Risk Assessment: This stage gathers the knowledge and information data and provides a risk assessment, highlighting the relative risks and importance of the different threats to the company. This assessment should identify the most critical risks and rank them.
Security Controls: Identifies the detailed security controls required to eliminate or mitigate the threat. For example, simple preliminary screening of telephone calls to key individuals to assist with identifying ‘suspicious or high risk’ contacts.
Management Decision: Buy-in and sign-off will be required by the company’s management team to agree on the security controls and resources to be applied.
Effectiveness Review: Monitoring and in-depth reviews should be undertaken to ensure the effectiveness of the systems implemented.
While Murphy’s (2005) framework can be used as a process for intelligence-generation or as counter competitor intelligence, it is important to note, that this process will not magically create competitive advantage, only people who use these frameworks do. Following the counter competitor intelligence theme, Rothberg and Erickson recommends the implementation of intelligence teams called ‘Shadow Teams’ (2005).
The aim of shadow teams is to bring together organisation wide competitive knowledge and create competitive capital through the competitive intelligence processes (Figure 9.0). As a group, they have the ability to provide unfiltered assessments across all levels and functions and are future-focused on the company’s internal and external business drivers and offer solutions to existing challenges and issues.
A company’s competitive performance and capability depends on a number of internal and external factors (Murphy, 2005). As described in the previous sections, Porters ‘five factors’ model demonstrates the relationship with companies and customers operating in a competitive environment, to further provide insights into this model. Murphy states that a company’s performance is driven by both internal drivers (how it operates) and the external factors (2005).
The internal and external business drivers can enable companies/organisations (players) to establish and contest the market. These drivers have been identified and are as follows:
Critical Success Factors
Resources
Tangible assets (Financial, Physical, Technology etc.)
Intangible assets (Management, Corporate knowledge, Reputation, Business processes,
Alliances)
Social and cultural
Technological
Economic and environmental drivers
Political regulatory and legal drivers
Critical Success Factors are a company’s competitive performance and capability indicators and depends upon the effective use of a company’s resource to assist with gathering competitive intelligence knowledge and the company’s strategic ambitions in their marketplace.
Insufficient resources and/or lack of strategic planning will hamper the competitive intelligence gathering process. To mitigate this risk, a combination of resources and a sound strategy can be used to measure success as part of a company’s Critical Success Factors (CSF’s). Developed in 1961, Roger Daniel believed that many of the company’s leaders were being overwhelmed with information and were unable to identify the critical elements in their businesses to succeed. For example, offering the right product mix to match customer wants in each store, effective advertising to entice people to visit the shop, attractive prices to persuade people to buy and efficient logistics to avoid products selling out or being left on the shelf (Daniel, 1961).
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