市场情报系统
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M-Brain的市场情报系统从真实的最佳实践和世界领先的情报系统发展而来。基于九大关键成功因素,M-Brain市场情报系统为您提供构建卓越情报的清晰路径。
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市场情报系统
Stage 1 INFORMAL INTELLIGENCE | Stage 2 BASIC INTELLIGENCE | Stage 3 INTERMEDIATE INTELLIGENCE | Stage 4 ADVANCED INTELLIGENCE | Stage 5 WORLD CLASS INTELLIGENCE |
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Scope | No specific focus has been determined. Ad hoc needs drive the scope. | Limited scope, seeking quick wins. Focus is typically on competitors or consumers, and concentrated primarily on past or recent events. | Wide scope with the attempt to cover the current operating environment comprehensively. | Analytical deep dives about specific topics complement the comprehensive monitoring of the operating environment. | Broad, deep and future-oriented scope that also covers topics outside of the immediately relevant operating environment. |
Stakeholder Management | Key stakeholder groups have not been identified and interaction is on an ad hoc basis. Intelligence practitioners are seen primarily as data providers. | Key stakeholders are identified and relationships are weak, but start to form. Background info sometimes provided in deliverables. | Stakeholder relationships are established and needs analysis conducted regularly. Intelligence deliverables are supported by analytical commentary and opinions. | Intelligence team regarded as internal consultants with deep understanding of stakeholders needs and is frequently asked for advice on intelligence findings. | Intelligence practitioners are trusted advisors to decision makers, with both tactical and strategic input. Stakeholder needs are anticipated in advance and proactively met. |
Process | Reactive ad hoc process puts out fires as they emerge. Uncoordinated purchases of information. | Info collection from secondary external sources established. Little or no analysis involved in the process. | Secondary info sourcing complemented by primary info collection. Basic needs analysis and feedback collection conducted to support more sophisticated analysis. | All processes for collection and analytics established. Targeted communication of output to specific business processes and decision points. | Sophisticated processes to create Intelligence deeply rooted in both global and local levels of the organization. Intelligence fully integrated with key business processes. |
Digitalization | Digital collection of Intelligence without adequate filtering leading to information overflow. Digital storage and efficient dissemination is still not in place. | Basic storage of digital records emerges and information collection passes through simple filters. Intelligence distribution is partly digital through e-mail. | Digital collection of intelligence is improved but limited to a few aggregating sources. Dissemination of intelligence is primarily based on digital channels. | The Intelligence process and collaboration is fully supported by digitalization. Analysis is to some extent automated, using info from internal data and external big data sources. | Intelligence collection from a wide range of big data sources and to a large extent automated. Analysis and recommendations are supported by advanced predictive tools. |
Deliverables | Ad hoc deliverables quickly put together from scratch. Formats are basic and most often PDFs, PPTs. | Regular newsletters and profiles complement ad hoc deliverables and formats become slightly more targeted. | Systematic market monitoring and analysis reports emerge as new and structured Intelligence output. | Two-way communication is increased in both production and utilization of Intelligence output. Deliverables are tailored in format and content to its audience. | High degree of future orientation and collaborative insight creation in producing and delivering the Intelligence output. Highly interactive deliverable formats. |
Tools | Email and shared folders are the primary means for sharing and archiving information. | Corporate intranet is emerging as a central storage for Intelligence output. | Web-based Intelligence portal established to provide access to structured output and to offer self-service analysis tools. Users receive email alerts about new info. | Sophisticated channeling of both internally and externally produced Intelligence content to the portal. Multiple access interfaces to the portal in use. | Seamless integration of the Intelligence portal to other relevant IT tools. Lively collaboration of users through the portal. |
Organization | No resources specifically dedicated to Intelligence. Individuals conducting Intelligence activities irregularly. | One person is appointed as responsible for Intelligence. Increasing coordination of Intelligence work in the company. Loose relationships with external info providers. | A fully dedicated person manages Intelligence and coordinates activities. Centralized, internally or externally resourced info collection and analysis capabilities exist. | Advanced analytical, digital and consultative skills in the Intelligence team. Intelligence network with dedicated resources in business units in place. Non-core activities outsourced. | Comprehensive Intelligence skills in place. Internal network collaborating actively (also externally). Intelligence organization smoothly integrated with outsourced resources. |
Management & Leadership | Intelligence management is absent and activities lack structure, processes and clear purpose. | Intelligence leadership emerges but is project-oriented. First benefits of intelligence efforts are demonstrated and recognized. | Structure, processes and purpose are being developed by an assigned leader with clear responsibility for the Intelligence program and its deliverables. | Intelligence leader manages change and has a team of practitioners and contributors. Intelligence operations are supported by a steering group / sponsor at top level. | A senior leader of Intelligence is managing operations, people, processes, budget and communities. A vision, mission and strategy are in place to keep intelligence future proof. |
Culture | No shared understanding exists regarding the role and benefits of systematic Intelligence operations. | Some awareness of intelligence exists, but the organizational culture overall is neutral towards intelligence. | A moderate level of Intelligence awareness exists. Sharing of info is encouraged through internal training and marketing of Intelligence. | Intelligence awareness is high and people participate actively in producing content. Top management voices continuous support for Intelligence efforts. | A strong Intelligence mindset is reflected in the way people are curious towards the operating environment and how they co-create insights around it. |