From your question, I am not sure that you are following the best approach.

There are two ways of doing a competitor evaluation.

1. A shotgun approach - where you go and collect everything available including the name of the chairman's wife and children and which schools they go to. This will give you a ton of information - most of which will be irrelevant. (Yes - believe it or not, we have been asked to find family information such as this. Apart from the fact that obtaining it and passing it on would generally break European data protection regulations, such information is highly unlikely to provide intelligence that would help business decision making - which is the purpose of collecting competitive intelligence. It is valid to collect information on key management so that behavioural profiles can be created - but this does not usually need to include detailed family information such as schools, spouse details, etc.).
   
   
2. A targeted approach. You need to formulate what is often called a KIT - or Key Intelligence topic. Identify what you need to know about a particular competitor, break it down into a series of key questions, and go and find that information only. As new needs come up, you will formulate new KITs. Over time you will develop a very targeted and custom based knowledge on the individual competitor, its approach, behaviour patterns and strategy. This can then be used to feed back into your own strategies to formulate counter moves.

The second approach makes much more efficient usage of time and will be more useful for management as it gives them what they need without the requirement to sift through that ton of data. Of course the ton of data is important as it gives background information, and can help in spotting new trends and anomalies that may signify a change in strategy for the competitor or confirm other information. However when asked to do an evaluation the first question should be what is the purpose. (If an acquisition then the information will be different to looking at new product ideas or new market moves).

However as you already have lots of data, you should not just throw it away as what may seem irrelevant now may be important later. One approach is to construct a detailed profile of the competitor. A form I use as a guideline breaks down the major types of information that you are likely to collect or need on your competitors as follows:

Basic information such as location and core business.

Background information

Financial assessment

Marketing & sales capabilities

Operational details

Miscellaneous aspects

Key news stories / recent events

Strength & weakness assessment

Strategy evaluation

Threat evaluation & outlook

I use this as an aide-memoir for everything on a particular competitor. It is essentially a brief summary of all the essentials - so that you have everything in one place. Its purpose is to save you from having to look up the key points and search through several documents – whether held in a hard-copy format or computerised.