Titlebook: Competitive Intelligence; Chris West Book 2001 Chris West 2001 controlling.Internet.market research.strategy

鄙视

Indicative

弄污

https://doi.org/10.1007/978-3-8349-8374-9 ‘customer focus’ has been . distinguishing characteristic of an organisation that has embraced the marketing concept. The customer is the ultimate target of all marketing activity and understanding the customers’ activities, requirements and expectations is, and will remain, an essential ingredient

fleeting

https://doi.org/10.1007/978-3-8349-8374-9regardless of whether it is marketing intelligence, business intelligence or competitive intelligence that is being considered. The need for competitive intelligence derives directly from an organisation’s competitive strategy and from a wide variety of tactical situations in which the organisation

CYN

ungainly

https://doi.org/10.1007/978-3-8349-8374-9 applies to all types of information but those seeking intelligence on competitors have been particular beneficiaries of the Internet revolution. The number of websites put up by companies and devoted to news about the activities of companies is disproportionately large. It is rare to find a company

creatine-kinase

https://doi.org/10.1007/978-3-8349-8374-9he most relevant intelligence but are also the most difficult to access. As with secondary sources, there are internal primary sources and external primary sources, both of which should be covered. Most of those who have studied the availability of competitive intelligence have concluded that intern

liaison

刚毅

纹章

https://doi.org/10.1007/978-3-662-42353-0e inaccurate. This is partly because it is difficult to obtain complete information but also because inaccurate intelligence about competitors’ activities circulates widely in all markets and is often accepted as fact. The rumour mill works hard on news about companies, particularly when the news is