The State of Competitive Intelligence within. New Zealand Private and Public Sector Organisations, страница 34

The previous section suggested that there was a greater awareness and value on competitive intelligence.  This section examines the current financial expenditure on competitive intelligence against perceived competitive intelligence awareness and value.  Information on competitive intelligence expenditure was asked for question 25: Do you have or planning to have a financial commitment to establishing Competitive Intelligence within your organisation?

•  Nil Expenditure

•  Up to $25K • $25K to $100K  

•  Above $100K.

Table 13.0 provides the respondent’s results to the above question and suggests that most of the surveyed companies/organisations (79%) have established a financial commitment to competitive intelligence.  This table (13.0) provides a comparison with the Trengrove and Vryenhoek (1997) study results.  Interestingly, the results are almost identical. Table 13.0

Figure 13.1 provides a chart on competitive intelligence expenditure against company turn-over and as expected companies with a turn-over of $ 51 million and over have a higher expenditure (i.e. above $100K).  

To validate the respondent’s current view of competitive intelligence (as defined in Question 16) against the financial commitment of competitive intelligence, the responses from companies who believed competitive intelligence is very important and important were analysed.   

The results identified that 79% of all respondents had established a financial commitment to competitive intelligence, which ranged within four expenditure categories (Nil, $0-$25k, $25k to $100k and Above $100k). Twelve per cent of the responses categorised that competitive intelligence is very important/important and had financial commitment to competitive intelligence of over $100k. 

Six respondents answered that they had no financial commitment, but confirmed in Question 26 that they were planning to improve the ability to track their competitors and improve their competitive position (i.e. competitive intelligence was seen as a priority).   Table 13.2 compares respondents’ beliefs in competitive intelligence against expenditure.

Table 13.2

Question 26 also identified that 50% do not intend to improve its company’s tracking of competitors or competitive position versus 44% who answered yes.  There were two respondents (6%) who answered not sure.