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There is very little material available that provides practical, hands-on assistance for the CI professional who is providing CI to one client-his or her employer-and who constitutes the largest single group of CI practitioners in existence. This book meets that need by serving as a desk reference for CI managers to help them understand their own circumstances and determine what works best for them.
Competitive intelligence (CI) is now becoming a mature profession. With that maturation comes the need to develop and understand the how's and why's of managing CI, as distinguished from understanding how CI works. There is very little material available that provides practical, hands-on assistance for the CI professional who is providing CI to one client-his or her employer-and who constitutes the largest single group of CI practitioners in existence. This book meets that need by serving as a desk reference for CI managers to help them understand their own circumstances and determine what works best for them. In addition to providing hints on diagnosing individual situations, many forms and checklists that the manager can use immediately are included.
List of contents
Introduction
The Basics of CI and What They Mean to a Manager
Just How Good Are You?
Staff
Structure
Missions and Images
Dealing with Other Units
Training
Legal and Ethical Issues
Internal Client Management
An Overview of Managing Data Gathering
Tips on Managing Analysis
Effectively Communicating CI
Dissemination of the Finished CI
Growth and Development
Going Outside for Help
Measuring CI's Impact on the Firm
Special Cases
Key References
About the author
John J. McGonagle, Carolyn M. Vella
