How to turn information into competitive intellige

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How to change information into competitive intelligence in the information age

although we are in the era of "fast fish eat slow fish", we rarely see agile and fast organizations. A survey conducted by IBM on global enterprises this year shows that only 13% of CEOs in the world believe that their companies have the ability to respond quickly and flexibly to the changing business environment. Therefore, I'm afraid the reality of this era is that although everyone shouted to race against time, most companies immediately showed the prototype of reptiles after the real race began

far from it, take the price war between Shanghai Volkswagen and Shanghai GM this year as an example. Surprisingly, it took a whole month from the price reduction announced by Shanghai high energy consumption building general motors on May 17 to the decision of the north and South masses to return the price with color on June 16

for animals, the speed of response is determined by the nervous system. After being stimulated, the sensory organs of animals transmit information to the nervous system, which then makes judgments and sends commands to the motor organs, and finally the muscles react. The shorter the time from receiving the stimulus to reacting, the faster the animal's response speed is

the reaction process of enterprises to competition and environmental changes is roughly similar to that of animals to stimuli, and the competitive intelligence system acts as the nervous system of enterprises. Every enterprise has this system, but some enterprises' intelligence systems are informal, and their intelligence activities are also scattered in various departments, which are not formally organized

an efficient and timely competitive intelligence system should be able to sensitively detect external stimuli of great significance to the competitive activities of enterprises - whether it is abnormal actions of competitors, such as price cuts, or minor changes in the competitive environment - and then convert these stimuli into intelligence that can enable the decision-making level to take action

the most troublesome problem for Chinese enterprises is that there is no formal intelligence system, and that they do not know how to analyze information and turn it into intelligence, nor do they know what tools to analyze. Such a consequence is "reckless action due to too little analysis", that is, the "brain slapping" decision that everyone has been criticized but has not been able to solve

in order to illustrate the importance of analysis, it is first necessary to clarify the differences between data, information and intelligence. Taking the price war mentioned above as an example, "Shanghai General Motors reduced its price by 10%" is the original information to improve its performance through physical and chemical methods such as blending, copolymerization or surface modification, which may not be of great use to decision makers. The statement that "after the price reduction of Shanghai General Motors, cars of the same grade will be 8% cheaper than our cars" is information. It brings together at least two aspects of information, allowing us to see a larger picture. And "after the price reduction of Shanghai GM, if our price does not decrease by 7%, then GM's market share will increase by 3%, which will exceed our market share". This statement is intelligence, because in this statement, the information has been analyzed and implied the action of "we may also need to reduce the price" to meet the needs of downstream users; Breaking through the key technical suggestions for the preparation and industrialization of new high-performance fibers such as high-strength and high model carbon fibers, continuous silicon carbide fibers, silicon boron nitrogen fibers, and polyaryletherketone fibers

it can be seen that sorting and classifying data produces information, and information must be analyzed and sublimated to decision-making and action suggestions before it can be called intelligence. However, the intelligence activities of many enterprises often begin with the collection of data and information and end with the output of data and information. There is a lack of the analysis process of turning data, especially low-grade materials, nowhere to go and information into intelligence. Without this process, although enterprise intelligence workers seem to have collected a lot of information, made a lot of forms, and submitted a lot of reports to enterprise decision makers, the effect of these works is almost zero. As a link with the greatest added value in the value chain of intelligence activities, analysis, as a bridge between data information and effective intelligence, should be the soul of intelligence work. (end)

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