Market and Competitive Intelligence Solution- Redefining CI/MI Paradigms

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The Four Rules
Market and Competitive Intelligence Solution-
Redefining CI/MI Paradigms
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Table of Contents

• Introduction
• 4 Rules ABCT to face the competitive challenges
  of 2020s
• Challenging assumptions (A)
• Identification of Blind-Spots (B)
• Cultural intelligence (C)
• Timeline analysis (T)
• Conclusions and takeaways

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Introduction

• Overview How technology-driven competitive
  advantage is leading businesses to growth

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Introduction
The future belongs to those who see external
threats before they become obvious to others

• The organizations need to recognize, prioritize,
  and adapt to the range of real external threats
  that now impact competitive advantage.
• Actively monitoring external threats is not a new
  concept in the business landscape, rather its use
  cases are available around us for ages.
• In the world of sport, scouts are employed to
  spot precocious talent as well as monitor their
  rivals
• A merchant shipping captain has a team not only
  to keep an eye on the internal instrumentation
  and numbers but also to keep a 24 x 7 eye on the
  horizon for danger.
• Risk assessment is deeply engrained in all
  military leaders.
• Governments have their eyes and ears on the
  ground in countries around the world.
• Employees are taught to consider the 3 Ps of
  people, process, and platform but it would not be
  able to work unless leadership teams see an early
  warning radar as an investment rather than a cost.

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Four Rules ABCT to face the challenges of 2020s

• Challenging assumptions (A)
• Identification of Blind-Spots (B)
• Cultural intelligence (C)
• Timeline analysis (T)

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Challenging assumptions (A)
An internal market analyst should be expected to
challenge internal assumptions that are not
robust. The analyst needs to be skeptical by
nature.
From the 3 Ps, we can add Four Rules ABCT to
face the challenges of 2020s
Identification of Blind-Spots (B)
It is rightly said - We do not know what we do
not know. An empowered analyst needs to minimize
the frequency and nature of a surprise.
Cultural intelligence (C)
Moving from SWOT to TOWS is the future of
competitive intelligence. TOWS, is a more
powerful way of thinking.
Timeline analysis (T)
Following competitor actions and analyzing the
timeline of events is where most organizations
fail.
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Challenging assumptions (A)
It is imperative for an internal market analyst
to challenge the internal mainstream assumptions

• The best way for the analyst is to combine both
  primary and secondary intelligence.
• The analyst needs to critically analyze each
  insight according to the market research.
• The role of a technology-driven market
  intelligence system is crucial here.
• The competitive market intelligence platform
  easily accesses relevant data for giving evidence
  to challenge data insight.
• But to solve this crucial purpose, appropriate
  budget needs to be allocated by the management
  and strategy team to report facts that support
  quality decision making.
• The All England Club (who runs the Wimbledon
  Tennis Championships) invested 1.5m per annum in
  a virus-related insurance clause. Wimbledon
  Tennis now benefit from this clause that is set
  to be worth over 100m. In hindsight, the early
  signals of the pandemic did exist. How easy would
  it have been for a manager of the All England
  Club to cancel their 1.5m insurance premium
  citing cost as an excuse?

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Identification of Blind-Spots (B)
It is rightly said - We do not know what we do
not know.

• Nowadays, the leaders in the industry are
  recognized by their preparedness for the alarming
  circumstances.
• Businesses need to know threat before they are
  born to stay up in the race of competitive
  industries.
• With the strides of AI /machine learning
  accompanied with human intelligence,
  organizations now leverage technology to gain
  actionable insights and minimize the chances of
  surprise in case of negative impacts to
  businesses.
• Organizations pursuing to level up need to invest
  in their processes and market intelligence to
  build efficient early warning systems that
  captures and shares relevant industry information
  throughout their enterprise.
• Employees should be encouraged to challenge and
  raise red flags when further investigation is
  required.

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Cultural intelligence (C)
Moving from SWOT to TOWS is the future of
competitive intelligence

• Market analyst are taught SWOT but a better model
  is the one which identifies external risks first.
  So, TOWS is more powerful way of thinking.
• The key is to always be skeptical of the
  analytics and the data you get hold of.
• But the challenge of the time-pressured insight
  teams is to examine their ever-changing
  environment to assess the level of change.
• This produces a gap in understanding of the
  competitors business culture and reporting it to
  senior leaders without deference to hierarchy.
• So, to nullify such prejudices in the system,
  there is need for Cultural Intelligence to
  correctly identify mistakes and deploy win-loss
  analysis.

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Timeline analysis (T)
Following competitor actions and analyzing the
timeline of events is where most organizations
fail.

• Mostly organizations are blind-sided by a direct
  rival achieving the necessary licenses and/or
  reimbursement to go to market quicker than one
  could possibly imagine.
• Organizations not equipped with risk management
  techniques and data are often taken by surprise
  when a competitor launches a radical innovation
  or similar development takes place which was not
  foreseen by analyst.
• Timeline analysis with other strategic measures
  of decision-making is a necessary step.
• Such requirements become the cause for leading
  organizations across industries to connect with a
  reputed market and competitive intelligence
  company and leverage their technology to minimize
  or eliminate these risks.

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Conclusions and takeaways
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• The buy-in for using market and competitive
  intelligence platform is supposed to come from
  senior management team who understand the
  importance of risk management from market
  analytics.
• Competitive analysis results in saving cost from
  substantial error of judgement.
• Many senior strategist present cases where
  secondary monitoring capability helps them save
  and fix from multi-million-dollar mistakes.
• Such leaders also consider these 4 rules (ABCT)
  as criterions of connecting current intelligence
  to find new alliances, new partnerships,
  innovations, and new opportunities to grow
  further.

Key takeaways
Competitive Market Intelligence as a capability
optimizes the efficiencies of the organization
and supports better internal decision making
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