1 - competitive intelligence and foreign markets 2 - influence,...
TRANSCRIPT
1 - Competitive Intelligence and Foreign Markets 2 - Influence, Softpower
Henri Dou, Honorary Professor, PU, OUM, ZZ, AMU CEO Matheo Software
http://www.ciworldwide.org
SKEMA, Paris December 10th, 2015
Both presentations are available on
http://www.ciworldwide.org
Intelligence Economique in France, « the drift »
The French definition of Intelligence Economique, is different from the definition given by other Nations, and most particularly by anglo-saxon countries. In France, people emphasize the theory firts and second the security. Competitive Intelligence (I will now use this international name) came from the will of administration and policy makers and not from the enterprises community. If the intention was good, as state in the Weber or Parkinson laws, the « space » taken by the Competitive intelligence in France becomes more and more crowded by definitions, complexity, fuzzy concepts and lack of claritiy. The role of the medias, at the beginning of the development of the Technology Watch and after of Competitive Intelligence did not help because they present Competitive Intelligence as espionnage, use of black information, etc. All this did not help, in spite of the efforts of some individual and Chamber of Commerce committments to impulse the Competitive Intelligence in SMI, ETI and SMEs. Start up coming most of the time from academics did not practice it at all.
Weber and Parkinson
Put 20 monkeys in a closed room, hang a banana on the ceiling and put a ladder to access the banana. There is no other way to catch banana than using the ladder. Put in place a system whereby when a chimpanzee begins to climb the ladder throughout the room is sprinkled with ice water ... The idea being that if a chimpanzee decides to climb the ladder all the chimps receive a shower Ice. Quickly monkeys understand that we should not approach the ladder. Then cut the arrival of ice water, no monkey will try to climb the ladder that remains for them synonymous with danger or punishment. Now Replace one of the 20 chimpanzees by a new one. This last will of course try to nab the banana and without understanding why he will be beaten by others; for him the idea is simple: the others know something he does not know and therefore ladder = danger.
Replace a new "old" chimpanzees with a new, even topo his first reaction will be to rush over bananas and when he approaches the ladder the other attack, and that's the monkey just introduced before him that is most virulent. Continue the experience until the 20 "old" chimpanzees have been replaced by new, each new arrival being beaten by his peers when he approaches the ladder.
In the end the 20 new chimps avoid the ladder without knowing why we should not approach it ... They foolishly community to follow a rule imposed without trying to understand the ins and outs
https://amnezik666.wordpress.com/2009/09/03/la-culture-dentreprise-vue-par-bernard-werber/
This experience illustrates an economic concept know as the Parkinson ’s law « plus une entreprise grandit, plus elle engage des gens médiocres et surpayés. Pourquoi ? Tout simplement parce que les cadres en place veulent éviter la concurrence. La meilleure manière de ne pas avoir de rivaux dangereux consiste à engager des incompétents. La meilleure façon de supprimer en eux toute velléité de faire des vagues est de les surpayer. Ainsi les castes dirigeantes se trouvent assurées d’une tranquillité permanente. A contrario, selon la loi de Parkinson tous ceux ayant des idées, des suggestions originales ou des envies d’améliorer les règles de la maison seront systématiquement éjectés. Ainsi, paradoxe moderne, plus l’entreprise sera grande, plus elle sera ancienne, plus elle entrera dans un processus de rejet de ses éléments dynamiques bon marché, pour les remplacer par des éléments archaïques onéreux. Et cela au nom de la tranquillité de la collectivité » (Bernard Werber). Ainsi naît et se développe la culture de l’entreprise, plus une entreprise se structure, plus elle devient une machine à produire du conformisme et plus le jeu politique prend de l’espace au détriment des idées novatrices…
A concept to ponder
Related readings: iron cage, lateral thinking, thinking out of the box
This experience illustrates an economic concept know as the Parkinson ’s law "The more a company grows, it engages people mediocre and overpaid. Why ? Just because the frameworks are to avoid competition. The best way not to have dangerous rivals is to hire incompetent. The best way to remove any desire in them to make waves is overpaying. Thus the ruling castes are assured of a permanent peace. Conversely, under the law of Parkinson anyone with ideas, original ideas or desires to improve the rules of the house will be systematically ejected. Thus, modern paradox, the larger the company will be, the more it will be ancient, the more it will enter a process of rejection of its cheap dynamic elements, and replace them with expensive archaic elements, and in the name of the community's tranquility "(Bernard Werber).“ Thus is born and develops the culture of the company, the more a company is structured, the more it becomes a machine to produce conformism and the political game takes up space at the expense of innovative ideas ...
A concept to ponder
Related readings: iron cage, lateral thinking, thinking out of the box
The Republic book 7 (Plato) The cavern’s allegory (300BC)
In an underground remains, shaped cave, men are chained. They have never directly seen the light of day, they only know the low radiation that manages to penetrate to them. Of things and of themselves, they know only the shadows cast on the walls of their cave by a fire burning behind them. Sounds, they know only the echoes. "But they look like us." That one of them is released from his chains and accompanied by force to the output, it will first be cruelly blinded by a light that is not accustomed to endure. He will suffer all the changes. He will stand and will fail to perceive what we want to show him. So does he wants to return to its previous situation? If he persists, he will accustom. He can see the world in its reality. Realizing its previous condition, it is only by doing violence he will return to his fellows. But do they are able to imagine what happened to him and refuse to believe: "Do they kill him? ".
La Veille Technologique ou les Espions en col blanc
Libération 5 Juin 1990
Leader en Provence N°3, 1992
La Tribune, 1998
Archimag Novembre 1998
I do not want
To be mix up with this!
1976 Veille Technologique (CRRM, DU, DESS, DEA)
1982 DEA Veille Technologique
Intelligence Economique
Massive use of scientific and technical databases, CEDOCAR, SGDN, less theory, problem solving, very tight community Strong links with industry
Strong focus on the essential
A little bet of History
Referential, multiplication of actors more of less specilaized, various definitions, emphase on security, more and more people coming from various areas and « officines ». Lack of case success for SMI, ETI, and SMEs.
Multiple referentials, most of the time blurring the essential and favoring details according the disciplines of the people involved in their definition. The landscape of Competitive Intelligence in France looks too complicated, theroric and far away from the companies concerns.
Loss of the essential
Carayon 2002
Drift due to speculators
Let us go back to Basic
Competitive Intelligence must focuss on competitors activity, and on products and services which are competitng with your outputs.
Dou Henri Presentation CRRM, 2003
Bits and tips for Competitive Intelligence versus Foreign Markets
Many enterprises operate on “informal impressions, conjectures, and intuition gained through the tid bits of information about competitors every manager continually receives.” As a result, traditional environmental scanning places many firms at risk of dangerous competitive blindspots due to a lack of robust competitor analysis. HTTP://WWW.IHATEPRESENTATIONS.COM/STRATEGIC-THINKING-SKILLS-WSJ/STRATEGIC-INTELLIGENCE-TRIAD/
Create competitive landscape maps (CLM) A CLM is a simple chart that indicates what is important to consumers in the chosen market. Companies should develop several CLMs:
one that compares price and quality, one for other important product or service qualities, one for sales strategy and one for key product differences.
Companies will find that they can gather all the information they require from available sources if they conduct some intensive research http://www.tradeready.ca/2014/fittskills-refresher/gather-competitive-intelligence-chosen-market/
Explore company profiles Companies can try finding information about companies in the market using directories such as Yahoo’s Business and Economy directory (dir.yahoo.com/business_and_economy). Hoover’s online is another exhaustive source of company information (www.hoovers.com). Browse news stories for competitive intelligence Companies should read the news from their target market to gain an understanding of major industry initiatives Take advantage of industry activities and resources To obtain a real understanding of the competitive environment in a foreign market, companies can attend trade shows, conferences and seminars http://www.tradeready.ca/2014/fittskills-refresher/gather-competitive-intelligence-chosen-market/
Competitive Intelligence focused on Foreign Markets
Competitive Intelligence is the process of discovering, analyzing and using information to become more competitive in the marketplace. This involves gathering information about competitors in order to determine their possible future actions and strategies and gain a competitive advantage. Competitive intelligence is an ongoing process that involves gathering data about: competitors and their strategic intentions; technology, especially emerging trends and possible future developments; legal and regulatory changes; suppliers and changes to supply and distribution systems; materials; industry and market trends; and political and economic changes that affect the competitive environment. The information is analyzed constantly to answer the questions raised by a company’s strategic planning and objectives. It also enables a company to react quickly to legislative and regulatory changes in the competitive environment http://www.tradeready.ca/2015/fittskills-refresher/gather-strong-competitive-intelligence-maximize-profitability-international-markets/
Competitive Intelligence focused on Foreign Markets
Spanish vision of Strategic and Competitive Intelligence
Ten main tips in Competitive Intelligence
There are ten phases in the competitive intelligence model: Conduct a needs assessment Formulate questions Reminder ! Stevan Dedidjer Organize the process Gather the data Information retrieval!!!, APA, Typologies Organize the data into information Assess the accuracy of the information and fill information gaps Analyze information to create competitive intelligence Actionable knowledge Disseminate intelligence to decision makers Hierarchical position Formulate a strategy and implement it Evaluate action effectiveness and adjust the needs assessment as required Action should be taken If not give up to Competitive Intelligence The model is cyclical and continually builds on and refines the Competitive Intelligence that has been obtained from earlier projects. http://www.tradeready.ca/2015/fittskills-refresher/gather-strong-competitive-intelligence-maximize-profitability-international-markets/
Entering a Foreign Market, 4 tips for successful market research
1. Seek out multiple sources of information This information should be readily available—the only differences are the distance involved and perhaps language issues.
2. Go to authoritative sources Understand the local regulatory environment, which might differ from country to country. Also, try contacting the local government trade offices—both federal and state—in the countries you are targeting.
3. Research local competitors This will help you to understand local pricing policies and the level of competition in your industry. 4. Don't discount market intelligence agencies http://www.bdc.ca/EN/articles-tools/marketing-sales-export/exportation/Pages/conducting-foreign-market-research.aspx
Create an actionable knowledge Internal ways
External ways http://ipp.oii.ox.ac.uk/sites/ipp/files/documents/IPP2014_Raffl.pdf
Participate in the target countries to LL, Crowd Sourcing, OSI (Open Societal Innovation) – Gain innovative and creative impulses and perspectives from actors outside of your own knowledge base.
Tool Classes Brief description
Ideas Collection and/or evaluation
Problems collection Collection and/or evaluate problems
Joint problem solving Groups - Collaboration platforms
Dou Henri, ISKM, 2003, Curitiba
External ways – Example Frugal Innovation (Jugaad)
Research the opportunities Do plus with less Think and act in a simple way Make products simple and robust Design for the bottom of the Pyramid various products robust and simple, able to be accepted and enter into the economy. In a very simple words: make money with the needs of the low income people. This induces a new way of thinking to solve problems and design new products. This opens new and large markets all around the world. Related topics: circular economy, cradle to cradle.
Tips about startup
Strartups came very often from academic environment, they know little about Competitive Intelligence, Technology Watch and APA (Automatic Patent Analysis) One critical part of every internationalization effort is awareness of what is happening in foreign markets and to constantly monitor what competitors are doing internationally. There are a lot of startups out there. The Next Web just reported that 565,000 startups launch every month. While every company believes they are special, it is up to you to prove it to potential customers. Multinational status is no longer reserved for huge corporations – it is available to startups of all sizes. In a hyper-competitive global economy it is absolutely critical to keep an eye on all competitors, strategies accordingly and successfully launch into new markets. https://blog.paymill.com/competitive-intelligence/
Conclusion part 1
Good Information retrieval is the key. There are many ways to get this information, be only confident in tested experts. Develop your own culture in information retrieval. Gather information on foreign markets and potential competitors Create out of this information an actionable knowlege, not alone but with good balanced groups (various expertise and experts from various geographical locations). We must take a chance, exportation includes risks. Try to minimize, but there still be some remaining. If you feel that you are not strong enough by yourselves, try to find robust partners Be acurate with foreign languages, get multilingual collaborators or used good translators. Mind when you perform Google Searches.
Part 2 introduction - Influence The Export environment, levelling the ground for US exporting
companies – Example Advocacy Center http://www.export.gov/advocacy/
WHO WE ARE The Advocacy Center is a unit of the Global Markets bureau of the International Trade Administration, U.S. Department of Commerce. WHAT WE DO Based in Washington, D.C., the Advocacy Center coordinates U.S. government interagency advocacy efforts on behalf of U.S. exporters bidding on public-sector contracts with overseas governments and government agencies. We work very closely with the U.S. Commercial Service network of domestic Export Assistance Centersand Commercial Offices within U.S. diplomatic missions overseas. The Advocacy Center helps to ensure that sales of U.S. products and services have the best possible chance competing abroad. Advocacy assistance is wide and varied but often involves companies that want the U.S. Government to communicate a message to foreign governments or government-owned corporations on behalf of their commercial interest, typically in a competitive bid contest.
Influence one of the main research area in Competitive Intelligence
Since its creation in 1993, the Advocacy Center has helped hundreds of U.S. companies — small, medium and large enterprises in various industry sectors — to win government contracts across the globe.
Some readings about the subject
Dou, Henri, Automatic Patent Analysis (APA) to improve Innovation and Decision Making in Science and Technology International Journal of Latest Research in Science And Technology, Volume1, issue4, 2012 Dou, Henri, and Sri Damayanty Manullang. "Petites et moyennes entreprises françaises et développement international." Vie & sciences de l'entreprise 3 (2012): 75-91. Dou, Henri. "Innover dans la recherche publique en France: la responsabilité sociale de la recherche est-elle mesurée?." Vie & sciences de l'entreprise185.3 (2010): 148-170.
Dou, Henri. "L’Information brevet vecteur de diffusion d’une culture scientifique et technologique. » , Revue de Management et de Stratégie, pp. 17-47, www.revue-rms.fr