Les Binet and Sarah Carter, Admap, December 2014, pp. 9-9
This article discusses the common problem of defining competitors too tightly, losing sight of the broader market and adopting closely targeted advertising that eventually leads to loss of market share.
Following Google's acquisition of Motorola Mobility, this article analyses the details of the $12.5 billion deal which allows Motorola to largely maintain independence while accelerating their growth, while Google benefits from reinforcement in its efforts to own the mobile sector.
This paper provides an overview of the competitive intelligence industry, primarily in the United States, loosely defined as the legal and ethical collection of information regarding the operations of rival corporations.
Peter Field, Admap, June 2008, Issue 495, pp. 16-17
This article, by Peter Field, reviews what lessons can be learned from studying brand leaders. Its main arguments are that brand leaders can learn from their challengers in order to reinforce their pre-eminent position, as evidenced by major players including Ariel (in Germany and Austria), Telstra BigPond, Hahn Premium Light, Manitoba Telecom Services, Omo/Via and Powerade.
Helen Simpson, ESOMAR, Innovate! Conference, Paris, February 2005
This paper presents a case study of an Australian employer association, Australian Business Limited, that developed a leading-edge “insights” capability by bringing together into a single, integrated team its market research, market and competitive intelligence, CRM, and data mining capabilities that provided the insights underpinning the development and implementation of the organisation’s 2001-2003 Strategic Plan.
Alexander Biel, Admap, October 2004, Issue 454, pp. 42-43
Alexander Biel, president of his own California brand consultancy, argues that brands that fail to differentiate themselves in meaningful ways take on the characteristics of a commodity and will fade from the consumer’s radar.
Peter Cooper, Admap, June 2003, Issue 440, pp. 19-22
Peter Cooper uses military metaphors to illustrate how marketing battles and wars can be won. He compares revolutionary warfare with new brand development and compares Mao's principles of revolution with marketing objectives.
Market Leader, Issue 17, Summer 2002, pp. 66-66
This is a summary of a piece in MIT Management Review and suggests that competitive advantage can exists for short or long periods and that companies in high-velocity markets need to think 'Velcro', that is that organisational strategy should be firm and clear but able to change quickly.
Monica Soto and Nestor Cohen, ESOMAR, Marketing in Latin America, Santiago, April 1999
The use of this methodology allows us to draw a performance chart of ourselves as well as of competitors, identifying the strong cores of services that are to be maintained, the weak cores that need to be improved and those others of a more complementary or non-significant nature.
Francois Jakobiak, ESOMAR, Mktg & Competitive Intelligence, Geneva March 1999
This paper gives an overview of some approaches of competitive intelligence followed by the description of a Competitive Intelligence Tracking System (CITS) as implemented in various French industrial groups.
Sean A. Meehan, ESOMAR, Mktg & Competitive Intelligence, Geneva March 1999
Ever-increasing resources are being devoted to learning about customers. What do they want, how do they perceive us and our offer, how do we match up against the competition? Attendant pressures mount on research specialists, product, brand and marketing managers to provide insights to inform strategy formulation.
Anna Hamill, Event Reports, Mumbrella360, June 2017
This article covers how Tesla, the automotive manufacturer with a sustainable energy focus, has been able to build brand recognition and loyalty in Australia with zero paid media and a focus on experiential marketing and owner loyalty.
Mary Goodyear, ESOMAR, Marketing Research Congress, Paris, September 1999
This important paper presents the case that marketing evolves through a number of stages, and that what may appear to be cultural differences between countries, hindering global marketing, may not be cultural at all but rather due to a country being at a different stage of marketing development.