Benchmarking Competitive Intelligence Activity

Helen N Rothberg,G Scott Erickson

doi:10.37380/jisib.v2i3.44

Abstract

This paper reports on results drawn from a comprehensive database formed from public financial reports and a proprietary benchmarking survey conducted by a major competitive intelligence consulting firm. Our overall aim is to identify different circumstances in which knowledge development and knowledge protection have greater or lesser importance. Very little work has been done on a industry-wide (or wider) basis concerning intellectual capital and/or competitive intelligence activities in firms and how that may vary according to circumstances. The wider study and database are designed to better address such questions. In this study, we look at one piece of this overall research program, specifically how competitive intelligence activity varies in distinctive environments. Based on these results, as practitioners better understand their environments, they can make better decisions on the level and aggressiveness of their own CI operations as well as on protection and counterintelligence efforts. The results will also begin to move scholarly work in the field into these new areas of macro studies and strategic choices.

Highlights

Competitive intelligence (CI) is a field drawing increasing interest from scholars, both on its own merits and as an important piece of a firm’s knowledge assets
We look at one piece of this overall research program, how competitive intelligence activity varies in distinctive environments
When knowledge is valuable to all, as in high/high Strategic Protection Factor (SPF) 45 or when knowledge has questionable value to all, as in low/low SPF 5, we should find the clearest distinctions in practives this paper examines industries in which knowledge is extremely valuable, based on the level of intangible assets required to compete as well as industries in which knowledge is of little value, at least formally, with low levels of intangible assets apparent

Summary

Introduction

Competitive intelligence (CI) is a field drawing increasing interest from scholars, both on its own merits and as an important piece of a firm’s knowledge assets. The connection between CI and KM/IC has been explored, how competitive knowledge is an additional valuable intangible asset, beyond the standard theoretical constructs of human, structural, and relational capital (Bontis 1999, Edvinsson & Sullivan 1996). CI adds to the discussion by emphasizing the importance of data and information as valuable precursors to knowledge. CI starkly demonstrates the need for security as the knowledge valuable to one party is often likely to be valuable to its competitor(s) (Rothberg & Erickson 2005)

Results

Discussion

Conclusion