Building and Sustaining Impactful Competitive Intelligence Organizations

Content

• Executive Summary
  • Introduction
  • Research Approach
  • Participating Companies
  • Report Structure and Organization
  • Key Findings
  • Definitions
  • Data Segmentation
• The Competitive Intelligence Value Cycle
  • Creating Competitive Intelligence Value
  • Communicating Competitive Intelligence Value
• Effective Ci Structure and Alignment
  • Centralization of Function
    • All Companies
    • Pharmaceutical Segment
  • Proximity of Function to Senior Leadership
    • Head and CEO
• Current Departmental Status & Alignment
  • Reporting Structure: All Companies
  • Pharmaceutical Segment
  • Reporting Structure: All Companies
  • Ideal Departmental Home
    • Competitive Intelligence
    • Development Team
• Resource Levels
  • Operating Budget
  • Staff Compensation
  • FTE Numbers
  • Staff Competencies, Skills, and Training
  • Outsourcing Competitive Intelligence Activities
  • Competitive Intelligence Leadership
    • Competitive Intelligence Head
    • Competitive Intelligence Head
• Intelligence Sources
  • Primary Competitive Intelligence Resources
  • Secondary Competitive Intelligence Resources
• High Impact Competitive Intelligence Activities
  • Top Five Activities
    • All Companies
    • Pharma Segment
    • Non-Pharma Segment
  • Productivity
    • Competitive Intelligence
• Effective Stakeholder Relationships
  • Internal Competitive Intelligence Customers
  • Teaming with Collaborators
  • Building Trust
  • Effective Communication Practices
  • Use of Feedback and Evaluation Metrics
  • Response Matrix: Customer Groups that Elevate Competitive
    • Intelligence Value
• Best Practices Matrix: Communicating and
  • Sustaining Value
• Best Practices Matrix: Competitive Intelligence
  • Management
• Appendices
  • Appendix 1: Study Participant Data
  • Phase I
  • Phase II
    • Experience-Phase II
• Appendix 2: Survey Questions
  • Phase I
  • Phase II
  • APPENDIX 3: FORMAT AND FREQUENCY PREFERENCES FOR
  • Customer Communications
• List of Figures
  • Figure S.1-Benchmark Class
  • Figure S.2-Interviewed Companies
  • Figure 1.1-Age of Participating Competitive Intelligence Organizations
  • Figure 1.2-Competitive Intelligence Value Cycle
  • Figure 1.3-Competitive Intelligence Pyramid
  • Figure 1.4-Tactical vs. Strategic Competitive Intelligence Focus
  • Figure 1.5-Winning a Seat at the Strategy Discussion Table
  • Figure 1.6-Competitive Intelligence Success Strategies
  • Figure 2.1-Centralized vs. Decentralized Competitive Intelligence Structure
  • Figure 2.2-Centralization of Competitive Intelligence Function:
  • Figure 2.3-Centralization of Competitive Intelligence Function:
  • Figure 2.4-Organizational Levels between Competitive Intelligence
  • Figure 2.5-Competitive Intelligence Reporting Lines
  • Figure 2.6-Competitive Intelligence Head Reporting Relationship
  • Figure 2.7-Leadership Rank Signals Status
  • Figure 2.8-Separate Competitive Intelligence Department
  • Figure 2.9-Competitive Intelligence Department Reporting:
  • Figure 2.10-Integrated Competitive Intelligence Function
  • Figure 2.11-Ideal Organizational Alignment for
  • Figure 2.12-Pros and Cons: Reporting to CEO/Senior Leadership Team
  • Figure 2.13-Pros and Cons: Reporting to Business/Corporate
  • Figure 2.14-Pros and Cons: Reporting to Strategic Planning
  • Figure 2.15-Pros and Cons: Reporting to Market Research
  • Figure 2.16-Pros and Cons: Reporting to Marketing
  • Figure 2.17-Other Effective Reporting Structures
  • Figure 3.1-Competitive Intelligence Operating Budget
  • Figure 3.2-Allocation of Competitive Intelligence Operating Budget
  • Figure 3.3-Competitive Intelligence Budgets over Time
  • Figure 3.4-Average Base Salary: Competitive Intelligence Head
  • Figure 3.5-Average Base Salary: Senior/Exec Director
  • Figure 3.6-Average Base Salary: Director
  • Figure 3.7-Average Base Salary: Senior Manager
  • Figure 3.8-Average Base Salary: Manager
  • Figure 3.9-Average Base Salary: Analyst/Senior Analyst
  • Figure 3.10-Number of Competitive Intelligence FTEs
  • Figure 3.11-Key Attributes for Competitive Intelligence Employees
  • Figure 3.12-Competitive Intelligence Professional Characteristics
  • Figure 3.13-Competitive Intelligence Competencies: Benchmark Class
  • Figure 3.14-Competitive Intelligence Competencies: Pharma
  • Figure 3.15-Success Strategies: Leverage Team's Strengths
  • Figure 3.16-Competitive Intelligence Training Hours
  • Figure 3.17-Activities Outsourcing
  • Figure 3.18-Outsourcing Competitive Intelligence to Vendors
  • Figure 3.19-Offshore Outsourcing
  • Figure 3.20-Additional Activities
  • Figure 3.21-Competitive Intelligence Head: Years of Experience
  • Figure 3.22-Role of the Competitive Intelligence Head
  • Figure 3.23-Competitive Intelligence Head: Management Authority
  • Figure 3.24-Range of Activities Performed by the
  • Figure 3.25-Volume of Activities Performed by the
  • Figure 3.26-Job Level of the Competitive Intelligence Head
  • Figure 4.1-Primary Information Sources: Benchmark Class
  • Figure 4.2-Primary Information Sources: Pharma Segment
  • Figure 4.3-Primary Information Sources: Non-Pharma
  • Figure 4.4-Spotlight: Tapping into Corporate Employees
  • Figure 4.5-Spotlight: Competitive Intelligence Hotline
  • Figure 4.6-Sales Force as a Source of Competitive Intelligence
  • Figure 4.7-Secondary Information Sources: All Companies
  • Figure 4.8-Secondary Information Sources: Pharma Segment
  • Figure 4.9-Secondary Information Sources: Non-Pharma
  • Figure 5.1-Importance of Competitive Intelligence Activities:
  • Figure 5.2-Importance of Competitive Intelligence Activities:
  • Figure 5.3-Importance of Competitive Intelligence Activities:
  • Figure 5.4-Competitive Intelligence Responsibilities
  • Figure 5.5-Conference/Trade Show Intelligence Gathering Process
  • Figure 5.6-Early Warning Process
  • Figure 5.7-Number of Company Products Supported by
  • Figure 5.8-Number of Competitor Products Tracked
  • Figure 5.9-Number of Competitor Companies Tracked
  • Figure 6.1-Principal Competitive Intelligence Customers
  • Figure 6.2-Additional Competitive Intelligence Customers
  • Figure 6.3-Customers that Elevate the Role of Competitive Intelligence
  • Figure 6.4-Schedule Time with Key Executives
  • Figure 6.5-Executive Competitive Intelligence Customer Interaction
  • Figure 6.6-Serve All Internal Constituents
  • Figure 6.7-Cross-Functional Competitive Intelligence Input: Case Study
  • Figure 6.8-Competitive Intelligence Collaborators
  • Figure 6.9-Competitive Intelligence Collaborators (cont'd)
  • Figure 6.10-Dissemination of Competitive Intelligence Findings
  • Figure 6.11-Effective Communication to Stakeholders: Summary
  • Figure 6.12-Stakeholder Communication Frequency: Summary
  • Figure 6.13-Feedback on Competitive Intelligence Performance
  • Figure A1.1-Benchmark Class-Study Phase I
  • Figure A1.2-Participant Interviews-Study Phase I
  • Figure A1.3-Participant Industry Profiles-Study Phase I
  • Figure A1.4-Participant Company Revenue-Study Phase I
  • Figure A1.5-Participant Answer Perspective-Study Phase I
  • Figure A1.6-Benchmark Class-Study Phase II
  • Figure A1.7-Participant Industry Profiles-Study Phase II
  • Figure A1.8-Participant Answer Perspective-Study Phase II
  • Figure A1.9-Participants' Job Titles-Phase II
  • Figure A1.10-Participant Industry and Competitive Intelligence
  • Figure A3.1-CEO/Leadership Team Communication Methods
  • Figure A3.2-Franchise/Brand Mgmt Communication Methods
  • Figure A3.3-R&D Leadership Communication Methods
  • Figure A3.4-Field Sales Leadership Communication Methods
  • Figure A3.5-Strategic Planning Group Communication Methods
  • Figure A3.6-Managed Care/National Accts. Communication Methods
  • Figure A3.7-Line Staff Communication Methods
  • Figure A3.8-CEO/Leadership Team Communication Frequency
  • Figure A3.9-R&D Leadership Communication Frequency
  • Figure A3.10-Franchise/Brand Mgmt Communication Frequency
  • Figure A3.11-Managed Care/National Accts. Communication Frequency
  • Figure A3.12-Field Sales Leadership Communication Frequency