Abstract
Competitive Intelligence (CI) is a continuously evolving process by which businesses assess the behavior
and capabilities of their current and potential competitors to assist in maintaining and developing their
competitive advantage. It involves discovering, analyzing and using intelligence from publicly available,
non-proprietary information sources and converting it into knowledge on a continuing basis (Blenkhorn
and Fleisher, 2005). This, in turn, assists companies in their strategic planning activities (Prescott, 1989).
Furthermore, as intelligence is developed in a systematic and formal basis, it allows top managers to
make better informed decisions regarding future events (Gilad, 2003).
The primary objective of CI programs for organizations is to maintain a general understanding of their
industry and competitors (Prescott and Smith, 1989). However, in the past decade several CI practitioners
have also focused on identifying areas in which their competitors are vulnerable, and have assessed the
impact of their own firm’s actions on their competitors (Pepper, 1999; Behnke and Slayton, 1998). More
recently, CI practitioners have attempted to identify potential moves of competitors that might endanger
their firm’s position in the market (Fuld, 2006).
Given the importance of CI in strategic planning activities, noteworthy research has been conducted on
the CI practices in various emerging markets such as China (Bao, Tao, and Dai, 1998; Tao and Prescott,
2000), Russia (Flint 2002), Middle East (Feiler 1999), Latin America (Price 2000), and South Africa (Muller
1999; De Pelsmacker et al. 2005). However, to the best of our knowledge, research on CI practices in
India is singularly lacking. Therefore, this paper explores the current state of CI practices in the emerging
market of India.
As India continues to play a major role in the global economy (Johnson and Tellis, 2008; Sheth 2008), in
terms of both inward and outward internationalization (Contractor, Kumar and Kundu, 2007), much
remains unknown as to how this market will evolve in future (Ablett et al. 2007). In such an uncertain
scenario, CI becomes a critical strategic planning and competitive advantage tool. Therefore, it is
imperative that we understand how Indian firms are practicing CI, as this can assist local and foreign firms
compete against each other in the Indian as well as international markets.
Original language | English |
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Title of host publication | Strategic Management Society (Special Conference): Emerging India - Strategic Innovation in a Flat World |
Publication status | Published - 15 Dec 2008 |
Event | Strategic Management Society (Special Conference): Emerging India - Strategic Innovation in a Flat World - Hyderabad, India Duration: 15 Dec 2008 → … |
Conference
Conference | Strategic Management Society (Special Conference): Emerging India - Strategic Innovation in a Flat World |
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Period | 15/12/08 → … |