The State of Competitive Intelligence within. New Zealand Private and Public Sector Organisations, страница 47

12. Do you think Competitive Intelligence is important to your company’s/organisations growth and development? 

13. How competitive would you describe the market that you are in?

14. How many competitors would you estimate that your company/organisation has?

15. Are your main competitors located in?

New Zealand                     Australasia                         Worldwide  

16. Which category would you best describe your company/organisations approach towards Competitive Intelligence. 

No deliberate CI activity and as a company, we believe we have all the information in-house to operate a business.  

While we do not have formal CI operations or dedicated CI resources, we do some ad hoc Competitive Intelligence exercises when challenged for market share by a competitor. 

We do actively operate CI operations, which enables us to anticipate market opportunities and threats rather than reacting to them.  However, our CI operation is informal and not structured (i.e. we do not follow any formal CI methods, like SWOT, Competitor Analysis etc.).

We take Competitive Intelligence very seriously and devote considerable resources to our CI operations and conduct market gained and lost scenarios through the use of a formal CI structure.

17. How do you rate your competitiveness relative to others IN the New Zealand market?

18. How do you rate your competitiveness relative to others OUTSIDE the New Zealand market?

19. How will competition in your market(s) change?

20. To what extent do you regard your company to be exposed to the following risks?

    Other (Please explain) _______________________________________________________

21. Over the next three years, what do you see as being the main things that you will need to know in order to maintain or improve your competitiveness?