Presentation on theme: "Marketing Management Introduction to Intelligence Paul Dishman, Ph.D. Department of Business Management Marriott School of Management Brigham Young University."— Presentation transcript:
Marketing Management Introduction to Intelligence Paul Dishman, Ph.D. Department of Business Management Marriott School of Management Brigham Young University Lecture 7
Paul Dishman, Ph.D. Marketing Management How do you get to be competitive? Out-think and out-perform the competition Proactive, offensive actions –reduce decision uncertainty –spot new threats –monitor competitive initiatives –exploit competitive vulnerabilities
Paul Dishman, Ph.D. Marketing Management Intelligence and Competition “In a competitive world whose companies have access to the same data, who will excel at turning data into information and then analyzing the information quickly and intelligently enough to generate superior knowledge?” former Chair -Max Hopper, former Chair “Scale is not all positive in this business. Cleverness is the positive in this business.” - Bill Gates, 1993
Paul Dishman, Ph.D. Marketing Management What is Competitive Intelligence? “Competitive Intelligence is… a systematic & ethical program for gathering and analyzing information about your competitors’ activities and general business trends to further your own company’s goals.” Larry Kahaner, 1996
Paul Dishman, Ph.D. Marketing Management What is Competitive Intelligence? Any intelligence product or process that makes you more competitive Includes –marketing intelligence, business intelligence, competitive technical intelligence, competitive financial intelligence, competitor intelligence, competitive analysis, etc. Converting information into actionable intelligence
Paul Dishman, Ph.D. Marketing Management What is Competitive Intelligence? Internal External Strategic Tactical Operational SourcePurposeTarget Qualitative Quantitative End Product Process Project-based On-goingCompetitors Customers Suppliers Relationships Environmental Individuals Multi-disciplinary
Paul Dishman, Ph.D. Marketing Management Where does CI fit in the Firm? Operations Research - production - audits - benchmarking - etc. Technical Research - R&D - IP - competitors - etc. Market Research - products - customers - competitors - etc. Company Research - suppliers - customers - competitors - relationships Business Intelligence Competitive Intelligence Environmental Research - legal/political - competitive - demographic - etc.
Paul Dishman, Ph.D. Marketing Management Model of CI AnalysisCommunicationDecision Planning and Focus Collection Intelligence Process and Structure Organizational Awareness and Culture Calof & Dishman 2000
Paul Dishman, Ph.D. Marketing Management Essence of CI CI is legally gathering available information Not James Bond, more like “Sherlock Holmes meets Bob Woodward” Systematic, ethical research approach to knowledge acquisition Virtually everything you need to know is available, albeit hard to find Collection techniques, analysis mentality, decision makers
Paul Dishman, Ph.D. Marketing Management The State of CI in Industry 22% of Fortune 500 have CI divisions 80% less than 10 years old P&G, Cisco, Motorola, Shell, AT&T, Lucent, Dow, Kodak, 3M, Quest, IBM, intel… Baldridge Award Winners: 7 of last universities in US including: –BYU, Wharton, UCLA, U. Pitt., Drexel, AGSIM, Indiana, Tennessee, Mercryhurst, Idaho State
Paul Dishman, Ph.D. Marketing Management Applications of CI New product introductions Changes in market conditions, structure Actions of competitors Industry trends (and lessons) Acquisition targets New technologies, processes, IP Benchmarking Supplier evaluation Negotiation preparation Talent searches
Paul Dishman, Ph.D. Marketing Management 6,000 members 2,500 attendees to annual conference March 8-9, 2001, Seattle 57 Information vendors Membership is highly recommended Student dues only $25.00
Paul Dishman, Ph.D. Marketing Management SCIP Overview Educational seminars & conferences throughout year Refereed journal of competitive & business strategies (Competitive Intelligence Review), a quarterly magazine of CI issues, a monthly Actionable Intelligence newsletter, on-line Membership Directory Supports the research and publication of materials on competitive & business strategy. 30 world-wide chapters
Paul Dishman, Ph.D. Marketing Management Competitive Intelligence Review
Paul Dishman, Ph.D. Marketing Management For more info:
Paul Dishman, Ph.D. Marketing Management Other groups with interests in CI American Marketing Association Academy of Management Special Libraries Association International Association of Law Enforcement Intelligence Analysts American Accounting Association Account Management Association
Paul Dishman, Ph.D. Marketing Management CI Requires… Research and Investigation Intensive Reading Group Effort –Analysis Capability –Multi-disciplinary: marketing, management, finance, accounting, information systems, law, policy, science, math, products, psychology, etc. –Multi-talented Dogged determination
Paul Dishman, Ph.D. Marketing Management What tools do we really need? Analytical Tools Boston Consulting Group Grid SWOT Analysis DuPont Analysis Bayesian Analysis etc. Intuitive Insight Pattern matching Exception Identification Complexity Reduction Contextual Apperception etc.
Paul Dishman, Ph.D. Marketing Management What is needed for Management? Experience(you) Personal Insights(you) Intuition(you) Tools(BBA) Which of these are more important? Do you hire content expertise and train to analyze or hire intuitive thinkers and train content?
Paul Dishman, Ph.D. Marketing Management Summary Very little investment to gain great rewards Opportunity to gain short-term “good” business Opportunity to gain long term competitive advantage Necessary resource for Strategic Planning Enhances the learning of the entire organization Creates a sense of constant competition