Required A New Way of Thinking英文资料.pdfVIP

COMPETITIVE STRATEGIES OMPETITIVE INTELLIGENCE IS ONE OF the most powerful weapons available to executives today. Companies that employ competitive intelligence (CI) to anticipate external forces prevent countless bad decisions, save millions of dollars and reap advantages over current and future competitors. With results like these, one would think most companies would have top-notch CI programs in place. Wrong. Most companies fail to exploit this simple yet powerful strategy. And the fault lies with the very people who need good intelligence the most--executive decision makers. Although 90 percent of Fortune 500 companies have an intelligence group, less than 10 percent of senior managers understand CI and use it wisely, says Jan Herring, president of Hartford, Conn.-based consultancy Herring Companies that consider Associates Inc. and former director of business intelligence at Motorola competitive intelligence Inc. Talk about a waste of money. Companies may spend millions on Lotus (CI) when making Notes, an intranet and other intelligence tools that collect and disseminate strategic decisions have a data, but if critical information isnt getting to key decision makers, these major advantage over resources become little more than expensive dust collectors. their competitors