BIP Inf Manag Digit Era project report template (1) (2).docx

BLENDED INTENSIVE PROGRAM
INFORMATION MANAGEMENT IN THE DIGITAL ERA
TEAM 3
SRSSKE - INFORMATION
Suzana Paco Kissiana
Rafaela Filipa Pereira Amaral
Sofia Wang Lin
Krista Verbrugge
Eitvydė Valantinaitė
Saioa Gallardo Ortuondo
April-May 2024
1
2
Abstract
In the following project, the concepts of Information Management, Knowledge Management,
Information Architecture and Competitive Intelligence have been addressed, establishing the
differences and connections between them. Case studies have also been addressed and a
communication plan has been developed.
Keywords
Knowledge-management; Information-management; Information Architecture; Competitive
Intelligence; Communication plan
3
Table of contents
Abstract......................................................................................................................................... 3
Keywords....................................................................................................................................... 3
Introduction...................................................................................................................................5
Literature review........................................................................................................................... 6
Knowledge Management...............................................................................................7
Information Architecture.............................................................................................12
Competitive Intelligence............................................................................................. 18
The Evolution of Competitive Intelligence................................................................18
Characterization of the different approaches and identification of the main authors...
19
Applicability and articulation with Information Management.................................... 22
Cases Study............................................................................................................ 24
Case studies and communication plan........................................................................................ 25
Subtópico 1........................................................................................................................... 25
Appendix I – Team charter...........................................................................................................28
Attachment - Individual Statement of Academic Honesty...........................................................34
You should use the features of MSWord to create the table of contents automatically.
4
Introduction
In today’s business environment, knowledge is increasingly recognized as the most important
and valuable asset in organizations and a key differentiating factor in business. Therefore, many
organizations are positioning themselves strategically based on their tangible and intangible
internal resources, and their capabilities rather than on their products and services. However,
in order for an organization to be successful in the exploitation of knowledge assets to drive
competitive advantages, a holistic approach that spans Knowledge Management (KM),
business strategy, and organizational and human factors should be used.
5
Literature review
Knowledge Management
Historical
Knowledge management, as a field of study, has now existed for more than 40 years. It
has moved beyond an academic theory to an essential component of organizational
life. When we talk about knowledge management, we come across names such as
Peter Drucker, and Paul Strassman.
During the 1970s, researchers such as Peter Drucker, Paul Strassman, and Peter Senge
began to develop the theories and practical applications of knowledge management as
a discipline. The focus of the investigation was how knowledge was produced, used,
and spread within an organization concerning how information and knowledge could
be used as valuable organizational resources.
As organizations downsized, they realized they were losing valuable knowledge and
information. Other organizations were growing and could not keep track of the new
knowledge and information they were developing. Businesses and organizations
started to study how they could improve and manage both knowledge gained, and
knowledge lost within their organization. Technology could open solutions to the
management piece, but organizations had to do more to best manage knowledge and
information. (Uriarte, 2008, p. 34).
Definitions
The terms "knowledge" and "information" are frequently used synonymously, however,
there is a subtle difference between them. Knowledge management and information
management are distinct functions within an organization, both of which are crucial for
attaining organizational goals. Companies accumulate and store a vast amount of
valuable data, resulting in the need for specialists in information management and data
management.
Information Management ( IM), involves the systematic organization, storage,
retrieval, and dissemination of data and information within an organization. It focuses
on managing data as a valuable resource to support decision-making, operation, and
strategic initiatives. (Carvalho, 2024)
Although IM is a generic term that includes organizations' systems and processes for
the creation and use of corporate information, its major aim is to get the right
information to the right person at the right place and at the right time, for this reason
6
traditionally, IM has not taken into account how people learn, create, validate, codify,
share knowledge and make decisions. (Robertson, 2005).
Knowledge Management (KM) is “strategies and processes designed to identify,
capture, organize, value, leverage, and share an organization’s intellectual assets to
enhance its performance and competitiveness” (Information Management 2017).
Information Management Lifecycle: it focuses on managing information assets
throughout their lifecycle to ensure accuracy, integrity, security, and compliance.
1.
2.
3.
4.
5.
6.
Data Collection
Storage
Processing
Analysis
Dissemination
Disposal
Knowledge Management lifecycle:
●
●
●
●
●
●
knowledge creation
capture
organization
sharing
application
renewal.
It emphasizes capturing tacit and explicit knowledge from various sources, sharing it
among employees, and applying it to solve problems, make decisions, and create value
for the organization (Carvalho, 2024).
Integration of information and knowledge management
As was referred before, the IM and KM have distinct focuses, they are closely
integrated in practice. Effective KM lies in accurate and reliable information as its
foundation.
IM systems and processes provide the infrastructure and tools for capturing storing,
and accessing information that serves as the basis for knowledge-creating and sharing.
In contrast, KM practices enhance the value of information by organizing it into
meaningful contexts, connecting disparate pieces of information, and transforming it
into actionable knowledge.
Scope
Purpose
7
Information Management
Information Management
Primarily deals with structured data,
documents, records, and other forms of
explicit information. It focuses on
managing information assets within
specific systems, databases, or
repositories.
It ensures that accurate, relevant, and
timely information is available to support
organization activities, decision-making
processes, and compliance requirements.
Knowledge Management
Knowledge Management
Encompasses both explicit and tacit
knowledge, including insights,
experiences, expertise, and best practice.
It involves the management of a broader
range of knowledge assets that may not
be formally documented and reside
within individuals, teams, or
communities of practice
It creates shares and applies
knowledge to improve
organizational performance, foster
innovation, enhance learning, and
drive competitive advantage
(Carvalho, 2024)
(Sketchbubble, 2024)
Knowledge management Interdisciplinary perspective
8
KM is defined in several ways depending upon the discipline it is used, this definition is
emphasized in the human resource perspective and information systems perspective or
strategy one.
From an interdisciplinary perspective, will define knowledge management as: “the
effective learning processes associated with exploration, exploitation, and sharing of
human knowledge (tacit and explicit) that uses appropriate technology and cultural
environments to enhance an organization’s intellectual capital and performance”
(Jashapara, 2004).
Typologies of knowledge
·
Explicit knowledge
·
Tactic knowledge
·
Knowledge sharing
Explicit knowledge is formalized, codified, and easily communicated through
documents, databases, and manuals.
Tactic knowledge refers to the expertise, insights, and institutions that individuals
possess, however, they are challenging to articulate or codify. This knowledge is often
personal, context-specific, and gained through experience. it refers to skills, beliefs, and
experiences that may be difficult to transfer to others. (Carvalho, 2024)
Ribeiro (2012) further divided tactic knowledge into three main types:
● somatic,
● contingent
9
● collective
Somatic tactic knowledge is only developed through physical interaction;
Contingent tactic knowledge comes from the collection of cases,
Collective tactic knowledge is being about to perform something by understanding the
social context the action is in.
The differences between IM and KM
Knowledge sharing involves exchanging information, ideas, and expertise among
individuals or teams within an organization. It promotes collaboration, learning, and
innovation by enabling employees to leverage each other's knowledge and
experiences. Effective knowledge-sharing enhances decision-making and
problem-solving processes (Carvalho, 2024, p.8).
Importance of knowledge Management within the organization
Strategic Decision-Making: Knowledge management enhances strategic
decision-making by providing actionable insights and understanding from data. This
enables organizations to predict market trends, understand customer needs, and
determine the best courses of action.
Enhanced Collaboration and Productivity: Knowledge management promotes a
culture of sharing and collaboration, allowing teams to work more synergistically and
leading to increased productivity and efficient task execution.
10
Reduced Operational Costs: Effective knowledge management reduces the chances of
redundant work and mistakes, leading to operational savings. It also ensures that
expertise is leveraged, mitigating the costs associated with external consultations or
missed opportunities.
Risk Mitigation: Knowledge management safeguards businesses against data breaches
and ensures compliance with regulations by capturing invaluable tacit knowledge,
ensuring it is preserved with staff turnovers.
Improved Employee Experience: Knowledge management provides employees with
quick access to best practices, past project information, and other relevant knowledge,
enhancing their performance and decision-making.
Knowledge management contributes to decision-making, fostering
innovation, and improving overall organizational performance through various
mechanisms.
1. Decision-Making
Access to Relevant Information: Knowledge management ensures that
decision-makers have access to accurate, up-to-date information, expertise, and
insights necessary for informed decision-making.
Knowledge Sharing: By promoting knowledge sharing within the organization,
knowledge management enables decision-makers to tap into the collective wisdom
and experiences of employees, leading to more well-informed decisions.
Knowledge Repositories: Centralized repositories of knowledge, such as databases,
best practice libraries, and lessons learned, provide decision-makers with valuable
resources and references to support their choices.
Risk Mitigation: Through the effective management of knowledge, organizations can
anticipate potential risks, learn from past mistakes, and make more calculated
decisions that align with organizational goals and objectives.
2. Innovation
Idea Generation: Knowledge management encourages creativity and innovation by
facilitating idea generation, collaboration, and the cross-pollination of diverse
perspectives within the organization.
Learning Culture: By fostering a culture of continuous learning and knowledge sharing,
knowledge management nurtures an
11
an environment where employees are encouraged to experiment, take risks, and
explore new ideas.
Best Practice Sharing: Sharing best practices, lessons learned, and success stories
across teams and departments promotes innovation by enabling employees to
replicate successful strategies and avoid pitfalls.
Knowledge Integration: Knowledge management integrates various sources of
knowledge, such as customer insights, market trends, and internal expertise, to fuel
innovation and drive product or process improvements( Carvalho, 2024, p.10).
Analysis of knowledge management strategies and technique
Communities of Practice (CoPs):
Description: CoPs are groups of people who share a common interest or expertise
and regularly collaborate to learn from each other, solve problems, and develop
best practices.
Effectiveness: CoPs are highly effective in organizations where knowledge is deeply
embedded in the expertise of individuals or teams. They facilitate informal
knowledge sharing, peer learning, and relationship-building, leading to improved
problem-solving, innovation, and knowledge retention. CoPs work well in
professional services firms, research institutions, and technology companies where
specialized knowledge is critical for success.
Knowledge Sharing Platforms:
Description: Knowledge-sharing platforms are digital tools or systems that enable
employees to create, store, organize, and share knowledge and information.
Effectiveness: Knowledge-sharing platforms are versatile and can be effective in
various organizational settings, especially those with geographically dispersed teams or
remote work environments.
These platforms promote transparency, accessibility, and collaboration by providing a
centralized repository for documents, discussions, best practices, and lessons learned.
They are commonly used in large corporations, global enterprises, and virtual teams to
facilitate cross-functional collaboration and information exchange.
Knowledge mapping:
12
Description: Knowledge mapping involves visualizing and documenting the flow of
knowledge within an organization, including explicit and tacit knowledge, expertise,
and relationships between individuals or teams.
Effectiveness: Knowledge mapping is valuable in organizations undergoing mergers,
acquisitions, restructuring, or knowledge-intensive projects. It helps identify
knowledge gaps, redundancies, and critical knowledge holders, enabling better
decision-making and resource allocation. Knowledge maps also promote transparency
and awareness of available expertise, fostering collaboration and knowledge sharing.
They are commonly used in knowledge-intensive industries such as healthcare,
engineering, and professional services.
Storytelling and narrative sharing:
Description: Storytelling involves capturing and sharing organizational knowledge and
experiences through narratives, anecdotes, case studies, or success stories.
Effectiveness: Storytelling is effective in organizations with a strong culture of
storytelling or oral tradition, such as family-owned businesses, non-profit
organizations, and communities with shared values or history.
Stories engage employees emotionally, making knowledge more relatable and
memorable. They help preserve institutional memory, transmit organizational values,
and inspire creativity and innovation.
Storytelling can also bridge generational or cultural gaps and facilitate knowledge
transfer between experienced and junior employees.
Expert Systems and Artificial Intelligence (AI)
Description: Expert systems and AI technologies leverage machine learning, natural
language processing, and other techniques to capture, codify, and automate expert
knowledge and decision-making processes.
Effectiveness: Expert systems and AI are effective in organizations dealing with
complex, data-rich environments or repetitive tasks requiring expert judgment.
They can enhance productivity, accuracy, and consistency by providing real-time access
to expert advice, recommendations, and insights.
Expert systems are commonly used in industries such as healthcare, finance, and
manufacturing for diagnosis, risk assessment, and process optimization. However, their
effectiveness depends on the quality of data, expertise, and algorithms, as well as user
acceptance and integration with existing workflows.
13
The overall success of knowledge management strategies and techniques depends on
the specific organizational culture, structure, goals, and context. Effective
implementation demands alignment with organizational objectives, strong leadership
support, active employee involvement, and ongoing enhancement efforts.
Case Study
Challenges Faced by Netflix:
Netflix, a global technology company, faced challenges related to knowledge silos,
where valuable expertise and information were scattered across different departments
and geographies.
There was a lack of standardized processes for capturing, sharing, and leveraging
knowledge, leading to inefficiencies, duplication of effort, and missed opportunities for
innovation.
Strategies Employed:
Netflix implemented a comprehensive knowledge management system called Netflix
Knowledge Center, which served as a centralized repository for documents, best
practices, and expertise.
The system utilized advanced search capabilities, metadata tagging, and user-friendly
interfaces to facilitate easy access to relevant knowledge assets.
Netflix also invested in training programs to educate employees on the importance of
knowledge sharing and how to effectively use the knowledge management system
Outcomes of the implementation of knowledge management strategies
The implementation of the Netflix Knowledge Canter led to improved collaboration,
knowledge sharing, and innovation across the organization.
Employees were able to access relevant information and expertise more quickly,
resulting in faster problem-solving and decision-making.
By breaking down knowledge silos and promoting a culture of knowledge sharing,
Netflix realized significant productivity gains and cost savings.
The knowledge management system also enabled Netflix to leverage its collective
expertise to drive business growth and maintain a competitive edge in the technology
industry.
14
Information Architecture
Definition
Information Architecture is the discipline (art and science) responsible for structuring,
organizing, and labeling the elements that make up the informational environments to make it
easier to locate (or access to) the information, and thus improve their usefulness and their use
by the public (users).
Rosenfeld, Morville and Arango present a series of definitions that fit the concept of
Information Architecture:
1. The structural design of shared information environments
2. The synthesis of organization, labeling, search, and navigation systems within digital,
physical, and cross-channel ecosystems
3. The art and science of shaping information products and expenriences to support
usability, findability, and understanding
4. An emerging discipline and community of practice focused on bringing principles of
design and architecture to the digital landscape
The utility or usefulness, in the context of a web site or an app, refers to when the users are
able to access the site with convenience, and meet their information needs.
Principles
In the first edition of Information Architecture for the World Wide Web, Rosenfeld and Morville
lay the groundwork for AI as a discipline and compile the relative information around this field
available to date. Since then, the book has become a fundamental reference for professionals
in the field and for experts in the field of UX/UI. The four principles around which Information
Architecture is articulated are:
15
-
ORGANIZATION SYSTEM
LABELING SYSTEM
NAVIGATION SYSTEM
SEARCH SYSTEM
Organization system
It consists of structuring and categorizing the information to facilitate its access and
understanding by users, in such a way as to enable and optimize the retrieval and finding of the
information; how the information is presented.
Labelling system
Showing how information and navigation have been structured through the most efficient and
appropriate use, etc. It includes the using of textual and iconic labels. Describe categories,
options, etc.
Navigation system
It involves the establishment of relationships between the different contents to facilitate the
transit of users, ensure their orientation, prevent them from getting lost in the search for
information or that the search for information is difficult, that users become disoriented, etc.,
through the use of menus and other tools.
Search system
It is about determining when it is necessary to implement a search engine and how to do it to
facilitate the location of information.
Historical Evolution of Information Architecture concept
Since Richard Saul Wurman coined the term in 1976, the practice and concept behind the term
IA has evolved.
70’s – Information Design
This is when the term "information architecture" appears, first used by architect Richard Saul
Wurman in the American Institute of Architecture, during a presentation. In this era, the term
is used to refer to the design and organization of information on a page with the aim of
facilitating the transmission of information to the reader.
80's – Information Systems
Professionals begin to use the term to describe their work; In this decade, information
technology began to be implemented in organizations and companies, which also implies, for
the first time, the need to plan and organize the access and organization of information in
these new environments to guarantee its accessibility.
90’s - IA for the World Wide Web
When the World Wide Web surpassed the barrier of the scientific field, the use of the Internet
spread, reaching less expert users. A new need arises: to facilitate access to and use of
websites by people who do not have a high technical level of technological skills. At that time,
Peter Morville and Louis Rosenfeld applied a novel vision when it came to distributing
information on organizations' websites. Taking concepts from librarianship, such as taxonomy,
and using the analogy with the traditional concept of architecture to understand the
functioning of digital environments, they published the first edition of Architecture for the
16
World Wide Web in 1998, where they laid the theoretical foundations of the discipline,
becoming throughout its following editions a reference for professionals in this field. Starting
from the interaction between user, context and content, Morville and Rosenfeld's approach
sought to focus on navigability and efficiency in the search for satisfactory information. Also
known as the “Polar bear book” it was published just a year before Wurman’s Information
Architects.
2010’s – Pervasive IA
The revolutionary emergence of Google changed the way users approach web searches, forcing
web consultants to ask new questions about how to tag and navigate. This change leaded to an
expansion in AI competencies.
Present days
Today, despite the changes in the discipline brought about by the huge advances in technology,
the central objective of Information Architecture remains, as Richard Saul Wurman said,
“making the complex clear”. In an increasingly diverse digital environment that transcends
screens, the focus is on researching the needs of users and how to label, categorize and
organize the the ever-increasing amount of information available.
Approaches
The two main approaches applied in AI are outside-in and inside-out; Depending on the
characteristics of each project, one or the other can be adopted.
Outside-in approach
It is the most commonly used; In this approach, the information architect tries to anticipate the
user's needs at first, and structures the information so that the user finds the content through
various navigation tools. This approach is best suited to work in contexts with big organizations
(websites with a large volume of pre-existing information).
Inside-out approach
This model begins with the development of a project domain model. Preliminary work is
carried out in which the information architect, in collaboration with the stakeholders, tries to
identify what should constitute the environment (actors, objects, interactions).
The two approaches are indispensable and complementary, since in both it is necessary to start
from the user's experience and pursue a coherent result.
Outside-in
Inside-out
Perspective
User-driven
Content-driven
Goal
Findable
Understandable
Adapted from Anderson, Torriano & Zhu (2020)
Information organizing systems: Organization schemes and Structure schemes
Information is more abundant than ever before and there is an increasing diversity of ways of
interacting with information; The goals of AI today are to solve this situation by making
information findable and understandable. An analogy between traditional Architecture and
17
Information Architecture can be made, because products and services for which it is designed
are conceived as spaces made up of information; considering them as part of an ecosystem, AI
tries to articulate these elements to achieve maximum effectiveness (usability, findability, user
experience, etc.).
Organization schemes can be classified into exact (alphabetical, chronological, geographical
groupings), ambiguous (topical, task-oriented, audience-specific, metaphor-driven, hybrid
groupings).
Hierarchy: Bottom-up vs. Top-Down Information Architecture; Hypertext
In the Top-down approach the appearance of the environment is conditioned by a designing
process “from above”. This sight was the most popular when the first edition of Morville’s book
was published; With the advancement of technology and changes in the information field,
bottom-up (database approach) information architecture is gaining importance.
The hypertext is an alternative to the previous two; it is non-linear, and it involves the items
and the relationship between the items. It is frequently used as a complementary tool to the
other two models. As the use of social media increases, the use of social classification becomes
more important (for example, the use of hashtags on X). This kind of organization structure
emerges from the individuals that are using the social network.
18
Case Studies: FNAC website & Netflix app
Ambiguous organizational scheme (topical taxonomy, with categories and subcategories,
subjective). On the top part, the searching tool, that complements the categories.
19
Ambiguous organizational scheme topical, task oriented: importance of the searching tool, less
hierarchical.
20
Competitive Intelligence
The Evolution of Competitive Intelligence
First of all, competitive intelligence it’s a analysis of the market, the customers
and the competitors of the company. This concept helps the business making decisions.
This “envolves detailed analysis of openly accessible information and information your
compile yourself.” (Carvalho, 2024, p.3)
The beginning of the topic of intelligence and its historical description is
impossible to describe. However, intelligence has its origin in the military.
One of the first articles that mentions intelligence it’s The Art of War by Sun Tzu,
written in 500 B.C. Another reference is concerns about national security, in the USA,
having roots in World War II. Finally, we have the contribution of the business
organizacion.
This concept has four stages: “Competitive Intelligence Gathering”; “Industry
and Competitor Analysis”; “Competitive Intelligence for Strategic Decision Making”;
“Competitive Intelligence as a Core Capability”.
The concept of "Competitive Intelligence Gathering" was the current one
between 1960 and 1970. The use of CI in that time has a function in the library's. "CI
was done on an ad hoc basis involving limited (if any) analysis" ( Prescott, p.39). So the
process of decisions made doesn't have a lot of help from the management. Although
the field in that time wasn't the best, the first skills of CI was the search for the
information. One of the significant establishments was Washington Researchers. They
concentrate the attention on the information by training and cataloging. "The primary
need for these firms was the fact that most of the companies that needed CI did not
have in-house intelligence capabilities" (Prescott, p.40). The study made by Albaum's
was very important to the development of CI because it developed business
intelligence and made an illustration about the consequences. Pinkerton did an
important study about the marketing intelligence system and it's the case more
detailed in the articles.
The “Industry and Competitor Analysis” it has used in 1980. “During this time,
there was a strong emphasis on the analysis of industry structure and competitors.”
(Prescott, p. 40). The CI, in that time, faced tree challenges. The first one has to do with
the groundwork that gave to the employees advantages to create a business. The
second one has the spy image by the reporters, that made the concept of the CI not
attractive to the companys. The third and last challenge it’s “developing skills in a
21
variety of analytical techniques.”. This has two results: the center stage it was took by
the planning; they start to make de division of the work by specialization.
The "Competitive Intelligence for Strategic decision making" it's the current
stage. This has been increasing in the strategic matter in CI. I'm 1980s a lot of
organisations started to question themselves of the importance of CI. Although the CI
was helping the company, they have a lack of consensus about the influence in the
financial results.
One thing that helped this issue was the benchmarking. "By focusing CI on
benchmarking activity, CI analysts were able to address the bottom line issue in a
manner that was more tangible than other outcomes such as predicting the effects of
industry evolution." ( Prescott, p.41).
Another issue was the focus on counterintelligence, the role that information
systems play in CI, the role of technology in CI and the role of International CI.
The CI unit has a well-developed, formalized process and network. There exists
a strong link to the users of intelligence, who primarily dictate and fund the types of
projects undertaken. There is often sophisticated analysis involving a combina[1]tion of
both quantitative and qualitative data. A significant number of projects are oriented
towards strategic decisions. Top management explicitly recognizes the value of CI and
links it directly to the decision making process.
(Prescott, p. 42)
Characterization of the different approaches and identification of the main
authors
Chun Wei Choo
Chun Wei Choo is an important author in the field of competitive intelligence,
particularly about information management and the use of intelligence for strategic
decision making.
Its main contributions are:
22
● Information, Knowledge, and Decision Integration: Choo emphasizes how
organizations can use information to create knowledge and make strategic
decisions.
● Environmental Scanning: Choo explores the importance of environmental
scanning, which is the process of collecting and analyzing information about
external events to identify threats and opportunities.
●
Knowledge Organization: Choo highlights that organizations must be able to
build meaning from information, creating a knowledge base that can be used
for innovation and decision making.
Key Concepts Introduced by Choo:
1. Information Management: The importance of managing information in a
systematic and organized manner to support knowledge creation and strategic
decision-making.
2. Environmental Scanning: The continuous process of monitoring the external
environment to identify and react to changes, trends, threats, and
opportunities.
3. Creation of Meaning: The ability of organizations to interpret information to
create useful knowledge for strategic decision making.
Impact on Competitive Intelligence
Chun Wei Choo is recognized for having broadened the understanding of how
information and knowledge management can be integrated with competitive
intelligence. Helps organizations develop robust processes to find, analyze and use
information strategically, promoting innovation and competitive advantage.
Kira Batizhev Tarapanoff
Author Kira Batizhev Tarapanoff was relevant in the field of competitive
intelligence, especially in the context of information and knowledge management. He
is known for his theoretical and practical contributions on how organizations can use
competitive intelligence to gain strategic advantages.
23
Tarapanoff takes an approach to integrating information management with
competitive intelligence, highlighting the importance of information infrastructure and
information systems in competitive analysis.
The subjects addressed by the author are:
1. Information Infrastructure: The importance of a solid infrastructure for the
collection and analysis of competitive information.
2. Information Systems: The role of information systems in the collection,
processing, and dissemination of data relevant to competitive intelligence.
3. Knowledge Management: How competitive intelligence can be integrated with
knowledge management to improve strategic decision making.
In summary, Kira Batizhev Tarapanoff is an important figure in competitive
intelligence, especially at the intersection with information management. His
publications can be found in academic databases, university libraries and conference
proceedings.
Michael E. Porter
Michael E. Porter’s theories and frameworks have also been applied in the
context of competitive intelligence.
Application of Porter’s Theories in Competitive Intelligence:
1. Analysis of the Five Competitive Forces:
● The analysis of Porter’s five forces is often used as a model for understanding
competition in an industry. In competitive intelligence, companies can use this
framework to assess the competitive environment in which they operate,
identifying threats and opportunities.
2.
Competitive advantage:
● The notion of competitive advantage, as defined by Porter, is central to
competitive intelligence. Companies seek to understand the factors that
differentiate them from their competitors and use competitive intelligence to
develop strategies that reinforce these advantages.
24
3.
Value Chain:
● Porter’s value chain analysis allows companies to break down their activities in
terms of value by identifying areas of strength and weakness. In competitive
intelligence, this analysis can be used to identify where a company can improve
its efficiency and create more value for its customers.
4. Strategic segmentation:
● Porter emphasizes the importance of choosing specific market segments in
which to compete. In competitive intelligence, companies can use information
to identify attractive market segments and assess competition in each segment.
By exploring these sources, you can gain a deeper understanding of how
Michael Porter’s ideas are relevant to competitive intelligence and how companies are
utilizing them to gain market advantage.
Applicability and articulation with Information Management
Competitive intelligence (CI) and information management (GI) are
complementary disciplines that, when well-integrated, can provide organizations with a
strategic advantage. Applying competitive intelligence to information management
involves using data and information strategically to monitor the competitive
environment, identify opportunities and threats, and make more informed decisions.
It is necessary to have information about the environment in which the
organization is inserted (for example: competitors, partners, customers, among others)
and to facilitate users in the search and use of information, according to the sources
that are used to obtain the necessary information. The process is complex, requiring a
technical and professional capacity, so an information manager is needed.
The application and articulation with information management can be observed
in different contexts and sectors, each with its own particularities and specific needs.
The articulation involves the integration of technologies, processes, and people to
create a system that supports organizational objectives.
The effective articulation of information management transforms raw data into
strategic assets, which can provide competitive advantage, improve operational
efficiency, and support continuous innovation.
25
Application of Competitive Intelligence with Information Management
The Application of Competitive Intelligence with Information Management allows:
1. External Environment Monitoring:
● Data Collection: GI provides the infrastructure needed to collect data from
internal and external sources such as competitors, customers, suppliers,
regulations, and market trends.
● Analysis: CI uses this information to analyze, identify new entrants, substitute
products, changes in consumer preferences and other competitive dynamics.
2. Competition analysis:
● Competitive Profiles: Using data managed by the GI, the CI can develop detailed
profiles of competitors, including their strategies, strengths and weaknesses,
and recent movements.
3. Identification of Opportunities and Threats:
● SWOT Analysis: The integration of IM with CI allows a more robust SWOT
analysis (Strengths, Weaknesses, Opportunities, Threats), based on updated
and relevant data.
● Strategic Alerts: Information management systems can be configured to issue
alerts about events or changes in the external environment that may represent
opportunities or threats.
4. Strategic Planning:
● Strategy Development: Efficiently managed information serves as the basis for
the development of competitive strategies.
● Forecasting and Scenarios: Predictive analysis and simulation tools, supported
by GI, help IC anticipate market movements and prepare appropriate
responses.
26
The synergy between competitive intelligence and information management
allows organizations to not only keep up with the competitive environment, but also
respond proactively and strategically to changes, ensuring a leadership position and
innovation.
Carvalho, Milena - Competitive Intelligence. 2024. 43 pages. [consulted on May 28 of
2024]
GOMES, Helayne - Inteligência Competitiva: A Gestão da Informação como Instrumento
para Ações Estratégicas na Empresa Extrafarma.2017.59 pages. [consulted on May 28
of 2024] . Available in:
https://bdm.ufpa.br/jspui/bitstream/prefix/150/1/TCC_InteligenciaCompetitivaGestao.
pdf
Cases Study
The first case study we are going to talk about is Netflix. Netflix is a streaming
online platform here the members have access to different movies and series. The
content from this platform can be different depending on the region. Like that, they
have to adapt the content according to the taste of the customers. Is right here that
Competitive Intelligence enters the picture. Using CI they can analyze the main
customers and the content they prefer and adapt him according to the taste. For
example, if the main customers like to watch movies about drama or romance, netflix
should invest movies of that kind. If they do that, they will have more customers and
27
the platform will grow. With CI they can also analyze the market and the competitors
and lead the company to good decisions.
The second case study is Fnac. Fnac is a company that was created in France
that sells a lot of different things like technology, books, music cds, and more. This
company has some rivals like, for example, in Portugal they have Worten. Like that,
they have to hear the competitive Intelligence to analyze the competitors to have a
chance of a "battle” with them. For example, if they want to sell a product and other
companies are selling that same product for a low price, they have to make an effort
and sell it at a competitive price. They have also to study the customers to make sure
that they are selling the products that the main buyers want.
Communication and Cultural Project Planning
Professionals often create plans for major projects, such as communicating with key
audiences. Communication planning involves learning about the audiences you want to
reach and using strategic messaging and channels to best engage them. Learning about
the importance and advantages of communication planning can enable you to create a
strong framework for building relationships with internal and external parties.
(https://www.indeed.com/career-advice/career-development/what-is-communicationplanning)
We chose 1 company for communication and cultural planning: Fnac.
1.
Plan Summary
We aim to develop a communication plan to broaden our reach and attract a diverse
range of customers, including those who are currently not using or not engaging with
platforms like Fnac.
We could create some strategic relationships between Fnac and some other online
shopping websites such as Amazon, AliExpress and etc. The strategic relationship could
help Fnac company to expand, make a better advertisement, solve their problems
easier and quicker. We need to improve communication consistency, because this could
help to attract customers, build a strong, reliable brand image and enhance customer
28
experience. We also need to increase engagement fo success and growth of the
business.
Creating a communication and cultural plan for Fnac involves developing strategies to
enhance communication, foster a positive company culture, and improve external
communication with customers. Here’s a comprehensive plan for both aspects:
·
Improve transparency, collaboration, and engagement among employees.
·
Enhance brand awareness, customer engagement, and satisfaction.
·
Cultivate a positive, inclusive, and innovative company culture that aligns with
Fnac’s values and mission.
·
Establish programs to recognize and reward employees for their contributions and
achievements.
·
Provide training on diversity, equity, and inclusion.
·
Offer flexible working hours and remote work options.
2. Situational Analysis
Fnac is a retail chain that originated in France and has expanded to other countries in
Europe and Africa. The company focuses on offering a diverse range of products. Fnac
faces competition from online retailers like Amazon, AliExpress etc. In a situational
analysis, understanding the customer profiles, profit drivers, and general information
of Fnac provides a foundation for evaluating their competitive landscapes, growth
opportunities, and potential challenges in their respective industries. This analysis can
help identify key trends, resources, and strategic considerations for Fnac company to
navigate their environments effectively and sustain their success. Fnac customers are
typically individuals who are interested in cultural and technological products such as
books, music, movies, electronics, and appliances. Fnac generates revenue through the
sale of products both in-store and online. The company's profit is influenced by factors
such as store traffic, product assortment, pricing strategy, and customer loyalty
29
programs.
(https://thecompassforsbc.org/how-to-guide/how-conduct-situation-analysis)
SWOT analysis:
STRENGTHS:
Strong Brand Recognition: Fnac is a well-known and respected brand in the retail
sector, particularly in electronics, books, music, and cultural products.
Diverse Product Range: Fnac offers a wide variety of products, catering to multiple
customer needs and preferences, from technology to cultural goods.
Physical and Online Presence: Fnac has a robust network of physical stores
complemented by a strong online presence, providing customers with multiple
shopping channels.
WEAKNESSES:
High Operating Costs: the maintenance of numerous physical stores and a large
workforce can lead to high operating costs.
Limited Global Presence: while strong in certain regions, Fnac’s international footprint
is limited compared to some global competitors.
Dependence on European Market: a significant portion of revenue comes from
European markets, making the company vulnerable to regional economic fluctuations.
OPPORTUNITIES:
E-commerce Growth: increasing online sales and expanding digital offerings can
capture a larger market share, especially post-pandemic when online shopping has
surged.
Expansion into New Markets: entering new geographic markets outside of Europe can
provide growth opportunities and reduce dependence on the European market.
30
Partnerships and Collaborations: strategic partnerships with tech companies,
publishers, and cultural organizations can enhance product offerings and brand
visibility.
THREATS:
Intense Competition: the retail market, especially in electronics and cultural products,
is highly competitive, with significant pressure from both brick-and-mortar and online
retailers.
Technological Changes: rapid technological advancements require continuous
adaptation and investment in new products and services, posing a risk if not managed
effectively.
Supply Chain Disruptions: dependence on global supply chains makes Fnac vulnerable
to disruptions caused by political instability, natural disasters, or pandemics.
3. Audience and Stakeholders
Fnac companies audience consists of consumers (mostly people who wants to spend
money on culture, gift shoppers, book lovers, students etc.), online shoppers, cultural
enthuasiasts (individuals interested in cultural events, exhibitions, and artistic content).
The stakeholders are emplyees (store and specialist staff), investors, suppliers
(companies that supply Fnac with products).
https://pavilion.dinfos.edu/Article/Article/2339406/know-your-audience-publics-and-s
takeholders/
4. Goals, Strategies & Tactics
SMART goals of Fnac company.
Specific: implementing targeted digital marketing strategies, and improving customer
service for online shoppers.
31
Measurable: track online
sales revenue through monthly reports, monitor website traffic and conversion
rates using analytics tools, and measure customer satisfaction through surveys
and feedback forms.
Achievable: hire or train
staff for specialized digital marketing roles, and enhance the customer service
team with additional training focused on online sales support.
Relevant: align this goal
with Fnac's broader strategy to expand its digital presence and meet the
growing demand for online shopping, thereby increasing market share and
customer engagement.
Time-Bound: setting
quarterly milestones to monitor progress and make necessary adjustments.
(https://www.atlassian.com/blog/productivity/how-to-write-smart-goals)
5. Messaging
Communication Strategy that the Fnac company could use:
Transparency and Honesty: share clear and honest information with stakeholders,
including customers, employees, investors, and partners.
Engagement and Interaction: encourage two-way communication with customers and
employees. Utilize social media and community forums to interact with customers,
gather feedbacks and analyze them.
Innovation and Expertise: highlight Fnac’s expertise in technology, culture, and
entertainment. Share insights, reviews, and recommendations to position Fnac as a
32
thought leader in these areas. Regularly update on company performance, new
initiatives.
Fnacs values:
Wide Product Range: offers a comprehensive selection of products, including
electronics, books, music, movies, and games, catering to diverse customer interests.
Cultural Engagement: supports and promotes cultural activities, events, and content,
enriching the customer experience and fostering community engagement.
Perspectives:
Customer Perspective: prioritize customer satisfaction through high-quality products,
competitive pricing, and excellent service. Focus on creating a personalized and
engaging shopping experience.
Employee Perspective: foster a positive work environment with opportunities for
growth, development, and recognition.
Market Perspective: stay ahead of industry trends and technological advancements to
remain competitive. Continuously innovate product offerings and services to meet
changing customer demands.
Challenges:
Market Competition: competing with large international retailers and e-commerce
giants that offer similar products at competitive prices.
Technological Advancements: keeping up with rapid technological changes and
integrating new technologies into product offerings and operations.
Supply Chain Disruptions: managing disruptions in the supply chain, which can affect
product availability and customer satisfaction.
Differentiation from Competitors:
33
Cultural Focus: unique emphasis on cultural products and events, promoting a blend of
entertainment and cultural enrichment.
Product Diversity: extensive range of products spanning multiple categories, offering
customers a one-stop-shop for their needs.
Community Engagement: active participation in cultural events and local communities,
building
a
strong
connection
with
customers
beyond
just
transactions.
(https://www.createcoachingconsulting.com/what-is-messaging-in-business/)
6. Channels
The channels that Fnac’s customers often use are: online channels (mobile app and
official website), social media (Facebook, Instagram, Twitter and YouTube), email
marketing, loyalty programs (Fnac membership, partnership programs). Fnac’s
customers use a variety of channels to interact with the brand, including physical
stores, online platforms, social media, email, and etc.
7. Communication Matrix
Here's an example of how communication matrix for Fnac could look like:
1. Physical Stores
Channel
Target Audience
Type of Content
Frequen
cy
Flagship
Stores
General
public,
tech Product displays, promotions, Daily
enthusiasts,
cultural in-store events, expert advice
consumers
Mall
Locations
Shoppers, families, casual Promotions, seasonal offers, Daily
buyers
quick service
2. Online Channels
34
Channel
Target Audience
Type of Content
Frequen
cy
Official
Website
All customers
Product listings, promotions, events, 24/7
customer service
Mobile
App
Tech-savvy customers, Personalized
recommendations, 24/7
on-the-go shoppers
mobile-exclusive
offers,
easy
shopping
3. Social Media
Chann
el
Target Audience
Facebo
ok
General public, loyal Updates, promotions, customer Daily
customers
service, community engagement
Instagr
am
Younger
visual
enthusiasts
Twitter
Tech-savvy customers, Quick updates, customer service, Multiple
quick updates seekers
real-time engagement
times daily
YouTub Tech
e
learners,
audience
Type of Content
Frequency
audience, Product showcases, promotions, Daily
content events, influencer collaborations
enthusiasts, Product reviews, tutorials, event Weekly
cultural coverage, unboxings
4. Email Marketing
Channel
Target
Audience
Type of Content
Frequency
Personalize
d Emails
Loyal
customers,
segmented
lists
Tailored
promotions, Based
on
customer
recommendations, and behavior
(e.g.,
reminders
post-purchase,
abandoned cart)
35
5. Loyalty Programs
Channel
Target Audience
Type of Content
Frequen
cy
Fnac
Membership
Loyal customers
Discounts, exclusive offers, Ongoing
early access
Partnership
Programs
Loyal
customers, Additional
benefits, Ongoing
partners’ customers
cross-promotions
(https://www.teamgantt.com/communication-matrix-template)
8. Calendar and responsibility
JANUARY:
Launch New Year Promotions: Marketing
Update Customer Service Training Materials: Customer Service
Host New Year Product Demos: Social Media, Product Specialists
Employee Engagement Survey: HR
FEBRUARY:
Valentine’s Day Promotions: Marketing
Publish Educational Blog Post: Content Creation
Release Product Review Video: Video Production
Monitor and Analyze Social Media Engagement: Social Media, Analytics
MARCH:
Send Personalized Email Offers: Marketing
36
Publish Podcast Episode: Content Creation
Monthly Sales Review: Sales, Analytics
Employee Town Hall Meeting: HR, Internal Communications
APRIL:
Earth Day Sustainability Campaign: Marketing, Community Engagement
Publish Industry Insights Article: Content Creation
Host Twitter Poll: Social Media
Release Employee Spotlight Video: HR, Video Production
MAY:
Mother’s Day Promotions: Marketing
Update Mobile App Features: E-commerce, IT
Publish Blog Post on New Products: Content Creation
Monitor Customer Feedback: Customer Service
JUNE:
Father’s Day Promotions: Marketing
Release Product Review Video: Video Production
Host Instagram Live Product Demo: Social Media
Quarterly Sales Review: Sales, Analytics
Employee Training Workshop: HR
JULY:
Update Website for Summer Sales: E-commerce, IT
37
Engage with Local Community Events: Community Engagement
Publish Industry Trends Article: Content Creation
Analyze Customer Feedback: Customer Service
AUGUST:
Back-to-School Promotions: Marketing
Update Inventory Listings: E-commerce
Host Educational Workshop: Event Planning
Publish Blog Post on Educational Products: Content Creation
SEPTEMBER:
Update Customer Service Training Materials: Customer Service
Host Webinar on Back-to-School Trends: Marketing, Experts
Publish Blog Post on New Tech Gadgets: Content Creation
Quarterly Sales Review: Sales, Analytics
OCTOBER:
Update Website for Fall Sales: E-commerce, IT
Host Twitter Poll: Social Media
Publish Industry Insights Article: Content Creation
Quarterly Employee Recognition Program: HR
NOVEMBER:
Black Friday Promotions Planning: Marketing
Publish Blog Post on Holiday Products: Content Creation
38
Analyze Social Media Metrics: Social Media, Analytics
Host In-Store Holiday Workshop: Event Planning
DECEMBER:
Launch Holiday Promotions: Marketing
Update Website for Holiday Sales: E-commerce, IT
Host Instagram Live Product Demo: Social Media
Year-End Sales Review: Sales, Analytics
(https://coschedule.com/blog/communications-calendar)
9. Budget
Category
Budget
Marketing and Advertising
$5,000,000
Events and Community Engagement
$1,500,000
Human Resources
$3,000,000
Technology and E-Commerce
$2,500,000
General Operations
$3,000,000
Total
$15,000,000
10. Feedback and control actions plan
Firstly, we have to collect feedback from customers, employees and stakeholders. Then
we have to analyze the feedback, make a review meeting, based on feedback and
performance data, adjust action plans and strategies.
39
Final considerations
The final considerations should summarize the context in which the work was carried
out, the theoretical content, present the value of the work, identify the difficulties
experienced, the limitations and the strengths of the work.
40
Bibliographic references
Anderson, J., Torriano, K., & Zhu, P. (2020). Understanding Information Architecture.
JIMÉNEZ IGLESIAS, Lucía, 2019. La Arquitectura de la Información y su contexto actual.
En: Universitat Oberta de Catalunya [en línea]. Barcelona: UOC, pp. 5-15 [consulta: 25
de febrero 2021]. ISSN FUOC-PID_00268319. Disponible en:
https://materials.campus.uoc.edu/daisy/Materials/PID_00268319/pdf/PID_00268319.
pdf)
MERIC, Kari, 2018. The future of Information Architecture. En: Ux Collective [en línea].
Disponible
en:
https://uxdesign.cc/the-future-of-information-architecture-9141df58da9c [consulta: 4
marzo 2021].
Pérez-Montoro, M. (2010). Arquitectura de la información en entornos web.
Rosenfeld, L.B., Morville, P.S., & Arango, J. (2015). Information Architecture: For the
Web and Beyond.
What is Information Architecture (IA)? — updated 2024 | IxDF. (n.d.). Retrieved May
28,
2024,
from
https://www.interaction-design.org/literature/topics/information-architecture
CARVALHO, Milena - Competitive Intelligence. 2024. 43 pages. [Consulted on May 28 of
2024]
PRESCOTT, John - The Evolution of Competitive Intelligence. 1999. 16 pages. [Consulted
on May 28 of 2024]. Available in:
https://online.iscap.ipp.pt/formar35/pluginfile.php/30334/mod_resource/content/1/C
ompetitive_Intelligence_Presscot-libre.pdf
Uniarte, F. (2008): Introduction to Knowledge Management. Asean Foundation, Jakarta.
41
Appendix I – Team charter
42
43
44
45
46
47
Attachment - Individual Statement of Academic Honesty
Dispatch ISCAP/PR-013/2020 in its paragraph 8th states the following "(...) Students must
observe the basic principle of academic honesty, so that fraud or attempted fraud, committed
in the context of distance assessment, makes this assessment unfeasible and leads to the
student's outright failure in this enrollment in the curricular unit in question; (…)”.
In this assignment, all students must include an individual statement, duly signed, and dated,
which reads as follows:
"I, Suzana Paco Kissiana, student no. -, of the BIP-Information Management in the Digital Era
course, of the School/Institute, declare that I did not plagiarize or self-plagiarize, so the work
entitled "BIP_Inf Manag Digit Era_project report" It is original and co-authored and has not
been previously used for any other purpose. I further declare that all the sources used are
cited, in the text and in the final bibliography, according to the referencing rules adopted by the
Institution".
"I, ..........., student no. ........, of the ISCAP Porto course, of the ......... School/Institute, declare
that I did not plagiarize or self-plagiarize, so the work entitled ".........." It is original and
co-authored and has not been previously used for any other purpose. I further declare that all
the sources used are cited, in the text and in the final bibliography, according to the referencing
rules adopted by the Institution".
"I, ..........., student no. ........, of the ......... course, of the ......... School/Institute, declare that I
did not plagiarize or self-plagiarize, so the work entitled ".........." It is original and co-authored
and has not been previously used for any other purpose. I further declare that all the sources
used are cited, in the text and in the final bibliography, according to the referencing rules
adopted by the Institution".
"I,Sofia Wang Lin, student no. 2231000, of the Sciences and Technologies of Documentation
and Information course, of the ISCAP School/Institute, declare that I did not plagiarize or
self-plagiarize, so the work entitled "BIP_Inf Manag Digit Era_project report" It is original and
co-authored and has not been previously used for any other purpose. I further declare that all
the sources used are cited, in the text and in the final bibliography, according to the referencing
rules adopted by the Institution".
"I,Rafaela Filipa Pereira Amaral, student no. 2230753, of the Sciences and Technologies of
Documentation and Information course, of the ISCAP School/Institute, declare that I did not
plagiarize or self-plagiarize, so the work entitled "BIP_Inf Manag Digit Era_project report" It is
original and co-authored and has not been previously used for any other purpose. I further
declare that all the sources used are cited, in the text and in the final bibliography, according to
the referencing rules adopted by the Institution".
"I, Saioa Gallardo Ortuondo, student no. -, of the BIP-Information Management in the Digital
Era course, of the ISCAP Porto School/Institute, declare that I did not plagiarize or
self-plagiarize, so the work entitled "BIP_Inf Manag Digit Era_project report" It is original and
co-authored and has not been previously used for any other purpose. I further declare that all
48
the sources used are cited, in the text and in the final bibliography, according to the referencing
rules adopted by the Institution".
COMMUNICATION AND CULTURAL PLANNING
Professionals often create plans for major projects, such as communicating
with key audiences. Communication planning involves learning about the audiences you want
to reach and using strategic messaging and channels to best engage them. Learning about the
importance and advantages of communication planning can enable you to create a strong
framework for building relationships with internal and external parties.
We chose 1 company for communication and cultural planning: Fnac.
1. Plan Summary
We aim to develop a communication plan to broaden our reach and attract a diverse range of
customers, including those who are currently not using or not engaging with platforms like
Fnac.
We could create some strategic relationships between Fnac and some other online shopping
websites such as Amazon, AliExpress and etc. The strategic relationship could help Fnac
company to expand, make a better advertisement, solve their problems easier and quicker. We
need to improve communication consistency, because this could help to attract customers,
build a strong, reliable brand image and enhance customer experience. We also need to
increase engagement fo success and growth of the business.
Creating a communication and cultural plan for Fnac involves developing strategies to enhance
communication, foster a positive company culture, and improve external communication with
customers. Here’s a comprehensive plan for both aspects:
·
Improve transparency, collaboration, and engagement among employees.
·
Enhance brand awareness, customer engagement, and satisfaction.
·
Cultivate a positive, inclusive, and innovative company culture that aligns with Fnac’s values
and mission.
·
Establish programs to recognize and reward employees for their contributions and
achievements.
49
·
Provide training on diversity, equity, and inclusion.
·
Offer flexible working hours and remote work options.
2. Situational Analysis
Fnac is a retail chain that originated in France and has expanded to other countries in Europe
and Africa. The company focuses on offering a diverse range of products. Fnac faces
competition from online retailers like Amazon, AliExpress etc. In a situational analysis,
understanding the customer profiles, profit drivers, and general information of Fnac provides a
foundation for evaluating their competitive landscapes, growth opportunities, and potential
challenges in their respective industries. This analysis can help identify key trends, resources,
and strategic considerations for Fnac company to navigate their environments effectively and
sustain their success. Fnac customers are typically individuals who are interested in cultural and
technological products such as books, music, movies, electronics, and appliances. Fnac
generates revenue through the sale of products both in-store and online. The company's profit
is influenced by factors such as store traffic, product assortment, pricing strategy, and customer
loyalty programs.
SWOT analysis:
STRENGTHS:
Strong Brand Recognition: Fnac is a well-known and respected brand in the retail sector,
particularly in electronics, books, music, and cultural products.
Diverse Product Range: Fnac offers a wide variety of products, catering to multiple customer
needs and preferences, from technology to cultural goods.
Physical and Online Presence: Fnac has a robust network of physical stores complemented by
a strong online presence, providing customers with multiple shopping channels.
WEAKNESSES:
High Operating Costs: the maintenance of numerous physical stores and a large workforce can
lead to high operating costs.
Limited Global Presence: while strong in certain regions, Fnac’s international footprint is
limited compared to some global competitors.
50
Dependence on European Market: a significant portion of revenue comes from European
markets, making the company vulnerable to regional economic fluctuations.
OPPORTUNITIES:
E-commerce Growth: increasing online sales and expanding digital offerings can capture a
larger market share, especially post-pandemic when online shopping has surged.
Expansion into New Markets: entering new geographic markets outside of Europe can provide
growth opportunities and reduce dependence on the European market.
Partnerships and Collaborations: strategic partnerships with tech companies, publishers, and
cultural organizations can enhance product offerings and brand visibility.
THREATS:
Intense Competition: the retail market, especially in electronics and cultural products, is highly
competitive, with significant pressure from both brick-and-mortar and online retailers.
Technological Changes: rapid technological advancements require continuous adaptation and
investment in new products and services, posing a risk if not managed effectively.
Supply Chain Disruptions: dependence on global supply chains makes Fnac vulnerable to
disruptions caused by political instability, natural disasters, or pandemics.
3. Audience and Stakeholders
Fnac companies audience consists of consumers (mostly people who wants to spend money on
culture, gift shoppers, book lovers, students etc.), online shoppers, cultural enthuasiasts
(individuals interested in cultural events, exhibitions, and artistic content). The stakeholders are
employees (store and specialist staff), investors, suppliers (companies that supply Fnac with
products).
4. Goals, Strategies & Tactics
SMART goals of Fnac company.
51
Specific: implementing targeted digital marketing strategies, and improving customer service
for online shoppers.
Measurable: track online
sales revenue through monthly reports, monitor website traffic and conversion
rates using analytics tools, and measure customer satisfaction through surveys
and feedback forms.
Achievable: hire or train
staff for specialized digital marketing roles, and enhance the customer service
team with additional training focused on online sales support.
Relevant: align this goal
with Fnac's broader strategy to expand its digital presence and meet the
growing demand for online shopping, thereby increasing market share and
customer engagement.
Time-Bound: setting
quarterly milestones to monitor progress and make necessary adjustments.
(https://www.atlassian.com/blog/productivity/how-to-write-smart-goals)
5. Messaging
Communication Strategy that the Fnac company could use:
Transparency and Honesty: share clear and honest information with stakeholders, including
customers, employees, investors, and partners.
Engagement and Interaction: encourage two-way communication with customers and
employees. Utilize social media and community forums to interact with customers, gather
feedback and analyze them.
52
Innovation and Expertise: highlight Fnac’s expertise in technology, culture, and entertainment.
Share insights, reviews, and recommendations to position Fnac as a thought leader in these
areas. Regularly update on company performance, new initiatives.
Fnacs values:
Wide Product Range: offers a comprehensive selection of products, including electronics,
books, music, movies, and games, catering to diverse customer interests.
Cultural Engagement: supports and promotes cultural activities, events, and content, enriching
the customer experience and fostering community engagement.
Perspectives:
Customer Perspective: prioritize customer satisfaction through high-quality products,
competitive pricing, and excellent service. Focus on creating a personalized and engaging
shopping experience.
Employee Perspective: foster a positive work environment with opportunities for growth,
development, and recognition.
Market Perspective: stay ahead of industry trends and technological advancements to remain
competitive. Continuously innovate product offerings and services to meet changing customer
demands.
Challenges:
Market Competition: competing with large international retailers and e-commerce giants that
offer similar products at competitive prices.
Technological Advancements: keeping up with rapid technological changes and integrating new
technologies into product offerings and operations.
Supply Chain Disruptions: managing disruptions in the supply chain, which can affect product
availability and customer satisfaction.
Differentiation from Competitors:
53
Cultural Focus: unique emphasis on cultural products and events, promoting a blend of
entertainment and cultural enrichment.
Product Diversity: extensive range of products spanning multiple categories, offering customers
a one-stop-shop for their needs.
Community Engagement: active participation in cultural events and local communities, building
a strong connection with customers beyond just transactions.
6. Channels
The channels that Fnac’s customers often use are: online channels (mobile app and official
website), social media (Facebook, Instagram, Twitter and YouTube), email marketing, loyalty
programs (Fnac membership, partnership programs). Fnac’s customers use a variety of
channels to interact with the brand, including physical stores, online platforms, social media,
email, and etc.
7. Communication Matrix
Here's an example of how communication matrix for Fnac could look like:
1. Physical Stores
Channel
Target Audience
Flagship
Stores
General
public,
enthusiasts,
consumers
tech Product displays, promotions, Daily
cultural in-store events, expert advice
Mall
Locations
Shoppers,
buyers
casual
families,
Type of Content
Frequen
cy
Promotions, seasonal offers, quick Daily
service
2. Online Channels
Channel
Target Audience
Type of Content
Frequen
cy
54
Official
Website
All customers
Product listings, promotions, events, 24/7
customer service
Mobile
App
Tech-savvy customers, Personalized
recommendations,
on-the-go shoppers
mobile-exclusive offers, easy shopping
24/7
3. Social Media
Channe
l
Target Audience
Type of Content
Frequency
Facebo
ok
General public,
customers
Instagra
m
Younger audience, visual Product showcases, promotions,
content enthusiasts
events, influencer collaborations
Twitter
Tech-savvy
customers, Quick updates, customer service, Multiple
quick updates seekers
real-time engagement
times daily
YouTub
e
Tech enthusiasts, learners, Product reviews, tutorials, event Weekly
cultural audience
coverage, unboxings
loyal Updates, promotions, customer Daily
service, community engagement
Daily
4. Email Marketing
Channel
Target Audience
Type of Content
Frequency
Personalized
Emails
Loyal
customers,
segmented lists
Tailored
promotions, Based
on
customer
recommendations,
and behavior
(e.g.,
reminders
post-purchase, abandoned
cart)
5. Loyalty Programs
Channel
Target Audience
Type of Content
Fnac
Membership
Loyal customers
Discounts, exclusive
early access
Frequen
cy
offers,
Ongoing
55
Partnership
Programs
Loyal customers, partners’ Additional
customers
cross-promotions
benefits, Ongoing
8. Calendar and responsibility
JANUARY:
Launch New Year Promotions: Marketing
Update Customer Service Training Materials: Customer Service
Host New Year Product Demos: Social Media, Product Specialists
Employee Engagement Survey: HR
FEBRUARY:
Valentine’s Day Promotions: Marketing
Publish Educational Blog Post: Content Creation
Release Product Review Video: Video Production
Monitor and Analyze Social Media Engagement: Social Media, Analytics
MARCH:
Send Personalized Email Offers: Marketing
Publish Podcast Episode: Content Creation
Monthly Sales Review: Sales, Analytics
Employee Town Hall Meeting: HR, Internal Communications
APRIL:
Earth Day Sustainability Campaign: Marketing, Community Engagement
Publish Industry Insights Article: Content Creation
56
Host Twitter Poll: Social Media
Release Employee Spotlight Video: HR, Video Production
MAY:
Mother’s Day Promotions: Marketing
Update Mobile App Features: E-commerce, IT
Publish Blog Post on New Products: Content Creation
Monitor Customer Feedback: Customer Service
JUNE:
Father’s Day Promotions: Marketing
Release Product Review Video: Video Production
Host Instagram Live Product Demo: Social Media
Quarterly Sales Review: Sales, Analytics
Employee Training Workshop: HR
JULY:
Update Website for Summer Sales: E-commerce, IT
Engage with Local Community Events: Community Engagement
Publish Industry Trends Article: Content Creation
Analyze Customer Feedback: Customer Service
AUGUST:
Back-to-School Promotions: Marketing
Update Inventory Listings: E-commerce
Host Educational Workshop: Event Planning
57
Publish Blog Post on Educational Products: Content Creation
SEPTEMBER:
Update Customer Service Training Materials: Customer Service
Host Webinar on Back-to-School Trends: Marketing, Experts
Publish Blog Post on New Tech Gadgets: Content Creation
Quarterly Sales Review: Sales, Analytics
OCTOBER:
Update Website for Fall Sales: E-commerce, IT
Host Twitter Poll: Social Media
Publish Industry Insights Article: Content Creation
Quarterly Employee Recognition Program: HR
NOVEMBER:
Black Friday Promotions Planning: Marketing
Publish Blog Post on Holiday Products: Content Creation
Analyze Social Media Metrics: Social Media, Analytics
Host In-Store Holiday Workshop: Event Planning
DECEMBER:
Launch Holiday Promotions: Marketing
Update Website for Holiday Sales: E-commerce, IT
Host Instagram Live Product Demo: Social Media
Year-End Sales Review: Sales, Analytics
(https://coschedule.com/blog/communications-calendar)
58
9. Budget
Category
Budget
Marketing and Advertising
$5,000,000
Events and Community Engagement
$1,500,000
Human Resources
$3,000,000
Technology and E-Commerce
$2,500,000
General Operations
$3,000,000
Total
$15,000,000
10. Feedback and control actions plan
Firstly, we have to collect feedback from customers, employees and stakeholders. Then we
have to analyze the feedback, make a review meeting, based on feedback and performance
data, adjust action plans and strategies.
Boogard,
K.
(2023
m.
December
26
d.). Work life. Atlassian:
https://www.atlassian.com/blog/productivity/how-to-write-smart-goals
Compass. https://thecompassforsbc.org/how-to-guide/how-conduct-situation-analysis
Hagen,
S.
Create
coaching
consulting.
https://www.createcoachingconsulting.com/what-is-messaging-in-business/
Pavilion.
(2021
m.
December
20
d.).
https://pavilion.dinfos.edu/Article/Article/2339406/know-your-audience-publi
cs-and-stakeholders/
Teamgantt. https://www.teamgantt.com/communication-matrix-template
59
Indeed
editorial
team,
I.
e.
(2022
m. June 25 d.). indeed.
https://www.indeed.com/career-advice/career-development/what-is-commun
ication-planning
CHOO, Chun - The knowing organization: How organizations use information to
construct meaning, create knowledge and make decisions. 1996. [consulted on May 28
of 2024]. Available in:
https://www.academia.edu/7597569/The_knowing_organization_How_organizations_us
e_information_to_construct_meaning_create_knowledge_and_make_decisionshttps://w
ww.academia.edu/7597569/The_knowing_organization_How_organizations_use_infor
mation_to_construct_meaning_create_knowledge_and_make_decisions
TARAPANOFF, Kira - Inteligência organizacional e competitiva.2002. 2 pages.
[consulted on May 28 of 2024]. Available in:
https://www.researchgate.net/publication/26349978_Inteligencia_organizacional_e_c
ompetitiva
SCHNEIDER, Aline; CARNEIRO, Marcelo; SERRA, Fernando; FERREIRA, Manuel Estratégia Competitiva: Michael Porter 30 Anos Depois. 2009. 298- 326 pages.
[Consulted on May 28 of 2024]. Available in:
https://iconline.ipleiria.pt/bitstream/10400.8/6198/1/2009_rev%20UFSM_Porter%2030
%20anos.pdf
60