PurposeThe paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.Design/methodology/approachThe paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.FindingsCompetitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.Research limitations/implicationsA study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.Practical implicationsAcademics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.Originality/valueA number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.

Although it is possible to prevent and contain both man made and natural disasters, it has to be said that the increase in the world's population is likely to increase further the frequency of a major disaster occurring. Disaster management and planning needs to be placed in a holistic setting, and new initiatives found in order to ensure that a disaster is viewed as a shared responsibility. One area that needs further attention is the concept of community policing and what community policing incorporates. Often, a disaster is on such a scale that local community leaders need to be consulted during the disaster limitation and containment stage. It is essential, therefore, that experts from overseas countries brought into the disaster arena, are able to communicate fully and openly with community leaders in order to gain the support of the community.

Exercises, drills, or simulations are widely used, by governments, agencies and commercial organizations, to simulate serious incidents and train staff how to respond to them. International cooperation has led to increasingly large-scale exercises, often involving hundreds or even thousands of participants in many locations. The difference between 'large' and 'small' exercises is more than one of size: (a) Large exercises are more 'experiential' and more likely to undermine any model of reality that single organizations may create; (b) they create a 'play space' in which organizations and individuals act out their own needs and identifications, and a ritual with strong social implications; (c) group-analytic psychotherapy suggests that the emotions aroused in a large group may be stronger and more difficult to control. Feelings are an unacknowledged major factor in the success or failure of exercises; (d) successful large exercises help improve the nature of trust between individuals and the organizations they represent, changing it from a situational trust to a personal trust; (e) it is more difficult to learn from large exercises or to apply the lessons identified; (f) however, large exercises can help develop organizations and individuals. Exercises (and simulation in general) need to be approached from a broader multidisciplinary direction if their full potential is to be realized.

Partnership arrangements involving institutions of further and higher education provide educational provision to a broad audience. It is essential that within the framework of a partnership arrangement there is a structure in place which allows senior academics and administrators to ensure that the partnership is maintained, developed and realizes the objectives set by senior management. This paper makes reference to a centre of entrepreneurship, which academics and administrators can establish, to facilitate the development of partnership arrangements and can be viewed also as a catalyst for developing new products and services which can be turned into marketable products and services, leading to increased opportunities for income generation. The framework outlined in this paper can provide a basis for establishing a professional and relational marketing approach that should ensure that customer expectations are met, and can be used to audit, evaluate and manage a partnership arrangement.

Strategic marketing has established itself as a separate body of marketing knowledge and forced marketing strategists to think more deeply about establishing long‐term working relationships that are external to the organization. Relationship marketing has evolved and is playing an integral part in the formation of partnership arrangements in an era characterized by networks and technology utilization. The Internet represents an emerging vehicle for business transactions and is set to provide unique opportunities. Developing a mindset which takes into account the importance of strategic marketing, the necessity for relationship marketing and the interactivity offered by technology, are of interest to marketers who are employed within a strategic capacity. In view of this, senior marketing personnel need to pay attention to the areas of corporate intelligence and transformational marketing, if, that is, the organization is to develop a sustainable competitive advantage in a fast moving, complex and increasingly unpredictable world. It also means that senior management need to think in terms of establishing a number of distinct groups within the organization.