Mai 5, 2025/
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INSIGHTS for your Company’s Advantage Delve deep into the worlds of GOBENCH, INDEC and the dynamic landscapes of Competitive Analyzes...
INSIGHTS for your Company's Advantage
Delve deep into the worlds of GOBENCH, INDEC and the dynamic landscapes of Competitive Analyzes and Benchmarking. Our services and efforts ensure that you become an expert in our range of knowledge.
INSIGHTS for your Company's Advantage
Delve deep into the worlds of GOBENCH, INDEC and the dynamic landscapes of Competitive Analyzes and Benchmarking. Our services and efforts ensure that you become an expert in our range of knowledge.
- Mai 5, 2025
Competitive Intelligence | Process, Benefits & Tools
Competitive Intelligence plays an immense role in connection with benchmarking, competitor monitoring and competitive analysis.
Competitive Intelligence is of immense importance in the context of benchmarking, competitor observation, and competitive analysis. But what exactly is Competitive Intelligence, and how can the relevant expertise within a company be enhanced and developed? In this article, we will explore this topic and explain what lies behind Competitive Intelligence.
Term Explanation
Let’s first take a closer look at the definition of the term. The first part of the word, „competitive,“ comes from English and translates to „competitive“ or „able to compete.“ „Intelligence,“ also derived from English, is a collective term for technologies that enable data processing, data mining, data management, and data visualization. This gathered „knowledge“ leads to concrete courses of action within an organization.
Competitive Intelligence further refers to the process of ethically sound planning, collection, analysis, and communication of accurate and specific competitive data about the economic environment, competitors, and the organization itself. This also clearly differentiates it from illegal industrial espionage.
Why is Competitive Intelligence Important?
In today’s fast-paced world, companies are evolving rapidly, and many markets are highly competitive. Monitoring innovations, market developments, and continually expanding expertise within one’s own business segment is therefore crucial.
Strategic monitoring of markets and competitors is a powerful tool to drive innovation within your company and to ensure that the right information is available at the right time.
With the help of Competitive Intelligence, the development of a market, its participants, and relevant technologies can be strategically observed. This helps in making informed decisions and reflecting on your own strengths and weaknesses.
Benefits of Competitive Intelligence
Competitor Profiling
Technology Assessment
Reviewing Your Own Market Positioning
Scanning the Economic Environment, including Competitors, Technologies, Funding, Market Entry Barriers, etc.
Evaluating Opportunities and Risks for New Products, Services, and Markets
Identifying and Anticipating Key Trends
The 5 Phases of the Competitive Intelligence Cycle
The Competitive Intelligence (CI) Cycle, with its 5 phases—Planning, Research, Analysis, Communication, and Decision & Feedback—serves as a framework to initiate the CI process within your organization.
1. Planning Phase
Like any strategic process, the CI Cycle begins with the planning phase. In this phase, it’s essential to clarify the key questions and determine which aspects of competitive analysis should be examined. This involves identifying and defining the Key Intelligence Topics (KITs).
Key Intelligence Topics (KITs) are the core business-related issues that are crucial for an organization to address in order to achieve its defined business objectives.
The most common KIT categories include:
Early Warning KITs: What are the opportunities and risks?
Strategic KITs: Data and information related to specific, defined company strategies.
Competitor KITs: Information about key competitors.
2. Research Phase
The next step is to assess the existing knowledge regarding the identified KITs. If this knowledge is already available within the organization, the relevant questions can be addressed quickly. Otherwise, knowledge generation begins.
Knowledge generation includes competitor monitoring and the collection of internal and external information. Potential sources of information might include:
Content, Social Media & Campaigns
Regularity of Content
Content & Themes
SEO & Keywords
Quality or Quantity?
Which Marketing Channels are utilized?
What do the CTAs (Calls-to-action) look like?
Who is the Target Audience?
News & Promotions
Press Releases
Trade Show Appearances
Mentions in the News
Sponsorships
Awards
Communication Trends/Timing
Customer Feedback
Customer Reviews
Customer Demographics
Customer Lists
Marketing Mix
Product and Pricing Policies
Price Changes
Product Positioning and Presentation
Product/Portfolio Adjustments
Employees & Job Listings
Open Positions
Job Profiles
Reports & Studies
Market Analyses
Business Reports
Service Analyses
Surveys of Shared Customers
Product Teardowns
In addition to the initial data collection, it is advisable to continuously monitor competitors within the company to avoid being caught off guard by the competition or new market developments. However, continuous monitoring of the environment also means dealing with a growing amount of data and an ever-expanding knowledge archive.
3. Analysis Phase
Since the collected data comes from various sources, it is initially unstructured and presented in different formats and forms. Moreover, not all the gathered information will be useful or relevant to the company. Therefore, it is crucial to implement a system that organizes the vast amount of data into a usable structure and distinguishes between relevant and irrelevant information. The following questions can assist in the initial selection process:
In addition to the initial data collection, it is advisable to continuously monitor competitors within the company to avoid being caught off guard by the competition or new market developments. However, continuous monitoring of the environment also means dealing with a growing amount of data and an ever-expanding knowledge archive.
Data Reliability: How reliable is the information source considered to be? Is the content clear and unambiguous? Can the accuracy of the information be confirmed?
Data Timeliness: How current is the information, and how up-to-date does it need to be to remain useful?
Informative Value: How informative is the data? How frequently and in what contexts is a certain piece of information found?
Relevance: Does the information hold significance for a specific business objective?
Beyond these factors, data should always be understood as part of a larger context. Analyzing individual pieces of information in isolation is generally not productive. It is more crucial to consider the entire economic context, even though the focus of Competitive Intelligence is on competition. This includes aspects such as new market entrants, a general decline in customer loyalty, new regulations and laws, increased price sensitivity, etc.
At the core of Competitive Intelligence is not only the collection of comprehensive, up-to-date, relevant, and accurate raw data but also the ability to draw the right connections and conclusions from the available information. Depending on the specific questions being addressed, the following analysis methods can be applied:
Strengths/Weaknesses or SWOT Analysis
Benchmarking
Location/Market
Potential/Market Coverage Analyses
Market Positioning Analysis
Segmentation/Portfolio/Pricing Analysis
Technology/Process/Cost Analysis
Profit/Loss Analyses
Search Engine & Marketing Analyses
Analysis of Industry Trends and Market Development
The results of these analyses are designed to help companies secure and expand their competitive advantage. At the same time, Competitive Intelligence assists in preempting or countering competitors‘ activities.
4. Communication Phase
Once the analysis phase is completed, the results need to be communicated within the company. It is crucial that the Competitive Intelligence team delivers the information in the „right“ format, to the „right“ people, at the „right“ time, and through the „right“ medium. This ensures that actionable insights and concrete measures can be derived and implemented based on the analysis findings.
Ideally, Competitive Intelligence is already deeply embedded within the company’s strategy and corporate culture, ensuring that the insights gained are given the necessary weight within the organization. The commitment of top management and the involved departments is crucial for driving and implementing changes within the organization. Naturally, the affected employees should also be brought on board early in the process. They need to understand the necessity of these changes and accept the transformation to effectively support and contribute to it.
5. Decision and Feedback Phase
In today’s world, extensive data is a vital asset for any company. Through Competitive Intelligence, organizations can obtain data-driven decision support, which must then be integrated into future corporate planning and strategy.
Change initiatives can be documented with a preliminary action plan, which is then refined and developed further within dedicated project teams. If changes are indeed implemented, it is advisable to create a follow-up report that highlights the benefits of the revisions compared to the performance prior to the changes and against the expectations set. These insights can be fed back to the CI team to further optimize the Competitive Intelligence process.
Finally, a reassessment of the Key Intelligence Topics (KITs) takes place. Have there been any changes in this regard? Are there new aspects that are relevant to the organization’s business success? Addressing these questions marks the beginning of a new cycle in the Competitive Intelligence process.
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