Managers canbedeterred fromimplementinga strategic intelligence (SI) systembecause they
fear its cost and presumed complexity. While strategic intelligence can in fact have a
sophisticated organizational shape (an IntelligenceHeadOfﬁce, for instance), companies can
also use existing informational practices to contribute to an intelligence system. Thusmuch of
the literature stresses that a great deal of information already exists within companies and is
simply not circulated. For example, salespersons are continually collecting marketing
intelligence as a by-product of their work, but many of them fail to pass on the intelligence.
Their managers need to motivate them and develop a positive attitude towards strategic
intelligence in order to make them play the game (Le Bon, 2006). Yet strategic intelligence
development can rely on what is already available in the ﬁrm (Brouard, 2007) and simply
requires the integration of independent marketing information techniques (Fleisher, Wright,
& Allard, 2008).