Focused versus Unfocused Early Warnings
Ponente: Alessandro Comai y Joaquín Tena Millán

Global and technological firms are facing a new challenge consisting of detecting opportunities and threats from every single angle of the environment. If you are aware that potential issues may come soon and affect your environment, then you are prepared to utilize the unfocused Early Warning. This presentation will demonstrate how important it is to combine a focused and an unfocused early warning, and how to apply several techniques and tools. It also presents several tips and tricks for building a successful early warning system according to your organization style and culture. Some short case studies of companies will also be presented ...

Early Warning Systems (2007)
Ponente: Alessandro Comai and Joaquín Tena

One of the main purposes of any competitive intelligence (CI) function should be anticipating changes in the environment. Any decisions based on good intelligence should take into consideration the changes that the CI process has detected in areas such as the competitive, technological, product, consumer, or geopolitical landscape..

Mission not impossible! Define your CI unit position.
Ponente: Alessandro Comai

Actionable competitive intelligence supplies the key intelligence and information that provides knowledge
about the external environment and improves the quality of senior managers’ decisions. Creating a valuable competitive intelligence function that meets the various needs of internal clients requires its developer to consider the multiple facets of competitive intelligence. Leveraging resources, identifying key intelligence priorities, exploiting information sources, creating a culture of gathering and sharing information,
building ethical processes, and applying information technology all play key roles in any competitive intelligence function.
The organization of competitive intelligence programs differ among firms. In fact, each program reflects the various factors that make it unique. For instance, the company’s degree of its globalization, age, size, and culture all influence the development and the resources it invests in CI. But all competitive intelligence programs have similar choices in common:...

Discover Hidden Corporate Intelligence Needs by Looking at Environmental and Organizational Contingencies (2005)
Ponente: Alessandro Comai

The purpose of this paper is to put forward a research framework capable of detecting the hidden needs of a firm in terms of type of formal competitive intelligence program (CIP). The model will focus on the internal and external determinants which compel an organization to establish a formalized intelligence process. This study is concerned with measuring the competitive intelligence sensitivity of a particular organization in a particular context. The first part introduces two different approaches to the examination of the corporate and decision maker's needs which are generally used in the competitive intelligence field. Subsequently, it discusses the decision maker's role and the potential failure to determine the CI needs as well as the potential value of the CI program. The second part focuses on research questions. The third part discusses which types of external and internal factors prompt a firm to establish a formal CIP. The paper concentrates on putting forward the factors which are assumed to have the most significant analytical influence and through which it is possible to pinpoint which organizations need to establish a CIP as well as the type of process required.

Case study: Metso Automation
Ponente: Alessandro Comai, Virpi Pirttimäki y Mika Hannula

The Metso Automation case company describes the implementation and the development of the Business Intelligence function in a company which is part of a Finnish holding. This article describes the current situation and the distinctive elements of the company’s Intelligence system. The article also introduces several observations and discuss those activities that should be improved.

CI and Technology Watch in Zanini Auto Grup (2005) (ES)
Ponente: Alessandro Comai y Joaquín Tena

This article sums up the experience in the application of Competitive Intelligence by Zanini Auto Grup, a very innovative Catalan automobile industry supplier. In the middle of intense global competition, the company performs CI activities from two perspectives: marketing getting the support of the customer as a source of information, and technology surveillance, using a broader variety of sources.

Competitive Intelligence in Spain a Situational Appraisal
Alessandro Comai y Joaquín Tena Millán

This paper describes the evolution of competitive intelligence (CI) in Spain by looking at the specialized literature available on the subject and analyzing how CI has been adopted and developed in Spanish firms. The second part of the paper introduces the key findings of a survey carried out at the beginning of 2004. Multinational firms and identified best practice firms were studied and compared against an identical CI framework. The paper concludes with a description of the potential barriers to full development of CI in Spain and some of the conditions required in order for this development to be achieved. A perspective for the future is also introduced.