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Six Days To Delivery
Deciphering Westerly & Smith
Bluesin Technology
Nailen Witt Group
MQX Electronics
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Six Days to Delivery read more - download Days 1&2 PDF, Days 3&4 PDF

Peter, leader of the competitive intelligence team, receives an urgent assignment from his manager, Ramesh. They have six days to complete a competitive intelligence analysis for a possible innovative product move by Acme Technologies, an aggressive competitor. They will present the results to a senior management team headed by Sally, who is Vice President of Product Development. It is a tough assignment and senior management expects answers. The pressure builds each day as they struggle to agree on how to approach the project, make sense of the competitive environment, navigate the corporate politics and, finally, present a meaningful conclusion. This series of three columns covers how they accomplish their task. Each column describes two of the six days of pressure packed activity and decisions. read more

Commentators: August Jackson, Ellen Naylor read more

Deciphering Westerly & Smith read more - download PDF

Hank Johnson, Senior VP and heir apparent to the CEO position, calls Bob Anderson (Competitive Intelligence consultant) with a dilemma. The Westerly & Smith Corporation has traditionally posted double digit revenue growth each year for the past twenty years. Stockholders have been richly rewarded for this stellar performance and expectations have been set high to continue delivering such results. What Hank knows is that the string is about to be broken. Sales and profit growth are likely to be in the low single digits for the current year. And there are indications that more serious troubles lie ahead for W&S. Understanding the causes and determining solutions soon are critical to Hank's promotion prospects. What is it about the company, the competitive environment and the current strategies that need to be changed? Bob is to be the fresh set of eyes to help Hank know what to do.

Commentators: Avner Barnea read more

Bluesin Technology read more - download PDF

Janet Simpson gazed at the stacks of paper on her desk. It was a little overwhelming to imagine that as the new Vice President of Strategy for the Bluesin Technology Company she was expected to recommend a growth strategy at the next Board of Directors meeting. After all, she had only been on the job for two months. Reflecting on the harried set of meetings, reports and discussions from the last eight weeks, Janet realized that the job was bigger than she thought. Nevertheless, she was determined to analyze the data, formulate a strategy and get the Board’s agreement. Early on, Janet decided to engage with Tim Sanders, a competitive intelligence consultant that she had worked with before.

What was the right way to approach this problem? She needed an answer soon.

Commentators: Babette Bensoussan read more

Nailen Witt Group read more - download PDF

Bob Sampson, VP of Product Strategy for the Nailen Witt Group, was feeling stress. After working late every night for the last two weeks, he was in early this morning. The quiet time for reflection he had hoped for was illusive as he found himself buried in email, presentation preparation and meetings. As if navigating all of the administrative details was not enough, his most important product line was not doing very well. Moreover, people were noticing. Bob’s boss had scheduled a meeting next week to hear the story of what Bob was going to do about it. Normally Bob welcomed such meetings because he prided himself in being prepared. This time, though, he did not know what he was going to say. His competitors really had him reeling. Maybe the new Competitive Intelligence team could help.

Commentators: Douglas Bernhardt, Valerie Shuman read more

MQX Electronics read more - download PDF

Bob Sampson, VP of Product Strategy for the Nailen Witt Group, was feeling stress. After working late every night for the last two weeks, he was in early this morning. The quiet time for reflection he had hoped for was illusive as he found himself buried in email, presentation preparation and meetings. As if navigating all of the administrative details was not enough, his most important product line was not doing very well. Moreover, people were noticing. Bob’s boss had scheduled a meeting next week to hear the story of what Bob was going to do about it. Normally Bob welcomed such meetings because he prided himself in being prepared. This time, though, he did not know what he was going to say. His competitors really had him reeling. Maybe the new Competitive Intelligence team could help.

Commentators: Arthur Weiss read more

 
 
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