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Title: Proven Strategies in Competitive Intelligence: Lessons from the Trenches by John E. Prescott, Stephen H. Miller, The Society of Competitive Intelligence Professionals ISBN: 0471401781 Publisher: John Wiley & Sons Pub. Date: 15 February, 2001 Format: Hardcover Volumes: 1 List Price(USD): $39.95 |
Average Customer Rating: 4
Rating: 5
Summary: The Best Here is Amazingly Good
Comment: As with any anthology, some of the contributions are better than others. But the best case studies in this collection are of real value. In particular, I'd point to the case studies from Shell and other companies that describe how corporate intranets can be used to both collect competitive information from within your firm (sales reps, etc.) and then to make it availalbe firmwide, so that no one gets "blindsided." Any company that's not doing this doesn't understand, as one of the chapters puts it, the overriding importance of CI/Knowledge Management convergence.
I was also amazed by how forthright some of the contributors were, expecially the description of the organizational CI structures at firms such as P&G, Xerox and IBM. I don't know why they're sharing this, but these descriptions are worth the price of the book. Not that you'd want to copy them exactly, but it's vital to know how others organize their efforts in this regard.
And even the more "philosophical" contributions, include Robert Galvin's piece on CI at Motorola, were helpful.
No, it's not a really "how to" book, but it does reveal just how important CI now is to companies in the know, and why others should get onboard.
Rating: 3
Summary: Nice Assortment of Articles, But Seen Them Before
Comment: This book is a decent one for your library shelf. It includes a fair variety of articles, quite often featuring widely known names in the CI field. The idea of "proven" and "strategies" may be a bit misleading however, as some of these so-caled proven strategies were really philosphies, tactics or concepts that worked for a short time but were shown to be difficult to sustain. Witness the recent public difficulties at Procter & Gamble or Daimler Benz for example and you'll understand this.
For those people who read or have seen the CI Review, you'll recognize that these chapters first appeared as articles in that venue. Some of the chapters are now several years old, stale, and the individuals, departments or companies involved have undergone major shifts in their approaches to CI and to the topics of these articles. I should note that this doesn't mean that the information is invalid, indeed, it is helpful more often than not. However, "proven" strategies are enduring... some of the ones highlighted here were "practiced" for sure, but "proven" may be a bit of a marketing stretch. I'd still recommend this book to those individuals new to the field, and those who haven't accessed this material before in its other forms.
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