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COMPETITIVE INTELLIGENCE and COMPETITIVE ABILITIES of ENTERPRISES

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COMPETITIVE INTELLIGENCE and COMPETITIVE ABILITIES of ENTERPRISES EKONOMIKA A MANAGEMENT COMPETITIVE INTELLIGENCE AND COMPETITIVE ABILITIES Of ENTERPRISES Miroslava Brazdilova Abstract: This contribution deals with a method used for increasing competitive abilities of enterprises. It is called competitive intelligence and is used in western countries for quite a long time. Competitive intelligence (CI) is based on acquisition of open information sources, their analysis and using its conclusions to planning and to support decision making. A big emphasize is on mining public information sources which have to be collected only by legal ways. Final/y, contribution points out to problems connected with CI implementation. Reasons leading to unsuccessful practising this method could be inappropriate specification of information needs, reluctance to communicate information and inefficient information flows. Key words: competitive intelligence, CI cycle, competition, competitive ability, information sources 1. Introduction meaning. However, the definition of competitive intelligence implies that information becomes In the age of fundamental and accelerated competitive intelligence once it is analyzed and changes characterized by globalization, turbu­ provides implications for strategic planning and lence and complexity are companies forced to decision-making. To many executives, competitive face increasing number of competitors entering intelligence seems to be nothing more than what new markets. Boundaries that once separated marketing or market research departments have competitors are evaporating and the companies been doing for years [9]. don't hesitate to cross industrial or geographic According to Hoffman [6] GI has two meanings: borders [5]. Many firms are finding that the only it's both a process and a product. The process is way to grow is by taking market share from the the methodical acquisition, analysis, and evaluati­ competition. Pressures from competitors, chan­ on of information about competitors, both known ging customer needs, and the macroeconomy and potential. The product is useful information - continuously confront businesses, requIring information that enables managers to make infor­ them to constantly evaluate and change their stra­ med decisions about everything from marketing tegic goals [4]. Competitive intelligence is a key and R&D to long-term business strategies. Good subarea of knowledge management, which could CI doesn't just provide data; it suggests a course lead these companies to successful acquisition of action or warns of a potential problem. of relevant information and transform them into The expression "Competitive Intelligence" is strategic knowledge. not the only one and it is not accepted automati­ cally into other languages [12]: 2. What Is CI • instead of using "Competitive Intelligence" it Competitive intelligence (CI), as formally de­ is often used "Business Intelligence" (81) in fined by the Society of Competitive Intelligence the USA, but Business Intelligence in a larger Professionals (SCIP), is a systematic and ethical sense involves also Knowledge Management process for gathering and analyzing information (KM); about the competition's activities and general bu­ • the French use only "Intelligence Economi­ siness trends to further business' own goals. que". Many people have the misconception that infor­ mation equates to intelligence. Information in its Barson [1] says it concisely: competitive in­ purest form is raw data that is free of context and telligence at work is having your finger on the EKONOMIKA A MANAGEMENT pulse of the marketplace and knowing what your The major focus of strategic intelligence is on competitors are doing so you can prepare a coun­ the future. Its goal is to give a company a view ter-move. of its total environment - competitive, regulatory, and political. 3. CI and its Variations It was and sometimes still is variously called com­ 3.2 Competitor Intelligence petitive intelligence, business intelligence, corpora­ Competitor intelligence is the use of public te intelligence, competitive information, commercial sources to locate and develop data that are then intelligence, etc. Most practitioners have settled on transformed into information about competitors, one term: competitive intelligence. their capabilities, current activities, plans, and Under whatever name, CI consists of two overall intentions. facets. First is the use of public sources to deve­ Competitor intelligence is most often found lop data on competition, competitors, and the mar­ providing assistance to strategic planning opera­ ket environment. Second is the transformation, by tions or to the operating managers within strate­ analysis, of those data into information. gic business units. Today, however, there are at least four separate Competitor intelligence usually helps answer types of intelligence which are all related to CI and a wide variety of key business questions, inclu­ which we view as subsets (subarea) of CI. They ding ones such as these: are strategic intelligence, competitor intelligence, • Who are our competitors right now? Who are technical intelligence, and market intelligence [8]. our potential competitors? • How do our competitors see themselves? 3.1 Strategic Intelligence How do they see us? Are they right? Strategic intelligence is competitive intelligence • What are the short-term and long-term trends provided in support of strategic, as distinguished in our industry? How have our competitors from tactical, decision making. This means provi­ responded to them in the past: How are they ding the highest levels of management informa­ likely to respond to them in the future? tion on the competitive, economic, and political • What patents or technology have our compe­ environment in which companies operate now titors or potential competitors recently obtai­ and in which they will operate in the future. ned? What do those innovations mean to us? Strategic intelligence typically supports those in • How and where are our competitors marke­ senior management, that is, those who make and ting their products and services? What is then execute overall strategy. Its most common ap­ their rate of success? What new directions plications are in the development of the following: will they probably take? • Strategic (3-5 year) plans; • What markets or geographic areas will (or • Capital investment plans; will not) be tapped by our competitors in the • Political risk assessment; future? • Merger and acquisition, joint venture, and cor­ • Can our market and geographic sectors re­ porate alliance policies and plans; spond to changes in pricing, delivery terms, • Long-term research and development (R&D) or warranties? Will they? planning. • What are our competitors' overall plans and goals for the next two to five years in the Strategic intelligence usually focuses on the companies where currently compete with us? overall strategic environment. To develop the What are their plans and goals for their other appropriate strategic intelligence, analysts must companies and how will those affect the way focus on many critical factors, such as techno­ they run competing companies? logy trends, regulatory developments, and even political risks. Competitor intelligence's time horizon typically The time horizon of interest typically runs from runs from six to twelve months in the past to one two years in the past to five to ten years in the year in the future. future. - ---- --- -------- EKONOMIKA A MANAGEMENT 3.3 Market Intelligence • Current manufacturing methods and proces­ ses in use. Market intelligence is intelligence developed e Key patents and proprietary technology being on the very current activities in the marketplace. used by or being acquired by competitors. In a real sense, market intelligence is a child of • A competitor's access to, use of, and depen­ the computer age's support for the detailed ana­ dence on outside technology, as well as its lysis of retail consumer goods sales. need for new technology. It could help: o The size and capabilities of competitors' re­ Find out that a product promotion is less search staff. successful than anticipated, and immediately o Types and levels of research and development respond to change a promotion that is not being conducted by competitors, as well as working or to intensity one that is working. estimates of current and future expenditures • Determine what other promotions competitors for research and development. are running against yours - and where - and • What does technical intelligence focus on? respond appropriately. • "Test" product linkages by seeing if custo­ Technical intelligence's practitioners see it as mers buying your products also buy another having a slight overlap with both competitor and one very frequently and cross-promote your market intelligence, particularly with respect to products. its interest in suppliers and customers. However, • Who and what does market intelligence serve? instead of dealing with market trends, TI is usually primarily focused on technology trends and scien­ The primary customers of market intelligence tific breakthroughs. Technical intelligence practi­ are usually marketing departments and the sales tioners have argued that technical intelligence, in force. To a lesser degree, market intelligence fact, should focus more on opportunities for the' serves market planning by providing retrospe­ firm than it should on threats to the firm. Techni­ ctive data on the success and failure of our own cal intelligence's time horizon typically runs from sales efforts.
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