Foresight, Competitive Intelligence and Business Analytics — Tools for Making Industrial Programmes More Efficient

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

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The impact of firm size on competitive intelligence activities

foresight ◽

10.1108/fs-08-2020-0080 ◽

2020 ◽

Vol 22 (5/6) ◽

pp. 563-577

Author(s):

Jonathan Calof

Keyword(s):

Firm Size ◽

Design Methodology ◽

Competitive Intelligence ◽

Full Time ◽

Business Analytics ◽

Large Firms ◽

Process Variables ◽

Content Type ◽

Study Results ◽

The Impact

Purpose Given the importance of competitive intelligence (CI) to the economic performance of firms, understanding whether CI practice is impacted by firm size or by their awareness of CI maybe important when creating programs designed to improve firms’ CI performance. This paper aims to address this by examining the extent to which the CI practices of small and medium-sized enterprises (SMEs) and large firms differed using a sample of firms with knowledge/awareness of CI. Design/methodology/approach A survey was developed that included 10 CI organization questions and 67 CI process questions. The survey was sent to a sample with awareness/knowledge of CI – strategic and CI professionals (SCIP) members and individuals who had attended SCIP events T-tests were then used to compare the SME’s and large firms’ responses to the 10 CI organization and 67 CI process questions. Findings For firms with CI awareness/knowledge, the study results suggest that size has very little relationship with CI practice. Of the 10 CI organization variables, only two were significantly different between the SME’s and the large firms. Large firms had more full-time CI staff and were more likely to have a formal intelligence unit compared to the SME’s. Of the 67 CI process variables, only four were significantly different between the SME’s and the large firms. Large firms made more use of company intranet for distributing CI findings use business analytics software and use commercial databases for information than SME’s while the SME’s used social media, in particular Facebook more than large firms, in their competitive intelligence activities. Originality/value This study uses a sample frame of firms with CI awareness/knowledge in examining differences between SME’s and large firms CI practices.

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Big Data, Knowledge, and Business Intelligence

Advanced Methodologies and Technologies in Business Operations and Management - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-7362-3.ch042 ◽

2019 ◽

pp. 569-577

Author(s):

G. Scott Erickson ◽

Helen N. Rothberg

Keyword(s):

Big Data ◽

Knowledge Management ◽

Competitive Advantage ◽

Intellectual Capital ◽

Business Intelligence ◽

Competitive Intelligence ◽

Business Analytics ◽

The Past ◽

The People ◽

Tools And Techniques

Knowledge management (KM), intellectual capital (IC), and competitive intelligence are distinct yet related fields that have endured and grown over the past two decades. KM and IC have always differentiated between the terms and concepts of data, information, knowledge, and wisdom/intelligence, suggesting value only comes from the more developed end of the range (knowledge and intelligence). But the advent of big data/business analytics has created new interest in the potential of data and information, by themselves, to create competitive advantage. This new attention provides opportunities for some exchange with more established theory. Big data gives direction for reinvigorating the more mature fields, providing new sources of inputs and new potential for analysis and use. Alternatively, big data/business analytics applications will undoubtedly run into common questions from KM/IC on appropriate tools and techniques for different environments, the best methods for handling the people issues of system adoption and use, and data/intelligence security.

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Foresight, Competitive Intelligence and Business Analytics for Developing and Running Better Programmes

Deploying Foresight for Policy and Strategy Makers ◽

10.1007/978-3-319-25628-3_11 ◽

2016 ◽

pp. 161-180 ◽

Cited By ~ 1

Author(s):

Jonathan Calof ◽

Gregory Richards ◽

Jack Smith

Keyword(s):

Competitive Intelligence ◽

Business Analytics

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Literature review of Applications of Business Intelligence, Business Analytics and Competitive Intelligence

International Journal of Scientific and Research Publications (IJSRP) ◽

10.29322/ijsrp.8.8.2018.p8099 ◽

2018 ◽

Vol 8 (8) ◽

Author(s):

Vikram Shende ◽

R. Panneerselvam

Keyword(s):

Literature Review ◽

Business Intelligence ◽

Competitive Intelligence ◽

Business Analytics

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Examination in B2B trade show: the effects of competitive intelligence and the information management system on the exhibitor's marketing strategy

Journal of Marketing Analytics ◽

10.1057/s41270-020-00096-2 ◽

2021 ◽

Author(s):

Pedro Mendonça Silva

Keyword(s):

Marketing Strategy ◽

Information Management ◽

Management System ◽

Information Management System ◽

Competitive Intelligence ◽

Trade Show

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The development of methods of competitive intelligence based on the concept of fuzzy logic statements (on materials of the glass industry)

System analysis in economics – 2018: Proceedings of the V International research and practice conference–biennale (21–23 november 2018) ◽

10.33278/sae-2018.eng.213-217 ◽

2018 ◽

Author(s):

Irina Aleksandrova ◽

Aleksey Gubernatorov

Keyword(s):

Fuzzy Logic ◽

Glass Industry ◽

Competitive Intelligence

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Information And Map-Made Control With The Functions Of Business Analytics For Urban Management

Promyshlennoe i Grazhdanskoe Stroitel stvo ◽

10.33622/0869-7019.2019.08.72-78 ◽

2019 ◽

pp. 72-78

Keyword(s):

Large Scale ◽

Information Support ◽

Urban Management ◽

Business Analytics ◽

Administrative District ◽

The North ◽

Model Of Management ◽

Complex Development ◽

Coordination System ◽

Key Aspects

The key aspects of the process of designing and developing an information and cartographic control tool with business analytics functions for the municipal level of urban management are considered. The review of functionality of the developed tool is given. Examples of its use for the analysis and monitoring of implementation of the program of complex development of territories are given. The importance of application of information support of management and coordination at all levels of management as an integral part of the basic model of management and coordination system of large-scale urban projects of dispersed construction is proved. Information and map-made tool with business intelligence functions was used and was highly appreciated in the preparation of information-analytical and presentation materials of the North-Eastern Administrative District of Moscow. Its use made it possible to significantly optimize the list of activities of the program of integrated development of territories, their priority and timing.

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