Table of Contents
EXECUTIVE SUMMARY
- Project Overview
- Figure S.1-Key Drivers of Excellence
- Report Structure and Organization
- Key Project Findings
PARTNER CASE STUDIES
- Pharmaceutical Companies
- Non-Pharmaceutical Companies
- Survey Responses
CHAPTER 1: STRUCTURING FOR MAXIMUM COMPETITIVE INTELLIGENCE IMPACT
- Figure 1.1-Centralized vs. Decentralized
- Structure, Roles, and Responsibilities
- Figure 1.2-Three Faces of Competitive Intelligence
- Figure 1.3-Benchmark Class Structure
- Figure 1.4-Centralized Structure (Company A)
- Figure 1.5-Company R' s Competitive Intelligence Structure
- Figure 1.6-Competitive Intelligence Structure at Company I
- Figure 1.7-Company C' s Structure Diagram
- Figure 1.8-Functional Responsibilities
- Skills and Capabilities
- Figure 1.9-Skills and Capabilities
- Figure 1.10-Competitive Intelligence Leadership
CHAPTER 2: OPTIMIZING COMPETITIVE INTELLIGENCE OPERATIONS
- Figure 2.1-Tools and Techniques
- Information Collection Tactics
- Figure 2.2-Plumtree Technology
- Figure 2.3-Northern Light Technology
- Analytical Tools
- Figure 2.4-Effectiveness of Analysis Tools
- Figure 2.5-Science Mapping
- Figure 2.6-Comparative Matrix Plotting
- Figure 2.7-Critical Steps for Scenario Planning
- Figure 2.8-Competitive Landscapes
- Archiving Competitive Intelligence Data
- Performance Metrics
CHAPTER 3: COMMUNICATING COMPETITIVE INTELLIGENCE
- Figure 3.1-Communication
- Expectation Management
- Figure 3.2-Expectation Management
- Figure 3.3-Give-and-Take Relationship between Sales and
- Competitive Intelligence
- Communicating Competitive Intelligence Findings
- Figure 3.4-Filter Information through Competitive Intelligence Group
CHAPTER 4: TURNING DATA INTO STRATEGY
- Figure 4.1-Using Competitive Intelligence
- Figure 4.2-Company M Product Development
- Figure 4.3-Translating Information into Strategy
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