Market Intelligence Framework
Wollen Sie wissen, wo Ihr Market- und Competitive Intelligence-Programm steht im Vergleich zu dem Ihrer Wettbewerber und den Weltbesten?
M-Brain‘s Market Intelligence Framework wurde aus echten Best Practices von führenden Intelligence-Programmen der Welt entwickelt. Basierend auf den 9 wichtigsten Erfolgsfaktoren bietet das Framework einen klaren Weg in Richtung Exzellenz in Intelligence.
Wir bieten verschiedene Arten von Markt-Intelligence-Benchmarking-Analysedienstleistungen basierend auf unserem Framework. Kontaktieren Sie uns um Ihre internen Fähigkeiten basierend auf den 9 wichtigsten Erfolgsfaktoren zu testen oder Ihre Market Intelligence mit unserem Evaluierungsinstrument zu bewerten. Das Tool gibt Ihnen einen klaren Befund des Vollkommenheitsgrades Ihres Intelligenz-Programms, und bietet persönliche Empfehlungen zur Weiterentwicklung. Das Werkzeug steht Ihnen kostenlos zur Verfügung.
Market Intelligence Framework
WORLD CLASS INTELLIGENCE
|Scope||No specific focus has been determined. Ad hoc needs drive the scope.||Limited scope, seeking quick wins. Focus is typically on competitors or consumers, and concentrated primarily on past or recent events.||Wide scope with the attempt to cover the current operating environment comprehensively.||Analytical deep dives about specific topics complement the comprehensive monitoring of the operating environment.||Broad, deep and future-oriented scope that also covers topics outside of the immediately relevant operating environment.
|Stakeholder Management||Key stakeholder groups have not been identified and interaction is on an ad hoc basis. Intelligence practitioners are seen primarily as data providers.||Key stakeholders are identified and relationships are weak, but start to form. Background info sometimes provided in deliverables.||Stakeholder relationships are established and needs analysis conducted regularly. Intelligence deliverables are supported by analytical commentary and opinions. ||Intelligence team regarded as internal consultants with deep understanding of stakeholders needs and is frequently asked for advice on intelligence findings.||Intelligence practitioners are trusted advisors to decision makers, with both tactical and strategic input. Stakeholder needs are anticipated in advance and proactively met.|
|Process||Reactive ad hoc process puts out fires as they emerge. Uncoordinated purchases of information.||Info collection from secondary external sources established. Little or no analysis involved in the process.||Secondary info sourcing complemented by primary info collection. Basic needs analysis and feedback collection conducted to support more sophisticated analysis.||All processes for collection and analytics established. Targeted communication of output to specific business processes and decision points.||Sophisticated processes to create Intelligence deeply rooted in both global and local levels of the organization. Intelligence fully integrated with key business processes.
|Digitalization||Digital collection of Intelligence without adequate filtering leading to information overflow. Digital storage and efficient dissemination is still not in place.||Basic storage of digital records emerges and information collection passes through simple filters. Intelligence distribution is partly digital through e-mail.||Digital collection of intelligence is improved but limited to a few aggregating sources. Dissemination of intelligence is primarily based on digital channels.||The Intelligence process and collaboration is fully supported by digitalization. Analysis is to some extent automated, using info from internal data and external big data sources. ||Intelligence collection from a wide range of big data sources and to a large extent automated. Analysis and recommendations are supported by advanced predictive tools.|
|Deliverables||Ad hoc deliverables quickly put together from scratch. Formats are basic and most often PDFs, PPTs.||Regular newsletters and profiles complement ad hoc deliverables and formats become slightly more targeted.||Systematic market monitoring and analysis reports emerge as new and structured Intelligence output.||Two-way communication is increased in both production and utilization of Intelligence output. Deliverables are tailored in format and content to its audience.||High degree of future orientation and collaborative insight creation in producing and delivering the Intelligence output. Highly interactive deliverable formats.|
|Tools||Email and shared folders are the primary means for sharing and archiving information.||Corporate intranet is emerging as a central storage for Intelligence output.||Web-based Intelligence portal established to provide access to structured output and to offer self-service analysis tools. Users receive email alerts about new info.||Sophisticated channeling of both internally and externally produced Intelligence content to the portal. Multiple access interfaces to the portal in use.||Seamless integration of the Intelligence portal to other relevant IT tools. Lively collaboration of users through the portal.
|Organization||No resources specifically dedicated to Intelligence. Individuals conducting Intelligence activities irregularly.||One person is appointed as responsible for Intelligence. Increasing coordination of Intelligence work in the company. Loose relationships with external info providers.||A fully dedicated person manages Intelligence and coordinates activities. Centralized, internally or externally resourced info collection and analysis capabilities exist.||Advanced analytical, digital and consultative skills in the Intelligence team. Intelligence network with dedicated resources in business units in place. Non-core activities outsourced.||Comprehensive Intelligence skills in place. Internal network collaborating actively (also externally). Intelligence organization smoothly integrated with outsourced resources.|
|Management & Leadership||Intelligence management is absent and activities lack structure, processes and clear purpose.||Intelligence leadership emerges but is project-oriented. First benefits of intelligence efforts are demonstrated and recognized. ||Structure, processes and purpose are being developed by an assigned leader with clear responsibility for the Intelligence program and its deliverables.||Intelligence leader manages change and has a team of practitioners and contributors. Intelligence operations are supported by a steering group / sponsor at top level. ||A senior leader of Intelligence is managing operations, people, processes, budget and communities. A vision, mission and strategy are in place to keep intelligence future proof.
|Culture||No shared understanding exists regarding the role and benefits of systematic Intelligence operations.||Some awareness of intelligence exists, but the organizational culture overall is neutral towards intelligence.||A moderate level of Intelligence awareness exists. Sharing of info is encouraged through internal training and marketing of Intelligence.||Intelligence awareness is high and people participate actively in producing content. Top management voices continuous support for Intelligence efforts.||A strong Intelligence mindset is reflected in the way people are curious towards the operating environment and how they co-create insights around it.