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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.
Prescott et al. (Tue,) studied this question.
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