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2017 marks IBIS's 20th year in business. In 1997 we opened our doors for business in a then niche area namely Competitive Intelligence (CI). We had few blueprints to work with and we worked hard at building our body of knowledge and our expertise. We continue to innovate; our bespoke software StratScan is testimony to that as is our research into the field of Competitive Intelligence. It was a go right from the start. Since those days when CI was still in its infancy globally and in South Africa, both IBIS and CI have grown. Now, Competitive Intelligence and its building blocks including market and competitor intelligence are ubiquitous and practiced by organisations and companies large and small. IBIS has remained a South Africa-based agile boutique company focused on providing consulting and advisory services in the line of Competitive Intelligence and related fields globally. Knowing where we grew from and the role our loyal clients and amazing partners and associates have played and continue to play on our journey to where we are today, is humbling. We keep our focus on the long-term game plan, partnering with our clients to ensure the best possible outcomes to our advice and intervention. Thank you for walking this road with us.
Competitive Intelligence could be an expensive exercise albeit a necessary one. Therefore, the reality is, it's rare for a small or mid-size company to have an independent competitive intelligence team. For most, CI lives within their Product Marketing or Sales department. In most of these cases, gathering and analysing competitive intelligence is only a fraction of a single person's job. It is unsustainable. Still the most occurring model for CI is the hybrid model where certain elements of CI are done in-house while others are contracted out to external suppliers. As competition continues to heat up across the board, more and more company leaders are realizing that this ad-hoc approach to CI isn't cutting it and investing in hiring a dedicated CI department is necessary to compete in their market in any which way of form. Please read here for a piece written by Crayon’s Madison Blask on scaling the CI team - Read the article here
I am always excited to find in my inbox, the writings, and musings of Babette Bensoussan. With her permission, I would like to share her excellent piece on making decisions and making the right decision and what the caveats are along the way.
In 2013, during the press conference to announce NOKIA being acquired by Microsoft, the CEO of Nokia ended his speech by saying: "We didn't do anything wrong, but somehow, we lost."
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