{"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":"desenvolvendo-bancos-de-dados-de-informacoes-internacionais-meu-artigo-de-1990","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/pt\/desenvolvendo-bancos-de-dados-de-informacoes-internacionais-meu-artigo-de-1990\/","title":{"rendered":"Desenvolvendo bancos de dados de informa\u00e7\u00f5es internacionais: Ruth Stanat em 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=\"Pesquisa e Estrat\u00e9gia de Mercado Internacional da 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>Obst\u00e1culos \u00e0 recolha de informa\u00e7\u00e3o publicada na CEE e numa base global<\/strong><\/li>\n\n\n\n<li><strong>A Solu\u00e7\u00e3o: a necessidade de sistemas de rastreamento cont\u00ednuos para informa\u00e7\u00f5es publicadas<\/strong><\/li>\n\n\n\n<li><strong>Como definir suas necessidades de informa\u00e7\u00f5es publicadas<\/strong><\/li>\n\n\n\n<li><strong>Fontes de intelig\u00eancia de neg\u00f3cios internacionais<\/strong><\/li>\n\n\n\n<li><strong>Design do banco de dados<\/strong><\/li>\n\n\n\n<li><strong>Internal staffing versus outsourcing<\/strong><\/li>\n\n\n\n<li><strong>Determinando o custo\/benef\u00edcio do sistema<\/strong><\/li>\n\n\n\n<li><strong>Import\u00e2ncia estrat\u00e9gica destes sistemas para a unifica\u00e7\u00e3o da Europa<\/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>O artigo fornece aos leitores \u201ccomo\u201d desenvolver esses sistemas, juntamente com as especifica\u00e7\u00f5es de custos e pessoal.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>1. OBST\u00c1CULOS \u00c0 RECOLHA DE INFORMA\u00c7\u00c3O PUBLICADA NA CEE E A N\u00cdVEL GLOBAL<\/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\/pt\/cobertura\/as-americas\/cobertura-dos-eua\/pesquisa-de-mercado-no-tennessee\/\" title=\"Pesquisa de mercado no 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.A barreira lingu\u00edstica:<\/h2>\n\n\n\n<p>Em primeiro lugar, o profissional de investiga\u00e7\u00e3o, independentemente do pa\u00eds onde se encontra, enfrentar\u00e1 barreiras lingu\u00edsticas em todo o mundo. Embora o ingl\u00eas esteja a tornar-se a l\u00edngua aceite para os neg\u00f3cios em toda a Europa Ocidental, o profissional de investiga\u00e7\u00e3o enfrenta o desafio de capturar informa\u00e7\u00f5es das seguintes regi\u00f5es geogr\u00e1ficas mundiais:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>EUA e Canad\u00e1<\/li>\n\n\n\n<li>Europa Ocidental (incluindo pa\u00edses escandinavos)<\/li>\n\n\n\n<li>Europa Oriental<\/li>\n\n\n\n<li>URSS<\/li>\n\n\n\n<li>M\u00e9xico, Am\u00e9rica Latina, Am\u00e9rica do Sul<\/li>\n\n\n\n<li>Oriente M\u00e9dio<\/li>\n\n\n\n<li>Extremo Oriente<\/li>\n\n\n\n<li>Austr\u00e1lia<\/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. EUA e Canad\u00e1:<\/em><\/h2>\n\n\n\n<p>Os EUA t\u00eam uma oferta de mercado sofisticada, se n\u00e3o madura, de bases de dados empresariais e t\u00e9cnicas comerciais. Tanto o Jap\u00e3o como a Europa Ocidental est\u00e3o a acompanhar-nos rapidamente com o recente desenvolvimento de ofertas de bases de dados comerciais durante os \u00faltimos tr\u00eas a cinco anos. Felizmente para os EUA e outros usu\u00e1rios ingleses, muitos desses bancos de dados s\u00e3o traduzidos para o ingl\u00eas para acesso usando comandos em ingl\u00eas.<\/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 Europa Ocidental:<\/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>Apesar do r\u00e1pido crescimento das bases de dados e dos distribuidores da Europa Ocidental, uma quantidade significativa de informa\u00e7\u00f5es comerciais ainda reside em empresas locais de pesquisa de mercado ou em bibliotecas corporativas. Por exemplo, sucursais locais e filiais de grandes empresas europeias recolhem informa\u00e7\u00f5es comerciais e fornecem-nas a pedido \u00e0 gest\u00e3o local ou internacional ou simplesmente arquivam as informa\u00e7\u00f5es em gavetas de arquivo. Este tipo de informa\u00e7\u00e3o local est\u00e1 normalmente na l\u00edngua local e \u00e9 recolhida por um profissional de investiga\u00e7\u00e3o. O profissional pesquisador se depara com o desafio de desenvolver um sistema que consiga capturar essas informa\u00e7\u00f5es e desenvolver bancos de dados customizados a partir do material.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.3 Europa Oriental\/URSS:<\/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 M\u00e9xico, Am\u00e9rica Central, Am\u00e9rica do Sul:<\/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 Extremo Oriente:<\/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\/pt\/pericia\/industrias\/pesquisa-de-mercado-de-circuitos-eletronicos\/\" title=\"Pesquisa de mercado de circuitos eletr\u00f4nicos\"  data-wpil-monitor-id=\"6932\">Informa\u00e7\u00e3o<\/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 Fragmenta\u00e7\u00e3o da Informa\u00e7\u00e3o:<\/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\/pt\/cobertura\/as-americas\/pesquisa-de-mercado-no-caribe\/pesquisa-de-mercado-bahamas\/\" title=\"Pesquisa de mercado nas Bahamas\"  data-wpil-monitor-id=\"6197\">Informa\u00e7\u00e3o<\/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>Sugerimos que os profissionais de pesquisa organizem suas informa\u00e7\u00f5es de pesquisa por regi\u00e3o geogr\u00e1fica, por ind\u00fastria, por mercado, por produtos e por concorrentes. Embora esta possa parecer uma abordagem simplista, podem ser constru\u00eddas bases de dados que possam obter sistematicamente a informa\u00e7\u00e3o das afiliadas locais e detectar \u201clacunas\u201d nos dados.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>1.1.7 Atualiza\u00e7\u00e3o da Informa\u00e7\u00e3o:<\/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. A SOLU\u00c7\u00c3O: A NECESSIDADE DE SISTEMAS DE RASTREAMENTO CONT\u00cdNUO DA INFORMA\u00c7\u00c3O PUBLICADA<\/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>A necessidade de expandir esta cobertura para outras regi\u00f5es do mundo.<\/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. COMO DEFINIR SUAS NECESSIDADES DE INFORMA\u00c7\u00c3O PUBLICADA<\/strong><\/h2>\n\n\n\n<p>3.1. A Auditoria de Informa\u00e7\u00f5es Estrat\u00e9gicas<\/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>Uma avalia\u00e7\u00e3o do n\u00edvel de utiliza\u00e7\u00e3o das publica\u00e7\u00f5es atuais<\/li>\n\n\n\n<li>O \u201cfluxo\u201d de informa\u00e7\u00f5es dentro da empresa (formal e informal)<\/li>\n\n\n\n<li>O grau de duplica\u00e7\u00e3o de assinaturas dentro da organiza\u00e7\u00e3o<\/li>\n\n\n\n<li>Determina a atualidade das informa\u00e7\u00f5es e a efic\u00e1cia das \u201clistas de roteamento\u201d<\/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>Permite avaliar a lista de desejos do respondente, que eventualmente se torna a rede de informa\u00e7\u00f5es ideal para a organiza\u00e7\u00e3o.<\/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. FONTES DE INTELIG\u00caNCIA EMPRESARIAL INTERNACIONAL<\/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>Jornais Nacionais e Regionais (locais)<\/li>\n\n\n\n<li>Revistas Empresariais e Cient\u00edficas<\/li>\n\n\n\n<li>Anais da Confer\u00eancia<\/li>\n\n\n\n<li>Relat\u00f3rios de viagem do pessoal de vendas<\/li>\n\n\n\n<li>Boletins informativos publicados<\/li>\n\n\n\n<li>Relat\u00f3rios de pesquisa de mercado sindicalizados e personalizados<\/li>\n\n\n\n<li>Planos Internos de Neg\u00f3cios e Marketing<\/li>\n\n\n\n<li>Memorandos Internos<\/li>\n\n\n\n<li>Procedimentos legais<\/li>\n\n\n\n<li>Relat\u00f3rios de Pesquisa e Desenvolvimento internos e externos \u00e0 organiza\u00e7\u00e3o<\/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. COMO DESENVOLVER SISTEMAS PROT\u00d3TIPO<\/strong><\/h2>\n\n\n\n<p>5.1. Design do banco de dados<\/p>\n\n\n\n<p>Ap\u00f3s a conclus\u00e3o da auditoria da informa\u00e7\u00e3o estrat\u00e9gica e defini\u00e7\u00e3o da informa\u00e7\u00e3o publicada relevante para a tomada de decis\u00f5es t\u00e1cticas e estrat\u00e9gicas, \u00e9 necess\u00e1rio desenvolver um prot\u00f3tipo de baixo custo do sistema. Efetivamente, o desenho da base de dados deve \u201ccair\u201d das necessidades dos utilizadores da auditoria de informa\u00e7\u00e3o estrat\u00e9gica. O seguinte descreve um exemplo de projeto de um banco de dados que organiza as informa\u00e7\u00f5es publicadas por regi\u00e3o geogr\u00e1fica:<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Organiza\u00e7\u00e3o por Regi\u00e3o Geogr\u00e1fica<\/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>Tend\u00eancias da ind\u00fastria<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Tend\u00eancias Pol\u00edticas<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Desenvolvimentos Econ\u00f4micos<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Atividade de mercado<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Atividade Competitiva<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Desenvolvimento de novos produtos<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Atividade<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Uso de tecnologia<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>Tend\u00eancias futuras<\/p>\n\n\n\n<p>___________________________________________________________________<\/p>\n\n\n\n<p>\u00c9 evidente que a concep\u00e7\u00e3o da base de dados deve reflectir os desejos dos inquiridos. Deve-se notar que n\u00e3o existem dois concorrentes que vejam os seus produtos e mercados da mesma maneira. O banco de dados tamb\u00e9m pode ser organizado por concorrente X, Y ou Z em formato de perfil de concorrente conforme gr\u00e1fico abaixo:<\/p>\n\n\n\n<p>Organiza\u00e7\u00e3o por Atividade Competitiva<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\u00c1reas tem\u00e1ticas:<\/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 Dire\u00e7\u00e3o Estrat\u00e9gica Geral<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Organiza\u00e7\u00e3o da Empresa<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Posi\u00e7\u00e3o de mercado<\/p>\n\n\n\n<p>- Quota de mercado<\/p>\n\n\n\n<p>- Posi\u00e7\u00e3o competitiva<\/p>\n\n\n\n<p>- Propaganda e promo\u00e7\u00e3o<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Desempenho Financeiro<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Estrat\u00e9gia de Distribui\u00e7\u00e3o<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Pesquisa e Desenvolvimento<\/p>\n\n\n\n<p>- Estrat\u00e9gia<\/p>\n\n\n\n<p>- Investimento<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Atividade de Desenvolvimento de Novos Produtos<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Uso de tecnologia<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Estrat\u00e9gia Internacional<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Potenciais Fus\u00f5es, Aquisi\u00e7\u00f5es, Desinvestimentos<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<p>\ufffd Estrat\u00e9gia Projetada para o Futuro<\/p>\n\n\n\n<p>_________________________________________________________________<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><em>5.1 1.Formato do Banco de Dados<\/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>As informa\u00e7\u00f5es publicadas podem ser apresentadas de tr\u00eas maneiras:<\/p>\n\n\n\n<p>1. Resumos de artigos, com adi\u00e7\u00e3o de opini\u00f5es e refer\u00eancias<\/p>\n\n\n\n<p>2. Formato de relat\u00f3rio com an\u00e1lise resumida ou informa\u00e7\u00f5es textuais<\/p>\n\n\n\n<p>3. Texto completo da informa\u00e7\u00e3o<\/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>Sistema Corporativo de Intelig\u00eancia de Mercado<\/p>\n\n\n\n<p>____________________________________<\/p>\n\n\n\n<p>Itens do menu:<\/p>\n\n\n\n<p>____________________________________<\/p>\n\n\n\n<p>\ufffd Resumos<br>____________________________________<\/p>\n\n\n\n<p>\ufffd Boletins informativos<br>____________________________________<\/p>\n\n\n\n<p>\ufffd Relat\u00f3rios Trimestrais<br>____________________________________<\/p>\n\n\n\n<p>\ufffd Intelig\u00eancia de Campo<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 Como Desenvolver o Prot\u00f3tipo<\/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>Recomendamos pacotes de software que possam fornecer recursos de pesquisa de texto completo junto com recursos gr\u00e1ficos. Al\u00e9m disso, devem ser instalados software de telecomunica\u00e7\u00f5es e linhas de dados para que os utilizadores possam telefonar para a informa\u00e7\u00e3o numa base internacional ou a partir de terminais remotos a partir das suas casas.<\/p>\n\n\n\n<p>Ressalta-se que tanto o conte\u00fado do material publicado quanto a capacidade operacional do sistema dever\u00e3o ser avaliados a cada seis a doze meses. \u00c0 medida que o ambiente de neg\u00f3cios internacional continua a mudar, o mesmo deve acontecer com o sistema de intelig\u00eancia de mercado. Isto implica que as \u00e1reas tem\u00e1ticas podem mudar com a mesma frequ\u00eancia trimestral ou semestral. A arquitectura global do sistema, contudo, dever\u00e1 reflectir o pensamento estrat\u00e9gico da gest\u00e3o para os pr\u00f3ximos tr\u00eas a cinco anos.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">6. PESSOAL INTERNO VERSUS TERCEIRIZA\u00c7\u00c3O<\/h2>\n\n\n\n<p>Clearly, the development of market intelligence systems that capture published <a href=\"https:\/\/www.sisinternational.com\/pt\/cobertura\/as-americas\/cobertura-dos-eua\/pesquisa-de-mercado-em-indiana\/\" title=\"Pesquisa de mercado em Indiana\"  data-wpil-monitor-id=\"6198\">Informa\u00e7\u00e3o<\/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>O defensor interno deve ser o arquiteto do sistema, al\u00e9m de ser o vendedor corporativo, ou a pessoa que vende os benef\u00edcios do sistema para a gest\u00e3o interna e o pessoal de pesquisa. Al\u00e9m disso, a pessoa deve ter um t\u00e9cnico em sua equipe para apoiar o banco de dados e uma pessoa de atendimento ao cliente para \u201csegurar as m\u00e3os\u201d dos usu\u00e1rios e obter feedback cont\u00ednuo do banco de dados.<\/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>O departamento tem habilidades e\/ou tempo para publica\u00e7\u00e3o de banco de dados? O tempo dos analistas de pesquisa seria melhor gasto analisando os dados do banco de dados e publicando relat\u00f3rios anal\u00edticos ou boletins informativos para a alta administra\u00e7\u00e3o?<\/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>O campe\u00e3o interno deve conduzir uma an\u00e1lise \u201cfazer versus comprar\u201d da seguinte forma:<\/strong><\/p>\n\n\n\n<p><em>Custos Anuais do Departamento Interno (US$)<\/em><\/p>\n\n\n\n<p>Equipe de 3 a 4 analistas de pesquisa: $200.000 \u2013 $250.000<\/p>\n\n\n\n<p>Taxas de tradu\u00e7\u00e3o: 30.000 \u2013 50.000<\/p>\n\n\n\n<p>Publica\u00e7\u00f5es: 30.000 \u2013 50.000<\/p>\n\n\n\n<p>_______________________________ _________ _______<\/p>\n\n\n\n<p>Custos anuais totais: $260.000 \u2013 $350.000<\/p>\n\n\n\n<p># de resumos por ano 1.200 \u2013 2.400<\/p>\n\n\n\n<p>Custo por resumo: $216 \u2013 $145<\/p>\n\n\n\n<p><em>Fornecedor externo<\/em><\/p>\n\n\n\n<p>Contrato Anual Total $100.000 \u2013 $150.000<\/p>\n\n\n\n<p>Resumos # por ano 1.200 \u2013 2.400<\/p>\n\n\n\n<p>Custo por resumo $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. DETERMINA\u00c7\u00c3O DO CUSTO\/BENEF\u00cdCIOS DO SISTEMA<\/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>Campe\u00e3o Interno, T\u00e9cnico, Representante de Atendimento ao Cliente $250.000<br>Fornecedor de contrato externo $100.000<br>_____________________________________________________ ________<\/p>\n\n\n\n<p>Custos totais de m\u00e3o de obra e materiais: $350.000<\/p>\n\n\n\n<p>Software para computador pessoal 1.000<br>Software de mainframe (se n\u00e3o tiver interno) $100.000<br>Custos Adicionais de Computadores (caso n\u00e3o possuam internamente) \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 A empresa aumentou (ou protegeu) sua participa\u00e7\u00e3o no mercado ou receitas como resultado de decis\u00f5es tomadas com base no material do sistema?<\/p>\n\n\n\n<p>2 A empresa desenvolveu novos produtos ou reposicionou produtos existentes como resultado do uso direto de informa\u00e7\u00f5es do sistema?<\/p>\n\n\n\n<p>3 A empresa identificou novos neg\u00f3cios ou oportunidades de mercado como resultado do uso do sistema (por exemplo, expans\u00e3o para um novo mercado \u2013 Europa Oriental, fus\u00f5es, aquisi\u00e7\u00f5es, etc.)?<\/p>\n\n\n\n<p>4 A empresa conseguiu se reposicionar em rela\u00e7\u00e3o \u00e0 unifica\u00e7\u00e3o da Europa de forma mais r\u00e1pida ou eficiente com a utiliza\u00e7\u00e3o do sistema?<\/p>\n\n\n\n<p>5 As afiliadas mundiais da empresa podem tomar decis\u00f5es mais rapidamente como resultado da tradu\u00e7\u00e3o, s\u00edntese e disponibiliza\u00e7\u00e3o oportuna das informa\u00e7\u00f5es publicadas em formato eletr\u00f4nico?<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>8. IMPORT\u00c2NCIA ESTRAT\u00c9GICA DESTES SISTEMAS PARA O EXECUTIVO INTERNACIONAL DE INFORMA\u00c7\u00c3O<\/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>Por Ruth Stanat, 1990.<\/p>\n\n\n\n<p><\/p>","protected":false},"excerpt":{"rendered":"<p>Ruth Stanat lembra-se de seu artigo de 1990 sobre Intelig\u00eancia Estrat\u00e9gica.<\/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\/pt\/wp-json\/wp\/v2\/posts\/11990","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/comments?post=11990"}],"version-history":[{"count":7,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/posts\/11990\/revisions"}],"predecessor-version":[{"id":80498,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/posts\/11990\/revisions\/80498"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/media\/64376"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/media?parent=11990"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/categories?post=11990"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/pt\/wp-json\/wp\/v2\/tags?post=11990"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}