Most people believe they are doing CI. Take our quick questionnaire to confirm how good your company's activities really are:

	We have a formal intelligence-gathering and analysis process	Yes No
	We have a good understanding of our competitions' offerings and how they bring them to the market	Yes No
	We know how well our competitors are doing financially, their business model, revenue sources and cost structure	Yes No
	We have a good understanding of the capabilities of our competitors - what they can and can't do	Yes No
	We know the goals of our competitors and which markets are most important to them	Yes No
	We know the strategy and the plans of our competitors in detail	Yes No
	We know the mind set of the CEO's and key executives of our top competitors - how they view the industry, the degree of risk they are willing to take, the priority of their business goals and their individual ambitions	Yes No
	We regularly war-game our strategies -v- our competition; role-playing different scenarios that may occur so we can adjust our strategy and tactics	Yes No
	We closely monitor product and technology developments that will impact on our markets	Yes No
	Competitive intelligence and analysis significantly influences the direction of our strategy and plans	Yes No
	Executive support for competitive intelligence is increasing in my firm	Yes No
	We have a good understanding of our global market potential	Yes No

Source: Sun Tzu and the Art of Business: Six strategic Principles for Managers, by Mark McNeilly (Oxford University Press, 1996)

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