ABSTRACT
Business success is as much determined by the actions of competitors, as by the actions of the organization itself. For example, the success of Coca-Cola 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.
