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. 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.
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Harvard Business Review
MAY 1, 2014
Big companies have it easy when it comes to gathering and utilizing competitive intelligence. It can be as simple as a shared file on Google Docs or Sharepoint, or a company-developed wiki. To make this data useful, designate someone at the company to take control of competitive intelligence.
Harvard Business Review
DECEMBER 4, 2013
We don’t declare victory when a great model or application is developed – only when it’s being used to improve business performance and create new value. The key to overcoming these shortages is to develop talent in both cadres together. The most effective employee development happens on-the-job, day-to-day, often one-on-one.
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?
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.
Harvard Business Review
SEPTEMBER 18, 2013
Second, think creatively by developing new mental models; audit — and then question — your organization’s fundamental beliefs and assumptions. What is your organization’s competitive space, and are there ways it might be redefined? If you or your organization didn’t exist, what difference would it make to the world?
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