Staging CI Development – From the Now to the FuturePosted: December 6, 2017
December 6, 2017
So, you want to grow your personal competitive intelligence expertise, or maybe grow what your CI team can do for your company? Doing that often takes you and your team through several stages of development, each of which requires additional skills and work, but which also provides increasing benefit to the ultimate end users of the CI.
This is where you produce and use of CI to understand what and who is going on – here and now. You would be surprised (then, maybe not surprised) how little some companies know about their competition, or even who their major competitors are. Don’t believe me? Let relate a real experience with a client.
A business development manager at the client, a new hire, wanted us to help identify the firm’s top competitors in each of its 4 key markets. What she wanted to see was what strategic moves they had made in the past few years, and how well those efforts turned out. The goal was to learn from their successes and failures.
She told us that, when she went to senior managers, what she got was confusing and conflicted. (Everyone who is surprised, raise your hand) The executives did not agree among themselves who they were competing with and in which market niche.
So, we did our research and gave her a list of the top ten current competitors, by gross sales, for each niche. The results were interesting.
Of the 10 competitors, the senior managers, as a group, identified 6 or 7 in each niche. So far so good.
In each niche, they had identified 1 or 2 firms as competitors who were not currently competitors and had not been in that niche for a minimum of 2 years. Bad. Obviously, they were not paying close attention to what was happening in niche by niche.
What about the others, the missing 1 or 2 in each niche? They were firms that were current competitors that no senior manager, let me repeat that, no one, identified as in the top 10. Even worse, in 3 of the 4 niches there was one of these “stealth” competitors among the top 5! Talk about blind spots.
Now you begin to understand the history of the key competitors, which can lead to at least a partial understanding of its culture and its view of the world. Businesses and their executives and managers are molded by what they have succeeded (and failed) at. This stage should include a look at key executives, particularly those who have joined the firm in the past 2-3 years. They were hired for a reason. What was it?
Don’t think culture is important (or even real)? Consider the attempt by Kraft Heinz to acquire Unilever. According to a report in Fortune, one of the several reasons that the Unilever board rejected the offer was the radical difference in corporate cultures. 
This stage involves identifying the capabilities or potentialities of your competitors. What can they do that they are not doing how? How skilled is the workforce? How good/efficient is its supply chain? What strategic alliances do they have or might they logically create?
The final stage involves ascertaining your key competitors’ intentions. That is, now that you know where they came from, what they are really doing, and what they can do that they are not yet doing, you start analyzing available evidence to determine where they are going to go tomorrow. Now you are at the top of the CI food chain. Congratulations! From here, lies the world of early warning systems – another important topic.
 “Change World”, Fortune, Sept. 15, 2017, p. 82. “Unilever’s board rallied behind [the vision of ‘making sustainable living commonplace’] to help stymie an unsolicited takeover bid from Kraft Heinz.”