A strategic marketing intelligence and multi‐organisational resilience framework

Abstract

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.

Change process: a key enabler for building resilient SMEs

“…The conceptual framework for studying change in SMEs is shown in Figure 1. This view of change management, whilst being consistent with Pettigrew et al's (1992) 'context-processcontent' view for studying change, also incorporates the key concepts raised in the organisational resilience literature such as building flexible plans, vision setting, readiness for change, communication, proactive approach to change, empowering employees, creating a culture of change and managing resistance to change (Hamel and Valikangas 2003, Bolton 2004, Seville et al 2006, Tompkins 2007, Alesi 2008, Trim and Lee 2008. 5606 A. Ates and U. Bititci…”

“…Organisations with a clear long-term plan that are well understood and communicated find it easier to approach a crisis situation to stay stable and resilient (Seville et al 2006). By adopting a proactive approach through well-thought plans, SMEs can become more resilient and this is underpinned by the firm's vision, value system and leadership (Tompkins 2007, Trim andLee 2008).…”

“…Change in SMEs seems to be largely motivated by pressures from the external environment, particularly from the customers (Soderquist et al 1997, Hudson-Smith andSmith 2007). Therefore, most SME managers accept their environment as given and install the mechanisms to react to its forces rather than leveraging internal capabilities for proactive change, which is an essential driver for resilience (Bergman et al 2006, Tompkins 2007, Trim and Lee 2008.…”

The relationship between marketing intelligence and strategic marketing

“…Guidelines on how MI systems should be developed have been formulated (Goretsky, 1983), and possible designs for such systems have been proposed (King & Cleland, 1974;Rothschild, 1979;Montgomery & Weinberg, 1998;Mockler, 1992;Trim, 2004). Other authors have suggested that information specialists could participate more in the strategic decision-making process and have outlined conceptual processes for doing so (Trim & Lee, 2008). Yet, despite the importance attached to MI and other marketing information functions, surprisingly few studies have explicitly examined the relationship between MI and strategic marketing decisionmaking, a gap in the extant literature this article addresses.…”

The New Reality of Competing: Strategic Marketing Intelligence and the Assessment of the Business Transformational Model Proposition

“…Because these are the main arguments that consist the basis of MSI. According to this, in narrow sense, the competitive intelligence is described as "the informatics that provide businesses to be the more effective", however, this definition is not thought enough, the definition made by Business Intelligence Institute in America is assessed as the most adequate one (Trim and Lee, 2008;Trim, 2004;Walle, 1999a;1999b;Powell and Allgaier, 1998).…”