000			01953nam a22002537a 4500
003			ZW-GwMSU
005			20210524114453.0
008			210524b |||||||| |||| 00| 0 eng d
040			_aMSU _cMSU _erda
100	1		_aFleisher, Craig S. _eauthor
245	1	0	_aCompetitive Intelligence analysis failure: _bdiagnosing individual level causes and implementing organisational level remedies _ccreated by Craig S. Fleisher and Sheila Wright
264			_aAbingdon _bTaylor and Francis _c2010
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of Strategic Marketing _vVolume 18, number 7,
520			_aIt 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) 10 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
650	4		_aCompetitive analysis
650	4		_aInsight
650	4		_aFailure
700			_aWright, Sheila. _eauthor
856			_uhttps://doi.org/10.1080/0965254X.2010.529152
942			_2lcc _cJA
999			_c157379 _d157379