Introduction to Competitive Intelligence
What is not Competitive Intelligence?
Competitive Intelligence is not spying. Spying implies illegal or unethical activities. While spying does take place, it is a rare activity. Think about it; corporations do not want to find themselves in court, nor do they want to upset shareholders. For the most part, you will find spies in espionage novels, not in the executive suite.
Competitive Intelligence is not paper. Paper is the death of good intelligence. Think faceto-face discussion or a quick phone call if you can, rather than paper delivery. Never equate paper with competitive intelligence.
What is not Competitive Intelligence?
Competitive Intelligence is not database search. Databases offer just that — data. Databases do not massage or analyze the data. They certainly do not replace human beings who need to make decisions by examining the data and applying their common sense, experience, analytical tools, and intuition. Competitive Intelligence is not the Internet or rumor chasing. The Net is primarily a communications vehicle, not a deliverer of intelligence. You can find hints at competitive strategy, but you will also uncover rumors disguised as fact, or speculation dressed up as reality. Be wary of how you use or misuse the Net. Its reach is great, but you need to sift, sort, and be selective on its content.
What is not Competitive Intelligence?
Competitive Intelligence is not a crystal ball. There is no such thing as a true forecasting tool. Intelligence does give corporations good approximations of reality, near- and long-term. It does not predict the future. .
Competitive Intelligence is not a job for one, smart person. A CEO might appoint one individual to oversee the CI process, but that one person cannot do it all. At best, the CI Ringmaster, the coordinator of the program, keeps management informed and ensures that others in the organization become trained in ways to apply this tool within each of their SBUs.
What is not
Competitive Intelligence is not spying. Spying implies illegal or unethical activities. While spying does take place, it is a rare activity. Think about it; corporations do not want to find themselves in court, nor do they want to upset shareholders. For the most part, you will find spies in espionage novels, not in the executive suite.
Competitive Intelligence is not paper. Paper is the death of good intelligence. Think faceto-face discussion or a quick phone call if you can, rather than paper delivery. Never equate paper with competitive intelligence.
What is not Competitive Intelligence?
Competitive Intelligence is not database search. Databases offer just that — data. Databases do not massage or analyze the data. They certainly do not replace human beings who need to make decisions by examining the data and applying their common sense, experience, analytical tools, and intuition. Competitive Intelligence is not the Internet or rumor chasing. The Net is primarily a communications vehicle, not a deliverer of intelligence. You can find hints at competitive strategy, but you will also uncover rumors disguised as fact, or speculation dressed up as reality. Be wary of how you use or misuse the Net. Its reach is great, but you need to sift, sort, and be selective on its content.
What is not Competitive Intelligence?
Competitive Intelligence is not a crystal ball. There is no such thing as a true forecasting tool. Intelligence does give corporations good approximations of reality, near- and long-term. It does not predict the future. .
Competitive Intelligence is not a job for one, smart person. A CEO might appoint one individual to oversee the CI process, but that one person cannot do it all. At best, the CI Ringmaster, the coordinator of the program, keeps management informed and ensures that others in the organization become trained in ways to apply this tool within each of their SBUs.
What is not