Paperback : HK$500.00
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.
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.
Chapter 1: Generating Competitive Capital
Chapter 2: Turning Knowledge Into Active Intelligence
Chapter 3: It’s a Risky Business
Chapter 4: Determining an SPF: National Considerations
Chapter 5: Determining an SPF: Industry Considerations
Chapter 6: Determining an SPF: Organizational Considerations
Chapter 7: Intelligence Across the Enterprise
Chapter 8: Intelligence Across the Value Chain: Upstream
Chapter 9: Intelligence Across the Value Chain: Downstream
Chapter 10: Installing the Intelligence Program: Structure
Chapter 11: Installing the Intelligence Program: Culture
Chapter 12: Ethics of Intelligence: Keeping Your Hands Clean, by
Joanne Gavin
Helen N. Rothberg
"Comprehensive, well-researched, readable, and a title that says it
all. [This book] offers an in-depth discussion of how you can make
knowledge management and competitive intelligence work together for
competitive advantage."
- Harvard Business School Book Report
"This book is well written and, in many places, quite witty. Once
you start it, you will not want to stop... This book is strongly
recommended, particularly for senior IS people whose
responsibilities are starting to include more and more CI."
- Information Systems Management Magazine
"As a manager in charge of offices in three countries, I have to
deal with many of the issues addressed in this book. Finding,
using, and protecting my organization's intelligence is a constant
challenge. From Knowledge to Intelligence has been extremely
helpful in organizing my thinking about this challenge."
— Marie Fioramonti, Managing Director/PRICOA Capital Group
"This book will reduce ignorance and add new insights to the
continual evolution of knowledge leadership, especially on how to
develop the capacity for intelligence. By combining their separate
expertise in Knowledge Management/Intellectual Capital and
Competitive Intelligence, the authors have shaped a most timely and
valuable book…"
— Leif Edvinsson, The world's first holder of professorship of
Intellectual Capital
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