It is the time of year when company executives are working on their annual strategic planning. They pull together a group of their trusted advisors, review this year's results, and plan for the future.  Setting time aside to think strategically is key to sustainable growth.  But, many sessions get stuck in the details - how to overcome sales at risk with the opportunity for new business, just trading one for the other hoping to come out a little ahead.

True strategy, as defined by Michael Porter, is the creation of a unique and valuable position, involving a different set of activities.  In order to create a unique position, a company first needs to understand the competitive environment in which they compete.  This is where Competitive Intelligence (CI) comes in.  The use of CI eliminates assumptions, delivers perspective on the competitive environment, and analyzes potential strategies.

CI Foundation for Strategic Planning

>  Competitor Intel revealing current positioning and likely direction

>  Industry Analysis shedding light on likely shifts in the market

>  Strategy Analysis anticipating how competitors will react and buyers respond to your strategy

Can you image creating a strategy, a unique and valuable position, without this foundation?

Strategic Planning Strategy