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Work with Customers to Identify and Edge Out Competitors

Many organizations think they know who their competitors are, but their customers might have a very different perspective.

Type: Best Practices and Business Drivers  Topics: Customer Feedback, Customer-focused Processes and Functions, Customer Relationship Management, Competitive Intelligence, Organization and Management  Processes: 1.1.1.1 Analyze and evaluate competition, 1.1 Define the business concept and long-term vision, 1.1.1 Assess the external environment, 1.1.2.2 Capture and assess customer needs, 1.1.2 Survey market and determine customer needs and wants, 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance, 5.1.1.2 Analyze feedback of customer needs, 5.1 Develop customer care/customer service strategy, 5.1.1 Develop customer service segmentation/prioritization (e.g., tiers)  Industry: Consumer Products/Packaged Goods, Electronics, Financial Services/Banking, Medical Equipment, Printing & Publishing 
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The U.S. Form 10-K: A Treasure Trove for Benchmarking Research

Organizations seeking more information about industry competitors or how other organizations gauge their performance can examine Form 10-K reports for any publicly traded company in the United States. John A.

Type: Articles and White Papers  Topics: Benchmarking, Business Excellence, Competitive Intelligence, Organization and Management  Processes: 12.2.3.1 Compile and update list of processes and organizations to benchmark, 12.2 Benchmark performance, 12.2.3 Conduct process benchmarking, 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2.4.1 Compile and update list of processes and organizations to benchmark, 12.2.4.2 Establish benchmarks 
  • Relevance: 56%
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Capitalizing on Complexity: Insights from the 2010 IBM Global CEO Study

In a world fraught with uncertainty, what are today’s CEOs doing to strengthen their situations against competitors? Peter J.

Type: Presentations  Topics: Strategic Planning, Organization and Management, Competitive Intelligence, Change Management, Growth  Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision, 1.1.1.1 Analyze and evaluate competition, 1.1.1.2 Identify economic trends, 1.1.2 Survey market and determine customer needs and wants, 1.1.4 Establish strategic vision 
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Competitive Intelligence 2010: Key Challenges

APQC, in conjunction with the Strategic and Competitive Intelligence Professionals (SCIP) society, conducted a voice of the customer survey to understand the key challenges and issues facing today's competitive ...

Type: Articles and White Papers  Topics: Competitive Intelligence, Organization and Management  Processes: 1.1.1 Assess the external environment, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision 
  • Relevance: 49%
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Act on Competitor Analysis

APQC's perspective on best practices Act on Competitor Analysis, featuring case examples from Hewlett-Packard and Agilent Technologies.

Type: Best Practices and Business Drivers  Topics: Competitive Intelligence, Organization and Management  Processes: 12.2.4 Conduct competitive benchmarking, 12.0 Manage Knowledge, Improvement, and Change, 12.2 Benchmark performance 
  • Relevance: 41%
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User-driven Competitive Intelligence: Crafting the Value Proposition - Kodak Case Study

Today, Kodak is the world's No. 1 manufacturer of photographic film, followed by Fuji Photo Film. Top competitors in the digital camera market include Olympus and Sony.

Type: Case Studies  Topics: Competitive Intelligence, Organization and Management  Processes: 1.0 Develop Vision and Strategy 
  • Relevance: 40%
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BT Retail Case Study

BT Group p.l.c., formerly British Telecommunications, is the United Kingdom's leading communications carrier.

Type: Case Studies  Topics: Competitive Intelligence, Organization and Management  Processes: 1.0 Develop Vision and Strategy 
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User-driven Competitive Intelligence: Crafting the Value Proposition - IBM Case Study

International Business Machines (IBM) is the world's leading provider of computer hardware and ranks behind only Microsoft in software sales. The company's service arm also ranks as one of the world's largest.

Type: Case Studies  Topics: Competitive Intelligence, Organization and Management  Processes: 1.0 Develop Vision and Strategy 
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Developing Competitively Superior Customer Relationships - Hudson's Bay Co. Case Study

In 2000, Hudson's Bay Co. determined that it did not need to open more stores; instead, it needed to differentiate itself at the customer level and sell more products to existing customers.

Type: Case Studies  Topics: Customer-focused Processes and Functions, Competitive Intelligence, Organization and Management, Information Management, Knowledge and Information Management  Processes: 1.1.2 Survey market and determine customer needs and wants, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision  Industry: Retail/Catalog/Mail Order 
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Developing Competitively Superior Customer Relationships - Fidelity Investments Case Study

Fidelity characterizes its strategy for customer relationship management as one to keep chosen customers for life and/or develop progressively deeper customer relationships through a combination of people, process, ...

Type: Case Studies  Topics: Customer-focused Processes and Functions, Competitive Intelligence, Organization and Management, Information Management, Knowledge and Information Management  Processes: 1.1.2 Survey market and determine customer needs and wants, 1.0 Develop Vision and Strategy, 1.1 Define the business concept and long-term vision  Industry: Financial Services/Banking 
  • Relevance: 40%
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