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Entrepreneurial Intelligence: Best Practices in Strategic Competitive Intelligence Development |
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| 100 % |
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Is competitive intelligence a dead concept? The respected author and consultant Ben Gilad thinks so because CI functions that continue to focus so narrowly on competitors will continue to be folded up and endlessly redeployed for decision-support that exists in most business organizations. According to him, there is a need today for an "entrepreneurial" approach to building intelligence systems – which might include an end to calling it "competitive" intelligence.
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Competitive intelligence | Intellectual capital |
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What is Competitive Intelligence? |
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| 90 % |
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Arik Johnson gives a definition of Competitive Intelligence. He also tries to answer to the following questions: what does it really consist in? How does competitive intelligence fit into the strategic planning process? How does CI intervene in a firm success? How do we measure the effectiveness of our own CI process?
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Decision making | Strategic intelligence | Strategic planning | Intelligence planning |
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New Directions for Business Intelligence : Critical Lessons from the First Decade of Business Intelligence and Data Warehousing |
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| 73 % |
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Knowledge for its own sake does not help the organization unless it turns into action. To add value, give a competitive edge, create new opportunities and improve profit, organizations, teams and individuals have to make a real change in the way they see and do things. This means going beyond analyzing, reporting, benchmarking and sharing. They have to transform information and knowledge into action.
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Best practices | Content management | Competitive intelligence |
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Competia Symposium 2001 : A Strategically Competitive and Intelligent Choice |
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| 72 % |
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The first Competia Symposium was held on June 11-13, 2001, at the Chateau Frontenac in the old-walled quarter of Quebec City. The goal of the conference was to enable strategic planning and competitive intelligence (CI) professionals to learn and network. This article by The Searcher magazine provides highlights from some of the presentations with excerpts and paraphrases such as the keynote address by Harvard Business School professor, Dr. Michael Porter.
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Competitive intelligence | Strategic planning |
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Increased Competitive Advantage through the Combination of E-Business and Business Intelligence Tools |
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| 71 % |
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This white paper examines the consequences and opportunities that arise from the convergence of two major technologies: 1) Business intelligence tools – technology that allows decision makers in an organization to access, analyze, and share corporate information 2) E-business applications – using the internet as the basis for interacting with customers, suppliers, and other business partners. This paper describes some practical, real-life examples of e-business intelligence applications and their role in the overall e-business plans of the organization.
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Software & tools | Competitive intelligence | Strategic planning |
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Competitive Intelligence handbook |
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| 66 % |
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The CI handbook was prepared by Dr. Jonathan Calof, professor at the University of Ottawa, for the Food Bureau of Canada. This handbook meant senior managers lays out a step-by-step process for running an intelligence project. It explains what is CI, how to run a CI project, or to run a CI unit and how to use a CI process on everyday issue. We even find some guidelines on CI project stages as a percentage of total project time: collection efforts — at most 25% of project time; planning — 10% to 15% of project time; analysis — 25% to 35% of project time; communications — 5% to 15% of project time; project management — 10% to 15% of project time.
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Methodology | Competitive intelligence |
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Bringing Data to Your CI Unit |
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| 65 % |
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This article by David McAmis explains the necessary steps needed to establish a system to deliver data to be used for competitive intelligence purposes by means of a portal. According to the author, a corporate intranet provides a low-cost alternative to purchasing and installing client software on each PC in your organization and it also provides a distribution method for reports that help to share with, customers and other relevant business partners outside an organization, through an extranet or Internet site.
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Software & tools | Knowledge sharing | Competitive intelligence |
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On Predicting the Future: Competitive Intelligence as a Knowledge Management Discipline |
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| 60 % |
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"Commercium bellum est, noscete hostem." Business is war, know your enemy. Whether it's written on a Roman merchant's doorway or in the pages of a techno-business magazine, it still sounds forbidding. In many large firms, CI efforts fall short of producing "actionable" results that are quantifiable and contribute a bottom-line impact to the continued success of the firm. Arik R. Johnson see a need to create a continuum of best practices that can be applied universally across the incredibly varied scope and scale of business operations today, while planning for what those operations will become in the future.
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Best practices | Competitive intelligence |
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The Top 12 Priorities for Competitive Intelligence |
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| 54 % |
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This article by Arik Johnson for the Aurorawdc webzine, describes 12 priorities in rough order of levels of sophistication and relative importance to the average enterprise. While not intended to be comprehensive, this list does establish boundaries and territory by which the CI team can plan its future expansion of services and continuously increase value-added results for its internal customers.
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Methodology | Intelligence planning |
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