Technology, Media, and Telecommunications Companies to Increase Focus on Strategic Market Intelligence over 2011-2013

November 9, 2011. As IP battles heat up among smartphone makers and media publishing transitions toward online and streaming services, technology and media firms are making every effort to stay in tune with competitor developments and market trends. The telecommunications industry, led by network operators who are seeking new revenue streams, are also building up their intelligence processes to capture emerging business opportunities. How are global players addressing such challenges through market intelligence?

In March 2011, M-Brain (formerly Global Intelligence Alliance) surveyed a total of 109 large and mid-sized organizations from the Technology, Media & Telecommunications sectors about their intelligence functions. We ask Lie Luo, head of the Technology, Media & Telecommunications practice at M-Brain (formerly GIA), for some comments from the findings.

How do Technology, Media & Telecommunications companies tend to organize their market intelligence operations?

“It is good to note that more than 75% have a systematic intelligence operation in place. Compared to some other industries, they have one of the highest levels of satisfaction.

The market intelligence operation is typically set up under Strategic Planning, Business Development or Sales and Marketing. Thanks to the pace of innovation and disruptive competition, there is overwhelmingly only one layer between of the head of market intelligence and the CEO. This is drastically different from financial and professional services for instance, where market intelligence tends to remain a corporate function that is more removed from top management.

How many organizational layers are there between the head of MI and the CEO_web

Source: 2011 Global Market Intelligence Survey by M-Brain (formerly GIA)
*Please click on image to enlarge
Compared with the other industries, Technology, Media & Telecommunications companies prefer small or mid-sized membership teams, with 40% having one or six-person market intelligence teams. On average 53% of market intelligence work is done through ad-hoc requests and 77% of the requests are fulfilled. The majority of the intelligence deliverables are produced by centralized resources, which fulfill over 70% of the organization’s demands.”

In what proportions are your deliverables produced by these resources_web

Source: 2011 Global Market Intelligence Survey by M-Brain (formerly GIA)
*Please click on image to enlarge

 

How much do these companies spend on market intelligence?

“In general, market intelligence teams at Technology, Media & Telecommunications companies cater to about 2,500 internal clients and have an average of 78 people who contribute back to their intelligence activities.

In what proportions do your internal clients represent these user groups_web

 

Source: 2011 Global Market Intelligence Survey by M-Brain (formerly GIA)
*Please click on image to enlarge
The average market intelligence budget per company is more than 800,000 Euros. Human resources account for almost 50% of the total market intelligence budget.”

What is your organizations annual MI budget_web

Source: 2011 Global Market Intelligence Survey by M-Brain (formerly GIA)
*Please click on image to enlarge

What is the outlook on market intelligence investments by Technology, Media & Telecommunicationss companies?

“The survey shows that a functional market intelligence system helps address an organization’s key pain points, which are also the main barriers toward effective managerial decision making. These include ensuring the availability, coverage, and integrity of the information provided to the senior management.

Efficiency of decision making with and without market intelligence_web

Source: 2011 Global Market Intelligence Survey by M-Brain (formerly GIA)
*Please click on image to enlarge
One of the greatest benefits of having a systematic market intelligence operation is reducing information overload and picking out key facts to support executive decision making. Overall, we observe that companies with world class market intelligence function work closer with decision-makers, have more extensive networks, prefer centralized market intelligence teams that focus on regular market intelligence needs – and use their budgets and staff more effectively.

With increased competition coming from all corners of the globe and various sectors, it is natural to see that nearly 60% of the Technology, Media & Telecommunications companies surveyed intend to increase their investments in market intelligence over 2012-2013.”

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