netrashetty
MP Guru
CA Technologies (NASDAQ: CA), formerly CA, Inc. and Computer Associates, Inc., is a Fortune 500 company and one of the largest independent software corporations in the world.[2] Headquartered in Islandia, New York, CA Technologies manages and secures IT environments and helps organizations deliver more flexible IT services.
The company’s software supports mainframe, distributed, virtualized and cloud environments and is used by a majority of the Forbes Global 2000. In 2010, CA Technologies announced its cloud computing management strategy at its CA World user conference, and its new CA Cloud-Connected Management Suite of products that address the emerging challenges presented by the cloud.
Although the company sells anti-virus and internet security programs for consumer personal computers, it is primarily known for its mainframe computer and distributed computing applications and solutions used by businesses with CA Technologies claiming that its software is used by a majority of the Forbes Global 2000 companies.[3]
ee, household, person. For example, Guangzhou consists of eight geographic areas of which one is unsuitable because of its small, widely dispersed population and high mobility. The second level are streets within one or more areas. Every street has between 10 and 30 neighborhood committees, which comprise the third level.
Then, research organization employees are trained to survey and map the area. They walk around the perimeter of the neighborhood committee and measure its area. They start from a randomly chosen household, and following a tightly defined procedure, mark every nth household.
Later, interviewers will attempt to interview those in these marked households, choosing the individual within the household based on both random methods and quota fulfillment requirements.
For central location studies, "convenience" samples are most often used. The client usually specifies the selection criteria. Passersby are stopped, screened for eligibility and quota, and recruited. Recruiting usually involves making an appointment -- and gaining a commitment -- for the respondent to appear at a central location.
Quantitative-qualitative mix
Quantitative research accounts for about 90 percent of research revenues. The qualitative research includes both focus group and individual depth interviews. On a relative basis, advertising agencies usually favor groups, but marketers demand one-on-one interviews.
Survey media
Face-to-face interviews -- both door-to-door and central location -- constitute the most common media. Mail surveys suffer from a very low response rate, and telephone surveys have their own difficulties. Some newspapers print questionnaires and ask readers to complete and return them. Typically, response rates are very low.
Specialized services
SRG and CCTV conduct studies that focus on retailing purchase patterns and media behavior. The number of cities they cover is increasing.
No successful general household panels exist. EMR established a 300-base panel mainly on laundry products. Participants periodically received samples of these products and kept diaries of their purchases. Once or twice a month, they were interviewed. High costs and technical difficulties caused this panel to be disbanded after one year. Another attempt to establish and maintain a panel also failed.
Time and costs
Generally, a door-to-door quantitative survey of 300-500 people in one city takes between two and three weeks, about half devoted to field work and half to coding and analysis. Including more cities increases the time by three to five days. Qualitative studies can usually be conducted within own week. The most time-consuming activities are screening and recruiting.
As to costs, consider a typical quantitative 30-minute door-to-door survey of over 500 participants. Foreign and joint ventures will charge between Y200-300 RMB (or approximately US$24-$36) per completed interview. The local companies' rates are between Y80-150 RMB (or approximately US$9.80-$18) per completed interview. Costs per interview are higher for smaller samples.
The charge for a focus group interview ranges between Y3000-6000 RMB (US$360-$720) which includes recruiting, meeting room and interpreter, but not a moderator.
HISTORY AND LITERATURE
Competitive intelligence is, in part, an outgrowth of the military intelligence field. Within corporations, it is a direct outgrowth, or evolution, of market research, which uses investigation (especially understanding the strategies, capabilities, and options of competitors or rivals) to examine the marketplace. Examining marketing research books at the time competitive intelligence emerged helps identify the shift. Market research differs from competitive intelligence in that it is usually conducted when a new product is in the planning or development stage and often utilizes surveys, focus groups, and other research tools to study the market. Competitive intelligence requires a more continuous and structured scanning of competitors and the environment. William T. Kelly's work introduced the field of intelligence in his 1965 text. Michael E. Porter's books, aimed at practitioners, identify competitive intelligence as a needed business function. Porter's books outline the tools for analyzing competitors and evaluating their strengths and weaknesses, which can then lead to opportunities. Leonard Fuld's work helped revolutionize and define the field. Fuld is a key writer and the founder of a major consulting firm that trains people in competitive intelligence methods and techniques.
THE COMPETITIVE INTELLIGENCE EXPERT
The competitive intelligence expert or analyst usually has a strong business background, combined with experience in the company. Likely candidates for the assignment are generally research-oriented people in sales, marketing, or research and development. Combining research skills with communication and writing skills is essential. Because of the research orientation of the job, people with library or information science backgrounds in the company are logical choices.
ORGANIZATIONS
THE SOCIETY OF COMPETITIVE INTELLIGENCE PRO-FESSIONALS (SCIP).
The Society of Competitive Intelligence Professionals (SCIP), established in 1986, is a global, nonprofit, membership organization for everyone involved in creating and managing business knowledge. The mission of SCIP is to enhance the skills of knowledge professionals to help their companies achieve and maintain a competitive advantage. SCIP publishes the following influential periodicals:
Competitive Intelligence Magazine. A bimonthly publication with articles by peers in the competitive intelligence profession.
Journal of Competitive Intelligence and Management. A quarterly, international, blind-refereed journal covering all aspects of competitive intelligence and related management fields. This journal seeks to further the development of competitive intelligence and to encourage greater understanding of the management of competition.
Competitive Intelligence Review. A journal archive for peer-reviewed research and case studies focused on the practice of competitive intelligence. Archive includes contents listings, summaries, and articles from past journal issues, dated 1990 to 2001.
SCIP Online. SCIP's email newsletter, sent free to all members twice a month.
COMPETITIVE INTELLIGENCE DIVISION OF THE SPECIAL LIBRARIES ASSOCIATION (SLA).
This organization was formed in 2004 as an association for corporate librarians and information professionals who have evolved beyond collecting and managing information, to provide examination of data that can help their organizations succeed. The Competitive Intelligence Division encompasses all aspects of competitive intelligence including: (1) planning, (2) identifying decision makers's intelligence needs, (3) collecting and analyzing information, (4) disseminating intelligence products and services, (5) evaluating intelligence activities, (6) promoting intelligence services among a client base, and (7) additional industry-specific issues. Competitive Intelligence Division members concentrate on developing their competitive intelligence skills to assist them in functioning more effectively as intelligence professionals within their respective organizations.
Product/Service Target Market and Competition
While it is very important that the target audience and competition should be clearly defined, it is also essential to identify the distinctive attributes and advantages of the firm’s offer to the marketplace. Every individual has the capacity to learn and this acquired learning can change a person’s behavior caused by information and experience. Therefore new information on the product should be established in order to change the consumer’s behavior product. This is where the application mix is applied like promotion, press release, advertising, etc. It is a fact that organization do exist to satisfy customer needs, for that reason everyone must be concerned with customer satisfaction. For example when introducing a new line of product in the market, like an orange juice, the target market audience should be the young ones, children aging from 3 -12 years old and the young adults from 13-21. The first goal is to create an impact to the minds of these young people about the quality and unique packaging of the product. Communication can be directly catered through advertising and promotion. Competition should also be identified in order to know the influences, at the same time knowing the prospects. If the competition does create the same product line, a strategy that will create unique packaging, dynamic promotion and advertising, and an additional offer of warranties as a way of reducing cognitive dissonance can be established.
Therefore, it is very important that an appropriate target market is identified so that the firm can accurately determine the step by step process in their strategic marketing plan. Being customer focus is important since the entire organization exist merely to satisfy customer needs. Marketing problem that deals with the customer issues shouldn’t be ignored and neglected as this is one important factor why an organization sustains its financial stability in the field of business.
The company’s software supports mainframe, distributed, virtualized and cloud environments and is used by a majority of the Forbes Global 2000. In 2010, CA Technologies announced its cloud computing management strategy at its CA World user conference, and its new CA Cloud-Connected Management Suite of products that address the emerging challenges presented by the cloud.
Although the company sells anti-virus and internet security programs for consumer personal computers, it is primarily known for its mainframe computer and distributed computing applications and solutions used by businesses with CA Technologies claiming that its software is used by a majority of the Forbes Global 2000 companies.[3]
ee, household, person. For example, Guangzhou consists of eight geographic areas of which one is unsuitable because of its small, widely dispersed population and high mobility. The second level are streets within one or more areas. Every street has between 10 and 30 neighborhood committees, which comprise the third level.
Then, research organization employees are trained to survey and map the area. They walk around the perimeter of the neighborhood committee and measure its area. They start from a randomly chosen household, and following a tightly defined procedure, mark every nth household.
Later, interviewers will attempt to interview those in these marked households, choosing the individual within the household based on both random methods and quota fulfillment requirements.
For central location studies, "convenience" samples are most often used. The client usually specifies the selection criteria. Passersby are stopped, screened for eligibility and quota, and recruited. Recruiting usually involves making an appointment -- and gaining a commitment -- for the respondent to appear at a central location.
Quantitative-qualitative mix
Quantitative research accounts for about 90 percent of research revenues. The qualitative research includes both focus group and individual depth interviews. On a relative basis, advertising agencies usually favor groups, but marketers demand one-on-one interviews.
Survey media
Face-to-face interviews -- both door-to-door and central location -- constitute the most common media. Mail surveys suffer from a very low response rate, and telephone surveys have their own difficulties. Some newspapers print questionnaires and ask readers to complete and return them. Typically, response rates are very low.
Specialized services
SRG and CCTV conduct studies that focus on retailing purchase patterns and media behavior. The number of cities they cover is increasing.
No successful general household panels exist. EMR established a 300-base panel mainly on laundry products. Participants periodically received samples of these products and kept diaries of their purchases. Once or twice a month, they were interviewed. High costs and technical difficulties caused this panel to be disbanded after one year. Another attempt to establish and maintain a panel also failed.
Time and costs
Generally, a door-to-door quantitative survey of 300-500 people in one city takes between two and three weeks, about half devoted to field work and half to coding and analysis. Including more cities increases the time by three to five days. Qualitative studies can usually be conducted within own week. The most time-consuming activities are screening and recruiting.
As to costs, consider a typical quantitative 30-minute door-to-door survey of over 500 participants. Foreign and joint ventures will charge between Y200-300 RMB (or approximately US$24-$36) per completed interview. The local companies' rates are between Y80-150 RMB (or approximately US$9.80-$18) per completed interview. Costs per interview are higher for smaller samples.
The charge for a focus group interview ranges between Y3000-6000 RMB (US$360-$720) which includes recruiting, meeting room and interpreter, but not a moderator.
HISTORY AND LITERATURE
Competitive intelligence is, in part, an outgrowth of the military intelligence field. Within corporations, it is a direct outgrowth, or evolution, of market research, which uses investigation (especially understanding the strategies, capabilities, and options of competitors or rivals) to examine the marketplace. Examining marketing research books at the time competitive intelligence emerged helps identify the shift. Market research differs from competitive intelligence in that it is usually conducted when a new product is in the planning or development stage and often utilizes surveys, focus groups, and other research tools to study the market. Competitive intelligence requires a more continuous and structured scanning of competitors and the environment. William T. Kelly's work introduced the field of intelligence in his 1965 text. Michael E. Porter's books, aimed at practitioners, identify competitive intelligence as a needed business function. Porter's books outline the tools for analyzing competitors and evaluating their strengths and weaknesses, which can then lead to opportunities. Leonard Fuld's work helped revolutionize and define the field. Fuld is a key writer and the founder of a major consulting firm that trains people in competitive intelligence methods and techniques.
THE COMPETITIVE INTELLIGENCE EXPERT
The competitive intelligence expert or analyst usually has a strong business background, combined with experience in the company. Likely candidates for the assignment are generally research-oriented people in sales, marketing, or research and development. Combining research skills with communication and writing skills is essential. Because of the research orientation of the job, people with library or information science backgrounds in the company are logical choices.
ORGANIZATIONS
THE SOCIETY OF COMPETITIVE INTELLIGENCE PRO-FESSIONALS (SCIP).
The Society of Competitive Intelligence Professionals (SCIP), established in 1986, is a global, nonprofit, membership organization for everyone involved in creating and managing business knowledge. The mission of SCIP is to enhance the skills of knowledge professionals to help their companies achieve and maintain a competitive advantage. SCIP publishes the following influential periodicals:
Competitive Intelligence Magazine. A bimonthly publication with articles by peers in the competitive intelligence profession.
Journal of Competitive Intelligence and Management. A quarterly, international, blind-refereed journal covering all aspects of competitive intelligence and related management fields. This journal seeks to further the development of competitive intelligence and to encourage greater understanding of the management of competition.
Competitive Intelligence Review. A journal archive for peer-reviewed research and case studies focused on the practice of competitive intelligence. Archive includes contents listings, summaries, and articles from past journal issues, dated 1990 to 2001.
SCIP Online. SCIP's email newsletter, sent free to all members twice a month.
COMPETITIVE INTELLIGENCE DIVISION OF THE SPECIAL LIBRARIES ASSOCIATION (SLA).
This organization was formed in 2004 as an association for corporate librarians and information professionals who have evolved beyond collecting and managing information, to provide examination of data that can help their organizations succeed. The Competitive Intelligence Division encompasses all aspects of competitive intelligence including: (1) planning, (2) identifying decision makers's intelligence needs, (3) collecting and analyzing information, (4) disseminating intelligence products and services, (5) evaluating intelligence activities, (6) promoting intelligence services among a client base, and (7) additional industry-specific issues. Competitive Intelligence Division members concentrate on developing their competitive intelligence skills to assist them in functioning more effectively as intelligence professionals within their respective organizations.
Product/Service Target Market and Competition
While it is very important that the target audience and competition should be clearly defined, it is also essential to identify the distinctive attributes and advantages of the firm’s offer to the marketplace. Every individual has the capacity to learn and this acquired learning can change a person’s behavior caused by information and experience. Therefore new information on the product should be established in order to change the consumer’s behavior product. This is where the application mix is applied like promotion, press release, advertising, etc. It is a fact that organization do exist to satisfy customer needs, for that reason everyone must be concerned with customer satisfaction. For example when introducing a new line of product in the market, like an orange juice, the target market audience should be the young ones, children aging from 3 -12 years old and the young adults from 13-21. The first goal is to create an impact to the minds of these young people about the quality and unique packaging of the product. Communication can be directly catered through advertising and promotion. Competition should also be identified in order to know the influences, at the same time knowing the prospects. If the competition does create the same product line, a strategy that will create unique packaging, dynamic promotion and advertising, and an additional offer of warranties as a way of reducing cognitive dissonance can be established.
Therefore, it is very important that an appropriate target market is identified so that the firm can accurately determine the step by step process in their strategic marketing plan. Being customer focus is important since the entire organization exist merely to satisfy customer needs. Marketing problem that deals with the customer issues shouldn’t be ignored and neglected as this is one important factor why an organization sustains its financial stability in the field of business.