Competitive Intelligence for Business Success
White Papers, Articles & Presentations

Abstract: Outlines the processes involved in competitive intelligence, and discusses what it is, how to do it and gives examples of what happens when companies fail to monitor their competitive environment effectively. Presents a case study, showing how the company that produced the pre-cursor to the Barbie doll failed to look at their business environment and how this led to the firm’s failure. Discusses what competitive intelligence is, and what it is not, and why it is important for businesses. Presents three models used to describe the competitive intelligence process and goes through the various steps involved in defining intelligence requirements and collecting, analyzing, communicating and utilizing competitive intelligence.

Abstract:Business intelligence researchers, including competitive intelligence analysts and head-hunters use social networking tools such as LinkedIn as a way of finding contacts for interview. Such tools are a replacement for more traditional offline networking widening the potential pool of contacts to millions globally.

Social networking tools have become increasingly popular, especially with the growth of consumer sites such as MySpace, Facebook and Bebo and business sites like LinkedIn and Xing simplify the location of suitable interviewees for research projects. The willingness of people to provide detailed information via such sites facilitates the research process despite potential risks to their personal privacy.

Abstract: The need to monitor competitor activity and anticipate competitive actions is a standard activity for most businesses. In order to succeed and grow, firms need to understand what rival firms are doing, and furthermore what is happening in the overall business environment. However unlike a manufacturing company, or a high-street retailer, or indeed many other businesses, obtaining intelligence on competitors is not so easy for professional service firms.
Footnotes: Explains the meaning of “competitive intelligence”, how it is collected, what isn't competitive intelligence and the way in which CI will be applicable in the legal market

Abstract: Many CI analysts have difficulties understanding financial statements even though such statements can be crucial when evaluating a competitor. Passing the numbers to a company accountant is one option, but the results may be a standard financial analysis, missing crucial clues to a competitor's business. Ideally competitor analysts should do the work themselves.

Abstract: Strategic planning requires an ability to plan several years into the future - anything less is effectively a tactical decision taken to meet a current need. Competitive analyses that only use historical evidence of competitor activity based on the signals competitors give out to the market cannot meet this need for future planning - and as a result the information provided is essentially tactical rather than strategic. The pace of market change means that businesses that fail to use techniques to anticipate future situations are at risk. Such techniques include PEST analysis, Inferential Scanning and Scenario Analysis. The UK credit information industry provides an example of how industries can change within a few years.
Keywords: Strategic planning, future planning, scenario analysis, inferential scanning, PEST analysis, change, market change, competitive analysis, competitor, competitive intelligence, credit information.

Abstract: Today's Internet search tools can trace their origins to the development of Archie and Veronica used for searching FTP and Gopher sites. The first search engines were difficult to use and search directories such as Yahoo! provided an alternative route to finding material. WebCrawler was the first major search engine followed by OpenText, Lycos and others. Alta Vista was the first to offer Boolean logic - making it the favoured choice for professional searchers.
As the World-Wide-Web developed, search tools added local country versions and other features. Alternative search approaches including meta-search engines combining searches from several search tools and specialist subject directories also appeared. The major search engines improved search sophistication by allowing users to refine searches to filter results. They also added subject directories containing quality reviewed sites.
Increasing competition between the various search tools resulted in alliances, content addition and a move away from being jumping-off points to other web destinations to being destinations in their own right. The search tool companies started to redefine themselves as media companies differentiating themselves from each other. Advertising is a key revenue source, and licensing agreements, alliances and software sales are also important. Alternative revenue models include Northern Light's "pay-to-view" sites and GoTo's "pay for placement" approach.
The search engines are attempting to become portal or gateway sites, keeping visitors for longer. Approaches taken include the creation of channels and special interest group sites along with services such as free e-mail and web site options. The drive to add value has led to a flurry of acquisitions. Centraal Corporation's Real Name system, adopted by Alta Vista promises to make company searches simpler. The future promises a convergence between the traditional non-electronic media companies and the search tool companies.
Keywords: Search tools, search engines, directories, meta-search, Alta Vista, Lycos, Yahoo!, Infoseek, Excite, Northern Light, HotBot, WebCrawler, OpenText, GoTo, ALIWEB, World-Wide-Web-Wanderer, Galaxy, Internet, World-Wide-Web.

Abstract: Competitor information gathering is a key aspect of business planning. Information will either come from published or unpublished sources. Unpublished information will often be verified based on material from published sources. Published information is more likely to be factual and includes financial, stockmarket, press, market and industry, product, trademark and patent sources. Much published information is now available online, but the specific skills of a dedicated competitor analyst are required to best utilise these information sources. The traditional online hosts such as FT-Profile, MAID, DataStar and Dialog each host databases that can used to obtain competitor intelligence. Typical databases will include those from Dun & Bradstreet, Reuters Textline, the Derwent World Patent Index, Kompass, Investext and others. The Internet has recently become an important source for competitor information, holding competitor promotional material as well as items from independent sources. The Internet search engines such as Alta Vista can locate information of interest on both the World-Wide-Web and Usenet. .
Keywords: Competitor Intelligence; Competitor Analysis; Online Databases; World-Wide-Web; Internet.