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A strategic marketing intelligence and multi‐organisational resilience framework

A strategic marketing intelligence and multi‐organisational resilience framework Purpose – The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process. Design/methodology/approach – The paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework. Findings – Competitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters. Research limitations/implications – A study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed. Practical implications – Academics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process. Originality/value – A number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

A strategic marketing intelligence and multi‐organisational resilience framework

Peter R.J. Trim; Yang‐Im Lee
European Journal of Marketing , Volume 42 (7/8): 15 – Jul 25, 2008
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References (68)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0566
DOI
10.1108/03090560810877123
Publisher site
See Article on Publisher Site

Abstract

Purpose – The paper seeks to explain how competitive intelligence officers can participate more fully in strategy formulation and implementation, and how they can contribute to the strategic intelligence process. Design/methodology/approach – The paper presents a review of the literature and the development of a strategic marketing intelligence and multi‐organisational resilience framework. Findings – Competitive intelligence officers can contribute more fully to the strategic intelligence process and help establish an intelligence culture that incorporates counter‐intelligence. By adopting a broader understanding of what strategic marketing represents, marketing managers can devise new approaches to managing customer relationships and can develop international/global brand positioning strategies that when implemented counter the actions of legitimate competitors and new entrants, and disrupt the actions of counterfeiters and fraudsters. Research limitations/implications – A study can be undertaken to establish how a multi‐organisational resilience value system evolves within an organisation, and how trust and credibility among competitive intelligence professionals can be developed. Practical implications – Academics and practitioners can collaborate in order to establish how an intelligence culture can be created within an organisation. Furthermore, they can also collaborate in establishing how a proactive approach to risk assessment can underpin scenario analysis and planning and aid the strategic decision‐making process. Originality/value – A number of insights are provided into how competitive intelligence officers contribute to the development of a multi‐organisational resilience value system that is underpinned by an intelligence culture.

Journal

European Journal of Marketing – Emerald Publishing

Published: Jul 25, 2008

Keywords: Competitive strategy; Marketing intelligence; Partnership; Strategic marketing; Strategic management

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