By France Bouthillier
Textual content demonstrates a realistic, systematic procedure that companies can use to judge CI software program independently. indicates how you can evaluate positive aspects, determine strengths and weaknesses, and put money into items that meet their precise wishes. DLC: enterprise intelligence--Data processing.
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Extra info for Assessing Competitive Intelligence Software: A Guide to Evaluating Ci Technology
Only an expert is in the position to use that intelligence, given his or her knowledge and expertise, to make recommendations about potential financial decisions. It is apparent, then, that intelligence is a mixture of data, information, and the expertise owned by the intelligence professional, which all contribute to meet the specific needs or to support specific types of decisions or reflections. In this scenario, information specialists acquire and provide access to the “information resource,” competitive intelligence practitioners assign a value to its content by assessing “the information is important because …,” and the expert decides what action should be taken and infers “based on my past experience and my knowledge, and in light of this information we should …” Both in theory and in practice, the lines between information specialists, CI specialists, and experts are blurred.
This framework of value-added processes is interesting because, although it is system-oriented, it is also user-centered in that it relates user criteria, and indirectly user perceptions, to the values that can be added by a system. These values express well the nature of the usefulness of an information system, in particular, with respect to the ability of a system to facilitate information retrieval. The need to improve information systems is a long-standing concern in information science. This need often arises out of Mooers’ Law, defined in 1959, which states that “an information retrieval system will tend not to be used whenever it is more painful and troublesome for a customer to have information than for him not to have it” (Mooers, 1960, p.
This technique can be performed on competitors, but also customers. Similarly, benchmarking, which is often used to discover the basic norms applied in practice in a given industry, can be used to compare competitors, customers, or one’s own enterprise against a “best practice” organization. Market intelligence or marketing intelligence (MI), on the other hand, mainly involves the analysis of a company’s customers, or potential customers, and sales patterns (Rouach and Santi, 2001). It might provide insights on competitors, but most often deals with short-term and operational goals (McGonagle and Vella, 1996).