標(biāo)題: Titlebook: Competitive Intelligence; Chris West Book 2001 Chris West 2001 controlling.Internet.market research.strategy [打印本頁(yè)] 作者: antithetic 時(shí)間: 2025-3-21 20:02
書(shū)目名稱(chēng)Competitive Intelligence影響因子(影響力)
作者: Endometrium 時(shí)間: 2025-3-21 20:24 作者: Receive 時(shí)間: 2025-3-22 03:29 作者: GRAIN 時(shí)間: 2025-3-22 04:34 作者: Outmoded 時(shí)間: 2025-3-22 11:43 作者: nonradioactive 時(shí)間: 2025-3-22 15:40 作者: nonradioactive 時(shí)間: 2025-3-22 21:07
Counter-intelligence,intelligence programmes represent a partial but essential defence against competitive intelligence and they should not be confused with counter-espionage. The civilian version of counter-espionage is used to counter the threat to businesses arising from:作者: 啤酒 時(shí)間: 2025-3-22 23:02
https://doi.org/10.1007/978-3-662-42353-0cedures that are applied during the data collection process and retrospectively once the intelligence has been analysed. These procedures are particularly important for intelligence obtained from the Internet but also applies for that obtained from other secondary sources and even from primary sources.作者: 騷擾 時(shí)間: 2025-3-23 04:42 作者: Explosive 時(shí)間: 2025-3-23 08:43 作者: 高度 時(shí)間: 2025-3-23 11:32
Legal Factors and Ethical Guidelines,e prepared to break the law in order to acquire intelligence, if the price is right. These organisations are not part of the competitive intelligence community but are trading on the back of the growing demand for competitor intelligence.作者: Ophthalmoscope 時(shí)間: 2025-3-23 15:05
https://doi.org/10.1007/978-3-8349-8374-9in advance, competition is easier to engage in when the current and future activities of the competitors are known or anticipated. In all competitive situations the accuracy and timeliness of the intelligence that is held may have a determining influence on the outcome of the engagement.作者: Assemble 時(shí)間: 2025-3-23 21:35 作者: 占卜者 時(shí)間: 2025-3-24 00:49 作者: 無(wú)可非議 時(shí)間: 2025-3-24 05:30
https://doi.org/10.1007/978-3-8349-8374-9om external sources. The difficulty lies in the fact that they are rarely easy to identify and there are invariably limits to the depth of information they will disclose, particularly those sources that work within the companies being studied.作者: Keratin 時(shí)間: 2025-3-24 08:46 作者: GLUT 時(shí)間: 2025-3-24 14:04
The Development of Competitive Intelligence,articipants in markets have been studied and analysed regularly. These include distributors, specifiers, advisers and competitors. Each of them is a valuable source of intelligence for those attempting to define a winning strategy, though, to date, customer analysis has taken the lion’s share of research budgets.作者: opalescence 時(shí)間: 2025-3-24 17:38 作者: bronchiole 時(shí)間: 2025-3-24 22:18 作者: Myelin 時(shí)間: 2025-3-25 00:48 作者: 方舟 時(shí)間: 2025-3-25 03:20 作者: LATER 時(shí)間: 2025-3-25 09:04
mpanies adapt their plans much faster, the demand for competitive intelligence has spiralled. Christopher West, an expert in the field, shows you how to collect, analyse and use competitive intelligence from a variety of sources, including the internet, and change your competitive strategy accordingly.978-1-349-41852-7978-0-230-51459-1作者: pulse-pressure 時(shí)間: 2025-3-25 11:57
https://doi.org/10.1007/978-3-662-41051-6ement the project without interaction (or interfering), this can result in the outcome being less satisfactory. This is truest when working with outside intelligence agencies who are not party to the working culture within the commissioning company and do not have automatic or ready access to internally available intelligence.作者: invulnerable 時(shí)間: 2025-3-25 17:20 作者: ferment 時(shí)間: 2025-3-25 21:08 作者: ventilate 時(shí)間: 2025-3-26 02:02
https://doi.org/10.1007/978-3-8349-8374-9As explained in the previous chapter, secondary sources are normally the first to be consulted in intelligence-gathering programmes. They vary in usefulness, timeliness and accuracy but they represent a relatively low-cost and sometimes a reasonably comprehensive method of acquiring intelligence.作者: GUMP 時(shí)間: 2025-3-26 05:08 作者: 象形文字 時(shí)間: 2025-3-26 08:33 作者: constitute 時(shí)間: 2025-3-26 14:13 作者: 攤位 時(shí)間: 2025-3-26 19:47 作者: 爭(zhēng)議的蘋(píng)果 時(shí)間: 2025-3-26 21:33 作者: insolence 時(shí)間: 2025-3-27 01:57
Framework for Competitive Analysis,regardless 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 squares up to competition on a daily basis.作者: BRACE 時(shí)間: 2025-3-27 09:20 作者: 切割 時(shí)間: 2025-3-27 11:02 作者: 恃強(qiáng)凌弱的人 時(shí)間: 2025-3-27 14:26
Processing and Distributing Intelligence,-frame. This may sound obvious but is worth stating, first, because a high proportion of intelligence is useful only for a short period of time and, second, because staff that collect competitive intelligence tend to be more security-conscious than most and have a tendency to keep the most useful data to themselves.作者: 易碎 時(shí)間: 2025-3-27 18:42 作者: Fulsome 時(shí)間: 2025-3-27 23:15
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 squares up to competition on a daily basis.作者: COST 時(shí)間: 2025-3-28 06:03 作者: 高貴領(lǐng)導(dǎo) 時(shí)間: 2025-3-28 06:58 作者: 不可磨滅 時(shí)間: 2025-3-28 11:20
https://doi.org/10.1007/978-3-662-25033-4-frame. This may sound obvious but is worth stating, first, because a high proportion of intelligence is useful only for a short period of time and, second, because staff that collect competitive intelligence tend to be more security-conscious than most and have a tendency to keep the most useful data to themselves.作者: 鄙視 時(shí)間: 2025-3-28 16:29 作者: Indicative 時(shí)間: 2025-3-28 21:21 作者: 弄污 時(shí)間: 2025-3-29 02:55
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作者: fleeting 時(shí)間: 2025-3-29 05:29
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 作者: CYN 時(shí)間: 2025-3-29 09:06 作者: ungainly 時(shí)間: 2025-3-29 12:58
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作者: creatine-kinase 時(shí)間: 2025-3-29 17:37
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作者: liaison 時(shí)間: 2025-3-29 20:23 作者: 剛毅 時(shí)間: 2025-3-30 03:32 作者: 紋章 時(shí)間: 2025-3-30 05:29
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作者: 代替 時(shí)間: 2025-3-30 08:58 作者: integrated 時(shí)間: 2025-3-30 12:58 作者: CURT 時(shí)間: 2025-3-30 20:27 作者: 漂亮 時(shí)間: 2025-3-30 21:28
https://doi.org/10.1007/978-3-662-25033-4-frame. This may sound obvious but is worth stating, first, because a high proportion of intelligence is useful only for a short period of time and, second, because staff that collect competitive intelligence tend to be more security-conscious than most and have a tendency to keep the most useful da作者: ethnology 時(shí)間: 2025-3-31 01:21
https://doi.org/10.1007/978-3-662-25033-4activity that can absorb a considerable budget. Even if companies do not feel a need to demonstrate that they are spending their money wisely, competitive intelligence managers should be interested in proving that they are making a contribution to performance, if only to create some measure of prote作者: Angiogenesis 時(shí)間: 2025-3-31 08:39 作者: 遠(yuǎn)足 時(shí)間: 2025-3-31 10:49
Competition,ions. The desire to be a winner, to gain the prize or to succeed makes the effort or the pain of competing worthwhile. Competition pervades every aspect of personal, institutional and corporate activity. As individuals we spend our lives competing for success in school, in sport, for jobs, for partn作者: 傳染 時(shí)間: 2025-3-31 13:52
Intelligence,essential ingredient when planning not only marketing campaigns but also production programmes, human resources, finance and all other corporate activities that competitors can influence directly or indirectly. No battle can be fought without intelligence on the opposing forces. Just as card games a作者: 津貼 時(shí)間: 2025-3-31 21:20 作者: 津貼 時(shí)間: 2025-3-31 22:40
Framework for Competitive Analysis,regardless 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 作者: Cytokines 時(shí)間: 2025-4-1 04:24
