A New Archetype for Competitive Intelligence

By John J. McGonagle Jr.; Carolyn M. Vella | Go to book overview

7
Market Intelligence

The volume of [marketing intelligence] information delivered by [ Japan's nine General Trading Companies] exceeds that exchanged daily by the country s Ministry of Foreign Affairs. 1

U.S. experts on Japanese trade.


WHAT IS MARKET INTELLIGENCE?
Market intelligence is intelligence developed on the very current activities in the marketplace. In a real sense, market intelligence is a child of the computer age (as is CI). In the United States, companies such as A. C. Nielsen and Information Resources Inc. sell retail sales data on virtually a "real time" basis. These data include information on sales of targeted grocery products, separated by size, flavor, color, and the like. For each product, these data show current sales, at what prices, and whether they were made with or without coupons. In addition, it offers the capability of knowing what else a food-store customer bought at the same time.But market intelligence is manifested in other areas, both "high-tech" and "low-tech":
To keep track of its competitors (so it can respond instantly to pricing changes), Hertz tracks the changes its car rental competitors make each week. This involves a dozen categories of prices, six major large competitors, scores of major markets, and at least four rate categories. The result is tens of thousands of changes each week. Hertz does this with less than ten analysts and supervisors, supported by a sophisticated computer system. As a result, it quickly responds to changes in the market. The Hertz Corporation makes 50,000 price changes each week on its car rental rates. 2

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A New Archetype for Competitive Intelligence
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Figures and Tables vii
  • Acknowledgments ix
  • I - Introduction 1
  • 1 - About This Book 3
  • Note 4
  • 2 - Why Is Intelligence Important Today -- and More Important Tomorrow? 5
  • Appendix: National Interests in Intelligence 10
  • Notes 11
  • 3 - The Building Blocks of Cyber-IntelligenceTM 13
  • Appendix: Reengineering and Downsizing 19
  • Notes 20
  • 4 - Cyber-IntelligenceTM in the Modern Corporation 23
  • Appendix: Case Study -- How Pervasive is Cyber-Intelligence in Modern Businesses? 34
  • Notes 36
  • II - The Building Blocks of Cyber-intelligenceTM 37
  • 5 - Competitive Intelligence 39
  • How Does CI Relate to the Other Building Blocks of Cyber-IntelligenceTM? 44
  • Notes 49
  • 6 - Strategic Intelligence 51
  • Notes 54
  • 7 - Market Intelligence 57
  • Notes 60
  • 8 - Crisis Management 63
  • Notes 66
  • 9 - Benchmarking 69
  • Notes 82
  • 10 Reverse Engineering 85
  • Notes 90
  • 11 - Defensive (Counter) Intelligence 91
  • Notes 96
  • 12 - The Building Blocks of Cyber-IntelligenceTM: Charting the Relationships 97
  • III - Using Cyber-IntelligenceTM 99
  • Notes 105
  • 13 - Data Gathering: An Overview of Sources 107
  • Notes 117
  • 14 - Data Gathering: An Overview of Techniques 119
  • Appendix: Case Study 129
  • Notes 132
  • 15 - Data Analyses 133
  • Appendix A: Comparative Target Profile Summary 146
  • Appendix B: Strategic Analysis Report Form 147
  • Appendix C: Communicating Conclusions 150
  • APPENDIX B: STRATEGIC ANALYSIS REPORT FORM 151
  • 16 - Using Cyber-IntelligenceTM Intelligently 153
  • Appendix A: Using Cyber-Intelligence in Strategic Planning 174
  • Appendix B: Case Study -- CI Supporting Other Intelligence Functions 178
  • APPENDIX B: CASE STUDY -- CI SUPPORTING OTHER INTELLIGENCE FUNCTIONS 179
  • 17 - Critical Management Issues 183
  • Notes 190
  • 18 - The Future of Cyber-IntelligenceTM 191
  • A - U.S.-Based Organizations Involved with Some Aspect of Cyber-IntelligenceTM 193
  • B - Selected Internet World Wide Web Sites 195
  • Glossary 201
  • Select Bibliography 209
  • Index to Forms and Checklists 217
  • Index to Case Studies 219
  • Index 221
  • About the Authors *
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