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Competitive Intelligence and the Market-Oriented Organization
內容大綱
Chapter 2, Competitive Intelligence and the Market-Oriented Organization (22 pages), considers the manager's role in creating an environment that generates, disseminates, and responds to field intelligence. The author states that a market orientation strategy derives from a company's ability to both collect and utilize market-related information. He considers three determinants of market orientation: top management, interdepartmental dynamics, and organizational systems. He explains why market orientation also requires collaboration between marketing and sales, and presents a model of eight factors in the relationship between marketing and sales: vision, alignment, processes, information, knowledge, decision, resources, and culture. He reviews three main responsibilities for sales in finding and communicating information to the rest of the organization. He explains that a company's competitive intelligence system should process and validate information as well as make it actionable for decision makers. He considers three obstacles to information acquisition, evaluation, and transmission.