Planning Review: Volume 15 Issue 5
Table of contents
Demystifying competitive analysis
Daniel C. Smith, John E. PrescottThe value of competitive intelligence is recognized by everyone from CEOs to line managers. However, very few firms actively link their planning process with their competitive…
Practical competitor intelligence
Barbie E. KeiserMany companies do their competitor analysis and intelligence work piece‐meal and ad hoc. Worse, this critical data is often gathered by untrained managers who have not been told…
Hidden sector competitor analysis
Zane N. MarkowitzUnderstanding competitors at the business unit level is the key to successful corporate strategy. As Michael Porter put it in the May‐June, 1987, Harvard Business Review…
Benchmarking: The key to developing competitive advantage in mature markets
Timothy R. FureyMany U. S. businesses face slower economic growth, increased foreign competition, and customers who are increasingly sensitive to price. As a result, a brilliant strategy is no…
Reverse engineering a service product
Robert E. ScbmidThe ability to use a competitor's product as a benchmark for measuring the design efficiency, marketability, and cost effectiveness of one's own product has made “reverse…
Shadowing markets: A new competitive intelligence technique
Carolyn M. Vella, John J. McGonagleShadowing markets is a new technique used in competitive intelligence that owes its name to the British political concept of the “shadow cabinet,” which is formed by the party out…