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1 – 10 of over 41000
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 strategic

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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: 18 October 2011

René Pellissier and J.‐P. Kruger

The purpose of this paper is to explore the extent to which strategic intelligence is utilised within the South African long‐term insurance industry and whether it could be used…

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Abstract

Purpose

The purpose of this paper is to explore the extent to which strategic intelligence is utilised within the South African long‐term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage.

Design/methodology/approach

The approach of this paper is to obtain the qualitative views and opinions of strategic decision makers, on an executive managerial level within the South African long‐term insurance industry, on their organizations' use of strategic intelligence.

Findings

There are marked differences in the conformity and usage of strategic intelligence and its components between the organizations surveyed, with a measurable difference between large and small organizations, however, it is generally viewed that the use of a strategic intelligence framework could greatly enhance decision making.

Research limitations/implications

Data collection was limited to the 82 long‐term insurance companies which were registered with the South African Financial Services Board, with a focus on the organizations listed on the Johannesburg Securities Exchange within the Life Assurance Sector, within which a final response rate of 36.1 per cent was achieved, including the 100 per cent response rate from the six listed organizations.

Practical implications

The paper identifies the extent to which strategic intelligence is utilised in the South African long‐term insurance industry, and identifies the benefits or problems that are experienced by implementing and using strategic intelligence as an input to the strategic management process and what value strategic intelligence adds in the decision‐making process.

Originality/value

The identification and utilisation of the most important factors of a strategic intelligence framework will greatly enhance global corporate decision making and result in competitive advantage and constant innovation within the South African business environment.

Article
Publication date: 13 July 2015

Randy Borum, John Felker, Sean Kern, Kristen Dennesen and Tonya Feyes

This paper aims to highlight the importance and role of strategic cyber intelligence to support risk-informed decision-making, ultimately leading to improved objectives, policies…

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Abstract

Purpose

This paper aims to highlight the importance and role of strategic cyber intelligence to support risk-informed decision-making, ultimately leading to improved objectives, policies, architectures and investments to advance a nation or organization’s interests in the cyber domain.

Design/methodology/approach

Integration of professional research literature from the fields of intelligence studies, strategy and information/computer security.

Findings

Investing in technology, firewalls and intrusion detection systems is appropriate but, by itself, insufficient. Intelligence is a key component. Cyber intelligence emphasizes prevention and anticipation, to focus cybersecurity efforts before an attack occurs (“left of the hack”). Strategic cyber intelligence can substantially reduce risk to the organization’s mission and valued assets and support its due diligence.

Originality/value

This paper describes how strategic cyber intelligence can be implemented and used within an enterprise to enhance its cyber defense, and create a more proactive and adaptive security posture. It not only describes strategic cyber intelligence as a distinct discipline, but also demonstrates how the key intelligence functions articulate with existing cybersecurity risk management standards.

Details

Information & Computer Security, vol. 23 no. 3
Type: Research Article
ISSN: 2056-4961

Keywords

Article
Publication date: 13 February 2017

Muhammad Shujahat, Saddam Hussain, Sammar Javed, Muhammad Imran Malik, Ramayah Thurasamy and Junaid Ali

The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage…

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Abstract

Purpose

The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa.

Design/methodology/approach

A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David.

Findings

A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage.

Research limitations/implications

Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations.

Practical implications

Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation.

Social implications

Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective.

Originality/value

This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

Details

VINE Journal of Information and Knowledge Management Systems, vol. 47 no. 1
Type: Research Article
ISSN: 2059-5891

Keywords

Book part
Publication date: 10 July 2019

Jie Zhao, Jianfei Wang, Suping Fang, Huinan Zhang and Peiquan Jin

With the advance of the Silk Road Initiative proposed by China, it has been a focus of China government to develop strategic emerging industries. The development of strategic

Abstract

With the advance of the Silk Road Initiative proposed by China, it has been a focus of China government to develop strategic emerging industries. The development of strategic emerging industries needs the support of competitive intelligence on many aspects such as strategical planning, policy making, industrial structure adjustment, and technology innovation. However, so far there are few studies toward the competitive intelligence systems for strategic emerging industries. In this article, we focus on a number of issues related to the competitive intelligence for strategic emerging industries in China. First, we conduct a strengths, weaknesses, opportunities, and threats analysis on the situations of strategic emerging industries in China, based on which the necessity of building a competitive intelligence (CI) service system for strategic emerging industries is discussed. Next, the authors present a framework of a CI service system for strategic emerging industries in China. The principles, components, working process, and product forms are deeply described. The CI service system proposed in this article consists of a cooperation network platform, three layered organizations, and three systems, which integrates organizations, information, people, network, and service platforms into an ecosystem to offer competitive intelligence supports for government, industry, and enterprises. Finally, the authors discuss a case study of the proposed CI service system for the new energy automobile industry.

Details

The New Silk Road Leads through the Arab Peninsula: Mastering Global Business and Innovation
Type: Book
ISBN: 978-1-78756-680-4

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 are…

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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: 11 January 2011

Benjamin Gilad

The purpose of the paper is to point out how little competitors matter for companies' long‐term success, how little support executives receive with intelligence that does matter…

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Abstract

Purpose

The purpose of the paper is to point out how little competitors matter for companies' long‐term success, how little support executives receive with intelligence that does matter, and to offer a different solution.

Design/methodology/approach

The paper uses numerous examples of competitive failures and success that point out the limits of competitors' impact on a company's performance. It covers the theory of strategic positioning and industry change drivers and provides a practical definition of strategic intelligence.

Findings

Competitors do not matter to executives; “competitive intelligence” has been misinterpreted as competitor‐watching and has therefore had no real value to executives, and companies leave their executives vulnerable to disastrous blindsiding.

Practical implications

Companies should and could markedly improve their intelligence support of top executives, but need to rethink their whole approach to competitive intelligence. Companies can also significantly improve the way they monitor the competitive environment by redirecting their efforts.

Originality/value

Executives are short changed by their organizations' own processes of closely watching competitors. For the first time, this paper exposes the myth that competitive intelligence – as practised by more than 90 percent of the Fortune 500 – has value for executives and offers a unique approach to improving companies' strategic intelligence capability.

Details

Business Strategy Series, vol. 12 no. 1
Type: Research Article
ISSN: 1751-5637

Keywords

Article
Publication date: 11 November 2013

Ching Seng Yap, Md Zabid Abdul Rashid and Dewi Amat Sapuan

The study aims to examine the current state of competitive intelligence practices in Malaysian public listed companies, the perception of environmental uncertainty and the link

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Abstract

Purpose

The study aims to examine the current state of competitive intelligence practices in Malaysian public listed companies, the perception of environmental uncertainty and the link between the two concepts.

Design/methodology/approach

The data were collected from 123 public listed companies via mail questionnaire survey. Variables and measurement were adopted from prior empirical studies, specifically from Daft, Sormunen and Parks.

Findings

Generally, the current state of competitive intelligence practices undertaken in Malaysian companies is moderate. More than half of the surveyed companies had established a formal CI unit in their organisation, in which a majority of them practised competitive intelligence at an early (five to nine years) stage in a moderate scale (two to five employees). Using a paired sample t-test, the study found that the perception of environmental uncertainty is higher in the task environmental sector than in the general environmental sectors. A positive correlation exists between perceived environmental uncertainty and competitive intelligence practices, specifically in terms of intelligence acquisition and strategic use.

Originality/value

This study serves as one of the earliest pieces of empirical evidence in the emerging economies in relation to competitive intelligence practices.

Details

VINE: The journal of information and knowledge management systems, vol. 43 no. 4
Type: Research Article
ISSN: 0305-5728

Keywords

Article
Publication date: 9 April 2019

Mikael Hellström and Ulf Ramberg

The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the…

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Abstract

Purpose

The purpose of this paper is to address the perceptions senior public leaders in local government have regarding the need for business intelligence and their perceptions of the extent to which their organizations are capable of effectively assimilating business intelligence.

Design/methodology/approach

The data are from a survey on local governments’ need for and capability to use business intelligence, with a response rate of 50.5 percent, and semi-structured interviews. The survey method originates from private sector research but is adapted to local government conditions in Sweden.

Findings

The leaders’ perceptions about the need for business intelligence were fragmented. Their perceptions regarding its use were even more fragmented, both between different municipalities and within municipalities.

Research limitations/implications

The survey is adapted to local government conditions in Sweden and may need further changes to fit other settings. The adaptation and renewal of questions can lead to summation errors in relation to the original survey.

Practical implications

The paper highlights some of the strategic areas where senior public leaders need to advance their business intelligence and prioritize specific organizational capabilities. The dominant logic, enhancing an inward-looking approach, seems to prevent a more thoroughgoing business analysis.

Originality/value

The adaptation of a method that is mainly used in the private sector can give new perspectives to senior public leaders regarding the need for and use of business intelligence and can help them identify the factors that can affect the complexity and volatility in local government settings.

Details

International Journal of Public Leadership, vol. 15 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 2 March 2020

Yu Yin Lim and Ai Ping Teoh

This paper posits that business intelligence (BI) utilization is a strategic resource that significantly impacts the business sustainability of Public Listed Companies (PLCs…

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Abstract

Purpose

This paper posits that business intelligence (BI) utilization is a strategic resource that significantly impacts the business sustainability of Public Listed Companies (PLCs) listed on Bursa Malaysia.

Design/methodology/approach

This paper presents a systematic review of the concepts related to business intelligence utilization. Then, the issues of PLCs business sustainability in Malaysia are reviewed. This paper subsequently argues the consequences of business intelligence utilization.

Findings

Based on the synthesis of the key points, this paper justifies the strategic impact of business intelligence utilization on the business sustainability of Malaysian PLCs.

Practical implications

This paper provides significant knowledge for business practitioners to gain insights into the critical role of business intelligence utilization and its strategic impact on business sustainability.

Originality/value

This paper dissects the strategic impact of business intelligence utilization from the perspectives of enhancing economic performance, environmental performance, and social performance.

Details

Strategic Direction, vol. 36 no. 4
Type: Research Article
ISSN: 0258-0543

Keywords

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