Reply 1: Competitive Intelligence
Thank you for this fascinating discussion on competitive intelligence as one of the approaches in enabling business entities to oversee transformation in the operations and practices in the achievement of competitive advantage. Competitive intelligence offers room for the utilization of the public sources in the development of data on competitive in the market ( Calof, & Wright, 2008) . Moreover, competitive intelligence offers room for the transformation of the market through analysis of the data into intelligence to enable business entities to think and act legally and ethically in the achievement of the set goals and objectives ( Rouach & Santi, 2001) . In modern society, competitive intelligence is making inroads in the leading corporations as they seek to invest in software, personnel, and consultants’ services. The approach is vital in enabling systematic monitoring of the competition for effective strategic management. Competitors matter most in modern society, particularly in the achievement of the financial goals and expectations of the business corporations ( Thamir & Poulis, 2015) . From this perspective, understanding competition through CI is one of the important aspects of society in the achievement of the goals associated with the satisfaction of the needs of the consumers in unique markets. Most of the declines of the business companies are because of the direct competition.
Nonetheless, competitors contribute to the exposure of the underlying strategic problem, which might not be a strategic threat in its integration. The integration of the CI ensures that business entities use intelligence in the development and optimization of the strategies. The approach is valuable in the creation of sustainability in the delivery of the needs and expectations of the consumers in terms of technology and preferences. The influence of CI is critical in enabling managers or strategic practitioners to comprehend competition sufficiently to make exceedingly accurate predictions on their next moves in the maximization of the revenues while reducing the costs of operations.
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References
Rouach, D., & Santi, P. (2001). Competitive intelligence adds value: Five intelligence attitudes. European management journal , 19 (5), 552-559.
Thamir, A., & Poulis, E. (2015). Business intelligence capabilities and implementation strategies. International Journal of Global Business , 8 (1), 34.
Calof, J. L., & Wright, S. (2008). Competitive intelligence: A practitioner, academic and inter-disciplinary perspective. European Journal of marketing , 42 (7/8), 717-730.
Reply 2: Managers as Stakeholders
Thank you for this intriguing and articulated article that succinctly describes the essence of comprehending managers as stakeholders. I agree with the statement that managers should come out as stakeholders in the achievement of the desired goals and targets of the institutions. From a definitional perspective, stakeholder refers to an individual, group, or entity affected by the approaches, which the firm uses to execute business in the satisfaction of the needs of the target audience. Based on this, managers are stakeholders. Managers form the group of one of the most important stakeholders in an institution because of the influence of their decisions on the achievement of the goals and targets of the organization in pursuit of competitiveness ( Dedeoğlu & Demirer, 2015) . All employees of an institution are always stakeholders as they deal with the effects of human resources, as well as business decisions.
By this perception, managers have the chance to earn salaries and other incentive paying opportunities concerning bonuses or profit sharing. In acting as shareholders, managers need to optimize the comfort with the compensation they receive for the services offered to the institutions. Organizations need to offer substantial pay and benefits to attract these important stakeholders in the achievement of the set goals and targets at the end of each fiscal period. There is also the need to focus on job satisfaction as a platform to improve the job experience of the managers seeking to achieve their goals and targets ( Haskins & Freeman, 2015) . Managers, like other employees, demand support, stability, and the ability to influence their operations in the realization of competitiveness ( Burris, Rockmann, & Kimmons, 2017) . Categorically, as stakeholders, managers must do their best in their respective positions for the effective strategic management and realization of the goals and targets of the organizations amid increased competition in modern society. These practices highlight the importance of comprehending managers as stakeholders.
References
Dedeoğlu, B. B., & Demirer, H. (2015). Differences in Service Quality Perceptions of Stakeholders in the Hotel Industry. International Journal of Contemporary Hospitality Management , 27 (1), 130-146.
Burris, E. R., Rockmann, K. W., & Kimmons, Y. S. (2017). The Value of Voice to Managers: Employee Identification and the Content of Voice. Academy Of Management Journal , 60 (6), 2099-2125.
Haskins, M. E., & Freeman, R. E. (2015). What Managers Should Never Want To Hear: Silence. Management Decision , 53 (6), 1300-1311.
