BEST PRACTICES IN COMPETITIVE INTELLIGENCE

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1 BEST PRACTICES IN COMPETITIVE INTELLIGENCE Krista Sykes, PhD Architecture In Context AIA PMKC / SMPS Webinar November 16, Architecture in Context, LLC

2 INTRODUCTION 1. Background 2. Today s Outline: A. What is CI? B. Map Competitive Landscape C. Case Studies

3 A/E/C INDUSTRY by Gary Larson

4 COMPETITIVE INTELLIGENCE A method of researching and analyzing information about the entire competitive landscape that guides action

5 COMPETITIVE INTELLIGENCE Research Analysis ACTION

6 TO CLARIFY Competitive Intelligence (CI) is: a process and a product an established practice little-known in architecture industry

7 CI IS NOT SPYING

8 CI IS NOT COMPETITOR INTELLIGENCE VS. House A House B

9 CI IS NOT MARKET RESEARCH Different Focus Different Method A R C H I T E C T U R E I N C O N T E X T

10 THE ENTIRE COMPETITIVE LANDSCAPE The Entire Competitive Landscape Politics Economy Social & Cultural Trends Technology 2011 Architecture in Context, LLC Adapted from S. Sharp, Competitive Intelligence Advantage, 2010

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12 FIVE FORCES MODEL Michael E. Porter, Competitive Strategy, 1980 Threat of New Entrants Provides broadest view of the five main competitive forces that shape an industry Bargaining Power of Suppliers Rivalry or Competition Bargaining Power of Buyers Threat of Substitutes

13 ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Entrants Suppliers Rivalry Substitutes Buyers Threat of New Entrants high How easy is it to open a firm? Licensure/Gov. regulations (high) Capital requirements (low) Passion (high) Industry profitability (low) Exit barriers (high)

14 ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Entrants Suppliers Rivalry Buyers Bargaining Power of Suppliers low Employees (low) Technical consultants (low) Substitutes

15 ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Substitutes Buyers Bargaining Power of Buyers *high Individuals (low to high cost sensitivity) Institutions (low to med cost sensitivity) Government (med cost sensitivity) Commercial/Retail Corporations (low to high cost sensitivity) *but very fragmented market (i.e. lots of different types of clients, and cost and loyalty ranges within client groups

16 ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Substitutes Buyers Threat of Substitutes *low Pre-fab structures residental commercial Technology Cloud computing offices Internet purchases retail *Threat of substitutes depends on market, but is generally low.

17 ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Substitutes Buyers Rivalry or Competition high Many firms, many competitive strategies Differentiation Focus Price discrimination Many compete in multiple areas at same time* Regional National International *Yet don t necessarily use same competitive strategy across market segments

18 ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Substitutes Buyers Conclusion Very fragmented market Lots of Competition Low entry barriers and high exit barriers Buyers and Rivals are strongest industry forces *Narrow focus to create analysis that produces actionable insights

19 HYPOTHETICAL FIRM VANDELAY & ASSOCIATES Art Vandelay (aka. George Costanza), architect Art Vandelay, founder/principal 25 people Boston, MA Mixture of regional projects Residential Commercial Healthcare Former thriving firm, now struggling

20 BOSTON HEALTHCARE MARKET ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Entrants Suppliers Rivalry Buyers Threat of New Entrants med Licensure/Gov. regulations (high) Capital requirements (low) Passion (high) Brand/Reputation (high) Substitutes

21 HEALTHCARE MARKET ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Entrants Suppliers Rivalry Buyers Bargaining Power of Suppliers low Employees (low) Technical consultants (low to med) Substitutes

22 HEALTHCARE MARKET ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Substitutes Buyers Bargaining Power of Buyers *med Non-profit Healthcare Institutions low to med cost sensitivity med to high loyalty Switching costs Private Clients (small market) QUESTION: WHO ARE BUYERS?

23 HEALTHCARE MARKET ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Entrants Suppliers Rivalry Buyers Threat of Substitutes *low Private Walk-in Clinics Technology Remote medical treatment Emerging medical technologies Substitutes *Threat of subs is low but rising

24 HEALTHCARE MARKET ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Substitutes Buyers Rivalry or Competition high Much Competition Regional National Reputation/Brand Competition Strategies Differentiation Focus Price QUESTION: WHO ARE YOUR RIVALS?

25 HEALTHCARE MARKET ARCHITECTURE INDUSTRY ANALYSIS FIVE FORCES MODEL Suppliers Entrants Rivalry Buyers Conclusion Lots of Competition Buyers and Rivals are strongest industry forces Market Consolidation? Substitutes Move toward market consolidation Larger firms get larger, onestop shops Small firms with niche focus

26 CASE STUDY VANDELAY & ASSOCIATES Art Vandelay (aka. George Costanza), architect Art Vandelay, founder/principal 25 people Boston, MA Mixture of regional projects Residential Commercial Healthcare Formerly profitable firm, now struggling WHAT S NEXT?

27 THREE SCENARIOS 1. Focus on the Healthcare Market 2. Develop Niche Focus in Healthcare 3. Partner with Others to Fill Gaps What must Vandelay know to make an educated decision? How does he uncover this information?

28 FOCUS ON HEALTHCARE MARKET What must Vandelay know to make an educated decision? Vandelay s Firm Clients Healthcare Market Politics & Legislation Partnering Firms

29 DEVELOP NICHE FOCUS, IN HEALTHCARE OR ANOTHER MARKET What must Vandelay do to make an educated decision? Take Stock of Your Firm Take Stock of Past Work Know the Market Investigate the Competition

30 PARTNERING TO FILL GAPS What must Vandelay know about a potential partner firm? Firm s Facts Firm s Work History Firm s Culture Project + Client Vandelay s Firm

31 COMPETITIVE INTELLIGENCE Research Analysis ACTION FIVE FORCES MODEL Threat of New Entrants Bargaining Power of Suppliers Rivalry or Competition Bargaining Power of Buyers THREE COMMON SCENARIOS Threat of Substitutes 1. Focus on Existing Market 2. Develop Niche Focus 3. Partner

32 QUESTIONS? Complete the Online Webinar Survey and Continuing Education form at:

33 THANK YOU Contact Information: Krista Sykes, PhD

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