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Institue of business administration university of perpignan via domitia 52 avenue paul alduy 66860 perpignan cedex france

iae University schoolof management PERPIGNAN institue of Business Administration University of perpignan via Domitia avenue Paul Alduy ?? perpignan CEDEX FRANCE K COut line Introduction I De ?nition of the competitive intelligence II Competitive Intelligence as a Recognized Business Practice III Competitive intelligence a key position to be more e ?ective IV Bene ?ts of competitive intelligence and approaches V Global methodology and competitive intelligence assets VI Conclusion Conclusion BIBLIOGRAPHIE CThe problem How competitive intelligence evolve to be a key solution to be more e ?ective CIntroduction CDé ?nitions of the compétitive intelligence Knowledge management Data Information Knowledge Know CWhat knowledge Management is not Knowledge Management does not aim knowledge of the environment of the company or the strategic development models as Pierre speci ?es BROUSTE and Dominique COTTE These functions are provided by strategic watch or Economic Intelligence CKnowledge management a solution miracle ? Interdependence between Knowledge Management and a country's culture CKnowledge management a solution miracle ? Knowledge management ? s challenges Unspoken knowledge Unspoken knowledge Unspoken knowledge Unspoken knowledge Socialization Internatisation Externalisation Combination Explicit knowledge Explicit knowledge Explicit knowledge Explicit knowledge CThe bene ?ts of knowledge management approach The challenges of a Knowledge Management approach relate to four aspects Major ? Production optimization Increased productivity ? Decision support ? Valuing the skills of individuals ?? common skills vs unique ?? skills that can be easily acquired vs those that take years to come experience or training ?? skills that are rewarding and others less so ? Support for innovation CReviews of Knowledge Management ? Key brakes on knowledge management implementation Implementation brakes Knowledge Management Poor understanding of concepts Knowledge Management's pro ?ts inadequate communication Lack of time Lack of support and conviction Branch Di ?culty in changing the culture of The company Too many projects in progress Respondent rate Csuccessful implementation of the knowledge management For a company that wishes to develop a Knowledge Management methodology in order to to capitalize and promote the knowledge of its employees she must respect two strategies CA global methodology The recurring steps in a Knowledge Management approach are ? Choosing the method as needed ? De ?ning Knowledge Management's approach and assessing ? Changes to be implemented ? Setting up knowledge management's approach CKnowledge management ? s success depend on individuals ? Leaders must have a global vision providing a framework for mobilizing the Maximum actors ? Projects must be federated A community of actors must be created ? facilitate a participatory approach ? Cross-cutting projects must come together to form a coherent whole ? Achieving the company's common and global goal ? Leaders need to adapt a training and coaching framework to help ? make the job easier CConclusion The Knowledge Manager has various skills aptitudes and know- how He must adapt to di ?erent environments and application areas within companies Communication thoroughness analysis and adaptation are necessary skills The Knowledge Manager must therefore identify manage knowledge and coordinate the network between di ?erent actors It must make the