In order to implement and run a professional intelligence operation there are various elements that need to be established and entertained. If one of the elements or any support for either of them breaks away, is under-funded or otherwise neglected, the entire market intelligence effort might be at risk.

Intelligence requirements by marketing & sales folks and management should always be at the beginning and the center of attention when building, upgrading or adjusting an intelligence service or system. The very success of any intelligence production and delivery is based on these needs and their

Promoting the market & competitive intelligence function internally has to be an ongoing effort, well orchestrated within the communications mix and the overall intelligence operation developments and evolution.

Technology used for intelligence gathering, indexing, structuring and dissemination adds reliability, productivity in intelligence deployment and efficiency in use. Simplicity and ease of use for the intelligence technology user support acceptance and increase user numbers steadily.

Any information flow and data transfer needs well designed and thoroughly established processes both system-wise and for individuals to work along well defined operational boundaries. Efficiency and reliability are of the essence for business intelligence processes to work properly and sustainable.

Internal interfacing, support and progress can not only be driven by a centralized intelligence unit. Regardless where the intelligence function is located organizationally, real intelligence users such as market researchers and business analysts are best suited to carry the responsibility and the joy and success to establish and maintain a professional market & competitive intelligence operation.

Data and information are no intelligence yet only by the fact of their sheer existence. In order for intelligence to establish and provide profound and sustained value for an organization it needs to be easily digestible, timely and actionable.

Market & competitive intelligence consists to the largest part of external input coming from sources like business wires, newsletters, conference papers, press releases, trade magazines, market studies or industry reports.

Intelligence production takes care of the last step prior to value extraction from market & competitive intelligence, after data and information became available and market intelligence requirements are recognized, intelligence products are developed to meet intelligence needs of management and other decision makers.

Once a market & competitive intelligence operation is functional and delivers desired business value to the target audience, both processes and operation of the intelligence unit need to set into a cycle of constant challenge and improvement.