Proven Strategies in Competitive Intelligence: Lessons from the Trenches

Tested-in-the-trenches competitive intelligence techniques used at today's top companies

This book brings together the best thinking and practices in competitive intelligence (CI) currently being used at many of today's most successful companies. Featuring contributions from leading industry executives, it covers CI strategies across a wide range of business functions, including marketing and sales, market research and forecasting, product development, and teams.

The only book on the subject offering a comprehensive view of CI, from the CEO down to the tactical CI team
Numerous case studies vividly illustrating cutting-edge CI techniques in action

Customer Reviews:

Nice Assortment of Articles, But Seen Them Before

By Heath C. Sturt - April 28, 2001

This book is a decent one for your library shelf. It includes a fair variety of articles, quite often featuring widely known names in the CI field. The idea of "proven" and "strategies" may be a bit misleading however, as some of these so-caled proven strategies were really philosphies, tactics or concepts that worked for a short time but were shown to be difficult to sustain. Witness the recent public difficulties at Procter & Gamble or Daimler Benz for example and you'll understand this.For those people who read or have seen the CI Review, you'll recognize that these chapters first appeared as articles in that venue. Some of the chapters are now several years old, stale, and the individuals, departments or companies involved have undergone major shifts in their approaches to CI and to the topics of these articles. I should note that this doesn't mean that the information is invalid, indeed, it is helpful more often than not. However, "proven"... read more

The Best Here is Amazingly Good

By Jim Levitas - June 1, 2001

As with any anthology, some of the contributions are better than others. But the best case studies in this collection are of real value. In particular, I'd point to the case studies from Shell and other companies that describe how corporate intranets can be used to both collect competitive information from within your firm (sales reps, etc.) and then to make it availalbe firmwide, so that no one gets "blindsided." Any company that's not doing this doesn't understand, as one of the chapters puts it, the overriding importance of CI/Knowledge Management convergence.I was also amazed by how forthright some of the contributors were, expecially the description of the organizational CI structures at firms such as P&G, Xerox and IBM. I don't know why they're sharing this, but these descriptions are worth the price of the book. Not that you'd want to copy them exactly, but it's vital to know how others organize their efforts in this regard.And even the more... read more

A Great Book, But a Somewhat Overreaching Title

By Nwankama Nwankama - December 15, 2008

This book contains very valuable lessons in CI, as well as in strategic and tactical design, which many businesses can certainly benefit from. Some of the cases were very intriguing and quite informative. From all the cases presented, it became apparent that success of CI operations, among other things, requires an intelligence leader at the top level, preferably executive level; strong cooperation among various organizational departments/teams; intelligence expertise; very strong ethics; spirited internal marketing of CI (as strategic and tactical intelligence must be seen as a top priority within the organization), etc. Nonetheless, I believe that a better title should have been something like "Sample Strategies in Competitive Intelligence." While the strategies presented may have worked well at the time for IBM, Xerox, Motorola, Nutrasweet, Avent, Merck, P&G, Intel and Microsoft, I wonder if other companies that take the strategies as a blueprint will experience the same level of... read more

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