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

代替

integrated

CURT

漂亮

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

ethnology

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

Angiogenesis

遠(yuǎn)足

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

傳染

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

津貼

津貼

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