1 Competitive Intelligence Effectiveness, Terminology, and Attitudes: Does size Matter? Jamie R Smith Sheila Wright David W Pickton De Montfort University, Leicester, United Kingdom Abstract This paper presents a two-sector, two-region study of small and medium sized enterprises (SMEs) in France and examines the self-reported perspectives of managers towards Competitive Intelligence (CI). Empirical data was obtained via questionnaire and the analysed responses of 178 decision makers in the SME sector located in the Rhone-Alpes and Ile de France regions are presented. Size and sector were found to significantly influence measuring the effectiveness of, and attitudes towards, CI. The findings from this study will be of interest to SME managers, government CI support programmes, and the academic community. Keywords/Phrases Competitive Intelligence Terminology Marketing Information SMEs Introduction For some time there has been a call for SMEs to improve their competitor analysis (Groom & David, 2001, Bulinge, 2001). Buchda (2007) recognised that all companies, regardless of size, needed to confront competition in home and global markets. France has taken a lead in examining the close relationship between intelligence, government and society (Dedijer, 1994). This has resulted in the implementation of state inspired Competitive Intelligence programmes across its regions (Moinet, 2008; Clerc, 2009; Smith & Kossou, 2008; Smith et al, 2010) which primarily target small businesses. Ile de France and Rhone-Alpes are the two most dynamic economic regions of France (Eurostat, 2010). The two sectors selected for this study were Telecoms and Automobiles, both of which are well established in these regions and are known for their high degree of international competitiveness. Literature Review and Research Questions The seminal work on CI in French SMEs by Larivet (2009) found, unexpectedly, that size and sector were not discriminating factors in determining the presence of CI practices. The distinguishing factors of the CI practitioners were more strategically orientated, namely, innovation, differentiation, and focus. By contrast, a study in France by Oubrich (2007) suggested that SMEs were limited to conducting surveillance of markets and competition whereas large companies were integrating CI programmes into strategy development. Action