Font Size: a A A

Coordinating strategic and tactical intelligence in organizations

Posted on:2000-02-17Degree:Ph.DType:Dissertation
University:University of PittsburghCandidate:Miree, Cynthia ElaineFull Text:PDF
GTID:1469390014464910Subject:Business Administration
Abstract/Summary:
The field of competitive intelligence (CI) is concerned with the process of gathering, analyzing and disseminating an intelligence product which allows managers to make quality, effective decisions. This dissertation investigates how companies design their competitive intelligence process to facilitate the coordination of strategic and tactical intelligence in the sales function. The dissertation draws from resource dependence theory and strategy process research and uses cases to develop a theoretical framework of CI coordination.; The CI framework provided the conceptual basis for the following findings:; Key finding one. Companies that both (1) establish coordination of strategic and tactical intelligence as a priority and (2) are able to articulate the formal and quasi-formal (informal) processes that are used to achieve coordination, are more likely to achieve coordination that those who do not establish coordination as a priority and are not able to articulate their formal and quasi-formal (informal) coordination processes.; Key finding two. Tightly coupled communication and other operational linkages between the sales and marketing function can increase the firm's ability to coordinate strategic and tactical intelligence.; Key finding three. The coordination of strategic and tactical intelligence in the sales function is facilitated through the sophisticated use of coordinating mechanisms such as T&barbelow;EAMS, CI HUMAN RESOURCE A&barbelow;LLOCATION, the P&barbelow;LANNING PROCESS, I&barbelow;NTERACTION and N&barbelow;ETWORKS (referred to as the TAP-IN Process).; Key finding four. The presence of various industry structural characteristics impact the firm's ability to coordinate strategic and tactical intelligence in the sales function.; Minor finding one. CI products and services are created and used to encourage a two-way flow between the CI team and the sales function. This two-way flow, in turn, facilitates the coordination of strategic and tactical intelligence.; Minor finding two. Establishing effective coordination in the sales and marketing functions involves focusing on the key improvement areas of outcome measurement and within function flow.; The coordination framework highlights how the coordination of strategic and tactical intelligence within the CI process synthesizes strategy content with strategy process. Firms using the TAP-IN mechanisms are able to create and leverage socially-complex resources that can lead to a sustained competitive advantage.
Keywords/Search Tags:Intelligence, Process, Coordination, Competitive, Sales function, Key finding
Related items