‘In an interconnected world where boundaries between markets, industries and consumers evolve with increasing speed, this book provides a very useful and practical framework to guide the development of a Market Intelligence function that serves as a tool for competitive advantage. The use of multiple and diverse business cases helps readers to understand the implementation of key concepts and provides a set of practical lessons to facilitate this important journey for any organization.’

Carlos Jose Fonseca, Senior Business Leader International Markets Strategy, MasterCard

‘Forward looking market understanding is what any CEO needs for securing successful business today and into the future. But how does one manage that in a global organization with thousands of employees? This book neatly lays out the steps to turn systematic Market Intelligence from an ideal to everyday reality. I particularly liked the numerous case examples that demonstrate how different and, at the same time, similar the market intelligence challenges are for companies around the world, regardless of their industry.’

Harri Kerminen, President and CEO, Kemira

‘We’ve used GIA’s Key Success Factors framework as we’ve analyzed our own Intelligence function. It is a very easy way to allow your function to become self-aware, identify your gaps and then build your capabilities in an on-purpose fashion. The KSFs language of “Firefighters to Futurists” makes sense to people outside of an Intelligence function as well, helping your Intelligence function paint a picture of your impact to the organization.’

Phil Britton, Market Intelligence Lead, Competitive Strategies Group, Best Buy

‘The authors have presented a diverse look at Market Intelligence based on their experiences garnered from consulting projects with many firms around the globe. The book combines theory issues underlying Market Intelligence with proven real-life case examples. Many specific applications of Market Intelligence are addressed, including strategic planning, marketing and sales, product life cycle management, supply chain management and the multifaceted social media. The book’s projected trends in Market Intelligence towards 2015 give lots of food for thought. This professional book would be a good addition to the library of any Market Intelligence practitioner and those who are involved in strategic planning.’

Dr. David Blenkhorn, Ph.D., Wilfrid Laurier University, Waterloo, Ontario, Canada

‘In my experience, there's no shortage of books that advise the reader on analysis techniques and the correct phases of a solid intelligence process -- all relevant for MI development, however on a rather detailed level. What I've been missing so far is an umbrella view that addresses all elements of MI development in a structured and approachable fashion. This book provides that.’

Henning Heinrich, Vice President Market Intelligence, T-Systems International

‘This book reads like listening to Bach: Complexity made simple and logical in an easy compelling way. You keep on reading. It is very complete with lots of practical tips, a framework to implement, advice and a good step-by-step approach for building and developing market intelligence and making it strategically relevant. A must-have for all business people who would like to grow their company faster than the market.’

Joost Drieman. Director Market and Business Intelligence European Markets, Cisco Systems

‘Comprehensive, practical, to the point; a must read for any strategy, marketing and intelligence director!’

Anders Marvik, Vice President, Corporate Strategy, Statoil

"The Handbook of Market Intelligence is an authoritative and comprehensive text built around the Global Intelligence Alliance’s Key Success Factors World Class Market Intelligence Framework, ‘From Firefighters to Futurists’. However, rather than just rely on theory, Hedin, Hirvensalo and Vaarnas bring the key success factors’ context to life through their engagements with a host of high profile organizations with their insights into the application of each of the key success factors.

Not content at the application of theory at a 30,000 foot view, the GIA authors apply the value of competitive/market intelligence to specific parts of the business, namely strategic planning, sales and marketing, innovation and product life cycle management and supply chain management. Despite it being positioned at organizations with structured management schemes, there is learning to be applied for any practitioner wanting to do less fire fighting and more futuristic, what’s next."

UK Competitive Intelligence Forum (UK CIF)