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.
European Journal of Marketing – Emerald Publishing
Published: Jul 25, 2008
Keywords: Competitive strategy; Marketing intelligence; Partnership; Strategic marketing; Strategic management