Comparative Study of Competitive Intelligence Practices between Two Retail Banks in Brazil and South Africa

A S A Du Toit

doi:10.37380/jisib.v3i2.67

Abstract

Using competitive intelligence (CI) can help developing countries to increase their competitiveness. This paper compares the CI activities between two retail banks in Brazil and South Africa. An e-mail survey in a sample of 2550 employees in a retail bank in Brazil and 847 employees in a retail bank in South Africa was carried out in which CI practices were measured. Respondents in both countries were not very effective to conduct effective CI analysis. Respondents from Brazil consider information on operational risks as the most important while for South African respondents the most important information was on changing regulatory requirements. Although there is a culture of competitiveness in both organizations, it is recommended that if they want to compete effectively in the global economy, they should create CI awareness by organizing CI training sessions for employees.

Highlights

With the increased volatility of the business environment, companies rely on early detection of environmental changes so that they may respond with appropriate counter measures
Little research has been done on the application of Competitive intelligence (CI) in developing countries (Dou, n.d.; Dou, Dou & Manullang, 2005; Du Toit, 2003: 112) and the purpose of this paper is to compare the current situation with regard to CI processes between two retail banks in Brazil and South Africa
In Brazil 61.1% (376) of the respondents were on top management level with 38.9% (239) on middle management level while in South Africa 68.8% (238) of the respondents were on top management level with 31.2% (108) on middle management level

Summary

Introduction

With the increased volatility of the business environment, companies rely on early detection of environmental changes so that they may respond with appropriate counter measures. Since countries and companies require time to adapt to the changing environment they should have the ability to anticipate changes and imagine the consequences of alternative responses to those changes. According to Waheeduzzaman (2002: 13) the ultimate goal of competitiveness is to improve the standard of living or real income of the citizens of a country. 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). CI has long been recognised as a strategic management tool that could enhance competitiveness. This perception of CI as a strategic tool is not exclusive to developed countries. CI is essential, and will increasingly be a challenge in the years to come, especially for emerging economies (Canongia, 2006: 59)

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