Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 COMPETITIVE INTELLIGENCE AT

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 What is C.I.? It is the art of locating, collecting, processing and storing information to be made available at all levels of the firm with a view to shaping its future, but also protecting its present against competitive threat. It is legal and respects a code of ethics. CI is the transfer of knowledge from the environment to the organization with respect of established rules.

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 What is C.I.? CI is a mind set and a set of processes that take information on the company’s competitive environment and transform it into timely, relevant, accurate and actionable knowledge.

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 What is C.I.? A system of linked and interdependent activities : Marketing Intelligence Marketing Intelligence Strategic Societal Intelligence Strategic Societal Intelligence Competitor Intelligence Competitor Intelligence Technical & Technology Intelligence Technical & Technology Intelligence

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 IBM C.I. Knowledge is becoming the most vital resource for companies and a major focus lays on including CI as a part of the corporate strategy. IBM focuses on CI and not on Technical and Technological Intelligence. CI units work in collaboration with the Marketing Intelligence units. CI, together with the Marketing Intelligence unit, IBM is able to take advantage of both competitors and customers information.

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 What is IBM? IBM is the world's largest computer company. It makes software PCs, mainframe and server systems, notebooks, microprocessors, and peripherals, among its thousands of products. IBM's growing services business, the largest in the world, accounts for about 35% of sales. Headquarters: New Orchard Rd., Armonk, NY IBM operates in more than 150 countries.

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 C.I. at IBM CI at IBM is organized from the top – down, from the corporate level which centralizes information coming from the whole network. There is one person responsible in each of the three continents and manages the information for the region. IBM Europe is divided into 5 different regions

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 C.I. at IBM IBM’s main competitive advantage is its CI powerful network due to the size of the company. IBM trains its emloyees on CI

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 C.I. at IBM CI at IBM Europe was developed in 1993 for two main reasons: Arrival of strong competitors Self confidence due to a long leadership

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 C.I. at IBM Objectives To be ahead of the competitors using their ideas. To continue developing their technology. To beat competition on their market.

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 IBM’s Core Competence's HardwareSoftware Services IBM Global Financing

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 IBM’s competitors Y Amdahl Y BEA Systems Y Bull Y Canon Y Cap Gemini Y Compaq Y Computer Y Associates Y Computer Sciences Y Dell Computer Y EDS Y Fujitsu Y Gateway Y Getronics Y Hewlett-Packard Y Hitachi Y ICL Y Intel Y KPMG Y Lexmark Y International Y Microsoft Y Motorola Y NEC Y NTT DATA Y Novell Y Oki Electric Y Oracle Y PricewaterhouseCoopers Y SAP Y SGI Y Sapient Y Siemens Y Sun Microsystems Y Taiwan Semiconductor Y Texas Instruments Y Toshiba Y Unisys

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 Sources of Information Database for CI Monthly memos / news letters (by subscription) ConferencesPress articles

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 IBM: Goal of C.I. Data, Knowledge, Information & Intelligence ACTION IBM’s goal is to analyze and treat the information so that it can be used to make the right strategic decision at the right time (before the competitors or as an offensive tactic to a competitors positioning.

Daniel ROUACH, Professeur à l’ESCP-EAP BD: CIIBM1 Analysis Process CAPTURE Gathering data and Information DETECTION Detecting specific indicators PERCEPTION Perceiving the signaling capacity of indicators INTERPRETATION Deriving inferences from indicators ASSESSMENT Assessing implications for the focal firm, the competitor and the competitive context