Welcome to my Competitive intelligence. Competitive intelligence or competitive intelligence planning process of the mechanisms of access to information within the ethical and legal frameworks pertaining to the internal and external environments and analyzed and processed so as to help to take decisions capable to achieve a competitive advantage for the organization.
Identify the competitive needs is the actual beginning of the cycle of competitive intelligence. The prioritization requirements of the institution to manage the course of the competitive intelligence process in terms of the collection, analysis, and distribution of information. This course provides effective support for the management of Almnchaeh in a good strategic choice for proper decisions.
The evolution of competitive intelligence
Identify the competitive needs is the actual beginning of the cycle of competitive intelligence. The prioritization requirements of the institution to manage the course of the competitive intelligence process in terms of the collection, analysis, and distribution of information. This course provides effective support for the management of Almnchaeh in a good strategic choice for proper decisions.
The evolution of competitive intelligence
That the development of competitive intelligence achieved through a number of stages is:
1) coupled with competitive intelligence during the sixties and seventies of the last century the possibility of access to information.
2) focus on industry and analysis of competitors during the period between the confined years (1980-1987) at the hands of (Michael Porter, 1980), while published his book (competitive strategy Competitive Strategy) year (1980).
3) competitive intelligence has become an absolute necessity in the process of decision-making about strategic confined during the time between the years (1987-2000).
4) competitive intelligence as a core capability to reflect the current status of what it even at the level of universities and business schools around the world.
It is determined goals and resources during the planning process and then put your planning process of collecting and analyzing information.
1) coupled with competitive intelligence during the sixties and seventies of the last century the possibility of access to information.
2) focus on industry and analysis of competitors during the period between the confined years (1980-1987) at the hands of (Michael Porter, 1980), while published his book (competitive strategy Competitive Strategy) year (1980).
3) competitive intelligence has become an absolute necessity in the process of decision-making about strategic confined during the time between the years (1987-2000).
4) competitive intelligence as a core capability to reflect the current status of what it even at the level of universities and business schools around the world.
It is determined goals and resources during the planning process and then put your planning process of collecting and analyzing information.
Combine that stage of dealing with the collection of information and data. The substrate to be in the information that is gathered through human intelligence with the possibility of including support collected through technical intelligence.
They are relying on sources only legal and roads. This is the fundamental difference between legal and competitive intelligence between industrial espionage unethical.
The information and data analysis transforms them into intelligent supports executive management in making sound decisions.
The competitive intelligence that they have to reach the decision makers in a timely and appropriate manner and then the output distribution may take many forms, such as written reports.
Analysis of the activities of domestic and foreign technology, global competition
Provide information such as navigation key competitors, key competitors profiles, similar to patent search, Zeljko trade opportunities into goal to build a technology verification system
Service targets
◦ National R & D project participants and innovative SMEs (ASTI)
- Information resources/reserves professional US-based vulnerability analysis
- Difficulties in the rapid response of the factors Opportunities Threats through regular monitoring enemy.
Service targets
◦ R & D decision support information analysis system
- Navigation / analyze competitive information from a large-scale information resources
- Utilization of collateral and ease of use results
- Data (DB), analysis results, reports provide one-site solution to
COMPAS Features
◦ Information System for non-expert analysis
- Easy to understand system architecture and features intuitive design
- Minimize your work in simple, menu-driven
- Easy user access to Web-based application
- All analytical work is done at the server regardless of the user holds Specifications
◦ High utilization analysis model
- Provides various analytical models for the essential elements of R & D Planning/performing
- Selection of analytical models based on user demand
- Diversification of utilizing patent information, papers, trade, etc.
- Take advantage of inter-linked individual units of analysis models or model
◦ user-friendliness
- Perform project management services, including personalized search results in the US
- With a brief analysis (basic analysis) feature for search results
Analysis automatically updated according to the update cycle -DB
Source: Korea Institute of Science and Technology Laboratory technology opportunities - Competitive Information Analysis Service (COMPAS) utilizing manual
The company continues to grow and the competitiveness of the country and future exploration and excavation of promising technical and business skills to the essential. In the years preceding the future as a leading technology research on Korea Institute of Science and Technology Information (KISTI) is to expand the base of future technology-related research through forums and share performance.
The first forum to discuss ways to leverage technology intelligence (Technology Intelligence) as a methodology for future excavation techniques and technology opportunities. In particular, the forum provides an introduction to competitive intelligence analysis services (COMPAS) based on the patient information efficiently support the competitive landscape and new opportunities excavation techniques.
Studies. The company opened in the future, including the technical forum for knowledge exchange and sharing the community of experts to try to find a future technology and technology opportunities. Thank you for your participation and support of public institutions.
Provide information such as navigation key competitors, key competitors profiles, similar to patent search, Zeljko trade opportunities into goal to build a technology verification system
Service targets
◦ National R & D project participants and innovative SMEs (ASTI)
- Information resources/reserves professional US-based vulnerability analysis
- Difficulties in the rapid response of the factors Opportunities Threats through regular monitoring enemy.
Service targets
◦ R & D decision support information analysis system
- Navigation / analyze competitive information from a large-scale information resources
- Utilization of collateral and ease of use results
- Data (DB), analysis results, reports provide one-site solution to
COMPAS Features
◦ Information System for non-expert analysis
- Easy to understand system architecture and features intuitive design
- Minimize your work in simple, menu-driven
- Easy user access to Web-based application
- All analytical work is done at the server regardless of the user holds Specifications
◦ High utilization analysis model
- Provides various analytical models for the essential elements of R & D Planning/performing
- Selection of analytical models based on user demand
- Diversification of utilizing patent information, papers, trade, etc.
- Take advantage of inter-linked individual units of analysis models or model
◦ user-friendliness
- Perform project management services, including personalized search results in the US
- With a brief analysis (basic analysis) feature for search results
Analysis automatically updated according to the update cycle -DB
Source: Korea Institute of Science and Technology Laboratory technology opportunities - Competitive Information Analysis Service (COMPAS) utilizing manual
The company continues to grow and the competitiveness of the country and future exploration and excavation of promising technical and business skills to the essential. In the years preceding the future as a leading technology research on Korea Institute of Science and Technology Information (KISTI) is to expand the base of future technology-related research through forums and share performance.
The first forum to discuss ways to leverage technology intelligence (Technology Intelligence) as a methodology for future excavation techniques and technology opportunities. In particular, the forum provides an introduction to competitive intelligence analysis services (COMPAS) based on the patient information efficiently support the competitive landscape and new opportunities excavation techniques.
Studies. The company opened in the future, including the technical forum for knowledge exchange and sharing the community of experts to try to find a future technology and technology opportunities. Thank you for your participation and support of public institutions.
This paper analyzes the current situation of domestic enterprises competitive intelligence activities. Recently I think at some point the attention of researchers in competitive intelligence activities of domestic companies and thus is considered to have a more meaningful to clearly identify and understand the current situation of domestic companies that strictly necessary for future research. In this paper, we analyze the competitive intelligence activities classified into four areas and each area detailed elements of the process, methods, infrastructure, and effects. In several key results: 1) competitive intelligence activities of domestic companies is estimated on average at a moderate level; 2) ensuring public information and utilization through the various media enterprises in the country is higher than the private information secured and utilized by man; 3) The company holds an 11% sample of the independent competitive intelligence department (team or person); 4) The national interest of the company top management to competitive intelligence activities in the efforts to materialize this organization is quite high but the lack; 5) domestic companies tend to see intermediate forms that are neither public nor very very closed to competitive intelligence activities; 6) gives a considerable help to the competitive intelligence activities of domestic enterprises understand the external environment and decision support; 7) the firm size and the degree of uncertainty of the environment has a significant impact on the competitive intelligence activities of domestic companies. This paper also contains a number of literary and practical suggestions and contributions.
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