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Author Murphy, Christopher
Title Competitive Intelligence : Gathering, Analysing and Putting It to Work
Imprint Aldershot : Taylor & Francis Group, 2005
book jacket
Edition 1st ed
Descript 1 online resource (302 pages)
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Note 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
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
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
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
to managers in the public sector or not-for-profit organizations. Competitive Intelligence also provides a legal
Description based on publisher supplied metadata and other sources
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2020. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries
Link Print version: Murphy, Christopher Competitive Intelligence : Gathering, Analysing and Putting It to Work Aldershot : Taylor & Francis Group,c2005 9780566085376
Subject Business intelligence.;Competition
Electronic books
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