Developing a world-class CI program in telecoms

Marceau, Stéphane; Sawka, Kenneth A.

doi:10.1002/(sici)1520-6386(199934)10:4<30::aid-cir6>3.0.co;2-h

Cited by 17 publications

(22 citation statements)

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“…It is here that meaning is attached to volumes of information and put in the context and decision-Makers require for effective decision making and it is the analysis that is responsible for adding value to the firm through enhancing the effectiveness of the decision making management. Marceau and Sawka (1999) say that for intelligence to be relevant, advanced and appropriate analytical tools must be used such as SWOT (strengths, weaknesses, opportunities and threats) analysis, PEST (political/legal, economical, socio-cultural and technological) analysis, scenario analysis, and competitor profiling. According to Gilad and Gilad (1988), the analysis process comprises six steps: collating data, condensing information, drawing conclusions, building scenarios, studying implications for competitive positioning and suggesting recommendations for action.…”

Section: Discussionmentioning

confidence: 99%

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Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

Nasri¹

2011

IBR

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The purpose of this study is to explore the aspects of management of competitive intelligence process in Tunisian companies. This exploratory study was conducted using semi-in-depth interviews with six executives in six companies in Tunisia. The results revealed by this study that the competitive intelligence as a competitive tool is unknown to the vast majority of Tunisian companies. It is not still a formalized stage, but it is in an embryonic way. Second, two most important of information are collected: profiles of potentials customers, and opportunities in new market. Thirdly, for analysing and synthesising information the results indicate that managers knows and uses the majority of methods to analyze competitive information gathered especially in making decisions that fall the marketing department. Fourthly, all companies spend most of their time in collecting information. Although planning what and how to collect information and analysis they receive relatively less attention. This research suggests that overriding influence on successful competitive intelligence process is the existence of a management support, culture and structure, which encourage and develop competitive intelligence activities in companies.

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Section: Discussionmentioning

confidence: 99%

“…According to McCracken (1988) noted, by interviewing a number of respondents, the researcher was able to connect the experience of these participating and check the comments against other, offering validity to parallel remarks or contradictions to opposing remarks.…”

Section: Staff Trainingmentioning

confidence: 99%

Investigate Competitive Intelligence Process: An Exploratory Study in Tunisian Companies

Nasri¹

2011

IBR

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“…The analysis activity is the most difficult to describe since there is no standard way of performing analysis and a wide range of basic and advanced analytical tools are used in the analysis process (Ashton and Stacey, 1995). Marceau and Sawka (1999) say that for intelligence to be relevant, advanced and appropriate analytical tools must be used. The models that are found most often include PEST (political/legal, economical, socio-cultural and technological) analysis, scenario analysis, Porter's five forces model, SWOT (strengths, weaknesses, opportunities and threats) analysis and competitor profiling.…”

Section: Discussionmentioning

confidence: 99%

Enhancing a competitive intelligence culture in South Africa

Viviers

Saayman

Muller³

2005

International Journal of Social Economics

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Purpose -For competitive intelligence (CI) to evolve into a successful business discipline in a company, a culture of competitiveness should prevail. The extent to which CI is practiced in South Africa and the CI culture that exists in South Africa have remained a mystery until the late 1990s. It is the aim of this paper to assess the development of the CI culture since the late 1990s in South Africa and to make recommendations to enhance this culture. Design/methodology/approach -For the empirical evidence, the results of two previous research projects were used. Questionnaires were used in these projects. The questions covered all areas of the intelligence cycle: planning and focus, collection, analysis, communication, process and structure, awareness and culture and attitudes towards CI. Data of the sample population to perform a sample selection was gathered from three sources, namely Reed Inc., the Kompass Southern African and the membership lists of the respective Export Councils. In both the projects, the respondents had to answer the questions on a five-point Likert scale, where 1 equals either never or disagree and 5 equals always or strongly agree. Findings -The results of observations and research projects show a sustained level of awareness of CI and a CI culture within South African companies since 1999. However, research into the CI practices of South African companies (both descriptive and empirical) and specifically into the CI practices of South African exporters has shown certain areas in which local companies lag behind other countries. In particular, in terms of the extent and depth of education, training and consulting services, South Africa is far behind most developed countries. With better training and education opportunities available, in particular in terms of strategic and competitive analysis and the management of CI, these weak areas of the discipline are sure to improve with time.Research limitations/implications -The research was built around the six key areas that, collectively, from the intelligence model as identified by Calof and Breakspear in 1999, i.e. planning and focus, collection, analysis, communication, process and structure, and organisational awareness and culture. Some of the key findings were that South African companies showed a general lack of appropriate processes and structures for CI; that there was little evidence that systems in companies assist the CI activities; that few companies could claim that CI was embedded in the whole company; little information sharing took place and people in the company in general did not know the focus of the intelligence activity. Originality/value -The paper provides recommendations on ways to enhance and foster a competitive or CI culture in South Africa. Various ways to enhance a competitive or CI culture in countries and companies are proposed including CI awareness and training sessions for industry, company managers recognising the value of CI as a tool to enhance competitiveness and appropriate CI related training programm...

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“…(Nasri, 2011b: 63). " Marceau and Sawka (1999) say that for intelligence to be relevant, advanced and appropriate analytical tools must be used such as SWOT (strengths, weaknesses, opportunities and threats) analysis PEST (political/legal, economical, socio-cultural and technological) analysis, scenario analysis, and competitor profiling" (Nasri, 2011a: 65 (Bose, 2008: 519). "SWOT analysis is the most commonly used method of analysis."…”

Section: Figure 5 CI Analysis Phasementioning

confidence: 99%