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We ask Aleksi Grym, GIA’s Director of Product Management and author of the GIA white paper, “Delivering Maximum Strategic Value with Market Monitoring”, for his comments.
What are some common mistakes companies make in setting up their market monitoring processes?
“Typical mistakes include a lack of focus and high volume. It's OK to cover a wide range of sources but the intelligence delivered to end-users needs to be concise, relevant, and to the point. Otherwise it becomes noise. Strategy in turn determines what is relevant for the company.
Another common problem is that many companies set up their market monitoring as a set of stand-alone processes that operate separately from core processes such as sales, marketing, innovation, strategic planning, etc.
monitoring needs to be set up so that valuable intelligence is fed into various
core business processes.”
What is covered in this white paper?
“We address these common mistakes and describe how market monitoring can be made more valuable and impactful.
From the latest results of our ongoing research into market intelligence practices around the world, respondents in our 2009 Global Market Intelligence Survey cited various challenges in setting up proper market intelligence functions.
One of them is a general lack of internal advocates among the management who recognize the value of market intelligence. It’s a pity how frequently one still runs into this argument, considering that accurate business information is no longer an optional luxury.
this reason, we also introduce several case studies of companies that have
implemented successful market monitoring, in order to demonstrate
very real and tangible results that participants can expect to gain.”
In the GIA white paper, “Delivering Maximum Strategic Value with Market Monitoring”, readers will find out:
How do you set up a market intelligence process that is inherently forward-looking and that helps spot both threats and opportunities in the marketplace?
you ensure that the market monitoring content delivered is concise, yet
do you best tailor your market monitoring processes to the working
How can collaboration between end-users enhance the value of the market intelligence gathered?
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Class Market Intelligence
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for Marketing & Sales
for Product & Innovation Management | MI
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Global Intelligence Alliance (GIA) is a strategic market intelligence and advisory group. GIA was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.
Today, we are the preferred partner for organizations seeking to understand, compete and grow in international markets. Our industry expertise and coverage of over 100 countries enables our customers to make better informed decisions worldwide.