| Early warning can get very complex. One could be | | | | The issue is that "intelligence" we generate has to be |
| monitoring new emerging technology or a shift in | | | | competitive. The yardstick should be that each one of |
| consumer behavior. On the other hand, one could be | | | | us must be aware of the "consequence of our |
| monitoring existing competitors. But are we monitoring | | | | actions". |
| latent competitors or parallel competitors. | | | | The tools ci professionals use in collection and analysis |
| Why does a firm go in for low cost strategy option or | | | | of information to generate intelligence. We have to see |
| focused low cost option or broad differentiation option | | | | the world in various shades of grey rather than black |
| or focused differentiation option. What is the market? | | | | or whitemicro picture - competitive intelligence is a tool |
| A geographical area or a customer segment. Who is a | | | | for corporate warfaremacro picture - competitive |
| competitor? Existing, latent or parallel. Is the observe, | | | | intelligence is a tool for economic supremacy of the |
| orient, decide, act loop effective? | | | | nations. |
| Are there any backward integrations or forward | | | | Now we all know about private public partnership. |
| integrations? What about related diversification? Now | | | | Cold war is over? So what do we do? Hunt terrorists, |
| when we monitor competitors and we keep the | | | | which we are. |
| above in mind, we can identify the feasibility or | | | | But today nations compete for economic supremacy. |
| mergers or acquisitions to enter a emerging market or | | | | For economic supremacy of nations, each one of us |
| consolidation strategy. | | | | pools in the best resources. |
| Again market life cycle whether the market is in | | | | Collection of information - active intelligence - why is |
| fragmentation stage such as multiple customer | | | | defensive shield required? |
| segments or are we looking at consolidation. Further, | | | | When collection of information is done using the most |
| government regulations need to be monitored or lets | | | | feared and the revered tool: m.I.C.E. |
| say amendments. | | | | M - moneyi - ideologyc- compromisee- egoi believe |
| To top this we need to understand taxation structure, | | | | when extraction of information is done using m.I.C.E., |
| lets take for example mauritius float. Are competitors | | | | counter- intelligence, we find that the defense- shield is |
| re-positioning themselves or de-positioning us. | | | | vulnerable. |
| Then sift between the micro picture and macro picture | | | | Strategic secrecy's spin off is product / service |
| such as focus & re - focus and draw implications | | | | excellence. |
| and maybe generate early warning based on | | | | Whether we go in for a: |
| probability x impact analysis or move a level ahead | | | | 1. Broad differentiation strategy or |
| and predict. | | | | 2. Best cost strategy or |
| The reason competitive intelligence exist is because | | | | 3. Focused differentiation strategywe need to |
| we can join the dots and identify strategic inflection | | | | remember that our "customer acquisition strategy" |
| points. It is our insight for which the organization needs | | | | should keep in mind the "customer retention strategy". |
| competitive intelligence. The organizations need | | | | For the "ladder of loyalty" to work such as getting a |
| competitive intelligence because they cannot substitute | | | | customer to become advocate of our product and |
| competitive intelligence. | | | | services, we have to offer product / service |
| Implicit knowledge gives us the cutting edge otherwise | | | | excellence. |
| artificial intelligence will not even blink to substitute us. | | | | In the "battle for positioning" the product / service, |
| Technology / regulations / competitors / consumers | | | | without excellence being the usp, we cannot work on |
| are drivers. | | | | our "best cost strategic option" or "broad differentiation |
| Once we identify the drivers which interest us or we | | | | option" or "focused differentiation strategy"name of |
| think are important then of course you are right. | | | | the game:- managing consumer / market perception. |
| In a nutshell early warning = strategic inflection pointas | | | | Everybody "supposedly" collects information from |
| regards to industrial espionage - we are all aware of | | | | os-int. |
| the consequence of our actions. | | | | So, corporate warfare ideally uses tools. |
| Beyond the cell membrane is the information which on | | | | 1. To shape community perceptions |
| crossing the cell membrane in the cytoplasm becomes | | | | 2. Foster deception |
| intelligence. | | | | 3. Seed uncertainty ( F.U.D. ) factorsince propaganda |
| This is information harvesting in the cytoplasm and | | | | and disinformation campaigns have long been staples |
| early warning is the nucleus of the cell, which is | | | | of conventional warfare, so corporate warfare by |
| generated once the harvested information passes | | | | default will use the same tools. |
| through the nuclear membrane. | | | | |