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Investigating perceived competitive edge gained through information system use

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.
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Using competitive intelligence in determining potential competitor strategies

  • Authors: Du Bruyn, Heyns
  • Date: 2011-11-30
  • Subjects: Business intelligence , Competition
  • Type: Thesis
  • Identifier: uj:1759 , http://hdl.handle.net/10210/4113
  • Description: M.Comm. , It is critical for companies in today's competitive business environment to understand the impact and influence competitors and the external environment have on the success of their strategies and competitive advantage. Business must therefore comprehend how the strategies of competitors and forces of the external environment may affect the competitive advantage of the business. Businesses require actionable intelligence to enable them to monitor, analyse and determine the impact from external environmental forces and actions from competitors. Businesses have to develop appropriate strategies to achieve competitive advantage over competitors in their industry. The question which this study addresses, is whether businesses are able to monitor the strategies and influences from the external environment effectively. This is needed to gain a competitive advantage, and is accomplished by producing actionable intelligence utilising the competitive intelligence cycle. The purpose of the study is to determine how a business can utilise competitive intelligence in order to determine the potential strategies of competitors. To achieve these objectives, a literature study was completed on the subject matter. This study has established that the competitive intelligence function consists of tour distinct phases. Phase one determines the intelligence requirements of the end users of the intelligence. Phase two involves the collection of information. Phase three involves the analysis of the information in order to produce intelligence. Phase four disseminates the intelligence to the end users (those who requested the intelligence). Each of the four phases of the competitive intelligence cycle have been examined and discussed. Special reference and attention has been paid to the analytical techniques and tools - phase three - that id used to produce actionable intelligence.
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A consulting strategy dealing with management constraints of self-service business intelligence

  • Authors: Gaorekwe, Sedigilwe Vincent
  • Date: 2017
  • Subjects: Knowledge management , Information technology , Business intelligence , Self-service (Economics) , Systems integration
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/272659 , uj:29034
  • Description: M.Com. (Business Management) , Abstract: For many organisations, as business needs change, the need for better decision support systems increases. Which is why many organisations today embark on a journey of transitioning from traditional way of doing business intelligence to self-service business intelligence (SSBI). As is with many a new technology, SSBI presents different challenges to companies, therefore, to effectively deal with these challenges, it is critical to align IT and business strategies. To get real value out of the investment made on SSBI, companies tend to outsource the implementation and management of the solution to known consulting firms to assist them with effective ways of dealing with challenges posed by the solution. Which is why this study embarked on a journey of developing a practical working framework for a consulting firm named C-firm, which can then be used as a strategy to deal with management constraints of SSBI for its clients. A single case study was conducted between C-Firm and its clients to explore management constraints of SSBI, which include data governance and management, supporting infrastructure, context, and systems integration, and to subsequently develop a practical working framework for implementing and managing SSBI solution. The interactive approach model by Maxwell Loomis (2003), informed this case study research design. The flexibility of the interactive approach model best suited this study because it allowed different components of the study to interact with each other. A conceptual framework, which is one of the components of the interactive approach model, helped the researcher to focus on those factors that could assist in gaining understanding of the management issues associated with SSBI and how C-Firm can assist its clients in dealing with those issues. The research choice for this study was mixed method, mixed-model research. This means quantitative and qualitative data were collected, and researcher used quantitative analysis procedures to report on the findings. Data collection instruments used were semi structured interviews and an online questionnaire with open-ended and close-ended questions. The empirical study involved gathering data from both C-Firm’s employees and its clients. The research participants were nineteen (19) BI developers from C-Firm, and from C-Firm’s clients’ nine (9) BI developers and five (5) BI managers. The key findings of the empirical study in terms of data governance and management, supporting infrastructure, context, and systems integration were then used to develop a...
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Developing a competitive intelligence strategy framework

  • Authors: Gulwa, Mzoxolo
  • Date: 2015
  • Subjects: Strategic planning , Business intelligence , Financial institutions
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/82502 , uj:18967
  • Description: Abstract: For CI to have the greatest contribution to strategic management, CI professionals need an understanding of the CI needs of decision makers. The aim of this research is to build an understanding of the CI needs of decision makers at the case organisation, a Financial Institution. The resulting analysis informs recommendations on how the Financial Institution's CI capability can be enhanced to better meet the CI needs of the organisation's decision makers. The conclusion and recommendations are compressed into a twelve point CI strategy framework. A strategy framework is a planning tool which can be used to explore ways to enhance an organisation's strategic planning capabilities. The interpretivist research philosophy was used as the subject of the research needs to be understood in the context of the case organisation. This research has adopted a single qualitative case study approach. The existing base of theory on CI needs of decision makers in a financial institution is limited. In addition, there is no existing research on the CI needs of decision makers at the case organisation; hence the case approach was selected. A self-administered structured questionnaire was used as a data collection method, targeting 500 managers and executives at the Financial Institution. A total of 124 questionnaires were returned out of the 500 questionnaires that was sent out, therefore the response rate was n=25%. Data from the research was analysed and thereafter conclusion and recommendations were made mainly based on the research problem: How can competitive intelligence needs of decision makers at a Financial Institution be better met? Key findings of this research are that managers and executives at the Financial Institution have a good understanding of what strategic management is about as well as the role of CI in strategic management; they place considerable value on CI in... , M.Com. (Strategic Management)
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The use of competitive intelligence by companies in South Africa as a tool to inform corporate decision making

The role of information management in environmental scanning and competitive intelligence - an integrated process model

  • Authors: Langton, Anina-Marie
  • Date: 2009-01-12T07:23:42Z
  • Subjects: Information resources management , Business intelligence
  • Type: Thesis
  • Identifier: uj:14781 , http://hdl.handle.net/10210/1859
  • Description: M.A. , Managers have an important and prominent role in an organisation. As decision-makers they hold the authority and responsibility to act on the available information. As leaders, they set examples and promote a culture of information sharing and collaboration. As strategists, they ensure that information policies are well aligned with the organisation's mission. One of the greatest challenges facing an organisation is to understand how the external environment is changing, what the changes mean, and how the organisation can best respond to the new provisos. The process of learning about the external environment is environmental scanning, i.e. the art of gathering and interpreting information about the environment enabling the organisation to have the knowledge to develop effective courses of action. The goal of information management is thus to harness information resources and information capabilities to enable the organisation to learn and adapt in an ever-changing environment. Key information processes will be assessed with reference to special problems of managing each process. At the same time the opportunity for change would be highlighted by combining an understanding of information use behaviours with a more flexible, user centred design of information services and systems. Competitive intelligence on the other hand is the systematic process of gathering and analysing information about the activities of competitors and general business trends to further the organisation’s goals. All definitions point toward creating knowledge from openly available information by use of a systematic process involving planning, collection, analysis, communication and management which result in decision-maker action. While competitive intelligence incorporates knowledge management processes of collecting and storing knowledge, competitive intelligence definitions discuss the actual analysis of the gathered information. Key factors for success of information management in organisations reinforce the need for the integration of business strategy and information. The key factors are the relationships with customers and suppliers; flatter management structures and better use of resources; training and quality and environmental issues. Each of these factors rests on information, its use, creation, storage and dissemination. A process approach to information management supports the integration of business strategy and information. The calls for integration come from at least three different communities: information management, information systems and management. Successful companies are those that adapt to and shape their environments. They do so by using and creating information in a process of continuous improvement and innovation. Key factors for success in organisations reinforce the need for integration of business strategy and information. Managers in firms see their success as dependent on their organisation's ability to accommodate and manage change and to respond to changes in their environments. The study concludes with a case study of Pyromet Technologies showing that it is possible to have an integrated strategic information management model incorporating all three variables successfully.
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The application of a business intelligence tool for service delivery improvement : the case of South Africa

  • Authors: Madonsela, Nelson Sizwe
  • Date: 2020
  • Subjects: Business intelligence , Customer services
  • Language: English
  • Type: Doctoral (Thesis)
  • Identifier: http://hdl.handle.net/10210/437419 , uj:37980
  • Description: Abstract: The global environment requires organisations to adapt and respond quickly to the complexity of its nature. Responding to such an environment depends on real-time information. In the last decade, organisations have relied much on human expertise to extract and analyse and process data into meaningful information for decision making. Many will probably agree with the assertion that the complexity of the globalisation has led to a complexity in modern data analysis, which encompasses different elements (technology and innovation, internet of things and influx of data to name but few), resulting in modern scientific problems. It is evident that organisational knowledge has become the enabling factor for decision-making in both the private and public sector. Yet, the study of the opinion that the advancement of technology and internet of things has complicated matters further for humankind to interpret complex and vast amounts of data at the speed required to keep up with the demands of the global environment in which they operate. Therefore, it is likely that the discovered knowledge may be inaccurate at times. In responding to these dynamics, organisations require computational intelligence systems to transform the data they acquire into real-time meaningful information in order to make informed decisions. .. , D.Phil. (Engineering Management)
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Signification framework of a business intelligence tool for SME business decision-making

  • Authors: Magoma, Tshepo Confidence
  • Date: 2018
  • Subjects: Business intelligence , Decision making , Business - Decision making , Business - Data processing , Management information systems
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/403257 , uj:33783
  • Description: Abstract : Business Intelligence (BI) tools are being adopted more frequently, especially in large organisations that have the resources to deploy it. BI tools are allowing businesses to optimise their decision-making process and sustain competitive advantage. There is, however, limited published research into how BI tools are being used by small and medium enterprises (SMEs), as well as limited research in terms of the affordable features from IBM Cognos that support SMEs’ decision-making needs. Application of the key features of BI tools are helping organisations to take decisions to ensure their sustainable growth and competitive advantage. BI is also vast and complex hence it requires skilled human resources, and it makes the development and maintenance of BI highly expensive for SMEs. The main motivation of the research has been associated with the fact that finding a BI tool that is cost efficient for SMEs can be important for the success of the business and to cater effectively to their decision-making needs. Objective The study’s purpose was to determine which of the fundamental features of IBM Cognos are affordable features for addressing the business needs of SMEs. The objective was to analyse the significance of BI tools in the SMEs by identifying affordable and suitable features from IBM Cognos based on SMEs’ needs and business functions using a signification framework. Method A quantitative research method has been used in which primary method of data collection has been adopted. With respect to this, data collection instrument chosen for the research is in the form of a questionnaire online survey which was sent to the respondents through survey monkey. The sample size for this research was 200 research participants, and amongst these total 200 research participants, 80 participants were BI Consultants from consultancy firms and with the composition of their own consultancy firm’s clients, the other participants were 60 iv SME BI developers and 60 SME managers. For the purpose of data analysis, this research has used SPSS software and Microsoft Excel and analysed the results by using demographic and frequency analysis. Results The findings of this research have revealed that BI is a broad field and can be used as a tool for solving various issues faced by the SMEs. BI tool is able to solve issues through their features. All the questions asked from the respondents were associated with the features of BI and how they are effective for decisionmaking in SMEs. The features of IBM Cognos are cost effective but not necessarily affordable in the context of SME business needs. Affordability was identified as the mediating variable in this study. Conclusion The research has concluded that the SMEs established in South Africa should adopt the IBM Cognos tool for supporting their decision-making process and needs. The implementation of low cost and affordable features is important for SMEs but it requires a specialised IT employee for managing and running the tool. This tool would help the SMEs in articulating solutions based on the issues as well as making operational decisions that would improve the growth and profitability of the business. Overall, it has been indicated from the study that IBM is an important tool for the SMEs in that, it aids in gathering relevant data and further interpreting the data for making effective decisions. , M.Com. (Business Management)
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Business intelligence and the telecommunications industry : can business intelligence lead to higher profits?

  • Authors: O'Brien, J. , Kok, J.A.
  • Date: 2006-12
  • Subjects: Telecommunications industry , Business intelligence , Competitive intelligence , Decision support systems
  • Type: Article
  • Identifier: uj:5711 , http://hdl.handle.net/10210/3405
  • Description: Organizations are finding it increasingly difficult to increase profits as competition in the marketplace continually pressurizes margins. Organizations will have to do more to enjoy sustainable profits in the future and information technology could arguably be the key to assisting management with the task of increasing profits on a sustainable basis. Business intelligence (BI) could be the competitive advantage for organizations to increase profitability. South Africa is faced with an unemployment rate of over 40% and it is not desirable that costs are contained by reducing staff. It is clear that innovative ideas should be looked at to ensure that organizations continue to make profits. Information management programmes offer the necessary tools to ensure that efficient and strategic decisions are made.
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A framework for enabling business leaders to leverage the value of business intelligence

  • Authors: Pahlad, Raksha
  • Date: 2017
  • Subjects: Business intelligence
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/272315 , uj:28981
  • Description: M.Com. (Information Technology Management) , Abstract: Integration of the insights derived from business intelligence (BI) initiatives into business operations has been understood as being critical to deriving a strategic advantage from BI activities. The primary outcome of this research is a conceptual framework that comprises business critical success factors related to opportunities for value derivation from BI activities. Semi-structured interviews were used to extract data from key business leaders at a company that operates within South African private health care industry (referred to as Company AB). Thematic analysis was used to identify critical success factors from this data. The resulting business critical success factors were related to BI opportunities and arranged into a conceptual framework that can be used for BI initiative opportunity assessment. A decision predictive analytics model was constructed to assist with proactive churn management. This was one of the identified critical success factors. The predictive analytics model found that claims not being submitted to a client’s historically most frequently used medical aids and variances in transactional claim volume by more than 20%; were good indicators of client churn. The conceptual framework can be used as a guideline by Company AB for BI implementation approach development and opportunity assessment. This would allow Company AB to better leverage the value of BI. It can also be used to provide insight on BI initiative implementation to other organizations who have similar business processes as those at Company AB. The business rules from the decision tree can be used by Company AB as guidelines for churn prediction. In addition, organizations operating in an industry that has customer transaction volumes as an important feature; could utilize the variables and outcomes detailed by this study as insight for the generation of a churn prediction model for their domain.
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The use of big data in marketing : an emerging market financial services industry perspective

  • Authors: Smart, C. , De Meyer-Heydenrych, C.F.
  • Date: 2018
  • Subjects: Big data , Business intelligence , Marketing
  • Language: English
  • Type: Conference proceedings
  • Identifier: http://hdl.handle.net/10210/274419 , uj:29277 , Citation: Smart, C. & De Meyer-Heydenrych, C.F. 2018. The use of big data in marketing : an emerging market financial services industry perspective.
  • Description: Abstract: As a result of the competitive nature of financial services, this industry is positioned to leverage big data to gain a competitive advantage. The financial services industry, in South Africa and in emerging markets, has been known not to leverage big data optimally. Creating personalized customer relationships through big data has been found to be a source of competitive advantage. This study aims to identify the extent to which big data is used in a financial institution. This will be done from a marketing perspective, using a model developed by Byrom, Bennison, Hernandez and Hooper (2001, p.336). Qualitative research was conducted, including in-depth personal interviews with marketers in the financial services industry. The Morse and Field approach was used for data analysis. Findings indicated that although big data was being utilized, it was not optimally exploited. The study identified gaps in the usage of big data for marketing decision making.
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Competitive intelligence skills needed in South Africa

  • Authors: Strauss, Alida Cornelia
  • Date: 2010-11-09T06:33:55Z
  • Subjects: Business intelligence , Strategic planning , Competition , International competition
  • Type: Thesis
  • Identifier: uj:6960 , http://hdl.handle.net/10210/3469
  • Description: M.Comm. , South Africa as a country continues to rank low in the world of competitiveness. The research done for this dissertation focused on the need for South African organisations to perceive Competitive Intelligence (CI) as one of the most important tools to improve their competitiveness through a systematic, practical approach to make the CI cycle worth while, especially through skills development. This study intends to identify the skills CI professionals in South Africa need in order to conduct the CI process in organisations effectively, thereby improving the country’s competitive position. However, the difficulty of this task lies with organisations in general not acknowledging the necessity of CI in the workplace. Only a limited number of organisations recognise the importance of such a unit. A survey was therefore conducted, by questionnaire, among organisations with existing CI units in which the respondents had to identify the skills they deemed necessary for the CI professional to run the CI process effectively. Findings suggested that the majority of respondents were 40 years and older, in the top structure of larger organisations and had been using CI for longer than five years. The overwhelming result is thus that there are skills inequalities between what skills respondents view as crucial and those that rated highest in their self-evaluation. Skills identified as most important include, among others, networking and research skills analytical abilities. The research also indicated that where CI had been established in certain organisations for at least five years, it did not reflect positively overall on South Africa’s current competitive situation. However, where there is a systematic CI approach, problem-solving is easier to address and negatives could be turned around. With this in mind and a proper “buy-in” into skills development, it will have a very positive outcome for all the organisations that wish to improve their competitiveness.
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