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Proven Strategies in Competitive Intelligence. Lessons from the Trenches

  • ID: 2210281
  • Book
  • March 2001
  • 352 Pages
  • John Wiley and Sons Ltd
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"If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle."–Sun Tzu, The Art of War, 511 b.c.

How do companies like IBM, Xerox, Motorola, Procter & Gamble, and NutraSweet dominate the competitive situation in their markets year after year? Each of these market leaders relies on an effective, well–organized competitive intelligence (CI) strategy to help them outwit, outmaneuver, and outperform the competition at every turn.

Proven Strategies in Competitive Intelligence presents the best thinking and most successful techniques from these and other leading firms on how medium– to large–sized companies can strategize and implement a competitive intelligence program across a wide range of business functions. Readers will learn the secrets of the best business intelligence operations as corporate CI leaders explain:

∗ How to demonstrate the value of CI to management

∗ How to get your sales force and other "troops" to bolster CI efforts

∗ Why competitive technical intelligence (CTI) is vital to technology–driven firms

∗ How to set up a CI resource center on the corporate intranet

∗ Why identifying key intelligence topics (KITS) can lead to competitive advantage

Proven Strategies in Competitive Intelligence is an indispensable resource for any organization that wants to take the lead in its market, maximize performance, and keep the competition wondering, "How do they do that?"
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Preface: Corporations Get Smart (S. Miller).

Introduction: Competitive Intelligence––Lessons from the Trenches (J. Prescott).


Competitive Intelligence at Procter & Gamble (J. Pepper).

Shaping a Corporate Competitive Intelligence Function at IBM (L. Behnke & P. Slayton).

CI and KM Convergence: A Case Study at Shell Services International (B. Breeding).

Competitive Intelligence at Lexis–Nexis (H. Gieskes).

CI at Avnet: A Bottom–Line Impact (J. Hovis).

Competitive Intelligence at Xerox (J. Vezmar).

NutraSweet Faces Competition: The Critical Role of Competitive Intelligence (R. Flynn).

Competitive Intelligence at Motorola (R. Galvin).

Competitive Intelligence in Business Process Engineering: A Study at Digital Equipment Corporation (L. Kennedy).

Understanding the Competition: The CEO′s Perspective (M. Downham, et al.).

Developing a World–Class CI Program in Telecoms (S. Marceau & K. Sawka).

Small but Powerful: Six Steps for Conducting Competitive Intelligence Successfully at a Medium–Sized Firm (A. Berger).

Leveraging Information for Action: A Look into the Competitive and Business Intelligence Consortium Benchmarking Study (J. Prescott, et al.).

Organizing the Competitive Intelligence Function: A Benchmarking Study (C. Lackman, et al.).

"TAP–IN" to Strategic and Tactical Intelligence in the Sales and Marketing Functions (C. Miree & J. Prescott).

Key Intelligence Topics: A Process to Identify and Define Intelligence Needs (J. Herring).


Scenario Analysis and Early Warning Systems at Daimler–Benz Aerospace (F. Tessun).

CTI at Applied Biosystems: Attracting, Monitoring, and Exploiting Technology–Based Opportunities (T. Budd).

Benchmarking the "External Technology Watching" Process: Chevron′s Experience (D. Ransley).

Past, Present, and Future Directions for Technical Intelligence (W. Rosenkrans).

Starting a Competitive Technical Intelligence Function: A Roundtable Discussion (P. Bryant, et al.).

Appendix: CI–Focused Organizations Referred to in This Book.


About the Editors.
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Society of Competitive Intelligence Professionals
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