Month: May 2012

Competitive Intelligence

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The Code of Ethics of the ABRAIC (Association Brazilian of the Analysts of Competitive Intelligence). They follow some ethical lines of direction to be practised for the professionals of the area: To exert the profession with zeal, diligence and honesty; To preserve its dignity, prerogatives and professional independence; To strengthen itself continuously to increase the recognition and the respect to the profession; To fulfill the laws, as much in the Country how much in the exterior applicable; To keep secrecy on what to know, in function of its professional activity; To prevent to become involved itself in conflicts of interest in the fulfilment of its duties; To assure the minimum conditions for the performance ethical-professional; To emit opinion, to give to seem and to suggest only measured after being safe from the produced information and of the trustworthiness of the gotten data. 1.2. IMPLANTATION AND ESTRUTURAO OF THE AREA OF INTELLIGENCE 1.2.1. The Paper of the Area of Intelligence: The teams must be well objective, to offer action alternatives, to provide knowledge on the competitive forces, markets and customers, to defy the effective thought and finally to make the difference. The analyst must have a good relation with the Decisor, this will become much more easy for both the parts. 1.2.2.

The organization of the area of Intelligence must well be defined, the localization (next to the decisor center); organization models (centered decentralized X); the size of the team; the customers and the products. 1.2.3. To occupy the functions in the area of Intelligence of Market it will be necessary to define who are the people who will effect Primary Coleta; Secondary; Analysis and Management. Very important this definition, because the person who effects the collections is total impracticable to make the analysis. The responsible one for the analysis will have to get knowledge on the market, analytical vision and creativity, whereas the collection can be made by a person with a simpler level, therefore to compose this team is important to attempt against for the profile of the professional and the characteristics of the person.

Transformation Seems

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Mainly in regards to the corporative enterprise world. All transformation generates a change but nor all change generates a transformation. A change of politics of relationship with customers can generate transformations of behavior of the employees and also of the proper customers bringing mutual benefits, but, case this new politics is very not well understood and ‘ ‘ vendida’ ‘ to the internal customer (employee) its trend is of being only one change, without really transforming, for better. The ability in modifying concepts firmed in experiences of success in diverse years, or decades, for one determined organization, it must, first, accepted and be understood by the managers, that is, for the entrepreneur and the administrative team, for only after, duly tested, modified for the specific end of organization, and approved, to be implemented to the too much members. Pendant of the type of change, the process can be of curtssimo stated period, the 30 90 days, as even though of long stated period, 24 months or more, in view of the transport, as much of the change how much of the organization. The concept of ‘ ‘ mudana’ ‘ it can be visualized under diverse aspects, that is: ) Physical change properly said? Alteration of the layout of offices, plants, lines of production b) mannering Change of the organization in relation to the production politics, delivers, sales, purchases, relation with suppliers, customers, community c) Change of internal criteria for evaluation, promotion, training, act of contract, dismissals All the changes, ‘ ‘ a priori ‘ ‘ they must generate beneficial transformations for the biggest possible number of the involved ones in the process, generally, for the organization in itself, its employees, for community, customers, consumers and suppliers.

Logical that, not necessarily, in this order. Some organizations when in the height of its development, here including since the most humble workshop mechanics, bar, restaurant or store of clothes even though to the conglomerated greaters multinationals, practically ‘ ‘ estacionam’ ‘ its productive forces for the development of generating actions of organizacionais and mannering alterations, initiating itself, from there then, the descending curve for the finishing of its objectives, that is, the inexorable death of its products or services and, for consequence, the death of the proper organization. The change, the training, the brainstorming, the creativity, the perseverance – and not it stubbornness – would have to be integrant part of any company, either public or private it. Of any enterprise course. Its company acts in such a way? She considers external and internal solutions to the customer?