Competitive Intelligence Seminar 2013

Name : Max 30 min

Part I : “the CI knowledge Quiz ”, Franck Mathot

True False best
1 •Competitive Intelligence is best defined as:

  
- A nice name for industrial espionage
- Information about our competitors   

- Recommendations for action arising from analysis of our competitive environment   

- Forecasting of changes in the competitive environment   

2 • Competitive Intelligence is most appropriate for:

  
- Marketing
- Production   
- Research & Development   
- Strategy development   
- All of the above   

3 •The best source of information for CI is :

- Internet and other on-line information services   
- Consultants 
 
- Suppliers
  
- Other competitors
  
- Own employees
  
- All of the above
  

4 •The biggest killer of an Intelligence program is :

- Ineffective information technology   
- Insufficient budget 
 
- Not enough CI personnel
  
- Poor placement of the intelligence department
  
- Lack of focus
  
- Lack of CI skills
  

5 •How can Communities of Practice enhance the effectiveness of CI:

- They eliminate duplication of effort   
- They help standardize some processes and templates 
 
- They disseminate/ distribute their CI knowledge globally
  
- They leverage the investmentin training and travel
  
- All of the above
  

Groupe ISCAE – Exécutive MBA Sixième Promotion- Edition 2012-14 Evaluation Contrôle Continue Programme 1 Module 2 - Semestre 3
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 Business Intelligence Seminar

NOM :

Part II: “ Decision Support Systems and Business Intelligence ”, Franck Mathot
True False Note
6 • When faced with a turbulent business environment, organizations are best able to survive or even
excel by minimizing changes until the environment stabilizes.

7 • Government regulations, political instability, competition, and changing consumer demands cause
uncertainty that makes it difficult to predict the consequences of a decision:

8 • Dashboards and information portals are data visualization tools:

9 • One of the central questions that all strategic managers must address, regardless of the industry
they work in, is "What is our competition going to do next?"

10 • The strategic management process is a sequential set of analyses and choices that can increase
the likelihood that a firm will choose a good strategy that generates competitive advantages:

Part III: “External Environment & Market Intelligence ”, Franck Mathot

11 • ________ are specific measurable targets a firm can use to evaluate the extent to which it A) Visions
is realizing its mission. B) Missions
C) Competitive advantages
D) Objectives

12 • ________ helps a firm understand which of its resources and capabilities are likely to be A) Competitive analysis
sources of competitive advantage. B) Internal analysis
C) Comparative analysis
D) External analysis

13 • Within the five forces framework, the five most common threats facing firms from their A) substitutes.
competitive environment include each of the following except B) complementors.
C) suppliers.
D) buyers.

14 • A(n) ________ is any individual, group, or organization outside a firm that seeks to reduce A) environmental threat
the level of that firm's performance. B) environmental opportunity
C) environmental equalizer
D) competitive advantage

15 • ________ exist when a firm's cost rise as a function of its volume of production A) Economies of scale
B) Economies of scope
C) Diseconomies of scale
D) Learning cure effects

Groupe ISCAE – Exécutive MBA Sixième Promotion- Edition 2012-14 Evaluation Contrôle Continue Programme 1 Module 2 - Semestre 3
2/2