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.
Peter Read, ESOMAR, Mktg & Competitive Intelligence, Geneva March 1999
This paper attempts to illustrate the state of market intelligence/ competitive intelligence in Asia by presenting a case study on the use of market intelligence/ competitive intelligence in market entry decision-making in the soybean milk business in China.
Gustavo Mendez-Kuhn, ESOMAR, Mktg & Competitive Intelligence, Geneva March 1999
This paper assesses the state of business intelligence and competitive intelligence in Mexico and Latin America and assesses historical and cultural factors that must be addressed specifically in this geographical area.
Chris West, ESOMAR, Mktg & Competitive Intelligence, Geneva March 1999
This paper considers the development of competitive intelligence as a formal discipline. The sums spent on competitor analysis in Europe are still relatively small but dependence on customer analysis is being diluted as an increasing number of companies appreciate that over-dependence on customer-driven strategies is less and less likely to produce results.
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.
Ruth Stanat, ESOMAR, Mktg & Competitive Intelligence, Geneva March 1999
This paper presents an overview of the global developments in competitive intelligence and discusses the development of business intelligence/ competitive intelligence in North America, contrasting the development with other regions of the world.
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.
Ruth Stanat, ESOMAR, Power of Knowledge Congress, Berlin September 1998
The paper describes the relationship between market research and competitive intelligence and discusses the evolution of competitive intelligence: the definition, the need it fulfills, where it evolved and the penetration of the discipline by industry and geographical region.
John Archer, ESOMAR, Marketing in Asia, Hong Kong, November 1996
A common theme across international markets is increasing brand competitiveness. The share wars between giant global brands, such as Coke and Pepsi, are well-publicised but, in all markets, researchers are being asked by clients to provide data with more focus on the impact of competitors.
James Champ, Admap Magazine, April 2017, pp. 14-15
This article examines what has changed in the car industry as the advent of leasing and renting deals has made consumers less attached to their cars, and technology has shifted focus from mechanics to in-car experiences.
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.
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