The State of Competitive Intelligence within. New Zealand Private and Public Sector Organisations, страница 22

Figure 8.2 Responses by Industry Segment

Company and Organisation Profile 

To identify if there was a correlation between competitive intelligence expenditure and the size of an organisation (number of staff and annual company turn-over), Question 5 and 8 asked the respondents to confirm their companies turn-over and size.  

Table 9.0 and Table 9.1 provide a profile of respondents by size of company turnover and employee size comparison.

Table 9.0 Profile by size of New Zealand company turn-over

Table 9.1 Profile by employee size

Figure 9.2 has been created for the use of profiling analysis and has categorised the respondent’s data into four employee size groups, by the four company turnover elements and includes Trengrove and Vryenhoek (1997) competitive intelligence study results.

It is important to note that the Trengrove and Vryenhoek (1997) competitive intelligence study  surveyed 282 organisations, compared to this research study of 34.  

Figure 9.2 Profile by New Zealand Company size

Table 9.3 categorises the age of companies/organisations into four age groups (0-2 years, 3-5 years, 619 years and 20 years & over) to enable comparisons with Trengrove and Vryenhoek (1997) competitive intelligence study of similar age groups (0- 5 years, 6-10 years, 11-15 years, 16-20  years and 21+ years). 

While there are minor differences in the age categories, for comparison, figure 9.4 provides a profile by age of New Zealand companies surveyed and includes the 1997 competitive intelligence study results.

Table 9.3 Profile by age of companies/organisation’s

Figure 9.4 Profile by age of companies/organisation’s and Turn-over

In profiling the surveyed companies/organisations, respondents were also asked the number of office locations and affiliated offices outside of New Zealand.  Table 9.5 provides the survey results.    Table 9.5: Number of offices and affiliated offices

Rothberg and Erickson (2005) “Strategic Protection Factor” framework was applied to analyse a company’s value type of knowledge management and competitive intelligence factors, and industry type (Question 10).