ABSTRACT
Business success is as much determined by the actions of competitors as the actions of the organization itself. For example, the success of CocaCola is partly determined by the actions of Pepsi Cola. This chapter explores the increasingly vital practice of competitive intelligence and examines how organizations can use such a function to support/develop successful marketing strategies. Gathering, analysing and disseminating intelligence relating to competitors’ strategies, goals, procedures and products greatly underpins competitiveness.
