This diploma thesis deals with integration of Competitive Intelligence and Business Intelligence into one solution, which would provide small and medium enterprises with maximum amount of information to help them make the right decision. The primary goal of the diploma thesis is to define user's requirements for such system and find for these requirements suitable information resources. Secondary goal is to analyze new Microsoft service called Windows Azure Marketplace Datamarket and its information resources, which could possibly be beneficial for this thesis. Gained information will be used to design the integrated solution. This diploma thesis could be used by companies, which are interested in solution like this, or by companies, which develop these solutions.

O roadmapping foi introduzido pela Motorola há mais de 26 anos como uma abordagem para apoiar o planejamento integrado de mercado, produtos e tecnologia. O principal objetivo do roadmapping é a criação de roadmaps, representações visuais em forma de diagramas e tabelas, que capturam e sintetizam informações de mercado, produtos, tecnologias e recursos em um plano com metas para novos desenvolvimentos. A introdução do processo de roadmapping compreende uma série de desafios. Um dos principais, segundo estudos recentes, é a dificuldade de sustentar o processo de roadmapping, ou seja, manter os roadmaps atualizados após a construção do primeiro mapa. Esta dificuldade pode ser atribuída ao fato de que a maioria das aplicações se baseia na utilização de especialistas externos à organização para coleta e análise de informações, o que é proibitivo para algumas organizações em função dos custos envolvidos e a uma lacuna na literatura, que não apresenta um modelo que oriente os praticantes em como manter os roadmaps atualizados. Este estudo apresenta um modelo de atualização de roadmaps que explora duas teorias conjuntamente: a utilização de conceitos do ciclo de inteligência competitiva e princípios de agilidade. Descreve-se o desenvolvimento de um modelo para atualização de roadmaps desenvolvido a partir de uma pesquisa-ação em uma organização do segmento de bens de consumo para a construção civil. Como resultados, apresentam-se o modelo desenvolvido e sua avaliação pelos profissionais da organização. Os dados coletados indicam que o modelo proposto contribuiu para esta organização em específico por meio de um impacto positivo no grau de monitoramento constante de informações, a credibilidade no roadmap e sua utilização durante a elaboração da estratégia de inovação da organização. Um dos diferenciais do modelo é a proposição de um arcabouço que pode ser realizado pela própria organização através da formação de times ágeis, sem a necessidade de criação de novas posições e áreas funcionais. / Roadmapping was introduced by Motorola more than 26 years ago as an approach to support market, product and technology integrated planning. The main objective of the roadmapping is to create roadmaps, visual models of diagrams and tables that capture and synthetize market, product, technology and resources information in a plan compounded by goals for new developments. The roadmapping implementation enhances several challenges. One of the main, according to recent studies, its the difficulty in sustain the roadmapping process, in other words, maintain the roadmaps updated. This difficult can be attributed to the fact that the most of the applications are based on the use of external experts to collect e analyze information, which is prohibitive to some organizations due to the costs involved and to a gap in the literature, that doesnt present a model for guiding the practitioners in how to maintain the roadmaps updated. This paper presents a model for updating roadmaps that combines competitive intelligence and agile management theories. The model was developed through an action research in a civil construction segment organization. The collect data shows that the developed model contributed to this specific organization, by means of a positive impact on the degree of continuous information monitoring, the credibility on the roadmap and its use during the organizations innovation strategy formulation. One of the differentials of the model is the proposition of a framework that can be managed by the organization itself through the use of agile teams, without the need of new holes or functional areas to accomplish it.

Made available in DSpace on 2016-03-15T19:25:51Z (GMT). No. of bitstreams: 1 Felipe Gama Buzzerio.pdf: 2992375 bytes, checksum: 73aa32daebdc465fceb8dc9fd7014b8a (MD5) Previous issue date: 2012-03-06 / Fundo Mackenzie de Pesquisa / The purpose of this research was to investigate the Competitive Intelligence (CI) by itself as a potential source of competitive advantage, based upon the Resource Based View (RBV) framework. Therefore, the main concepts of the available literature were organized in the following sequence in order to support the research: strategic management, strategic resources, RBV main concepts, competitive advantage, strategic resources main characteristics and competitive intelligence. The research method employed in this study was exploratory qualitative descriptive, making use of deep interviews guided by a semi structured script. In total, six executives in charge of CI functions from different companies were interviewed. It is relevant to highlight that none of these companies were competitors whatsoever, in order to keep the proper protection and privacy of their competitive information. Content analysis method was selected to analyze the obtained data (BARDIN,2006). The main result identified was the impossibility of considering CI by itself as a source of competitive advantage from the RBV perspective. The main explanation is that CI does not fit into all of the Barney and Hesterly (2007) VRIO (Value, Rarity, Imitability,Organization) aspects at the same time and conditions such model has served as a basis to evaluate CI as a possible strategic resource. However, there were indications that CI could be considered rare, difficult to imitate, and dependent on organizational conditions to maximize its potential. Notwithstanding, there were no indications that CI could generate value,especially to the customer. This aspect is tightly connected to the competitive advantage concept herein adopted and it is vital in fulfilling this research main goal. / Esta dissertação teve por objetivo a caracterização Inteligência Competitiva (IC) enquanto potencial fonte de vantagem competitiva, por si só e à luz da Visão Baseada em Recursos, ou Resource Based View (RBV). Para tanto, foram revisados os construtos de administração estratégica, recursos estratégicos, fundamentação da RBV, vantagem competitiva, características dos recursos estratégicos e inteligência competitiva. O método de pesquisa adotado foi qualitativo exploratório descritivo, com entrevistas em profundidade orientadas por um roteiro semi estruturado. Foram entrevistados seis executivos diretamente responsáveis pelas funções de IC nas empresas. Há de se ressaltar que nenhuma das empresas pesquisadas possuía competição direta ou indireta entre si, de tal forma que houvesse tranquilidade com relação ao sigilo dos dados obtidos. Para realizar a análise dos dados obtidos, optou-se pela utilização da análise de conteúdo (BARDIN, 2006).Como resultado, foi observado que a IC não pode ser considerada como fonte de vantagem competitiva, por si só e à luz da RBV. A principal justificativa para isso é que a IC não atende simultaneamente a todas as dimensões do modelo VRIO (Valor, Raridade, Imitabilidade, Organização), de Barney e Hesterly (2007), utilizado como base para a avaliação da IC enquanto recurso estratégico. No entanto, foram identificados indícios que apontam para a IC como um recurso raro, difícil de imitar e dependente das condições organizacionais para utilização total de seu potencial. Não obstante, nesta pesquisa não foram observados indícios de que a IC possa vir a ser um recurso gerador de valor, em especial para o cliente. Esse aspecto está intrinsecamente conectado com o conceito de vantagem competitiva aqui adotado e é fundamental para a resposta ao problema de pesquisa desse estudo.

Made available in DSpace on 2016-04-04T18:36:37Z (GMT). No. of bitstreams: 1 WAGNER JOSE DE MELLO.pdf: 791013 bytes, checksum: 1d6e3cd2f31b2c3b780eae68444c5a59 (MD5) Previous issue date: 2008-02-12 / The main Marketing concepts were established in the last decades of the 20th century and need to be revised due to the new information technologies and communications. The modern manager and also the management process have been submitted to an evolution within the decision process that is becoming more complex and present in the uncertainness environment. The high education market has grown, becoming more competitive and the perspective is a higher expansion within new regions and public. The profile of the university public has also changed significantly. The perception of how management information, through Information Science, and competitive intelligence is important and the effervescent scenario demand a new paradigm towards the building of strong and reliable brands in the education segment. Recent pool does a critical analysis of the marketing information system model, proposed by Kotler, and proposes a new development using a competitive intelligence tool within the management process, and by this transforming in a new method, in order to facilitate the understanding of the concepts presented. All this to introduce a development model of strategic campaigns from the superior educational institutes, mentioned from the Management Information and Competitive Intelligence. / Os principais conceitos de Marketing foram desenvolvidos nas ?ltimas d?cadas do s?culo XX e necessitam de uma revis?o frente ?s novas tecnologias de informa??o e comunica??o. O gestor moderno e processo gerencial tamb?m evolu?ram para um processo de tomada de decis?es cada vez mais complexo e inserido num ambiente de incertezas. O setor de Educa??o Superior ampliou-se, tornou-se mais competitivo e tende a continuar sua expans?o junto a novos p?blicos e regi?es. O perfil do p?blico universit?rio tamb?m se alterou significativamente. A percep??o, cada vez maior, da import?ncia da Ci?ncia da Informa??o e da Intelig?ncia Competitiva e este cen?rio efervescente exigem novos paradigmas para a cria??o de marcas fortes e confi?veis no setor educacional. A presente pesquisa faz uma an?lise cr?tica do modelo de Sistema de Informa??o de Marketing, proposto por KOTLER, e prop?e o seu desenvolvimento por meio da ado??o de ferramentas de Intelig?ncia Competitiva no processo gerencial, transformando-o em Sistema de Intelig?ncia de Marketing, visando ? obten??o de vantagens estrat?gicas e operacionais no processo de cria??o e desenvolvimento da imagem institucional. Como proposta, para facilitar o entendimento dos conceitos apresentados, prop?e-se um modelo de desenvolvimento de campanhas estrat?gicas de marca para Institui??es de Ensino Superior, orientado pela Gest?o da Informa??o e pela Intelig?ncia Competitiva.

Ce travail de thèse a pour objectif la mise en place d’un processus d’intelligence économique au sein d’une start-up proposant une technologie émergente. Dans ce cas d’étude, nous avons mis en évidence une double émergence : l’environnement nouveau et l’entreprise en construction.Dans un premier temps, nous mobilisons un cadre analytique original pour le processus d’intelligence économique : les TIS – Technological Innovation Systems. Cette grille de lecture propose une analyse dynamique du système d’innovation de l’entreprise à travers la structure et les interactions auxquelles les acteurs du système prennent part. Dans un deuxième temps, nous abordons l’intérêt de considérer les éléments intrinsèques de la start-up pour la mise en place d’un processus d’intelligence économique. Notre compréhension des éléments spécifiques de la start-up, comme sa structure adhocratique, a permis dans un troisième temps, l’implémentation d’outils cohérents avec la prégnance de la dimension humaine et les ressources que l’entreprise peut mobiliser. Nous avons organisé la création de connaissances à partir du cycle de l’information, proposé une première évaluation du processus d’intelligence économique en place et déduit les prolongements envisagés. Dans un quatrième temps, nous nous sommes focalisés sur l’utilisation du brevet pour la compréhension de notre domaine technologique.Réalisée dans une démarche de recherche-action (menée dans le cadre d’une convention CIFRE), cette thèse expose l’expérimentation de notre méthode d’intelligence économique au sein de Poietis, start-up française de bioimpression. / This thesis aims to implement a competitive intelligence process within a start-up that develops an emerging technology. A double emergence has been identified: the environment of the company and the company itself.First, we call upon an original analytical framework for competitive intelligence: Technological Innovation Systems (TIS). This framework allows for a dynamic analysis of the innovation system of the company through the structure and the interactions between the agents within the system. Second, we address the benefit of taking into the account the intrinsic characteristics of the company for the implementation of a competitive intelligence process. Our understanding of specific elements of the start-up, its adhocratic structure for instance, has allowed in a third step to implement tools in line with the importance of the human dimension and the resources that the company can mobilize.We organized the creation of knowledge from the information cycle, suggest a first evaluation of the competitive intelligence process and deduced the considered extensions.Finally, we focused on the use of patent for the understanding of a technological domain.Carried out in an action research approach (conducted as part of a CIFRE contract), this thesis shows the test of our method of technology intelligence within Poietis, a French bioprinting start-up.

As society and business is becoming more complex, the creation and management of knowledge attracts more attention. For intelligence research it offers an alternative perspective on the art and science of intelligence that challenges a previous dominance of strategy and decision-making theories. The article is based on semi-structured interviews with intelligence personnel in four different multinational companies. Through the use of Burke’s pentad this article gives an account of important challenges encountered by intelligence personnel in modern business organizations due to an increasing dependence on different knowledge processes. These challenges are summarized in four central tasks for knowledge activists; that is to initiate and focus knowledge creation, to reduce the time and cost needed for knowledge creation, to leverage knowledge creation initiatives throughout the corporation and to guide knowledge creation by the instigation of complementary reference points. By engaging in these types of activities intelligence workers are able to stage and influence different sorts of analytical conversations, where the insights from these conversations as reformed knowledge govern an evolving strategy in dispersed circumstances. Thus, intelligence workers fulfil their purpose, which in this perspective can be viewed as creating better business in whatever process they engage in.

隨著中小企業（Small and Medium Enterprises，SMEs）在台灣這個國家數量的提升，建立一個能夠運作至水準的團隊以確保公司維持具競爭力的型態已變得重要。為了維持競爭力，這些中小企業會找尋新穎、具創意的方法，為要能夠從同業當中脫穎而出。創新源自於兩處，藉由打造一項服務或是產品。在本篇研究當中，服務和產品皆被用來作為調查研究。要有具創意的想法，對於一個團隊就有其需要將想法付諸行動。然而，團隊的打造是一個長久的過程。團隊成長的過程會有第一次開會、相互瞭解、然後能夠作為一個單位去運作。在這個過程中，會有衝突和困惑的障礙。因此，本篇研究提出一項新的競爭情報─人力情報（Human Intelligence，HI）─以協助成長中的公司快速地建立一個團隊。 HI的目的是去建立一個讓公司可以更為快速建立團隊的程序。HI的架構遵循計畫與方向、資料蒐集、分析與傳播之競爭情報架構的原則。藉由三家有創新服務或產品的台灣中小企業之研究，本篇研究使用質性研究蒐集資料並且能夠為著分析從訪談、網路研究、和所在地觀察當中挖掘資料。在團隊效能上採用基礎實際理論，HI能夠告知一家公司建立中的團隊是處在哪一個階段。一旦建立中的團隊所處階段被確認了，人力資源實務就能針對公司給予建議，進而完成競爭情報架構的過程。 人力情報架構的結果能夠給目前的團隊情況給予見解並且提供回饋或是建議，這使得成長中的公司能夠有效地打造一個團隊。 / With small and medium enterprises (SMEs) raising all over the country of Taiwan, thus forming a team that can perform up to standard to ensure the company stay in competitive form has become crucial. To stay competitive these SMEs find new innovative ways to be able to differentiate themselves from peers. Innovation can come from two sources, either by creating a service or product. In this paper, both service and product are used as sample studies. To have an innovative idea, there is a need for a team to carry the idea to action. However, team building is a long process. This process of team performance went through meeting for the first time, understanding each other and then being able to perform as one unit. During this process, there are bounds to be conflicts and confusions. Thus this paper brings about a new competitive intelligence, “Human Intelligence” (HI), to help growing companies to build a team rapidly. HI’s aim is to create a process that allows companies to build teams faster. HI’s framework follows the principle of competitive intelligence process framework of planning and direction, collection of data, analysis and dissemination. Through the study of 3 Taiwanese SMEs that have innovation of either product or service. This paper uses qualitative study to collect data and is able to mine data from interview, internet research and on-site observation for analysis. Using basic practical theories on team performance, HI is able to determine which stage of team forming a company is in. Once the stage of team forming is determined, human resource practices give recommendation for the company, thus completing the process of competitive intelligence framework. The result of the Human Intelligence framework was able to provide insight to current team situation and offer a feedback or recommendation. This allows growing companies to form a team efficiently.

Competitive intelligence (CI) is one of the fastest growing fields in the business world South Africa included; yet little quantitative research has been conducted or published on the development and use of CI in South Africa. CI is concerned with the methods companies use to monitor their competitors, their own competitive position, and to improve their competitiveness. It is not a new business activity but modern CI is more focused, formal, organised and actionable. CI is not an activity limited to a few countries or companies in certain industries; it is a worldwide phenomenon. Most of the Fortune 500 companies use CI extensively. Literature shows some countries such as France, Japan, Sweden and the USA to be more advanced in their embracement of CI as a means to enhance competitiveness. In these countries, CI is a recognised business discipline and has become a major source to achieve competitive advantage. They are also developed in terms of the role government plays in supporting CI activities. Another indicator of CI as a growing practice worldwide is the development of the Society of Competitive Intelligence Professionals (SCIP). Globally, SCIP chapters have taken root in all continents. Moreover, SCIP Europe, SCIP Italia, SCIP Australia and SClP Deutschland are part of a growing worldwide network of SCIP affiliates, i.e. independent organisations that have formally affiliated with SCIP. Leaders in the field of CI training are France, Japan, Israel, Sweden, and Korea while Europe is beginning to appreciate the importance of CI as a corporate tool. Some practitioners suggest that in the near future, all MBA programmes in Europe will include CI as a core subject and that the investment community will be looking at companies' track records in terms of their CI practices (Blagg, 2002). In comparison, CI in South Africa is still in its infancy (Muller, 1999). However, with South Africa's competitive landscape being reshaped, the need for CI as a means to enhance competitiveness has grown rapidly. Research into CI in South Africa has been limited. The first comprehensive research projects were launched in the beginning of the century. Very few companies then knew about CI, let alone practice it. But that did not mean that companies did not monitor competitors and other external events. There was just no formalised structured approach in assessing their environment. Since then, a team of researchers came together to find an answer to the question: What is the level of development and deployment of CI in South Africa? The findings of the research indicated a realisation among South African companies that they will have to take pro-active steps based on available information in order to survive. An assessment of current programmes in CI at South African learning institutions revealed a lack of formal academic programmes. Current programmes are mainly limited to short courses in basic CI principles. At present there are no CI courses presented at secondary schools in South Africa, and although some progress has been made in the development of courses, much still needs to be done. Programmes should also be presented at business schools at MBA level or at least as part of management and leadership training. A detailed description of the development of CI in South Africa in the areas of research, consulting and training is provided in Chapter 2. To illustrate the CI practice in a company, a case study is discussed in Chapter 3 to examine and analyse the development of the CI capability in one of the most prominent pharmaceutical companies. The pharmaceutical industry provides an appropriate example of an industry that undergoes constant and rapid change. Various areas of CI still need to be researched including CI in the academy as well as further studies on how companies in South Africa conduct CI. This study aims to add to the growing database of research into CI in South Africa. For the first research article (chapter 2) two research methods were used i.e. a literature study irto CI as a business discipline and a qualitative design (interviews) to obtain information from leaders in CI in South Africa. Given that CI is still in its infancy, the sample was small and included all recognised knowledgeable people on Clin South Africa. For the second research article (chapter 3) the same two research methods were applied. Both a qualitative design (interviews) and a questionnaire were used for the collection of primary information on the targeted company. The interviews were conducted with the CI manager in the company that was targeted for the case study. The sensitive nature of CI meant that permission for the publication of the case study had to be obtained provided a disguised name was used. / Thesis (MA (Public Management and Governance))--North-West University, Potchefstroom Campus, 2004.

Competitive intelligence (CI) is one of the fastest growing fields in the business world South Africa included; yet little quantitative research has been conducted or published on the development and use of CI in South Africa. CI is concerned with the methods companies use to monitor their competitors, their own competitive position, and to improve their competitiveness. It is not a new business activity but modern CI is more focused, formal, organised and actionable. CI is not an activity limited to a few countries or companies in certain industries; it is a worldwide phenomenon. Most of the Fortune 500 companies use CI extensively. Literature shows some countries such as France, Japan, Sweden and the USA to be more advanced in their embracement of CI as a means to enhance competitiveness. In these countries, CI is a recognised business discipline and has become a major source to achieve competitive advantage. They are also developed in terms of the role government plays in supporting CI activities. Another indicator of CI as a growing practice worldwide is the development of the Society of Competitive Intelligence Professionals (SCIP). Globally, SCIP chapters have taken root in all continents. Moreover, SCIP Europe, SCIP Italia, SCIP Australia and SClP Deutschland are part of a growing worldwide network of SCIP affiliates, i.e. independent organisations that have formally affiliated with SCIP. Leaders in the field of CI training are France, Japan, Israel, Sweden, and Korea while Europe is beginning to appreciate the importance of CI as a corporate tool. Some practitioners suggest that in the near future, all MBA programmes in Europe will include CI as a core subject and that the investment community will be looking at companies' track records in terms of their CI practices (Blagg, 2002). In comparison, CI in South Africa is still in its infancy (Muller, 1999). However, with South Africa's competitive landscape being reshaped, the need for CI as a means to enhance competitiveness has grown rapidly. Research into CI in South Africa has been limited. The first comprehensive research projects were launched in the beginning of the century. Very few companies then knew about CI, let alone practice it. But that did not mean that companies did not monitor competitors and other external events. There was just no formalised structured approach in assessing their environment. Since then, a team of researchers came together to find an answer to the question: What is the level of development and deployment of CI in South Africa? The findings of the research indicated a realisation among South African companies that they will have to take pro-active steps based on available information in order to survive. An assessment of current programmes in CI at South African learning institutions revealed a lack of formal academic programmes. Current programmes are mainly limited to short courses in basic CI principles. At present there are no CI courses presented at secondary schools in South Africa, and although some progress has been made in the development of courses, much still needs to be done. Programmes should also be presented at business schools at MBA level or at least as part of management and leadership training. A detailed description of the development of CI in South Africa in the areas of research, consulting and training is provided in Chapter 2. To illustrate the CI practice in a company, a case study is discussed in Chapter 3 to examine and analyse the development of the CI capability in one of the most prominent pharmaceutical companies. The pharmaceutical industry provides an appropriate example of an industry that undergoes constant and rapid change. Various areas of CI still need to be researched including CI in the academy as well as further studies on how companies in South Africa conduct CI. This study aims to add to the growing database of research into CI in South Africa. For the first research article (chapter 2) two research methods were used i.e. a literature study irto CI as a business discipline and a qualitative design (interviews) to obtain information from leaders in CI in South Africa. Given that CI is still in its infancy, the sample was small and included all recognised knowledgeable people on Clin South Africa. For the second research article (chapter 3) the same two research methods were applied. Both a qualitative design (interviews) and a questionnaire were used for the collection of primary information on the targeted company. The interviews were conducted with the CI manager in the company that was targeted for the case study. The sensitive nature of CI meant that permission for the publication of the case study had to be obtained provided a disguised name was used. / Thesis (MA (Public Management and Governance))--North-West University, Potchefstroom Campus, 2004.

在市場全球化、國際化競爭的環境中，企業需加強對競爭對手的了解、對競爭市場變動的認知，並致力於開發有特色創意的商品、開發多元化的行銷通路、及提供多元化的創新服務，此一趨勢，突顯競爭智慧(Competitive Intelligence，CI)的重要性。競爭智慧是一種過程，蒐集分析競爭環境的變化、競爭對手相關資訊，包括企業的競爭對手是誰、他們在產業的地位如何、競爭對手的策略等資訊，所產生的產品為智慧與謀略，提供給企業高層進行決策分析與提出因應對策，以取得競爭優勢，而競爭智慧系統也是企業預警的必要條件，企業可以利用競爭智慧系統，更彈性、 更快速的回應市場的變化。 本研究以個案公司進行案例分析，探討個案公司在中國發展冷藏飲料，因為產業環境競爭劇烈及個案公司經營不善情況下，個案公司應採取何種策略來改善現況，從九力分析推論出個案公司應主動操作科技作用力及新產品開發，讓消費者接受新產品，創造個案公司營收及利潤。故本研究選擇以新產品開發為研究方向，根據新產品屬性及影響消費者購買因素之分析，設計新產品開發模型結合競爭智慧，為個案公司設計創新流程，創造競爭優勢。 研究結果發現，商品競爭智慧之建立能幫助個案公司相關人員提高作業效率，亦可藉由此模型所提供的流程，快速反應市場的變化，提升消費者滿意度，間接提高企業品牌知名度，建立品牌優勢。此新產品開發模型可降低產業內競爭及購買者議價能力，對企業產生之威脅，提高企業在產業中的競爭力。因此市場追隨者更應建置競爭智慧流程，以提升自身的競爭優勢。 / In a globalization market and competitive environment, enterprises need to understand their competitors and be aware of changes in the competitive market .They also have to develop products with unique characteristics. Both to expand the diversified marketing channels, and to provide a wider range of innovative services .This trend, put across the importance of Competitive Intelligence. Competitive Intelligence is a process to collect and analysis the changing information of the competitive environment and competitors. The essential factor in keeping continuous competitive advantages is the combination of the firm’s strategic position, resources and capabilities altogether to develop the fit strategy or tactics to respond to the rapid changing of the competitive environment. How can firms use the immediateness , Comprehensiveness, Integration, and the extension of information technology (IT) to provide cross-sectional data collection as well as longitudinal trend analysis to assist decision makers make a more professional decisions instead of a personal experience . It is important that the competitive intelligence system shows warning signs of enterprises, so that decision makers can be more flexible and rapid in responding to the changing of the market. This research takes the case as an example case study of a lagger company. To study what strategy should be applied to the company in order to face keen competition under the pressure of both the market and the non-marketing environment of Chilled Non-alcoholic Beverage Industry in China. From the analyise of “The Nine Forces Analysis”, the company has been good at utilizing the IT and the “new product development process” to assist their operation and management process. To have the consumers accept the new product, and to increase the firm’s revenue and profit. Through combining the competitive intelligence system with the “new product development process” model, it will be helpful for any company to evaluate their own competitive advantage in comparing with other competitors. Result shows that the establishment of competitive intelligent system will improve the staff’s operating efficiencies and the process of “new product development process” model can quicker in responding to the change of the competitive market. Competitive intelligent system will enhance the consumer satisfaction, their brand visibility, and build advantages for the brand itself. The office of “new product development process” model in the competitive intelligent system can decrease the threats of competition within the industry and the enterprise bargaining powers of buyers, and increase the competition powers within the industry. So the followers of the market should have the process of competitive intelligence system on their side, in order to enhance their competitive advantages.