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¡¡¡¡¡¡¡ RUN TO THOSE CRAZY ........... CHANGE OF PLANS



WITHOUT WORDS .... all is said ...... A SALUTE


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Should Have a Competitive Intelligence Department?

Dear,

Today we are fortunate to have a supply of Mario Esteban, Innovation Manager Acciona. I have no chance to meet Mario in person, but sorry my friend, because we have had telephone conversations, exchanged mails, etc. (This post was edited slightly from the original I did to make it more clear that I am not the author, but Mario Esteban, I introduced this fix because when I read today I realized that it was not 100% clear and my professional conduct makes you want to erase any doubts in these aspects).

Mario has done some very good (the same resume here) about whether to have a competitive intelligence department. Well, less talk and the summing up Mario on his own article:

Michael Porter in 1987 published a study which investigated the value created for shareholders of takeovers 3788 by 33 large diversified corporations in the period 1950-1986. Surprisingly only 26% of these operations were successful how is it possible for companies the size of Exxon, P & G, Raytheon and General Electric fallen by 74% in their business operations? Michael Porter

wielding a variety of reasons, for example, that the sector was not attractive, which had not been calibrated input costs in the new acquisition or that the acquired business did not improve cost competitiveness.

Ultimately what was written by Michael Porter is summarized in that not using competitive intelligence did fail these operations.

mid-eighties Bill Smith, Head of Quality, Motorola, designed a methodology to improve plant operations and quality of products called Six Sigma. This process used a series of intelligence called DMAIC (define objectives, measure data, analyzing data, improving performance and controlling the process.) This methodology has been widely used by General Electric, 3M and Rolls Royce, among other companies, with typical results of $ 500,000 per project.

eighties too many countries began to promote competitive intelligence units in order to increase the competitiveness of its economy. Are notable state initiatives in Sweden, Israel, Japan, South Korea and France. Private initiatives came little later, with the emergence of consultants y grandes empresas con sus propias unidades de inteligencia.

Uno de los grandes problemas de aquellos que trabajamos en inteligencia competitiva es demostrar de manera clara e inequívoca, la rentabilidad de nuestro departamento. Los creyentes en la IC decimos que su uso permite tomar decisiones de manera más adecuada y evitar los riesgos y fallos. Evitar fallos, en el mundo empresarial, significa elegir las inversiones de mayor rentabilidad frente a otras menos ventajosas. En una empresa cotizada eso repercute en un mayor valor bursátil.

En el artículo ¿Por qué debo usar inteligencia competitiva en mi empresa? (Esteban, M. Inteligencia y Seguridad: Revista de análisis y prospectiva nº7, Dic 2009, pag 43-55) se hace un estudio sobre trece empresas que son reconocidas por su excelente función de IC, comparándolas con el índice Dow Jones de su sector en el periodo 31/1/2003 al 1/10/2009. Como promedio el índice Dow Jones se revalorizó un 29%, mientras que estas trece empresas se revalorizaron una media del 167% en el periodo. Los resultados obtenidos fueron:

Sólo una de las empresas de las trece estudiadas sólo una tiene un rendimiento por debajo de su índice bursátil de referencia

Como podemos ver las empresas que usan de manera intensiva la inteligencia competitiva (evitando riesgos y mejorando el rendimiento de las inversiones made) are performing above average business. So, responding to the initial question should have a competitive intelligence department in your company.

Now dear reader, I venture to add if your company does not have a competitive intelligence department. What are you waiting for?

Regards, Adrian Alvarez Lic



Midas Consulting Founding Partner Direct Phone
(Argentina):
Direct Phone +54-11-4775-8983 (Brazil): +55-11-3010-1685

http : / / www.midasconsulting.com.ar/

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Competitive Intelligence Conference in Brazil Fatores Critical Sucesso

Caros do Brasil,

I wanted to inform you that in April (between days 5 and 7) there will be a conference in Sao Paulo on IC, which will speak about war games, blue oceans, the role of competitive intelligence in determining the strategy, etc..

Besides being a workshop speaker at war games at the conference found the program very interesting and I think it's worth taking a look and if you have budget, participate.

The complete program is available at:

http://www.ibcbrasil.com.br/ic

Hopefully someone can find the blog readers at the conference. Those interested in participating please me warns, because a speaker can grant a rebate to people I know.

Big hug, Adrian Alvarez Lic


Founding Partner
Midas Consulting
Direct Phone (Brazil): +55-11-3010-1685
Direct Phone (Argentina): +54-11-4775-8983

http : / / www.midasconsulting.com.ar/

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So

goodbye the marathon, take me now focus on running a good feeling again, especially land, and also I have the right calf and asphalt touched me "crush" anymore, so we "We will roll" to PAJARIEL. ... a breath of fresh air ...... and going out with the bike and go swimming and if all goes well and do something ...... recover and so far only made 100 %....... ¡¡¡¡¡¡. soon

A SALUTE
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Dear readers, Today went
published an article on my Web site Meta-analysis.

this article, Adrian Alvarez, Founding Partner of Midas Consulting, talks about the model to analyze the company, industry and competition.

The critical success factors are factors that represent a necessary condition for success in a particular sector or industry specific .

Moreover, the critical success factors depend on the strategy used by the company. For example, should not be the same cost for a leader and a leader in differentiation, since the factors leading to success are different.

There are three ways to determine them :
• Deduction (based on customer needs, company strategy and product life cycle)
• Comparison between winners and losers companies
• Ask the participants industry (distributors, customers and competitors or channel)

The logical way is to use the three methods in that order, since the deduction and the comparison used to better assess the responses of industry participants. In fact, it can be said that the deduction is also the basis for finding the differences between business winners and losers.

In my experience using this methodology, what happens when we asked about the critical success factors in an industry is that there will be many similar responses and some that will not take that average. The answers do not come in the middle are the companies or who have a much better performance than the average or the companies that have a performance much worse than average. This happens because companies focus on the critical factors of success for its strategy and thus generate differences in performance.

What is the usefulness of the model of critical success factors?

The main usefulness of this model is the focus of the company's efforts in some areas critical to competition.

In some cases you can achieve superior performance by concentrating resources on a given number of factors, especially in the lead on differentiation.

But be careful, since the critical success factors vary by product life cycle and the imitation of competitors

What are the strengths of the critical success factors?

The main strengths of the model of critical success factors are: • Forces

identify the factors on which to focus
• Easy understanding for the management / directors, who are accustomed to focusing
• The incorporation of factors Critical success in decision-making is simple
• Can you relate to other methodologies better known as, for example, the analysis SWOT.

What are the weaknesses of critical success factors?

The main weaknesses of the model are:

• Usually there is ambiguity of cause (ie it is not clear what are the reasons why companies are successful)
• Depends on who you talk to the company (for example, the engineer will tell you some aspect of engineering, trade mark or say some commercial aspect)
• Depend on the analyst and his experience in the industry

Implementation of NAP in the model:

Location: The model of critical factors Success is useful in strategic decisions and strategic planning.

temporal Focus: This model is most useful in the present and / or in the future.

Simplicity Explanation and Presentation: The model is very easy to be understood by senior management.

test of common sense: Anyone understand the need to focus.

Scope: The critical success factors are successful for analyzing the industry or market.

believe that readers have a basic idea about the model of analysis of critical factors of sucesso após a leitura Deste artigo.

Grande abraço, Adrian Alvarez Lic




Midas Consulting Founding Partner Direct Phone
(Argentina):
Direct Phone +54-11-4775-8983 (Brazil): +55-11-3010-1685

http://www.midasconsulting.com.ar/

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MIS 3 REYES .... CANOEING, ATHLETICS Y ¡¡¡¡adventure

Hi tod @ s , yeah, come tonight 3 KINGS , and I have asked HEALTH order to keep running, rowing, cycling and swimming.
WORK, not wanting, to pay me the ever more expensive, Career and triathlons entries ....
AND LOVE to continue love of sport, and that I return all the love and sacrifice I dedicate, stealing it to my other two loves ( IKER and LORE )
A greeting
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HOLA A TOD @ S AND A HAPPY NEW YEAR AGAIN ...¡¡¡¡¡.

RATINGS OS DEJO LA SAN SILVESTRE DE Basurco HELD IN YESTERDAY AFTERNOON (DRAWN FROM THE PAGE OF THE SPORT ASOCIAÓN Basurco) OS BELOW AND PUT A PICTURE OF THE 1ST EXIT BIKE OF THE YEAR 1 HOUR AND 10 '31 KM SOFT, THIS AFTERNOON AND TOMORROW 14 KM OF RACE ....... START THE YEAR THE FORCE AND JUST WANT TO SEE HOW .... hehehehehe ...

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