Level of importance attached to competitive intelligence at a mass import retail organization
- Authors: Begg, M. , Du Toit, A.S.A.
- Date: 2007-12
- Subjects: Competitive intelligence , Competitive strategy , Competitive intelligence culture
- Type: Article
- Identifier: uj:5715 , http://hdl.handle.net/10210/3409
- 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 article, 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 import retail organization to determine the level of importance 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 importance 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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Organizational structure of competitive intelligence activities : a South African case study
- Authors: Du Toit, A.S.A. , Muller, Marié-Luce
- Date: 2004-09
- Subjects: Competitive intelligence , Organizational structures
- Type: Article
- Identifier: uj:5717 , http://hdl.handle.net/10210/3411
- Description: To function effectively in an enterprise, clear objectives must be determined for the competitive intelligence (CI) function and it must be established where the CI unit fits into the organizational structure of the company. There are a number of criteria to consider when deciding where to locate the intelligence function. Factors such as a company’s organizational structure and culture should be considered when making this decision. There is very little empirical evidence on how South African enterprises organize their competitive intelligence activities. To answer these questions, a case study of how competitive intelligence is practiced in Automaker Inc. (a multinational company) is presented.
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