Competitive and Market Intelligence DYI Introduction James F. Trocmé © EDIC James Trocme, 2016

The Challenge: Managing Complexity on the Surface, While Looking vs The Challenge: Managing Complexity on the Surface, While Looking vs. Seeing Below Economic & business landscape changes create overlapping shorter planning horizons. Need to account for competition from all areas, not only traditional competitors… Tools, current processes and Ad hoc creative improvisation will only get you so far. If intelligence function is stable and running. Is it mature enough for needs? How to improve capabilities and maturity for strategic / tactical intelligence needs. Fine-tuning the process and refining the scope. Much of the information needed is there. It is often difficult and time consuming to pull together. Lack of structured cross-functional information flow. Underdeveloped or no collaborative processes. Folks sitting on it and not sharing The classic scenario: “8 calls & 12 emails later maybe we can put something together” Knowledge & intelligence if unmanaged are duplicated, worse unused… Process comes before tools … poor process will fail even with good tools © EDIC James Trocme, 2016

Process is the foundation to refine Scope & Select Tools/Services Conventional CIMI Approaches (When/If They Exist) Means/Methods/Sources Business Journals Trade Publications Online Trade Shows Industry Associations Brochures Web Searches Surveys (generic / commissioned) Focus groups Service Providers Process is the foundation to refine Scope & Select Tools/Services Typically few resources, sources, data, “secret weapons” on tap. Subscribe, investigate, dig, sort, cross reference, collect, etc. Follow a 6 step process loop : Identification (problem, challenge, issue, question,…) Collection (gathering) Synthesis (sifting, sorting, classifying,…) Analysis (understanding and making sense of…) Conclusions & interpretations (what it means / what we think it means) Dissemination (communicating) Objective to help clarify scope: Address “What”, “When”, Why” & “So what” questions Report what is learned (good or bad or neutral ) Look as far forward as possible (Probable, Possible, Plausible, too far out) Most companies do some of this formally or informally, fewer do it all, in a well structured and deliberate way. Hence struggling to derive actionable intelligence. © EDIC James Trocme, 2016

Organize and Structure Data into Actionable Intelligence Information Flows, Silos and Operational Process Bottlenecks Make Scope Confusing Organize and Structure Data into Actionable Intelligence Too few make optimal use of all. No 360 degree view, no or poor dash-boarding. Multiple portals and incompatible or poorly integrated BI platforms Formal & Semiformal Inputs Executive Inputs Decision & Actions Informal Inputs © EDIC James Trocme, 2016

CIMI From Consumer to Prosumer. : Learning to Work Smarter CIMI From Consumer to Prosumer*: Learning to Work Smarter. Where are you? Process Building and Maturation Curve Your Company Low Organizational IQ High Organizational IQ 10% 20% 20% 20% 20% 10% Collection Individual learning Need to know Management control of content Exchange Learn collectively Transparency (trust) User control of content EVOLUTION Based on study by Common Knowledge Associates (2008) And Dr. Karl Albrecht - Organizational Intelligence & Knowledge Management: Thinking Outside the Silos © EDIC James Trocme, 2016 * Proactive consumer and collaborative producer

Developing Your Competitive and Market Intelligence Strategy Where do you want to be? Identify and Develop Your Hidden In-House Capabilities Build a Knowledge Management Process To Meet Your Needs Efficiently Manage Market Research and Intelligence Platform and Solution Vendors Contact Web Site © EDIC James Trocme, 2016