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A project‐based approach to competitive analysis

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  • John E. Prescott
  • Daniel C. Smith

Abstract

While comprehensive, ongoing competitive intelligence systems generate valuable input for broad strategic decisions, they often fail to provide the specific actionable information needed by managers operating in a project‐oriented environment. This paper proposes a project‐based framework for competitive analysis. The framework was developed from field reseach involving 16 projects. A comparison of project‐based and comprehensive competitive analysis systems is made to illustrate their differences. A case example from field research is utilized to illustrate concepts central to this approach and its practical utility. A set of guidelines regarding pitfalls to avoid in project‐based competitive analysis is presented.

Suggested Citation

  • John E. Prescott & Daniel C. Smith, 1987. "A project‐based approach to competitive analysis," Strategic Management Journal, Wiley Blackwell, vol. 8(5), pages 411-423, September.
    • Handle: RePEc:bla:stratm:v:8:y:1987:i:5:p:411-423
    DOI: 10.1002/smj.4250080502
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    Cited by:

    1. Shaker A. Zahra & Donald O. Neubaum & Galal M. El–Hagrassey, 2002. "Competitive Analysis and New Venture Performance: Understanding the Impact of Strategic Uncertainty and Venture Origin," Entrepreneurship Theory and Practice, , vol. 27(1), pages 1-28, January.
    2. Nadja Hatzijordanou & Nicolai Bohn & Orestis Terzidis, 2019. "A systematic literature review on competitor analysis: status quo and start-up specifics," Management Review Quarterly, Springer, vol. 69(4), pages 415-458, November.
    3. Gail L Fann & Larry R. Smeltzer, 1989. "The Use of Information from and about Competitors in Small Business Management," Entrepreneurship Theory and Practice, , vol. 13(4), pages 35-46, July.

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