Gauging the returns on investments in Competitive Intelligence: A three-step analysis for executive decision makers

1999 ◽  
Vol 10 (1) ◽  
pp. 4-11 ◽  
Author(s):  
S. David Kilmetz ◽  
R. Sean Bridge
Keyword(s):  
Decision Makers ◽  
Competitive Intelligence

Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 2215-2225
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

scholarly journals Towards a universal competitive intelligence process model

2013 ◽  
Vol 15 (2) ◽  
Author(s):  
Rene Pellissier ◽  
Tshilidzi E. Nenzhelele
Keyword(s):  
Content Analysis ◽  
Current Literature ◽  
Search Engines ◽  
Process Model ◽  
Relevant Literature ◽  
Decision Makers ◽  
Process Models ◽  
Competitive Intelligence ◽  
Competitive Edge ◽  
Do So

Background: Competitive intelligence (CI) provides actionable intelligence, which provides a competitive edge in enterprises. However, without proper process, it is difficult to develop actionable intelligence. There are disagreements about how the CI process should be structured. For CI professionals to focus on producing actionable intelligence, and to do so with simplicity, they need a common CI process model.Objectives: The purpose of this research is to review the current literature on CI, to look at the aims of identifying and analysing CI process models, and finally to propose a universal CI process model.Method: The study was qualitative in nature and content analysis was conducted on all identified sources establishing and analysing CI process models. To identify relevant literature, academic databases and search engines were used. Moreover, a review of references in related studies led to more relevant sources, the references of which were further reviewed and analysed. To ensure reliability, only peer-reviewed articles were used.Results: The findings reveal that the majority of scholars view the CI process as a cycle of interrelated phases. The output of one phase is the input of the next phase.Conclusion: The CI process is a cycle of interrelated phases. The output of one phase is the input of the next phase. These phases are influenced by the following factors: decision makers, process and structure, organisational awareness and culture, and feedback.

scholarly journals Competitive intelligence: Leaven of a New Managerial Device for Decision Support

2015 ◽  
Vol 16 (1) ◽  
pp. 167
Author(s):  
Salima El Fadili ◽  
Firdaous Gmira
Keyword(s):  
Decision Making ◽  
Management Practices ◽  
Business Environment ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Strategy Formulation ◽  
Sustained Competitive Advantage ◽  
The Earth ◽  
Research Task ◽  
The Right

In a highly competitive environment saturated in information traversing the earth in nanosecond, the major challenge for companies is to have the right information at the right time, to exploit it and transform it into useful organizational knowledge for strategy formulation and decision-making. Nowadays, several management practices have been developed and designed to cope with the complexity that exists in the business environment and to maintain a sustained competitive advantage. Competitive intelligence is one of these innovative strategic management practices that play an increasingly important role in decision-making. This article attempts to present an overview of its fundamental concepts, functions and process and to explain how information is utilized in supporting decision-making process. The findings of this research suggest that decision makers should focus on developing competitive intelligence process in their organizations. This paper falls under a research task that was not confronted yet with the test of the terrain survey.

scholarly journals A conceptual competitive intelligence quality assurance model

2015 ◽  
Vol 4 (4) ◽  
pp. 685-696
Author(s):  
Tshilidzi Eric Nenzhelele
Keyword(s):  
Quality Of Life ◽  
Decision Making ◽  
Quality Assurance ◽  
Content Analysis ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Quality Of Information ◽  
Quality Problem

Competitive Intelligence (CI) improves the quality of product and service, decision-making and it improves quality of life. However, it has been established that decision makers are not happy about the quality of CI. This is because enterprises fail in quality assurance of CI. It has been concluded that most enterprises are clueless concerning CI quality assurance. Studies that previously attempted to resolve CI quality problem were limited in scope and focused too much on the quality of information than the overall CI quality. The purpose of this study is to propose a conceptual CI quality assurance model which will help in quality assurance of CI. The research was qualitative in nature and used content analysis.

Discovering Patterns in Order to Detect Weak Signals and Define New Strategies

2012 ◽  
pp. 195-211 ◽  
Author(s):  
Anass El Haddadi ◽  
Bernard Dousset ◽  
Ilham Berrada
Keyword(s):  
Data Mining ◽  
Correspondence Analysis ◽  
Sequence Data ◽  
Multiple Correspondence Analysis ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Weak Signals ◽  
New Strategies

Competitive intelligence activities rely on collecting and analyzing data in order to discover patterns from data using sequence data mining. The discovered patterns are used to help decision-makers considering innovation and defining the strategy for their business. In this chapter we present four methods for discovering patterns in the competitive intelligence process: “correspondence analysis,” “multiple correspondence analysis,” “evolutionary graph,” and “multi-term method.”

Organizational experience of social media: impacts on competitive intelligence

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diogo Carvalho ◽  
Winnie Picoto ◽  
Peter Busch
Keyword(s):  
Social Media ◽  
Organizational Context ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Structured Interviews ◽  
Content Type ◽  
Fortune 1000 ◽  
University Professor ◽  
Potential Impact ◽  
The Individual

Purpose The paper aims to clarify the potential impact of data gathered from social media (SM) in the competitive intelligence (CI) process of organizations. As use of SM expands, analysis of this data becomes a critical business need providing essential support for decision makers. This paper seeks to examine how SM be used to enhance CI in an organizational context. Design/methodology/approach This paper adopted an exploratory mixed-method approach followed by a sequential and equal status design, with qualitative semi-structured interviews, accounting for the qualitative study and serving as precursor to a quantitative structured survey. Interviewees included a university professor and CI consultant, an SM analyst and a subject in a management position – all in the field of CI. A survey was sent to Fortune 1000 companies. Some 227 companies replied. Findings The findings were that the majority of respondents produce CI reports at least monthly, and that information transmitted mainly by presentation within organizations. Over 70% of companies outsource CI activities to specialized firms, while 80.9% of organizations felt CI improved their relationship with their customers. Not surprisingly, as the number of people dedicated to CI activities increased, the likelihood of an organization hiring outside companies specializing in CI diminished. Research limitations/implications All organizations sampled were large US companies; thus, small- and medium-sized enterprises were excluded, as were non-US viewpoints. As survey respondents were anonymous, the source of data at the level of the individual is missing. Finally, only three interviewees provided the qualitative data. Practical implications This investigation determined organizations should have an established and well-structured CI department. Furthermore, such a department should have between five and ten employees to maximize the potential. Outsourcing depends on the company’s specific needs. Nevertheless, regardless of whether it outsources CI activities or not, each firm should monitor SM to enhance the CI process. Originality/value Much SM-based CI is either non-existent or in “embryotic” stages in most companies, and therefore still a work in progress. Furthermore, as SM is a relatively new phenomenon, studies supporting its implementation are scarce. Companies stand to gain significant improvements to CI if SM is effectively used.

Developing a Typology of Competitive Intelligence Proficiency: The Case of French SMEs and Funded Intervention Programs

2018 ◽  
Vol 20 (2) ◽  
pp. 119-133
Author(s):  
Sophie LARIVET ◽  
Jamie SMITH ◽  
Sheila WRIGHT
Keyword(s):  
Policy Decision ◽  
Decision Makers ◽  
Intervention Programs ◽  
Competitive Intelligence ◽  
Publicly Funded ◽  
Early Stages ◽  
Chambers Of Commerce ◽  
Perceived Constraints

This article reports on a study about the evolution of SMEs’ Competitive Intelligence (CI) practices, in the French context of a public CI policy. Fifteen Directors of CI programs at Chambers of Commerce were interviewed and 176 SME decision-makers surveyed. An important contribution is a typology of SMEs including perceived constraints, advisors, and attitudes towards CI. We conclude that SMEs find appropriate help through publicly funded programs at the early stages of CI practice, whereas consultants are effective to guide them towards higher levels of performance. The findings are of significance to SME managers, CI providers and policy decision-makers.

scholarly journals Proposal of an assessment scale in competitive intelligence applied to the tourism sector

2017 ◽  
Vol 7 (1) ◽  
Author(s):  
Gisela Casado Salguero ◽  
Pedro Carlos Resende Jr. ◽  
Ignacio Aldeanueva Fernández
Keyword(s):  
Decision Making ◽  
Information Acquisition ◽  
Information Needs ◽  
Decision Makers ◽  
Assessment Scale ◽  
Competitive Intelligence ◽  
Content Validation ◽  
Uncertain Environments ◽  
Validation Method ◽  
Tourism Sector

Companies operate in uncertain environments, where decision-making is acomplex task. Thus, one of the key elements to take into account in the aforementioned decision-making is the environment in which the business operates. This is where competitive intelligence (CI) makes sense, understood as the process of establishing the environmental information needs, information acquisition and its analysis, transforming it into intelligence and putting it at the service of decision-makers in the company. This paper focuses on theproposal of a CI model that can be applied in the tourism sector, specifically in hotels, due to the relevance of this sector in many economies worldwide. In order to build the model a deep review of the CI literature was made and subsequently the content validation method was applied, for the purpose of identifying the most important items in the two first stages of the CI cycle: planning and collection.

scholarly journals Interpreting, analyzing and distributing information: A big data framework for competitive intelligence

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Eduardo Luis Casarotto ◽  
Guilherme Cunha Malafaia ◽  
Marta Pagán Martínez ◽  
Erlaine Binotto
Keyword(s):  
Artificial Intelligence ◽  
Big Data ◽  
Technological Innovation ◽  
New Technologies ◽  
Decision Makers ◽  
Strategic Decision ◽  
Competitive Intelligence ◽  
Technological Innovations ◽  
Data Sets ◽  
Data Framework

This paper aimed to develop a data-based technological innovation frameworkfocused on the competitive intelligence process. Technological innovations increasinglytransform the behavior of societies, affecting all sectors. Solutions such as cloud computing, theInternet of Things, and artificial intelligence provide and benefit from a vast generation of data:large data sets called Big Data. The use of new technologies in all sectors increases in the faceof such innovation and technological mechanisms of management. We advocated that the use ofBig Data and the competitive intelligence process could help generate or maintain a competitiveadvantage for organizations. We based the proposition of our framework on the concepts of BigData and competitive intelligence. Our proposal is a theoretical framework for use in thecollection, treatment, and distribution of information directed to strategic decision-makers. Itssystematized architecture allows the integration of processes that generate information fordecision making.

scholarly journals Editorial note 2013 Vol 3 No 2

2013 ◽  
Vol 3 (2) ◽  
Author(s):  
Klaus Solberg Söilen
Keyword(s):  
Business Intelligence ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Editorial Note ◽  
Information Technology Adoption ◽  
Strategic Intelligence ◽  
Female Authors ◽  
Current Scenario ◽  
Retail Banks ◽  
A Current

The sixth issue of JISIB marks the journal’s second anniversary. Again we are delighted to welcome contributions by academics from so many different countries, with so many different backgrounds. The academic contributions of our female authors continue to show also in this issue. If this issue should have one common theme it would be related to Brazil. It is not a special issue on Brazil, but we saw the possibility to include three articles which relates to the experience of competitive intelligence in this country. However, the first article by Sheila Wright, Christophe Bisson, and Alistair Duffy entitled “Competitive Intelligence and Information Technology Adoption of SMEs in Turkey: Diagnosing Current Performance and Identifying Barriers“ is on another topic and deals with SMEs need to improve intelligence-based output to decision-makers. Based on empirical findings the aim has been to identify and classify CI behaviour and attitudes of SMEs in Turkey.The second article by A.S.A. du Toit is entitled “Comparative Study of Competitive Intelligence Practices between Two Retail Banks in Brazil and South Africa” , where it is concluded that respondents in the bank in Brazil cope better with changes in the external environment.The next article by Zhanna Abzaltynova and Janice Williams entitled “Developments in Business Intelligence Software” is an evaluation of BI vendors and software with extensive rankings.The article by Francisco Carlos Paletta entitled “Brazil - Evolutions in CI and some aspects of a current scenario”, is a summary of research done on the introduction of competitive intelligence in Brazil. The article also gives a brief idea about its current status.In the opinion section we have included an article by Francisco Carlos Paletta and Nilson Dias Vieira Junior entitled “ICT Lifecycle and its Major Role in The Development of Strategic Intelligence”. It is an evaluation of the existing ICT framework for competitive intelligence in Brazil.As always we would first of all like to thank the authors for their contributions to this issue of JISIB.

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