Content analysis results have been included in the key findings in each of the sections.
While the objective of this research was to assess the perceived value of competitive intelligence with Wellington located companies and then compare it against the Trengrove and Vryenhoek (1997) competitive intelligence study to provide insights into the current trends on the maturity and use of competitive intelligence, there are some research limitations which have been identified and could form the basis for future research.
These limitations include:
• Limited survey participators: While this research studied 34 Wellington organisations,
Trengrove and Vryenhoek (1997) competitive intelligence study surveyed 282 organisations. To ensure that the full trend analysis has been identified, it is recommended that the research survey is expanded to a wider audience (for example companies who are located outside of the Wellington region)
• Exploration research into comparing the New Zealand competitive intelligence environment against other countries. This could include similar countries within the Asia- Pacific region or other regions.
As highlighted, there are a number of key elements which could be explored in further research. A greater insight can be gained into competitive intelligence by undertaking research in the following areas:
• Invite companies outside the Wellington region to participate in the survey of this research.
• Greater engagement, by targeting 2500 companies/organisations to participate.
• The integration of competitive intelligence and company strategy. Do New Zealand companies understand this relationship? Is this a formal or informal process?
• The use of domestic competitive intelligence sources. How is this information gained and valued?
• The use of ‘soft’ information, such as rumours and personal contacts in social and work networks versus formal information collection processes.
• The effectiveness of competitive intelligence benchmarking activities used by New Zealand companies and have they identified tangible benefits?
The objective of this analysis is to assess the perceived exposure to competitive risk and the state of competitive intelligence within New Zealand Wellington companies/organisations, with the aim of benchmarking the results against Trengrove and Vryenhoek (1997) competitive intelligence study.
To achieve this objective, this report explores five key factors in the research findings:
1. Current state of the market competition.
2. The relationship between knowledge management and competitive intelligence.
3. The value of managing knowledge and competitive intelligence.
4. Competitive Risk Factors.
5. Future plans for improving competitiveness.
The aim of this analysis is to examine the current market competition within surveyed companies’ markets. Survey questions 13 to 21 were tailored to determine the state of competition and included collecting data on the number of competitors, number of market competitors, the company’s own competitiveness and whether there will be change to competition in the market.
Almost all of the surveyed companies responded (97%) that they were in a very competitive (59%) or a competitive (38%) market, derived from Question 13. Only one manufacturing company (3%) believed that their market competition was neutral as they felt that they had a unique product/monopoly on their market.
A Market Competition analysis from the survey respondents has been provided in Table 10.0 and Figure 10.1
Table 10.0: Market Competition
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