Competitive Intelligence Resources: Budget, Staff Compensation & Leadership

STUDY OVERVIEW
Successful competitive intelligence groups (see definition at end of abstract) have sufficient executive support to provide them with key resources they need to operate effectively and accomplish the CI work that is required for meeting the needs of the business. Competitive rates of compensation, professional skills and competencies and effective departmental leadership are all key factors in organizational success.

This cross-industry study provides benchmarks and insights that managers and executives can use to build and sustain high-performing, well-recognized CI organizations. This research examines how leading companies create high-performing CI groups through effective use of budget and staff resources and seasoned leaders.

KEY TOPICS
· CI Operating Budget Levels
· Staff Compensation Levels
· Number of CI FTEs
· Staff Competencies, Skills and Training
· Outsourcing of CI Activities
· Offshore Outsourcing
· Role of the CI Head
· Matrix List of Best Practices in Managing CI Programs

KEY METRICS
Many of the data graphics in this presentation provide averages for the full benchmark class as well as separate averages for pharmaceutical and non-pharmaceutical industry segments. This segmentation strategy was adopted due to the high volume—46 percent—of participation from the pharma industry.

The following metrics are reported for the full benchmark class with many including separate statistics for the pharma and non-pharma segments.
· CI Operating Budget Levels
· Allocation of CI Operating Budget
· Changes in CI Operating Budget: Last Year vs. Current Year
· Average Salary and Bonus Potential per CI Job Level
· Minimum Years of CI Experience
· Number of CI FTEs
· Percent of CI Staff with Various Professional Characteristics
· Rank of CI Competencies
· Hours of CI Training Annually
· Number of CI Activities Outsourced
· Percentage of Companies using Offsource Outsourcing
· Years of Experience for CI Head
· Management Responsibilities for CI Head
· Types of Activities Performed by CI Head
· Volume of Activities Performed by CI Head
· Job Level of CI Head

SAMPLE KEY FINDINGS
· Successful leaders hire for a core set of “people skills” and employee attributes (in addition to professional and technical skills) that improve CI effectiveness. Key attributes employers seek are curiosity, intellect, judgment, and maturity.
· Many competitive intelligence groups make frequent use of outsourcing for selected projects and tasks. CI groups use outsourcing to stretch a small staff, acquire needed subject matter expertise, and handle projects that require a third party presence. Fifty-nine percent of study participants use outsourcing in performance of at least one of 14 benchmarked activities.

STUDY METHODOLOGY
The research was conducted in two phases that involved 54 companies across 15 different industries. Each phase involved a survey instrument as well as separate in-depth interviews with selected CI program executives. Surveys were focused on collecting quantitative data, while interviews harvested qualitative data and management insights.

KEY DEFINITIONS
“CI” (Competitive Intelligence) – For purposes of this study, the term “Competitive Intelligence” (or “CI”) is defined as actionable knowledge and insights about competitors and the competitive environment. CI process includes gathering, analyzing and disseminating actionable information and insights. Activities include SWOT analyses, competitor product profiling, industry audits, scenario development, value chain analysis, etc. Functions of corporate librarians are excluded.

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