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Article
Publication date: 1 August 1999

Alf H. Walle

The history of competitive intelligence (as an organizational function) and its evolution out of marketing research are discussed. Besides a straight historical overview…

3262

Abstract

The history of competitive intelligence (as an organizational function) and its evolution out of marketing research are discussed. Besides a straight historical overview, the transition from marketing research to competitive intelligence is analyzed in order to point to both the potential strengths and weaknesses of having intelligence form an independent “freestanding” discipline. While military analogies can be seductive, organizations should continue to embrace the marketing concept which centers on cooperation and service, not conflict.

Details

Management Decision, vol. 37 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 January 2006

Peter R.J. Trim and Yang‐Im Lee

This article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing

3637

Abstract

Purpose

This article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers.

Design/methodology/approach

The work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation.

Findings

Marketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system.

Research limitations/implications

There is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power.

Practical implications

Senior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels.

Originality/value

A company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.

Details

Handbook of Business Strategy, vol. 7 no. 1
Type: Research Article
ISSN: 1077-5730

Keywords

Article
Publication date: 25 July 2008

Peter R.J. Trim and Yang‐Im Lee

The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the…

7873

Abstract

Purpose

The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.

Design/methodology/approach

The paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.

Findings

Competitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.

Research limitations/implications

A study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.

Practical implications

Academics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.

Originality/value

A number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.

Details

European Journal of Marketing, vol. 42 no. 7/8
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 October 2005

Constantine Lymperopoulos and Ioannis E. Chaniotakis

This paper aims to identify the importance that branch employees of Greek banks attach to the internet as a tool of marketing intelligence, and the factors that affect its…

3523

Abstract

Purpose

This paper aims to identify the importance that branch employees of Greek banks attach to the internet as a tool of marketing intelligence, and the factors that affect its acceptance as such a tool.

Design/methodology/approach

Using the technology‐acceptance model (TAM) as a basis, a questionnaire is designed by the researchers, and completed by employees. Structural equation modelling (SEM) is used to analyse the data, and this confirms the relationships proposed by the TAM.

Findings

The main findings of the study are that: branch employees of Greek banks feel that a marketingintelligence system is a prerequisite for effectiveness in their work; although the internet is the fourth‐most important source of market intelligence for branch employees of Greek banks, they require greater access to the internet to meet their marketintelligence needs; perceived usefulness and perceived ease of use of the internet directly affect bank employees' attitudes – which, in turn, affect the employees' intentions of using the internet as a marketingintelligence tool; and education and working experience affect employees' attitudes indirectly (through perceived usefulness).

Research limitations/implications

Main limitations of this study are related to the sampling method and the fact that the field research was conducted only in Athens, the capital of Greece.

Originality/value

Finally, the paper suggests how banks could exploit the internet as a marketing intelligence tool for their branch employees and what actions should be planned in order to facilitate its adoption.

Details

International Journal of Bank Marketing, vol. 23 no. 6
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 27 July 2012

Christina Donnelly, Geoff Simmons, Gillian Armstrong and Andrew Fearne

Retailer loyalty card marketing intelligence presents actual customer purchasing preferences, competitor activities and performance. Typically, extant literature implies…

5797

Abstract

Purpose

Retailer loyalty card marketing intelligence presents actual customer purchasing preferences, competitor activities and performance. Typically, extant literature implies that larger firms with formal marketing planning approaches will be more able to leverage it, structured as it is within a formalized statistical format. Small business literature on the other hand emphasizes their more informal approach to marketing planning. The purpose of this paper is to consider, for the first time, the potential relationship between retailer loyalty card marketing intelligence and small business market orientation.

Design/methodology/approach

A conceptual model is developed which diagrammatically interprets how retailer loyalty card marketing intelligence can relate to small business market orientation. Propositions provide a basis for further discussion with applied and research implications.

Findings

A pertinent aspect of the conceptualization is the role of small business owner‐manager insight and intuition within an experiential learning context. A complementary relationship is posited in the leveraging of retailer loyalty card marketing intelligence to enhance small business market orientation, which with higher levels of entrepreneurship orientation can lead to positive organizational outcomes, such as facilitating more successful and informed engagement with larger suppliers.

Originality/value

The paper addresses the increasing pressure small businesses face in dealing with retailer loyalty card marketing intelligence. Generally, literature has yet to adequately address marketing planning implications for firms. The informal/formal tension when considering small businesses presents a particularly interesting area of conceptual development, integrating market orientation literature and also recent developments which point to interaction between market and entrepreneurship orientations. This paper therefore provides a basis for a new small business research agenda in an area which is highly topical and important, with a synthesis of the extant literature in developing a conceptualization and propositions. The conceptualization and propositions can facilitate the development of new research and thinking in this potentially fruitful area of future enquiry.

Article
Publication date: 23 October 2009

N. Gladson Nwokah and Augustine I. Ahiauzu

While much empirical work has centered on marketing effectiveness, the generalizability of its relationship to emotional intelligence in the Nigerian context has been…

7395

Abstract

Purpose

While much empirical work has centered on marketing effectiveness, the generalizability of its relationship to emotional intelligence in the Nigerian context has been under‐researched. The purpose of this paper is to assess the impact of emotional intelligence on the marketing effectiveness of the organization.

Design/methodology/approach

A 31‐item survey questionnaire is developed and 108 corporate organizations in Nigeria are selected from the 2007 edition of the Nigerian Stock Exchange Gazette as a sample for this study. Hand delivery survey is conducted from key informants in the organizations. Returned instruments are analyzed using non‐parametric correlation through the use of the Statistical Package for Social Sciences.

Findings

The results of the study validate the instruments on emotional intelligence and the earlier instruments for marketing effectiveness and find a strong association between emotional intelligence and marketing effectiveness of corporate organizations in the Nigerian context. The main finding is that emotional intelligence leads to marketing effectiveness in corporate organizations in Nigeria.

Practical implications

The implications of the results are clear for scholars and managers. For managers, the paper has implications for the investigation of the link between emotional intelligence and marketing effectiveness of corporate organizations in Nigeria. In the first place, the paper provides a direct test of the applicability of a western paradigm to the Nigerian economic system different from other cultures.

Originality/value

The paper significantly refines the body of knowledge concerning the impact of emotional intelligence on marketing effectiveness in the Nigerian context. It will, without doubt, contribute to the body of existing literature on emotional intelligence and marketing effectiveness.

Details

Marketing Intelligence & Planning, vol. 27 no. 7
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 1 March 2004

Peter R.J. Trim

Reference to the strategic marketing and corporate intelligence interface is made explicit in this paper, and various contributions to the field of competitive intelligence

6100

Abstract

Reference to the strategic marketing and corporate intelligence interface is made explicit in this paper, and various contributions to the field of competitive intelligence are highlighted. A conceptual model, known as the strategic corporate intelligence and transformational marketing (SATELLITE) model is outlined, and can be used by corporate intelligence staff to provide better marketing intelligence. The SATELLITE model provides a framework within which strategic marketing staff and corporate intelligence staff can develop intelligence and security related strategies that can counter the moves of competitors and unwelcome protagonists. The model can also be used to identify areas of organizational weakness and can assist senior managers in identifying future areas of market opportunity.

Details

Marketing Intelligence & Planning, vol. 22 no. 2
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 1 April 1987

B.A. Tibbert

Marketing intelligence is seen as a vital part of any organisation's ability to compete now and in the future. It is established through “procedures and sources used by…

Abstract

Marketing intelligence is seen as a vital part of any organisation's ability to compete now and in the future. It is established through “procedures and sources used by executives to obtain their everyday information about pertinent developments in the marketing environment” (Kotler, 1984). The detail discussed here considers how Du Pont UK executives can improve their knowledge of their marketing environment so as to enable them to make more effective strategic decisions in the future. To do this, they need information, but they also need to reveal by analysis the messages this information contains — in fact, their goal — i.e. marketing intelligence.

Details

Marketing Intelligence & Planning, vol. 5 no. 4
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 1 January 1989

David J. Skyrme

A case study of the development of a successful market intelligencefunction is presented. How the principles of marketing intelligence andplanning can themselves be…

2855

Abstract

A case study of the development of a successful market intelligence function is presented. How the principles of marketing intelligence and planning can themselves be applied in this situation is demonstrated. Each element of the marketing process is illustrated by the practice the author developed initially and followed over the three years that he managed the market intelligence function for the UK subsidiary of a multinational computer company. It is argued that success depends to a large degree on the continuing reappraisal of key factors. Just as one segments the external market, creates a market position and promotes one′s products and services, it is equally important to carry out corresponding activities internally. No market intelligence function today can be fully effective without exploiting computer‐based systems. The way in which these have been used to support and enhance marketing professionals is described.

Details

Marketing Intelligence & Planning, vol. 7 no. 1/2
Type: Research Article
ISSN: 0263-4503

Keywords

Article
Publication date: 1 July 2001

Thomas Tan Tsu Wee

Many large companies in Asia are turning to market intelligence for input into their strategic management system and decision making. Conventional marketing research is…

7109

Abstract

Many large companies in Asia are turning to market intelligence for input into their strategic management system and decision making. Conventional marketing research is increasingly viewed as being too narrowly focused on tactical and operational issues. It is characterized by an overriding concern with data rather than analysed information and the research is often conducted in response to an apparent market threat or opportunity rather than on an ongoing basis. This paper attempts to highlight the role of the Internet for market intelligence purposes. It proposes and demonstrates the marketing intelligence process, techniques and procedures, as illustrated by a case study on Creative Technology. Believes that the intelligent use of the Internet is strategically beneficial for both marketing research and intelligence.

Details

Marketing Intelligence & Planning, vol. 19 no. 4
Type: Research Article
ISSN: 0263-4503

Keywords

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