Advice for Market Intelligence Managers

Co-authors of the newly launched Handbook of Market Intelligence by GIA, Hans Hedin, Irmeli Hirvensalo and Markko Vaarnas have decades of experience in advising global companies on their Market Intelligence programs. What are some common challenges companies and their heads of Market Intelligence ask for advice on?

Here are some tips from the authors, available on the GIA book site. We wish you happy reading:

1. Top management sees market intelligence as only a supporting function for specific strategic projects. How can I make sure that market intelligence becomes a strategic function in itself?

2. I am satisfied with our market intelligence operations but I just feel that there is so much knowledge left unused within our organization. What tools are there to help gather and share this intelligence?

3. How can I motivate my colleagues in other departments to share information with my market intelligence department?

4. Market intelligence programs often don’t seem to get the credit they deserve. Do you have any explanations for that?

5. Can you give some examples of how market intelligence can be a source of competitive advantage?

6. How can I advise someone who has more industry expertise than me?

7. What should I focus on first, when developing the market intelligence capabilities within my organization?

8. How can I make sure that the goals of the market intelligence program are aligned with the goals of my organization?

9. What is the fastest route to developing a world class market intelligence program?

10. What are the three most typical and easy-to-fix problems in market intelligence programs?

Have any questions for the authors? Please email us.

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