측정될 수 있는 것은 관리될 수 있다. 기업은 마켓 인텔리전스 팀이 적시에 적절한 사람에게 적절한 인사이트를 지속적으로 제공할 수 있도록 핵심성과지표(KPI)가 기업 전반에 스며들기를 원한다. 어떤 KPI가 기업의 유니크한 전략적, 전술적, 운영적 니즈에 가장 잘 부합하는가? How to Develop Strategic KPIs for Your Market Intelligence Teams
What gets measured gets managed. Companies instill key performance indicators (KPIs) for their market intelligence teams to ensure they continue to provide the right insights for the right people at the right time. But what KPIs best suit your company’s unique set of strategic, tactical or operational needs?
We ask Hans Hedin, Vice President Business Development at GIA.
Q: What are some points are there about setting KPIs for market intelligence?
“You need to tie your KPIs to how market intelligence is used in your company. This may vary from strategy development and innovation to all aspects in the business environment. When you have this identified, you can then see who the individual users and user groups are. Then you can develop KPIs for these specific audiences.”
Q: Can you list some examples?
“In the table, we provide some examples of different KPIs in no particular order.
You will note that KPIs can be internally focused as well as externally oriented. We suggest that companies have both. Ultimately, you need to rate the impact of the intelligence used, not just the satisfaction of the market intelligence users.”
Examples of KPIs for a market intelligence program
Internal KPIs - Operational
User satisfaction surveys
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Rate usefullness, presentation, timeliness
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| Intelligence portal user statistics |
Track most popular intelligence sourced, number of news contributions and discussions |
| Number of requests |
Track the number of internal requests for intelligence, which will at some level, indicate the confidence in the program |
| Time saved |
Evaluate the time your managers save |
Internal KPIs – Strategic
| Number of ‘surprises’ |
Count the number of times staff mention that the intelligence program brought new insight that challenged their own assumptions |
| Feedback from key decision makers |
Rate perceptions of benefits, ask how the intelligence was used and could be improved |
| Value of business won |
Check if the intelligence provided identified new business opportunities or target segments with which the company made good returns on their investment in pursuing |
| Costs saved |
Check if the intelligence provided resulted in financial savings
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External KPIs
| Peer benchmarking |
Compare your own intelligence function against industry peers in terms of annual budget, level of development, number of employees within the intelligence team, number of users etc. using GIA’s Global Market Intelligence Survey results |
Q: How are these applied in various companies?
“Internally focused KPIs tend to measure the performance of the market intelligence based on the business itself. A technology company we know uses sales generated as one of their KPIs. In one example, their market intelligence team was able to help identify potential customers who were nervous about continuing with a competitor who was in financial trouble. This resulted in new customers and millions of dollars in business won, which was later taken into account in the annual KPIs for the market intelligence team.
Another example is from an industrial company that invited GIA to help run a megatrends workshop to identify new business opportunities from trends that were identified beforehand. The workshop resulted in 41 new business ideas, which was later counted as part of their KPIs for their market intelligence activities. So the business opportunities or new ideas generated can be one set of KPIs, even if they will not show up as revenues immediately.
At other times, you can relate the KPI externally to your industry peers. External consultants with the right tools can help in this aspect.
During the financial crisis, a pharmaceutical company commissioned GIA to conduct a peer-to-peer benchmarking workshop, and decided against going ahead with planned cuts to their market intelligence budget after they found themselves lagging behind their competitors. They did not want risk reducing their decision support capacity any further, after realizing that they were in fact performing poorly in this area after comparing their market intelligence program with other external parties.
Another way to benchmark is to compare how various decision makers, such as those in strategy, product development, marketing or sales, rate how your market intelligence team supports their decision making, and compare this with your industry peers. Such industry benchmarks are also available through GIA.”
For more information about how to measure your market intelligence program and how to benefit from GIA’s Global Market Intelligence Survey, please contact Hans Hedin or Joost Drieman.
More! Look out for GIA’s upcoming white paper on KPIs, which features the proprietary Seven Layer KPI Model for Market Intelligence.
Read more: http://www.globalintelligence.com/insights-analysis/newsletters/#ixzz27TrWDbnB
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전략적 분석
3mecca는 핀란드에 본사를 둔 글로벌 마켓 인텔리전스 컨설팅, 전략, 솔루션 전문 기업인 GIA(Global Intelligence Alliance) 