The level of importance attached to competitive intelligence at a mass import-retail organization
- Authors: Begg, Mohsin
- Date: 2009-03-31T09:44:54Z
- Subjects: Business intelligence
- Type: Mini-Dissertation
- Identifier: uj:8276 , http://hdl.handle.net/10210/2385
- Description: M.A. , The purpose of thi s study was to es tabl i sh the level of impor tance at tached to compet i t i ve intel l igence (CI ) at a mas s impor t - retai l organi zat ion in South Af r i ca. The rat ionale of CI i s to aler t an organi zat ion about the cur rent s i tuat ion relat ing to i ts bus ines s envi ronment , compet i tor s and how these aspect s af fect the compet i t ive s i tuat ion. CI has thus been viewed as a core tool to ut i l i ze wi thin organi zat ions in order to funct ion compet i t i vel y. The value and s igni f i cance that CI present s to organi zat ions upon implementat ion was di scus sed thoroughl y by focus ing upon the growth of CI , the manner in whi ch CI is usual l y executed, the neces s i t y of conduc t ing CI , var ious organi zat ional st ructure opt ions, establ ishing a CI cul ture, measur ing the cos t of CI relat i ve to i ts benef i ts and ethical i s sues per taining to CI operat ions. The CI c ycle was examined in depth by paying at tent ion to four phases of this c ycle. The f i rs t phase is planning, in whi ch di rec t ion and purpose i s gained for CI ; col lect ion i s the second phase in which informat ion f rom a var iet y of sour ces i s gathered; the thi rd phase i s anal ys is , in whi ch raw informat ion is anal yzed and conver ted into intel l igence and the last phase, dis seminat ion, refer s to dis t r ibut ing intel l igence to endusers in the form of a CI product . Af ter the above had been invest igated, the inf luence that CI has on deci s ion-mak ing was determined. I t was found that there i s a pos i t ive inf luence on decis ion-making since CI as s ist s in reducing the number of uncer taint ies when mak ing dec is ions and bet ter dec i sions can thus be made. 4 A sur vey was conducted at a mass impor t - retai l organi zat ion to come to a conclus ion on the purpose of the s tudy. A total of 107 employees were randoml y selec ted to complete a quest ionnai re and af ter the resul t s of the sur vey were recei ved, f indings were reached. Based on the resul ts i t was found that this organi zat ion pract ises CI , albei t in an informal manner and i t was conc luded that a relat i vel y high level of impor tance i s at tached to CI wi thin this organi zat ion; however , a few areas for improvement were ident i f ied and a recommendat ion was made on implement ing a formal CI funct ion wi thin the organi zat ion.
- Full Text:
Outsmarting the competition : using competitive intelligence in a South African company.
- Authors: Begg, Mohsin , Du Toit, Adeline
- Date: 2009
- Subjects: Competitive intelligence
- Type: Article
- Identifier: uj:6194 , ISSN 978-0-86970-661-9 , http://hdl.handle.net/10210/5273
- Description: The purpose of this research was to establish the level of importance attached to competitive intelligence (CI) at a mass import retail organization in South Africa. The rationale of CI is to alert an organization about the current situation as it relates to its business environment and competitors, and how these aspects affect the competitive situation. In this paper, the value and significance that CI presents to organizations upon implementation are discussed by focusing upon the need for a competitive strategy, the significance of institutionalizing CI, various organizational structure options and the establishment of a CI culture. A survey was conducted at a mass imparl retail organization to determine the level of imparlance attached to CI. A total of 107 employees were randomly selected to participate in the completion of a questionnaire. Based on the results, it was found that this organization practised CI, albeit in an informal manner, and it was concluded that there was a relatively high level of imparlance attached to CI within this organization. However, areas for improvement were identified and a recommendation was made of implementing a formal CI function within the organization.
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