Level of maturity of the competitive intelligence function

Abstract

Purpose -While competitive intelligence (CI) is a relatively new business discipline, it is evolving in complexity and importance, to maintain pace with rapid business development. It is the aim of this paper to establish the level of maturity of the CI function within a South African retail bank based on key characteristics for different levels of maturity. Design/methodology/approach -The research for the paper is based on an extensive review of literature and application of the grounded theory research approach. Grounded theory is more interested in theory building than theory testing, which makes it eminently suitable for areas of research to which little attention had been paid and in which little exploration had taken place. For the empirical evidence, a survey was conducted among a pre-selected group of respondents of a South African retail bank by means of a questionnaire and personal interviews. Findings -The results of the survey indicated that the CI function was at a mid-level of maturity, after the underlying elements of the CI functions had been surveyed. While there is significant opportunity for the function to develop to a world-class level, such growth is limited by respondents' requirements. The CI function is used in support of various levels of decision makers for various levels of decision making. There appears to be a lack of, and great requirement for, the provision of analytical products. Respondents indicated that the CI function should move towards being a key component of company strategy.Research limitations/implications -The research was built around the various elements of the CI function, namely the key information needs of CI users, CI deliverables and capabilities, analytical products, relationship with management, sources of information, level of staffing of the CI function as well as the period of time the CI function has been operational. Some of the key findings were that the CI function should assist senior management in developing and reviewing a set of Key Intelligence Needs (KINs); that the CI function should be appropriately resourced; that the CI function should develop and deliver information on trends and implications in respect of the KINs through application of resources and analytical skills; that the CI function should develop and deliver early warning signals.Originality/value -No research has been done on the level of maturity of the CI function in South African companies. The paper provides recommendations on ways for the CI function at the retail bank to evolve from a mid-level of maturity to a world-class level.

Competitive intelligence practice challenges in the South African property sector

“…Since its inception, CI has been practised by public, private, for-profit, non-profit, large and small organzations. While CI is a relatively new business discipline, it is evolving in complexity and importance to keep pace with rapid business development (Heppes and Du Toit, 2009). Due to its benefits, more organzations are practising CI either formally or informally (Nenzhelele, 2012).…”

“…To survive in the midst of global competition, South African firms are practising CI (Du Toit and Sewdass, 2014). CI in South Africa emerged from the business sector (Heppes and Du Toit, 2009). Although CI practice has been widely reported for large organzations, Nenzhelele (2012) establishes that smaller enterprises in South Africa are also practising CI.…”

Aplicaciones emergentes de inteligencia competitiva en las universidades

“…Sin embargo, a pesar de la bondad de esta fórmula, la falta de procedimientos de coordinación de esfuerzos causa dispersión de las herramientas de gestión y fragmentación/duplicidad de la información sobre el entorno, lo que disminuye la eficacia de las prácticas de IC. Esto concuerda así mismo con estudios previos llevados a cabo en otros sectores de actividad (Heppes;Du-Toit, 2009;Fahey, 2007).…”

The impact of work experience of small and medium-sized enterprises owners or managers on their competitive intelligence awareness and practices

“…According to Muller (2005), CI took root in South Africa in the mid-1990s and early 2000s. Whilst CI is a relatively new management tool, it is evolving in complexity and importance to maintain pace with rapid business development (Heppes & Du Toit 2009). Since the end of the Cold War, CI -once widely used in the military environment -has rapidly infiltrated into business environment (Deng & Luo 2010).…”