However, there were situations where such disconnects were avoided. That was done by having the end-user be a part of process of developing the raw data and finished analysis. For example, technology teams in a wide variety of industries began to develop and use access to data on pending research and development. The goal was to help develop an understanding of where their competitors were, are and will go. Technology-oriented intelligence grew out of this environment. It still enjoys the creativity, cross-fertilization, and intellectual stimulation that having competitiveintelligence professionals work directly with the decision-makers generates.
76 For example, if we are talking about the world, the market and competitiveintelligence are the same because the scope is the same. I call “Market Intelligence” when I am referring to intelligence in a particular geography; Market Intelligence in Portugal or Spain, but there are people who use interchangeably the topics of: market, competitive and business. For me, business is just the company. So our business lives within an industry and the industry lives within an external environment. There are many people who use business for the overall and competitive for competitors. But many are confused, even those working in the area, not all have a neat idea. And I spent a lot of time doing this (structuring ideas) and it is too complicated to explain to someone. And it depends, if you look into Business Intelligence books, where they want to project the idea ... their perspective is only the company’s one; it is, start from the company to the world, which is, in my perspective, the wrong approach, because the company is what you control. What is outside you do not control, thus we have to start from what we do not control to what we control, so then we can adapt in the best way. That is the philosophy, the logic and the mindset of competitiveintelligence.
Na literatura, este tema, monitoramento do ambiente para a atividade de inteligência, tem aparecido , freqüentemente, como um processo denominado inteligência competitiva com duas concepções básicas que podem ser identificadas na literatura corrente. Uma concepção está fundamentada nos competidores, sendo estes o ponto central de todo o trabalho de investigação, presente na literatura anglo-americana, denominada competitiveintelligence ou business intelligence. A outra concepção desenvolve o monitoramento do ambiente através de monitoramentos específicos, como tecnológico, concorrencial, político, dentre outros, denominada, na literatura francesa como veille stratégique.
Dentre os artigos selecionados, 44 estudaram a aplicação de IC nas organizações em diferentes abordagens, buscando ressaltar que as informações fornecidas pela ferramenta de IC contribuem para melhor performance das organizações (CompetitiveIntelligence Foundation, 2006).Dentre as diferentes abordagens dos estudos, podemos citar: vantagem competitiva; inovação; alianças estratégicas; tecnologia da informação; P&D; tamanho da empresa como fator relevante; comprometimento dos profissionais da área; sistematização do processo de IC; infraestrutura. Na reflexão destes estudos, pudemos perceber a IC como uma ferramenta estratégia capaz de levar adiante as decisões(Bose, 2008; Du Toit, 2013) e que pode ser utilizada para apoiar o desenvolvimento da inovação nas organizações (Fleisher & Benssoussan, 2003) visando garantir melhor performance.Nessa perspectiva, faz-se necessário que a organização desenvolva um eficiente processo de sistematização das informações (Miller, 2002), e o que pode ser notado nos estudos, é uma insinuante fragilidade nos processos sistêmicos de IC nas empresas pesquisadas.Assim, Herring (1999) sugere a implantação de um Sistema de Inteligência Competitiva (SIC), que trata de um processo organizacional de coleta e análise sistemática da informação que deve monitorar todo o ambiente, para a organização agir de forma rápida e precisa para obter vantagem competitiva.
A Sociedade dos profissionais de inteligência competitiva (SCIP – Society of CompetitiveIntelligence Professionals) define a inteligência competitiva como um programa sistemático e ético de reunir, analisar e gerenciar informação externa, que pode afetar os planos, decisões e operações de uma organização. Colocada de outra forma, é o processo que permite o aumento da competitividade da organização no mercado, por meio de um entendimento maior, mas inequivocamente ético, dos seus competidores e do seu ambiente competitivo 5 .
No desenvolvimento de qualquer sistema é sempre necessário a existência de um estudo cuidado daquilo que se pretende desenvolver, e quais é que são os objetivos principais do desenvolvimento desse mesmo sistema, consoante os objetivos da organização que o pretende desenvolver. Nesta primeira fase, deverá ser realizada a identificação das necessidades dos decisores e o resumo dessas mesmas necessidades de Intelligence em tópicos (Botha & Boon, 2008). Estes tópicos são designados por Key Intelligence Topics ou KIT. O processo dos KIT é um processo de identificação das necessidades chave para cada decisor (Herring, 1999). Ou seja, cada decisor dentro de uma organização tem que identificar com clareza quais são os tópicos de maior importância e impacto na sua tomada de decisão. Deste modo, o desenvolvimento da atividade de CompetitiveIntelligence passa a ter um propósito, que é o de servir, do melhor modo possível esses mesmos decisores. Nesta fase, é definido também de que forma e para quem a informação deve ser encaminhada. Em alguns modelos, a fase Definir os Objetivos do Sistema de CompetitiveIntelligence é a primeira fase do processo de CompetitiveIntelligence. Embora possam definir esta fase com nomes diferentes, o propósito é o mesmo.
The Internet and Web 2.0 changed the way people obtain information and relate to the environment they live in. In this context, social networks emerge as indispensable sources of information on the wide intelligence process, accessible and low-cost, which need to be better understood and exploited, as they can create advantage for companies. This study aims to determine how social networks are used in the information gathering phase, focused on competitiveintelligence. The intention was to propose an analytical and conceptual model of verification of social networks as sources of information. Therefore, there was a qualitative, exploratory and descriptive study based on semi-structured interviews and covering five national companies of different segments and sizes, engaged in the CompetitiveIntelligence activity. For the data analysis, we elected the content analysis technique, and the systematization of information was performed with the software Atlas.ti. The results showed that companies are attentive to social networks as sources of information, as they recognize their importance primarily due to direct contact with prosumers, and highlight the need for their verification, considering the model as very important and feasible for sorting market information.
The paper explores the tool of Competitive )ntelligence C) as an effective method of building one s capability and focus and illustrates the benefits of gathering competitiveintelligence by applying it on the top technology services firms in )ndia. These results are then analysed in the light of the responses to the questionnaire administered to the selected three Romanian Offshore technology services providers. The study revolves around the key assumption that there is a set of factors common to all industry players whether in )ndia or Romania, so it would be vital to collect information about how do these global competitors perceive their external environment and what strategies are they planning to adopt in order to grow in these competitive scenario. Given the growth targets set by these Romanian firms over the next five years and given the fact that there is no formal practice of gathering C), the study recommends strategies for these Romanian players and builds a case for developing a Competitive )ntelligence Plan by these firms in order to make the most of their capabilities and stay competitive.
As empresas necessitam de captar informação e transforma-la em conhecimento, pelo que o modelo de negócio utilizado é essencial à sustentabilidade financeira desta, permitindo a execução das tarefas operacionais, optimização de estratégias, planeamento e uso de ferramentas BI. É com o apoio das tecnologias informáticas que podem aumentar e desenvolver o negócio nos mercados tendo sempre como foco o cliente. O “valor do negócio” perde-se quando o investimento em TI é puramente económico, e é aqui que se deve focar o Stakeholder e ou a equipa responsável pelo investimento em recursos humanos e financeiros. O cliente deve ser o objectivo principal, a angariar e a perdurar para empresa, a fidelização deve ser realizada pela prática de uma cultura organizacional focada nas suas necessidades, sendo essencial o seu envolvimento económico e social. A Business Intelligence quando bem implementado, permite a redução de custos para a empresa e para os seus clientes, pela aquisição de produtos de qualidade superior a preços mais baixos, assim como o efectuar de previsões acerca de tendências de mercado, a curto, médio e longo prazo, não esquecendo que é necessário incorporar/interiorizar os processos de negócio no seio da organização (Chesbrough, 2002; Rosenbloom, 2002).
The eight studies, Products and Solutions of Business Intelligence (Denisa Eustasius), The Information Society – Security and Risk (Gabriela Poenar), Technological Intelligence – a French Approach (Irina Capmare), CompetitiveIntelligence and Business Management (Mariana Alina Stan), Overview on the CompetitiveIntelligence in the USA (Veronica Stoian), Business Intelligence in Europe (Anamaria Simion), Business Intelligence – A Modern Documentary Technique (Elena Andreea Bugheanu), Business Intelligence – A Development Strategy (Ionela Romana Croitorescu) approach one of the most modern products of advanced information: the Business Intelligence.
The Romanian industry of railways plays a very important part in economy of the European Union because of its geostrategic positioning. Usually such companies are known as the largest employers also taxes payers in the country, consequently their importance is really great. )t is also noticed that the companies, which belong to the sector of railways compete in the market with the companies of other sectors of transport. That is why the matter of planning and implementing of the methods of competitiveintelligence has taken on a special topicality as one of the ways to get a competitive advantage in the market. Usually to frame such methods on their own is a very difficult task for business organizations, so they seek assistance from to the companies, which provide them with such service. (owever it is necessary to remark that competitiveintelligence is a continuous process with no interruption and only in this circumstance it is possible to expect the positive results. )n our opinion, this process should be started with framing of the methods. Vaidas G, Stasys D,
The Swiss Life case study demonstrates that ontology base applications are feasible to take part of the organization internal practices. There is a place within organizations to accept intelligence application that allow them to access their intellectual capital assets. It can be extrapolated that competitiveintelligence applications could also be integrated in a company internal decision making process if they demonstrate enough value. Besides ontology base software, our methodology focus on information extracted from the web and is more than a simple analysis tool that uses an ontology store system to organize information. Since some competitiveintelligence and knowledge management models sustain their analysis on web extracted information, our software goes a bit further than the Swiss Life Case Study.
The activity of CompetitiveIntelligence also consists in finding available data based on public sources or even within the organization itself. In another sense, the intelligence activity in organizations uses internal information, as well as the external public information, though not necessarily published, as sources to find and reinforce information on the market environment, such as clients, competitors, associations, clients’ employees (sales people, service agents and employees related to those working for the competition) and company records (Fleisher et al., 2008). Sometimes, data is sought through these sources and other times it arrives by chance. Other available sources are government records, newspaper clippings, interviews, press bulletins and specific industry sector magazines. Finally, the authors affirm that CompetitiveIntelligence professionals are curious by nature, which could suggest an ability to enhance and expand the information sources for an organization.
Barbieri (2001), just like Turban et al. (2009), understands BI as a conceptual umbrella from the new age of Information Economics, a society dedicated to capturing data, information and knowledge. BI approaches CompetitiveIntelligence 3 (CI), Knowledge Management Systems 4 (KMS), Internet Business Intelligence 5 (IBI), market research and analysis, etc., which can promote the right information structuring to historical and retrospective deposits, thus enabling manipulation of information through analytical and inferential tools, in order to define competitiveness strategies to corporate businesses.
Small and medium enterprises (SMEs) are believed the most important components of today’s businesses and they can boost the growth of economy. This paper presents an empirical investigation to identify and rank important factors influencing on entrepreneurial marketing to facilitate exports of SMEs. The study designs a questionnaire in Likert scale and distributes it among 387 randomly selected entrepreneurs who act as managers of some SMEs in city of Tehran, Iran. Cronbach alpha is calculated as 0.873, which is well above the acceptable level. Using principle component analysis, the study has determined four factors including competitiveintelligence, competitive advantage, external factors and internal factors to facilitate the export of SMEs.
Abstract: This research is identify and analyzes the theoretical foundations of CompetitiveIntelligence, to propose a scientific framework and its multilevel inquiring system – epistemological, scientific and practical. This is a descriptive, historical and bibliographic research, which uses a systemic methodology based on M3 and on philosophy of science. The survey of the model variables was performed using simple random sampling stratified in the scientific journals and in the thesis and dissertations database. The contents of the variables were extracted from scientific documents. We conclude that the conjectures were confirmed: there is a scientific framework for CompetitiveIntelligence and a multilevel inquiring system – epistemological, scientific and practical; there are paradigms that provide directions to its inquiry; theories and models that provide scientific and real world problems solutions; there are research problems and methods to solve them; it is also possible to establish scientific definition for the field and to define its origin and theoretical landmarks.