Competitive Intelligence Systems

Sauter, Vicki L.

doi:10.1007/978-3-540-48716-6_10

Cited by 7 publications

(4 citation statements)

References 35 publications

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“…According to Sauter (2011) and Berner (2001), CI includes: -competition monitoring and factors affecting the organization's environment, -identifying important indicators/measures of the organization's operations and detecting trends and threats in the market, -analysing various information to gain a better understanding of the organization, -designing various indicators/measures to evaluate the organization's activities as well as those of its competitors, -presenting information on the organization's environment.…”

Section: Competitive Intelligencementioning

confidence: 99%

Computer support for Competitive Intelligence

Bartuś¹

2021

Informatyka Ekonomiczna

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The main aim of the article is to present a theoretically well-grounded discussion on Competitive Intelligence and its computing support. This article is an attempt to answer the following questions: (1) What is the idea of Competitive Intelligence and its computer support? (2) How to use the Competition Profile Matrix (CPM), Business Model Canvas (BMC), Resource Based View (RBV) and Industrial Organization (IO) in competition analysis? (3) What are their advantages for Computer Aided CI? The search for answers to these questions was conducted mainly on the basis of theoretical and empirical research.

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Section: Competitive Intelligencementioning

confidence: 99%

Computer support for Competitive Intelligence

Bartuś¹

2021

Informatyka Ekonomiczna

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“…The literature lacks a uniform definition for CI and is often used in relation to the term BI. The application of both terms ranges from their equation (L€ onnqvist and Pirttim€ aki, 2006), over the definition of CI as part of BI (Sauter, 2005) to the coexistence of the two terms with different connotations (Olszak, 2014). In general, the definitions of CI differ with regard to the formulations and focal points chosen (Brody, 2008).…”

Section: Foundations Of CImentioning

confidence: 99%

“…Beyond that, the study is embedded in the B2B segment, which is scarcely covered in CI literature (Lilien, 2016). Even though the importance of CI for strategic decision-making is clearly emphasized in the literature (Sauter, 2005;Maritz and Du Toit, 2018), the automatic assignment of unstructured, qualitative data to various strategic concepts is new to research and practice. Until now, most CI studies do not go beyond the visualization of quantitative information or do not consider strategic visualization concepts (Yang et al, 2008;Rose and Lennerholt, 2017).…”

Section: Implications For Researchmentioning

confidence: 99%

Analyzing industry stakeholders using open-source competitive intelligence – a case study in the automotive supply industry

Lutz¹,

Bodendorf²

2020

JEIM

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PurposeContinually evolving market structures characterized by high competition and simultaneous coopetition raise the need for the awareness of strategic actions of industry stakeholders and therefore the field of competitive intelligence (CI). Hence, this paper aims to provide a case-based method to enrich and automate the entire CI cycle using open-source data to analyze the industry environment.Design/methodology/approachThe research method is based on design science research and accompanied by a three-year continuous in-depth case study in the automotive supply industry using unstructured, qualitative data to examine the activities of 25 industry stakeholders.FindingsThis paper provides a new holistic method for gaining valuable insights for decision-makers presented through a multiple-layer perspective of the industry development including structural transformation and strategic alignments in functional and cross-sectional areas of the stakeholders.Research limitations/implicationsThe development of a holistic approach using open-source data combines the knowledge-based view and industry economics and allows easy transferability to any other industry.Practical implicationsThe proposed method shows an increase in knowledge for managers to support daily work as well as strategic decision-making. Furthermore, it is proven that even unexperienced CI analysts are empowered to deliver high-quality results.Originality/valueThe paper contributes to the literature and practice of CI by using an approach, which uses unstructured, qualitative data to enrich the entire CI cycle in a business-to-business environment. The case description confirms performance and time improvements of the method and shows the potential of the created insights.

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“…Furthermore, it also helps to monitor competitive internal and external environment, whereas BI is a process which merges evaluation and data collection, repository, and organization. CI is a subset of BI (Liebowitz, 2006;Negash et al, 2008;Sauter, 2008). An essential characteristic of CI, as stated by Priporas et al, (2005) is that CI is not only a process, but it is also a product.…”

Section: Introductionmentioning

confidence: 99%

Competitive Intelligence Practices and Organizational Performance Linkage: A Review

Asri

Mohsin

2020

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Scholars have intensely researched competitive Intelligence or CI for decades. This topic has been under constant investigation and development concerning business strategy in soaring business performance. This paper critically examines and integrates the Competitive Intelligence Practices by different industries and its relationship on organizational performances. The review employed Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and utilizes three databases (Science Direct, Scopus, and Proquest) from January 2014 to November 2019. This timeframe and databases were preferred because the articles collected have been through a quality control process and comprehensive source for research performance data and analytics. As many as 666 articles were narrowed down to 20 articles to meet the criteria of this study. Conclusively, six main themes were identified, which are Organizational awareness, CI process, Social capital, CI Challenges, Competitive advantages and Sustainability based on the thematic analyses. Furthermore, another five sub-themes emerge from these key themes. A deduction is made concerning a relationship between Competitive Intelligence Practices and Organizational performance. This paper also suggests conducting more studies in service industries, especially the hospitality industry because of its economic impact and the changing landscape in today's consumer.

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Competitive Intelligence Systems

Cited by 7 publications

References 35 publications

Computer support for Competitive Intelligence

Computer support for Competitive Intelligence

Analyzing industry stakeholders using open-source competitive intelligence – a case study in the automotive supply industry

Competitive Intelligence Practices and Organizational Performance Linkage: A Review

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