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Title:

Competitive Intelligence: Gathering, Analysing and Putting it to Work

Review:

Before writing this review, I was curious to see if there were any positive synonyms for the word "critic" - but found none. Synonyms given were detractor, opponent, enemy and censor. The single antonym given, fan, is a better word for my feelings on this book.

So what is it that I like about the book? Well, the first thing is that I appreciate the welcome change of reading a book explaining competitive intelligence from a British perspective. Most "how to" competitive intelligence books are American, and reflect US conditions. Second, the book is well written, following a logical path covering why companies need to do competitive intelligence; competitive intelligence theory and industry analysis; ethical issues; data collection; analysis; to communicating the intelligence and protecting the organisation from others with "intelligence counter-steps". I also liked that the book was not afraid to slay some sacred cows. For example, instead of the simplistic "competitive intelligence cycle" normally shown as the CI process model, Murphy presents a sequential model, with feedback steps. I have often felt that the traditional cyclical model was weak - especially as, in its normal presentation, it ignores feedback steps, present in Murphy's version. The copious use of footnotes giving sources used, along with interesting and sometimes amusing case examples, are other plus points.

The book is particularly strong in its discussion of financial analysis of company accounts - giving a comprehensive coverage of UK legal forms, company filings and how the same can be interpreted. I know of no other competitive intelligence book that is as thorough in this area, making Murphy's book a unique reference to a topic that will not be covered in US competitive intelligence books and, hitherto, could only be learnt through financial and accounting texts.

The book also includes good sections on: forecasting; business environmental monitoring; the assessment of information quality; and analysing corporate cultures, describing a number of approaches to this oft-ignored subject.

Could the book be improved? Possibly, but with almost 250 pages before four appendices giving resources and terminology, it would be difficult. Two chapters that should be extended in any future edition are those on human-source intelligence and foreign sources. In comparison with the depth of coverage afforded some other topics, especially financial analysis, these two sections seem weak and incomplete. The latter, especially, is a drawback, as it means that the book is really only relevant for those with a specific interest in competitive intelligence on UK companies. With many companies now competing in a global marketplace, the ability to be able to research across borders is a crucial skill for competitive intelligence professionals.

The rationale of a business textbook is to teach the reader new concepts and give ideas for better practice. However, the ultimate purpose is to be readable. If a book is not readable it doesn't matter how many great ideas are in it. Studies have suggested that most business book purchasers never read beyond the first few chapters. You won't find "Competitive Intelligence" un-put-downable. If you want that then Jackie Collins or JK Rowling or ... (tick the box for the fiction writer of your choice) ... would be a better bet. However it is also not difficult to read, and is written in clear and precise language.

I have worked in competitive intelligence for many years and have a good understanding of its theory and practice, to the extent that often when I read a book on CI, I groan as I've seen it all before. With Murphy's book, I did not need to groan; I learnt things I'd forgotten and a few things I don't think I ever knew. If UK competitive intelligence is your bag, then this book should be in it!

Free Pint Reviewer:

Arthur Weiss is a UK based management consultant specialising in competitive intelligence and strategy. He first started working in competitive intelligence in the late 1980s and in 1995 he founded AWARE, a CI consultancy offering clients CI research, analysis and training. In 1997 he offered the first training course on using the Internet for Competitive Intelligence (at the Online Information Conference) and has continued offering training courses on this and other CI related topics. Arthur has written and presented on competitive intelligence, marketing and Internet related topics globally and can be contacted through AWARE's web-site at http://www.marketing-intelligence.co.uk.

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