What are firm’s strategic intelligence ‘needs’?: The Murcia example
Esteban PelayoINFO – Regional Development Agency of Murcia
Stratinc Finale Conference7th of September 2006
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Outline
1. Needs detected by StratinC partners 1. Needs detected by StratinC partners
2. The case of Murcia2. The case of Murcia
3. Conclusions3. Conclusions
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Needs detected by StratinC Project
• In 2004 the partners of the project made an analysis to detect companies’ cluster needs in any of the participant regions
• Determination if these needs were different in clustered companies than in isolated ones
• The complete information is available in:
• Global report: http://www.e-innovation.org/stratinc/files/Clusters_needs_in_Strategic_Information.pdf
• All partners surveys: http://www.e-innovation.org/stratinc/reports.html
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Relevance of information
• Information is an important input for the strategy and competitiveness of the companies
– Example of how was scored by Oslo Biotechnology companies the market knowledge:
0%
20%
40%
60%
80%
100%
Agree Partly agree Neither agreenor disagree
Partly disagree Disagree
Increased knowledge about the market is important to succeed in the development of profitable products
Source: Oslo Teknopol (2004) “A survey of Norwegian Biotechnology companies”; based on a report composed for The Norwegian Research Council by MMI UNIVERI
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Innovation and watch
Not relevance
Some relevance
Average relevance
Great relevance
Markets XX
Technologies XX
Competitors XX
Suppliers XX
Customers XX
Products XX
Process XX
Recruitment XX
Training XX
Financing aids and subsidies
XX
Fields of SurveyIn the other regions the most important fields of survey are:• MarketsMarkets• TechnologiesTechnologies
Followed by:• Customers• Products
Source: Mancomunidad del Norte de Tenerife
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Sources of information
• For the others regions the results are:– Customers, – Internet– Suppliers
• Followed by:– Trade fairs– Employees– Competitors
NORDRHEIN WESTFALEN : STRATEGIC INTELLIGENCE AND CLUSTERING in the
NEW MATERIALS SECTOR
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Other needs of watch
• In all of the partners the main results are:– Identification of potential
sources of information– Provision of information
• Followed by:– Help with the formulation of
requirements of information
• Not relevant:– Identification of potential
subcontractors / outsourcing
ICT Sector inRegion of Central Macedonia
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Networks - Motivations
• Share competences
• Get new markets what you can’t get alone
• Diversify the customers
• Rationalize the purchases
• Develop the outsourcing
• Grow quantitative production
• Create a lobbying
LORRAINE : STRATEGIC INTELLIGENCE AND CLUSTERING in the WOOD SECTOR
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Company needs in Murcia
• Juice industry
• Main characteristics:– The growth in companies come from product innovation– Information comes from different sources, but none of
them satisfactory– They do not consider themselves as a cluster. However
they express that their information needs are the same for all of them
• Main difficulties– Skepticism: Four industrial associations providing
information – There is not any common platform for all of them able to
became a starting point
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Innovation & watch in Murcia
Maininterests
Fields of survey
Sources of information
Practical of watch
The Market Providers
Products TechnologiesMarket Regulations
FairsInternetR&D Institutions and Professional organizations
Formalized on customers, suppliers and markets
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General scheme of the PSIP for juices
Software PSIP
E-mail alertsInternet
http://zumos.ctc.eshttp://zumos.ctc.es
Collection of data Analysis Dissemination
Expert
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PSIP in Murcia (1)
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1st Conclusion: Close approaches are important
Strategic intelligenceTechnology watchForesightEconomic intelligenceHuman capitalKnowledge ManagementCo-opetitionCluster
Information about•Clients•Competitors•Providers•Regulations•Own employees• Science & Tech.
Analysis
Increase profitsIncrease salesCompetitiveness
SalariesInvestments pay-back
Concepts Deliverables Companies
1. Feedback from the companies 1. Feedback from the companies
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2nd Conclusion: Supply only useful information
• The information has to be useful and lead directly to the adoption of actions to be done by the company who receives that information. Information ‘as such’ is not enough to increase companies’ competitiveness
Information supplied
Information supplied
Company
Examples of possible actions:• New providers • New markets• New investments• New personnel• Innovation on a certain technology for a process or a product
Examples of possible actions:• New providers • New markets• New investments• New personnel• Innovation on a certain technology for a process or a product
1. Feedback from the companies 1. Feedback from the companies
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3rd conclusion: foster internal capabilities
• A common approach is to provide information
– But…• Is extremely difficult to supply relevant and customized
information to the companies• The companies’ needs wouldn’t be satisfied
• It is better to foster internal capabilities in companies– It is more powerful to promote the use of strategic
intelligence in companies by other measures
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Region of Murcia
Thank you for your attention!
Contact:Esteban [email protected] Tel.: +34 968 362812