A recent survey of Canadian exporting firms found dramatic differences in the information-seeking behaviors of more intensive exporters as compared with less intensive exporters. In general, the more intensive exporting firms made greater use of virtually every source of information on international markets, while the less intense exporters often did not know where to go for international information, nor did they fully understand the differences between collecting for domestic markets vs. foreign markets. To help executives better understand how to collect information on foreign markets, several sources of international information are described, including addresses of various Internet sites that cover such items as export leads, foreign laws, international newspapers, “how to export” guides, and trade show directories. © 1997 John Wiley & Sons, Inc.
Among competitive intelligence professionals there is a perceived need to be more predictive of possible future events. By using scenario development designed to provide decision makers with insight into future possibilities, CI professionals can make significant contributions to corporate strategic planning. Based on scenarios, a strategic early warning system can be developed by the constant monitoring of the company's vital statistics—financial situation, deliveries, orders received, etc. These “signals” may not be able to be classified at the moment, but should be collected and analyzed for trends. Scenario planning points out the most important areas for monitoring. The author describes competitor analysis at Daimler-Benz Aerospace, where competitive monitoring is conducted through a strategic early warning system given its direction by scenario analysis, and how the analysis results are used to influence strategic decisions. © 1997 John Wiley & Sons, Inc.
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