Abstract:
This paper addresses some issues related to the implementation of competitive intelligence into corporate practice. It describes the actual process of competitive intelligence implementation into the company. When evaluating the activities and benefits of an implemented competitive intelligence process, the author focuses on only one of its parts, i.e. the mistakes that may arise during the process. Basically, they are mistakes that both senior management as well as company employees make when competitive intelligence activities are being implemented. The author identifies and describes those mistakes. The author then turns attention to the percentual representation of mistakes arising through the fault of the company management and those arising through the fault of the staff. The author concludes that their percentages in the sample investigated approach the Pareto Principle, which means that 80% of mistakes made were the fault of the management and only 20% of the mistakes were attributable to the employees.
