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The State of Competitive Intelligence within. New Zealand Private and Public Sector Organisations, страница 31

Content Analysis:

ƒ Analysis confirmed that there is gap between formal knowledge on market information (i.e. understanding market share) and accurate market research.  While the surveyed industries confirmed the importance of knowledge management, the process for obtaining this knowledge is still based on informal and ‘word of mouth’ feedback.

ƒ It is understood that knowledge management could be improved and can have a direct impact to their company reputation and market share, for example “people are creating products without background knowledge of the market”, reported by a survey respondent.

The value of managing knowledge and competitive intelligence 

To assist with further analysis on the relationship between competitive intelligence and knowledge management, in terms of managing knowledge value, Question 11 asked ‘Do you believe that there is a link between knowledge management and competitive intelligence, i.e. using your company’s knowledge to gain a competitive advantage.

There were a high percentage in the strongly agreed category by SPF Industry A (67%), SPF Industry B (100%) and SPF Industry D (75%). SPF Industry C responded with 20% to the strongly agreed and

80% in the agreed category.  These results have been documented and provided in Table 11.0

Table 11.0 

Question 11: Do you believe that there is link between Knowledge Management and Competitive Intelligence (i.e. using your company’s knowledge to gain a competitive advantage)?

Industry Type        Strongly        Agreed         Neutral         Do not believe           Not at all agreed          there is a link          important

SPF Industry A67%        33%         0%              0%              0%

SPF Industry B100%        0%         0%              0%              0%

SPF Industry C20%        80%         0%              0%              0%

SPF Industry D75%        25%         0%              0%              0%

The above percentage is measured on the total respondents from each Industry type

When asked “how will their company keep track of what the competition is doing”, as defined in Question 23, there was a high response ‘with the use of informal use of rumours and personal contacts’, 41% of the total responses selected the ‘very important’ category and 47% selected the ‘important’ category (Table 11.1).  Trengrove and Vryenhoek (1997) also highlighted that the use of rumours and personal contacts was reasonably constant (60% to 75%) across their surveyed industry groups (1997).

Table 11.1 

Question 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 (i.e. Informal use of rumours, personal contacts).

Industry Type        Very   Important      Neutral         Not very        Not at all important      important      important

SPF Industry A*44%         50%         0%              6%              0%

SPF Industry B*33%         67%         0%              0%              0%

SPF Industry C*0%          33%        67%              0%              0%

SPF Industry D*50%         42%         8%              0%              0%

Total  responses from all    41%   47%                        respondents

* The above percentage is measured on the total respondents from each Industry type

With the exception of measuring the informal use of rumours and personal contacts, Trengrove and Vryenhoek (1997) study did not analyse the knowledge management and competitive intelligence relationship.  This limitation means that this research was unable to compare the competitive intelligence and knowledge management relationship between both studies. 

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