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CI Analysis – 5 Basic Types
There are a variety of different tools and approaches for
gathering intelligence and analyzing competitors. Jan Herring suggests
there are 5 basic types of intelligence analysis:
1. Preventing surprises to the organization by providing early warning
2. Supporting the decision-making process.
3. Competitor assessment and monitoring.
4. Intelligence assessments for planning and strategy development.
5. Analysis as a key part of the collection and reporting process. (1)
A 1998 SCIP
membership survey asked members what methods of analyzing CI information
were most used, and which Tools for Analyzing Information were rated most
effective:
[Percent using each tool]:
·
Competitor profiles: 88.9%
·
Financial analysis: 72.1%
·
SWOT analysis: 55.2%
·
Scenario development: 53.8%
·
Win/loss analysis: 40.4%
· War
gaming: 27.5%
·
Cojoint analysis: 25.5%
·
Simulation/modeling: 25%
Effectiveness of Analysis Tools
[Percent rating each tool extremely or very effective]
·
SWOT analysis: 63.1%
·
Competitor profiles: 52.4%
·
Financial analysis: 45.5%
·
Win/loss analysis: 31.4%
· War
gaming: 21.9%
·
Scenario development: 19.2%
· Co-joint
analysis: 15.8%
·
Simulation/modeling: 15.4%
Competitor profiles, Financial analysis and SWOT analysis are
the most popular and effective CI tools and therefore, will be featured throughout
the Competitive Intelligence Center (CIC). (2)
Words of Wisdom
"One of the tests of leadership is the ability to recognize
a problem before it becomes an emergency." - Arnold Glasgow
(1908-1970)
If you have any suggestions, comments or questions, please
contact The Competitive Intelligence
Center.
Acknowledgements:
(1)
Herring, J. (1996) “Creating the intelligence system that produces
analytical
intelligence” from The Art and Science of
business intelligence analysis (pp53-81).
(2) Source: Survey of SCIP membership conducted by The Pine
Ridge Group, Inc. and the T.W. Powell Company, 1998. 3) Prescott, John E.
(2001 John Wiley & Sons, Inc.) Proven Strategies in Competitive
Intelligence – Lessons from the Trenches, p216-239.
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