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Results for Functions
Functions: MI for Marketing & Sales
How to Use Market Intelligence For Better Results in Sales Leads Prospecting
April 17, 2012. Business-to-business (B2B) companies are placing even greater emphasis on sales leads prospecting, as a result of uncertainty over the global economy and evolving buyer behavior. 60% of B2B companies say generating business leads is their number one sales and marketing priority for 2012, according to the B2B Marketing Benchmark Report by MarketingSherpa. On average, 74% of the over 1,700 respondents said that generating high quality leads is challenging, while 49% found generating a high volume of leads to be so. Many simply lack the resources they need inhouse.
World Class Market Intelligence
How to
Get More Out of Limited Market Intelligence Budgets
January 19, 2012. Ask any market intelligence director what his or her key challenge is, and it will almost always point to how to constantly deliver intelligence that is of strategic value to top management. Another common challenge is how to leverage internal networks; turning consumers of intelligence into active contributors. But as businesses grow more cautious with spending due to the anticipated slowdown in 2012, how can market intelligence teams tackle such challenges with fewer resources?
World Class Market Intelligence - December 1, 2011
Building an Intelligence Culture to Change ‘Willing to Share’ to ‘Will Share!’: A Philips Healthcare Success Story
How do you form a culture of sharing information in your company? The GIA webinar on December 8, How Philips Healthcare Changed Their Intelligence Culture from 'Willing to Share' to 'Will Share!', provided some answers.
World Class Market Intelligence
Professional Services firms are slow to invest in Market Intelligence – but at what price?
November 2, 2011. About one third of Professional Services companies do not have a systematic market intelligence operation in place. More than 20% without a market intelligence operation have no plan to launch one within 12 months. When compared to other relevant industries, the sector has the lowest market intelligence budgets of all. Why are Professional Services companies economizing on their market intelligence operations?
MI for Marketing & Sales
Market Intelligence for the Marketing and Sales Process
October 31, 2011. 64% of global companies intend to increase their investments in competitive intelligence or market intelligence over 2012-2013, with a geographical focus on emerging markets in Asia and Latin America, according to the 2011 Global Market Intelligence Survey. This is driven by the need to support sales and marketing efforts, particularly in new markets and customer segments. Market intelligence is often organized under Marketing and Sales, particularly in North America where 45% of intelligence programs are managed by the sales and marketing department. In Europe, this figure is 37% and in Asia-Pacific, it is 25%.
World Class Market Intelligence
Impact of Macroeconomic Shifts on Industries Around the World
August 30, 2011. There are clear indications of weakening economic conditions in mature economies,
driven by high unemployment and government budget imbalances. Recent
market events, including the downgrading of government debt by rating
agencies, are signs that governments in developed economies are no
longer capable of contributing to economic growth. The overarching
sentiment in the world economy is that of uncertainty. Is there
anything that we can say for sure?
World Class Market Intelligence – July 27, 2011
GIA Presents The Handbook of Market Intelligence!
Get an insider's look at how the world's best international companies use Market Intelligence!
World Class Market Intelligence – July 13, 2011
How to Use GIA’s Global Market Intelligence Survey Findings to Benchmark Your Company’s Internal Function
In the past, market intelligence functions may have found it difficult to measure their performance and hence, justify their budgets. For instance, what do world class intelligence teams, networks, budgets and decision making look like? How can companies know if their market intelligence functions are operating optimally? Answering such questions is now possible with the use of GIA’s Consultative Intelligence Benchmarking Assessment advisory program, based on data from nearly 1,000 companies around the world.
World Class Market Intelligence – July 4, 2011
Internal Branding Boosts the Market Intelligence Function’s Credibility and Effectiveness
One of the most challenging aspects of creating a culture that fosters good market intelligence practices is finding a way to demonstrate the impact of an intelligence program to the entire organization. This requires strong branding and communications skills.
World Class Market Intelligence – June 2, 2011
Survey reveals Best Practices at Companies with World Class Market intelligence
According to the 2011 Global Market Intelligence Survey, only 10% of the companies have achieved market intelligence capabilities that are truly world class. Such companies in general, enjoy much higher efficiencies in decision making and strong return-on-investment on their market intelligence budgets. What are the commonalities between companies with world class market intelligence capabilities?
M&A and Partnering - April 11
Implications of China’s Latest Five-Year Plan on Mergers and Acquisitions
On March 14, the Chinese government passed its twelfth Five-Year Plan that spelt out the broad economic policy for China from 2011 to 2015. With it came a new state-level investment review body and a renewed focus on domestic consumption, wealth distribution and local industry consolidation via mergers and acquisitions (M&A) and joint ventures. How will foreign firms with M&A interests be affected?
MI for Supply Chain Management – March 22, 2011
3 Questions Businesses Must Ask about Their Supply Chains
Market Intelligence for Supply Chain Management has, until recently, been considered a philosophical, nice-to-have, added cost to the corporate procurement department’s existing cost-centre. It is almost always associated with being an additional help in the strategic sourcing function. But with a recent upsurge in market activities which are impacting firms’ abilities to function, manage and compete, intelligence has a new role in supply chain management. Joining forces with strategic analysis, market intelligence is forecasting risks and enabling firms to prepare for the worst scenarios imaginable.
World Class Market Intelligence - February 8
Building a High-Impact Market Intelligence Product Portfolio
Just as companies need to continuously offer compelling products and services to stay competitive, market intelligence executives need to ensure that their deliverables are valuable, practical and user-friendly. How can deliverables be presented effectively? The GIA White Paper release and webinar on Building a High-Impact Market Intelligence Product Portfolio will provide some answers and include a case from Best Buy, a specialty retailer of consumer electronics in the United States.
Manufacturing and Industrial – January 18, 2011
Sustainable Manufacturing in the Far East Countries
Air, land and water pollution as well as the depletion of non-renewable resources have been moving up the agenda for governments, businesses and the public. How important is this subject to manufacturers in Asia? Do production practices need to be urgently reviewed? GIA’s webinar on “Sustainable Manufacturing in the Far East Countries” seeks to answer these questions and reviews three Asian case studies.
Construction & Property Development – January 13, 2011
Over 60% of Construction & Property Development Firms to Tap into Green Trends in 2011-2012
Partly supported by third-party certification programs such as Leadership in Energy and Environmental Design (LEED), awareness of energy efficient and environmentally friendly products and techniques in construction is increasing. More green products and projects are likely to be introduced over the next two years.
Energy, Resources and Environment – January 7, 2011
Energy Players See Raw Material-Free Sources as Top Growth Area for 2011-2012
Demand for renewable energy sources will continue to be high over the next two years; especially for the ‘greenest of the green’ energy sources. Experts say that raw material-free energy sources such as hydro, wind and solar will be especially favored over the next two years, driven by concerns over the cost of raw materials. Smart grids are another growth area, where aging distribution networks in places like China and the US mean that grid technology companies have a growing market for solutions to tackle the existing problems with network capacities and distributed generation.
M&A and Partnering – December 21, 2010
China's Inbound M&A
China’s domestic and in-bound merger and acquisition (M&A) activity reached peak levels before the financial crisis, but has recovered strongly in 2010. While there are enormous opportunities emerging for international and domestic investors, what are the key lessons for foreign access to China M&A? What are the proven strategies and solutions for ensuring deal success?
World Class Market Intelligence – August 26, 2010
Market Intelligence for Risk Management
The new UK Bribery Act 2010 has made the job of international corporate risk managers more complex. With its wider definition of bribery, focus on prevention rather than cure and high criminal penalties; it is even more far-reaching than the Foreign Corrupt Practices Act of 1977 (FCPA) from the US. Stiffer regulations, the fallout from the financial tsunami and ever convoluted supply chains have driven risk managers to seek the help of market intelligence in increasing numbers.
Geographies – August 23, 2010
Development of Local Market Intelligence Capabilities in BRIC to Pick Up in Pace
Since the term ‘BRIC’ was coined by a Goldman Sachs economist in 2001, Brazil, Russia, India and China have proven to be amongst the world’s largest economies and fastest growing markets. Conducting world-class market intelligence in BRIC may remain an enormous challenge for those who are not intimately familiar with the terrain but the future is bright for those who have already set up a foothold, according to experts.
Market Intelligence for Strategic Planning – July 29, 2010
Stakeholder Management Tips for Strategic Market Intelligence Teams
Market
intelligence directors should not need to fight for the ears of their board or
top management, but the unfortunate reality is that this still happens in some
international companies. Here, we outline various strategies that have worked
in real life situations, where perceptions of and interactions with the market
intelligence function have been radically transformed over time.
Market Intelligence for Marketing & Sales – July 13, 2010
Generating Useful Market Intelligence for Marketing and Sales
Strategic market intelligence can reap rich profits for companies that seek to understand their corporate customers’ needs and businesses better. From purchase driver mapping to sales gaps analysis, the ability to support and even boost revenue generation through strategic customer and competitor intelligence is critical for market intelligence teams. Here are some tips on how to plan and develop market intelligence that will be highly valued by marketing and sales teams.
Market Intelligence for Supply Chain Management – June 18, 2010
Performance Enhancers behind Centralized Global Procurement Functions
Across many industries, procurement has gradually been re-centralized. The recent recession has accelerated the move back to centralized service centers, in order to cut international costs in contracting for upstream or downstream projects. Assessing the appropriate geographical point of sourcing and supplier management remains a central challenge, reinforcing the need for detailed assessment of internal organizational requirements and performance enhancers.
Intelligence Software – June 15, 2010
Market Intelligence Tools Must Offer Improved Collaboration, User Experiences, Reporting Tools and Systems Integration
Social media has led to fundamental changes in online behavior as well as a proliferation of information sources and formats. How will market intelligence processes and tools evolve as a result of these changes? Most business planning, market intelligence and IT teams have yet to agree on the perfect answer. The Market Intelligence Trends 2015 survey and GIA’s soon-to-be-released Intelligence Plaza 7 offer some clues.
World Class Market Intelligence – June 11, 2010
Market Intelligence to include Holistic Risk Management and Greater Collaboration by 2015
Businesses operate in a global environment that is vastly different from that of five years ago, particularly with the increased role of governments in traditionally free economies, expansion into more far flung economies, questions over risk and financial management tools and increased executive mobility. What will the next five years have in store for business executives and market intelligence professionals?
Strategic Analysis - May 17, 2010
How Social Media is Redefining Benchmarking
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Social media is forcing many leading global companies to re-examine their benchmarking goals, processes and culture. Can benchmark partners be recruited online? What can be benchmarked online, and with whom? How open can the organization afford to be? These answers can be found in the GIA White Paper, “How Social Media is Redefining Benchmarking”.
Consumer & Retail – April 27, 2010
M&A Fever to Infect Emerging Consumer and Retail Markets
2010 began with several mega-mergers within the consumer & retail industry: Kraft Foods and Cadbury, Phillips-Van Heusen and Tommy Hilfiger and soon, Best Buy and RadioShack. Hardly predatory in nature, these deals point to strong companies making strategic moves jointly in preparation for the next sustained economic upturn. What do these moves imply?
M&A and Partnering – April 14, 2010
Tidal Wave of M&A Activity Expected from China in 2010 and Beyond
Chinese companies are showing themselves to be a major force in global mergers and acquisitions (M&As). 2009 was a landmark year in Chinese deal value and volumes. However, not all have proven to be strategically sound in post-deal analysis. What insights are there to be learnt from China’s foray into international markets?
Monitoring Services – April 7, 2010
Delivering Maximum Strategic Value with Market Monitoring
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Continuous
monitoring is a fundamental market intelligence process adopted by companies
around the world. It is also one of the hardest to measure, as its effective
integration with other business processes and contribution to business results are
not always immediately apparent.
MI for Product and Innovation Management - March 16, 2010
Turning to Social Media for
Your Innovation Management
Companies
have always looked outside their organizations for new ideas, and social media have
recently become the hot new channels for information gathering, sharing and
analysis. How does Market Intelligence come together with social media to improve
innovation management?
Russia and CIS - March 31, 2010
Coming to Grips with the Challenges in Market Intelligence within Russia and the CIS regions
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The
wealthiest market per capita of all BRIC countries, Russia combines the best of
Europe and Asia. Together with the Commonwealth of Independent States (CIS), it
offers rich mineral resources as well as intellectual and creative potential. How
does one conduct Market Intelligence on its opportunities while avoiding its
risks? The GIA white paper “Market Intelligence in Russia & CIS” addresses this question, and more.
Monitoring services - February 5, 2010
Social Media for Market Intelligence
You’re on LinkedIn and notice from your competitor’s business development manager's profile that he has developed a new expertise area inhouse. Is this a relevant field signal? Indeed, there has much interest in the use of social media for market intelligence (MI). Will digital sharing platforms, social network platforms and wikis etc. become the next big thing in MI?
Consumer & Retail - January 18, 2010
Changing Consumer Behavior and Distribution Models Call for Greater Sophistication in Market Intelligence in the Consumer and Retail Industry
The rules of the game have changed for Consumer and Retail companies. Distributor power, new entrants and a long economic recovery are among the biggest business threats in 2010 for companies, reveals the Global Market Intelligence* survey. Consumer budgets are tight and the focus is on cost, not brands. How will companies use Market Intelligence to explore new strategies and reach deeper into markets?
Chemicals - January 15, 2010
Competition from Smaller and More Flexible Chemical Companies Spur Global Players’ Continued Investment in Market Intelligence
Evolving competition is a top concern for global Market Intelligence professionals within the chemical industry but substantial opportunities lie with contributing to sustainable growth and environmental improvement, according to the 2009 Global Market Intelligence* survey. The chemical sector, from oil, gas, lubricants and plastics to agrochemicals, performance products and biotechnology, is undergoing important changes. How will they use Market Intelligence in 2010/2011?
Best Practices - January 12, 2010
How to Develop a World Class Market Intelligence Function
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The newest GIA White Paper presents a
pragmatic approach to setting up an intelligence function from the ground up.
Following best practices, the set-up process may only take months as has been
demonstrated in the Outotec case example. On the other hand, bringing the
intelligence function to world class levels calls for efforts especially around
‘decision-point intelligence’ and ‘intelligence co-creation’, both areas that
typically require years of methodical development work.
Energy, Resources & Environment - December 15, 2009
Energy Companies See Need to Fuel Their Market Intelligence Operations Due to Changing Business Landscape
The recession has increased the need for Market Intelligence* for Energy, Resources and Environment companies, as they ride the global trend of environmental consciousness and address perceived threats from new market entrants. According to the 2009 Global Market Intelligence survey, a majority will increase their Market Intelligence budgets between 2010 and 2011, albeit from rather low levels. Will these investments be sufficient for energy companies to stay ahead of emerging competition?
Manufacturing & Industrial - December 15, 2009
Global Changes Herald a New World Order in the Manufacturing and Industrial Sector
Price pressures due to the availability of low-cost alternatives present a serious threat to some of the world’s largest manufacturing and industrial companies, according to the 2009 Global Market Intelligence survey. Other threats include acquisitions and international expansion, increased market share by Chinese producers, manufacturing over-capacity in parts of Western Europe as well as the emergence of modified or new innovative products.
Financial services - December 14, 2009
Consolidation Concerns to Underscore Focus of Market Intelligence for Financial Services Companies over 2010/2011
Consolidation, increased competition and greater government regulation are top concerns for global Market Intelligence professionals within the financial services industry, according to the 2009 Global Market Intelligence* survey. Banks, insurers, stock brokerages, investment funds, consumer finance and credit companies are just very slowly recovering from the effects of the economic crisis. How will they use Market Intelligence in 2010/2011?
Telecommunication, Technology & Media - December 14, 2009
Cloud Computing and Social Media Seen as Major Opportunities by Telecommunication, Technology and Media Companies
Many technology companies still worry about competitiveness, pricing, margins but have a positive outlook and expect the need for Market Intelligence* to increase over 2010/2011. Cloud computing and social media will be the new buzzwords within the Market Intelligence space.
Asia Pacific - December 11, 2009
China Will Continue to be the Focus of Market Intelligence Activities in Asia Pacific Region, Customer Intelligence to Increase Overall
The economic downturn has meant budget cuts on Market Intelligence activities conducted by global and regional companies operating in the Asia Pacific, with a greater focus on securing customers. Companies nonetheless recognize the need for MI, and the scope for development is evident when comparing Asia Pacific companies to counterparts in Europe and North America.
Africa - December 4, 2009
African Companies Confident about Future Investments in Market Intelligence but Lag behind in Systematic Market Monitoring
The
global recession has left few industries untouched, and it has had an
influential impact on Market Intelligence* activities in African organizations.
The demand for high quality market information has probably never been as
imperative as now, with new opportunities and threats rapidly emerging in the
marketplace. These sentiments were reflected in the African responses to the
Global Market Intelligence Survey 2009. (The total number of responses reached
724.)
Northern Europe - December 2, 2009
Northern European Companies Use Market Intelligence most Widely, but Lag behind Other Regions in Sophistication
The global economic downturn hit Northern Europe hard. Companies have had to focus and prioritize, and while doing so, to think about what Market Intelligence is absolutely vital, why, when, and to whom. This crisis however, may help rise the level of sophistication to match other developed regions, according to the Global Market Intelligence survey.
North America - December 2, 2009
61% North American Companies Intend to Increase Investments in Market Intelligence in 2010-2011
Many North American companies have spent the last two years focused on tighter cost management and improving their competitive advantage. The recession has been a huge wake-up call on the important role of Market Intelligence* in strategic business decision-making. Market Intelligence has been underutilized to date.
Western Europe - November 30, 2009
50% Western European Companies Intend to Increase Market Intelligence Investments in 2010-2011
Even as Western Europe shows signs of recovery from the 2008 economic downturn, companies continue to be threatened by price erosion, overcapacity, consolidation and new competitors over the next two years. What impact will this have on Market Intelligence* (MI) in the region?
Best Practices - November 12, 2009
Outsourcing Rapid Response Research
Your global board has asked you for information on a new legislation or competitor move, and they need the answer in just three days. Before you hit the panic button, how do you decide whether to conduct the research in-house or to outsource it to a reliable partner? What are some best practices and pitfalls?
Best Practices - November 6, 2009
Getting the Most Market Intelligence out
of Microsoft SharePoint
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Web browser based collaboration
tools have become part of our daily lives, particularly within Market
Intelligence (MI) circles. Google, Oracle and even Xerox all offer some form of
online information sharing capabilities, with Microsoft SharePoint being the
most ubiquitous within the office environment.
Best Practices - November 5, 2009
Far Reaching Changes to Market
Intelligence across all Industries Expected, Due to Economy
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Has the global recession of 2009/2010 changed the world of market intelligence forever?
Russia & CIS - October 28, 2009
Market Intelligence for Russia & CIS
Russia is a vast country with a large population. What are some key things that businesses entering the Russian and the CIS markets for the first time need to be aware of?
Central & Eastern Europe - October 15, 2009
Market Intelligence for Central and Eastern Europe
How do you distinguish between the numerous business opportunities in the Central and Eastern Europe (CEE) region? Which are worth studying further?
Latin America - October 8, 2009
Market
Intelligence for Latin America
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What are the nuances and best practices of conducting research in Latin America, a region of 453 million people and three intra-regional continents?
Greater China - September 17, 2009
Market Intelligence for China
China has seen unprecedented levels of growth since it started on its market-led economic development and offers many untapped opportunities across its 32 provinces, autonomous regions and municipalities, and 600-plus cities. How does one best conduct market intelligence (MI) in this huge market, in order to create practical strategies with real business impact?
Best Practices - September 10, 2009
Avoiding Pitfalls in Market Sizing Studies
How one decipher the size of the addressable market for any product or service will greatly impact any business plan. Despite the best intentions however, this is a task that is often poorly executed.
Best Practices - August 13, 2009
Green Supply Chain Management in Asia-Pacific
What implications does the development of green practices in Asia-Pacific have for global supply chains? Kelvin Inn, Consulting Manager Hong Kong and co-author of the white paper "Green Supply Chain Management in Asia-Pacific" discusses sustainable practices in the manufacturing and logistics industries, and the role of sustainability in the Asia-Pacific.
Best Practices - May 26, 2009
Market Intelligence for Supply Chain Management
What relevance does market intelligence have for supply chain management (SCM) professionals? Rahul Dhingra, a MI advisor at GIA with hands-on industry experience in purchasing, procurement analysis, logistics, inventory management and strategic sourcing, shares some insights. He is also the author of "Market Intelligence for Supply Chain Management", a GIA white paper.
Africa - April 29, 2009
Market Intelligence for Africa
Weak infrastructure, poor transport systems, unreliable electricity supply and protracted customs procedures are some of the common challenges faced by international companies in Africa. What about the infrastructure to support Market Intelligence?
Private Equity - July, 2007
All Eyes on M&A in China
Strong recent growth momentum in mainland China mergers and acquisitions (M&A) is only set to continue. The number of M&A deals jumped from 388 in 2003 to 824 in 2006, with deal value increasing similarly by almost 30% a year on average from US$29 billion to US$62 billion. Private equity deals have been the fastest growth area, up 75% per year, followed by domestic strategic deals (42%) and venture capital deals (28%).
Develop your market intelligence function
