The focus of this paper is on the evolution of the research business system since the 1950s as well as the development of competitive intelligence in the last decades. The purpose is to provide some background reference regarding pragmatic definitions and the major characteristics of ways of working now and in the future.
This paper seeks to make a contribution to the analysis phase of the intelligence cycle: the process of capturing analysing and subsequently disseminating market and competitive intelligence In this paper we provide an analytical framework for integrating market and competitive intelligence with other sources of market research evidence. We argue that the emerging interest in knowledge management (KM) provides an ideal vehicle for revisiting the way in which we incorporate market and competitive intelligence into an organisation's overall information armoury.
This paper gives an overview of some approaches of competitive intelligence followed by the description of a Competitive Intelligence Tracking System (CITS) as implemented in various French industrial groups. A precise presentation of the different networks of specialists involved in the system is given first followed by some examples of tools necessary to actually realize the system i.e. information schedule devices; affiliation files or relational files; informal information checklist and the output checklist. Using these tools the various components of the competitive intelligence tracking system actually constitute a bridge between market research and competitive intelligence by contributing in the transformation of information into intelligence. The impact of this system is quite difficult to measure but is estimated by using qualitative or quantitative indicators. To illustrate this impact successful examples are presented.
This paper attempts to illustrate the state of market intelligence/ competitive intelligence in Asia by presenting a case study on the use of market intelligence/ competitive intelligence in market entry decision- making in the soybean milk business in China. The client's situation and objectives are outlined the market intelligence/competitive intelligence approach taken is explained methodology detailed and main findings presented. Potential limitations to the market intelligence/competitive intelligence approach are highlighted throughout the case study. Finally some broad conclusions on trends in market intelligence/ competitive intelligence and potential problems and opportunities specific to Asia are made.
Market and competitive intelligence are derived from various management disciplines which are now converging to form a powerful new tool delivering considerable strategic competitive advantage. Market and competitive intelligence are therefore an important responsibility of top management and are primarily concerned with forecasting and predicting the future less with describing the past.
Against the background of European integration and globalisation of the aerospace industry competitive intelligence receives new significance. More than ever before good knowledge of ones competitors is essential if one wishes to succeed in the market. Structures such as those existing in the aerospace industry which are becoming more and more complex make it increasingly difficult to keep all relevant areas of competition under observation. In addition a global company spread over various locations suffers from a growing lack of transparency in its internal knowledge base and with a flood of external information swelling by day. This paper describes the structure and process of competition analysis at DaimlerChrysler Aerospace (Dasa) which enables the competitive scene to be kept under continuous observation and events relevant to the companys competitive position to be identified and announced in an early-warning system. The paper shows how it is possible to build such a system. The central area of activity is the formation of competitor working groups operating across the borders of individual departments.
Ever-increasing resources are being devoted to learning about customers. What do they want how do they perceive us and our offer how do we match up against the competition? Attendant pressures mount on research specialists product brand and marketing managers to provide insights to inform strategy formulation. While these investments are well motivated relatively little is known about whether they are value creating and if so how? This descriptive paper explores the relationship between market sensing activities and competitive performance. It cautions that many investments in learning about markets may not yield substantive returns without appropriate alignment of the supporting organizational infrastructure. Managers are urged that achieving organizational alignment is a requirement for making intelligence count.
This paper presents an overview of the global developments in competitive intelligence and discusses the development of business intelligence/ competitive intelligence in North America contrasting the development with other regions of the world. Competitive intelligence monitoring activities are also expanding globally which has introduced the challenge of capturing this information in global markets.
In industrial markets one of the most challenging aspects of market and competitive intelligence processes is the actual collection of data information and intelligence as a basis for knowledge. Compared to consumer markets industrial markets generally lack formalised information sources and data gathering processes. To compile meaningful data on competitors the practitioner of industrial market intelligence must probe in the dark using a whole range of tactile senses. This paper reviews the diversity of tools and techniques that can be applied to competitive intelligence in this sector the challenges one faces and the barriers of ethical practice that must be respected.
Data, data everywhere but no competitive intelligence in sight describes many of the competitive intelligence systems in place today. Competitive intelligence - when used to its fullest with adequate knowledge dissemination - can actually help overcome some of the problems of information management inherent in todays multi-division and global corporations. The corporate intranet appears to be the ideal way to successfully disseminate competitive intelligence. Intranets provide a powerful information technology that provide many benefits to competitive intelligence departments including: cost effectiveness; simplified system integration and growth; and enhanced security.
If competitive intelligence professionals are to add value to organisational imperatives intelligence must become a central component of users decision-making processes. Competitive intelligence must make a material difference to the agendas of policymakers. Competitive intelligence and often the very managers whose job it is to lead the intelligence initiative are not perceived as credible by the decisionmakers. At times intelligence with which executives disagree is ignored and in many instances the competitive intelligence team will concentrate on delivering what it assumes to be important rather than focus on topics which are of real concern to their customers. The outcome or more accurately lack of outcome is generally regarded as a failure of intelligence. This paper addresses some of the cultural and political hurdles that must be overcome and the steps competitive intelligence practitioners can take in order to ensure that intelligence becomes an indispensable management resource fully integrated into the processes of strategic and operational decision-making.
This paper considers the development of competitive intelligence as a formal discipline. The sums spent on competitor analysis in Europe are still relatively small but dependence on customer analysis is being diluted as an increasing number of companies appreciate that over-dependence on customer-driven strategies is less and less likely to produce results. In terms of their use of competitive intelligence companies seem to transition through a series of stages: competitor aware less; competitor sensitive; and competitor intelligent. The factors influencing the growth of competitive intelligence and constraints on the growth of competitive intelligence in Europe are also reviewed.