Competitive Intelligence and Market Research Glossary

Sources include: wikipedia.org, scip.org, google.com.

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Competitive Intelligence

A broad definition of competitive intelligence is the action of defining, gathering, analyzing, and distributing Intelligence about products, customers, competitors and any aspect of the environment needed to support executives and managers in making strategic decisions for an organization.

Key points of this definition:

Competitive intelligence is an ethical and legal business practice, as opposed to industrial espionage which is illegal.

The focus is on the external business environment.

There is a process involved in gathering information, converting it into intelligence and then utilizing this in business decision making. CI professionals emphasize that if the intelligence gathered is not usable ...


Competitive Positioning

Competitive positioning is about defining how you’ll “differentiate” your service or offering and create value for your market.  It’s about finding a unique spot in the competitive landscape and focusing your company to execute on that strategy. Key strategy points includes

Customer segments: groups of customers with similar wants & needs
Competitive analysis: strengths, weaknesses, opportunities and threats in the landscape
Market profile: size, competitors, stage of growth
Positioning strategy: how you’ll position your offering to focus on opportunities in the market
Value proposition: the type of value you’ll deliver to the market

When your market segment clearly sees how ...


Competitor Analysis

Competitor analysis in marketing and strategic management is an assessment of the strengths and weaknesses of current and potential competitors. This analysis provides both an offensive and defensive strategic context through which to identify opportunities and threats. Competitor profiling coalesces all of the relevant sources of competitor analysis into one framework in the support of efficient and effective strategy formulation, implementation, monitoring and adjustment.

Given that competitor analysis is an essential component of corporate strategy, it is argued that most firms do not conduct this type of analysis systematically enough. Instead, many enterprises operate on what is called “informal impressions, ...