竞争情报与战略规划的有效连接

竞争情报与战略规划的有效连接

赛立信竞争情报研究人员发现，作为企业了解外部环境变化、制定和调整自身业务策略的专业工具，竞争情报大多只在这个流程的第一个阶段“环境分析”中发挥主要作用，而到了最后一个阶段“战略评估”，（由管理人员兴趣引发的）对市场的持续监测及临时性分析成为竞争情报人员的主要任务。

竞争情报当然无法脱离企业既有的战略规划流程单独存在，因此赛立信建议企业管理者不仅关注竞争情报工作的结果，更应了解这些结果如何用于决策。

赛立信竞争情报研究人员将通过一家工业制造领域的企业案例，为高管们了解和思考如何更好地结合竞争情报与战略规划过程提供参考。

作为金属预制件，零部件制造及工程设计服务领域的市场领导者，LVT公司的竞争情报部门为企业在战略及运营两个层次的规划活动提供有效保障。

LVT公司的运营管理涉及多个业务领域，每个业务领域都包括了不同的细分市场及业务部门。首先，LVT公司的竞争情报部门需要在专注于信息收集和分析的同时，保持对公司整体业务状况的了解；其次，LVT公司将情报工作聚焦于识别出各个细分市场的特定驱动力,以便更好地理解不同条件下的复杂市场。

LVT公司的情报流程与其“年度规划循环”有序连接，以下是对“年度规划循环”各环节任务的描述，以及和该环节相关的情报需求和产出结果。

一、战略研讨会

战略研讨会上公司管理层更多地关注于业务增长的课题，通过讨论整体的业务环境并寻找增长机会，将形成一份待研究的主题清单，竞争情报部门将为这些主题的研究提供有效支持。

二、市场及战略洞察

在这个环节，竞争情报部门不仅需要对战略研讨会提出的研究主题给出清晰的答案，也需要对未来三年可能的市场变化提供概括介绍。竞争情报工作的大部分成果集中在这个环节输出。对LVT公司来说，分析“客户的客户”需求(即:最终用户的需求)至关重要，这个步骤通过对“市场驱动力”的分析完成，对LVT公司而言以地区和行业细分的终端市场加权平均增长率是适合的分析指标。

“市场驱动力”既意味着最终用户市场的增长,也被当作衡量新市场增长的首要指标。通过综合分析最终用户特征及新市场增长率等指标，LVT公司能够掌握和量化市场动态，包括:增长市场的渗透程度，可替代度及供应链影响等。

三、业务部门的战略制定及评估

参考上一环节的情报工作成果，LVT公司各事业部和业务单元将独立制定各自的业务计划,此外他们也会提出下一年度待监控的宏观环境及行业趋势目标，以便于竞争情报部门跟进。

同步地，LVT公司的整体战略将在这个阶段得到最终确认并被各事业部和业务单元采用，随着战略计划的逐步实施和推进，计划是否有效，将得到准确验证及相应调整。

四、战略峰会

这是为期一至两天的年度会议，参会人员包括所有的业务部门负责人及高层管理人员。对公司整体战略的调整结果及其对各业务部门的关联度及影响将在峰会上得到充分讨论。

五、战略计划

战略计划由四个关键模块组成:

1.战略行动

经过公司整体对战略的发展、沟通、评价及调整，接下来的工作是将战略落实为具体的执行方案。这是一个不断重复的过程:识别出执行方案，设定执行目标以及评估与战略的关联度。评估的标准包括该方案与整体战略的适应性及核心战略目标。执行方案需要不同层次的情报支持，以便于在付诸实施前作出可靠决策。对竞争情报部门来说，一个主要的挑战就是确定支持的优先度以及完成相关任务的进度表。

2.市场规模及份额

选定的目标市场需要按照整体规模及客户群进行细分量化，验证相关假设是否正确需要综合考虑外部关于目标市场规模及份额预测的相关数据，以及对竞争对手的深入研究结果。任何关于市场份额明显变动的信号都必须在对应的战略执行方案里得到清晰体现。

3.公司风险管理

LVT公司通过标准流程对进行风险管理，他们将风险划分为:战略,运营及财务等不同类别，例如，战略风险包括替代性的技术方案，以及竞争对手动向等。分析重点包括各种风险发生的可能性，及其对行业和公司本身的潜在影响，分析结果将用于制定(风险发生时的)应对及跟进措施。

4.财务管理

最后，战略计划将从财务角度和非财务角度进行完整描述，包括:战略目标(例如:客户及员工满意度)，运营目标(例如:客户回报及再循环率)以及费用目标(例如:研发投入)等。

六、滚动预测

每个季度，LVT公司都会重新审视战略计划，以便为即将到来的四个季度做好准备，这个工作可以理解为“微型的年度规划循环”，包括了对行业趋势，市场动向，战略行动，风险管理及财务表现的再评估及适当调整，有力保障了LVT公司能够依据最新的情报成果作出决策以更好地适应市场变化。

七、表现评估

“年度规划循环”的最后一个模块是对运营表现的季度评价，以战略计划为指导对包括运营表现，跟进任务及预测展望再次进行评估，评估过程也为下一次的“战略研讨会”及“市场及战略洞察”提供了讨论市场趋势的主题及线索。

monitoring of the market and become the main task of the competitive intelligence personnel temporary analysis.

Competitive intelligence, of course, can not exist alone from the enterprise

existing strategic planning process, therefore the lixin suggested that enterprise managers not only focus on the result of the competitive intelligence work, more should know how these results for decision making.

to better provide reference combined with competitive intelligence and the strategic planning process.

As metal fabrication, spare parts manufacturing and market leader in the field of engineering design services, with the company's competitive intelligence service for enterprises in two levels of strategic and operational planning activities provide effective protection.

With the company's operations management involves multiple business areas, each business areas including the different market segments and business

departments. First of all, with the company's competitive intelligence department need to focus on information collection and analysis at the same time, keep the understanding of the company's overall business conditions; Secondly, LVT company will intelligence work focused on a specific driving force to identify the various market segments, in order to better understand the complex market under different conditions.

LVT of intelligence process instead of

A, strategy seminar

Symposium on strategic management pay more attention to business growth, by discussing the overall business environment and looking for a growth opportunity, will form a research topic listing, competitive intelligence department will provide effective support for the research on these topics.

Second, the market and strategic insight

In this link, the competitive intelligence service not only need to research on strategic seminar theme give clear answer, also need to be in the future three years may provide a summary of the market change. Much of the work of competitive intelligence work focuses output in this section. Analysis of LVT

company,

comprehensive analysis of characteristics of the end user and new market growth rate index, LVT company can master and quantitative market dynamics, including: growth market penetration degree, degree of alternative and the impact of supply chain, etc.

Third, strategy formulation and evaluation of the business department

Refer to a link intelligence work, with each department and business unit will be independent of their respective business plan, and they will also propose next year for monitoring macro environment and industry trend of the target, so that the competitive intelligence department to follow up.

Synchronously with the company's overall strategy will get the final confirmation at this stage and adopted by each department and business unit, along with the implementation of the strategic plan and propulsion, plan is effective, will get accurate verification and adjust accordingly.

Fourth, strategic summit

This is one to two days of annual meeting, all participants including business department heads and senior management personnel. The adjustment results of company's overall strategy and its effect on the correlation of each business unit and will be fully discussed at the summit.

Five, the strategic plan

Strategic planning is composed of four key modules:

1. Strategic actions

After the company as a whole, communication, evaluation and adjustment to the development of strategy, the next job is to translate strategy for specific implementation. This is a repeated process: identify the execution plan,

correlation to set performance targets and assessment and strategy. Assessment criteria including the adaptability of the scheme and the overall strategy and core strategic goals. Support implementation need different levels of intelligence, in order to make reliable decision before put into practice. For competitive

intelligence department, one of the main challenges is to determine the priority support and complete related task schedule.

2. The scale and market share

The selected target market needs to be carried out in accordance with the overall size and target customers subdivision quantify, verify assumptions should be considered whether it is right outside the related data about target scale and market share forecast, and the research results of the competition. Any signal about market share significantly changes must has clearly reflected in the corresponding strategy implementation.

3. The company's risk management

LVT company through the standard process of risk management, they will risk is divided into: strategic, operational and financial categories such as, for example,

strategic risk, including alternative technical solutions, and competitor trends, etc. Analysis highlights include the possibility of various risks, and its potential impact on the industry and the company itself, the results of the analysis will be used to develop (risk) in effect at the time of the response and follow up action.

4. The financial management

Finally, strategic plan will complete description from the viewpoint of financial and non-financial, including: strategic objectives (e.g., customer and employee

satisfaction), operational goals (for example: customer returns and recirculation rate) and cost objectives (e.g., r&d), etc. boxuelun.com jnxdx.com

yxhjchina.com qlgoose.com mgsanalyn.net mgsnl.com

bjbhzhy.com cf100u.com zuoxuanroujian3.com jnforever.com cqkendo.com tantea.org 2380664.com heshou.net sunny-lighting.net fjyougo.com ljayhj.com zglvjing.com mimasjo.com ft-sj.com

Six, rolling forecasts

Every quarter, LVT company will re-examine strategic plan, in order to prepare for the coming four quarters, this work can be understood as

adjustment, can guarantee the LVT company according to the latest information of the decision-making in order to better adapt to market changes.

Seven, performance evaluation