Browsing by Author "Wright, Sheila"

Now showing 1 - 20 of 42
  • No Thumbnail Available
    ItemMetadata only
  • No Thumbnail Available
    ItemMetadata only
    Bibliography and assessment of key intelligence scholarship: Part 4 (2003 – 2006).
    (Society of Competitive Intelligence Professionals, 2007) Fleisher, Craig S.; Wright, Sheila; Tindale, Robb
    In order to understand competitive intelligence and management from an academic or professional perspective, it is important to recognize its origins and development. By drawing upon various literatures predominantly in competitive intelligence, management, marketing, policy, and strategy, it has been possible to create a wide-ranging bibliography. Feedback relating to the three previous installments of this on-going and developing effort, has been incorporated to improve this compilation. This included the utilization of several new data sources, the inclusion of a broader range of keywords and the addition of a new category of publications called Theses and Dissertations. To this was added the application of straightforward bibliometric analysis, to further enhance its value.
  • Thumbnail Image
    ItemOpen Access
    Causes of competitive analysis failure: Understanding and responding to problems at the individual level.
    (2009) Fleisher, Craig S.; Wright, Sheila
    It ought to be a fairly safe assumption that a CI analyst would want to perform the analysis task and execute their responsibilities successfully over time. Such competencies should come with added experience on the job, as should the ability to reduce the risk of failure by diagnosing potential pitfalls. This paper presents a) a unique four-level hierarchical model of analysis failure, b) ten key continua of competitive analysis skills which we believe an analyst has to master before they can consider themselves to be truly competent in their work, c) a discussion on the paucity of high quality teaching of these skills, and d) presents eight guiding principles which a firm should consider in an attempt to improve individual performance and reduce the potential for analysis failure. Our purpose in identifying the possibility and causes of analytical failure is that we believe much can be learned by managers and practitioners from studying failures. This learning can ultimately contribute towards creating a more successful analysis function which can only be beneficial to all concerned.
  • Thumbnail Image
    ItemOpen Access
    Characteristics of competitive intelligence practice in R&D driven firms: Evidence from the UK pharmaceutical industry.
    (2008) Wright, Sheila; Fleisher, Craig S.; Madden, Emma
    The greatest proportion of Competitive Intelligence (CI) practice in the pharmaceutical industry is located within the R&D function (Halliday et al 1992). This paper reports on the results of an empirical study into the infrastructure of competitive intelligence practice within the industry. The study analyses and reports on the results from data and views gathered via questionnaire which addressed the questions of attitudes towards CI, methods of gathering CI, practitioner background, and problem areas.
  • No Thumbnail Available
    ItemMetadata only
    The CI:Marketing interface
    (Society of Competitive Intelligence Professionals, 2005) Wright, Sheila
    The potential for CI to inform and influence marketing decisions is increasing and this combination can deliver an enviable competitive advantage. Simply knowing more about competitors is not enough. It is what the firm does with that information and how it weaves it into its decision making process which makes the difference. In a large number of organisations, private or public, it is the Marketing Department which carries the responsibility for critical activities such as customer management, product/service offering, pricing, promotion, distribution strategies, product portfolio management, competitor profiling and the identification of critical success factors to name a few. Marketing managers particularly, are charged with trying to answer the question “what do we have to do to achieve sustainable competitive advantage?”. This paper reviews the contribution from a number of authors who have embraced CI, MR, KM, BI with the added spice of psychology and biology. What is clear though, is that whatever the activity of gathering, assessing, analysing and acting upon any intelligence gathering process is called, it has to be advantageous and add to a firm’s intellectual capital. To suggest otherwise has little basis in the world of common sense.
  • No Thumbnail Available
    ItemMetadata only
    Competitive Intelligence analysis failure: Diagnosing individual level causes and implementing organisational level remedies.
    (Taylor and Francis, 2010) Fleisher, Craig S.; Wright, Sheila
    It is anticipated that any Competitive Intelligence (CI) professional would want to perform the analysis task and execute their responsibilities successfully over time. Such competencies would normally come with added experience on the job, as should the ability to reduce the risk of failure by diagnosing potential pitfalls. This paper presents: a) a unique four-level hierarchical model of analysis failure; b) identification of common causes of failure at the individual level; c) ten key continua of CI analysis skills which we believe an analyst has to master to become competent in their work and d) guiding principles for an enlightened firm to follow if they wish to discharge their organisational level responsibility of reducing the potential for analysis failure. We believe that the issues raised in this paper are of significance and should ultimately contribute towards creating a more successful analysis function. This can only be of benefit to educators, practitioners and others who rely on skilful CI output to inform their decision making.
  • No Thumbnail Available
    ItemMetadata only
    Competitive Intelligence and Information Technology Adoption of SMEs in Turkey: Diagnosing Current Performance and Identifying Barriers
    (2013) Wright, Sheila; Bisson, C.; Duffy, A. P.
    The need for SMEs to behave in a more concise and coherent competitive fashion is well recognised. This study reports on an empirical study of SMEs in Turkey. Their responses were applied to a behavioural and information technology adoption framework which enabled the identification of areas where changes would be required for these firms to begin operating at a higher level of competence. The findings revealed significant scope for improvements on all strands of the diagnostic framework: attitude, gathering, location, technology support, IT systems support and finally, use of intelligence-based output by decision-makers. Through free form responses, it was also possible to identify barrier to higher level adoption and performance inhibiters, which were subsequently, categorised and assessed for significance.
  • Thumbnail Image
    ItemOpen Access
    Competitive Intelligence and marketing strategy formulation.
    (2004) Badr, Ahmad; Wright, Sheila
    The area of competitive intelligence (CI) and its working relationship with marketing strategy formulation (MSF) has received limited in-depth research. Previous reports and studies on this relationship have largely ignored the contribution which CI can make to MSF. This is partly because managers and academics themselves have not yet identified the relationship. It is also extremely rare to find evidence of any investigative study looking at this aspect of CI within European companies. This paper reports on the first and only CI Doctoral study to be completed in the UK to date. The focus of the research was designed to fill the gap in current knowledge on the ‘Role of Competitive Intelligence in the Formulation of Marketing Strategy’. An overview of this work is reported here, providing the salient findings from the empirical study.
  • Thumbnail Image
    ItemOpen Access
    Competitive intelligence and the formulation of marketing strategy.
    (De Montfort University, 2004) Badr, Ahmad; Wright, Sheila; Pickton, David W.
    The area of competitive intelligence (CI) and its working relationship with marketing strategy formulation (MSF) has received limited in-depth research. Previous reports and studies on this relationship have largely ignored the contribution which CI can make to MSF. This is partly because managers and academics themselves, have not yet identified the relationship. It is also extremely rare to find evidence of any investigative study looking at this aspect of CI within European companies. This paper reports on the first and only CI Doctoral study to be completed in the UK to date. The focus of the research was designed to fill the gap in current knowledge on the ‘Role of Competitive Intelligence in the Formulation of Marketing Strategy’. An overview of this work is reported here, providing the salient findings from the empirical study. Central to the objectives of the study were issues of the current state of CI in European companies, whether a relationship between CI and MSF existed at all and if so, how CI contributed to the marketing strategy process.
  • Thumbnail Image
    ItemOpen Access
    Competitive intelligence as public policy in France: Making a difference in the SME sector.
    (2010) Smith, Jamie R.; Wright, Sheila; Pickton, David W.
    This paper reports on an empirical study of the French Chambers of Commerce and Industry Competitive Intelligence programmes. Semi-structured interviews were undertaken with the directors of 15 CI programmes from 4 regions of France. The findings show that tangible results have been achieved despite resistance from small businesses in regard to their Competitive Intelligence practices. The paper also identifies the public and private sector entities which were named as sources of advice for small businesses for their Competitive Intelligence needs. The insights elicited can help future initiatives by public/private partnerships in both CI programme design and implementation.
  • Thumbnail Image
    ItemOpen Access
    Competitive intelligence in action.
    (De Montfort University, 1999-04) Wright, Sheila; Callow, Joanne; Pickton, David W.
    This document reports on the findings of the very first survey to be undertaken on Competitive Intelligence (CI) practice in UK firms. The findings from mail and interview data were analysed and categorised to produce a Taxonomy of CI Practice. This study was the foundation from which further empirical studies were designed.
  • No Thumbnail Available
    ItemMetadata only
    Competitive intelligence in practice: empirical evidence from the UK retail banking sector.
    (Routledge, 2009-11) Wright, Sheila; Eid, Elsayed R.; Fleisher, Craig S.
    This paper presents the findings of an empirical study of the major UK retail banks, the purpose of which was to investigate, not only how they operate their competitive intelligence gathering activities, but the degree to which they “buy-in” to the information sharing attitude. The findings were applied to a best practice model which provides a clear picture of the current status of CI in these establishments and the attitudes of senior managers toward such activity. Recommendations are made on the improvements which would be required for the sector to be considered effective and efficient operators of CI practice.
  • No Thumbnail Available
    ItemMetadata only
    Competitive intelligence in UK firms: A typology.
    (MCB UP Ltd, 2002) Wright, Sheila; Pickton, David W.; Callow, Joanne
    There is a danger of allowing competitive analysis to receive less than adequate attention in the marketing planning process as it is subordinated to a customer driven focus. Clearly important though customers are, they should not dominate marketing strategy and planning to the exclusion of other influential groups, one of these being competitors. With this in mind, a pilot research project was undertaken to gain a better understanding of how UK companies conduct competitive intelligence. From this pilot, a tentative typology of companies was developed to reflect four attributes of competitive intelligence activity: attitude, gathering, use and location. Further research was subsequently undertaken to corroborate the findings of the pilot study, test the appropriateness of the typology and further develop the classification definitions. The research has resulted in a typology that illustrates a continuum of behaviour on the four strands of investigation. From this, an understanding of CI best practice can be deduced.
  • Thumbnail Image
    ItemOpen Access
    Competitive intelligence programmes at French Chambers of Commerce and Industry.
    (De Montfort University, 2009-11) Smith, Jamie R.; Wright, Sheila; Pickton, David W.
    Over the last ten years France has implemented regional programmes to increase the awareness of, and change attitudes towards, the Competitive Intelligence (CI) practices of enterprises. The emphasis has been on Small and Medium-sized Enterprises (SMEs) with the Chambers of Commerce and Industry (CCI) playing a central role. This is an important part of a national state effort to improve and focus a company’s strategic management of information in both defensive and offensive modes. This report is a summary of 15 semi-structured interviews undertaken with French Chambers of Commerce and Industry in 2009. These form the foundation for future work on identifying the roles of awarenessand attitudes as influence drivers in the competitive intelligence processes of SMEs in France.
  • No Thumbnail Available
    ItemMetadata only
    Competitive Intelligence programmes for SMEs in France: Evidence of changing attitudes.
    (Taylor and Francis, 2010) Smith, Jamie R.; Wright, Sheila; Pickton, David W.
    This paper reports on an empirical study of the French Chambers of Commerce and Industry Competitive Intelligence programmes. Semi-structured interviews were undertaken with the directors of 15 CI programmes from four regions of France. The research questions focused on definitional issues, CI programme content, SME CI practices, and innovative methods used to change attitudes towards CI. The interview transcriptions were sorted, analysed and classified in NVivo software. The findings show that tangible results have been achieved despite resistance from small businesses in regard to their Competitive Intelligence practices. The paper also identifies the public and private sector entities which were named as sources of advice for small businesses for their Competitive Intelligence needs. The SMEs were also classified by the application of a CI attitude typology. The insights elicited can help future initiatives by public/private partnerships in both CI programme design and implementation.
  • No Thumbnail Available
    ItemMetadata only
    Competitive intelligence through UK eyes
    (Competitive Intelligence Foundation, 2004) Wright, Sheila; Badr, Ahmad; Weiss, Arthur; Pickton, David W.
    Competitive Intelligence in the United Kingdom is steadily growing, yet the extent to which the country’s practitioners either understand or appreciate the full extent to which CI can improve their strategic decision making and business performance is debatable. To the uninitiated, CI in the UK is, at best, mistaken for market research, and at worst, referred to as spying. In this article, we present the UK situation, which has been determined through empirical research with practitioners, industry specialists, and consultants. Training course attendance alone confirms that there are at least 16,500 interested managers in the country. A conservative estimate based on the notion that each manager who has received formal training in CI, has told at least one other member in their workplace would double that figure to 33,000. The overwhelming conclusion is that CI is not only present in the UK but it is a vibrant, creative, exciting, and growing community.
  • No Thumbnail Available
    ItemMetadata only
  • No Thumbnail Available
    ItemMetadata only
    Competitive intelligence: A practitioner, academic and inter-disciplinary perspective.
    (Emerald, 2008) Calof, Jonathan L.; Wright, Sheila
    The article traces the origins of the Competitive Intelligence (CI) fields and identifies both the practitioner, academic and inter-disciplinary views on CI practice. An examination of the literature relating to the field is presented, including the identification of the linear relationship which CI has with marketing and strategic planning activities. Findings reveal the representation of cross disciplinary literature which emphasises the multi-faceted role which CI plays in a modern organization. Attention is drawn to the need for the integration of additional, complementary fields of study and CI practice. It is clear that today's CI practitioner cannot afford to rely on what they learned 20 years ago in order to ensure the continued competitive advantage of their firm. The originality and value of this article is important in that whilst bibliographies listings of competitive intelligence literature are available. There have been few attempts to relate this to the three distinct areas of practice. This article is of use to scholars in assisting them to disentangle the various aspect of competitive intelligence and also to managers who wish to gain an appreciation of the potential which CI can bring to marking and business success.
  • Thumbnail Image
    ItemOpen Access
    Competitor intelligence for the smaller enterprise.
    (De Montfort University, 1999-06) Wright, Sheila; McNidder, Simon; Pickton, David W.
    The practice of Competitor Intelligence is well established in the USA where it is estimated that 80% of all firms utilise it to their competitive advantage. Within the UK however, it is only gradually becoming a part of the strategic activity of large multi-nationals which have realised the benefit of “being aware”. Unfortunately, it is hardly ever mentioned within the small and medium sized enterprise (SME) sector which has so much to gain from engaging in CI. Competitor activity is a fundamental part of every market. Understanding it through CI provides opportunities for profitable growth. Lack of understanding results in an increased risk of failure. The two most commonly stated problems for SMEs are “too many competitors” and “large competitors” so it makes good sense to know what they are doing. Even the smallest attention to this area has the potential to make an immense contribution to business success. This report discusses the benefits that Competitor Intelligence can bring, where to obtain it (often inexpensively or free) and assesses how SMEs can use CI to their benefit to formulate successful business strategies. Recommendations are provided for those firms wishing to use CI in order to achieve competitive advantage through a greater knowledge of the competitive situation.
  • Thumbnail Image
    ItemOpen Access
    The contribution of CI to the strategic decision making process: Empirical study of the European pharmaceutical industry.
    (Society of Competitive Intelligence Professionals., 2006) Badr, Ahmad; Madden, Emma; Wright, Sheila
    The practice of Competitive Intelligence (CI) is common in the US pharmaceutical industry but there is little evidence to suggest that the European industry has adopted CI to the same extent. This study reports on a specific sub-set of the overall CI activity, namely the contribution which CI makes to the strategic decision making (SDM) process. CI managers in the European pharmaceutical industry were selected and the results from 79 questionnaires and 14 in-depth interviews are provided. Results indicate that the CI activities in respondent firms are reasonably well established and also that the pharmaceutical industry appears to appreciate both the benefits, and requirements of a modern day CI function. However, the industry is not taking full advantage of the CI effort at every stage of the SDM process. Conclusions are drawn which highlight areas for potential improvement. The article also identifies the managerial implications from the findings with suggestions for further research topics associated with this area.