- Transform raw data into compelling, actionable business recommendations
- Answer the questions executives askWhat? So What? and Now What?
- Todays 24 most valuable techniques: how to choose them, how to use them
- For everyone who performs analysis: managers, consultants, functional specialists, and strategists
- A completely new book by the authors of the popular Strategic and Competitive Analysis
Business and Competitive Analysis begins with end-to-end guidance on the analysis process, including defining problems, avoiding analytical pitfalls, choosing tools, and communicating results. Next, the authors offer detailed guides on 24 of todays most valuable analysis models: techniques that have never been brought together in one book before.They offer in-depth, step-by-step guidance for using every techniquealong with realistic assessments of strengths, weaknesses, feasibility, and business value.
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Fler böcker av Craig S Fleisher
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This comprehensive compendium of methods to analyze business and competition does a yeoman's job of providing practical, useful pointers to executives. -- R. Subramanian, Montclair State University (Reprinted with permission from CHOICE, copyright by the American Library Association)
"Too much data and not enough insight? Fleisher and Bensoussan offer a fabulous solution to the problem. Business and Competitive Analysis provides a nice combination of theory and practice, including a comprehensive, wide-ranging description of analytical techniques. Providing a strong complement to their previous work, Strategic and Competitive Analysis, this latest work is a "must read" for anyone analyzing strategic and tactical issues across the competitive landscape."
--Timothy J. Kindler, Director, Competitive Intelligence, Eastman Kodak Company and 2005 President, Society of Competitive Intelligence Professionals
"This book (Business and Competitive Analysis: Effective Application of New and Classic Methods) is an essential resource for competitive intelligence practitioners, business school students, and anyone looking to improve the strength and clarity of their competitive and market analyses. While no tool will perform analysis for you, the techniques explained here will provide inspiration, structure, and discipline for those who need to deliver compelling analysis to decision makers. I believe that this book will fill a great need for both full-time competitive intelligence practitioners and those looking to add analytical skills to their managerial tool kit."
--Bill Fiora, Partner and Founder, Outward Insights
Anything which improves business and competitive analysis practice has to be applauded. Too frequently "strategy" type texts include just the bare minimum and even then the familiar old models would appear, with little explanation, hardly any critique, and even less insight. Unlike these, Fleisher and Bensoussan offer a full and unique demonstration of how to successfully cross the divide between theory and practice. All practicing managers and business decision makers should be grateful to Fleisher and Bensoussan for showing them how their analysis work can become more rigorous and their approach less casual. Accept no imitations. This is the genuine article.
--Sheila Wright, Director of the Competitive Intelligence-Marketing Interface Teaching and Research Initiative (CIMITRI) at Leicester Business School, De Montfort University
"Baruch's Law reminds us that, 'when all you have is a hammer, everything looks like a nail,' a condition describing the single most difficult challenge facing both business analysts and consultants, novice and veteran alike. In 2003, Fleisher and Bensoussan delivered what all leading intelligence thinkers agree was THE definitive guide to analytics and interpretation for th...
CRAIG S. FLEISHER is Windsor Research Leadership Chair and Professor of Management (Strategy and Entrepreneurship), Odette School of Business, University of Windsor, Ontario, Canada. He was 2006 President of the Board of Directors of the international Society of Competitive Intelligence Professionals (SCIP), inaugural Chairman of the Board of Trustees of the Competitive Intelligence Foundation (Washington, DC), founding editor of the Journal of Competitive Intelligence and Management, and author of eight books and scores of articles. A SCIP Fellow, he serves on several editorial boards of journals in the business intelligence field. He has been recognized as one of Canada's top MBA professors by Canadian Business magazine. BABETTE E. BENSOUSSAN is the Managing Director of The MindShifts Group Pty. Ltd., a Sydney, Australia-based consulting firm specializing in strategic planning, competitive intelligence, and strategic marketing projects in the Asia Pacific region. Over the past 15 years, she has carried out over 300 intelligence and strategic projects in a wide range of industries and markets. Bensoussan founded and served as Vice President for the Society of Competitive Intelligence Professionals in Australia (SCIPAust). She has been a member of the editorial boards of the Journal of Competitive Intelligence and Management and Competitive Intelligence Review and was awarded the CI field's highest individual honor in 2006, SCIP's Meritorious Award.
1. Business and Competitive Analysis: Definition, Context, and Benefits
2. Performing the Analysis Process
3. Avoiding Analysis Pitfalls
4. Communicating Analysis Results
5. Applying the FAROUT method
6. Industry Analysis (The Nine Forces)
7. Competitive Positioning Analysis
8. Business Model Analysis
9. SERVO Analysis
10. Supply Chain Management (SCM) Analysis
11. Benchmarking Analysis
12. McKinsey 7S Analysis
14. Product Line Analysis
15. Win/Loss Analysis
16. Strategic Relationship Analysis
17. Corporate Reputation Analysis
18. Critical Success Factors Analysis
19. Country Risk Analysis
20. Driving Forces Analysis
21. Event and Timeline Analysis
22. Technology Forecasting
23. War Gaming
24. Indications and Warning Analysis
25. Historiographical Analysis
26. Interpretation of Statistical Analysis
27. Competitor Cash Flow Analysis
28. Analysis of Competing Hypothesis
29. Linchpin Analysis