{"id":11985,"date":"2009-01-26T07:12:00","date_gmt":"2009-01-26T07:12:00","guid":{"rendered":"https:\/\/www.sisinternational.com\/the-need-for-competitive-intelligence-in-this-recession\/"},"modified":"2026-01-26T14:41:58","modified_gmt":"2026-01-26T19:41:58","slug":"le-besoin-de-veille-concurrentielle-dans-cette-recession","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/fr\/le-besoin-de-veille-concurrentielle-dans-cette-recession\/","title":{"rendered":"Le besoin de veille concurrentielle en p\u00e9riode de r\u00e9cession"},"content":{"rendered":"

Les concurrents mondiaux n\u2019arr\u00eatent jamais leur planification strat\u00e9gique et leur veille concurrentielle<\/h2>\n\n\n\n
\"\u00c9tudes<\/figure>\n\n\n\n
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En cas de r\u00e9cession, les entreprises peuvent \u00eatre tent\u00e9es de croire que leurs concurrents ont \u00ab r\u00e9duit \u00bb leurs budgets d\u2019\u00e9tudes de march\u00e9 et de veille concurrentielle. M\u00eame si les budgets des entreprises sont r\u00e9duits, il existe des moyens permettant aux entreprises de poursuivre leur surveillance concurrentielle tout au long de l'ann\u00e9e et des prochaines ann\u00e9es de r\u00e9cession jusqu'\u00e0 la reprise \u00e9conomique.<\/p>\n\n\n\n

La n\u00e9cessit\u00e9 d\u2019une veille continue en mati\u00e8re de veille concurrentielle<\/h2>\n\n\n\n

M\u00eame si l\u2019\u00e9conomie mondiale risque de se contracter davantage, il est important de noter que certaines entreprises multinationales continueront de cro\u00eetre et de prosp\u00e9rer aux d\u00e9pens d\u2019autres, qui resteront \u00e9quilibr\u00e9es ou \u00e9choueront en ces temps \u00e9conomiques difficiles.<\/p>\n\n\n\n

Not all industries and companies<\/a> are created equal \u2013 Nor do they compete on a level playing ground \u2013 particularly during a recession. During good economic times, companies can compete on a \u201clevel playing ground\u201d as they have access to capital, the equity markets, and they are well-staffed. However, during a period of a credit crisis, limited liquidity, downsizing, and foreseeable economic uncertainty, the consequences of stopping a CI global monitoring process could have the potential result of reduced market<\/a> share and limited market opportunities over the long term.<\/p>\n\n\n\n

Programmes abordables de surveillance des CI pendant les r\u00e9cessions<\/h2>\n\n\n\n

Voici des programmes abordables de surveillance des CI que les entreprises peuvent raisonnablement envisager en p\u00e9riode de ralentissement \u00e9conomique.<\/p>\n\n\n\n

1. Low-cost CI monitoring programs and monthly retainer programs<\/h3>\n\n\n\n

Companies can commission through a research supplier cost-effective, monthly tracking programs which utilize a research methodology of both secondary research augmented with primary<\/a> research from targeted Key Opinion Leaders in the countries.<\/p>\n\n\n\n

2. Profils de concurrents cibl\u00e9s dans certaines r\u00e9gions ou pays<\/h3>\n\n\n\n

Les entreprises peuvent commander des profils de concurrents cibl\u00e9s dans des r\u00e9gions ou des pays s\u00e9lectionn\u00e9s pour surveiller les activit\u00e9s de d\u00e9veloppement de nouveaux produits, les plans d'expansion, les activit\u00e9s de fusion et d'acquisition et les initiatives strat\u00e9giques des concurrents.<\/p>\n\n\n\n

3. Analyse des opportunit\u00e9s de march\u00e9 par secteur de produit et par r\u00e9gion g\u00e9ographique<\/h3>\n\n\n\n

Many strong companies see the value in continuing to develop their short-term and long-term strategy<\/a> in spite of the economic downturn.<\/p>\n\n\n\n

Quelques m\u00e9thodes de recherche rentables\u00a0:<\/h2>\n\n\n\n