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A Brief CI Compliance Manual |
Ignorance of the laws that bind the practice of competitive
intelligence is no excuse. In this extensively researched
overview, the author examines US and international laws
regarding trade secrets, breach of confidence, fraud, and
privacy. His survey includes statutes and case histories
pertaining to a variety of wrongful conduct, such as illicit
access, wiretapping, hacking, and bribery. General principles of
international jurisdiction are also discussed. pdf-file 1998 |
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An Adhoc, Entrepreneurial Model for CI |
Many CI managers have allowed themselves to become "CI
bureaucrats" with the result that they, and their CI functions,
are going nowhere fast. Doc-file |
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An Analogy to a Competitive Intelligence Program |
This paper uses Competitive Intelligence Program as an analogy
for explaining the critical aspects of measurement in
organizational research. A conceptual model of Competitive
Intelligence Program is developed based on extant practitioner
literature. |
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Building a Competitor Profile |
Sooner or later, somebody in your company will ask you to build
a company profile. Where to start ? This article will outline
the steps in building a good customer profile and the questions
that you should ask yourself. |
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CI Certification: Do We Need It? |
Rigorous training and accreditation, it is argued, can best
serve the CI profession. Doc-file |
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Competitive Intelligence - An Overview |
A great and detailed overview on this discipline. |
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Competitive Intelligence and the Economic Espionage Act |
A Policy Analysis Adopted by the SCIP Board of Directors. Pdf-file |
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Competitive Intelligence and the Product Life Cycle |
The types of intelligence efforts used by CI professionals
depend, in part, on an understanding—and appreciation— of the
product life cycle. Pdf-file |
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Competitive Intelligence in M&As |
The Role of Competitive Intelligence in Helping to Ensure
Success in Mergers, Acquisitions, Alliances and Other
Inter-Enterprise Relationships |
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Competitive Intelligence on a Small Budget |
This article examines gathering competitive intelligence on
minimal budgets. It looks at why budgets may be small, the
problems this can cause and some approaches to gathering
intelligence that are low-cost or free. |
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Competitive Intelligence Workflow |
The Self-Service Continuum from Ad Hoc Research to Environmental
Scanning |
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Developing competitive intelligence in the knowledge-based
organization |
Although the need for competitive intelligence in organisations
are growing and decision makers are starting to recognise the
role an importance of competitive intelligence, very few
publications indicate how this function should be installed and
positioned in the company in order to benefit decision-making
and ultimately support the innovation process. |
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Glossary |
Defines more than 100 key terms in the field of competitive
intelligence |
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Handbook |
The Competitive Intelligence Handbook provides an overview of
how useful information is gathered and where it is to be found.
This Handbook is a field guide for anyone needing to decipher
the business climate. |
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Information and Communication Technology in Competitive
Intelligence |
This chapter discusses the role of ICT for competitive
intelligence activities: introduction, possible uses of ICT for
intelligence activities, how organizations may select ICT
applications to support their intelligence activities. |
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Outsmart the Competition |
Virtually every company today must continually seek ways to get
a jump on the competition. The only way to do that is by
gathering competitive intelligence that allows you to understand
your competitors' strategies, anticipate their moves, uncover
their weaknesses and overcome their strengths. |
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Overview |
What is Competitive Intelligence? How Does it Differ from
Industrial Espionage? How to Determine Intelligence Information
Needs? What is the role of Competitive Intelligence Unit and
Competitive Intelligence Audit? What are the Methods, Tools and
Techniques of Competitive Intelligence? How Can Competitors Foil
Your Intelligence Efforts?... |
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Seven Steps to Effective Competitor Benchmarking |
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Strategic Competitive Intelligence Process within a Global
Energy Multinational - A Critique |
Two competitive intelligence processes within a Global Energy
Multinational are critically analyzed -Competitive Strategic
Business Intelligence and Competitive Technical Intelligence. A
successful competitive intelligence process requires attention
to cultural issues, facilitated by technology to ease knowledge
sharing. |
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The Challenge of Completely Ethical CI |
This article examines difficulties that are present for
competitive intelligence practitioners endeavoring to conduct
ethical CI. It explores the basic schools of ethical thought and
combines them to create a model for evaluating the ethics of
potential competitive intelligence activities. It concludes by
suggesting that using rigorous ethical evaluation in assessing
CI activities does not have to sacrifice the competitive
position of an organization. |
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The Relationship Between Market Research and Competitive
Intelligence |
A company's market research and competitive intelligence
functions both inform the corporation about two key “outside
world” factors — customers and competitors. In world-class
companies, these groups work closely together to provide the
most holistic view of the outside world as possible. pdf-file |
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The Seven Deadly Sins of CI |
The top mistakes that companies make when building or improving
their CI capability--and how to avoid them. pdf-file |
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Understanding Competitive Intelligence |
Slideshow about what it is, where the information comes from,
what it is worth and what it will cost. |
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Use of Weblogs for Competitive Intelligence |
With the advent of the World Wide Web (WWW) as a near universal
platform for commercial and scientific information, it is now
possible to use the WWW as a platform for collecting, analyzing,
disseminating and receiving feedback on competitive intelligence
and other valuable business information. |
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What makes some CI managers successful |
Ben Gilad says: 'I cracked it. After 20 years in the field, I
believe I cracked it. I believe I know what makes some CI
managers successful. Moreover, I know what makes the career of
others look like a dead end.' pdf-file 2002 |
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