data gathered to improve an organization's competitive capacity. Competitive intelligence may include, for example, information about competitors' plans, activities, or products, and may sometimes be gained through industrial espionage. Such information can have a significant impact on a company's own plans: it could limit the effectiveness of a new product launch, or identify growing threats to important accounts, for example. Unless organizations monitor competitor activity and take appropriate action, their business faces risk.
This article discusses about Competitive Intelligence. The question it tries to address is how does competitive intelligence fit into the strategic planning process? How does competitive intelligence fit into the strategic planning process? In short, CI is the purposeful and coordinated monitoring of competitors, wherever and whoever they may be,...
Competitive intelligence enables an organization to successfully compete in the marketplace. It usually involves the use of information. Companies that succeed in global market are the ones that gather, analyze, and strategically use information to the best of their abilities. Despite the various benefits of competitive intelligence, organizations are surrounded...
It is estimated that competitive forces will be much stronger for organizations when slower-growing markets mean less to go around for everybody. Market intelligence and competitive strategy as a cornerstone business discipline will become more important
From the executive summary: ‘Competitive Intelligence CI is the practice of examining the external competitive environment-direct rivals, clients, economic/regulatory matters, and more-to support the development of more resilient, robust strategy and tactics. The intelligence outcome is meaningful, actionable, and provides an insight about change and future developments and their implications...
Competitive advantages and disadvantages are the strengths and weaknesses of a corporation relative to its present and likely competitors. The overall business intelligence concept is dependent on a process to manage information, using a methodology that integrates with the corporation's functionality and automation. This Business Intelligence Process BIP is equally...
Competitive intelligence CI as we know it is dead. It has been and will continue to be a failed concept. This is because competition in business is likewise a dead animal; those CI functions that continue to focus so narrowly on competitors will continu
Article discusses about some of the fundamental information one needs to collects, to guide the strategic market planning process: customer intelligence, competitive intelligence, and market intelligence. Marketers use the intelligence as insight into the
Competitive analysis is a vital function at a company, especially in the fast changing software industry. Yet it is an activity that is often neglected or haphazard. Usually, gathering competitive intelligence doesn't fall squarely in the camp of one department. In fact, like product management itself, ultimate responsibility for competitive...
Strategic marketing planning process calls for using fundamental information, which includes customer intelligence, competitive intelligence, and market intelligence. The aforesaid factors influence marketing strategies and help in boosting sales. Experts suggest that a new form of information viz. financial intelligence can also add a disciplined approach to marketing campaign development....
This paper uses Competitive Intelligence Program as an analogy for explaining the critical aspects of measurement in organizational research. A conceptual model of Competitive Intelligence Program is developed based on extant practitioner literature. Key aspects of this model are then used for defining the 'critical ingredients' of measurement in organizational...
Competitive advantage is the measure of a firm’s competencies and performance against the factors prevailing in the firm’s external environment. Intense competition between rival firms marks the external environment of an organization. The different firms engage in moves and counter moves to seek competitive advantage. Competitive intelligence is collecting appropriate...
It's important to complete a competitive analysis during the start-up phase of one's new business, about the time the person putting together the marketing plan. In fact, if a person gets underway without performing a competitive analysis, the person runs the risk of creating marketing tools and product or service...
Business intelligence" refers to the practice of collecting and analyzing competitive information in the marketplace to assist an enterprise in self-analysis and redirection of its resources to maintain and improve competitiveness. "Industrial espionage" refers to the clandestine methods of obtaining competitive information that is not publicly available. As a legal...
The intersection of New Product Development NPD and Competitive Intelligence CI affects many areas of effectiveness of market and competitive strategy. Ranging from understanding the markets into which new products will be sold to determining which products have commercial potential; CI offers NPD the chance to more effectively and efficiently...
It is clear that the fundamental goal of the firm is to earn a return on investment on its capital that exceeds the cost of its capital. There are two basic ways a firm can accomplish this core goal: 1. Exist in an industry where the economic conditions are favorable,...
Competitive rate intelligence provides the external benchmark to ensure a person's strategies are as sound in the marketplace as they are in the minds of the person's executives. ALM balance sheet modeling is the internal benchmark for evaluating the impact of pricing decisions on the balance sheet given various interest...
Supply Chain Intelligence is a new initiative that provides the capability to extract, sense, and analyze information about a supply chain. It enhances an executive's ability to reason through business outcomes and prescribes the best course of action for focusing an organization on the highest impact activities. This paper will...
This article discusses about Knowledge Management. One of the most compelling reasons to use Knowledge Management KM is that of Competitive Intelligence CI. This discussion illustrates findings from a leading CI firm with regard to how CI is best implemented within a KM framework. It examines, how KM can become...
Profiling Your CompetitorsInvisible CompetitionYou might also want to read Ken Fox's article in the September-October 2006 issue of "Competitive Intelligence" magazine (page 41), the official publication of SCIP, entitled" "Invisible Competition: Think Differently."Mystery shopping and strategic planningSmall businesses can benefit from this, as they often can be more responsive than...
This white paper explores the growth of business intelligence as a key corporate asset, and how its increasing popularity has reduced its competitive impact: it's hard to get an advantage by doing the same thing everyone else is doing. Instead, the paper argues, companies need to look at transforming their...
