p.23 A competitor that knows its market, its competition, and how to leverage what it has learned is one
that will continue to win legitimately in the marketplace.
p.23 In its most basic description, intelligence is "analyzed information."
Intelligence - not information - helps a manager to respond with the right market tactic
or long-term decision.
p.24 By actively seeking intelligence and learning how to use it, you can turn information into
a powerful weapon that will give you a competitive advantage.
p.24 The real lesson in all this is that all companies, large and small, in today's world have virtually
the same access to information. The companies that convert available information into actionable intelligence will
end up winning the game.
p.25 Without [intelligence], you may succeed in winning a battle or two, but you can't expect to
win the war.
p.30 You too can determine your competitor's... tactics and strategy... As you are collecting the bits and
pieces of data, you often do not know how they will all fit into the larger picture... You must find a way to capture competitive
snapshots continuously
p.422 Because of time, labor, and budget constraints, no organization can hope to gather all possible pieces
of information on its market and its competition.
p.422 Phrase your questions in this style: "What areas of competitor activity do you feel need close
attention?"
