What else do you need to know and consider when planning your exploration?

 

In commercial intelligence, we don't look for the best solutions. We may not know them at all. It is more important to know that the solution must in principle be achievable and realizable. Then we employ means aimed directly at achieving the goals and objectives of the business. The whole system of commercial intelligence works to achieve this or these goals. At the same time, there may be no goals at all, or rather they may not be voiced out loud, so rarely, but it happens when we are talking about old companies (20-30 years ago). It's kind of a default, you just have to sell a certain amount of goods.

Compare these two actions in terms of efficiency if your company produces and sells something:

1.         Finding better solutions;

(based on random numbers and software, initially with no direct links to the tasks at hand)

2.         Achievement of definite and specific business goals and objectives;

(based on numbers, information and knowledge (products of direct observation/monitoring) of objects directly related to the achievement of the company's business goal or goals)

Which do you think is more effective? In one case, we're using “probability theory”! In the other case, the theory of intelligence described by Sun Tzu, about 2100 years before the “theory of probability”. Which one you prefer, you decide for yourself!

You may not find the best solutions, they may not be available, and trusting numerous data not directly related to the market indicators of the external market environment is a dubious pleasure.

It is quite another thing to achieve already set and defined business goals, relying on proven and reliable sources of information and knowledge directly related to the objects of study. At the heart of it all lies our ignorance about the actors of external influence/influence on the market and our own business (real opportunities to achieve the set goals) and our desire to know about these actors as much reliable information as possible.

Based on the above, who falls within the scope of intelligence support? First and foremost, these are upstream and operational risks. Operational risks (related to operations within the business: mainly deliveries and technical failures, search for replacements and substitutions) Market risks (changes in external conditions; supply and demand, competition), technology-related risks - benchmarking deals with this topic in detail.

Don't forget the lawyer, he or she, although not in the categories listed, can learn a lot and update the owner on new developments in the regulation of business rules.

Reputational risks should be closely dealt with by the customer service or its equivalent.

These are probably the main areas of work. Everything is taken from the results of the strategy session.

Don't look for the best solutions, make informed and realistic decisions and DO the goals, it's as simple as that. Intelligence work, however, starts with defining the goals (making decisions) to be achieved. Don't waste your time. Everything else has already been described! Act!