COMPETITIVE

INTELLIGENCE
ANALYSIS
GROUP 2
NEHARICA SHARMA
JAGRUTI DWIBEDI
VAISHALI ZILPE
SHOBHIT DALAL
PRADEEP YADAV
SAI VEMURI
What is Competitive Intelligence?
 Competitive Intelligence(CI) is the process of ethically gathering
and refining information enough so that it can be used to make
a strategic business decision.

 CI Data can radically enhance an organizations decision-making

process

 A company gets additional context about its own performance,

It can mine industry trends for actionable insights as well as
understand its competition in the near-frictionless environment

 CI allows a company to anticipate market developments

proactively – rather than merely react to them
Why Competitive Intelligence?
Playing the Game Better Playing the Game Different
 Focus on existing competitors /  New Market opportunity
Strategic position

 New Customers
 Leverage value chain strengths

 Develop / leverage new value

 Incrementally Improve existing chain strengths
strategies / tactics

 New strategies / tactics

CI Pyramid Track existing rivals
Recommendat
Anticipate New Rivals
ions
Plan retaliation

Tools u can use:

Analysis of
1. HitWise Data
2. ComScore

What to
Analyze?
1. Trends
2. Cost Toolbar Data, Panel Data,
3. Competitive Sources of Data ISP Data, SE Data,
behavior
How CI Analysis is Done?
 Collect the information (with a first stage -
deciding what to collect)

 Converting information into intelligence

(with three steps: CIA -Collate and catalogue
it, Integrate it with other pieces of information &
Analyze and interpret it)

 Communicating the intelligence.

 Countering any adverse competitor actions -

i.e. using the intelligence.
Competitor Analysis
What is competitors FUTURE What is competitors CURRENT
objective / goals? Strategy?

What drives the Competitors? How are they currently

competing?
What is their attitude towards
risk? How beneficial is this strategy in
the competitive structure?

What are the competitors

What ASSUMPTIONS do Competitors CAPABILITIES?
hold about the industry and
themselves? How do our capabilities compare
to theirs
Are we assuming stable competitive
conditions? What are their strengths and
weaknesses?
Who’s Job Is It?
Departments
Departments

Independent
Consultants

Department
Managers Project
Managers

Planning and Finance

Analyst

Top Executives
Market Research Statistics
 A recent Fortune 500 company survey showed that 55
percent make use of competitive information in composing
business strategy.

 Many companies still struggle with the process (Wright and

Calof, 2006). There are two main reasons. The first is
ignorance – many companies simply do not know how to
gather and analyze external information properly or
effectively. The second reason is somewhat arrogance.
Confident in their belief that they are serving customers
better than anyone, companies erroneously contend that
competitor actions do not matter (Kahaner, 1998).
 AMD vs INTEL
 AMD measures Intel performance
 Measure growth of visitors trends
 Identify Intel’s traffic sources

 Also, accesses CI data of other

semi-conductor industries
 Devices strategy to improve its
performance.
Synopsis
 According to the former Kellogg USA President Gary Costly,
“The big payoff for CI is that it will point out weakness that
you have internally because of the strength of your
competitors. Companies that don’t do this will fail.”

 The ability to produce and use CI will become a necessity in

the near future for most organizations.

 There is no other source of data on the planet quite like

competitive intelligence data. So use it.
Thank You