The rapidly evolving market for Access Systems has revolutionalised the door access market. Promising market growth rates make it attractive for participants to compete for market share. Glutz AG is counted among the pioneers and technology-leaders in the field of Access Systems. But, fierce competition is a fact. In order to stay well-informed about competition, Glutz AG has developed a competitor database. However, its effectivenss has not been proven yet. This paper tries to give recommendations concerning the database as well as provide in-depth insights in the field of Competitive Intelligence.

This paper can be roughly divided into three parts. First, Glutz AG and the market of Access Systems is introduced. Second, the Competitive Intelligence-Cycle is presented in detail. Therefore, each of the five phases of the Competitive Intelligence Cycle - Information Needs, Gathering, Processing, Analysis, and Dissemination - is studied and supported with additional theory and examples. Finally, Glutz AG's existing competitor database is discussed and further recommendations are given based on the findings of the study of Competitive Intelligence theory. This paper relies heavily on secondary literature in the fields of competitive intelligence, strategy, finance, and marketing. In addition, personal communication was used to gain Access System market knowledge.

The findings of this paper indicate that Glutz AG's approach to competitor analysis requires improvements. It is found that the competitor database includes too many static elements while the consideration of the development of competitors over time falls short. In terms of content, the database is considered too heavy to serve as an early-warning system, but also too superficial for meaningful single competitor analyses. As a consequence, the paper suggests to maintain the existing database as a central information hub, while an effective early-earning system for competitor monitoring must be developed based on fewer but more dynamic factors (e.g. home market entry, new product launches, mergers & acquisitions, etc.). In addition, the paper finds that the CI-Cycle is a process-oriented approach to Competitive Intelligence that works best to tackle specific competitor-related issues. Still, insights from the study of the five phases of the CI-Cycle are considered valuable and provide a solid foundation in the field of Competitive Intelligence. The study of the CI-Cylce provides Glutz AG with a workplan for future competitor analysis projects that includes common tools, techniques, and principles used in Competitive Intelligence activities today.