{"id":11990,"date":"2009-02-02T01:18:00","date_gmt":"2009-02-02T01:18:00","guid":{"rendered":"https:\/\/www.sisinternational.com\/developing-international-information-databases-my-article-from-1990\/"},"modified":"2026-01-26T18:32:24","modified_gmt":"2026-01-26T23:32:24","slug":"developper-des-bases-de-donnees-dinformation-internationales-mon-article-de-1990","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/fr\/developper-des-bases-de-donnees-dinformation-internationales-mon-article-de-1990\/","title":{"rendered":"D\u00e9velopper des bases de donn\u00e9es d&#039;information internationales\u00a0: Ruth Stanat en 1990"},"content":{"rendered":"<figure class=\"gb-block-image gb-block-image-6d459192\"><img loading=\"lazy\" decoding=\"async\" width=\"1456\" height=\"816\" class=\"gb-image gb-image-6d459192\" src=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Data-38.jpg\" alt=\"\u00c9tudes de march\u00e9 et strat\u00e9gie internationales SIS\" title=\"Data (38)\" srcset=\"https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Data-38.jpg 1456w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Data-38-300x168.jpg 300w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Data-38-1024x574.jpg 1024w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Data-38-768x430.jpg 768w, https:\/\/www.sisinternational.com\/wp-content\/uploads\/2025\/08\/Data-38-18x10.jpg 18w\" sizes=\"auto, (max-width: 1456px) 100vw, 1456px\"><\/figure>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity is-style-dots\"\/>\n\n\n\n<p>With the unification of Europe and the rapidly changing political and economic events worldwide, research executives are currently faced with the need for translated, synthesized, and analyzed information from the various countries within the European Economic Commission (EEC) and from other parts of the world. Under the new economic system of the EEC, several companies will plan to expand the marketing of their products and services. Consequently, they will need the collection of published information as well as the need to collect quantitative data. During the 90s, senior management will seek answers to specific questions, such as &#8220;Is the Eastern European consumer ready for X,Y, or Z product?&#8221; rather than reading large market research reports which do not specifically answer their questions.<\/p>\n\n\n\n<p>Within Europe, there are several obstacles to the collection of published information (e.g. from newspapers, the media, and journals). Following a detailed discussion of these obstacles, this paper discusses a methodology for the scanning, synthesis, translation, and analysis of published information. Within this methodology, the paper is organized into eight parts as follows.<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li><strong>Obstacles \u00e0 la collecte d&#039;informations publi\u00e9es au sein de la CEE et \u00e0 l&#039;\u00e9chelle mondiale<\/strong><\/li>\n\n\n\n<li><strong>La solution\u00a0: la n\u00e9cessit\u00e9 de syst\u00e8mes de suivi continu des informations publi\u00e9es<\/strong><\/li>\n\n\n\n<li><strong>Comment d\u00e9finir vos besoins en informations publi\u00e9es<\/strong><\/li>\n\n\n\n<li><strong>Sources de veille \u00e9conomique internationale<\/strong><\/li>\n\n\n\n<li><strong>Conception de la base de donn\u00e9es<\/strong><\/li>\n\n\n\n<li><strong>Internal staffing versus outsourcing<\/strong><\/li>\n\n\n\n<li><strong>D\u00e9termination du rapport co\u00fbt\/b\u00e9n\u00e9fice du syst\u00e8me<\/strong><\/li>\n\n\n\n<li><strong>Importance strat\u00e9gique de ces syst\u00e8mes pour l\u2019unification de l\u2019Europe<\/strong><\/li>\n<\/ol>\n\n\n\n<p>This paper concludes with a discussion of how international and European research managers will experience an increasing need for market trends, competitive intelligence, and new product activity information as new trade agreements evolve within and outside of the European continent. The paper also includes a discussion of research needs for Eastern Europe. In summary, the paper focuses on the development of new cost-efficient systems to process this information, rather than utilizing older labor-intensive methods.<\/p>\n\n\n\n<p>Le document fournit aux lecteurs un \u00ab comment \u00bb d\u00e9velopper ces syst\u00e8mes ainsi que des d\u00e9tails sur les co\u00fbts et le personnel.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>1. OBSTACLES \u00c0 LA COLLECTE DES INFORMATIONS PUBLI\u00c9ES AU SEIN DE LA CEE ET \u00c0 L&#039;\u00c9CHELLE MONDIALE<\/strong><\/h2>\n\n\n\n<p>During the past year, we have seen a dramatic change in worldwide political and economic events. With the eruption of the Gulf crisis, the demise of communism, and the subsequent liberation of several Eastern Bloc countries; the demand for access to credible worldwide business and political information has increased. European research professionals are now asking themselves: &#8220;How can I provide management with accurate and timely answers to their international information requests?&#8221;<\/p>\n\n\n\n<p>Each country within and outside of the EEC has a wealth of information, or business intelligence, which is reported in its daily newspapers, general business journals, and various industry and market publications. The challenge is to capture this information on a timely basis, translate the information, and synthesize and digest the information, which can be used for <a href=\"https:\/\/www.sisinternational.com\/fr\/couverture\/les-ameriques\/couverture-des-etats-unis\/etude-de-marche-au-tennessee\/\" title=\"\u00c9tude de march\u00e9 au Tennessee\"  data-wpil-monitor-id=\"6184\">market intelligence or research<\/a> briefs, newsletters, or reports.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">1.1.La barri\u00e8re linguistique\u00a0:<\/h2>\n\n\n\n<p>Avant tout, le professionnel de la recherche, quel que soit le pays dans lequel il se trouve, sera confront\u00e9 \u00e0 des barri\u00e8res linguistiques partout dans le monde. Alors que l&#039;anglais devient la langue accept\u00e9e dans les affaires dans toute l&#039;Europe occidentale, le professionnel de la recherche est confront\u00e9 au d\u00e9fi de capturer des informations provenant des r\u00e9gions g\u00e9ographiques mondiales suivantes\u00a0:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>\u00c9tats-Unis et Canada<\/li>\n\n\n\n<li>Europe occidentale (y compris les pays scandinaves)<\/li>\n\n\n\n<li>L&#039;Europe de l&#039;Est<\/li>\n\n\n\n<li>URSS<\/li>\n\n\n\n<li>Mexique, Am\u00e9rique latine, Am\u00e9rique du Sud<\/li>\n\n\n\n<li>Moyen-Orient<\/li>\n\n\n\n<li>Extr\u00eame Orient<\/li>\n\n\n\n<li>Australie<\/li>\n<\/ul>\n\n\n\n<p>Even within these geographical regions, the diversity of languages can be complex, such as in Western Europe. This challenges the research professional to either increase his or her knowledge and fluency in other foreign languages or to locate information providers and\/or commercial database vendors who offer translated information. This paper will focus on a methodology from which the research professional can develop their own system to track international published sources. Lack of Commercial Databases that offer Business and Technical Information by Country or Geographical Region:<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.1. \u00c9tats-Unis et Canada\u00a0:<\/em><\/h2>\n\n\n\n<p>Les \u00c9tats-Unis disposent d\u2019une offre de march\u00e9 sophistiqu\u00e9e, voire mature, en mati\u00e8re de bases de donn\u00e9es commerciales et techniques. Le Japon et l&#039;Europe occidentale nous suivent rapidement avec le d\u00e9veloppement r\u00e9cent d&#039;offres de bases de donn\u00e9es commerciales au cours des trois \u00e0 cinq derni\u00e8res ann\u00e9es. Heureusement pour les \u00c9tats-Unis et les autres utilisateurs anglais, bon nombre de ces bases de donn\u00e9es sont traduites en anglais pour pouvoir y acc\u00e9der \u00e0 l&#039;aide de commandes anglaises.<\/p>\n\n\n\n<p>In Western Europe, some databases do exist in specific languages (e.g. German). As the software technology improves, we will expect that these databases will be able to be translated into the local language of the users. Various publishers of international directories are searching to locate the available local commercial databases available for access, and it is anticipated that more of these global database directories will be published as the world moves toward a global economy.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.2 Europe occidentale :<\/em><\/h2>\n\n\n\n<p>Similar to the USA, Great Britain has a sophisticated market for commercial databases (both scientific and business). With the unification of Europe by 1992, however, the challenge is to develop databases that capture and report the local business and scientific information from each of the countries and then synthesize and digest the information into a structure that can offer the information as a Western European segment. Within the EEC, however, select countries use sophisticated information reporting systems along with commercial database offerings. The user, however, is faced with the obstacles of differing telecommunications systems and networks. As the unification progresses, data reporting standards and telecommunications access to local country databases will be necessary to enable the information professional to search local database information. Both Reuters and Datastar currently have the largest systems or networks to deliver European technical and business information.<\/p>\n\n\n\n<p>Malgr\u00e9 la croissance rapide des bases de donn\u00e9es et des distributeurs en Europe occidentale, une quantit\u00e9 importante d&#039;informations commerciales r\u00e9side toujours dans les soci\u00e9t\u00e9s d&#039;\u00e9tudes de march\u00e9 locales ou dans les biblioth\u00e8ques d&#039;entreprise. Par exemple, les succursales locales et les filiales de grandes entreprises europ\u00e9ennes rassemblent des informations commerciales et les fournissent sur demande \u00e0 la direction locale ou internationale ou classent simplement ces informations dans des tiroirs. Ce type de renseignements locaux est g\u00e9n\u00e9ralement r\u00e9dig\u00e9 dans la langue locale et est collect\u00e9 par un professionnel de la recherche. Le professionnel de la recherche est confront\u00e9 au d\u00e9fi de d\u00e9velopper un syst\u00e8me capable de capturer ces informations et de d\u00e9velopper des bases de donn\u00e9es personnalis\u00e9es \u00e0 partir du mat\u00e9riel.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.3 Europe de l\u2019Est\/URSS\u00a0:<\/em><\/h2>\n\n\n\n<p>The situation is more pronounced in Eastern Europe and the USSR. I term these regions as &#8220;virgin&#8221; territory for database development. Whereas Western Europe has had a sophisticated structure for research and information reporting or publishing, Eastern Europe and the USSR have had to rely on state-controlled agencies to gather and collect data (scientific and business). Despite this fact, local market research firms and state agencies have had some type of data reporting methodology even without the technology.<\/p>\n\n\n\n<p>In some countries, these local &#8220;intelligence networks&#8221; are quite sophisticated, and the challenge is to locate these firms and to develop a business relationship whereby the information can be automated and disseminated to worldwide users. Clearly, the development of databases from these countries will be slow as these countries are still undergoing economic and political changes. Until the reporting and publishing systems improve in several of these countries, the integrity of the published material will continue to be questioned.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.4 Mexique, Am\u00e9rique centrale, Am\u00e9rique du Sud\u00a0:<\/em><\/h2>\n\n\n\n<p>Similar to Eastern Europe and the USSR, this region of the world has not had a sophisticated publishing or research network. While some government agencies collect and publish data, local business intelligence (e.g. industry, market and competitive data) is lacking. Once again, the challenge is to develop databases from credible sources. One of the best sources for local market intelligence is from the local affiliate or distribution offices in this region of the world. The challenge is to motivate the local offices to forward the information to a centralized library for input into the corporate intelligence system.<\/p>\n\n\n\n<p>It is important that this region of the world does not possess the plethora of business publications such as in the USA or Western Europe from which to scan, research, and abstract the material. Therefore, the research who requires information from Latin America will have to depend more on local intelligence gathering for input into their system.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.5 Extr\u00eame-Orient\u00a0:<\/em><\/h2>\n\n\n\n<p>As mentioned previously, Japan has the most sophisticated systems and commercial database products in the Far East. While they have been long-time users of European and USA databases and reports, they have recently expanded the distribution of their databases (translated into English) to the USA and European Community. Other countries such as Korea, Taiwan, and Singapore are making strides to develop commercial databases and open up distribution of other international databases into their country. Here again, much of the existing data is not in electronic format nor is it is published material. Similar to Eastern Europe, much of the valuable information is in the affiliate offices and local libraries. The challenge is to capture this information on a systematic basis and disseminate it throughout an organization.<\/p>\n\n\n\n<p>Several large market research firms have valuable data in Australia. During recent years, Australia has made strides to use and disseminate electronic information. With the increased use of telecommunications technology, it is expected that the research professional will be able to locate strategic market <a href=\"https:\/\/www.sisinternational.com\/fr\/competence\/les-industries\/etude-de-marche-sur-les-circuits-electroniques\/\" title=\"\u00c9tude de march\u00e9 sur les circuits \u00e9lectroniques\"  data-wpil-monitor-id=\"6932\">information<\/a> from this region of the world either through electronic commercial databases or published global market intelligence directories.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.6 Fragmentation des informations\u00a0:<\/em><\/h2>\n\n\n\n<p>As we begin the 90s, research executives must be able to view their competition on a worldwide basis. Specifically, they must have rapid access to translated, digested, and analyzed information. More importantly, the information must be credible. While Western European research executives have been gathering <a href=\"https:\/\/www.sisinternational.com\/fr\/couverture\/les-ameriques\/etude-de-marche-dans-les-caraibes\/etude-de-marche-aux-bahamas\/\" title=\"\u00c9tude de march\u00e9 aux Bahamas\"  data-wpil-monitor-id=\"6197\">information<\/a> and analyzing their own domestic markets over the past four decades, they are now faced with the fragmentation of published information on a worldwide basis.<\/p>\n\n\n\n<p>Nous sugg\u00e9rons aux professionnels de la recherche d&#039;organiser leurs informations de recherche par r\u00e9gion g\u00e9ographique, par secteur d&#039;activit\u00e9, par march\u00e9, par produits et par concurrents. Bien que cela puisse para\u00eetre une approche simpliste, des bases de donn\u00e9es peuvent \u00eatre cr\u00e9\u00e9es pour obtenir syst\u00e9matiquement des informations aupr\u00e8s des affili\u00e9s locaux et d\u00e9tecter des \u00ab trous \u00bb dans les donn\u00e9es.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.7 Actualit\u00e9 des informations\u00a0:<\/em><\/h2>\n\n\n\n<p>Information that is local to the country or termed &#8220;domestic&#8221; can usually be obtained rapidly. However, the research professional must still have a system that systematically scans the domestic publications, determines which articles are strategic or have a high degree of impact on the business, and must digest the articles to be input into a system. This challenge is augmented when publications from other European countries and from other geographical regions of the world must be scanned, digested and abstracted. Global information, even when it is structured and captured on a consistent basis, still has to be translated, formatted and input electronically for transmission. During the next five years, I believe that software and telecommunications technology will make its greatest developments in this area.<\/p>\n\n\n\n<p>During the 90s, research executives will require worldwide news information on a daily basis and digested published information which is no older than a week. During this next decade, executives will demand &#8220;answers to specific questions&#8221; rather than piles of information or voluminous reports or outputs from database searches. As information professionals, we have to be ready to deliver against these difficult orders.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>2. LA SOLUTION\u00a0: LE BESOIN DE SYST\u00c8MES DE SUIVI CONTINU DES INFORMATIONS PUBLI\u00c9ES<\/strong><\/h2>\n\n\n\n<p>Despite the advances in software, computer, and telecommunications technology, the information capturing process, translation process, and electronic input is, for the most part, manual. This will continue to be the case for the next few years, particularly in Third World countries. The research executive is faced with the following challenges:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The need for an efficient method or system that will scan and digest the relevant newspapers and business and technical journals in the domestic country, and then expand this to the other countries within the EEC<\/li>\n\n\n\n<li>The need for this information to be scanned daily, translated, digested, abstracted, and placed into electronic format for a market intelligence system<\/li>\n\n\n\n<li>La n\u00e9cessit\u00e9 d&#039;\u00e9tendre cette couverture \u00e0 d&#039;autres r\u00e9gions du monde.<\/li>\n<\/ul>\n\n\n\n<p>Within the USA, several large corporations have developed a corporate or market intelligence system to accomplish this task. In effect, senior management has made a &#8220;top down&#8221; commitment to invest in this type of system to enable management throughout the organization to be kept abreast of the industry, the market, the competition and the products, on a global basis. Typically, these systems are managed or staffed by the strategic planning or market research departments. The information is distributed by this department to senior management and to managers throughout the organization.<\/p>\n\n\n\n<p>As the world economies evolve, much of the valuable information will be found in published articles and journals. Unfortunately, most of this information is kept in &#8220;pockets&#8221; within the organization or is resident in other countries. Shared corporate information networks break down these barriers and enable managers throughout the organization to cost-efficiently obtain the information. The role of the research professional is to be aware of these systems and to be knowledgeable as to the execution of these systems.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>3. COMMENT D\u00c9FINIR VOS BESOINS EN INFORMATIONS PUBLI\u00c9ES<\/strong><\/h2>\n\n\n\n<p>3.1. L\u2019audit de l\u2019information strat\u00e9gique<\/p>\n\n\n\n<p>Within your own firm, I recommend that you initially survey your management and the recipients of your research to assess the utility of the published journals they are currently receiving. I term this procedure a &#8220;Strategic Information Audit,&#8221; as the survey accomplishes the following.<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Une \u00e9valuation du niveau d\u2019utilisation des publications actuelles<\/li>\n\n\n\n<li>Le \u00ab flux \u00bb d\u2019informations au sein de l\u2019entreprise (\u00e0 la fois formel et informel)<\/li>\n\n\n\n<li>Le degr\u00e9 de duplication des abonnements au sein de l&#039;organisation<\/li>\n\n\n\n<li>D\u00e9termine l\u2019actualit\u00e9 des informations et l\u2019efficacit\u00e9 des \u00ab listes de routage \u00bb<\/li>\n\n\n\n<li>Determines the cost and usefulness of newsletters, research publications, and reports<\/li>\n\n\n\n<li>Determines which managers are using computers and what form of communication they use the most<\/li>\n\n\n\n<li>Enables you to draw an &#8220;information blueprint&#8221; of you organization<\/li>\n\n\n\n<li>Vous permet d&#039;\u00e9valuer la liste de souhaits du r\u00e9pondant, qui devient finalement le r\u00e9seau d&#039;information optimal pour l&#039;organisation.<\/li>\n<\/ul>\n\n\n\n<p>The strategic information audit should be conducted by a task force with representatives from the market research department, the library, the information systems department, and a representative from a business unit (no more than 4-5 representatives). The procedure should entail approximately 30-50 interviews of key suppliers and suppliers of information within the organization. The audit should clearly define the utility of the published information within the company and should summarize the needs of the users. The summary of the results should list the most needed published matter, determine the international scope of the literature, determine the optimum timeliness and format of the information, and determine if an electronic system or hard copy process is the best way to deliver published business intelligence to the recipients. A copy of a sample questionnaire is included in the Appendix 1 of this paper.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>4. SOURCES D&#039;INTELLIGENCE COMMERCIALE INTERNATIONALE<\/strong><\/h2>\n\n\n\n<p>Within Western Europe and the USA, and Canada, numerous published sources of business and technical information exist. Unfortunately, executives and managers do not have the time to scan and digest all of the available publications that impact the business on a daily basis, much less on an international scale. In addition to published material, a wealth of strategic business and technical information is published in conference proceedings and in sales personnel trip reports. This published material should also be considered for input into a corporate intelligence system. The following lists sources of international business intelligence:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Journaux nationaux et r\u00e9gionaux (locaux)<\/li>\n\n\n\n<li>Revues commerciales et scientifiques<\/li>\n\n\n\n<li>Actes de la conf\u00e9rence<\/li>\n\n\n\n<li>Rapports de d\u00e9placement du personnel de vente<\/li>\n\n\n\n<li>Bulletins publi\u00e9s<\/li>\n\n\n\n<li>Rapports d\u2019\u00e9tudes de march\u00e9 syndiqu\u00e9s et personnalis\u00e9s<\/li>\n\n\n\n<li>Plans d&#039;affaires et de marketing internes<\/li>\n\n\n\n<li>M\u00e9morandums internes<\/li>\n\n\n\n<li>Poursuite judiciaire<\/li>\n\n\n\n<li>Rapports de recherche et de d\u00e9veloppement internes et externes \u00e0 l&#039;organisation<\/li>\n<\/ul>\n\n\n\n<p>With the unification of Western Europe, the collection, translation, analysis, and dissemination of published material is essential to develop new marketing and product development plans. Clearly, it is impossible for a research department to scan all of the publications from the member EEC countries on a daily basis, translate the material, analyze the information, and input the information on an electronic network on a daily or weekly basis. This situation becomes more complex if Western European companies wish to remain abreast with the rest of the world&#8217;s publications (Eastern Europe, USA, Latin America, Far East, etc.). As a result, the following section discusses a solution to the problem with the development of a process or system within the company to handle this information.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>5. COMMENT D\u00c9VELOPPER DES SYST\u00c8MES PROTOTYPES<\/strong><\/h2>\n\n\n\n<p>5.1. Conception de la base de donn\u00e9es<\/p>\n\n\n\n<p>Une fois l&#039;audit des informations strat\u00e9giques termin\u00e9 et la d\u00e9finition des informations publi\u00e9es pertinentes pour la prise de d\u00e9cision tactique et strat\u00e9gique, il est n\u00e9cessaire de d\u00e9velopper un prototype du syst\u00e8me \u00e0 faible co\u00fbt. En effet, la conception de la base de donn\u00e9es doit \u00ab d\u00e9couler \u00bb des besoins des utilisateurs issus de l\u2019audit des informations strat\u00e9giques. Ce qui suit pr\u00e9sente un exemple de conception d&#039;une base de donn\u00e9es qui organise les informations publi\u00e9es par r\u00e9gion g\u00e9ographique\u00a0:<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Organisation par r\u00e9gion g\u00e9ographique<\/h2>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Topic Area:&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Industry&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Market Segments<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Tendances de l&#039;industrie<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Tendances politiques<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>D\u00e9veloppements \u00e9conomiques<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Activit\u00e9 du march\u00e9<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Activit\u00e9 comp\u00e9titive<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>D\u00e9veloppement de nouveaux produits<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Activit\u00e9<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Utilisation de la technologie<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Tendances futures<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>De toute \u00e9vidence, la conception de la base de donn\u00e9es doit refl\u00e9ter les souhaits des personnes interrog\u00e9es. Il convient de noter qu\u2019il n\u2019y a pas deux concurrents qui per\u00e7oivent leurs produits et leurs march\u00e9s de la m\u00eame mani\u00e8re. La base de donn\u00e9es peut \u00e9galement \u00eatre organis\u00e9e par concurrent X, Y ou Z dans un format de profil de concurrent comme indiqu\u00e9 ci-dessous\u00a0:<\/p>\n\n\n\n<p>Organisation par activit\u00e9 concurrentielle<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>Domaines th\u00e9matiques\u00a0:<\/p>\n\n\n\n<p>Company Overview&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Competitor X&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Competitor Y&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Competitor Z<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Orientation strat\u00e9gique globale<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Organisation de l\u2019entreprise<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Position sur le march\u00e9<\/p>\n\n\n\n<p>- Part de march\u00e9<\/p>\n\n\n\n<p>- Position concurrentielle<\/p>\n\n\n\n<p>- Publicit\u00e9 et promotion<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Performance financi\u00e8re<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Strat\u00e9gie de distribution<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Recherche et D\u00e9veloppement<\/p>\n\n\n\n<p>- Strat\u00e9gie<\/p>\n\n\n\n<p>\u2014 Investissement<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Activit\u00e9 de d\u00e9veloppement de nouveaux produits<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Utilisation de la technologie<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Strat\u00e9gie internationale<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Fusions, acquisitions, cessions potentielles<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Strat\u00e9gie projet\u00e9e future<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>5.1 1.Format de la base de donn\u00e9es<\/em><\/h2>\n\n\n\n<p>Market intelligence systems which capture published information also require easy-to-use menu screens that enable the user to select the information they wish to view. Please note that the published data can be organized by geographical region, by competitor, and by topic. In other words, the system can include several different ways to view or access the information.<\/p>\n\n\n\n<p>Les informations publi\u00e9es peuvent \u00eatre pr\u00e9sent\u00e9es de trois mani\u00e8res\u00a0:<\/p>\n\n\n\n<p>1. R\u00e9sum\u00e9s d&#039;articles, avec opinions et r\u00e9f\u00e9rences ajout\u00e9es<\/p>\n\n\n\n<p>2. Format de rapport avec analyse r\u00e9capitulative ou informations textuelles<\/p>\n\n\n\n<p>3. Texte int\u00e9gral des informations<\/p>\n\n\n\n<p>Most market intelligence systems, which capture published information, provide abstracts of key relevant articles, which are abstracted daily and updated in the system weekly. They may also include 2-3 page newsletters and quarterly reports. Many of these systems also include information from the &#8220;field,&#8221; or rumor information from the field sales force or from plant personnel. Our experience indicates that field intelligence is not useful in the format of anecdotal rumors by itself. When this information is analyzed and verified by published information or by expert opinion, it is then suitable for inclusion in a market intelligence system. The following suggests preliminary screens for the prototype market intelligence system:<\/p>\n\n\n\n<p>Syst\u00e8me d&#039;intelligence de march\u00e9 d&#039;entreprise<\/p>\n\n\n\n<p>____________________________________<\/p>\n\n\n\n<p>\u00c9l\u00e9ments de menu\u00a0:<\/p>\n\n\n\n<p>____________________________________<\/p>\n\n\n\n<p>\ufffd R\u00e9sum\u00e9s<br>____________________________________<\/p>\n\n\n\n<p>\ufffd Lettres d&#039;information<br>____________________________________<\/p>\n\n\n\n<p>\ufffd Rapports trimestriels<br>____________________________________<\/p>\n\n\n\n<p>\ufffd Renseignement sur le terrain<br>____________________________________<\/p>\n\n\n\n<p>Our experience indicates that the information that is published from these systems should be analytical. Most users can read factual information from the literature itself. It is necessary to add the value of analysis to both the abstracts and the report information.<\/p>\n\n\n\n<p><em>5.1.2 Comment d\u00e9velopper le prototype<\/em><\/p>\n\n\n\n<p>Following agreement on the design and format of the database, the coordinator for the market intelligence system will have to select software and computer equipment. For a prototype, we recommend developing the databases on a personal computer with a text-retrieval package. Following evaluation by a select group of users, and if the response is positive, we then recommend transporting the database to a mainframe or mini-computer which can store the information and which can be accessed by multiple users throughout the organization (on both a domestic and worldwide basis).<\/p>\n\n\n\n<p>Nous recommandons des progiciels pouvant fournir des fonctionnalit\u00e9s de recherche en texte int\u00e9gral ainsi que des fonctionnalit\u00e9s graphiques. De plus, des logiciels de t\u00e9l\u00e9communications et des lignes de donn\u00e9es doivent \u00eatre install\u00e9s pour permettre aux utilisateurs d&#039;acc\u00e9der aux informations sur une base internationale ou \u00e0 partir de terminaux distants depuis leur domicile.<\/p>\n\n\n\n<p>Il convient de noter que tant le contenu des documents publi\u00e9s que les capacit\u00e9s op\u00e9rationnelles du syst\u00e8me doivent \u00eatre \u00e9valu\u00e9s tous les six \u00e0 douze mois. \u00c0 mesure que l\u2019environnement commercial international continue d\u2019\u00e9voluer, le syst\u00e8me d\u2019information commerciale devrait \u00e9voluer \u00e9galement. Cela implique que les domaines th\u00e9matiques pourraient changer aussi fr\u00e9quemment que trimestriellement ou semestriellement. L&#039;architecture globale du syst\u00e8me devrait toutefois refl\u00e9ter la r\u00e9flexion strat\u00e9gique de la direction pour les trois \u00e0 cinq prochaines ann\u00e9es.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">6. PERSONNEL INTERNE OU EXTERNALISATION<\/h2>\n\n\n\n<p>Clearly, the development of market intelligence systems that capture published <a href=\"https:\/\/www.sisinternational.com\/fr\/couverture\/les-ameriques\/couverture-des-etats-unis\/etude-de-marche-en-indiana\/\" title=\"\u00c9tude de march\u00e9 en Indiana\"  data-wpil-monitor-id=\"6198\">information<\/a> and provide it to the organization needs an &#8220;internal champion&#8221; or a person from the research department who is willing to head up the strategic information audit effort, work with the information systems department to design the database, and implement the system. Our experience indicates that it is important for the internal champion to have &#8220;top down&#8221; support from senior management. Moreover, a budget must be established for the strategic information audit, the development of the prototype, the authoring of the information, or the procurement of the information into electronic format, and the acquisition of software, computers, and telecommunications equipment.<\/p>\n\n\n\n<p>Le champion interne doit \u00eatre l&#039;architecte du syst\u00e8me en plus d&#039;\u00eatre le vendeur de l&#039;entreprise ou la personne qui vend les avantages du syst\u00e8me \u00e0 la direction interne et au personnel de recherche. De plus, la personne doit avoir un technicien dans son \u00e9quipe pour soutenir la base de donn\u00e9es et un responsable du service client pour \u00ab tenir la main \u00bb des utilisateurs et obtenir des commentaires continus de la base de donn\u00e9es.<\/p>\n\n\n\n<p>With regard to the decision of whether to produce the databases using the existing research staff or to contract a supplier to publish the databases, the following questions serve as guidelines:<\/p>\n\n\n\n<ol class=\"wp-block-list\">\n<li>Does the research department have sufficient staff of research analysts to publish the information? Do they have the time to scan publications, clip the material, translate and summarize, the material and put it into database format?<\/li>\n\n\n\n<li>Le d\u00e9partement dispose-t-il des comp\u00e9tences et\/ou du temps n\u00e9cessaires pour publier une base de donn\u00e9es\u00a0? Le temps des analystes de recherche serait-il mieux utilis\u00e9 \u00e0 analyser les donn\u00e9es de la base de donn\u00e9es et \u00e0 publier des rapports analytiques ou des bulletins d&#039;information destin\u00e9s \u00e0 la haute direction\u00a0?<\/li>\n\n\n\n<li>Can the research department absorb the cost of the publications, or can they utilize the publications from the corporate library? The cost and translation of international publications should also be considered.<\/li>\n\n\n\n<li>Compute a cost per abstract or quarterly report. Is it cheaper to outsource this work? Consider the quality issues. Perhaps it is more efficient to contract out the lower-level abstracting and have the research analysts access the database and analyze this material to produce senior-level management reports or marketing plans.<\/li>\n<\/ol>\n\n\n\n<p><strong>Le champion interne doit effectuer une analyse \u00ab faire contre acheter \u00bb comme suit\u00a0:<\/strong><\/p>\n\n\n\n<p><em>Co\u00fbts annuels du d\u00e9partement interne (US$)<\/em><\/p>\n\n\n\n<p>Dotation en personnel de 3 \u00e0 4 analystes de recherche\u00a0: $200\u00a0000 \u2013 $250\u00a0000<\/p>\n\n\n\n<p>Frais de traduction : 30 000 \u2013 50 000<\/p>\n\n\n\n<p>Publications\u00a0: 30\u00a0000 \u2013 50\u00a0000<\/p>\n\n\n\n<p>_______________________________ _________ _______<\/p>\n\n\n\n<p>Co\u00fbts annuels totaux : $260 000 \u2013 $350 000<\/p>\n\n\n\n<p># de r\u00e9sum\u00e9s par an 1 200 \u2013 2 400<\/p>\n\n\n\n<p>Co\u00fbt par r\u00e9sum\u00e9 : $216 \u2013 $145<\/p>\n\n\n\n<p><em>Fournisseur externe<\/em><\/p>\n\n\n\n<p>Contrat annuel total $100 000 \u2013 $150 000<\/p>\n\n\n\n<p>R\u00e9sum\u00e9s # par an 1\u00a0200 \u2013 2\u00a0400<\/p>\n\n\n\n<p>Co\u00fbt par r\u00e9sum\u00e9 $83 \u2013 $63<\/p>\n\n\n\n<p>In most cases, it is more cost-efficient to contract with an outside supplier. The issue remains, however, whether the outside supplier can quickly, or over a period of time, develop the perspective you need so the abstracts and reports will add value to your analysis. Several companies with successful marketing intelligence systems contract to outside suppliers to publish the abstracts or quarterly summaries, and then their internal research analysts &#8220;manage the system&#8221; and utilize the information to publish more detailed analytical reports or answer key senior management questions or ad hoc requests.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>7. D\u00c9TERMINATION DU CO\u00dbT\/AVANTAGES DU SYST\u00c8ME<\/strong><\/h2>\n\n\n\n<p>In this current period of economic and political uncertainty, with tight budgets, investment in this type of system must clearly prove value or impact the corporation. The following outlines a typical budget for a market intelligence system that captures published information.<\/p>\n\n\n\n<p>Champion interne, technicien, repr\u00e9sentant du service client $250 000<br>Fournisseur ext\u00e9rieur au contrat $100 000<br>_____________________________________________________ ________<\/p>\n\n\n\n<p>Co\u00fbts totaux de main d&#039;\u0153uvre et de mat\u00e9riaux\u00a0: $350 000<\/p>\n\n\n\n<p>Logiciels pour ordinateurs personnels 1 000<br>Logiciel mainframe (si vous n&#039;en disposez pas en interne) $100 000<br>Co\u00fbts suppl\u00e9mentaires des ordinateurs (si vous n\u2019en avez pas en interne) \u2013 \u2014\u2014\u2014<\/p>\n\n\n\n<p>Please note that companies have very successfully developed very cost-efficient systems on personal computers for minimal costs. It should be noted that these figures represent large corporate investments in systems that can be accessed worldwide by staff personnel.<\/p>\n\n\n\n<p>After a period of one to two years, management will want to quantify the benefits of the system. If management can answer &#8220;yes&#8221; to any of the following questions, the system has paid for itself:<\/p>\n\n\n\n<p>1 L&#039;entreprise a-t-elle augment\u00e9 (ou prot\u00e9g\u00e9) sa part de march\u00e9 ou ses revenus suite aux d\u00e9cisions prises \u00e0 partir du mat\u00e9riel contenu dans le syst\u00e8me\u00a0?<\/p>\n\n\n\n<p>2 L&#039;entreprise a-t-elle d\u00e9velopp\u00e9 de nouveaux produits ou repositionn\u00e9 des produits existants suite \u00e0 l&#039;utilisation directe des informations du syst\u00e8me\u00a0?<\/p>\n\n\n\n<p>3 L&#039;entreprise a-t-elle identifi\u00e9 de nouvelles opportunit\u00e9s commerciales ou de march\u00e9 suite \u00e0 l&#039;utilisation du syst\u00e8me (par exemple, expansion sur un nouveau march\u00e9 \u2013 Europe de l&#039;Est, fusions, acquisitions, etc.) ?<\/p>\n\n\n\n<p>4 L&#039;entreprise a-t-elle pu se repositionner plus rapidement et plus efficacement par rapport \u00e0 l&#039;unification de l&#039;Europe gr\u00e2ce \u00e0 l&#039;utilisation du syst\u00e8me ?<\/p>\n\n\n\n<p>5 Les filiales mondiales de l&#039;entreprise peuvent-elles prendre des d\u00e9cisions plus rapidement gr\u00e2ce \u00e0 la traduction, \u00e0 la synth\u00e8se et \u00e0 la mise \u00e0 disposition en temps opportun des informations publi\u00e9es sous forme \u00e9lectronique ?<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>8. IMPORTANCE STRAT\u00c9GIQUE DE CES SYST\u00c8MES POUR LE DIRECTEUR INTERNATIONAL DE L&#039;INFORMATION<\/strong><\/h2>\n\n\n\n<p>During the next year, it will be necessary for corporations to have access to the published business intelligence of companies within and outside of the EEC. While a plethora of &#8220;Euro&#8221; publications may develop, research executives will still need business intelligence that is local to the member and non-member countries. Moreover, EEC countries will need business intelligence from Eastern Europe, USA, the Soviet Union, the Far East, Latin America, and other parts of the world. Strategic decisions are made from published information. The companies that invest in these systems will realize the greatest dividends during the 90s.<\/p>\n\n\n\n<p>&nbsp;<\/p>\n\n\n\n<p>Par Ruth Stanat, 1990.<\/p>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"<p>Ruth Stanat se souvient de son article de 1990 sur le renseignement strat\u00e9gique.<\/p>","protected":false},"author":1,"featured_media":64376,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[292],"tags":[],"class_list":["post-11990","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategy","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/11990","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/comments?post=11990"}],"version-history":[{"count":7,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/11990\/revisions"}],"predecessor-version":[{"id":80498,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/11990\/revisions\/80498"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/64376"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=11990"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/categories?post=11990"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/tags?post=11990"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}