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. The paradox is that companies spend millions acquiring competitive or market “intelligence” from armies of vendors and deploy the latest technology disseminating the information internally.

Competitive Intelligence 8

Competitive Intelligence Company Drucker Review 8

Harvard Business Review

MAY 1, 2014

Big companies have it easy when it comes to gathering and utilizing competitive intelligence. To make this data useful, designate someone at the company to take control of competitive intelligence. If you make competitive intelligence everyone’s responsibility, it will be forgotten.

Competitive Intelligence 8

Competitive Intelligence Market Penetration Maturity Information Technology 8

Harvard Business Review

MARCH 31, 2015

Technology to do this exists, and it has implications for what managers can do before, during, and after the events they sponsor or attend. No technology can help managers who are unable or unwilling to set goals. The technology will also help you make a a core decision: is attending, sponsoring, or exhibiting at this event worth it?

CRM 8

CRM ROI Budgeting Public Relations 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