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Strategic and Competitive Analysis: Methods and Techniques for Analyzing Business Competition
Abstract
Book Description Given the priority of competitiveness in modern companies, practitioners of competitive or strategic corporate intelligence (CI) need to come to terms with what business and competitive analysis is and how it works. More importantly, they need to be able to convert the wealth of available data and information into a valuable form for decision-making and action. Collected data must be converted into intelligence. This is accomplished through analysis. Strategic and Competitive Analysis comprehensively examines the wide spectrum of techniques involved in analyzing business and competitive data and information including environmental analysis, industry analysis, competitor analysis, and temporal analysis models. It helps business analysts and decision-makers to draw effective conclusions from limited data and to put together information that does not often fit together at first glance.
... A Balanced Scorecard can be defined as a means of converting an organizational goal and strategy into a set of performance metrics that provide a framework for implementing the plan in real life [12], for the sake of clarity [11]. ...
... Effective financial asset and liability management is essential due to the institution's chosen strategy. Effective management of the unit's financial, nonfinancial, and liability assets is still required [9], [12]. ...
... A very useful and efficient framework for identifying the pertinent management aspects of conventional businesses and bringing attention to some of their interdependencies was the Balanced Scorecard [12]. ...
The current study presented in this article shows that football teams should; generally speaking, implement a multifaceted performance management system that takes into account the opinions of all stakeholders. The Balanced Scorecard (BSC), which offers an integrated framework for measuring and managing performance, can assist clubs in evaluating both financial and non-financial activities. This study's context and content greatly advance our knowledge of the football industry and offer a thorough and all-encompassing set of contributions to the field of business academia. The knowledge acquired on a topic that has naturally shown to have a significant impact on people inherently adds something useful and beneficial to society.
... Opportunities are external elements that an organization can use to improve its performance. These include the positive aspects of the external environment and opportunities to address unmet needs and launch new initiatives (Fleisher & Bensoussan, 2003). Threats are external challenges or obstacles that can hinder an organization's ability to achieve its objectives (Lee & Lin, 2008). ...
The Philippines is home to a diverse array of indigenous people, with unique languages, cultures, and traditions. Despite their significant contribution to the country's heritage and ecological balance, these communities often face marginalization and discrimination. They are among the poorest sectors of the population, illiterate, most vulnerable to extreme weather, and have limited access to basic services. To help build a sustainable community for the Indigenous people and contribute to Sustainable Development Goal 11, this study was undertaken to gather essential information that can inform policy decisions and strategic planning for the advancement of Indigenous communities. This study aims to determine the areas that could be developed in the indigenous community in southern Luzon Philippines using the Threats, Opportunities, Weaknesses, and Strengths (TOWS) matrix. Using a qualitative ethnographic method, data were collected through community immersion, participatory observation, interviews, and focus group discussions. Eighteen indigenous people belonging to the Hanunuo indigenous cultural community were selected as participants. The results show that pre-colonial script (Surat Mangyan), chanted poetry (Ambahan), and indigenous textile weaving (Ramit) are still being practiced by the elders. However, the younger generation prioritizes livelihood over cultural preservation, which would lead to the extinction of this intangible cultural heritage. Livelihood and cultural identity are essential for community development; thus, devising programs that address both are necessary. The findings served as a basis for the formulation of a strategic community development plan serving benchmarks for government agencies, higher education institutions, and non-government organizations.
... Muitas outras práticas ainda são utilizadas em IC, como: Análise de Mídias Sociais, Segmentação de Mercado, Análise da cadeia de valor, Análise do valor do cliente, Análise da Segmentação do Cliente, Análise de problemas, entre outras (CALOF, 2020).O uso destas ferramentas e o grau de complexidade da análise dependem da posição do negócio e das necessidades dos tomadores de decisão. Os métodos são destinados a finalidades específicas, podendo ser usados de forma combinada, em busca de atingir os melhores resultados nas análises e nas tomadas de decisão (FLEISHER;BENSOUSSAN, 2002). ...
A inteligência competitiva (IC) é um processo de coleta e análise de informações estratégicas que permite compreender o mercado, identificar oportunidades e mitigar riscos, tornando-se assim uma prática fundamental para organizações tomarem decisões informadas e manterem vantagens competitivas. Apesar do potencial promissor na indústria florestal, seu uso ainda é limitado. Nesse sentido, o objetivo do presente trabalho é apresentar conceitos, técnicas e perspectivas da IC na indústria florestal. A implementação da IC no setor florestal ainda é incipiente, apesar de seu grande potencial em práticas como análise de mercado, monitoramento da concorrência, gestão de recursos naturais, inovação e tomada de decisão estratégica. Logo, o uso da IC já é uma realidade e é essencial para múltiplas organizações, proporcionando insights valiosos, otimizando processos e garantindo competitividade no mercado. No setor florestal, contudo, seu uso ainda é incipiente e deve ser objeto de atenção para aquelas empresas que desejam se manter competitivas no mercado.
... Outlooks are not only the positive environmental aspects of an organization but also the opportunities to fill gaps and start new activities. Outcome is the part of an organization's external environment that impedes or threatens an organization's ability to achieve its goals (Benzaghta, et al, 2021;Fleisher & Bensoussan 2003;Lee & Lin, 2008;Shrestha, 2004). ...
... short-term environmental trends (Fleisher & Bensoussan, 2003). Additionally, PEST effectively analyzes external factors affecting social policy development (Cheng, 2015). ...
Hebei, one of China's most populous provinces, is facing increasing pressure on its
elderly care services due to a rapidly aging population. Home-Based Elderly Care
(HBEC) has emerged as a potential solution to alleviate this pressure. However, this
care model is significantly impacted by various external environmental changes. The
study employed a literature analysis method, conducting a PEST analysis, to examine
the environmental factors influencing the progress of HBEC in Hebei Province, China.
The findings offer novel research perspectives to inform strategic development in
the HBEC industry. The study identified 19 environmental factors, both favorable
and adverse, shaping the development of HBEC in Hebei Province. Based on these
findings, the study recommends integrating laws, regulations, and systems, clarifying government roles, optimizing funding structure, expanding service delivery channels, enhancing public awareness of elderly care, and broadening professional talent development pathways. These insights can be valuable for policymakers, educators, and researchers seeking to understand the challenges and opportunities in the field, ultimately improving the well-being of China's elderly population.
This chapter explores the business environment in which tourism and hospitality marketers and their organisations operate. It begins with a review of the internal environment. Here tourism and hospitality organisations have a much stronger degree of influence. The internal environment consists of the company itself as well as its resources, its processes, and the policies it uses to achieve its goals. Next the chapter examines the performance environment, which concerns the consumers, suppliers, intermediaries, and competitors. Further, this chapter covers the external environment that affects all individual tourism and hospitality organisations. These include the political, economic, socio-demographic, technological, ecological (natural), and legal factors. The main national, regional, and global tourist flows are then analysed. Finally, the environmental scanning as a method for responding to these factors is considered.
This study investigates the impact of environmental scanning on the performance of small and medium enterprises (SMEs) in Kabwe District, Zambia. Grounded in the Resource-Based Theory (RBT) and Dynamic Capabilities Theory (DCT), the research evaluates the duration, frequency, and scope of environmental scanning activities among SMEs, exploring the processes involved and their effectiveness in enhancing business performance. Data were collected from 202 SME owners/managers through a structured Likert-scale questionnaire and semi-structured interviews. Quantitative data were analyzed using Structural Equation Modeling (SEM), while qualitative data were analyzed via Directed Content Analysis (DCA). The results indicate a positive relationship between environmental scanning and SME performance, though practical application of environmental scanning practices remains limited. The study recommends fostering a culture of experimentation, creativity, and continuous improvement, promoting cross-functional collaboration, and improving access to digital technologies and tools. Policy interventions to support SMEs in accessing financial, technological, and infrastructural resources are also suggested.
This study explored the relationship between entrepreneurial proactiveness and organizational performance of telecommunication companies in South-South, Nigeria. The opportunity based theory was the baseline theory for this study. The study was conceptualized with entrepreneurial proactiveness as predictor variable, and organizational performance as criterion variable, with measures of customer loyalty, customer acquisition and service quality. The study adopted an explanatory research design. The population of study comprised of the four (4) mobile telecommunication companies operating in South-South, Nigeria, namely: MTN, Globacom, Airtel and 9Mobile. Five (5) managers where drawn from each of the four mobile telecommunication companies in the six states that make up the South-South geopolitical zone of Nigeria, making it a total sample of one hundred and twenty (120) respondents. A well-structured questionnaire designed in the Likert five-point scale of strongly disagree to strongly agree was used to collect primary data for the study. To analyze the data for this study, inferential statistical tool such as Pearson's Product Moment Correlation was used to test the proposed hypotheses. All statistical analyses were conducted, relying on the Statistical Packages for Social Science (SPSS) version 25.0. Findings of the study revealed that entrepreneurial proactivness is a strong predictor of organizational performance. Based on the findings, we conclude that entrepreneurial proactiveness relates significantly with organizational performance of telecommunication firms in South-South, Nigeria. In view of the findings, the study recommended among others that entrepreneurs and managers of telecommunication firms in South-South, Nigeria should be proactive in seeking ways to satisfy and exceed the changing needs, preferences and expectations of both actual and potential customers in order to maintain sustainable competitive advantage.
This chapter is all about the terminology and history of our field of study. More importantly, it addresses the somewhat confusing landscape of different disciplines that study similar phenomena from varying perspectives. Our goal is to bring clarity and order to this theoretical landscape. Achieving this is crucial for ensuring efficient communication within the field, reducing misunderstandings, and increasing the effectiveness of intelligence work.
Ce travail poursuit trois objectifs principaux. Tout d'abord, il s'agit de clarifier le concept d'intelligence territoriale à travers ses dimensions collectives, transformatrices et interactionnistes. Nous cherchons à démontrer qu'il existe des interdépendances et des relations réciproques entre la structuration des réseaux d'acteurs et la dynamique industrielle locale, lesquels jouent un rôle crucial dans les processus de développement territorial. Les principaux acteurs de ce développement sont les collectivités locales et territoriales, qui, à travers des modèles plus ou moins décentralisés, participent activement à la qualification "intelligente" du territoire en mobilisant divers mécanismes marchands et collaboratifs. Cela nous conduit à analyser le rôle des acteurs non institutionnels, notamment les entreprises, et leurs interactions relationnelles avec leur territoire d'implantation, en mettant l'accent sur l'intelligence territoriale comme outil pour comprendre le territoire et favoriser la participation des acteurs locaux, dans l'objectif d'un développement local et durable (Y. Bertacchini, 2006). En second lieu, nous abordons la question de la coopération entre territoires, que ce soit dans un cadre interterritorial national ou dans le cadre d'une coopération décentralisée Nord-Sud. Cette étude exploratoire repose sur une enquête statistique menée auprès d'un échantillon d'entreprises (PMEs) situées dans le pôle agroalimentaire de la wilaya de Blida.
ResearchGate has not been able to resolve any references for this publication.