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The State of Competitive Intelligence within. New Zealand Private and Public Sector Organisations, страница 48

	Very important	Important	Neutral	Not very important	Not at all important
New products or services
New technology and processes
How to compete in a global market (i.e. abroad)
What existing competitors are likely to do
What new or potential competitors might do
Other

Other (Pls explain)

_____________________________________________________________

22. How would you rate your Company’s/Organisations ability to keep track of

Understood and is well managed

Understood, but could be managed better

Neutral

Not understood

Not at all important

What the

competition is doing or likely to do?

Your own competitiveness

23. What best describes the processes and systems used in your organisation to help keep track of what the competition is doing (or likely to do), or other factors that may affect your competitive position (for example technology, changes in consumer tastes, new regulations)

	Very important	Important	Neutral	Not very important	Not at all important
Informal use of rumours, personal contracts.
Competitor audits
Market research
Benchmarking
Strategic reviews
Integrated competitive intelligence systems
Other

24. Does your organisation have any plans to improve its ability to keep track of competitors and your competitive position?

	Established & implemented	Important, but not established	Neutral	Not very important	Not at all important
Use of electronic sources (including the Internet) and databases
Competitor analysis and audits
Use of domestic competitive intelligence sources
Use of international competitive intelligence sources
Implementation of competitive intelligence systems
Training of staff to gather competitive intelligence
Use of ‘soft’ information, such as rumours
Integration of competitive intelligence and strategy
Handling of ethical issues
Use of counter competitive intelligence
other

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