How To Make Competitive Analysis And Decision Making?

Nowadays, most organizations want to make first class decisions to help themselves cope with fierce competition.

We have received letters from policy makers countless times, and they sigh in their letters: "if I knew the result was so, I would never make such a decision, nor would I take such an action."

This sigh reflects the lack of intelligence support and lack of support from decision makers.

Examples of damage caused by failed decisions to benefit partners can be found everywhere.

After reading the business periodicals around you, you can learn about the company bankruptcy, the company's layoffs caused by the decline in sales, the overoptimism of the sales prospects of new products, the full utilization of R & D results, the backwardness of technology or the pressure from overseas competition, and so on.

In the same way, if a country's decision-making is not well matched with intelligence analysis, the result will be the same, and the public will pay close attention to it and point to the decision makers who fail to make decisions.

Although it is hard to find those who make decisions publicly, we always know that there are always some shortsighted and narrow minded individuals who make some bad decisions, but we don't know who can turn them around.

To make the right choice and decision, we must have a premise that we can get effective.

Nowadays, managers should deal with overwhelming information in the process of making decisions, and sometimes these information will make them feel dizzy.

Benjamin Gilad (Benjamin Gilad) believes that the information received by managers should be biased, thematic, filtered and up-to-date.

The analyst's task is to help reduce the number and speed of information flow, and to ensure the ultimate decision makers provide high-quality information.

Therefore, decision-makers can use these intelligence information to improve their management ability and make effective decisions.

In the age of knowledge or knowledge, the analysis is reborn.

No matter why we call it "knowledge" has been recognized as the main asset of an organization, it can distinguish winners from losers in many competitive markets.

Effective creation, acquisition, dissemination and application of knowledge is a magic weapon for the organization to win. Whoever can make use of it faster and better will be more likely to win the competition.

Analysts play an important role in this knowledge-based process. They are the main guides of knowledge in the organization.

We hope to emphasize in this book that analysts must provide guidance and advice to individuals who are responsible for collecting data and information.

They are related to data collection and organization of key decisions.

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The importance of analysis stems from the recognition and evaluation of the continuous improvement of superior judgement skills.

Without judgement, analysis can not be carried out; without judgement, we can only choose and take chances at random.

This will not help any well thought out result, and eventually it will have the possibility of "instinctive extinction".

Since the number of available data and information is increasing, the highest value of analysis is not to get the right data, but to fully understand the meaning of these data.

This is called analysis.

The competitive environment faced by modern companies

In many industries, defeating competitors is no longer a desired goal of the organization, but a necessary goal.

Even 10 years ago, organizations need to develop and implement more foresighted strategic plans in advance.

We believe that today's increasingly competitive environment is partly caused by the following reasons, all of which raise higher requirements for the increasingly improved business and competition analysis.

Get a lot of cheap, fleeting information.

No matter whether it is due to the flexibility of employees, whether employees are educated in traditional or remote way, the higher their education level, the more loyalty the company will have to their employees. Similarly, the loyalty of employees to their employers will also decrease, and the windows of competitiveness and competition opportunities have become more spacious and pparent.

Because of the rapidly changing information and communication technology, and because of the changing social and cultural value system, it is very difficult for today's organizations to protect their own commercial competitive secrets and not allow them to fall into the hands of competitors.