Overcoming the disconnect between management and competitive intelligence

Article Abstract:

Decision-makers do not generally acknowledge competitive intelligence as credible, including those managers who head the intelligence initiative. Intelligence should concentrate on what the product does as opposed to what it is. Intelligence must be presented in the language of the policy makers, as well as focusing on their particular information requirements. Oral presentation is best, as it allows a dynamic working relationship to be established between consumer and intelligence.

Market Targeting & Approach, Methods, Decision-making, Decision making, Market strategy, Business intelligence, Competitive intelligence

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An informational externality in a competitive market

Article Abstract:

Business enterprises involved in a competitive market with an unknown demand are examined using a two-period competitive model. Several economists have developed models which reveal the inadequacy of new entrants in competitive markets. A high number of entrants are necessary to create more information on new markets. It has been found that, although informational externalities exist in competitive markets, excessive entry may result in inefficiency.

Competition (Economics), Externalities (Economics)

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