Professional Certificate in Competitive Intelligence: Strategic Planning
-- ViewingNowThe Professional Certificate in Competitive Intelligence: Strategic Planning equips learners with essential skills to excel in the rapidly evolving field of competitive intelligence. This industry-demand course emphasizes the importance of data-driven decision-making and strategic planning for business growth.
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⢠Competitive Intelligence Fundamentals: Understanding the basics of competitive intelligence, its importance, and the ethical guidelines in gathering and using information.
⢠Market Research and Analysis: Techniques for conducting market research and analyzing data to identify market trends, opportunities, and threats.
⢠SWOT Analysis: A thorough examination of the Strengths, Weaknesses, Opportunities, and Threats faced by an organization in the competitive landscape.
⢠Porter's Five Forces: Utilizing Michael Porter's framework to analyze the competitive forces in an industry and determine the level of rivalry, threat of new entrants, bargaining power of suppliers, bargaining power of buyers, and threat of substitute products or services.
⢠Competitive Intelligence Tools and Techniques: An exploration of various tools and techniques for gathering, analyzing, and presenting competitive intelligence information.
⢠Strategic Planning Process: The steps involved in developing a strategic plan, including setting objectives, analyzing the internal and external environment, formulating strategies, and implementing and monitoring the plan.
⢠Scenario Planning: A method for anticipating and preparing for different future scenarios, taking into account various uncertainties and risks.
⢠Intelligence Reporting and Communication: Best practices for presenting competitive intelligence information in a clear, concise, and actionable manner to stakeholders.
⢠Competitive Intelligence in Action: Real-world examples and case studies of how competitive intelligence has been used to inform strategic planning and decision-making in various industries.
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