Abstract
Orientation: This article compared competitive intelligence activities in Brazil, Malaysia, Morocco and South Africa.Research purpose: The purpose was to determine how these countries can use competitive intelligence to increase their competitiveness in the global economy.Motivation for the study: Competitive intelligence is a challenge in developing economies.Research design, approach and method: A questionnaire survey was sent to competitive intelligence professionals in the four study countries.Main findings: The most important primary information source used in all four countries is direct customer feedback and the most important secondary information source used is corporate websites. Companies in all four countries did not use advanced analysis techniques.Practical/managerial implications: It is recommended that all four countries should develop a competitive intelligence culture by creating awareness of competitive intelligence amongst their employees.Contribution/value added: It is crucial to apply competitive intelligence in the four countries in order to become more competitive in the global economy.
Highlights
The economic success of a country depends on its capacity to apply activities which create a competitive advantage, its ability to create an environment of transformation and progress and its capacity to innovate (Canongia 2006:58)
In Brazil, Malaysia and Morocco, the majority of respondents were younger than 50 years old (Brazil 84.6%, Malaysia 90.5% and Morocco 92%), whilst in South Africa, only half of the respondents were younger than 50 years (50%)
Customer segmentation analysis is one of the five most important analytical methods used by respondents in Brazil (23%) and Morocco (22%), benchmarking is one of the five most important analytical methods used by respondents in Morocco (28%) and South Africa (15%), gap analysis one of the five most important analytical methods used by respondents in Morocco (18%) and South Africa (15%), whilst industry analysis is one of the five most important analytical methods used by respondents in Malaysia (62%) and South Africa (50%).This means that none of the respondents in all four countries use advanced analysis techniques, for example, psychological profiling or on-line data screening, to interpret information
Summary
The economic success of a country depends on its capacity to apply activities which create a competitive advantage, its ability to create an environment of transformation and progress and its capacity to innovate (Canongia 2006:58). Competitive intelligence (CI) has long been recognised as a strategic management tool that could enhance competitiveness. This article will compare CI activities in Brazil, Malaysia, Morocco and South Africa. Companies in these four countries are facing increased environmental uncertainty as a result of the challenges of the global economy and there is an increasing need to compete globally and to monitor and understand the environment more accurately for survival and success (Kalinowski 2012:14). The purpose of this article is to examine the current situation with regard to CI activities in the four above-mentioned countries Companies in these countries tend to be less dynamic and more resistant to change, compared with companies in industrialised countries (Hawkins 2004:42–52)
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