L’Intelligence économique(IE) est une notion peu connu du grand public et qui rentre de plus en plus dans les pratiques quotidiennes des entreprises, des Etats, des organismes à but non lucratif…etc. Comme son nom l’indique, il s’agit d’une analyse intellectuelle des variables économiques afin de disposer de l’information actionnable et au moment opportun. Selon Docteur PAUL K. FOKAM, l’intelligence économique est un ensemble d’actions coordonnées visant la collecte, le traitement et l’utilisation de l’information à des fins stratégiques. Le concept couvre quatre(4) dimensions essentielles :

1  Comment intégrer et orienter une démarche d’IE dans l’entreprise (la fonction information) ? Il ne s’agit pas d’un choix, c’est une contrainte dans cet environnement en pleine évolution.

2  Délimiter le champ d’intervention de l’entreprise pour trouver des informations stratégiques. L’IE permet de savoir sur quel domaine d’activité stratégique, quel environnement sur lequel se focaliser,

3   Comment gérer, protéger ses informations (la gestion des connaissances), protéger son patrimoine immatériel ?

4  Comment développer une stratégie d’influence (lobbying) ?

Pour ce faire, elle intervient comme un cycle d’informations à plusieurs fonctions :

  •  La fonction de mémoire qui concerne les informations disponibles dans l’entreprise à exploiter telles que comptables, financières, marketing… etc. à porter de main par tous les agents en son sein.
  • La fonction de réseau qui couvre les informations méconnues auxquelles l’entreprise recourt à un réseau de tiers pour recueillir qui sont généralement des informations orales à transcrire sous forme écrite. Une fois ses informations sont disponibles, elles doivent faire l’objet d’une analyse.
  • La fonction analyse qui doit gérer l’interaction entre interne et externe mais aussi celle entre l’ignorance et le savoir (les connaissances dans l’entreprise). Elle joue également le rôle d’interaction entre la mémoire de l’entreprise et le réseau pour actualiser la base de données.
  • La fonction de maîtrise ; l’information doit être maîtrisée par l’ensemble des agents qui composent l’entreprise et non externes. Il s’agit de mettre en place un système de contrôle sévère au quotidien et de démocratiser l’information. Pour mettre l’IE en pratique, nous allons analyser le schéma systémique suivant qui a été expérimenté dans plusieurs entreprises Européennes réalisé par Créat’IV.

L'analyse des éléments à prendre en compte dans la démarche de l'Intelligence économique

Confrontées à des changements inédits de l’environnement à travers de nombreuses ruptures et évolutions de leur écosystème, les entreprises doivent être conscientes et faire face à ces bouleversements majeurs pour innover et générer de nouveaux moteurs de croissance. L’analyse de ces cinq(5) blocs du schéma systémique de l’entreprise permet de représenter le dynamisme interne et externe de l’entreprise et de son environnement qui jouent un rôle non négligeable sur son développement. Il aide quelle que soit la taille de l’entreprise à déterminer les axes de veille qui sont nécessaires à couvrir pour être mieux placé dans son secteur d’activité.

Pourquoi l’utiliser ?

Le schéma systémique permet de mieux saisir les dynamiques externes, de définir les scénarios d’innovation et d’évaluer leurs impacts sur les capacités internes de l’entreprise. Les analyses réalisées permettent de cerner des actions de l’intelligence économique à mettre en place. Ce schéma a été expérimenté dans plus de 1000 entreprises par Créat’IV (Centre Européen d’entreprises et d’innovation) basé à Bretagne.

Comment l’utiliser ?

Étapes :

1 L’exploration des enjeux du marché

Elle doit être à mesure de permettre aux décideurs d’avoir une vue d’ensemble de l’environnement dans lequel ils évoluent ; de connaitre ses clients(poids, stratégie, marges, perspectives…) ; ses concurrents(stratégie de développement, facteurs de différenciation…) ; les nouveaux entrants, produits ou services de substitution ; les attentes des tendances, les évolutions technologiques et réglementaires, les coûts de l’énergie et des matières premières pour mieux se positionner et définir ses axes stratégiques.

2  L’offre de l’entreprise

A travers l’exploration du marché dans la première étape, l’entreprise doit pouvoir sur la base de ce qui a été détecté modeler son offre produits/services pour s’adapter aux exigences de son écosystème. Cette analyse doit lui permettre également d’identifier les nouveaux segments porteurs sur lesquels elle doit se positionner pour valoriser au mieux ses actifs et son savoir faire.

3 Les capacités de l’entreprise

Cette étape permet à l’entreprise d’évaluer sa chaîne de valeur ; de déterminer les compétences dont elle dispose et qui sont source d’avantage concurrentiel afin de les renforcer ou les passer en revue, les actifs organisationnels et technologiques, les actifs économiques (optimisation de parts de marché….), actifs commerciaux et financiers, actifs humains et de voir les ressources qui sont susceptibles d’être transformées en compétences pour aboutir à la notion de VRIO (Valeur,  Rareté, Inimitabilité, Organisation). Il s’agit d’une manière générale d’un diagnostic de la chaîne de valeur de l’entreprise pour identifier ses forces et ses faiblesses en interne et de déterminer en conséquence la stratégie appropriée. Cette veille ne peut être réalisée qu’après avoir fait une analyse de l’offre et que la production de connaissances est orientée vers la masse critique.

4 La masse critique

Il s’agit de déterminer si le marché et les clients sont entrain de se concentrer et si l’entreprise doit augmenter sa taille et sa surface pour rester un interlocuteur crédible et amortir le poids des frais de structure liés à l’intégration de nouvelles fonctions. On ne doit pas se plaire pour l’augmentation de sa taille, cela doit être réalisé qu’après un constat sur les signaux émis par le marché sur lequel nous évoluons ; il peut s’agir d’un potentiel de croissance sur le marché ou d’une quelconque augmentation de la demande constatée qui nous est favorable pour étendre les activités.

5  Le métier

Non pas du point de vue technique mais compris comme le point de rencontre entre les capacités de l’entreprise et les attentes du marché. Il exprime les capacités de l’entreprise à répondre aux exigences et aux besoins du marché et n’oubliez pas, tout métier n’a de sens que s’il nous permet d’offrir de la valeur qui en retour, nous donne la chance de bien se positionner et d’avoir une once d’avance sur nos concurrents. Il doit être exercé avec soin car avant tout, il constitue l’élément sur lequel nous serons jugés par ceux qui sont susceptibles d’utiliser notre offre grâce à sa valeur perçue.

Méthodologie et conseil :

Il apparaît parfois difficile d’être objectif soi-même et d’accepter voir les évolutions du marché qui peuvent remettre en question la viabilité de l’entreprise. Il est dans ce cas recommandé de faire appel à un tiers afin de faire une confrontation des points de vue.

L’avantage de ce schéma est qu’il synthétise la démarche d’analyse de l’écosystème pour éviter les impasses. Le raisonnement part des évolutions de l’écosystème et des besoins du marché ce qui va nous permettre de réaliser une veille proche de la réalité du marché. La précaution à prendre est une vision à long terme dû au fait que le retour sur investissement ne peut être réel que sur une longue période relativement 3 ans voir 5 ans.Savoir plus sur L’IE

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