Table of Contents -- INTRODUCTION -- EXECUTIVE SUMMARY -- KEY IMPLICATIONS FOR SENIOR MANAGERS -- CHAPTER 1 -- THE ROLE OF COMPETITIVE INTELLIGENCE IN IMPROVING CORPORATE COMPETITIVENESS -- The forces of competition -- The corporate response to increased competitive forces -- Corporate competitiveness and competitive advantage -- What is CI ? -- Stages of sophistication in CI systems -- The role of CI in improving corporate competitive performance -- Fifty years of survey evidence on CI activity in corporations -- The research framework - a decade of empirical work -- Intuitive CI management and professional CI management -- Improving the management of CI -- CHAPTER 2 -- THE NEED FOR BETTER COMPETITIVE INTELLIGENCE TO COMPETE IN THE FUTURE -- Summary of main points -- The present level of competition is extremely high -- Changes between 1996 and 2006 in the level of competition in the market -- The level of competition expected in the future is increasing -- Changes between 1996 and 2006 in the expected level of competition -- The main driving needs for better CI -- Specific information needs by industry, by affiliation and by size -- The need to track existing competitors -- The need to track new and potential competitors -- The need to track regulatory change -- The need to track socio-demographic change -- The need to track threats and opportunities abroad -- The need to track new products and services -- The need to track specific new technology -- The need to track generic new technology -- The profile of CI needs by industry -- The effect of rate of growth on CI needs -- The effect of competitive velocity on CI needs -- The effect of the length of competitive cycle on CI needs -- The implications for senior managers -- CHAPTER 3 -- CORPORATE CAPABILITY TO DELIVER CI TO DECISION MAKERS -- Summary of main points.

CI capability and competitiveness -- Capability to compete -- Capability to track own competitive position -- Capability to track competitors -- CI preparedness - capability in meeting common CI challenges -- Industry profile of CI capability in dealing with common challenges -- CI needs relative to capability -- The implications for senior managers -- CHAPTER 4 -- HOW CORPORATIONS MANAGE THEIR COMPETITIVE INTELLIGENCE FUNCTION -- Summary of main points -- An overview of how firms manage their CI function -- Processes and techniques used for CI -- Sources of information for CI -- Resources for CI: Cost of CI systems -- Resources for CI: Staffing -- Who is responsible for CI? -- Who should be responsible? -- Plans for improvement -- Priority areas for improvement of CI capability -- Profile of plans for capability improvement by industry -- The implications for senior managers -- CHAPTER 5 -- BENCHMARK COMPARISONS IN CI PRACTICE -- Summary of main points -- Why benchmark CI needs and capability? -- The Competitive Intelligence Diagnostic Database -- Using the CIS and CID for benchmark comparisons -- Benchmark comparison of level of competition now -- Benchmark comparison of expected competition level -- Benchmarking CI needs -- Benchmarking competitive position and competitor CI capability -- Benchmarking preparedness to address common CI challenges -- Benchmarking CI management system quality -- Benchmarking how frequently firms update their CI -- Benchmarking understanding of key issues -- Benchmarking the quality of your competitive decision knowledge -- The implications for senior managers -- CHAPTER 6 -- WHY DON'T CORPORATIONS MAKE BETTER USE OF CI? -- Summary of main points -- The intelligent puzzle -- Why has the pattern of the intelligent puzzle changed little since 1996? -- Why don't managers make better use of CI?.

CI capability and the effect of ignorance, trust and dissonance -- The role of ignorance in inhibiting CI effectiveness -- The role of trust in inhibiting CI effectiveness -- The role of competitive dissonance in inhibiting CI effectiveness -- The overall effect of the intelligent puzzle on CI capability -- What can be done to encourage more effective use of CI ? -- Addressing ignorance -- Addressing lack of trust -- Addressing competitive dissonance -- The implications for senior managers -- CHAPTER 7 -- THE SURVEY AND THE SAMPLE PROFILE -- The survey method -- The sample sizes and response rates -- The profile by industry -- The profile by affiliation -- The profile by size -- The profile by management type -- REFERENCES -- APPENDICES -- Appendix A Glossary of terms and conventions -- Appendix B The survey instruments -- About the authors.