Building a CI platform
-
Upload
marcel-brussee -
Category
Business
-
view
206 -
download
0
Transcript of Building a CI platform
Building a CI Platform: Ivory Tower or Direct
Democracy?Marcel Brussee
Competitive Intelligence Consultant
Agenda Overview Key Factors for a Speedy and Successful
Implementation Briefing Proposals Supplier selection Selected platform Deliverables and time line Costs Conclusion, lessons learned
Overview How it began
◦ Backgrounds & origins Briefing (RFP)
◦ Summary of identified requirements Platform/Supplier selection
◦ Specialised help◦ What to expect
Quick Start◦ Build up a global intelligence program in less than
one year
How it began Backgrounds & origins
◦ Identified backlog in information supply Continuous market updates needed Uneasy feeling our competitors may be 5 years
ahead Surprised by patent registrations
◦ Assignment Desire to close the gap Eagerness to return to leadership position
Competitive Intelligence solution
“A systematic program for gathering and analysing information
about your competitor’s activitiesand general business trends
to further the company’s goals.”
Key Factors for a Speedy and Successful Implementation1
Budget Dedicated staff member Tools follow products (content) follow needs
(KITs) follow stakeholders’ definition Sponsors Internal network Communications Big egos need not apply Quality control Key account management
1 Christian Frey – Creating a Lean CI Department in Just 18 Months, June 2011
Briefing (RFP) Summary of identified requirements
◦ Top down definition of◦ Key Intelligence Topics
Timing Budget Deliverables
Briefing (RFP) - details Business Objectives:
◦ “Close the gap in information collection and analysis to create insights for our (executive) management. Recent developments have made us realise that we have lagged in our market focus, and need to quickly polish up our competitive insights.”
Briefing (RFP) - details Research Objectives:
◦ A structured competitive monitoring (mandatory part) Competitive products Importance of attributes of competitive appliances (Dis)Satisfaction on innovation level Our comparison against the competition Which competitor is most threatening
◦ Continuous updates on what is going on in our market(s)◦ Technological developments◦ IP issues that may threaten our competitive advantage◦ New products in development◦ General developments in (future) products use
Briefing (RFP) - details Timing:
◦ Proposal expected within 2 weeks◦ Platform/Supplier selection within 1 week◦ Contract negotiations, agreement and signing
within 1 week◦ Project design within 2 weeks◦ First tangible results within 2 weeks◦ First “finished” product within 6 months
Briefing (RFP) - details Deliverables:
◦ A research proposal was requested which: would provide evidence of understanding our research needs would demonstrate the appropriateness of the proposed
methodology would provide a detailed breakdown of costings, including
estimations of expenses would provide details pertaining to any subcontractors to be
involved would provide a detailed time schedule would details the staffing and other resources to be made available would provide an indication of costings for subsequent research in
the target markets.
Proposals Five suppliers were approached
◦ Price differences◦ Level of support◦ “Look and feel” of user interfaces
Three suppliers were shortlisted◦ External advice for final selection
Kurt Kobel (Phonak, past president SCIA) long time experience with multiple platforms as such well versed in estimating CI manager’s
needs
Supplier selection Based upon
◦ Superior understanding of company needs◦ Superior understanding of CI manager’s needs◦ Superior ability to deliver at requested extremely
short delivery times◦ Superior analysts support◦ Superior flexibility to switch to different platform
backbone if so desired
now:
We help you to…
We offer relevant, timely external intelligence that helps make the right decisions, efficiently. We call it Informed Leadership.
…stay aware of all developments in your business environment
…understand what these developments
mean for you
…decide on your optimal strategy for
success
www.m-brain.com
Summary of identified requirements
Competitive products
Market developments
Technology developments
Product use developments
Threatening IP issues
New products in development
Counterfeit / Piracy
Opportunities business model
What does the solution provide?
• Identifying and meeting intelligence needs
• Monitoring services• Strategic analysis• Intelligence software• Intelligence best
practices
CI Processes integrated with decision making
TIME SAVING:
50 users x 6h/month = 300 h/month
DIRECT MONTHLY MONETARY SAVINGS:
50€/h x 300h = 15,000€
Project Timeline
Preparation phase Setup phase MI Launch
January
April June
• Kick-off project
• Dashboard, • bi-daily
newsletter
Roll-out, Launch in sales offices, Add topics
Communication torest of company
• Competitor profiles
• Geographical markets defined
• Patent watch started up
Workshop higher mgt.
Workshops local mgt.
Definition additional stakeholders and their KITs
Level Year 1
Goal Year 2
Costs
License fees for software platform:Up to 50 users: monthly fee 1,500 EUR Up to 100 users: 2,500 EUR per month
Analyst fees: 5,000 to 10,000 EUR per month, depending on scope and deliverables after pilot phase
Remember:
TIME SAVING: 50 users x 6h/month = 300 h/monthDIRECT MONTHLY MONETARY SAVINGS: 50€/h x 300h = 15,000€
Conclusions, lessons learned (1) Briefing can be drawn up very quickly by
approaching the right people (Ivory Tower) If you have time, interview stakeholders
throughout the whole organization (Direct Democracy)
Suppliers response turned out to be extraordinarily quick
First results can be available in an amazingly short time frame
Selling the project should not be extremely difficult
Conclusions, lessons learned (2) Users’ habits die slowly, very slowly At least one dedicated user should allocate
(enough) time to elevate insights Identify at a very early stage which users do not
log into the platform Feed them the information directly until they do Integrate internal information sources & reports at
an early stage to promote the use of the platform At every interaction, ask the users what they have
learned from the information and how they intend to use it
Finally The platform was very well received The users are very appreciative of the
information provided… …but are reluctant to give up their habits of
keeping local information to themselves Active participation should be made
compulsory by the highest hierarchical manager
Ideally, the sales force should be included in the collection of data/information
Thank you for your attention!
Marcel Brussee◦ [email protected]◦ http://ch.linkedin.com/in/marcelbrussee
M-Brain◦ www.m-brain.com◦ Dorotheenstrasse 1◦ 45130 ESSEN
Carsten Gayer◦ Managing Director M-Brain◦ [email protected]