Case: Taking an Existing Intelligence Operation to the Next Level Jens Thieme Head of Market and Competitive Intelligence

The need for improvements CI function was created in corporate marketing & sales consulting group, lead in: ◦Global intelligence system (GIA) ◦Methodologies, practices, consulting ◦Centralized procurement & dissemination, processes Hybrid solution with actual research & analysis done in BU‘s ◦Accelerated need to fill skill gaps ◦Improved awareness created additional tools and activities ◦Further integration with other best practice solutions - page 2

Turning the reality check into a mandate Translation of MI Framework into questions Visualize results and provide options Obtain real-world feedback Obtain mandate and put into action  

1. Prepare executives to take their own view Integrating the MI organization and the external Partner to support the key decision- making processes. Steering group guiding the MI efforts. Establishing a MI Network with dedicated MI resources in BUs. Non-core MI activities outsourced to an external Partner. Access to localized primary info. A fully dedicated person to manage MI who coordinates activities. Centralized internally or externally resourced information collection and basic analysis activities. One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers. No resources dedicated to MI. Individuals conducting MI related activities on a non-structured basis. CI Organization MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad-hoc process that is putting out fires. Uncoordinated information purchases. CI Process Personalized alerts, commentary and scheduled analysis. Custom analysis and workshops integrated with the key decisions. Personalized alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Newsletters, structured reports, and profiles. Newsletters and ad-hoc deliverables. Ad-hoc deliverables quickly put together from scratch. CI Deliverables Web-based MI Portal with intelligence process support and widely used collaboration features by the end users. Web-based MI Portal with fully integrated external/internal content production and alerts to end-users. Web-based MI Portal with structured access to relevant publically available information such as news, reports and profiles. s for communication. Use of basic corporate intranet for centrally posting MI deliverables. s for communication and shared folders on server for archiving. CI Tools Culture supporting MI in a comprehensive way. CEO sings the MI gospel. Participation of people to MI production increasing. Top management supports MI and are engaged personally. MI awareness medium/high and shared view of its importance. Information sharing encouraged in the culture. Some awareness of MI, but overall culture still neutral to MI. No understanding of the role and benefits of systematic and continuous Market Intelligence. CI Culture Future-orientation with focus also outside the current micro business environment. In-depth scope with going deeper into the specific topics and issues within the BUs and Functions. General scope with trying to cover the current business environment comprehensively. Limited scope with trying to get some quick wins. Often focus on just competitors or customers. No focus determined. Ad-hoc needs drive the scope. CI Scope 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters”) Level Re-formulate into questions Construct online survey Using internal language and known tools to ask how management experiences current solutions.

2. Collect feedback from CI users 100 marketing executives provided their feedback about how they experienced the current CI function.

3. Visualize own development state Integrating the MI organization and the external Partner to support the key decision- making processes. Steering group guiding the MI efforts. Establishing a MI Network with dedicated MI resources in BUs. Non-core MI activities outsourced to an external Partner. Access to localized primary info. A fully dedicated person to manage MI who coordinates activities. Centralized internally or externally resourced information collection and basic analysis activities. One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers. No resources dedicated to MI. Individuals conducting MI related activities on a non-structured basis. CI Organization MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad- hoc process that is putting out fires. Uncoordinated information purchases. CI Process Personalized e- mail alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Newsletters, structured reports, and profiles. Newsletters and ad-hoc deliverables. Ad-hoc deliverables quickly put together from scratch. CI Deliverables Web-based MI Portal with intelligence process support and widely used collaboration features by the end users. Web-based MI Portal with fully integrated external/intern al content production and alerts to end-users. Web-based MI Portal with structured access to relevant publically available information such as news, reports and profiles. s for communication. Use of basic corporate intranet for centrally posting MI deliverables. s for communication and shared folders on server for archiving. CI Tools Culture supporting MI in a comprehensive way. CEO sings the MI gospel. Participation of people to MI production increasing. Top management supports MI and are engaged personally. MI awareness medium/high and shared view of its importance. Information sharing encouraged in the culture. Some awareness of MI, but overall culture still neutral to MI. No understanding of the role and benefits of systematic and continuous Market Intelligence. CI Culture Future- orientation with focus also outside the current micro business environment. In-depth scope with going deeper into the specific topics and issues within the BUs and Functions. General scope with trying to cover the current business environment comprehensivel y. Limited scope with trying to get some quick wins. Often focus on just competitors or customers. No focus determined. Ad-hoc needs drive the scope. CI Scope 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators ”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters” ) Level 18%34%38%3%7% 52%31%7%4%6% 4%43%40%10%3% 34%28%26%7%6% 3%57%32%5%1% 37%48%8%3%4% Comparison to best practice supported the gap analysis. Options were offered Consequences & budgets Pre-requisites & timing

4. Management decided development direction Integrating the MI organization and the external Partner to support the key decision- making processes. Steering group guiding the MI efforts. Establishing a MI Network with dedicated MI resources in BUs. Non-core MI activities outsourced to an external Partner. Access to localized primary info. A fully dedicated person to manage MI who coordinates activities. Centralized internally or externally resourced information collection and basic analysis activities. One person appointed as responsible for MI. Increasing coordination of MI work in the company. Loose relationships with external info providers. No resources dedicated to MI. Individuals conducting MI related activities on a non-structured basis. CI Organization MI is integrated with the key business processes and utilized in key decisions. Future oriented analysis being conducted with an early warning capability. Complete market monitoring and advanced analysis process established with targeted communication of the MI outputs to key people. Secondary information complemented with some primary collection of info. Basic centralized analysis done with limited scope. Needs analysis made. Establishing information collection from secondary external sources. Little or no analysis. Reactive ad- hoc process that is putting out fires. Uncoordinated information purchases. CI Process Personalized e- mail alerts with relevant news and reports. Scheduled deep-dive analysis and presentations for targeted audience. Newsletters, structured reports, and profiles. Newsletters and ad-hoc deliverables. Ad-hoc deliverables quickly put together from scratch. CI Deliverables Web-based MI Portal with intelligence process support and widely used collaboration features by the end users. Web-based MI Portal with fully integrated external/intern al content production and alerts to end-users. Web-based MI Portal with structured access to relevant publically available information such as news, reports and profiles. s for communication. Use of basic corporate intranet for centrally posting MI deliverables. s for communication and shared folders on server for archiving. CI Tools Culture supporting MI in a comprehensive way. CEO sings the MI gospel. Participation of people to MI production increasing. Top management supports MI and are engaged personally. MI awareness medium/high and shared view of its importance. Information sharing encouraged in the culture. Some awareness of MI, but overall culture still neutral to MI. No understanding of the role and benefits of systematic and continuous Market Intelligence. CI Culture Future- orientation with focus also outside the current micro business environment. In-depth scope with going deeper into the specific topics and issues within the BUs and Functions. General scope with trying to cover the current business environment comprehensivel y. Limited scope with trying to get some quick wins. Often focus on just competitors or customers. No focus determined. Ad-hoc needs drive the scope. CI Scope 5. World Class CI (“Futurists”) 4. Advanced CI (“Managers”) 3. Intermediate CI (“Coordinators ”) 2. Basic CI (“Beginners”) 1. Informal CI (“Firefighters” ) Level 18%34%38%3%7% 52%31%7%4%6% 4%43%40%10%3% 34%28%26%7%6% 3%57%32%5%1% 37%48%8%3%4% Improvement program for next 18 months was defined and agreed. Firm mandates for: Process improvements Network extension Communication vehicles Sponsorship initiatives Pricing intelligence Planning templates Toolkits, Guidance …

Measure and improve The MI Framework structured our intelligence improvement program Repetition establishes measurability & accountability It can be used for several development phases of an entire CI function over several years and development cycles - page 8