Teori Competitive Intelligent (Bab 2)

7/25/2019 Teori Competitive Intelligent (Bab 2)

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CHAPTER II

COMPETITIVE INTELLIGENCE

II.1. Definition Competitive Intelligence & Tecnolog! "#tc

We now live in a world driven by hyper-competition. The knowledge base for

managing in this hyper-competitive environment is called Competitive Intelligence.

Competitive Intelligence is a process of giving you insights into what might happen in the

near future. This process requires that we go from data to information to intelligence.

Competitive Intelligence (CI pulls together data and information from a very large

and strategic view! allowing you to predict or forecast what is going to happen. This in turn

allows to effectively strategi"e in relation to competitive environment. Therefore!

competitive intelligence allows to remain competitive by improving strategic decisions and

this leads to better performance against our competitors. In business! as in war! politics or

games! we cannot operate effectively unless we know what everyone else is doing.

There is a Chinese saying#

Know thy-self, know thy competition, and get it right almost every time.

Know thy-self, not know thy competition, and get it right about half the time.

Not know thy-self, not know thy competition, and get it wrong almost every time.

There are many e$pert who defined Competitive intelligence as it follows #

%endri &ou define it as systematic programe of collecting! managing and

processing information upon the activities of the competitors! client!

technologies and general tendencies of the company activieties! in view of the

decision making processand the reali"ation of it's strategic goals.

1

Hendri Dou, Gilda Massari Coelho Lenseignement de IintelligenceCompetitive Une experience internationale, Humanisme et


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ntrepraise, n!", pp# 1$%&, %!!1

Competitive intelligence is a systematic program for gathering and analy"ing

information about your competitors) activities and general business trends to

further your own company)s goals. *

The e$perts define the term business activity or enterprise (company but in

reality Competitive Intelligence applications actually used until the

territorial development by nations. +

Technology Watch ,consists in systematically capturing! analysing! disseminating

and e$ploiting useful technical information for the watch and growth of a company. Watch

must be ready for any scientific or technical innovation susceptible to creating

opportunities or threats., 4

The main application of Technology Watch is to obtain technical information to

make decisions in a company)s production department. %owever! the watch processes are

also applied to commercial decision making processes. In these fields! the terms

Commercial Watch! Competition Watch or urrounding Watch are often used! even though

Technology Watch is also used! becoming the commonly used term.

mong the two disciplines! there is a key difference# while Technology Watch

emphasises on the search and capturing of relevant information to make decisions!

Competitive Intelligence refers to the same process! but with the emphasis on creating new

information! often implying the capture of new information to understand it.

In Indonesia! competitive intelligence within the enterprise or institution is still not

widely implemented thoroughly and optimal! because it is still limited to the guidelines of

strategic plans. The actual implementation also involve foreign consultants to support the

business performance of some companies. /

% 'Larr( )ahaner, 1**+& Intelligence conomi-ue dan .(steme Din/ormation 0oelle 0oachim ', 0ac2(

)ister ',3ann 4ertacchini ' et Henri Dou '


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5 http677888#up/#edu7hipertextnet7en7numero$9"CI :.M:G page 9;

II.$ Meto% Of Competitive Intellegence

Competitive intelligence is a method! tool! or tools! or the way of thingking a

systematic program for the analysis of information sources! the strategy of information

collecting! information management! analysis of information by an e$pert team!

understanding information! proposal of activities for solving problems to produce strategic

information for decision makers in making or determining the policy 0 program. This

methodology! ranging from a clear vision so as to form a formulation of the problem. This

methodology is a cycle so that the process continues over time to achieve better results.

To develop a strategy to collect information two main areas (typologies must be

concerned# formal information (secondary sources! scientific 1ournals! reports! patents! 2

and informal information (primary sources! human networks! meetings! etc...


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name and complete address of the power if the petition is filed by a special power

of attorney! in case the application is filed by9

statement can be given an application for patent9

title of invention9

claims contained in the invention9

description of the invention! which is complete! contains information on how to

implement the invention9

drawings referred to in the description necessary to clarify the invention9 and

abstract.

; Dou Hendri 0ean$Marie, Manulang .ri D, Competitive Intelligence,Technology Watchand Regional Development, MUC :u>lishing, 0a2arta, %!!

When meeting these requirements will be given a filing date (filing date or fulfill some

requirements such as letters a! b! f! i! and 1. If the request is accompanied by a picture! this

is called or known by the minimum requirements (minimum requirements but other

requirements are also required under the provisions. :urthermore! it can be seen scheme

patent application for a certificate according to the law no. ; of *


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Figure II. Procedure of Granting Patent

(http://www.aj.co.id/chart_patent.html )

II.$.$.1 M#teo P#tent

new way developed by 3rof. %endri &ou! through computer software matheo

patent database as an analytical tool that allows to develop local commodities as new

products! is a way to be able to adopt technologies that can be applied to development in

the area as a local technology. 3atent databases are a source of information that can provide

a reference of new products to be developed locally as a new technology. =se of matheo

patent database will provide information on commodities across the world including >orth

ulawesi abstract form so that the information is important to leave to the e$perts in

producing new products and various kinds of correlations which consists of the title!

inventor! address! several things on keywords! summaries of research! the language used!
http://www.aj.co.id/chart_patent.htmlhttp://www.aj.co.id/chart_patent.html


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the type of documentation! date and country and institutional developers. There are

millions of documents that can be found in the database since ?4/.

Figure II.3 Matheo Patent oftware

II.$.' (encm#)*ing

&efinitions that can be inferred about benchmarking is essentially learning

activities! sharing information and adopting best practices to bring change to the activities

in the field. In short! benchmarking can be regarded as an attempt to change themselves by

learning activities on the efforts of others. ome definitions can be concluded the

following#


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@enchmarking as a system allows a company and institution or an individual to

ome of Their activities compare with those of the best in class. Source: endrik

!" #ou by his paper on $orld %atent &nformation '())4* (+-)+

@enchmarking is simply about making comparisons with other organi"ations and

then learning the lessons That those comparisons throw up. Source: he /uropean

0enchmarking 1ode of 1onduct

@enchmarking is the continuous process of measuring products! services and

practices against the toughest competitors or those companies Aecogni"ed as industry

leaders (best in class. Source: he 2ero3 1orporation B (calvin mamahit thesis

II.$.+ ,.".O.T An#li!

W5T analysis forces an ob1ective analysis of a company)s position via its

competitors and the marketplace. imultaneously! an effective W5T analysis will help

determine in which areas a company is succeeding! allowing it to allocate resources in such

a way as to maintain any dominant positions it may have. W5T nalysis is a very

effective way of identifying your trengths and Weaknesses! and of e$amining the

5pportunities and Threats you face. Carrying out an analysis using the W5T framework

will help you to focus your activities into areas where you are strong! and where the

greatest opportunities lie.

+ Mamahit Calvin, ?=C D@L?:MA= .=B=G3 . A L=BA=I@ABG3 .?UBC IA A?B=H .UL.I,Manado, %!!*


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Figure II.! "#$ diagram

nvironmental factors internal to the firm usually can be classified as strenghts (

or weakness (W! and those e$ternal to the firm can be classified as opportunities (5 or

threats (T. The analysis is based on the logic that ma$imi"es the strengths (strengths and

opportunities (opportunities! but simultaneously to minimi"e the weakness (weakness and

threats (threats. The process of making decisions are always associated with the

development of mission! goals! strategies! and organi"ational policies.

The W5T analysis provides information that is helpful in matching the firm's

resources and capabilities to the competitive enviroinment in which it operates. s such! it

is instrumental in strategi formulation and selection.

Figure II.% "#$ Matri& / $emplate 'nali

%ere is the e$planation in more detail#

Strengths

firm's strengths are its resources and capabilities that can be used as a basis for

developing a competitive advantage. $amples of such strengths include#

D 3atents


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D trong brand names

D 6ood reputation among customers

D Cost advantages from proprietary know-how

D $clusive access to high grade natural resources

D :avourable access to distribution networks

Figure II.* trength +uetion

Weaknesses

The absence of certain strengths may be viewed as a weakness. :or e$ample! each of

the following may be considered weaknesses#

D Eack of patent protection

D weak brand name

D 3oor reputation among customers

D %igh cost structure

D Eack of access to the best natural resources

D Eack of access to key distribution channels


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In some cases! a weakness may be the flip side of a strength. Take the case in which a

firm has a large amount of manufacturing capacity. While this capacity may be

considered a strength that competitors do not share! it also may be considered a

weakness if the large investment in manufacturing capacity prevents the firm fromreacting quickly to changes in the strategic environment.

Figure II., "ea-ne +uetion

Opportunities

The e$ternal environmental analysis may reveal certain new opportunities for profit

and growth. ome e$amples of such opportunities include#

D n unfulfilled customer need

D rrival of new technologies

D Eoosening of regulations

D Aemoval of international trade barriers


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Figure II. #pportunit +uetion

Threats

Changes in the e$ternal environmental also may present threats to the firm. ome

e$amples of such threats include #

D mergence of substitute products

D >ew regulations

D Increased trade barriers

Figure II., $hreat +uetion

http677888#theaitgroup#com , dvanced Integrated =echnologies Group, Inc, %!!"

II.$.+ TO", m#t)i-


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T5W matri$ is in use advanced tools to develop four types of options

strategies# 5! W5! T and WT. The key to successful use of the T5W matri$

is to bring together the key internal and e$ternal factors to form a strategy.

The power of the T5W matri$ format is in the way it not only gives a review!

but also helps you create and summarise strategies to improve the market. 5ftentimes

W5T are put in the appendi$ of a report or on the shelf and do not drive action! but the

T5Ws approach integrates the W5T into the whole strategy process to help create a

plan.


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the form of implementation of the WT strategy is merger! bankruptcy! restructuring! or

liquidation.

II.$.$ Po)te) ive o)ce

W5T analysis is an analysis carried out prior to designing

strategic business plan. 5ne of the tools used to create them is W5T nalysis 3orter

:ive :orces analysis! which gives an idea of how to position our business in an industry.

3orter)s :ive :orces nalysis provides a powerful illustration of how the level of

competition from an industry! be it from the side of the supply chain (suppliers and

customers and market (new entrants and substitutes. :ourth of forces (push itcontributes to the competitive rivalry or competition in the industry

=nderstanding the nature of each of these forces gives organi"ations the necessary

insights to enable them to formulate the appropriate strategiesto be successful in their

market. F

3orters 8odel is considered an important part of planning tool set. When we clear

about where the power lies! you can take advantage of your strengths and can improve the

weaknesses and can compete efficiently and effectively.

These five competitive fo)ce identified by the 8ichael 3orter are#

. Competitive Aivalry

*. Threats of >ew ntrants

+. Threats of usbstitutes

;. 3ower of @uyer/. 3ower upplier

F Thurlby @ (??F! Competitive forces are also sub1ect to change! Eondon! *


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Figure II.. Porter Fi0e Force diagram

1. Competitive Riv#l)!

Aivals are competitors within an industry. Aivalry in the industry can be weak! with

few competitors that don't compete very aggressively. 5r it can be intense! with

many competitors fighting in a cut-throat environment.

:actors affecting the intensity of rivalry are#

>umber of firms G more firms will lead to increased competition.

:i$ed costs G with high fi$ed costs as a percentage of total cost! companies

must sell more products to cover those costs! increasing market competition.

3roduct differentiation G 3roducts that are relatively the same will compete

based on price. @rand identification can reduce rivalry.

$. T)e#t of Ne/ Ent)#nt

5ne of the defining characteristics of competitive advantage is the industry's

barrier to entry. Industries with high barriers to entry are usually too e$pensive for

new firms to enter. Industries with low barriers to entry! are relatively cheap for new

firms to enter.

The threat of new entrants rises as the barrier to entry is reduced in a

marketplace. s more firms enter a market! you will see rivalry increase! and

profitability will fall (theoretically to the point where there is no incentive for new

firms to enter the industry. %ere are some common barriers to entry#


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3atents G patented technology can be a huge barrier preventing other firms

from 1oining the market.

%igh cost of entry G the more it will cost to get started in an industry! the higher

the barrier to entry. @rand loyalty G when brand loyalty is strong within an industry! it can be

difficult and e$pensive to enter the market with a new product.

'. T)e#t of ,0tit0te

This is probably the most overlooked! and therefore most damaging! element of

strategic decision making. It's imperative that business owners (us not only look at

what the company's direct competitors are doing! but what other types of products

people could buy instead.

When switching costs (the costs a customer incurs to switch to a new product

are low the threat of substitutes is high. s is the case when dealing with new

entrants! companies may aggressively price their products to keep people from

switching. When the threat of substitutes is high! profit margins will tend to be low.

+. Po/e) of (0!e)

There are two types of buyer power. The first is related to the customer's price

sensitivity. If each brand of a product is similar to all the others! then the buyer will

base the purchase decision mainly on price. This will increase the competitive

rivalry! resulting in lower prices! and lower profitability.

The other type of buyer power relates to negotiating power. Earger buyers tend to

have more leverage with the firm! and can negotiate lower prices. When there are

many small buyers of a product! all other things remaining equal! the company

supplying the product will have higher prices and higher margins. Conversely! if a

company sells to a few large buyers! those buyers will have significant leverage to

negotiate better pricing.

ome factors affecting buyer power are#

i"e of buyer G larger buyers will have more power over suppliers.

>umber of buyers G when there are a small number of buyers! they will

tend to have more power over suppliers. The &epartment of &efense is

an e$ample of a single buyer with a lot of power over suppliers.


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3urchase quantity G When a customer purchases a large quantity of a

suppliers output! it will e$ercise more power over the supplier.

2. Po/e) ,0pplie)@uyer power looks at the relative power a company's customers has over it.

When multiple suppliers are producing a commoditi"ed product! the company will

make its purchase decision based mainly on price! which tends to lower costs. 5n the

other hand! if a single supplier is producing something the company has to have! the

company will have little leverage to negotiate a better price.

i"e plays a factor here as well. If the company is much larger than its

suppliers! and purchases in large quantities! then the supplier will have very little

power to negotiate.

few factors that determine supplier power include#

upplier concentration G The fewer the number of suppliers for a given

product! the more power they will have over the company.

witching costs G suppliers become more powerful as the cost to change

to another supplier increases.

=niqueness of product G suppliers that produce products specifically for

a company will have more power than commodity suppliers.


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Sun Tzu telah memberikan salah satu petuahnya yang sangat terkenal, yakni:

Kenalilah musuhmu dan kenalilah dirimu, niscaya kamu akan berjaya dalam

100 pertempuran. ila kita telisik, ini artinya setiap pelaku !perang" bisnis

harus mengenali dirinya sendiri !baik kekuatan maupun kelemahan" dan

medan#lingkungannya. $engenali medannya adalah mengetahui bagaimanap%sisinya di pasar secara k%mprehensi& dan dalam k%nteks k%mpetisi, serta

apa dan siapa pelanggannya.

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Teori Competitive Intelligent (Bab 2)