Harvard Business Review
MAY 18, 2015
For the next year, Jessica Eliasi, then the director of Competitive Intelligence at Mars Chocolate, travelled the world running “competitive simulation” games with local market teams from Russia to Mexico to Turkey to England. To become more agile, s tart by rethinking your competitive intelligence process.
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. On the other hand, management never questions the actual use of this information by employees in brand, product, R&D, marketing, business development, sales, purchasing or any other market-facing function.
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Harvard Business Review
JUNE 16, 2016
Maybe a brand manager is moved to a different department, but little else changes – the same consultants are hired, the same “best practices” are pursued – and organization itself rarely actually learns. Use competitive intelligence differently. Study personal use of intelligence.
Harvard Business Review
MAY 31, 2016
“Whether or not the employee ends up taking the other offer, this is a rich opportunity,” says Dick Grote performance management consultant and author of the HBR Tools on Goal Setting and Performance Reviews. Instead of panicking, make the most of the situation. ” Here’s how. . ” Stay in touch too.
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.
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