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Products & Services

Competitive Intelligence Resources: Budget, Staff Compensation & Leadership

ID: 4981


Features:

Metrics, Graphics, Summary Matrix


Pages/Slides: 32


Published: Pre-2014


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
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"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.


Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Professional Services; Energy; Consulting; Biotech; Telecommunications; Financial Services; Aerospace; Banking; Automobile; Manufacturing; Research; Computers; High Tech; Insurance; Service; Technology; Consumer Products; Medical Device; Computer Software; Computer Hardware


Companies Profiled:
Abbott; Amadeus IT Group; ALSTOM; IMS; Alcon Laboratories; MTS; Amgen; Online Resources; Biogen Idec; PDL; Boeing; Reynolds & Reynolds; Boehringer Ingelheim; Scope; Bombardier Aerospace; TransUnion; Centocor; Inc.; Cardinal Health; Citigroup; Covance; DSM Pharmaceutical; EDS; Eli Lilly; Ethicon Endo-Surgery Inc.; Fidelity Investments; First Data Corporation; IBM; Merck; Infosys; Kraft Foods; LexisNexis; Motorola; Novartis; Novo Nordisk; Procter & Gamble Pharma; Raytheon; Roche; Rockwell Collins; Sanofi-aventis; SAS Institute; Shire; Takeda Pharmaceuticals; Toshiba; Talecris; Trane; Theratechnologies; Weyerhaeuser; Zurich North American

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.