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Creating Competitive Advantage in the Next Economy
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By
Helen Rothberg, Associate Professor in the Department of Management at Marist College in Poughkeepsie, NY.
G. Scott Erickson, Associate Professor, Marketing, at Ithaca College in Ithaca, NY.
Description
In the New Economy, intelligence will be essential for firms to gain competitive advantage?not just information or knowledge. Competitive
intelligence, or the strategic gathering of knowledge about competitors, climate, trends, new products, has a long and successful history
of generating competitive advantage. In this book, Rothberg and Erickson demonstrate how corporations can combine their competitive intelligence
gathering with their internal knowledge management gathering into one dynamic system. Using real-world cases from the corporate world,
the authors show how the strategic use of this combined system generates measurable competitive advantage. Topics covered include how
be develop your strategy for sharing and gathering knowledge across the value chain, sustainable product development and innovation,
manufacturing improvement, CRM and marketing, and developing a corporate-wide global knowledge strategy.
Audience
Senior executives; Chief Knowledge Officers and other executives charged with knowledge management and process improvement. Secondary market: competitive intelligence professionals and academics.
Contents
Part One: Knowledge Meets Intelligence
Chapter 1: Generating Competitive Capital. The intersection of the fields of knowledge management
and competitive intelligence, including the similarities of the two fields. Competitive knowledge is a knowledge asset, and both disciplines
have something to offer one another.
Chapter 2: Turning Knowledge Into Active Intelligence. How applying intelligence techniques to
knowledge can enhance the field through a wider definition of knowledge, purposeful search inside and out, analysis, and delivery to
top decision-makers. Also, recognize the threat of competitive intelligence to your knowledge assets.
Chapter 3: It's a Risky Business.
Defining the risks of knowledge management growth (not doing enough) and competitive intelligence (not protecting what you have). Since
these move in opposite directions as knowledge assets grow, the risks must be balanced. Determining your balance (Strategic Protection
Factor) is dependent on circumstances, and four different scenarios are presented.
Part Two: Strategy for Shifting Knowledge to Intelligence
Chapter 4: Determining an SPF: National Considerations. National factors, in areas such as government, infrastructure, and economic
culture, determining your risk levels and SPF.
Chapter 5: Determining an SPF: Industry Considerations. Industry factors, in areas
such as importance of knowledge in your industry, Value Chain coordination, and competitive arena, determining your risk levels and SPF.
Chapter 6: Determining an SPF: Organizational Considerations. Firm factors, in areas such as resources, execution, competitors, and
network considerations, determining your risk level and SPF.
Part Three: Knowledge to Intelligence Across the Enterprise
Chapter 7:
Intelligence Across the Enterprise. E-business is alive and well, and it affects intelligence. Operational information from e-business
systems such as ERP, SCM, and CRM are assets, can become valuable knowledge or intelligence, and are of interest to your competitors.
And the close relationships engendered by such systems can result in sharing of other knowledge assets, too.
Chapter 8: Intelligence
Across the Value Chain: Upstream. Examples of upstream knowledge sharing, with suppliers, R&D partners, logistics providers, and others.
Also includes protection considerations.
Chapter 9: Intelligence Across the Value Chain: Downstream. Examples of downstream knowledge
sharing, with distribution partners, retailers, marketing communication agencies, and others. Also includes protection considerations.
Part Four: A Blueprint for Shifting from Knowledge to Intelligence
Chapter 10: Installing the Intelligence Program: Structure. The
basics of an intelligence structure, including cross-function, boundary-spanning intelligence teams, expert rings, and intelligence facilitators
with top-level access, and network issues. The basics of a counterintelligence structure, designed to protect the firm from competitive
incursions seeking knowledge.
Chapter 11: Installing the Intelligence Program: Culture. Softer issues of initiating and maintaining
an intelligence program, including leadership, a fearless space, trust, and network issues.
Chapter 12: Ethics of Intelligence: Keeping
Your Hands Clean, by Joanne Gavin. Legal and ethical issues of an intelligence approach, particularly concerning gathering and using
competitive knowledge.
| Bibliographic details |
Paperback, 400 pages, publication date: SEP-2004
ISBN-13: 978-0-7506-7762-2
ISBN-10: 0-7506-7762-7
Imprint: BUTTERWORTH HEINEMANN
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| Price and Ordering |
Price:
EUR 37.95
USD 41.95
GBP 24.99
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Last update: 30 Nov 2009
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