LEADER 00000nam a22004693i 4500 
001    EBC429802 
003    MiAaPQ 
005    20200713055130.0 
006    m     o  d |       
007    cr cnu|||||||| 
008    200713s2005    xx      o     ||||0 eng d 
020    9780754682875|q(electronic bk.) 
020    |z9780566085376 
035    (MiAaPQ)EBC429802 
035    (Au-PeEL)EBL429802 
035    (CaPaEBR)ebr10211095 
035    (CaONFJC)MIL924921 
035    (OCoLC)437113661 
040    MiAaPQ|beng|erda|epn|cMiAaPQ|dMiAaPQ 
050  4 HD38.7 -- .M87 2005eb 
082 0  658.4 
100 1  Murphy, Christopher 
245 10 Competitive Intelligence :|bGathering, Analysing and 
       Putting It to Work 
250    1st ed 
264  1 Aldershot :|bTaylor & Francis Group,|c2005 
264  4 |c©2007 
300    1 online resource (302 pages) 
336    text|btxt|2rdacontent 
337    computer|bc|2rdamedia 
338    online resource|bcr|2rdacarrier 
505 0  Intro -- Contents -- List of Figures -- List of Tables -- 
       Foreword -- Acknowledgements -- Introduction -- PART I: 
       STEPS TOWARDS MORE EFFECTIVE COMPETITIVE INTELLIGENCE: 
       Understanding the competitive landscape and the 
       contributing to better decision-making -- 1 Competitor 
       Intelligence is Not Enough! -- Competitor intelligence -- 
       Competitive intelligence -- CI is not limited to 
       competitive issues - the role of cooperative intelligence 
       -- What should this discipline be called? -- Conclusions -
       - 2 How is CI being Conducted and How Should it be 
       Performed? -- How is it being done? -- How it should be 
       done -- Conclusions -- 3 How do Companies Compete? -- 
       Competition in economic theory -- Porter's three axes of 
       competition -- 'Five forces' model -- Conclusions -- 4 Key
       Internal Business Drivers -- Critical success factors -- 
       Resources -- Business processes -- Alliances -- 
       Conclusions -- 5 Key External Business Drivers -- Social 
       and cultural drivers -- Technological drivers -- Economic 
       drivers -- Environmental drivers -- Political, regulatory 
       and legal drivers -- Conclusions -- 6 For Goodness' Sake! 
       - Legal and Ethical Aspects of CI -- Illicit means of 
       gathering intelligence -- The United States Industrial 
       Espionage Act 1996 -- The SCIP Code of Ethics -- Does the 
       SCIP code work? -- Conclusions -- PART II: COLLECTING DATA
       -- 7 Commencing the CI Quest - Planning and Initial Data 
       Gathering -- Planning -- Data collection -- Where to find 
       the data sought - the golden rule of research -- The 
       research framework -- Tabling a hypothesis -- Striving for
       excellence in research -- Qualities of excellent 
       researchers -- Researcher self-development -- Management 
       support for researchers is essential -- Conclusions -- 8 
       Understanding Sectors -- Demand features -- Organization 
       of supply -- Sources for studying sectors -- Conclusions -
       - 9 Refining the Search 
505 8  Handling initial research results -- Competing hypothesis 
       analysis -- Linchpin analysis -- Knowing when to stop -- 
       Conclusions -- 10 Systematic Sources - Regular Corporate 
       Document Filings -- Unlimited and limited liability -- 
       Legal forms for carrying on business -- Companies -- 
       Standards of filing enforcement -- Conclusions -- 11 
       Systematic Sources - 'One-off' Corporate Filings -- Time 
       limits for filing and company's own public domain 
       registers -- Prospectuses for public offers of securities 
       -- Listed companies -- Circulars -- Shareholder data -- 
       Patents -- Trade marks -- Land -- Ships and aircraft -- 
       Other regulatory filings -- Conclusions -- 12 Foreign 
       Sources -- Overseas sectoral research -- Researching 
       foreign companies -- US company research -- Conclusions --
       13 Human Source Intelligence -- Planning interviews -- Who
       is to be approached? -- Approach by email -- Persuading 
       people to be interviewed -- Handling rejection -- 
       Conducting the interview -- Recording the interview -- 
       Keeping in contact with interviewees -- A warning 
       regarding being accused of anti-competitive conduct -- 
       Conclusions -- 14 Observing a Company -- Corporate 
       external communication -- Trade show CI -- Company visits 
       -- Conclusions -- 15 Creative Sources and Methods and the 
       Craft of Analysis -- Creative data gathering -- Creative 
       ways of solving problems -- Analysis -- Conclusions -- 
       PART III: TURNING RAW DATA INTO FINISHED INTELLIGENCE: 
       Analysis and presentation -- 16 Figuring Out the Numbers -
       Structure and Content of Company Accounts -- Balance sheet
       -- Profit and loss account -- Cash flow statement -- Notes
       to the accounts -- 17 Running the Numbers - Understanding 
       Financial Statements -- The twin objectives of companies -
       - Accounting policies -- Ratio analysis -- Financial and 
       performance ratios -- Interest cover and dividend cover --
       Profit margins 
505 8  Returns on investment -- Conclusions -- 18 Interpreting 
       the Non-financial Sections of Company Accounts -- 
       Auditors' report -- Directors' report -- Chairman's 
       statement -- Other reports -- 19 Assessing Information 
       Quality -- Data quality hierarchy -- Source criticism -- 
       Misinformation and disinformation -- Conclusions -- 20 
       Describing Companies -- Corporate description checklist --
       Corporate culture -- Role and status of individuals within
       a company and their interrelationships -- Conclusions -- 
       21 Comparing and Positioning Companies -- Identifying 
       competitors -- Benchmarking -- Gap analysis -- Conjoint 
       analysis -- Win-loss analysis -- Conclusions -- 22 What 
       does the Future Hold? -- Forecasting techniques -- 
       Alternative futures -- Technology forecasting -- Gauging 
       future competitor moves -- Conclusions -- 23 The End 
       Crowns All - Disseminating Competitive Intelligence -- 
       Content accuracy and credibility -- Means and styles of 
       communication -- Conclusions -- 24 Intelligence 
       Countersteps -- Strong security does not entail 
       unreasonable secrecy and refusal to communicate -- 
       Operational Security model -- Physical security -- Paper 
       and electronic documents -- Employees -- External partners
       -- External activities and dissemination of information --
       Conclusions -- PART IV: APPENDICES -- I: CI Resources -- 
       II: CI Terminology -- III: Accounting Terminology -- IV: 
       US/UK Accounting Terms -- Index -- A -- B -- C -- D -- E -
       - F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q
       -- R -- S -- T -- U -- W -- V -- X -- Y -- Z 
520    Every business manager needs intelligence to find 
       suppliers, mobilize capital, win customers and fend off 
       rivals. Obtaining this is often an unplanned, instinctive 
       process. The manager who has a conscious, systematic 
       approach to acquiring intelligence will be better placed 
       to recognize and seize opportunities whilst safeguarding 
       the organization against the competitive risks that 
       endanger its prosperity - and sometimes even its survival.
       Christopher Murphy's Competitive Intelligence explains:  
       ¢  the theory of business competition ¢  how companies 
       try to get ahead of their rivals ¢  methods of research 
       and sources of information that generate the raw material 
       for creating intelligence ¢  analytical techniques which 
       transform the mass of facts and opinions thus retrieved 
       into a platform of sound, useable knowledge to support 
       informed business decision making.  The text includes 
       plenty of examples and experiences from the author's own 
       consulting experience. He draws on a wide variety of 
       disciplines, including literary criticism (or how to read 
       between the lines of company reports, announcements and 
       media stories) and anthropology (understanding corporate 
       culture), as well as the more obvious ones such as 
       financial analysis, management theory and business 
       forecasting techniques. This fusion of insights from many 
       fields of expertise provides a very readable, practical 
       and imaginative framework for anyone seeking to gather and
       make effective use of market and company data. While 
       focused on the British business environment, the lessons 
       drawn are of universal application, and examples are taken
       from across the globe. In addition a chapter is devoted to
       researching industries and companies in other countries. 
       Although primarily concerned with commercial enterprises, 
       many of the principles and techniques will also be of 
       considerable practical relevance 
520 8  to managers in the public sector or not-for-profit 
       organizations.  Competitive Intelligence also provides a 
       legal 
588    Description based on publisher supplied metadata and other
       sources 
590    Electronic reproduction. Ann Arbor, Michigan : ProQuest 
       Ebook Central, 2020. Available via World Wide Web. Access 
       may be limited to ProQuest Ebook Central affiliated 
       libraries 
650  0 Business intelligence.;Competition 
655  4 Electronic books 
776 08 |iPrint version:|aMurphy, Christopher|tCompetitive 
       Intelligence : Gathering, Analysing and Putting It to Work
       |dAldershot : Taylor & Francis Group,c2005|z9780566085376 
856 40 |uhttps://ebookcentral.proquest.com/lib/sinciatw/
       detail.action?docID=429802|zClick to View