21784 Global Business Competitive Intelligence

Faculty of Business: Management
Credit points: 6 cp

Subject level: Postgraduate

Result Type: Grade and marks

Handbook description

Business or competitive intelligence is increasingly used by firms seeking to improve their ability to compete globally. Traditional management information systems are often unable to keep track of global opportunities and threats, or else provide so much information that decision makers are overwhelmed. Business and competitive intelligence is an important aspect of strategic planning. As such, it draws on, develops and applies concepts from a number of disciplines.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

Understand the discipline and practice of competitive intelligence gathering, analysis and synthesis in a global business environment.
Identify and articulate the ways in which improved, detailed, business and competitive intelligence might contribute to better results for a corporation within the context of the global environment.
Identify opportunities and appropriate techniques to improve the efficiency and effectiveness of a corporation's business and competitive intelligence capability.
Implement and manage business and competitive intelligence systems appropriate to a corporation and its competitive, legal and ethical environments.

Contribution to graduate profile

Many organisations today operate within the global business environment and are constantly assessing various opportunities for overseas investment from a global, country, local and market perspective. This is a wide canvas on which to consider critical business decisions. The subject provides students with an opportunity to develop knowledge, competencies and values in relation to the discipline and practice of competitive intelligence gathering, analysis and synthesis in a global business context, as well as the establishment of competitive intelligence systems within the home organisation. Students are taken through a series of analytical processes related to the strategic considerations of possible country entry and investment, using a wide range of possible factors.

Teaching and learning strategies

Lectures, discussion groups, case studies and intelligence gathering assignments will be used to cover the major issues relating to this subject. Lecture and other teaching material and subject information will be available at UTS Online. In addition the lecturer will be available for individual consultation face-to-face or online throughout the semester.

Content

Theories and concepts of competitive intelligence for global business.
Commencing an intelligence search.
Trends, events and issues in globalisation and the potential impact on global business.
Country analysis.
Market/industry analysis.
Country political risk and strategic decisions.
Analysing and synthesising competitive intelligence to enhance global competitive advantage.
Developing and managing a competitive intelligence system.
Contemporary issues in global business - case studies.
Contemporary issues in competitive intelligence systems - case studies.

Assessment

Competitive Intelligence Report (Individual)	70%
Report based on a practical competitive intelligence exercise focused on a particular country, region and product, which includes theoretical and practical aspects of establishing a competitive intelligence system. Addresses objectives 1-4.
Competitive Intelligence Report (Group)	20%
Students are required to undertake competitive analysis of a specified country and region in relation to a product of their choosing and to make strategic recommendations as a result of their intelligence gathering, analysis and synthesis. Addresses objectives 1-4.
Class Presentation Report (Group)	10%
Students are required to present their findings from their Group Competitive Intelligence Report in a professional way in class. Addresses objectives 1-4.

Recommended text(s)

Cook, M. and Cook, C. (2000). Competitive Intelligence. Kogan Page. London.

Indicative references

Fuld, L M. 1995. The New Competitor Intelligence, John Wiley and Sons, New York.

Hulnick, A. 2002. Risky business. Harvard International Review Fall Vol 24, Issue 3 68-72.

Kahaner, L. 1996.Competitive Intelligence. Simon and Schuster, New York .

Kahaner, L. 1998.Competitive Intelligence: How to Gather, Analyse, and Use Information to Move Your Business to the Top. Touchstone Books, New York.

Kotler, P., Jatusripitak, S., and Maesincee, S. 1997. The Marketing of Nations. The Free Press. New York.

MacDonald, S. 2002. Globalization and Risk: A Contingent Response for Democratic Governance.

Administrative Theory and Praxis. Vol 24. Number 1, March. 31-54.

Mitroff, I. 2002. Crisis learning: The lessons of failure. The Futurist. Vol 36. Issue 5.

Pauchant, T. and Mitroff, I. 2002. Learning to cope with complexity. The Futurist. Volume 36, Issue 3. May/June. 68-69.

Porter, M. 1990.1999. The Competitive Advantage of Nations. Macmillan. London.

Stiglitz, J. 2001. Failure of the Fund: Rethinking the IMF response. Harvard International Review, Summer. Vol. 23. Issue 2. 14-18

Stiglitz, J. 2002. Globalism and the World's Poor. The American Prospect. Princeton. Winter. A16-A21.

Weiss, L. 1998. The Myth of the Powerless State. Polity Press. Cambridge, UK.