Competitive intelligence

Ethics in the Competitive Intelligence Industry Competitive Intelligence (CI) can be defined as coordinated research of an organization’s competition within a specific industry. CI assesses those who compete for market share and attempts to guess the actions of competitors before those actions are introduced in the marketplace. The vision of Strategic and Competitive Intelligence Professionals (SCIP) is, “Better decisions through competitive intelligence” (Vision & Mission, n.d. para. 1). SCIP’s

The concept Competitive Intelligence has a rich tradition (Juhari and Stephens, 2006), and it has strong bases in military science and holds a rich history dating back to more than 5,000 years (Tao and Prescott, 2000).. In the recent history, especially in the management field, this concept has been examined for many times under different titles. For example, Aguilar (1967) and Fahey and King (1977) invented the phrase environmental scanning, which concentrated on how the executives scan their organizations’

1. Definition of Competitive Intelligence (CI). CI is ‘the collection of information, internal, external and from competitors, but also from customers, suppliers, technologies, environments, and potential business to provide early warning and help to predict the moves of competitors, customers, and governments’ (Calof and Wright, 2008, p. 723; Gilad, 1996). Competitive Intelligence is the process of collecting, analyzing, and distributing actionable intelligence about customers, producer, suppliers

The course lecturer will have argued that “strategy without intelligence isn’t strategy, its guessing”. Some managers however take the view that a competitive strategy that is rigorously developed around a strong set of product/service offerings, regardless of rivals intentions, plans, and actions, will, in any event, ‘win the day’. Your task is to defend, through evidence and argument one of these two (or alternative) views. 1. Introduction In the 1960s and 1970s, firms across the world

Chapter 10 Module: Planning and control techniques Competitive Intelligence: Page 295 Page 295, under the heading Competitor Intelligence, 1st paragraph, 4th line onwards replace from ‘Let’s look…’ till ‘counteract this competitive attack Let us look at an example of how one organization used competitive intelligence to detect potential threats. The acquisition of the PC division of IBM by Lenovo, a company based in People's Republic of China (PRC), involved a research by CFIUS, the US institute

more open for upward influence and subordinates will be more inspired and motivated to exert upward influence. On the basis of CSR and upward influence behavior, competitive intelligence plays not only a tactical role but a strategic role as well. So, in this paper we are discussing the role of team process on competitive intelligence scanning in hospitals in Vietnam. For about half a century all the hospitals in Vietnam are state owned . The common scene then in the hospitals was that the

The course lecturer will have argued that “strategy without intelligence isn’t strategy, its guessing”. Some managers however take the view that a competitive strategy that is rigorously developed around a strong set of product/service offerings, regardless of rivals intentions, plans, and actions, will, in any event, ‘win the day’. Your task is to defend, through evidence and argument one of these two (or alternative) views. 1. Introduction In the 1960s and 1970s, firms across the world faced

that area before they ever decide to open up a new store. Marketing research will inform a company what will sell and what will not sell in an area and the main focus of a company should be researching the customers in the area and knowing competitive intelligence. If a company uses great marketing research it will give them the best chance to put together a great marketing plan and be successful. Kudler Fine Foods is a company that has been around since 1998 and currently has three different stores

organizations develop and enhance their competitive intelligence skills. Some of these have been geographically focused (offered in one or more regions to help develop and enhance the local economy) and some have been sectoral focused, providing training and intelligence assistance to companies in multiple regions but in a specific sector. a. Introduction to CI/skills development: These type of programs introduce participants to the concept of competitive intelligence and some of the skills required to

services and the threat of new entrants in this case was managed by AT&T, first, eliminating three party contractors and given the possibility directly AT&T to know and lure customers in order to increase not only their competitive advantage, but also, their competitive intelligence. Having direct communication with their customers enables AT&T to develop new strategies, products and services and avoid new entrants in their business. Also given the rivalry among existing competitors in this industry