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COMPETITIVE INTELLIGENCE
Competitive
Une
experience
internationale,
Humanisme
et
Competitive
Intelligence
until
the
Kister (*),
Yann Bertacchini (**) et Henri Dou (***)
http://www.upf.edu/hipertextnet/en/numero-8
CI PSMPG page 86
II.2.2 Patents
Patent is a wide field, where techniques, products, applications and legal consideration are
strongly mixed. 6
Patents can only be provided upon request and each application can only be filed for an
invention or some invention that is a unity of invention.
One unity of invention referred to is some new invention that has a close relationship
inventive step, such an invention in the form of new stationery with the new ink, stationery
and ink is used as a single unit.
Patent application and simple patent filed with the Directorate General of Intellectual
Property in the Indonesian language or the Office of the Department of Justice and human
rights throughout Indonesia to pay the application fee. Matters relating to the application
must be completed are:
name and complete address of the power if the petition is filed by a special power
of attorney, in case the application is filed by;
statement can be given an application for patent;
title of invention;
claims contained in the invention;
description of the invention, which is complete, contains information on how to
implement the invention;
drawings referred to in the description necessary to clarify the invention; and
abstract.
6
Dou Hendri Jean-Marie, Manulang Sri D, Competitive Intelligence,
Technology Watch
and Regional Development, MUC Publishing, Jakarta, 2003.
When meeting these requirements will be given a filing date (filing date) or fulfill some
requirements such as letters a, b, f, i, and j. If the request is accompanied by a picture, this
is called or known by the minimum requirements (minimum requirements) but other
requirements are also required under the provisions. Furthermore, it can be seen scheme
patent application for a certificate according to the law no. 14 of 2001.
the type of documentation, date and country and institutional developers. There are
millions of documents that can be found in the database since 1965.
Figure II.3
II.2.3 Benchmarking
Definitions that can be inferred about benchmarking is essentially learning
activities, sharing information and adopting best practices to bring change to the activities
in the field. In short, benchmarking can be regarded as an attempt to change themselves by
learning activities on the efforts of others. Some definitions can be concluded the
following:
Figure II.4
SWOT diagram
Environmental factors internal to the firm usually can be classified as strenghts (S)
or weakness (W), and those external to the firm can be classified as opportunities (O) or
threats (T). The analysis is based on the logic that maximizes the strengths (strengths) and
opportunities (opportunities), but simultaneously to minimize the weakness (weakness) and
threats (threats). The process of making decisions are always associated with the
development of mission, goals, strategies, and organizational policies.
The SWOT analysis provides information that is helpful in matching the firms
resources and capabilities to the competitive enviroinment in which it operates. As such, it
is instrumental in strategi formulation and selection.
Strengths
A firms strengths are its resources and capabilities that can be used as a basis for
developing a competitive advantage. Examples of such strengths include:
Patents
Weaknesses
The absence of certain strengths may be viewed as a weakness. For example, each of
the following may be considered weaknesses:
In some cases, a weakness may be the flip side of a strength. Take the case in which a
firm has a large amount of manufacturing capacity. While this capacity may be
considered a strength that competitors do not share, it also may be considered a
weakness if the large investment in manufacturing capacity prevents the firm from
reacting quickly to changes in the strategic environment.
Opportunities
The external environmental analysis may reveal certain new opportunities for profit
and growth. Some examples of such opportunities include:
An unfulfilled customer need
Arrival of new technologies
Loosening of regulations
Removal of international trade barriers
Threats
Changes in the external environmental also may present threats to the firm. Some
examples of such threats include :
Emergence of substitute products
New regulations
Increased trade barriers
II.2.4
TOWS matrix
TOWS
strategies:
options
SO, WO, ST and WT. The key to successful use of the TOWS matrix
is to bring together the key internal and external factors to form a strategy.
The power of the TOWS matrix format is in the way it not only gives a review,
but also helps you create and summarise strategies to improve the market. Oftentimes
SWOT are put in the appendix of a report or on the shelf and do not drive action, but the
TOWs approach integrates the SWOT into the whole strategy process to help create a
plan.
SO
strategies are strategies that are made by using the company's internal strengths to
analysis is an analysis
carried
out prior
to designing
strategic business plan. One of the tools used to create them is SWOT Analysis Porter
Five Forces analysis, which gives an idea of how to position our business in an industry.
Porter's Five Forces Analysis provides a powerful illustration of how the level of
competition from an industry, be it from the side of the supply chain (suppliers and
customers) and market (new entrants
Competitive Rivalry
Threats of New Entrants
Threats of Susbstitutes
Power of Buyer
Power Supplier
8 Thurlby B (1998), Competitive forces are also subject to change, London, 2008
1. Competitive Rivalry
Rivals are competitors within an industry. Rivalry in the industry can be weak, with
few competitors that dont compete very aggressively. Or it can be intense, with
many competitors fighting in a cut-throat environment.
Factors affecting the intensity of rivalry are:
Fixed costs with high fixed costs as a percentage of total cost, companies
must sell more products to cover those costs, increasing market competition.
Product differentiation Products that are relatively the same will compete
based on price. Brand identification can reduce rivalry.
High cost of entry the more it will cost to get started in an industry, the higher
the barrier to entry.
3. Threats of Susbstitutes
This is probably the most overlooked, and therefore most damaging, element of
strategic decision making. Its imperative that business owners (us) not only look at
what the companys direct competitors are doing, but what other types of products
people could buy instead.
When switching costs (the costs a customer incurs to switch to a new product)
are low the threat of substitutes is high. As is the case when dealing with new
entrants, companies may aggressively price their products to keep people from
switching. When the threat of substitutes is high, profit margins will tend to be low.
4. Power of Buyer
There are two types of buyer power. The first is related to the customers price
sensitivity. If each brand of a product is similar to all the others, then the buyer will
base the purchase decision mainly on price. This will increase the competitive
rivalry, resulting in lower prices, and lower profitability.
The other type of buyer power relates to negotiating power. Larger buyers tend to
have more leverage with the firm, and can negotiate lower prices. When there are
many small buyers of a product, all other things remaining equal, the company
supplying the product will have higher prices and higher margins. Conversely, if a
company sells to a few large buyers, those buyers will have significant leverage to
negotiate better pricing.
Some factors affecting buyer power are:
Size of buyer larger buyers will have more power over suppliers.
Number of buyers when there are a small number of buyers, they will
tend to have more power over suppliers. The Department of Defense is
an example of a single buyer with a lot of power over suppliers.
5. Power Supplier
Buyer power looks at the relative power a companys customers has over it.
When multiple suppliers are producing a commoditized product, the company will
make its purchase decision based mainly on price, which tends to lower costs. On the
other hand, if a single supplier is producing something the company has to have, the
company will have little leverage to negotiate a better price.
Size plays a factor here as well. If the company is much larger than its
suppliers, and purchases in large quantities, then the supplier will have very little
power to negotiate.
A few factors that determine supplier power include:
Sun Tzu telah memberikan salah satu petuahnya yang sangat terkenal, yakni:
Kenalilah musuhmu dan kenalilah dirimu, niscaya kamu akan berjaya dalam
100 pertempuran. Bila kita telisik, ini artinya setiap pelaku (perang) bisnis
harus mengenali dirinya sendiri (baik kekuatan maupun kelemahan) dan
medan/lingkungannya. Mengenali medannya adalah mengetahui bagaimana
posisinya di pasar secara komprehensif dan dalam konteks kompetisi, serta
apa dan siapa pelanggannya.