Business and Competitive Analysis

Art of Effective Communication 69 Packaging the Results of Your Analysis 71 Delivering the Message 71 Face-to-Face Briefings 72 Written Reports and Briefings 72 Presentations in Meetings, Seminars, and Workshops 72 E-Mail/Instant Messaging 73 Web-Based Intelligence Solutions and Systems 73 Exercises and Planning Sessions 74 Common Products and Reports Used by Analysts 74 News Bulletins and Newsletters 74 Assessments 76 Competitor Profiles 76 Battlecards 76 Strategic Impact Worksheets 77 Intelligence Briefings 77 Situation Analysis 78 Special Intelligence Summaries 78 Creating the Report 78 Communication Difficulties Faced by Analysts 79 Effective Listening and Answering the Questions of Decision Makers 86 Conduct Communication Follow-Up and Gather Feedback 87 Pragmatic Considerations 87 Summary 89 References 90 Chapter 5 Applying the FAROUT Method 92 Applying the Techniques 94 An Evaluation Scheme for Assessing the Adequacy of Tools and Techniques: FAROUT 95 Using the FAROUT Rating System 98 References 101 SECTION II: NEW AND CLASSIC METHODS OF BUSINESS AND COMPETITIVE ANALYSIS Chapter 6 A Better SWOT Analysis 105 Background 105 Strategic Rationale and Implications 107 Key Intelligence Topics and Questions 110 Strengths and Advantages 111 Weaknesses and Limitations 112 Process for Applying the SWOT Technique 113 Worksheet 119 FAROUT Summary 120 Related Tools and Techniques 122 References 122 Chapter 7 Analysis of Competing Hypotheses 123 Background 123 Strategic Rationale and Implications 124 Key Intelligence Topics and Questions 125 Strengths and Advantages 126 Weaknesses and Limitations 127 Process for Applying the Technique 128 Step 1: Identify the Possible Hypotheses to Be Considered 128 Step 2: List the Significant Evidence in Support of and Against Each Hypothesis 128 Step 3: Prepare a Matrix with Hypotheses Across the Top and Evidence Down the Side 129 Step 4: Refine the Matrix 130 Step 5: Draw Tentative Conclusions About the Relative Likelihood of Each Hypothesis by Trying to Disprove It 131 Step 6: Analyze How Sensitive Your Conclusion Is to a Few Critical Pieces of Evidence 132 Step 7: Report Conclusions 132 Step 8: Identify Milestones for Future Observation That May Indicate Events Are Taking a Different Course Than Expected 133 Summary 133 Worksheet 133 FAROUT Summary 134 Related Tools and Techniques 136 References 136 Chapter 8 Benchmarking Analysis 137 Background 137 Strategic Rationale and Implications 138 Taxonomy of Benchmarking 139 Key Intelligence Topics and Questions 143 Strengths and Advantages 144 Weaknesses and Limitations 145 Process for Applying the Technique 147 Step 1: Identify the Processes That Need to Be Benchmarked 147 Step 2: Identify Performance Measures 148 Step 3: Evaluate Your Own Firm's Capabilities 150 Step 4: Identify Firms to Be Benchmarked 150 Step 5: Conduct Research of Selected Firms 151 Step 6: Analyze the Collected Data and Develop an Action Plan 152 Worksheet 155 FAROUT Summary 156 Related Tools and Techniques 157 References 157 Chapter 9 Business Model Analysis 159 Background 160 Strategic Rationale and Implications 161 The Business Model 162 Classification of Business Models 164 Key Intelligence Topics and Questions 167 Strengths and Advantages 167 Weaknesses and Limitations 168 Process for Applying the Technique 168 Step 1: Articulate the Value Proposition 168 Step 2: Specify the Target Segment 170 Step 3: Determine Competitors 170 Step 4: Evaluate the Value Chain and the Cost Model 171 Step 5: Evaluate the Value Network 173 Step 6: Determine the Revenue Model for the Firm 174 Step 7: Determine the Critical Success Factors for the Industry 175 Step 8: Complete an Analysis Grid Detailing Each Element of the Business Model 175 Worksheet 179 FAROUT Summary 179 Related Tools and Techniques 181 References 181 Chapter 10 Competitive Positioning Analysis 183 Background 183 Strategic Rationale and Implications 184 Develop and Build on the Firm's Position 185 Maintain and Hold the Firm's Strong Market Position 186 Defend a Dominant Position 186 Withdraw from a Market 186 Key Intelligence Topics and Questions 187 Strengths and Advantages 187 Weaknesses and Limitations 188 Process for Applying the Technique 189 Step 1: Identify Current Strategy and Market/Product/Project Parameters 190 Step 2: Conduct Analysis 192 Step 3: Review Results and Formulate Positioning Strategy 193 Summary 195 Worksheet 197 FAROUT Summary 198 Related Tools and Techniques 200 References 200 Chapter 11 Competitor Cash Flow Analysis 202 Background 202 Strategic Rationale and Implications 204 Key Intelligence Topics and Questions 206 Strengths and Advantages 207 Weaknesses and Limitations 208 Processes for Applying the Technique 209 Future Cash Flow Analysis 210 Tip Sheet on Cash Flow Analysis 211 Worksheet 218 FAROUT Summary 219 Related Tools and Techniques 220 References 221 Chapter 12 Critical Success Factors Analysis 222 Background 222 Strategic Rationale and Implications 224 Key Intelligence Topics and Questions 229 Strengths and Advantages 229 Weaknesses and Limitations 230 Process for Applying the Technique 231 Leidecker and Bruno's Identification Techniques 232 Determining Critical Success Factor Importance 236 Worksheet 238 FAROUT Summary 239 Related Tools and Techniques 240 References 241 Chapter 13 Driving Forces Analysis 243 Background 243 Strategic Rationale and Implications 244 Key Intelligence Topics and Questions 244 Strengths and Advantages 245 Weaknesses and Limitations 246 Process for Applying the Technique 246 Step 1: Identifying an Industry's DFs 247 Step 2: Assessing the Impact of the DFs 250 Worksheet 258 FAROUT Summary 259 Related Tools and Techniques 260 References 261 Chapter 14 Event and Timeline Analysis 263 Background 263 Strategic Rationale and Implications 264 Key Intelligence Topics and Questions 265 Strengths and Advantages 265 Weaknesses and Limitations 266 Process for Applying the Technique 267 Plot the Target Firm's History of Key Events on a Line 267 Develop a Chronological Table of Events 269 Develop an Events Matrix 270 Event and Causal Factors Analysis 270 Worksheet 278 FAROUT Summary 278 Related Tools and Techniques 280 References 280 Chapter 15 Historiographical Analysis 282 Background 282 Strategic Rationale and Implications 283 Key Intelligence Topics and Questions 285 Strengths and Advantages 286 Weaknesses and Limitations 287 Process for Applying the Technique 288 Step 1: Develop a General Proposition About the Analytical Target 288 Step 2: Collect Primary Information 289 Step 3: Collect and Relate Secondary Information 289 Step 4: Cross-Reference and Select the Best Sources for the Third Draft 290 Step 5: Analysis, Validation, and Reporting 290 Worksheet 292 FAROUT Summary 293 Related Tools and Techniques 294 References 295 Chapter 16 Indications and Warning Analysis 296 Background 296 Strategic Rationale and Implications 298 Key Intelligence Topics and Questions 299 Strengths and Advantages 299 Weaknesses and Limitations 300 Process for Applying the Technique 302 Step 1: Establish a Set of Indicators 302 Step 2: Establish Meaning Behind Indicators 304 Step 3: Validate and Rank Indicators Against Threshold Levels to Determine When Warnings Need to Be Issued 306 Step 4: Determine and Recommend Appropriate Firm Responses to the Warning 307 Worksheet 308 FAROUT Summary 309 Related Tools and Techniques 311 References 311 Chapter 17 Industry Fusion Analysis 313 Background 313 General Environment 314 Operating Environment/Industry Analysis 317 Internal Environment 318 Strategic Rationale and Implications 318 Key Intelligence Topics and Questions 320 Strengths and Advantages 321 Weaknesses and Limitations 322 Process for Applying the Technique 323 Worksheet 330 FAROUT Summary 331 Related Tools and Techniques 332 References 332 Chapter 18 Interpretation of Statistical Analysis 335 Background 335 Strategic Rationale and Implications 336 Key Intelligence Topics and Questions 337 Strengths and Advantages 338 Weaknesses and Limitations 338 Process for Applying the Technique 339 Percentage Changes 339 Percentiles and Quartiles 341 Normal Distribution and Bell Curve 341 Summarizing Data with One Value-Central Tendency 342 Standard Deviation 344 Comparing Data 345 Regression Analysis 346 Correlation 350 P-Values 351 Worksheet 351 FAROUT Summary 352 Related Tools and Techniques 353 References 354 Chapter 19 Linchpin Analysis 355 Background 355 Strategic Rationale and Implications 356 Key Intelligence Topics and Questions 359 Strengths and Advantages 360 Weaknesses and Limitations 360 Process for Applying the Technique 361 Linchpin Assumption Sensitivity Analysis 362 Process for Using Linchpin Analysis in Assessing Risk 363 Worksheet 364 FAROUT Summary 365 Related Tools and Techniques 366 References 367 Chapter 20 McKinsey 7S Analysis 368 Background 368 Strategic Rationale and Implications 371 Key Intelligence Topics and Questions 372 Strengths and Advantages 373 Weaknesses and Limitations 374 Process for Applying the Technique 375 Worksheet 381 FAROUT Summary 381 Related Tools and Techniques 383 References 383 Chapter 21 Product Line Analysis 385 Background 385 Strategic Rationale and Implications 386 Key Intelligence Topics and Questions 386 Strengths and Advantages 387 Weaknesses and Limitations 388 Process for Applying the Technique 389 Step 1: Initial Product Audit 389 Step 2: Assess the Product Relative to Its Position in the Product Life Cycle 390 Worksheet 401 FAROUT Summary 403 Related Tools and Techniques 404 References 405 Chapter 22 Scenario Analysis 407 Background 407 Strategic Rationale and Implications 408 Methods for Generating Scenarios 408 Quantitative Method: Computer-Generated Econometric Model 409 Qualitative Methods 409 Key Intelligence Topics and Questions 411 Strengths and Advantages 412 Weaknesses and Limitations 413 Processes for Applying the Technique 413 Worksheet 421 FAROUT Summary 422 Related Tools and Techniques 424 References 424 Chapter 23 SERVO Analysis 425 Background 425 Strategy 426 Environment 427 Resources 428 Values 430 Organization 431 Strategic Rationale and Implications 432 Key Intelligence Topics and Questions 433 Strengths and Advantages 434 Weaknesses and Limitations 434 Process for Applying the Technique 435 Step 1: Evaluate the Current Performance of the Firm 435 Step 2: Assess the Current Strategy and Discern Whether Change Is Necessary 436 Step 3: Develop and Evaluate Strategic Options and Programs 439 Worksheet 442 FAROUT Summary 443 Related Tools and Techniques 444 References 445 Chapter 24 Shadowing 447 Background 447 Strategic Rationale and Implications 450 Key Intelligence Topics and Questions 451 Strengths and Advantages 451 Weaknesses and Limitations 452 Process for Applying the Technique 454 Team Composition 454 Team Structure 455 Performance Goals 455 Shadowing 456 Developing a Shadow Market Plan 458 Mini Case Studies 461 Case 1: Deregulating Utility 461 Case 2: Packaged-Food Multinational 461 Case 3: Ready-to-Eat Foods 461 Case 4: Pharmaceutical Firm 462 Worksheet 462 FAROUT Summary 463 Related Tools and Techniques 464 References 465 Chapter 25 Strategic Relationship Analysis 466 Background 466 Strategic Rationale and Implications 469 Purposes Served by SRs 469 Two Key Strategic Relationship Processes 472 Key Intelligence Topics and Questions 473 Strengths and Advantages 474 Weaknesses and Limitations 475 Process for Applying the Technique 475 Studying Your Own Firm's Relationship Formation Readiness 475 Studying a Rival's Relationships 478 Worksheet 485 FAROUT Summary 486 Related Tools and Techniques 487 References 488 Chapter 26 Supply Chain Management (SCM) Analysis 492 Background 493 Strategic Rationale and Implications 494 Key Intelligence Topics and Questions 496 Strengths and Advantages 497 Weaknesses and Limitations 498 Process for Applying the Technique 499 Rules and Tools 501 Worksheet 507 FAROUT Summary 508 Related Tools and Techniques 510 References 510 Chapter 27 Technology Forecasting 513 Background 513 Strategic Rationale and Implications 515 Key Intelligence Topics and Questions 518 Strengths and Advantages 518 Weaknesses and Limitations 519 Process for Applying the Technique 521 1. Expert Opinion 522 2. Trend Extrapolation 523 3. Growth Curves 525 4. Historical Analogy 526 5. Scenarios 526 6. Modelling, Simulations, and Gaming 526 7. Morphological Analysis 527 8. Relevance Trees 527 9. Monitoring 528 10. Creativity Stimulators 529 Using the Information 531 Worksheet 535 FAROUT Summary 535 Related Tools and Techniques 537 References 537 Chapter 28 War Gaming 539 Background 539 Strategic Rationale and Implications 540 Key Intelligence Topics and Questions 541 Strengths and Advantages 542 Weaknesses and Limitations 543 Process for Applying the Technique 544 Step 1: Is a War Game the Way to Go? 545 Step 2: Getting a Business War Game Off the Ground 546 Step 3: Who Should Play? 548 Step 4: Preparing for Your War Game 548 Step 5: Playing the Game 549 Step 6: After the Game 550 Worksheet 552 FAROUT Summary 553 Related Tools and Techniques 554 References 555 Chapter 29 Win/Loss Analysis 556 Background 556 Strategic Rationale and Implications 557 Key Intelligence Topics and Questions 559 Strengths and Advantages 560 Weaknesses and Limitations 561 Process for Applying the Technique 562 Step 1: Determine the Target Segments and Identify Prospects 562 Step 2: Understand Internal Cultural Issues 563 Step 3: Develop the Questionnaire 563 Step 4: Prepare for the Interviews 564 Step 5: Conduct Interviews 564 Step 6: Analyze and Interpret 565 Step 7: Disseminate 565 Worksheet 568 FAROUT Summary 570 Related Tools and Techniques 571 References 571 Index 573 The definitive practical guide to business and competitive analysis, now fully updated: all the tools, step-by-step instructions for using them, and expert guidance on choosing the right tool for every assignment!

Craig holds a Docent appointment in the Dept. of Business Information Mgmt. at Tampere University of Technology (FI), graduate faculty status at the Universita della Svizzera italiana (CH), and visiting positions at universities in eight countries. Babette E. Bensoussan is an internationally esteemed leader in the field of Competitive Intelligence (CI) and Strategy. Her credentials are built upon a long-standing series of outstanding achievements, both business and academic. She is Australia's only awarded CI professional and is one of the most published business authors. Throughout her career Babette has excelled as an entrepreneur, a consultant, a company director, a board member, an author, an academic and a business coach. In 1992 Babette founded the MindShifts Group, a leading consulting company specializing in Competitive Intelligence and Strategy. As company director Babette has led the MindShifts Group through more than 350 projects with Australian and Fortune 500 companies. Her skills and expertise have been successfully applied to a huge range of industries, and her clients have included (but are not limited to) aerospace, information technology, pharmaceutical, manufacturing, and financial services companies. In 2006 Babette was the recipient of the SCIP Meritorious Award, the world's most prestigious award in the field of Competitive Intelligence. In addition to providing her talent and experience to her clients, Babette has a strong passion for sharing her uniquely honed expertise with others through mentoring and coaching. Author of six books and scores of articles and chapters, she has taught executive courses and held teaching positions at many of Australia's leading universities and business schools. She is currently an Adjunct Professor in the School of Business at the University of Technology, Sydney. Their books include Strategic and Competitive Analysis and Analysis Without Paralysis.