beyond merely trawling the internet, on the premise that the most valuable information is seldom--if ever easily accessible online. A typical CI study includes information and analysis from numerous sources. These include the news media, customer and competitor interviews, industry experts, trade shows and conferences, government records and public filings. At the company level, CI can provide insight to support corporate strategy. CI professionals should be key members of a strategy team to make sure that all senior executives are up-to-date on the competitors’ latest strategic moves and communicated plans. Business or financial aspects such as where the competitors invest and what the competitors’ margins are should be addressed by CI. At the product level, CI can provide insight to support product development. In product managers’ efforts to assess their own products’ competitive weaknesses or strengths, knowing what key rivals are offering within specific product categories is of high importance. At the marketing level, CI can provide insight to support marketing strategy. CI is often located in the marketing department and thus the CI team will play an important part in providing relevant insight to all four Ps (price, product, place, and promotion) in the marketing mix as part of deciding on an overall marketing strategy. At the partnerships level, provide tactical intelligent information on how to outperform Key competitors. To support the company’s client facing team with current intelligence will usually improve the win rate significantly.
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