Competitive intelligence process and tools for intelligence analysis

Abstract

PurposeThe purpose of this survey research is twofold. First, to study and report the process that is commonly used to create and maintain a competitive intelligence (CI) program in organizations. And second, to provide an analysis of several emergent text mining, web mining and visualization‐based CI tools, which are specific to collection and analysis of intelligence.Design/methodology/approachA range of recently published research literature on CI processes, applications, tools and technologies to collect and analyze competitive information within organizations is reviewed to explore their current state, issues and challenges learned from their practice.FindingsThe paper provides executive decision makers and strategic managers a better understanding of what methods are available and appropriate to the decisions they must make and the steps involved in CI undertaking.Originality/valueThe findings of this research provide the managers of CI programs a context for understanding which tools and techniques are better suited to their specific types of problems; and help them develop and evaluate a usable set of tools and best practices to apply to their industry.

Strategic management model with lens of knowledge management and competitive intelligence

“…This is also referred in case of competitive intelligence which drives mission of the organization and vice versa. Because competitive intelligence focus, analysis, and communication is dependent on mission and vice versa (Bose, 2008;Calof & Wright, 2008;Nasri, 2012;Tanascovici, & Hagiu, 2013;Sun & Wang, 2015).…”

“…Comprehensively called competitive intelligence is an ethical and systematic process, program and function of gathering, analyzing, and managing information about the external environment (Nasri & Zarai, 2013). This information can be used for making decisions at any level, leading to competitive advantage (Weiss, 2002;Bose, 2008;Nasri, 2012;Nasri & Zarai, 2013). External environment is composed of opportunities and threats (David, 2007).…”

Competitive Intelligence as Business Process Innovation

“…A análise é a etapa reconhecida como a que mais agrega valor ao ciclo de IC, pois abriga o processo de transformação de dados e informações em IC (HERRING, 1988;CORY, 1996;JIN e BOUTHILLIER, 2006;BOSE, 2008).…”

Business intelligence and the role of external information in small- and medium-sized enterprises of the Finnish marine industry

“…Previous studies of the BI processes of large companies (Bose, 2008;Calof and Wright, 2008;Halonen and Hannula, 2007;Koskinen et al, 2005;Pirttimäki and Hannula, 2002) have revealed that larges companies have organised the use of BI in a systematic way and that they are ready to invest more to develop their BI processes. Still, BI is usually integrated into parts of other business activities.…”

“…BI offers one means to accomplish this (Bose, 2008) The purpose of this paper is to draw a general picture of the conditions of BI and the role of external information in the SMEs of the Finnish shipbuilding industry, to identify the most essential needs and challenges and to propose actions to support individual firms and the development of that sector. The specific focus on SMEs is not only policy relevant (Small Business Act of the Commission of the European Communities, 2008), but typifies the structure of the industry, since over 80% of firms in the shipbuilding industry in the EU-27 countries are SMEs (ECORYS, 2009).…”