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Shell Services International, Inc' Competitive Intelligence and Knowledge Management Convergence

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Title: Shell Services International, Inc' Competitive Intelligence and Knowledge Management Convergence


1
Shell Services International, Inc. Competitive
Intelligence and Knowledge Management Convergence

2
Outline
  • Introduction
  • Theory
  • Practices
  • Summary

3
CI in Oil Industry in 1950s
  • ...Some wells were called tight holes, because
    there was no information available. We would have
    someone who would watch the rival's drilling
    floor from a half-mile away with field glasses.
    Our competitor didn't like it, but there wasn't
    anything they could do about it.
  • Our spotters would watch the joints and drill
    pipe. They would count them, each drill joint
    was 30 feet long. By adding up all the joints,
    you would be able to tally the depth of the well.
    At the time, every competitor tried every angle
    to develop information on tight holes.

--T. Boone Pickens, Texas oilman and entrepreneur
4
CI History at Shell Services International
  • The Shell Services International Group of
    Companies (SSI) was organized on 1 January 1998
    to combine the information technology (IT) and
    business services practices of several Royal
    Dutch/Shell Group companies.
  • Today, SSI has in the region of 5,000 staff. Its
    geographical scope is world-wide.
  • CI at Shell Services International (SSI) had its
    origin in 1997.
  • Main goals of CI.

5
  • A little about CI Theory

6
Underlying Questions
  • Why Develop Intelligence Capabilities ?
  • Who Needs Them?
  • What are the Cultural Issues ?
  • What characterizes an effective Intelligence
    Culture?
  • What are the sources of CI information?
  • What does the Intelligence Analyst Do?

7
Why Develop Intelligence Capabilities ?
Companies are finding difficulty in responding to
an accelerating pace of change in globally
competitive markets.
  • Strategic Errors and Missed opportunities
  • Costly but Ineffective Deployment of Development
    Resources
  • Generally late to the market
  • Inability of account teams to articulate the
    companys Core Capabilities
  • Loss of New Business Deals
  • Inability of delivery teams to implement what the
    customer wants
  • Loss of existing customers

8
The Framework
External
Internal
ASSESSMENT OF OPPORTUNITIES, TRENDS
COMPETITION
ARTICULATION OF CAPABILITIES DIFFERENTIATION
Awareness
GLOBAL PRACTICE POSITIONING
STRATEGY FORMATION
DELIVERY TEAM RESOURCING
ACCOUNT TEAM READINESS ALIGNMENT
Responsiveness
RAPID DECISION MAKING
GAINING MARKET SHARE
9
The Value of Business Intelligence
Responsiveness
Rate of Environmental Change
10
Who Needs Them ?
In the extended enterprise, knowledge sharing,
creation, and use include people, communities and
content across extended business processes

11
What are the Cultural Issues ?
  • Dilberts Theory of Money

1) Knowledge is Power (Axiom)
2) Power Work/Time (Law of Physics)
3) Time is Money (Axiom)
TRANSPOSING SUBSTITUTING INTO 2
MONEY WORK KNOWLEDGE
The less you know, the more you make!!
Is Knowledge Power ??
12
Intelligence Issues
  • User's Issues with Intelligence
  • Information is too shallow
  • Credibility
  • Timeliness
  • Focus (Users should not be brought in at the
    last moment)
  • Who to send intelligence to - nobody knows how
    to participate
  • Make it easy for people to help

13
Intelligence Issues
  • Producer's Issues with Intelligence
  • No clear objectives
  • Not enough time to satisfy all the users
  • Different needs from multiple users
  • Too much information to get through
  • No sharing of information
  • Organization barriers (who to call, no follow
    up)
  • Poor identification of who the customer is
  • Lack of feedback
  • Low Budgets
  • Tough to get on Executive Schedules

14
What characterizes an effective Intelligence
Culture?
PROMOTIONAL PLAN FOR CI
DEMAND FOR CI ASSISTANCE
TRAINING
VALUE ADDED PRODUCTS AND SERVICES
BUILDING OF TRUST AND CREDIBILITY WITH USERS
NETWORK DEPLOYMENT
Refine Upgrade
MORE, DIFFERENT SOPHISTICATED PRODUCTS
SERVICES
Over time
  • DIRECT INTELLIGENCE ROLE IN KEY STRATEGIC
    TACTICAL TEAMS/INTERACTIONS
  • HIGH LEVEL OF INFLUENCE IN DECISIONS

Source PRESCOTT, APQC Developing a Successful
Competitive Intelligence Program
15
Three Rounds of Refinement
Source PRESCOTT, APQC Developing a Successful
Competitive Intelligence Program
16
What are the sources of CI information?
  • Financial Reports and Stock Exchange
    Announcements
  • Press and News Agencies
  • Stockholders News Groups on the Internet
  • Official Websites of Companies
  • Market Research Companies
  • Hiring Ads
  • Exhibitions

17
What does the Intelligence Analyst Do?


Note The higher value-added activities cannot be
performed credibly without first performing the
lower value-added services.
18
  • CI Practices at SSI
  • How is Business Intelligence Systematized by SSI?

19
How is Business Intelligence Systematized ?
  • Business Intelligence is the overall umbrella
    that contains several different types of
    intelligence such as
  • Market Intelligence
  • Partner Intelligence
  • Competitor Intelligence
  • Technical Intelligence
  • Customer/Prospect Intelligence

20
1. Competitor Intelligence KnowledgeHouse
Level Set Components in which users can obtain
a working knowledge regarding CI. Users are
highly encouraged to have this basic knowledge
before using other components of the system.
Research Components every piece of
information contained in modules in this row is
originate from secondary research or published
information. Knowledge Management Components -
those sections in which the Core Audience - in
some form - shares its knowledge with other
members of the core Audience.
Competitor Intelligence concerns itself with the
current and proposed activities of competitors.
Contains summaries on the Tier 1, Emerging,
Regional and Niche competitors in the IT Services
marketplace.
21
A. CI KnowledgeHouse - Level Set Components
  • Knowledge Broker
  • Acts as sort of a toolkit for using the CI
    KnowledgeHouse. Features include
  • CI Network (Who in SSI has worked for the
    competition)
  • CI Yellow Pages (Who in SSI performs
    Competitive Intelligence Activities)
  • Best Practices Process in CI
  • Electronic Newsstand
  • The Competitor Portal
  • Links to SEC Edgar and Corporateinformation.com
  • Code of Ethics
  • The Gloss
  • The Glossary contains the everyday-speak of the
    CI Analysts around the company. Definitions
    profiled in this section include
  • Competitor Intelligence versus Business
    Intelligence
  • Criteria for determining Competitor Tiers (Tier
    One, Emerging, Regional, Niche/Solutions)
  • Yellow File

22
B. CI KnowledgeHouse - Research Components
  • Executive Themes
  • This section was created for requests from
    executive leadership teams for general,
    broad-based information encapsulating the market
    and SSI's competitive positioning, which in the
    course of a CI Analyst's normal day-to-day
    activities sometimes come in. Examples of this
    kind of high-level information include
  • Competitor General Statistics Matrix (HQ,
    Sales, Employees, CAGR, Major Customers)
  • Trending Charts
  • Top Competitor Lists
  • Mega-Deals Signed in the Industry
  • BPO Deals signed in the Industry
  • Market Sizing Statistics on a Aggregate Basis

  • CI News-to-Go
  • Contains all information mailed out to the Core
    Audience via the market alerts newsletter or CI
    News-to-Go. This part of the site represents an
    area where this information is archived each
    week. Competitor News via
  • News by Tier One Competitors
  • All other Competitors are grouped according to
    SSI Solutions Sets.

23
CI KnowledgeHouse - Research Components (Cont.)
  • Competitor Profiles
  • Details, classifies, and profiles competitors
    into one of three different categories Tier One
    Competitors Emerging Competitors Niche
    Competitors. Each of these competitors are
    examined by the following
  • Competitor Overview
  • Profiles of Competitor's Oil Gas, Chemical
    and Utilities Practice (with info on their
    Partnerships, Major Customers, and Service
    Offerings by industry practice)
  • Description of all Partnerships (not related to
    an industry practice) plotted along the IT Value
    Chain.

  • HR Manager
  • The HR Manager Section can be an invaluable
    source of information for the HR organization in
    that it sets benchmarks detailing the best HR
    practices and worst HR practices of our
    competition as well as how they attract and
    retain their people. Method of examining the
    competition include
  • Organization Chart with executive Biographies
  • Corporate Reorganizations
  • Layoffs (where and how many times have layoffs
    occurred)
  • Recruiting (where are they recruiting and how
    do they attract and retain talent)
  • Training (what methods are in place to train
    and develop the workforce)

24
CI KnowledgeHouse - Research Components (Cont.)

Yellow File The Yellow File Module features
stories on Shell Groups competition detailing
their inability to deliver solutions to their
customers. Judicious use of Yellow File is
encouraged at all times. Before the Core Audience
begins to use Yellow File on a competitor, it is
encouraged they contact the appropriate CI
Analyst in their region to discuss the most
appropriate way to present this information.
  • marcom_at_competitor.com
  • contains information on the way our competitors
    communicate to the external marketplace. In this
    module we detail such things as
  • WWW Links for the various competitor entities
    (JV's, subsidiaries, geographic branches)
  • Press Releases
  • Advertising Efforts (Actual advertisement from
    journals as well as relationships with ad
    agencies)
  • Annual Reports
  • Community Affairs Participated in
  • Sales Collateral (such as Brochures and
    Success Stories/Glossies)
  • Event and exhibits (where do competitors have
    representation as far as speakers, sponsorships,
    booths, etc.)

25
C. CI KnowledgeHouse - Knowledge Management
Components
Pursuit/Deal Tactics This module represents an
approach regarding the strategies and tactics
that SSI's competitors employ in competitive
scenarios. The Tier One competitors are examined
centered in a hypothesis/evidence matrix based on
tactics to gain advantage on a given deal and
tactics to change buying criteria.
  • Partner Street
  • contains detailed profiles of SSI proposed
    alliance partners and covers such as areas as the
    following
  • Scope of the Proposed Alliance
  • The Discussion Progress between SSI and the
    Proposed Partner
  • Organization Chart of key people that is SSI
    is dealing with at the Proposed Partner
  • Shell-based business of the Proposed Partner
  • Energy-based business of the Proposed Partner
  • Competing Partnerships
  • Major Contracts/Pursuits that involve the
    proposed partner with other companies

26
CI KnowledgeHouse - Knowledge Management
Components (Cont.)

Private Discussions Most successful KM
enterprises emphasize and encourage collaboration
above competition, innovation and reuse above
productivity and financial savings. This
module, in its discussion web format, features
information from the core audience in the field.
For most companies, valuable competitive
information is spread across various departments
and branches. The Private Discussions represents
a place in the CI KnowledgeHouse for users to
send Information pertaining to competitor issues
they are hearing about from the front lines.
The IT Landscape seeks to profile all of the
competitors that have business at Shell locations
around the world. It takes a holistic view at the
Royal Dutch Group of Companies by Operating
Company (OpCo) and discusses the projects that
the competition is performing at the specific
OpCo. Also, as SSI takes a more external focus in
the marketplace, the system profiles companies
external to Shell and the competition at those
prospects. To make it truly valuable, it needs to
have input from the account teams detailing the
competition existent at prospective customers.
27
CI KnowledgeHouse - Knowledge Management
Components (Cont.)
  • Benchmarking
  • examines benchmarking from several different
    perspectives. It features Benchmarking of
    competitor and industry information around four
    key areas
  • Pricing Points (mapped to G2R's IT Value Chain)
  • Customer Satisfaction (Quality measures,
    Service Level Agreements)
  • Human Resource Capabilities by specific
    technology area
  • Macro Level Industry Measures (i.e. what the
    typical Oil/Gas IT department looks like based on
    expenditures)

  • 3rd Party Research
  • details the vendors that provide specialty
    information on the IT Marketplace. Often, these
    analysts have access to the inside workings of
    SSI competitors or, in the case of companies such
    as TPI, may actually influence prospects in the
    decision-making process. Analysts featured in
    this section include
  • IDC
  • Gartner Group (includes Dataquest and G2R)
  • Meta Group
  • Forrester Group

28
CI KnowledgeHouse - Knowledge Management
Components (Cont.)
  • Conferences Events
  • details many of the conferences that are being
    sponsored in the marketplace that might possibly
    interest users in the Core Audience. These
    conferences represent a great place for making
    contacts and learning new ideas. When assembling
    this list of information, we went to many of the
    IT Analysts and looked at the conferences they
    were sponsoring. Other items in this section
    include
  • Conference review by employees who attended a
    conference
  • What to look for at a specific conference
    (I.e. How many people attended? Would it be
    beneficial for SSI to have a booth? Would it be
    beneficial for SSI to have speakers at the
    conference? Is this something SSI would like to
    help sponsor?)


RequestNet An archived library of all projects
worked on by the CI group, this module features
all ad hoc projects that were requested from
personnel in SSI. Not only is it an excellent
tool for tracking which projects the Competitive
Analysis function performs for SSI, but sometimes
it also provides a source for re-usable
information for new projects undertaken at SSI.
Besides the actual research compiled, the person
who requested the project and the date they
requested
29
2. Customer/Prospect Intelligence KnowledgeHouse
  • Customer/Prospect Intelligence covers areas such
    as relationship issues with current and
    prospective customers. Typical modules include
  • Industry Benchmarking\Listing
  • Customer Listings
  • Targeted Accounts
  • Trends and Statistics
  • Business Plans
  • Events Calendar
  • SSI Offerings
  • Industry News
  • Success Stories and Prospect Analysis
  • WWW Links
  • Partner Street.

30
3. Market Intelligence KnowledgeHouse
Market Intelligence focuses on broader market
issues from a macro perspective. Typically, one
would examine vertical industry groupings or
examine the countries/trade organizations and the
social, political, economic and environmental
issues that affect them. Also, contains trends
that third-party research organizations (e.g.
Gartner, Yankee, Meta, etc.) see occurring in the
industry.

31
4. Technical Intelligence KnowledgeHouse

Technical Intelligence focuses on internal
competencies ability to rapidly identify and
assemble knowledge and expertise, to collaborate,
innovate and add insight, and to apply knowledge
to problems and opportunities.
32
5. Partner Intelligence KnowledgeHouse
  • Partner Intelligence contains detailed profiles
    of SSI proposed alliance partners and covers such
    as areas as the following
  • Scope of the Proposed Alliance
  • The Discussion Progress between SSI and the
    Proposed Partner
  • Organization Chart of key people that is SSI
    is dealing with at the Proposed Partner
  • Shell-based business of the Proposed Partner
  • Energy-based business of the Proposed Partner
  • Competing Partnerships
  • Major Contracts/Pursuits that involve the
    proposed partner with other companies

33
  • Summary

34
Advices to go
  • Dont look for an elegant plan.
  • Loads of work
  • Is it useful?
  • Critical success factors
  • Who are your top ten customers.
  • Do the smart thing, not the right thing.
  • Knowledge Management is an approach.
  • Gaining Trust.

35
Bibliography
  • 1. SSI Marketing Communication. Competitive
    Intelligence and KM Convergence at Shell Services
    International, Inc. http//www.apqc.org/PresFiles/
    Tait-ShellPresentation/
  • 2. Factiva-CI Center. CEO Interview with T. Boone
    Pickens. http//www.factiva.com/cicenter/interview
    s/pickensinterview.asp?nodesub1
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