A strategic marketing intelligence and multi‐organisational resilience framework

Abstract

PurposeThe paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process.Design/methodology/approachThe paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework.FindingsCompetitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters.Research limitations/implicationsA study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed.Practical implicationsAcademics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process.Originality/valueA number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.