1-1 Ongoing strategic decisions require a continuous stream of information. Competitive intelligence processes
provide that continuous stream.
1-3 Competitive intelligence is a systematic process that transforms random bits and pieces
of data into strategic knowledge. It is information about current competitive position as well as specific future
plans of competitors. It is information about the driving forces within the marketplace... It is also information
external to the marketplace, such as... influences that have an impact on the marketplace... One of the key success
factors in this type of intelligence process is to develop a sense of probable competitive reaction to an industry development
or an initiative of your own... As one competitive analyst said, "This is... the process of studying anything
that helps make us more competitive."
1-4 As much as 95 percent of intelligence is available just for the asking. The challenge
is to build a network that seeks out the information in a routine and systematic manner.
1-5 Most companies are looking for an intelligence process that gives them a maximum amount of intelligence
for the least cost. The approach outlined in this Guide will yield that result.
4-4 intelligence gathering should focus on key success factors. Ideally, these factors
should be translated into measurable key control indicators so that competitive activity can be measured in a quantitative
as well as a qualitative way.
4-5 Key Point: Much of the value of intelligence is in its timeliness.
4-6 The CI process must address how to systematically gather, sort, analyze, and synthesize information
for strategic and tactical decision-making purposes.
5-9 In order for strategic management to become a routine effort, continuous streams of information are
required.
5-9 For those pioneering the trail of competitive intelligence, you are blazing a path that ultimately will
unlock the buried treasure of information in your organization. If you are a persistent and successful change agent,
you also will help others as they attempt to feed critical streams of information into the strategic management process.
10-1 Information by itself has no value until analysis is performed. Analysis puts information in
a form suitable for strategic and tactical decision making.
10-13 The intelligence process dictates that anything that is new, different, or changing probably will
have an impact on your own strategic direction.
