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While the Asia Pacific region is expected to weather the global economic cold winds better than Europe or North America, the 2013-14 business outlook varies for different countries.
With a globalized knowledge economy, market intelligence professionals recognize that their teams urgently need to strengthen their own capabilities. Here are some suggestions regarding how you might want to assess your market intelligence training needs.
Corporate intelligence or knowledge management professionals can only envy the amount of time that their employees spend on social media. Facebook has over 900 million monthly active users, with users in the US spending an average of eight hours a month on it. What lessons can we learn from social networks that will help boost user statistics on market intelligence network?
November 28, 2012. A company’s future success depends heavily on the quality of the analysis and insights that back up executive decision-making. Yet the ultimate challenge for market intelligence professionals is to truly understand the drivers leading to management’s requests and to act as internal consultants who provide sound strategic advice. We ask two GIA experts on Intelligence Best Practices for examples of how this can be achieved.
September 25, 2012. Yum! Brands, the operator of KFC, Pizza Hut and Taco Bell, seems to have beaten McDonald’s in conquering China. Today, it has over 4,000 stores compared to about 1,500 “golden arches” restaurants in the mainland. Any entry into new markets is fraught with uncertainties. There are no guaranteed winners. Take Carrefour for example. After an unsuccessful attempt to enter Brazil and its focus on the hypermarket model even as consumers buy more goods locally and online, its share prices have fallen since 2009. How can consumer and retail companies ensure that they pursue the right business models?
September 4, 2012. What gets measured
gets managed. Companies instill key performance indicators (KPIs) for their
market intelligence teams to ensure they continue to provide the right insights
for the right people at the right time. But what KPIs best suit your company’s
unique set of strategic, tactical or operational needs?
September 20, 2012. Logistics and transport professionals expect emerging markets to more than double in their percentage of global revenues between 2012 and 2017 to 36%, according to the Business Perspectives for Emerging Markets 2012-2017 Report by Global Intelligence Alliance (GIA). China, Brazil, India and Russia will remain the top four target emerging markets to 2017, followed by Indonesia, Vietnam, Singapore and Chile.
September 19, 2012. According to the Business Perspectives for Emerging Markets 2012-2017 Report by Global Intelligence Alliance (GIA), emerging markets will continue to play a larger role in generating global revenues for the consumer and retail sector by 2017. In fact, the 39 global consumer and retail players surveyed in the report expect to generate on average, 28% of their global revenues from emerging markets by that time.
September 18, 2012. Chemical company executives say they expect 38% of their global revenues to come from Emerging Markets by 2017 on average, up from 19% today. BASF expects emerging economies to account for 60% of global chemical production by 2020. The 20 respondents representing the chemical industry in GIA’s Business Perspectives for Emerging Markets 2012-2017 Report said they are investing in Emerging Markets in order to gain a foot hold in future large markets.
September 13, 2012. Financial services companies are extending their global ambitions, expecting to double their total share of global revenues from emerging markets to about 30% by 2017, according to recent research by Global Intelligence Alliance (GIA). The industry will continue to focus on China, India and Brazil as their top emerging markets - with Russia, Indonesia and South Africa coming up next as important secondary emerging markets, according to GIA’s Business Perspectives on Emerging Markets 2012-2017 Report.
September 12, 2012. By predicting that 53% of their global revenues will come from Emerging Markets by 2017, energy and resources companies in GIA’s Business Perspectives on Emerging Markets 2012-2017 Report have the highest expectations of up and coming developing economies compared to all other industries.
September 11, 2012. Automotive industry players have long seen Emerging Markets as key to survival. The carmakers in GIA’s Business Perspectives on Emerging Markets 2012-2017 Report survey said that they expect almost 40% of their total global revenues from BRIC, and other markets such as South Africa, Turkey, Indonesia and Mexico by 2017.
September 6, 2012. Telecommunications, technology, and media companies expect emerging markets to account for nearly 50% of their global revenues by 2017 on average, according to the Business Perspectives on Emerging Markets 2012-2017 Report (Telecommunications, Technology & Media) by Global Intelligence Alliance (GIA). Their focus will be on BRIC countries, starting with India and Brazil and then by China and Russia respectively, and followed by secondary emerging markets such as Indonesia, Mexico, South Africa and Vietnam.
September 5, 2012. Emerging Markets will account for 26% of global revenues on average for pharmaceuticals and healthcare companies by 2017, up from 15% today, according to the Business Perspectives on Emerging Markets 2012-2017 Report (Pharmaceuticals & Healthcare) from Global Alliance Intelligence (GIA). Nearly 80% see emerging markets as large key customer markets and critical to their futures, with close to 40% already serving customers in emerging markets.
September 4, 2012. In the Business Perspectives on Emerging Markets 2012-2017 Report conducted by GIA, 26 percent of manufacturing and industrial respondents said they are investing in emerging markets in order to gain a foot hold in future large markets. The reason is clear; manufacturers say they expect 41% of their global revenues to come from emerging markets by 2017.
August 29, 2012. According to the Business Perspectives on Emerging Markets 2012-2017 Report by Global Intelligence Alliance (GIA), Brazil, Russia, India and China (BRIC) will retain their leading positions as the worlds’ top emerging markets for 2012-2017. In a ranking of the top 30 emerging markets international companies plan to target in 2012-2017, most of the non-BRIC emerging markets are in Asia or Latin America, with Indonesia, South Africa, Vietnam, Mexico, Turkey and Argentina ranking highest amongst secondary emerging markets.
August 23, 2012. Benelux companies are actively looking for growth opportunities and are keen to secure long-term success in future large markets outside of Europe. While the current proportion of global revenues from Emerging Markets is still relatively low, this share will grow considerably. The European companies in GIA’s Business Perspectives on Emerging Markets 2012-2017 Report (Benelux Results) say they expect nearly 40% of their global revenues to come from Emerging Markets by 2017.
August 22, 2012. The German companies in GIA’s Business Perspectives on Emerging Markets 2012-2017 Report (Germany Results) intend to focus significantly more on Brazil, China and Russia than their global peers do in 2012-2017. While almost half generate only a tiny portion of their revenues (up to 10%) in Emerging Markets today, 84% of them expect to make at least half of their revenues there by 2017. This shows the increasing importance of Emerging Markets to German companies.
August 21, 2012. Latin America has not been spared the effects of the current global economic crisis. Even with strong domestic markets, a decrease in external demand could spell trouble for Brazilian companies. Moreover, 66% of the global companies in GIA’s Business Perspectives on Emerging Markets 2012-2017 Report (Brazil Results) say that Brazil is one of their top target markets to 2017, promising more competition from foreign players on their own home turf.
August 16, 2012. The United Kingdom (UK) has always been an open economy and has enjoyed long traditions in global trade. In the midst of the European crisis and slow growth in American markets, they are actively looking to growth opportunities in Emerging Markets - particularly in the financial services, consumer and retail as well as the aerospace and defense sectors.
August 15, 2012. What megatrends will lead businesses into the 22nd century? Will investments in Bangladesh or Pakistan, beach houses in Norway or water shortage solutions be the ‘right bets’? Megatrends can come from anywhere. To ensure companies do not become irrelevant, market intelligence managers need to constantly monitor all sorts of potential environmental, societal and technology revolutions. What are some best practices in megatrends analysis?
August 14, 2012. BRIC countries, especially Brazil, China and India alone provide enormous potential for US companies but there is also significant interest by US companies in other areas, such as South Africa, Turkey, Vietnam, Indonesia.
August 14, 2012. As Beijing seeks to build on its economic strength, it has been gradually easing the way for Chinese firms to invest both at home and overseas. Last year, for the first time ever, Chinese private equity (PE) firms’ investments in China exceeded that of US and other foreign funds in China – US$ 7.8 billion compared to foreign firms’ US$ 7.4 billion. A recent policy reform now allows mainland state-owned enterprises (SOEs) and global PE firms to collaborate in outbound investments. What effect will these have on the mainland and outbound PE market moving forward?
August 6, 2012. In June 2012, the Chinese government published its Food Safety Plan for the next five years, with the intention of ‘cleaning up’ inefficiencies and aligning national with regional industry standards. This is an ambitious over-haul of the food regulatory system in China that targets to meet World Health Organization (WHO) food safety standards by 2015. What industries will be affected and what should international companies beware of?
July 25, 2012. When Hewlett Packard (HP) bought Autonomy for more than $11 billion in 2011, analysts said it was a bold move for HP to make and that the ongoing contribution of Autonomy’s CEO Mike Lynch would be crucial to its success. Unfortunately, Lynch was shown the door just seven months later, against a backdrop of disappointing quarterly earnings and rumors of a clash in corporate cultures. Could this have been foreseen? The answer is yes, but only if the right questions had been asked beforehand. Traditional financial or legal due diligence is critical prior to any M&A, but many managers make the mistake of not insisting on market intelligence prior to a deal.
July 3, 2012. Successful companies such as Philips Healthcare, Tetra Pak, Fiserv and Siemens use competitor battle cards to help them sell. By providing competitive intelligence on competing offerings and detailed product comparisons, such battle cards enable companies to close more sales and gain market share. So, what do the best competitor battle cards look like?
July 24, 2012. Only 8% of Canada’s exports are currently sent to emerging markets such as India, Brazil and China, while the majority (85%) goes to Japan, the U.S. and Europe. Exporting to developing countries and establishing operations there is key to Canada’s economic future, says Bank of Canada Governor, Mark Carney. GIA experts share their take on how Canadian companies can make the most of opportunities in emerging markets.
June 28, 2012. As an emerging economy and the world's fourth most populous country, Indonesia's need for energy is tremendous. Based on the 2010 Energy Outlook report released by Indonesia's BPPT (Agency for the Assessment and Application of Technology), Indonesia is expected to become a net importer of energy by 2030 because by then it will no longer be able to meet demand domestically.
June 26, 2012. Business decisions cannot be made on a silo basis. CEOs and boards need 360-degree views of their market environment, but centralized market intelligence teams face many challenges in covering global markets from the corporate headquarters. What can CEOs do to ensure that the market intelligence they ultimately receive will cover the right strategic issues for their global markets and help them achieve greater competitive advantage?
June 25, 2012. Half of the 430 global companies recently surveyed by GIA say at least 30% of their global revenues will come from Emerging Markets by 2017. Yet 9 out of 10 say they could have done something better in their Emerging Markets strategies, according to GIA’s Business Perspectives for Emerging Markets 2012-2017 Report. What do they view as success factors or threats? What mistakes have been made, and should be avoided? Do companies have the information to capture fast moving market opportunities? Register for the global report release webinar on Wednesday June 27 to find out more!
June 13, 2012. There is little doubt outstanding market intelligence directors bring great value to their boards. But how do you spot such talent? What distinguishes them? Where can you look for them?
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..
April 26, 2012. Strong commodity pricing, growing consumer markets and low interest rates underpin continued economy growth in Latin America. What do market experts predict for the region’s fastest growing industries? What do creeping protectionism, increased competition and corruption spell for international companies in places like Brazil, Argentina and Mexico?
May 23, 2012. Many competitive intelligence budgets have been affected by the economic downturn in North America and the European debt crisis, with some budgets reduced by as much as 50%. Are CEOs approving such drastic budget cuts to the detriment of the long term competitive advantage of their companies?
April 26, 2012. There is often very little publicly available data describing the details of markets in Canada. One common rule of thumb that is used by some multinational companies equates Canadian markets, industries and segments to 10 percent of their US counterparts, but this practice is outdated. Even though the US is Canada’s biggest and closest trading partner – the US buys 75 percent of Canada’s exports and produces 50 percent of its imports - Canada’s unique geography, politics, economy and markets mean that the country is not simply a smaller version of its neighbour. How can strategic business planners provide accurate market sizing reports on Canada to their CEOs and boards?
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.
March 28, 2012. While U.S. companies remain committed to competing in the China market, most are less optimistic about their business prospects in China, with bureaucracy, an unclear regulatory environment and a lack of transparency seen as key hindrances to business in China - on top of rising costs and increasing competition. Indeed, much uncertainty also hangs in the air regarding the once-in-a-decade changeover in the political guard this year.
March 22, 2012. Machinery, metallurgy, chemicals and energy are some of Russia’s most important sectors. How will they be affected by the country’s accession to full fledged membership at the World Trade Organization (WTO)? What lies ahead for Russia’s key trading partners in the EU and other foreign players? The upcoming GIA webinar on “Russia’s Accession to the WTO and its Impact on Her Energy and Commodities Industries” seeks to answer this question and more.
March 19, 2012. Companies are monitoring the explosion of mobile devices, social media, peer-to-peer networks and micro-transactions, and the implications on their businesses. Indeed, social networks are emerging as platforms for product discovery and transactions. Will the development of social media payment options such as Facebook Credits present new sales channels for companies? What new market-making opportunities are there?
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.
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?
December 6, 2011. As discretionary consumer spending is hit by unemployment and economic uncertainty, the need grows in the Consumer & Retail industry for strategies to mitigate the impact of a global economic slowdown. Traditionally pioneers in the use and application of market intelligence, it stands to reason that Consumer & Retail companies will make the best possible use of market intelligence to underpin their business strategies. But this may not be the case.
November 29, 2011. Swedish companies have often been among the more advanced market intelligence practitioners, but results from the 2011 Global Market Intelligence Survey show a changing picture. The prevalence of market intelligence programs is high in Sweden, with 82% of companies reporting to have a systematic market intelligence function in place. How do Swedish companies operate their market intelligence functions?
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.
November 22, 2011. North American companies are among the more advanced market intelligence practitioners, and the 2011 Global Market Intelligence Survey confirmed this. The prevalence of market intelligence programs is high in North America, with 84% of companies reporting to have a market intelligence function in place. How do North American companies operate their market intelligence functions?
October 26, 2011. Brazil is still suffering from the 2011 crisis – in spite of a quick rebound. This means that companies in the country are seeing stronger competition, and there is little room for strategic mistakes. Knowing one’s competitive environment is key for survival and growth. The 2011 Global Market Intelligence Survey indicates that 60% of Brazilian companies plan to increase their investment in market intelligence programs, while the remaining 40% plan to maintain current levels.
November 9, 2011. As IP battles heat up among smartphone makers and media publishing transitions toward online and streaming services, technology and media firms are making every effort to stay in tune with competitor developments and market trends. The telecommunications industry, led by network operators who are seeking new revenue streams, are also building up their intelligence processes to capture emerging business opportunities. How are global players addressing such challenges through market intelligence?
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?
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%.
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?
October 20, 2011. Companies in the Benelux region tend to have large market intelligence teams and by far some of the largest Market Intelligence budgets globally. According to the 2011 Global Market Intelligence Survey, they also have systematic market intelligence operations that pay off. What is behind their success?
October 17, 2011. Latin America has not been spared the effects of the current global economic crisis. While strong domestic markets support countries such as Brazil, a decrease in external demand and the deterioration of currency rates are issues to be solved in the short term. Regulatory, tax models and interest rates need to be reformed. How can international companies capture the right opportunities in Latin American markets at the right time?
October 11, 2011. Companies in the United Kingdom (UK) are currently facing a difficult economic climate. Does this mean smaller budgets and fewer resources for market intelligence programs? The 2011 Global Market Intelligence Survey suggests the opposite. Half of the UK companies surveyed intend to increase their market intelligence investments while only 2% plan to decrease their budgets.
November 10, 2011. Top management and main decision makers in Germany’s large and medium-sized companies agree that their decision making has benefited from having systematic market intelligence functions. The Global Market Intelligence Survey 2011 which was conducted in March 2011 by Global Intelligence Alliance, showed that a large number of companies also plan to invest further in improving their market intelligence processes.
October 10, 2011. With the European debt crisis and failure of US economic stimulus packages, financial institutions are likely to take pre-emptive measures against a possible global economic downturn. How will this affect Financial Services companies’ plans for market intelligence over 2011-2012?
October 6, 2011. Finnish companies have often been among the more advanced market intelligence practitioners, and the 2011 Global Market Intelligence Survey confirmed this. The prevalence of market intelligence programs is high in Finland, with 82% of companies reporting to have a market intelligence function in place. How do Finnish companies operate their market intelligence functions?
October 3, 2011. Recent products introduced by pharmaceutical companies, such as Pfizer, Sanofi-Avensis or Eli Lilly, are not expected to generate enough revenue to make up for the loss of patent protection for blockbuster drugs such as Lipitor, Plavix and Zyprexa in 2012. The healthcare sector is also facing dramatic challenges of rapidly ageing populations in developed markets, insufficient public financing and more cost cuts - whilst the sector is experiencing a skills shortage. Many industry players have turned to expanding into India, China and Brazil, in order to take advantage of their average growth rates of 15% as compared with 5-6% in developed markets. What areas will they be investing in for market intelligence over 2011-2012?
September 29, 2011. Innovations, new products and applications, greater environmental awareness as well as changes in global demography and consumer preferences are impacting the value chains of chemical companies. How are global chemical players addressing this through market intelligence?
September 28, 2011. On the surface, Manufacturing and Industrial companies appear to have efficient market intelligence functions. More than 80% of the surveyed companies in the 2011 Global Market Intelligence Survey already have a systematic operation in place. Compared to some other industries, they work closest to their CEOs and prefer small teams. They have about 220 internal clients on average, with over 70 people regularly contributing insights and research in addition to their core market intelligence team.
September 27, 2011. With the uncertainty in financial markets, investors are looking for safer havens for their capital. In Western markets, energy efficient technologies are seen as good investments and among the few industrial sectors that are likely to continue to grow in the near term. In the last decade, new energy regulations have been introduced and constantly reviewed. These and other disruptive changes, together with the increasing global demand for energy, have led to fluctuations in energy and raw material prices. How is this likely to impact the way Energy, Resources and Environment industry players invest in market intelligence over 2011 and 2012?
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?
The momentum has been building for several exciting emerging technology trends. While television content is increasingly available and delivered over the web, living room devices are becoming more inter-connected to create a more coherent user experience. GIA identifies and summarizes 10 key developments that drive market-shifting changes throughout the technology, media and telecommunications ecosystems.
Get an insider's look at how the world's best international companies use Market Intelligence!
Local fast moving consumer goods (FMCG) competitors in emerging markets such as Brazil, China and India have been growing from strength to strength. While emerging market brands are still focused on fortifying their foothold in their home markets, Indian FMCG brands are making aggressive moves overseas.
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.
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.
Many market intelligence professionals find it challenging to get the top management’s ear and not to be pigeonholed as mere data providers. How can a market intelligence team step up their game and create more value? How to provide intelligence that management will have the faith to base their decisions upon?
The industrialized world today is highly dependent on a relatively small number of utilities that supply power, water and fuel, that are facing environmental, social and political threats in increasing numbers. Such hazards can compromise Critical National Infrastructures (CNIs) and businesses, on a single entity, market region or even global scale. There are now security companies and consulting firms that are taking on the responsibilities that traditionally belonged to governments in increasing numbers. What potential disruptions to critical infrastructures should companies pay most attention to?
Consumer and retail companies have been eyeing countries in Central and Eastern Europe (CEE) as potential target markets. The latest figures confirm strong market prospects over the next few years, as the region recovers from the global financial crisis, with Central Europe with Poland leading the way. What are some factors that new market entrants should take note of?
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?
The acquisition of Where by eBay’s PayPal division in late April 2011 and the proposed purchase of T-Mobile by AT&T stand to have a very large impact on the location-based services (LBS) industry. With the increasing number of mobile device users and, concurrently, a greater usage of social media to engage in communication, entertainment, work-related activities, LBS providers will continue to take advantage of this technology that gives instant access to information about users’ physical and constantly-changing surroundings. With larger players entering the fray, where is the industry heading to next?
According to Michael Ouyang, CEO of the World Luxury Association’s China office, "China will take the place of Japan and become the world's largest consumer market for luxury goods. More than 70% of the brands will try to accelerate a shift in their development focus from Japan to China this year”. Major groups such as PPR, Titan, Richemont or LVMH have been forced to compensate for lost consumer sales from in Japan after the March 11 earthquake and tsunami by focusing even more on China. Foreign brands dominate high street fashion, top-end automobiles, jewellery and luxury timepieces in China today. What opportunities are there to tap?
The LED lighting industry is still highly fragmented with many start-up competitors. As the technology matures, industry consolidation will occur, and there will be a flight to quality and to established brands. Multinational and local LED lighting manufacturers, such as Philips, Osram, Toshiba, Kingsun and Neo-Neon are among the many strong contenders for market dominance in their home and overseas markets, with new competition continuing to emerge from both local and global players in related industries.
Rising oil prices, slow economic recovery and demand for more sustainable modes of transport are driving logistics players to consider multimodal transportation. Schenker, for example, has started its 'Trans-Siberian' rail experiment connecting China and Germany by rail. The European Commission is also in favor of multimodal transport in its "Roadmap to a Single European Transport Area – Towards a competitive and resource efficient transport system" report. What else can industry executives do to out-survive their competitions?
Asia Pacific holds a wealth of opportunities for different industries – from outsourcing production to reaching out to new target customers. However, diversity at both regional and local levels poses a significant challenge to navigating the markets, and to defining a successful strategy. What are some of the defining characteristics of the region’s markets, and how can Market Intelligence be employed to help assess opportunities and plan growth strategies?
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?
According to a survey by Global Intelligence Alliance (GIA) amongst 67 Asian consumer and retail industry professionals in China, India and South East Asia in November 2010, 80% said Indian and Southeast Asian consumers have become more willing to pay more for better quality food and beverage over the last 12-18 months.
Southern African Development Community nations welcome foreign direct investment, proclaimed South African Deputy President Kgalema Motlanthe in March 2011. The first step for foreign investors is to invest in market entry research to evaluate the business potential of Southern Africa markets verses concerns over local governments, intellectual property rights, business practices, partners and possible market barriers. Best practices in such market intelligence are discussed in the Market Intelligence for Southern Africa webinar.
China is preparing for the transition to a new generation of political leaders foreseen for the end of 2012. China remains the centre of focus for many international businesses and this major political change will require close monitoring. Understanding all the different nuances of operating in this diverse market is critical to success. GIA’s China practice provides some insights through the upcoming webinar on Market Intelligence for China.
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?
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Logistics providers are in a good position to offer RFID (Radio Frequency Identification) service propositions to their manufacturing customers in China and South East Asia. Based on a November 2010 survey by Global Intelligence Alliance (GIA), over two-thirds of manufacturing sector respondents did not have a plan in place to invest in RFID tracking technology for location and route planning services.
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.
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.
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?
More than 90% of all transactions in developed markets are now done via non-branch channels, according to an Asian Banker Research and Diebold whitepaper published in 2010. Furthermore, 90% of the procedures for new account opening might be streamlined and automated by 2012. How will such global banking trends affect Asian retail banks? How will the future of retail banks in Asia transform? The answer to all these questions might lie in virtual banking.
The Asia Pacific today represents 25% of the global pro-audio visual (AV) industry, driven mostly by growth in China and other emerging markets from South East Asia. With strong funding being injected by governments around Asia Pacific, the Education and Government sectors are expected to out-perform other segments. How are some AV products being used within the education sector in, one of the world’s largest emerging markets, China?
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?
Plaza 7’s dashboards allow anyone to see an organization’s competitive “big picture” or drill down to more detailed information or analysis in seconds. Some say dashboards are changing the nature of management into more and more of a science. Various business teams can quickly compute and analyze the same market signals and come together to make quicker and more informed decisions. What does the tool mean for market intelligence professionals?
Innovation and emerging markets will continue to be the top buzzwords for Food and Beverage, Retail chains, Fashion houses, FMCG and other consumer goods companies in 2011. But how will they achieve this while facing challenges with reduced consumer spending and increased competition in all markets?
Over these next two years, manufacturing firms will be focused on increasing competitive advantage while the global recovery trends upwards. Improving resource efficiency to reduce input costs, leveraging the growth of contract logistics to reduce supply chain costs and finding innovative methods of attracting, training and retaining workforce talent are the three key areas that manufacturers need to address in order to drive business growth. The ways in which emerging market and mature market manufacturers go about doing so differ widely, as shown by GIA’s industry poll.
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.
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?
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.
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.
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.
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?
Smart televisions are expected to be showcased everywhere at the 2011 Consumer Electronics Show. Samsung, Sony, Toshiba, LG and Visio will all launch Smart TVs that enable viewers to search and find video content on the web, on local cable or satellite and locally stored hard drive content. Will Smart TVs have the same impact as 3D TVs did in 2010; lots of buzz but few buys?
How to eat an elephant? Absurd as it may sound, Market Intelligence executives setting up intelligence programs frequently face this dilemma when defining the scope of their future activities. The GIA White Paper release webinar on Intelligence Scope, one of the six Key Success Factors of a world class intelligence program as defined by GIA, tackles these issues and more.
Missed the GIA Conference in New York? No worries! Tap on GIA’s extensive pool of market intelligence expertise through GIA’s Intelligence Best Practices Online service, now available for subscription.
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?
Increasingly large budgets have been spent on market intelligence in the Asia Pacific region in recent years, mainly driven by interest in the emerging markets of China and India. With the region’s rapid growth, pace of change and diversity however, many companies find it very challenging to stay on top of local market characteristics and opportunities along their targeted value chains. The upcoming webinar on Market Intelligence for Asia Pacific will provide practical insights into the region for market intelligence professionals, strategic planners and business decision makers.
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?
India presents lucrative business opportunities, but both foreign and domestic enterprises face formidable challenges in conducting business there. Dealing with construction permits requires around 195 days and 37 procedures while enforcing contracts requires 1,420 days and 46 procedures, for instance.
Organic compounds synthesized out of renewable raw materials such as vegetable oils, starch, sugar and cellulose have been the focus of much research within the chemicals industry since the 1990’s. Green chemicals, which today include biopolymers, lubricants and surfactants as well as specialty and platform chemicals, are finding their way into cosmetics, toiletries, food additives and product packaging. Which new green applications have caught the attention of the fast moving consumer goods (FMCG) industry?
Ahead of the World Cup in 2014, Brazil's government has approved nearly $3 billion to expand and renovate 16 airports, and guaranteed another $400 million in investments related to the country's ports. The allocations come amid criticism from soccer's international governing body, FIFA, that Brazil is not meeting its infrastructure obligations in advance of the tournament. What are some opportunities that may trickle down to international companies?
By the end of this year, over 60% of the entire Indian population will be classified as middle-class, according to a survey by CRISIL. Many live in India’s tier 1 and tier 2 cities, and some may earn as much as USD20,000 per year - or the equivalent of over USD100,000 per year in India when adjusted for purchasing power parity. Changing lifestyles and eating habits, an over-taxed healthcare system and a dearth of healthcare services are opening up new opportunities for the healthcare sector.
In the wake of the credit crunch and public fall out from the BP oil spill, petroleum companies have been adopting a more conservative approach to project financing. If they are not exiting or slowing down unconventional projects, such as oil reclamation from tar sands, they are halting downstream investments like the Honam refinery in Qatar. How else can oil companies derive greater efficiencies in order to maintain their competitive advantage?
The Shanghai World Expo 2010 is expected to attract 70 million visitors and generate approximately nine billion dollars worth of income for the city and the Yangtze River Delta. Held between May and October this year, it is expected to generate nearly 3.5 times the revenue of the Beijing 2008 Summer Olympics, which lasted 17 days. What are some of the costs and the benefits to date?.
Market intelligence practitioners have grappled with multiple challenges for a long while. How to develop a company’s internal intelligence network? How to gain insights in a broad range of specialized topics? How to share market signals? How to maximize the output from internal resources? Economic instability, global competition, marketplace changes and changing customer demands have added urgency to finding the answers to these questions.
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.
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.
The business-to-consumer (B2C) parcel delivery market is one bright spot in the sluggish European logistics market, thanks to the ever-increasing popularity of consumer e-commerce. Online retailing in Western Europe is estimated to grow around 10% over the next few years, driving growth of Europe’s B2C parcel market at about the same pace – particularly in the UK in Western Europe and Poland or Estonia to the East. What are some key market developments?
More than half Asia's Pay TV operators surveyed in our latest industry survey (54%) already carry High Definition (HD) channels. New technologies such as IPTV and 3D TV are seen as the greatest untapped opportunity – and the greatest threat – for traditional cable & satellite operators.
Booming urbanization and a growing middle class in China is driving demand for commercial security solutions in the country. Government initiatives, such as community schemes like the Safe Cities Project or the 3111 Pilot Project, higher levels of policing and stimulus packages to develop western China, will further boost growth. How will the industry cope with demand?
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.
The title “land of opportunity” belongs to China. Economists expect it to officially become the second largest economy this year and to continue growing at record rates. Many of its industries however, are well developed and established. Which new rising industries should investors consider putting their money into over the three years?
The 2010 Football World Cup has, by all measures, been a resounding success. How has the World Cup changed Southern Africa and how has it impacted the future for the continent’s investors?
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.
With oil and gas construction suddenly under the spotlight following the unfortunate events in the Gulf of Mexico and a major producer in the dock for previously unheard of compensation claims, it seems likely the industry will become even more risk averse in the construction of new plants and equipment.
Retail banks largely missed out on opportunities to develop online financial services during the e-commerce revolution of the ‘90s. They may be missing out again, this time within the realm of social media – except that now, the global online virtual dollar market can reach US$10 billion in 2010, with Asia accounting for US$7 billion, according to Engage Digital Media.
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.
Consumer and retail businesses in Brazil can anticipate a promising future. Employment rates and consumer groups are growing, while political risk, economic uncertainty and inflation continue to stabilize. Overall, the retail market grew by 15.7% in 2009; slightly over the 14% forecast growth. The segments presenting the highest growth were automobiles, at a record 32%, furniture and domestic appliances (25%), clothing and shoes (16%), tobacco and beverages (15.5%) and pharmaceutical and cosmetic items (15%).
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.
China’s golf industry is expected to grow exponentially in the next few years and help boost tourism and real estate development along the way. Even though China is the world’s second largest source of golf equipment today, the country only has about 500 golf courses, compared to approximately 18,000 in the United States and 6,000 in Europe. This huge ‘handicap’ may soon be lowered, with the expiry of a six-year-old government ban on new course development from 2004.
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?
Biogas is increasingly viewed as a viable alternative to both traditional as well as other renewable forms of existing transportation fuel, from gasoline and diesel to ethanol and biodiesel. Where do the greatest market opportunities lie? Which technologies will be utilized in different regions? Which new players are entering the biogas market? The answers are all in the GIA white paper on “How to Profit from Biogas Market Developments”.
Newspapers, magazines and book publishers worldwide have been actively addressing the shift in readership towards digital platforms, in particular mobile devices, but have been grappling with fundamental issues in creating sustainable revenue models and content delivery formats. What is the most efficient approach to reach maximum audiences over mobile devices? How can publishers best monetize content delivered over mobile devices?
India has one of the fastest growing and most environmentally aware construction industries in the world. GIA research during Jan-Apr 2010 shows that local opinion leaders in India’s architectural, construction and property development community are unanimous in the view that their industry is big on going Green. However, lack of awareness and education are the two major restraints, aside from cost, on environmentally friendly property development.
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”.
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?
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?
With gross domestic product of US$4.9 trillion and a growth rate of 8% in 2009, China’s economy outperformed its global neighbors with aplomb. Investments in infrastructure and fixed assets, especially by the Central Government, helped lift the economy, generate jobs and create business opportunities. Will this be sustainable? What macroeconomic factors will impact foreign companies operating in China over the next three years?
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.
Content publishers and service providers looking to serve consumers over the mobile phone must make crucial decisions between web or native application interfaces. The GIA white paper, “Native or Web Application? A Look at How Best to Deliver Content and Services to Your Audience over the Mobile Phone” reveals different approaches in building applications for mobile phones and the trends that will influence developers' and publishers' interface choices, based on findings from a survey conducted amongst 90 mobile publishers and service providers worldwide.
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
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.
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?
Private Equity (PE) leaders in Asia may differ in their growth expectations for 2010 and beyond, but they all agree that PE Investments will shift from traditionally attractive sectors such as Information Technology, Consumer and Retail, Financial Services and Real Estate. What are the fundamentals driving this trend and what strategies will PE firms pursue?
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?
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?
Successful crowdsourcing by prominent online service vendors such as Threadless, InnoCentive, iStockPhoto, Google MapMaker and Building Maker are now inspiring similar crowd-based concepts in the mobile world. What are some of the best practices for the mobile space?
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.
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?
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.
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?
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.
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.
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
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.
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.
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?
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?
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.
Has the global recession of 2009/2010 changed the world of market intelligence forever?
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?
How do you distinguish between the numerous business opportunities in the Central and Eastern Europe (CEE) region? Which are worth studying further?
What are the nuances and best practices of conducting research in Latin America, a region of 453 million people and three intra-regional continents?
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?
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.
What implications does China's development into one of the wind energy powerhouses have for the global market? Kim Khoo, co-author of the white paper "The Chinese Wind Energy Market" shares her thoughts.
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.
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.
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?
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.
The convergence of professional audiovisual (pro-AV) products and information technology (IT) is leading to more sophisticated products and services. In fact, the extent to which both IT companies and pro-AV players embrace this convergence theme will define their future success.
Production and consumption of milk and dairy products have experienced phenomenal growth in both urban and rural China over the past 10 years. Demand for milk and yogurt is expected to expand at annual growth rates of 22% and 31% respectively over the next five years.
In the popular ‘China plus one’ investment strategy, investors are being wooed by both Ho Chi Minh and Hanoi as they vie to be the ‘one’ to capture the most investment dollars.
In the midst of industry consolidation, deregulation and uptake of digital media, Pay TV operators in Asia find themselves in a period of transition.
Market players in the mobile telecoms sector need to adopt targeted strategies to penetrate Southeast Asian markets with next generation 3G handsets.
Large technology manufacturing companies are adopting a ‘China plus one’ strategy, seeking more balance in their Asian manufacturing and diversifying risk by being less dependent on China. This is in light of China’s rising labour costs, high employee turnover and to some extent, greater bureaucracy versus some governments in South East Asia.
Food companies in China are paying more attention to food safety, certification and wholesome ingredients, driven by increased consumer concerns and media attention, particularly from major export markets.
China’s demand for clean water is projected to rise to 585 billion cubic metres per day by 2010. That is equivalent to 1,000 times the daily volume of water approaching Niagara Falls’ during peak flow season.
Flat panel Thin-Film Transistor Liquid Crystal Displays (TFT LCD) for TVs and computers are now rapidly replacing traditional Cathode Ray Tube displays by offering advantages in power efficiency, weight, definition and radiation. TFT LCD technology effectively enhances performance in terms of resolution, transmission and visual angles.
Worldwide, offshore oil production is set to rise by about 43% in the next five years, with global offshore gas production projected to increase by 83% within four years. Malaysia, Indonesia and China will see major growth in offshore investment and production, driven by new finds, improved technologies and diagnostics, and continuing high fuel prices.
In view of rising land and labour costs in the Pearl River Delta region, many factories have been relocating to lower-cost areas within Guangdong province. This relocation trend has caused suppliers and customers along their value chains to adjust their business strategies accordingly.
Major banks and hospitality companies in Macau expect casinos to play an increasingly major part in their business mix over the next two years – with some projecting as much as 30% casino-driven annual revenue growth.
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%).
Pay-television market players in Asia have started to see real returns in recent years. New digital services like interactive TV, mobile content and Internet Protocol television (IPTV) are generating huge interest and hype, with technological progress being made all the time and the boundaries between traditional media segments becoming more and more blurred.
China represents the largest growing consumer market in the world today. With wages in China expected to be 4.5 times higher by 2020, researchers at the Economist Intelligence Unit forecast that at least 80million households will have an annual income in excess of US$7,500.
2007 forecast puts China’s sizzling GDP growth this year at a more modest 9.7%, as opposed to 10.4% in 2006. While the robust growth momentum at a rate higher than GDP growth will continue in most chemical application markets, some sectors will likely experience a similar slowdown. The challenges for chemical companies will be prioritizing their business development efforts and building market share.
There are now 8.7 million people globally that hold more than US$1 million in financial assets, and are classified as High Net Worth Individuals, according to the latest World Wealth Report published by Capgemini and Merrill Lynch. This represents an increase of 6.5% over that of 2004.
As the American economy cools, and as China’s domestic consumption increases, more of China’s rapidly growing output will be consumed at home. Already the forecasted GDP growth of 8% between 2006-2010 is expected to translate into a robust growth rate of 18% in the logistics sector, or 95 triilion RMB by 2010.
Since reaching RMB 195 billion in 2004, the DIY home furnishings market in China has been growing at double-digit rates and is expected to do so until 2010. The main pockets of this growth have centred on Shanghai, Beijing, Guangzhou, Zhejiang and Tianjin, where residents tend spend about 5% of their income on housing and decoration, the highest percentage nation-wide.
Rohm & Haas is the most vigorous chemical company in Asia-Pacific, according to the latest Chemical Business Vitality IndexTM report from GIA, surpassing its chemical and energy sector peers with a winning combination of regional presence, revenue performance and innovation.
The world's shipbuilding industry is shifting to China, thanks to labour costs 10-20 times lower than those in Japan and Korea, and the success of marine engineering industry clusters in the Bohai Bay area and East China.
Chinese consumers spent over 500 billion US dollars in 2005. Top of their shopping lists are cars, white goods and consumer electronics, and for those who can afford to move to new homes, new furniture and fixtures.
The global optoelectronics market, valued at around US$270 billion in 2005, is expected to be worth US$1 trillion by 2015. Asia, which acts as the world's manufacturing base for optoelectronics displays, storage, communications devices and components, accounts for more than 50% of the market, and will approach US$600 billion by 2015.
Telematics - the integrated use of telecommunications and informatics in cars and trucks - in the Asia Pacific region has enjoyed considerable growth in recent years, thanks in part to the region's relatively high vehicle density compared with Europe and the US.
Japanese consumers are the most sophisticated in Asia-Pacific, demanding high-quality products and good after-sales service regardless of price.
Numbering over 11 million people and 2.8 million households, the population of overseas South Asians around the world (ie. those living outside South Asia) equates to that of a small country. With average incomes many times those earned on the sub-continent, this is an audience whose potential was largely untapped during the 1990s, and it is now increasingly being targeted by Hindi, Bengali and Tamil television programmers such as STAR, Zee and Sony.
For years, mobile telecom operators in Asia have been exploring the concept of 'mobile wallets'. Radio Frequency Identification (RFID) enabled stored-value handsets that could bring them a new revenue stream, particularly in more mature markets where new subscriber growth is tailing off.
The contactless payment card market in Asia is projected to exceed US$3 billion by 2009. Eager to tap into this potential are credit card companies, with Radio Frequency Identification (RFID) pilot tests being carried out by American Express, Mastercard and Visa in Malaysia, Japan and Singapore.