Harvard Business Review

JULY 31, 2015

The second requirement is to anticipate response to your competitive moves so that they are not derailed by unexpected reactions. In my experience, the competitive perspective is almost always the least important aspect in managerial decision-making. That’s just common sense, too.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

MARCH 31, 2015

Three of five marketers use no tools to measure event ROI, and most companies plan and execute events without specific business objectives. Technology to do this exists, and it has implications for what managers can do before, during, and after the events they sponsor or attend. The benefits of event marketing are undeniable.

CRM 8

CRM ROI Budgeting Public Relations 8

Harvard Business Review

JANUARY 26, 2016

For more than 30 years, most large corporations worldwide have adopted competitive intelligence (CI) as a way to expedite good decisions. We recently conducted a survey of CI managers and analysts who’ve been through our training program to see how much their findings influenced major company decisions, and why.

Competitive Intelligence 8

Competitive Intelligence Company CAPEX Analysis 8

Harvard Business Review

OCTOBER 27, 2015

In most companies, marketers are in charge of assessing the competition. Because of this, close to 60 percent of all competitive intelligence professionals report to marketing. Yet the majority of marketers fail to use their competition analysts strategically, instead using them to gather more “recon” data.

Marketing 8

Marketing Competitive Intelligence Porter How To 8