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Breaking the CI Turnover Cycle. Elio Evangelista, Senior Analyst elio_evangelista@ cuttingedgeinfo.com www.CuttingEdgeInfo.com. © 2007 Cutting Edge Information. Competitive Intelligence in Sports . 2000, 2001, 2002, 2003, 2006. 1996. 1997. Key Idea #1: CI Teams are in Danger.

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breaking the ci turnover cycle
Breaking the CI Turnover Cycle

Elio Evangelista,

Senior Analyst

elio_evangelista@ cuttingedgeinfo.com

www.CuttingEdgeInfo.com

© 2007 Cutting Edge Information

competitive intelligence in sports
Competitive Intelligence in Sports

2000, 2001, 2002, 2003, 2006

1996

1997

key idea 1 ci teams are in danger
Key Idea #1: CI Teams are in Danger
  • Break the Cyclical Turnover
  • Give CI Teams More Time
  • Communicate Successes Constantly
the ci cycle
The CI Cycle

Team Size

0

5

n

Time (in years)

years ci has been in place
Years CI Has Been in Place

25

20

15

10

5

0

Though some groups have been in place for more than 20 years, in general, CI is a young function at most companies.

23

20

Years in Place

10

10

7

6

5

5

5

4

2

1

1

1

0.5

0.5

0.2

L

N

I

P

C

A

D

B

E

J

H

K

G

M

F

Average

O

voice of ci communicating the results
Voice of CI – Communicating the Results

“It’s relatively easy to produce these reports, it is hard to make sure people know where to get them and actually use them when they are planning.”

- Interviewed Competitive Intelligence Manager

key idea 2 ci structures sometimes inhibit success
Key Idea #2: CI Structures Sometimes Inhibit Success
  • Utilize the CI/Market Research Overlap
  • Establish a Proactive CI Team
to which department does ci report

Sales: 6%

Business Development: 6%

R&D: 6%

To Which Department Does CI Report?

CEO: 13%

Market Research: 69%

voice of ci market research link
Voice of CI – Market Research Link

“Whenever we collect competitor information, we are in fact collecting competitive intelligence.”

- Interviewed Market Research Manager

percentage of market research groups collecting ci
Percentage of Market Research Groups Collecting CI

During Cutting Edge Information’s study Pharmaceutical Market Research, researchers discovered that the vast majority of market research departments also collect competitive intelligence.

Does Not Collect CI - 13%

Does Collect CI - 87%

the ci market research overlap

The CI/Market Research Overlap

  • Market Research focuses on:
  • Current market conditions
  • Market awareness for new products
  • Potential sales forecasts based on historical data

Market Research

Past

Present

Future

  • CI focuses on:
  • Developing scenarios and alternative futures
  • Scanning present-day data to forecast future events
  • Preparing brands to proactively change strategy based on market indicators

Competitive Intelligence

percent of respondents rating ci effective or very effective

CI’s Top 5 Marketing Roles

Percent of respondents rating CI effective or very effective*

1

Decision Support: 67%

4

Market Plan Development: 63%

2

Market Monitoring: 67%

5

Market Plan Input: 57%

Identify Market Opportunities: 66%

3

*Source: Survey of SCIP members by The Pine Ridge Group, Inc. and T.W Powell Company

centralized vs decentralized prevalence
Centralized vs. Decentralized Prevalence

According to our survey, a large majority of companies maintain a centralized, strategic CI groups.

Centralized

Decentralized

25%

75%

centralized vs decentralized tendencies
Centralized vs. Decentralized Tendencies

Centralized CI groups are more strategically-oriented and, therefore, more proactive than decentralized units.

Centralized

Structure

Strategically

Oriented

Proactive

Tactically

Oriented

Reactive

Decentralized Structure

key idea 3 get everyone involved
Key Idea #3: Get Everyone Involved
  • Build a CI Culture
  • Integrate Internal Functions
  • Establish Senior CI Leadership
company a s ci reporting structure
Company A’s CI Reporting Structure

Company A has two distinct CI units – one housed under business development and the other under marketing.

CEO

President

VP of R&D

Sr VP of Marketing

Sr VP of

Market Research

Director of

Strategic Research

Sr Director of

Market Research

Director of

Marketing CI

company o s field based ci process
Company O’s Field-Based CI Process

Sales Reps

Sales Directors

Centralized Competitive Intelligence Unit

Though it isn’t mandated, the sales reps at Company O are encouraged to participate in collecting competitive intelligence.

Data Sources

slide19

President

Head of

Marketing

Competitive

Intelligence

Medical

Relations

Government

Relations/

Regulatory

Brand Team A

Brand Team B

Brand Team C

Brand Team D

Integrating CI into the Culture

At Company C, the CI unit is a sister organization to the brand teams and is housed under marketing. With this structure, the group has more brand level tactical influence than company-wide influence. However, should an issue arise that needs company-wide attention, CI also has a dotted reporting line directly to the firm’s president.

level of executive leading ci
Level of Executive Leading CI

19%

6%

19%

56%

As seen, the majority of surveyed CI units are led by managers. However, 44% of firms employ someone more senior than a manager to head their CI departments.

Manager

Director

Executive Director

Senior Management

experience makes a difference
Experience Makes a Difference

Number of Years CI has been in Place Where Senior Leaders Head the Group

Number of Years CI has been in Place Where Managers Head the Group

12.0

25.0

23.0

10.0

20.0

10.0

20.0

8.0

15.0

Years in Place

Years in Place

6.0

5.0

5.0

10.0

9.5

10.0

3.5

4.0

7.0

5.0

2.0

5.0

2.0

1.0

1.0

1.0

0.2

0.5

0.0

0.0

I

A

B

M

F

N

P

Avg.

C

E

J

H

G

O

L

Avg.

key idea 4 experience makes a difference
Key Idea #4: Experience Makes a Difference
  • Leverage Staff Experience
  • Staff the CI Team Accordingly
  • Outsource CI Strategically
typical experience levels of ci professionals
Typical Experience Levels of CI Professionals

On average, professionals in the CI field have 5.6 years of CI experience.

12

10

10

10

10

10

8

Experience (in years)

6

5.6

5

5

5

5

5

4

4

3

3

2

2

2

0

M

B

C

F

N

E

G

I

L

P

A

D

H

O

Average

typical experience levels of ci new hires
Typical Experience Levels of CI New Hires

12

10

8

6

4

2

0

A typical new hire in the CI field has 3.7 years of experience.

10

Experience (in years)

5

5

5

5

5

3.7

3

3

3

3

3

2.5

1.5

1

0

D

F

C

A

G

I

J

L

N

B

E

H

O

P

M

Average

traits of successful ci analysts
Traits of Successful CI Analysts

81%

81%

63%

63%

60%

56%

56%

31%

6%

6%

6%

6%

100%

0%

20%

40%

60%

80%

Communication and analytical skills rank tops among traits of successful CI employees, according to survey results.

Communication skills

Strong analytical thinking

Strong intuition

Data oriented

Strategy oriented

Innovative

High ethical standards

Persistence

Leadership

Dedication

Market research experience

Inquisitive

Percentage of Companies

average number of ftes in ci
Average Number of FTEs in CI

7

6

6

5

5

5

5

4

4

3

3

3

2.7

3

2

1.3

1

1

1

1

0.5

1

0

0

I

B

N

A

F

H

G

J

L

M

C

O

E

P

D

Average

Because CI groups outsource a great deal of work, they run their departments with a relatively low number of FTEs.

Full-Time Equivalents (FTEs)

slide27

Percentage of Companies that Outsource Data Analysis

Three-quarters of survey participants prefer to conduct their competitive intelligence analysis in-house as opposed to using a third-party.

% of companies conducting data analysis in-house

% of companies that outsource data analysis

25%

75%

voice of ci the value of ci
Voice of CI – The Value of CI

“Obviously, the focus on competitors is a unique purview of CI. CI has the greatest potential to see where competitors are going.”

- Interviewed Director of Competitive Intelligence

four tenets of ci
Four Tenets of CI

Set Your Goals

Stay On The Ball

Get Top-Level Support/Buy-in

Communicate Successes

thank you
Thank You!

4711 Hope Valley Rd, Suite 205

Durham, NC 27707

Tel: (919) 433-0214

Fax: (919) 433-0220

Email: elio_evangelista@cuttingedgeinfo.com