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Competitive Intelligence Global Benchmarking Project Update 2013

March 2013 | By Fuld & Company

Today’s business climate is challenging for most corporations, with consolidations and downsizing very much a part of the business landscape. It seems the one shining exception is the function of competitive intelligence where particular industries and certain regions have witnessed a surge in large competitor monitoring efforts. The C-Suite is also paying more attention to vital intelligence than it did five years ago. These findings are based on a five-year update report benchmarking nearly 400 companies from around the globe.

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Competitive Threats White Paper  


Competitive Threats

January 2012 | By Fuld & Company

“The scenario analysis process does not aim to predict the future…Instead, the process seeks to outline a range of possibilities.”
The scenario analysis (alternative futuring) methodology was created by British Intelligence and further developed by Royal/Dutch Shell Oil in the 1960s. As many other companies adopted the process over the years, it has been further refined and is now a widely used technique to plan for possible future worlds and to mitigate risk associated with those worlds.

 

Healthcare Scenario Analysis

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How to Envision Alternative Futures for the Biopharmaceutical and Healthcare Markets

2010 | By Fuld & Company

“The scenario analysis process does not aim to predict the future…Instead, the process seeks to outline a range of possibilities.”
The scenario analysis (alternative futuring) methodology was created by British Intelligence and further developed by Royal/Dutch Shell Oil in the 1960s. As many other companies adopted the process over the years, it has been further refined and is now a widely used technique to plan for possible future worlds and to mitigate risk associated with those worlds.

Over the Line Ethics Survey

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Over The Line Ethics Survey – A Report on the Boundaries of Gathering Competitor Information

December 2010 | By Leonard Fuld

Companies do not want their employees stealing information and breaking the law. They also do not want those same employees even giving the appearance of impropriety by crossing an ethical boundary. This, too, could land a company in court. The lesson this survey teaches is that many companies have codified a set of rules for information collection, but have failed to teach or express those rules to their employees. It is this specific weakness and its implications this survey covers.

 

 

   Generic Medical Devices

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Generic Medical Devices Are Closer Than They Appear

November 2010 | By Fuld & Company

What if a significant portion of a $200 million segment of the medical device market were to go generic? Generic Medical Device (GMD) launched a Universal Sling System™ for female stress urinary incontenence (SUI), a class II medical device, during the summer of 2009. Market research indicates that 33% of physicians are sensitive to price. There fore those physisicians might consider using a "generic" device rather than a brand.

   

 

 

 

 

 

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