20 research outputs found
Competitive intelligence – tool obtaining specific basic for strategic decision making TOP management firm
No full textThis article deals with the Competitive Intelligence perception with the regards of its relation to Business Intelligence concept. In this paper the author makes his own definition of Competitive Intelligence. Author describes his Competitive Intelligence concept based on state intelligence service principles with the difference that author takes in consideration only the usage of legal information sources and legal working methods. The basis for his Competitive Intelligence understanding is kept in comparison of the two different meanings of the word information. Author states for the Competitive Intelligence needs is necessary to understand the word information in not only its own meaning as objective entity, but is it also needed relate this information with receiver (analytics), who is able to interpret the content of the information based on his/her knowledge and experiences. This way the author understands the Competitive Intelligence as a prediction about future external environment situation. Further the author describes the Competitive Intelligence as an application discipline of systems theory. In discussion part is the attention paid to Competitive Intelligence units in advanced industrialized countries, mainly to Competitive Intelligence Center and Innovation Intelligence Center
Use of lenvatinib in the treatment of radioiodine-refractory differentiated thyroid cancer: a multidisciplinary perspective for daily practice
No full textBackground: Most thyroid cancers of follicular origin have a favorable outcome. Only a small percentage of patients will develop metastatic disease, some of which will become radioiodine refractory (RAI-R). Important challenges to ensure the best therapeutic outcomes include proper, timely, and appropriate diagnosis; decisions on local, systemic treatments; management of side effects of therapies; and a good relationship between the specialist, patients, and caregivers.
Methods: With the aim of providing suggestions that can be useful in ev eryday practice, a multidisciplinary group of experts organized the following document, based on their shared clinical experience with patients with RAI-R differentiat ed thyroid cancer (DTC) undergoing treatment with lenvatinib. The main areas covered are patient selection, initiation of therapy, follow-up, and management of adverse events.
Conclusions: It is essential to provide guidance for the management of RAI-R DTC patients with systemic therapies, and especially lenvatinib, since compliance and adherence to treatment are fundamental to achieve the best outcomes. Whil e the therapeutic landscape in RAI-R DTC is evolving, with new targeted therapies, immunotherapy, etc., lenvatinib is expected to remain a first-line treatment and mainstay of therapy for several years in the vast majority of patients and settings. The guidance herein covers baseline work-up and initiation of systemic therapy, relevance of symptoms, multidisciplinary assessment, and patient education. Practical information based on expert experience is also given for the starting dose of lenvatinib, follow-up and monitoring, as well as the management of adverse events and discontinuation and reinitiating of therapy. The importance of patient engagement is also stressed
The process of implementing Competitive Intelligence in a company
No full textIt is a common occurrence in business practice that the management of a company, in an effort to jump-start the function of the Competitive Intelligence unit, makes a number of mistakes and errors. Yet it is not difficult to avoid these missteps and achieve the desired level of Competitive Intelligence activities in a purposeful and effective manner. The author believes that a resolution of this problem lies in his concept of Competitive Intelligence viewed as a system application discipline (like value analysis or value engineering), which is why he approaches the problem of actual implementation of Competitive Intelligence in a company by referring to standards ČSN EN 12 973 and ČSN EN 1325-2. The author then proposes his own procedure for implementing Competitive Intelligence in a company. He first describes the various ways of securing the Competitive Intelligence services. Depending on the manner of securing these services, it is necessary to choose the actual method of bringing Competitive Intelligence into the company. The author goes on to lists the essentials that every program of Competitive Intelligence implementation should have. The process of Competitive Intelligence implementation unfolds in three stages, those being: 1. Managerial preparation for the introduction of Competitive Intelligence. 2. Personnel-oriented and professional preparation for applying Competitive Intelligence. 3. Organizational preparation for the implementation and practice of Competitive Intelligence. In Discussion, the author points out the most common mistakes he encountered in practice when implementing the Competitive Intelligence function
Definition of Public Expenditure
No full textIn his paper, the author focuses on the definition of public expenditure because there is no uniform definition of this concept to be found due to the complexity of the public finance discipline. Therefore, the objective of the paper is to define the public expenditure concept. To that end, the author employs analysis, synthesis, description and comparison. The author determined the hypothesis that “the public expenditure concept is not defined in the legal framework of Czech budgetary law.” For that reason legal regulations of general application which govern Czech budgetary law (whether on the national level or the level of self-governing regions), or scholarly literature which can be helpful in the definition of the public expenditure concept, can be used as a source of current knowledge. That equally applies to foreign scholarly literature because it contains an outlook on these issues which frequently differs significantly from that provided by domestic scholarly literature.Autor se v článku zaměřuje na vymezení pojmu veřejné výdaje, neboť díky komplexnosti disciplíny veřejných financí nelze hovořit o jednotné definici tohoto pojmu. Cílem předmětného článku je tudíž vymezit pojem veřejné výdaje. Za tím účelem autor vychází z metody analýzy a syntézy, metody deskripce a metody komparační. Jako zdroj současného poznání lze využít především platnou a účinnou právní úpravu regulující oblast českého rozpočtového práva (ať již na úrovni národní nebo na úrovni územních samosprávných celků), popř. odbornou literaturu, která může být s to pomoci při vymezení pojmu veřejné výdaje. To se týká i odborné literatury zahraniční, neboť tato obsahuje náhled na danou problematiku často značně rozdílný od odborné literatury tuzemské.In his paper, the author focuses on the definition of public expenditure because there is no uniform definition of this concept to be found due to the complexity of the public finance discipline. Therefore, the objective of the paper is to define the public expenditure concept. To that end, the author employs analysis, synthesis, description and comparison. The author determined the hypothesis that “the public expenditure concept is not defined in the legal framework of Czech budgetary law.” For that reason legal regulations of general application which govern Czech budgetary law (whether on the national level or the level of self-governing regions), or scholarly literature which can be helpful in the definition of the public expenditure concept, can be used as a source of current knowledge. That equally applies to foreign scholarly literature because it contains an outlook on these issues which frequently differs significantly from that provided by domestic scholarly literature
Five-phase model of the intelligence cycle of Competitive Intelligence
No full textIn business Competitive Intelligence practice is often used four-phase model of intelligence cycle in Competitive Intelligence and Management, collection, analysis and distribution. Based on its 20 years of business experience, the author believes that this four-phase model CI cycle is suitable for simpler tasks of CI, or its use is appropriate in the particular circumstances of governmental organizations – e.g. CIA etc.. But current business practice confronts Competitive Intelligence in a globalized world much more demanding tasks.For lack of basic four-step model of intelligence cycle author considers a substantial disparity of the data, information or snippets of information. It is these disparate elements, which then enter the next phase of the intelligence cycle – analysis. It is a fact that these figures, data or pieces of information can be well developed in the intelligence analysis only to a limited extent. Larger quantities of data have resulted in the high-quality processing. This leads top management to its strategic decision-making with less quality materials. These problems can be solved by using the five phase model of intelligence cycle in Competitive Intelligence
The Objectives of Competitive Intelligence as a Part of Corporative Development Strategy
No full textThis paper deals with the issue of the management cycle of Competitive Intelligence. The author describes the process of Competitive Intelligence in Czech corporate management. He concludes that in most cases, the Competitive Intelligence operations are directed by the top management, and the attention of Competitive Intelligence is being paid to Key Intelligence Topics (KIT). The Competitive Intelligence is then focused on the output of strategic analyses, complemented in some cases with a summary (synthesis) of acquired intelligence plus some signal intelligence (SIGINT). The results of the Competitive Intelligence produced in such a way are actually the outputs mostly applicable in operational management and mostly unsuitable for strategic management. However, top managers abroad almost invariably need the data relevant to the future situation since their decisions are of strategic nature. The following section of the paper is devoted to the conceptual solution of Competitive Intelligence, i.e. the Competitive Intelligence objectives linked with the development strategy of the corporation. Here the author arrives at three basic development strategies: a.) the corporation desires status quo, i.e. to keep its market position as it is, b.) the corporation is out to expand, and c.) the corporation intends not only to keep its existing and dominant market position but strives for its long-term dominance to last
Counter competitive intelligence cycle
No full textThe author's position is based on the well-known experience of Competitive Intelligence units that the classical cycle of Competitive Intelligence (management, collection, analysis and distribution) does not suit the defensive posture of Counter Competitive Intelligence. The reason why the offensive cycle of Competitive Intelligence does not fit Counter Competitive Intelligence is the fact that Counter Competitive Intelligence faces completely different tasks and therefore engages in different activities. Regrettably, professional literature dealing with the issues of Counter Competitive Intelligence touches upon this problem only marginally. In this article, the author first defines the so-called "Basic Cycle of Counter Competitive Intelligence". He then proceeds to fill this basic cycle with all the essential activities that it should contain. The activities in the basic Counter Competitive Intelligence cycle are as follows: 1. Assignment. 2. Problem formulation and analysis. 3. Planning how to solve the problem. 4. Sourcing of data and information, including security measures. 5. Collecting essential data and information. 6. Processing collected data. 7. Information analysis. 8. Securing evidence. 9. Active intervention. 10. Evaluation and lessons learned. 11. Proposed measures. The author then outlines the appropriate content of activities in this basic Counter Competitive Intelligence cycle. The article concludes with the individual activities of the basic Counter Competitive Intelligence cycle organized into the following 5-phase model of "Counter Competitive Intelligence Cycle": I. Planning and direction. II. Data collection. III. Analysis. IV. Action. V. Measures
Modern Competitive Strategy Firm
No full textThe article deals with problems of an ever increasing number of cases of successful application of old combat strategies in business practice. Nevertheless, the author refuses the so called “direct conflict“ of firms, when it is really fought for victory on the market. His approach is based on the philosophy of “victory without fight“, in other words – of achieving the aim without direct conflict with the rival firm.In the end he comes to the conclusion that combat philosophies are more and more often incorporated into classical approach of strategic firm control and become the integral part of philosophy of management. At the close happens to opinion that the one from basic factors absolutely necessary to creation such strategy at company, is necessary present so-called „creative intelligence“
Intelligence analysis – the royal discipline of Competitive Intelligence
No full textThe aim of this article is to propose work methodology for Competitive Intelligence teams in one of the intelligence cycle’s specific area, in the so-called “Intelligence Analysis”. Intelligence Analysis is one of the stages of the Intelligence Cycle in which data from both the primary and secondary research are analyzed. The main result of the effort is the creation of added value for the information collected. Company Competiitve Intelligence, correctly understood and implemented in business practice, is the “forecasting of the future”. That is forecasting about the future, which forms the basis for strategic decisions made by the company’s top management. To implement that requirement in corporate practice, the author perceives Competitive Intelligence as a systemic application discipline. This approach allows him to propose a “Work Plan” for Competitive Intelligence as a fundamental standardized document to steer Competitive Intelligence team activities. The author divides the Competitive Intelligence team work plan into five basic parts. Those parts are derived from the five-stage model of the intelligence cycle, which, in the author’s opinion, is more appropriate for complicated cases of Competitive Intelligence
Defining a Basis for the New Concept of Competitive Intelligence
No full textThe present paper discusses the basis for the new concept of Competitive Intelligence because the author considers the currently existing concept of Competitive Intelligence as inadequate which fact is documented in the publications by some authors. The aim of the paper is to propose some basic approaches to the new concept of Competitive Intelligence which might be able to ensure the creation of materials for the strategic decision-making of a company in the challenging business environment. The methods applied in the paper are: analysis, synthesis, comparison, and deduction. In the following part of the paper the author explains his bases for the new concept of Competitive Intelligence. The bases of the author’s concept of Competitive Intelligence are the following: a) Competitive Intelligence as a forecast of the future, b) emphasis of directing Competitive Intelligence to the area of strategic management, c) Competitive Intelligence is viewed as a system application discipline, d) the information is viewed in connection with the analyst’s person, e) Competitive Intelligence works on the principle of a government intelligence service, f) two-level activity of Competitive Intelligence, g) in the final report of Competitive Intelligence there must be a proposal for the hypothesis realised by the competitor, h) Competitive Intelligence is understood as an engineering activity, i) emphasis on the application of legality and ethics in the activity of Competitive Intelligence. Even though some of these bases are generally recognised already, they have never been published in summary. This summary of bases is subsequently reflected in the new work of Competitive Intelligence as the creator of materials for strategic decision-making of the company’s top management
