Intelligence

… stands for market and business intelligence, which our data and information feed into and facilitate. While many clients prefer using in-house functions for the restructuring and interpretation of data and information in the context of their specific business situation, this is also part of dii services, and intelligence represents the last link in the dii value chain:



Due to the highly client-business-specific nature of intelligence, this part of our service requires close cooperation between the client and dii.

dii services market and business intelligence needs at three levels: 

1. Assistance in using the information

In cases where clients wish to transfer our data and information into their business intelligence by themselves, dii consultants provide assistance in interpretation and aid the process of restructuring information.

2. Conclusions on client specific business implications

dii consultants use a variety of standard and customized tools to achieve the most appropriate applicability of conclusions to our client's business. Examples are:

• Valuation tables allowing the client to draw direct conclusions on market attractiveness, opportunities or marketing partner suitability

  The basic principle behind this method is the (client-)subjective valuation of key project information based on ratings.
  
  dii develops a table presenting short summaries of the key findings for criteria (e.g. Market Opportunity Determination Criteria or Distributor Selection Criteria) influencing decision-making  and allocates objective ratings for the ‘performance’ of each alternative (e.g. country, segment, distributor, etc). These ratings are multiplied by subjective factors (e.g. Impact on Opportunity or Importance of Distributor Selection Criteria) and the resulting total score allows for a ranking of the alternatives.
  
  Required client input is limited to providing the client-subjective factor ratings.
  
  

• Porter’s 5 Forces Analysis

  Particularly suitable to the evaluation of market attractiveness are adaptations of Porter’s 5 Forces Analysis, which investigates the bargaining power of customers, the bargaining power of suppliers, the threat of new entrants, the threat of substitute products, and the level of competition.
  
  In such analysis another force may be added, namely external stakeholders such as governments, regulatory bodies and professional associations.
  
  While all of these forces affect the ability of a company to serve its customers and make a profit, the analysis requires relatively little input from the client.
  
  

• SWOT Analysis

  SWOT analysis investigates internal strengths and weaknesses and external opportunities and threats to the organization.
  
  It is often not feasible to evaluate the attractiveness of a market independent of the resources and capabilities a client brings to that market.
  
  In order to conduct a sound SWOT analysis the client must therefore contribute this information.
  
  

• Profitability Analysis

  Profitability analysis is based on sales forecasts in combination with client input regarding capacity and cost, based on which different scenarios can be developed in cooperation.
  
  

3. Recommendations for action

In order to make sensible recommendations for action, it is essential to gain a deep understanding of client priorities, needs, resources and capabilities.
Recommendations for action are therefore best developed in workshops and personal collaboration addressing:

• moderation of and guidance in individual assessment
• understanding of the organization’s current situation and needs
• identification and discussion of options for action.