Competitive intelligence uses public sources to obtain valuable information on competition and competitors. By using competitive intelligence aggressively and intelligently, corporations can obtain information on potential acquisition targets, markets, key personnel, the probable emergence of new products, or the financial strength or contracts of a competing firm. An absolutely indispensable playbook for anyone who has to compete during the information explosion. Martin Sikora, Editor, Mergers and AcquisitionsCompetitive intelligence uses public sources to obtain valuable information on competition and competitors. In an open society such as our own, businesses place a great deal of information in the public domain. By using competitive intelligence aggressively and intelligently, corporations can obtain information on potential acquisition targets, markets, key personnel, the probable emergence of new products, or the financial strength or contracts of a competing firm. In fact, the authors contend that as much as 90 percent of the information required to decide on a course of litigation, acquisitions, expansion, new product introduction, or financing, is available through competitive intelligence.

Competitive intelligence uses public sources to obtain valuable information on competition and competitors. By using competitive intelligence aggressively and intelligently, corporations can obtain information on potential acquisition targets, markets, key personnel, the probable emergence of new products, or the financial strength or contracts of a competing firm. An absolutely indispensable playbook for anyone who has to compete during the information explosion. Martin Sikora, Editor, Mergers and AcquisitionsCompetitive intelligence uses public sources to obtain valuable information on competition and competitors. In an open society such as our own, businesses place a great deal of information in the public domain. By using competitive intelligence aggressively and intelligently, corporations can obtain information on potential acquisition targets, markets, key personnel, the probable emergence of new products, or the financial strength or contracts of a competing firm. In fact, the authors contend that as much as 90 percent of the information required to decide on a course of litigation, acquisitions, expansion, new product introduction, or financing, is available through competitive intelligence.