The Effect Of Competitive Intelligence On Consumer Goods In Manufacturing Firms, A Case Study Of Bidco Refinery (K) Ltd

Most of the value-added in manufacturing or product compames 1s created by knowledge-based service activities such as research and development, marketing research, product design, customer service, advertising, or distribution. Winning firms are organizations that most successfully master the business issues critical to their performance, and develop the most precise understanding of definitions of value and creation of value. Competitive advantage has a lot to do with leveraging the knowledge assets of the firm, while at the same time determining how competitors are likely to leverage theirs. Accepting the importance of competitive intelligence, major multinational corporations, such as ExxonMobil, Procter & Gamble, and Johnson and Johnson, have created formal CI units. Importantly, organizations execute competitive intelligence activities not only as a safeguard to protect against market threats and changes, but also as a method for finding new opportunities and trends. Competitive intelligence is the core of competitive strategy in that great organizations with great products, wise managers, and other successful strengths, go out of business. Economies of scale, the foundation on which big companies have based their dominance in the Industrial Era, is no longer an advantage. Changes in information technology, in the financial system, in just-intime production techniques, and in the rise of companies offering distribution and support systems which previously only the largest companies could afford removing the advantages of being big