Overall there was similar correlation between the findings of this study and the 1997 study.
However, there were a few differences. For example Trengrove and Vryenhoek (1997) study stated that 88% of respondents believed that they were in competitive markets and that the main risks they were facing were existing competitors and new technology risks, compared to this study of 68%, this is a significant decrease.
There appears to be a greater acceptance and awareness of competitive intelligence through the use of market knowledge within today’s middle managers, compared to the 1997 study, where middle management was not seen to have an important role. It is difficult to determine if this change occurred due to the growing maturity of knowledge management as business discipline.
However it is important to note, the use of rumours and personal contacts continues to have a strong presence in both studies and there is continues to be an inward focus on the New Zealand marketplace, rather than a global market place.
In response to the research question “Have New Zealand Private and Public Sector Organisations developed a better understanding of competitive intelligence as a valuable business resource OR does it remain undervalued and immature”?
In summary, YES there have been improvements made in the awareness of competitive intelligence as a business tool, but there are still fundamental issues which need to be addressed to enable maturity, for example:
• To fully implement the benefits of competitive intelligence, companies will need to establish sophisticated information gathering processes, rather than the use of unstructured channels, like rumours and personal contacts.
• The overall responsibility for competitive intelligence operations should be maintained by the CEO or General Managers, who can assign dedicated resources to maintain, promote and educate competitive intelligence to all staff.
• Address the perceived marketplace complacency, by applying competitive intelligence to monitor and track global opportunities and threats.
• Incorporate competitive intelligence into the company’s strategy plans or objectives of the strategic planning teams.
For New Zealand companies to gain the full potential of competitive intelligence systems:
1. Establish clear objectives for maintaining competitive intelligence operations and ensure that these objectives are integrated into the company’s strategy plans and/or goals of the strategic planning teams.
2. Raise the profile and awareness of competitive intelligence as a business discipline to provide a greater understanding of their marketplace and competitors. This would include competitive intelligence education, the use of structured information gathering channels (i.e. domestic intelligence) and that all staff are responsible for maintaining and fostering competitive intelligence.
3. Clear reporting of competitive intelligence to senior management (CEO, General Manager) and that there is sufficient resources allocated to enable accurate decision making.
4. To enable New Zealand companies to expand and compete in the global markets the New Zealand Government should encourage and assist with providing market intelligence (i.e.
competitive) ion potential overseas markets.
Participant information sheet for a research project on the state of Competitive Intelligence within New Zealand Private and Public Sector Organisations in 2009.
Researcher: Tony Skerrett of the School of Information Management, Victoria University of Wellington.
Уважаемый посетитель!
Чтобы распечатать файл, скачайте его (в формате Word).
Ссылка на скачивание - внизу страницы.