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May 15, 2012. In a recent GIA survey, 53% of business managers from the largest companies around the world said that information on Emerging Markets is not always readily available in their organizations. This should ring alarm bells. In 2012, emerging markets will import more goods and services than the rich economies combined. Companies risk missing out on key opportunities and threats if they fail to continuously monitor these markets, and to pass on that information to their key managers. In the upcoming GIA webinar, “Monitoring Emerging Markets (Intelligence Desk)", we will talk about how to address such gaps and cover a case example from Johnson Controls Inc..
February 22, 2012. Change is constant within emerging markets. New competitors and suppliers emerge while others consolidate or exit the market. Regulations, tax systems and value chains are complex and fluid. New government initiatives are frequently introduced. Such volatility can make sizing emerging markets extremely challenging. Some seasoned emerging market experts share a few tips on how to overcome the obstacles.
February 14, 2012. Conducting regular win/loss debriefs is one of the best moves a company can make in terms of their market intelligence programs, as it allows for immediate returns on investment (ROI). A company with a market intelligence organization that has diligently and regularly conducted win/loss analysis is better placed to win bids, proposals or tenders in the marketplace.
October 25, 2011. Companies want intelligence tools that offer improved collaboration, user experiences, reporting methods and systems integration, according to the Market Intelligence Trends 2015, a survey conducted by GIA that looked at the trends and anticipated developments in market intelligence. Are Market Intelligence dashboards able to meet all these demands? MI teams at many companies are increasingly interested in constructing visual displays to show latest competitor data and market insights at a glance on a single screen. What are some best practices when it comes to using dashboards?
By monitoring Twitter for sales leads, Avaya responded to a tweet by a potential customer in 2009 regarding their new phone system. 13 days later, Avaya closed a $250,000 sale, and is still used as a social media case study today. The web 2.0 driven explosion in online sources of customer information means that sales leads monitoring has taken on more possibilities. What are some best practices?
Localized monitoring of emerging markets can help identify and alert companies to promising client leads, sales opportunities, customer segments and competitor threats as they surface. On a more strategic level, companies can even improve their understanding about the risks or opportunities in such high growth markets. What are some proven approaches for local monitoring.
Paradoxically, the market intelligence function will be both more centralized as well as more decentralized over the next few years, according to the Market Intelligence Trends 2015 Survey by GIA. This means that organizing and producing intelligence deliverables will become more complex as companies manage a widening web of external and internal intelligence networks. The webinar World Class Market Intelligence Key Success Factors – Organization on April 7 looks into many of these questions and provides practical examples related to building and optimizing market intelligence networks.
Looking for information and opinions about companies and their products, new technologies, new ideas and needs? No problem, just log on to Twitter, LinkedIn, SlideShare or even YouTube. There has been such a proliferation of news, reviews and announcements though social media platforms that companies are finding it challenging to navigate among the complex maze of possibilities to find the information and discussions that are relevant for them on social media.
You need all the help you can get when the board tasks your team to develop a competitive strategy to launch a new product, revive a brand, enter a new market, win a sales bid or introduce a new sales campaign. One helpful piece of the puzzle to have would be the ability to anticipate your competitors’ next moves as accurately as possible. Can War Gaming help?
What’s the right composition of Market Intelligence tools for information collection, analysis and corporate portals? How do you fit in RSS feeds, mobile devices, alerts through social media or dashboards?
There has been a proliferation of online information sources for businesses, many with translation capabilities, web 2.0 features, mobile interface options and visualization tools. How can Market Intelligence practitioners ensure that they make the best choice for their organizations?
We are living in the middle of a dramatic shift in how people and organizations communicate and collaborate, as manifested in the rapid growth of technologies such as social media, smart phones and RSS feeds. Developed with this in mind, what will the latest version of GIA’s software, Intelligence Plaza®, offer market intelligence practitioners?
Knowing the size of your addressable market is a fundamental step in any business or marketing plan. But to begin, you will need realistic and reliable data. Yet this is not always easy to attain in emerging economies, particularly if your target market is rapidly evolving, or if you are introducing a new product category, or sell primarily through distribution channels. What are some ways around the scarcity of data?
As global professional communities develop, business managers have benefited from learning from the experiences of their peers from around the world. To this end, GIA has consolidated its thought leadership, consulting services, workshops and educational events under its Market Intelligence Best Practices offering, to provide a platform for international market intelligence managers to benchmark against and exchange experiences regarding world class intelligence operations.
Ensuring that your organization’s market intelligence system is well integrated and up-to-date takes ongoing effort. Needs change, organizations scale up or down and the external operating environment never remains the same. What are some best practices in integrating your market intelligence tools with other corporate processes so that the output stays relevant?
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.
Take your market intelligence operations to the next level with the help of our project-based Consulting services, annual GIA Conferences or online Subscription Services. Collectively known as Intelligence Best Practices, this new offering from GIA puts a global collection of knowledge resources and services right at your fingertips.
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.
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?
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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”.
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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.
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?
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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.
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?
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> Download White Paper
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.
The global stimulus packages announced by various governments in response to the current financial crisis impact companies along the value chains of many industries. The challenge will be to identify quickly the impact, the favorable circumstances and the spending requirements in order to act on the opportunities that arise.