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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$perts in
producing new products and various kinds of correlations which consists of the title!
inventor! address! several things on keywords! summaries of research! the language used!
http://www.aj.co.id/chart_patent.htmlhttp://www.aj.co.id/chart_patent.html7/25/2019 Teori Competitive Intelligent (Bab 2)
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the type of documentation! date and country and institutional developers. There are
millions of documents that can be found in the database since ?4/.
Figure II.3 Matheo Patent oftware
II.$.' (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.