Although this is an undergraduate course, I expect a high standard of work from each student in

Although this is an undergraduate course, I expect a high standard of work from each student in this class in terms of accuracy, quality, completeness, and English grammar.   I expect your answers to each question to be fully developed; not brief and skimpy.  Remember, this exercise is worth 20% of your final grade.  A one-page answer to each of the following questions would be considered a minimum response. 

1.     10 Points:  Chapter 4 of the text discusses “Communication Difficulties Faced by Analysts”.  1.) Using the text discussion (and any supporting reference sources), select the three most important communication difficulties faced by analysts and explain in detail why these difficulties are so critical for analysts to overcome.  2.) Pick a real-life situation that you have experienced or observed where one of these communication difficulties had a major negative (or positive) effect on a decision(s) in an organization.  (Examples might include a business where you work(ed); a university you attend(ed); a church/temple/synagogue you attend(ed); sports team/club you belong(ed) to; etc.  Or you can do some research to find a news article that would demonstrate this point.) 

 2.     10 Points:  Chapter 6 of the text discusses “A Better SWOT Analysis”.  1.) Identify and discuss three key strengths of SWOT analysis and three key weaknesses of a SWOT analysis.  2.) You are a market analyst for Netflix.  Identify and describe one important strength; one critical weakness; one significant opportunity; and one dangerous threat – to that company and its future survival and potential success.  Use references to support your answers.
 

Business and Competitive

Analysis

In an increasingly competitive world, it is quality of thinking that gives an edge—an

idea that opens new doors, a technique that solves a problem, or an insight that simply

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Business and Competitive

Analysis

Effective Application of New and Classic Methods

Craig S. Fleisher and Babette E. Bensoussan

An imprint of PEARSON EDUCATION Upper Saddle River, NJ • New York • London

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Library of Congress Cataloging-in-Publication Data

Fleisher, Craig S. Business and competitive analysis

methods: effective application of new and classic methods/Craig Fleisher, Babette Bensoussan.

p. cm. ISBN 0-13-187366-0 (hardback : alk.

paper) 1. Business intelligence. 2. Competi- tion. I. Bensoussan, Babette E. II. Title.

HD38.7.F57 2007 658.4'032—dc22

2006030892

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Dedication

This book is dedicated to my immediate family, my wonderful wife Angela and three awesome boys Zachary, Austin, and Kieren.

They have contributed love, patience, and understanding—characteristics that were

particularly needed during the cold, winter months as we put the finishing touches on this effort and tried to keep the synapses connected. Thanks again everybody—I

couldn't have done it without you and your support.

—Craig S. Fleisher I dedicate this book to Garry Johnston,

my husband and best friend. His encourage- ment, patience, and love throughout the

countless days, weeks, and months involved were instrumental in me emerging with

some semblance of sanity. Garry, you have been a tower of strength. Thank you.

—Babette E. Bensoussan 11/1629

Table of Contents

Acknowledgments About the Authors Preface 1 Business and Competitive Analys-

is: Definition, Context, and Benefits Understanding the Terminology

Competitive Strategic Analysis Intelligence

Analysis as a Component in the Intelli- gence Cycle

Competitive Analysis and Decision Making

The Competitive Context Facing Con- temporary Enterprises

Contemporary Context Facing the Analyst

Shifting Organizational Priorities for Analysts and Analysis

Summary References Endnotes 2 Performing the Analysis Process

Understanding the Customers of Analysis Defining the Analysis Problem Identifying the Scope of the Analysis

Intelligence Analysis at Differing Organ- izational Levels

Strategic Intelligence Analysis (SIA) Tactical Intelligence Analysis (TIA) Operational Intelligence Analysis (OIA)

Evaluating the Inputs to Analysis Making Sense of the Analysis

Facts Perceptions Beliefs Assumptions Projections Synthesis

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Infrastructure to Support the Analysis Process

Intelligence Solutions Limitations of Intelligence Solutions Managing the Internal Network Managing the External Network Proactivity, Efficiency, and Perpetual

Learning Summary

Fleisher and Bensoussan's 10 Com- mandments for Business and Competitive Analysis

References Endnotes 3 Avoiding Analysis Pitfalls

Analysis of Failure Failure Location Sources of Failure

Four-Level Hierarchical Model of Analys- is Failures

Individual Analyst-Level Failures Analysis Task-Level Failures

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Internal Organizational-Level Failures External Environment-Level Failures

Overcoming the Barriers and Improving Analysis Performance

Provide Empowerment Realize the Value of Analysis Value the Link Between Analysis and

Success Ask the Right Questions Develop Recognized Analysis Training Measure Performance Appropriately Position the Analyst Correctly Provide the Right Tools Differentiate the Task

Summary References Endnotes 4 Communicating Analysis Results

The Art of Effective Communication Packaging the Results of Your Analysis Delivering the Message

Face-to-Face Briefings

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Written Reports and Briefings Presentations in Meetings, Seminars,

and Workshops E-Mail/Instant Messaging Intelligence Systems Exercises and Planning Sessions

Common Products and Reports Used by Analysts

News Bulletins and Newsletters Assessments Competitor Profiles Strategic Impact Worksheets Intelligence Briefings Situation Analysis Special Intelligence Summaries

Creating the Report Communication Difficulties Faced by

Analysts Effective Listening and Answering the

Questions of Decision Makers Conduct Communication Follow-Up and

Gather Feedback

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Pragmatic Considerations Summary References Endnotes 5 Applying the FAROUT Method

Applying the Techniques An Evaluation Scheme for Assessing the

Adequacy of Tools and Techniques: FAROUT

Using the FAROUT Rating System References Endnotes 6 Industry Analysis (The Nine

Forces) Short Description Background

General Environment Operating Environment/Industry

Analysis Internal Environment

Strategic Rationale and Implications Strengths and Advantages

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Weaknesses and Limitations Process for Applying the Technique Case Study: Rating the Nine Forces Model

in the Australian Airline Industry Barriers to Entry-Weighting 9 Bargaining Power of Buyers-Weighting

6 Bargaining Power of Suppliers-Weight-

ing 6 Government-Weighting 6 Social-Weighting 5 Competitors-Weighting 9 Technology-Weighting 8 Substitutes-Weighting 3 International-Weighting 6

FAROUT Summary Related Tools and Techniques References Endnotes 7 Competitive Positioning Analysis

Short Description Background

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