Competitive intelligence: Insights from executives

Gelb, Betsy D.; Saxton, Mary Jane; Zinkhan, George M.; Albers, Nancy D.

doi:10.1016/0007-6813(91)90080-f

Cited by 25 publications

(24 citation statements)

References 5 publications

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“…Confidence is defined as the belief that conclusions drawn from sense-making are accurate. Gelb et al (1991) note that managers recognize that marketplace changes can occur very frequently, making information quickly dated. Analysts also noted that a key issue in the analysis phase is synthesizing information quickly enough that the conclusions from sense-making are still viable.…”

Section: Sense-makingmentioning

confidence: 99%

Generating Competitive Intelligence in Organizations

Jaworski¹,

MacInnis

Kohli

2000

Journal of Market-Focused Management

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Marketing strategy begins with customer and competitive intelligence. However, in sharp contrast to customer intelligence, there is little research on how competitive intelligence (CI) is actually generated within an organization. The absence of this knowledge makes it difficult to identify ways to improve the CI generation process. Drawing on both depth interviews with full-time personnel who conduct competitive intelligence and academic literature in related fields, the authors derive a novel conceptual framework that describes three interdependent phases of the competitive intelligence generation process: (1) organizing for competitive intelligence, (2) searching for information, and (3) sense-making. Dimensions of efficacy at each phase are also identified, and they are posited to be influenced by factors pertaining to: (1) the intelligence network, (2) the business environment, (3) the information environment, and (4) analyst characteristics. This framework departs from the existing literature by identifying core components of the competitive intelligence generation process, highlighting its iterative nature, and identifying variables germane to its success. The emergent framework's implications for managing the competitive intelligence generation process are discussed and future research directions are suggested.

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Section: Sense-makingmentioning

confidence: 99%

Generating Competitive Intelligence in Organizations

Jaworski¹,

MacInnis

Kohli

2000

Journal of Market-Focused Management

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“…7.3. lvai,s in >141ich Conipetitor Intelhgence is prol'ided A considerable variation in the frequency of CI queries was found.…”

Section: Definition Of Competitor Intelligence and Itsmentioning

confidence: 97%

“…The remainder cited problems of the availability and compatability of IT systems as well as user resistance, to wide use of electronic delivery, although 2 of these saw distinct advantages in developing this capability. 7.4. Sources used All units indicated some use of both online and hardcopy sources in varying proportion.…”

Section: Definition Of Competitor Intelligence and Itsmentioning

confidence: 97%

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Competitor Intelligence in the pharmaceutical industry; the role of the information professional

Desai¹,

Bawden²

1993

Journal of Information Science

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This paper deals with the provision of Competitor Intelligence in the pharmaceutical industry, with specific reference to the role of "formal" information services. The nature of Competitor Intelligence in general is outlined, and the means for its provision are reviewed. The particular significance of Competitor Intelligence for the pharmaceutical industry is discussed, and the most important sources are described. The results of a survey, based around semi-structured interviews, of ten information units providing Competitor Intelligence to British pharmaceutical companies are presented. The survey identifies the organisation of intelligence provision, its place in the organisation, sources used, means of information analysis and dehvery, and use of technology. The significance of the results for the information professional is discussed.

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“…There has been support for this awareness/culture construct in the area of market orientation (Gelb et al, 1991;Ghoshal and Kim, 1986;Ghoshal and Westney, 1991;Kohli and Jaworski, 1990;Narver and Slater, 1990;Pole et al, 2000;Slater and Narver, 1994, 2000.…”

Section: Organisational Awareness/culturementioning

confidence: 99%

Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

Nasri¹

2011

IBR

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The purpose of this study is to explore the aspects of management of competitive intelligence process in Tunisian companies. This exploratory study was conducted using semi-in-depth interviews with six executives in six companies in Tunisia. The results revealed by this study that the competitive intelligence as a competitive tool is unknown to the vast majority of Tunisian companies. It is not still a formalized stage, but it is in an embryonic way. Second, two most important of information are collected: profiles of potentials customers, and opportunities in new market. Thirdly, for analysing and synthesising information the results indicate that managers knows and uses the majority of methods to analyze competitive information gathered especially in making decisions that fall the marketing department. Fourthly, all companies spend most of their time in collecting information. Although planning what and how to collect information and analysis they receive relatively less attention. This research suggests that overriding influence on successful competitive intelligence process is the existence of a management support, culture and structure, which encourage and develop competitive intelligence activities in companies.

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Competitive intelligence: Insights from executives

Cited by 25 publications

References 5 publications

Generating Competitive Intelligence in Organizations

Generating Competitive Intelligence in Organizations

Competitor Intelligence in the pharmaceutical industry; the role of the information professional

Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

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