Early Warning: Using Competitive Intelligence to Anticipate by Benjamin Gilad PDF

By Benjamin Gilad

ISBN-10: 0814407862

ISBN-13: 9780814407868

ISBN-10: 0814427448

ISBN-13: 9780814427446

Within the turbulent waters of industrial, businesses run the danger of being blindsided - and sunk - by means of unforeseen advancements. "Early caution" unearths the main to staying on (or effectively altering) direction: a CEW, or aggressive Early caution approach, which interlocks strategic making plans, aggressive intelligence, and administration motion. Such structures permit businesses deal with chance extra successfully and forestall "industry dissonance" - while company suggestions usually are not in contact with industry realities. powerful aggressive intelligence (CI) is a severe competency which many companies are nonetheless sorely lacking."Early caution" is stuffed with "horror tales" of failed (or nonexistent) CI at one-time world-beaters equivalent to Lucent, Levi Strauss, Polaroid, and AT&T. The booklet then positive aspects case reviews of CI luck in businesses utilizing the author's method, together with Citigroup, Pergo, DASA, and Shell. It describes the 3 stages of a CEW: deciding on dangers and possibilities; intelligence tracking; and administration motion and indicates easy methods to layout and enforce them. every one part ends with a Manager's record of key issues, and comprises charts, tables, and different instruments. It exhibits how you can enforce "war video games" as a part of danger research, and explains why businesses should still use their very own humans to behavior them - rather than pricey experts or software program items.

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Additional info for Early Warning: Using Competitive Intelligence to Anticipate Market Shifts, Control Risk, and Create Powerful Strategies

Sample text

By the second quarter of 2001, Polaroid was losing $109 million on revenues that fell 33 percent. ❒ Polaroid’s digital camera was a halfhearted attempt to enter the digital age. It was on the low end, bringing in very little (if any) profit. Manufacturing was outsourced, and Polaroid just added its software. Polaroid did not have the technological savvy, manufacturing economies, or marketing deep pockets to compete with Sony, Kodak, Canon, Fuji, HP, and Epson on the high end. As will be seen later though, the main problem was that Polaroid’s leadership did not have the serious commitment to moving into a new industry.

Suppliers integrating into your markets j. Alternative technology replacing the need for your offering Early Warning Survey results, Feb. 2002, Academy of Competitive Intelligence. Table 2-1: Early Warning Survey results: risk types. pected do not constitute risk (though economists may refer to them as “upside risk”). If risk is clearly defined in the literature, strategic risk is not. Surprisingly little research has been done into strategic risks. The more notable works in recent years have been by two professors, Robert Simons and Elizabeth Teisberg.

The management of small, focused companies has fewer problems staying on top of things. It is a different matter for a division head of a company with 30,000 employees to know what’s going on before it occurs, and even worse for a CEO of a parent company with fifty divisions spread across the globe. For them external focus must be backed up by a clear, systematic, and fully supported early warning process, a few models of which are presented in this book. Manager’s Checklist ❒ Companies manage risk as a functional issue: financial, operational, public relations.

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Early Warning: Using Competitive Intelligence to Anticipate Market Shifts, Control Risk, and Create Powerful Strategies by Benjamin Gilad

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