scholarly journals Towards a universal definition of competitive intelligence

2013 ◽  
Vol 15 (2) ◽  
Author(s):  
Rene Pellissier ◽  
Tshilidzi E. Nenzhelele
Keyword(s):  
Competitive Advantage ◽  
Business Intelligence ◽  
Search Engines ◽  
Relevant Literature ◽  
Competitive Intelligence ◽  
Competitive Environment ◽  
Marketing Intelligence ◽  
Universal Definition ◽  
Definition Of ◽  
Common Understanding

Background: Enterprises face intense competition caused by globalisation. Consequently, enterprises look for tools that provide a competitive advantage. Competitive intelligence (CI) provides a competitive advantage to enterprises of all sizes. There are many definitions of CI but no universally accepted one.Objectives: The purpose of this research is to review the current literature on CI with the aim of identifying and analysing CI definitions to establish the commonalities and differences, to propose a universal and comprehensive definition of CI and to set the borders of CI for common understanding amongst CI stakeholders.Method: The study was qualitative in nature and content analysis was conducted on all identified sources establishing and analysing CI definitions. To identify relevant literature, academic databases and search engines were used. A review of references in related studies led to more relevant sources, the references of which were further reviewed and analysed. Keywords ‘competitive intelligence’, ‘marketing intelligence’ and ‘business intelligence’ were used in search engines to find relevant sources. To ensure reliability, only peer-reviewed articles were used.Results: The majority of scholars define CI as a process and acknowledge that CI is collected from the internal and external or competitive environment. They also outline the goals of CI, which are to help in decision-making and provide a competitive advantage.Conclusion: The proposed definition outlines the process, purpose, source, deliverables, beneficiaries, benefit, ethicality and legality of CI, sets out the borders of CI and ensures a common understanding amongst CI stakeholders.

scholarly journals Harmonizing intelligence terminologies in business: Literature review

2014 ◽  
Vol 3 (4) ◽  
pp. 156-162
Author(s):  
Sivave Mashingaidze
Keyword(s):  
Literature Review ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Operating Environment ◽  
Market Intelligence ◽  
Strategic Intelligence ◽  
The Common ◽  
Definition Of ◽  
Competitor Intelligence ◽  
Common Understanding

The principal objective of this article is to do a literature review of different intelligence terminology with the aim of establishing the common attributes and differences, and to propose a universal and comprehensive definition of intelligence for common understanding amongst users. The findings showed that Competitive Intelligence has the broadest scope of intelligence activities covering the whole external operating environment of the company and targeting all levels of decision-making for instance; strategic intelligence, tactical intelligence and operative intelligence. Another terminology was found called Cyber IntelligenceTM which encompasses competitor intelligence, strategic intelligence, market intelligence and counterintelligence. In conclusion although CI has the broadest scope of intelligence and umbrella to many intelligence concepts, still Business Intelligence, and Corporate Intelligence are often used interchangeably as CI.

Big Data, Knowledge, and Business Intelligence

2018 ◽  
pp. 943-950
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.

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 research: an investigation of trends in the literature

2015 ◽  
Vol 5 (2) ◽  
Author(s):  
A.S.A. Du Toit
Keyword(s):  
Content Analysis ◽  
Business Intelligence ◽  
Competitive Intelligence ◽  
Subject Field ◽  
Extant Literature ◽  
Marketing Intelligence

This article looked at competitive intelligence research reported from 1994 to 2014 in the ABI/Inform database to determine the development of competitive intelligence as subject field. This development can be attributed to several factors. Content analysis was used to establish research patterns and the author based the analysis on the extant literature and on the 338 articles that were gathered from the ABI/Inform database. Only peer-reviewed articles were analysed. The most popular term used in the literature is competitive intelligence, followed by business intelligence and marketing intelligence. The journals in which the articles appeared are scattered and few journals have published more than ten competitive intelligence articles. Few authors have published more than five articles. 

scholarly journals A Framework for Enhancing Competitive Intelligence Capabilities using Decision Support System based on Web Mining Techniques

2009 ◽  
Vol 4 (4) ◽  
pp. 326 ◽  
Author(s):  
Ionuț Anica-Popa ◽  
Gabriel Cucui
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Support System ◽  
Business Intelligence ◽  
Web Mining ◽  
Business Strategies ◽  
Competitive Intelligence ◽  
Tools And Techniques

Nowadays Competitive Intelligence (CI) represents one of the most important pieces in strategic management of organizations in order to sustain and enhance competitive advantage over competitors. There are some studies that claim that a successful strategic management is influenced by the accuracy of external environment’s evaluation and, in the same time, in order to have correct and complete business strategies it is necessary to be sustained by competitive advantage. But till at the beginning of ’80 the things were totally different. This paper will present the evolution and the objectives of CI, the results of using CI in organizations and how can be improved the CI process using tools and techniques provided by business intelligence (BI). The study will propose a framework of a decision support system based on web mining techniques in order to enhance capabilities of organization’s competitive intelligence.

Big Data, Knowledge, and Business Intelligence

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.

scholarly journals Investigating the use of business, competitive and marketing intelligence as management tools in the mining industry

2016 ◽  
Vol 14 (2) ◽  
pp. 27-35
Author(s):  
Dinko Herman Boikanyo ◽  
Ronnie Lotriet ◽  
Pieter W. Buys
Keyword(s):  
Decision Making ◽  
Business Intelligence ◽  
Business Performance ◽  
Significant Proportion ◽  
Mining Industry ◽  
Strategic Decision ◽  
Competitive Intelligence ◽  
Strategic Decision Making ◽  
Management Tools ◽  
Marketing Intelligence

The main objective of this research study is to investigate the extent to which business intelligence, competitive intelligence and marketing intelligence are used within the mining industry. Business intelligence, competitive intelligence and marketing intelligence are the management tools used to mine information to produce up-to-date intelligence and knowledge for operative and strategic decision making. A structured questionnaire is used for the study. A total of 300 mines are randomly selected from a research population of mining organizations in South Africa, Africa and globally. The respondents are all part of senior management. A response rate of 64% is achieved. The results indicat that more than half of the respondents do not have real-time intelligence and proper data mining tools to identify patterns and relationships within a data warehouse. Although a large proportion agrees that their organizations have systematic ways of gathering these different types of intelligence and use them for strategic decision making, there is a significant proportion that did not have any systems. Statistically and practically significant positive relationships with a large effect are found among the dimensions of business intelligence, marketing intelligence, competitive intelligence and perceived business performance

scholarly journals Competitive intelligence – tool obtaining specific basic for strategic decision making TOP management firm

2010 ◽  
Vol 58 (6) ◽  
pp. 43-50 ◽  
Author(s):  
František Bartes
Keyword(s):  
Business Intelligence ◽  
Information Sources ◽  
Strategic Decision ◽  
Competitive Intelligence ◽  
Strategic Decision Making ◽  
Industrialized Countries ◽  
Legal Information ◽  
The Difference ◽  
Definition Of ◽  
Intelligence Service

This article deals with the Competitive Intelligence perception with the regards of its relation to Business Intelligence concept. In this paper the author makes his own definition of Competitive Intelligence. Author describes his Competitive Intelligence concept based on state intelligence service principles with the difference that author takes in consideration only the usage of legal information sources and legal working methods. The basis for his Competitive Intelligence understanding is kept in comparison of the two different meanings of the word information. Author states for the Competitive Intelligence needs is necessary to understand the word information in not only its own meaning as objective entity, but is it also needed relate this information with receiver (analytics), who is able to interpret the content of the information based on his/her knowledge and experiences. This way the author understands the Competitive Intelligence as a prediction about future external environment situation. Further the author describes the Competitive Intelligence as an application discipline of systems theory. In discussion part is the attention paid to Competitive Intelligence units in advanced industrialized countries, mainly to Competitive Intelligence Center and Innovation Intelligence Center.

Communities of Practice as Work Teams to Knowledge Management

2011 ◽  
pp. 32-45
Author(s):  
Celia Zárraga-Oberty
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Competitive Advantage ◽  
Work Teams ◽  
Organizational Knowledge ◽  
Competitive Environment ◽  
Individual Autonomy ◽  
Strategic Resource ◽  
Common Understanding

In today’s competitive environment, it is widely accepted that knowledge is a key strategic resource. Nevertheless, to be a source of competitive advantage, the knowledge embedded in individuals must be transformed into organizational knowledge. This chapter defends the idea that this process can happen in work teams, but only if they have the necessary characteristics to be considered communities of practice. These characteristics are: self-managed teams whose members have individual autonomy, heterogeneous and complementary skills, a common understanding, with a leader that encourages work teams and a climate of trust which favors knowledge management.

scholarly journals Exploratory study of competitive intelligence in Mexico

2019 ◽  
Vol 8 (3) ◽  
Author(s):  
Eduardo Rafael Poblano Ojinaga
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Exploratory Study ◽  
Decision Makers ◽  
Competitive Intelligence ◽  
Competitive Environment ◽  
Or Practice ◽  
Intelligence Theory

In order to increase their competitiveness, companies need information forproblem analysis, to develop strategies and for decisions making. One way to achieve this isthrough methodologies, among which competitive intelligence stands out. For Pellissier &Nenzhelele (2013) competitive intelligence is a process or practice that produces anddisseminates actionable intelligence by planning, ethically and legally collecting, processing andanalyzing information from and about the internal and external or competitive environment inorder to help decision-makers in decision-making and to provide a competitive advantage to theenterprise. Because of its importance this paper presents an investigation using a meta-analysismethodology of 72 papers published between 2000 and 2015 of applications of competitiveintelligence in México. In recent years the practice of competitive intelligence has beenincreasing in México, though its use is not yet widespread. This is why it is important todisseminate and promote the growth of competitive intelligence theory.

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