Competitive Intelligence: How to Drive Business Influence and Impact?CHAPEL HILL, N.C. -- Companies face the challenge of advancing their integration of competitive intelligence (CI) into strategy and actions. Often they ask: how can we manage the competition, rather than react to events in the competitive marketplace? The key to the solution is an empowered centralized formal CI structure that is supported by critical analytical tools and engages in constant communication, according to according to prep. 1. As stated or indicated by; on the authority of: according to historians. 2. In keeping with: according to instructions. 3. a study - Managing the Competition: Turning Competitive Intelligence into Strategy - by research firm Best Practices, LLC (Logical Link Control) See "LANs" under data link protocol. LLC - Logical Link Control , online at http://www3.best-in-class.com/rr443.htm . The study conducts an in-depth investigation on how the world's most respected CI organizations collect and act upon competitor data to manage the competitive landscape. The study reveals tactics to advance CI impact employed by world-class organizations such as: 3M Pharmaceuticals, Abbott Laboratories Abbott Laboratories (NYSE: ABT) is a diversified pharmaceuticals and health care company. It has over 65,000 employees and operates in 130 countries. The corporate headquarters are in Abbott Park, Illinois, a neighborhood of North Chicago, Illinois. , Amgen, AstraZeneca, Bristol-Myers Squibb Bristol-Myers Squibb (NYSE: BMY), colloquially referred to as BMS, is a pharmaceutical corporation, formed by a 1989 merger between pharmaceutical companies Bristol-Myers Company, founded in 1887 by William McLaren Bristol and John Ripley Myers in Clinton, NY (both were , Eli Lilly Eli Lilly can refer to:
--Structure - Comparison of centralized and decentralized de·cen·tral·ize v. de·cen·tral·ized, de·cen·tral·iz·ing, de·cen·tral·iz·es v.tr. 1. To distribute the administrative functions or powers of (a central authority) among several local authorities. structures --Information gathering - Which tools and processes are critical for competitive information collection? --Communication of information and information use - How to disseminate data to key stakeholders and integrate recommendations into strategies to effectively manage the competition? The result of exclusive interviews with 27 competitive intelligence and marketing executives at 17 global companies, "Managing the Competition: Turning Competitive Intelligence into Strategy also details: --Performance measurement systems --Benchmark partner case studies --Comparison matrix of companies' CI operations "During difficult economic times, excellent competitive intelligence can be the differentiating factor in the marketplace," explains Best Practices, LLC Vice President Chris James. "Companies that can successfully gather and analyze competitive information, then implement strategic decisions based on that analysis, position themselves to be ahead of the pack." Download an online summary of "Managing the Competition: Turning Competitive Intelligence into Strategy" at http://www3.best-in-class.com/rr443.htm . For more information, contact Vince Matal at 919-767-9179 or at vmatal@best-in-class.com. ABOUT BEST PRACTICES, LLC Best Practices, LLC conducts work based on the principle that organizations can chart a course to superior economic performance by studying the best business practices, operating tactics and winning strategies of world-class organizations. For more information, call 919-403-0251 or visit http://www.best-in-class.com. |
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