GIA White Papers

The GIA White Papers are free of charge, and you can download them through an order form.

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2008

2/2008: Global Market Intelligence Survey 2008
The GIA White Paper “Global Market Intelligence Survey 2008” uncovers linkages between organizational decision-making and Market Intelligence operations. Differences by industries and regions were measured along with key success factors of MI. Responses were collected from 439 participants on five continents, making the survey the most comprehensive study that has been conducted in area of Market Intelligence to date. Order White Paper

1/2008: MI for the Strategic Planning Process – Case Examples
Market Intelligence for the Strategic Planning process in five large companies will be presented and discussed in this GIA White Paper 1/2008. The case stories are based on interviews with representatives of the case companies that have been conducted in November 2007 – January 2008. Order White Paper

2007

4/2007: Market Intelligence for Innovation and Product Life Cycle Management
In this paper, the product life cycle process has been used as the core framework within which the utilization of Market Intelligence for innovation and product development has been explored. There are several phases and decision points in the process, and various types of MI output will therefore have to be available to serve the specific decision support needs.
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3/2007: Market Intelligence for Customer Processes
This White Paper discusses the kinds of Market Intelligence support that the corporate customer processes (marketing & sales planning and management, marketing process, sales process, and the account management process) typically require both on a continuous basis and periodically. Order White Paper

2/2007: Market Intelligence in Large Companies – Global Study 2007
The “Market Intelligence in Large Companies – Global Study 2007”, conducted by the Global Intelligence Alliance member companies, moves forward on the popular 2005 version of the same study. It is now one of the most comprehensive, if not the most comprehensive, global Market Intelligence review based on interviews. Representatives from 281 companies were interviewed in order to identify the present status, organization, IT tools and future outlook of Market Intelligence activities. Order White Paper

1/2007: Market Intelligence for the Strategy & Planning Process
Developing a Market Intelligence capability that provides valu­able input to organizational strategy and planning processes is of major importance in today’s turbulent business environments. The purpose of this Whit    e Paper is to demonstrate why and how Market Intelligence should be integrated with corporate strategic planning processes. Three different sub-processes are presented that should interact in order to provide this capability: the Fu­ture Watch process, the Planning Process and the Early Warning and Opportunity system, all of which can be supported through systematic Market Intelligence. Order White Paper

2006

4/2006: Creativity, Curiosity & Involvement: Missing Factors Needed for Creative Intelligence Analysis
Creativity is an essential part of product innovation and strategy development. Therefore, it is, or at least should be an important part of industry analysis, competitor understanding, and customer understanding, and intelligence operations in general. The prevailing analytical thinking concept with its historical and well known analytical models has helped us develop an understanding of the existing and future business environment. It can, however, also provide obstacles when we try to interpret new signals from the business environment and try to develop inherently new perspectives of the present and the future. Order White Paper

3/2006: Intelligence Needs Analysis
Various methods exist for analyzing information needs in an international company, the most of which can be used individually or by combining a number of methods into a cohesive whole. One proven fact is, however, that the analysis has to be conducted in a proactive way, as information users generally do not come and tell about their information needs. Order White Paper

2/2006: Intelligence Product Development
Intelligence activities are rather complex and abstract by nature, which is why the output of an intelligence operation should be built into “intelligence products”; an area still rather unknown in research literature. The idea is to clarify what the intelligence process produces and how this happens. The production processes of intelligence output should be defined as sub-processes under the entire intelligence system. Order White Paper

1/2006: Early Warning / Opportunity Systems for Intelligence
This paper provides an overview of the Early Warning System (EWS) concept and describes a methodology for developing Early Warning Systems. It argues that the historic ‘Early Warning’ concept is outdated, passive, and reactive. In its place, this paper proposes an Early Warning /Early Opportunity System which is a more proactive and positive approach because it also incorporates business opportunities. Order White Paper

2005

4/2005: CI in Large Companies – Global Study
This interview study was conducted in eight countries and in the Asia-Pacific region in the spring of 2005 by seven Global Intelligence Alliance (GIA) members. The survey respondents were responsible for Competitive Intelligence (CI) in their respective companies - one of the top 50 or top 100 firms in the country under study. Order White Paper

3/2005: Recipe For Success in a Competitive Intelligence Intranet
Establishing “Competitive Intelligence (CI) intranets” has become commonplace in international companies. Behind this development is the idea of a “virtual CI community”. By using technological CI tools installed in the corporate intranet, people located around the world share business information in order to make well-informed business decisions. Order White Paper 

2/2005: Developing SI Capabilities Through Scenario Planning
To date the new millennium has been marked by increasing uncertainty and rapidly accelerating change in the business environment of many organizations. Major change drivers in the macro environment including, continuing globalization, fast technological change, increased liquidity of wealth and fundamental changes in traditional values and cultural structures are well known. But as drivers in the macro environment interact with each industry’s own trends and uncertainties we find that the range of imaginable futures for individual firms has grown manifold in comparison to earlier decades. Order White Paper

1/2005: Developing an Intelligence System
An intelligence system is defined as ‘the organizational means by which information is systematically collected, analyzed, and disseminated as intelligence to users who can act on it’. It plays a crucial role in committing the organization to Competitive Intelligence from the early stages of development and incorporating organization members’ insight and understanding of the business in the CI operations. In this way, it helps to better respond to the actual intelligence needs of the company’s decision-makers. Order White Paper 

2004

4/2004: Key Success Factors of CI
This paper examines and discusses the key success factors in developing a functional intelligence program for an organization. A critical success factor in Competitive Intelligence can be defined as an item related to intelligence process that is key for ensuring the success of the process. Order White Paper

3/2004: Measuring the Benefits of CI
Users of information usually expect tangible benefits from using CI products or services. They want CI output that supports their personal objectives. Therefore, CI products and services should focus on real and identified business objectives – such as getting more customers, developing better products and introducing new products to the markets in a timely manner. Order White Paper

2/2004 Introduction to Strategic Intelligence
Strategic intelligence (SI) is an important tool in informing and supporting strategic management activities in different stages of the strategy development. In short, Strategic Intelligence can be defined as “a systematic and continuous process of producing needed intelligence of strategic value in an actionable form to facilitate long-term decisionmaking”. Customers of SI include individuals involved in strategic decision-making. Order White Paper

1/2004: Introduction to Competitive Intelligence
Competitive intelligence can be defined as knowledge and foreknowledge about the external operating environment. The ultimate goal of each intelligence process is to facilitate decision-making that leads to action. Order White Paper