Abstract
Competitive intelligence (CI) has long been recognised as a strategic management tool that could enhance competitiveness. CI is expected to play an essential developmental role in emerging economies. The need to enhance companies’ competitiveness has grown rapidly. CI is essential, and will increasingly be a challenge in the years to come, especially for emerging economies. This article will compare CI activities in South Africa with CI activities in Brazil. Companies in these two countries have faced increased environmental uncertainty and increasingly there is a need to compete. A questionnaire survey methodology was used where questionnaires were administered to CI experts in organisations in South Africa and Brazil. The findings of the study revealed that only a limited number of organisations in Brazil and South Africa recognise the importance of a CI unit. It was also interesting to note that the CI function is more mature in South Africa than in Brazil. As Brazil and South Africa become more integrated into the global economy, it stands to reason that the global economy will have more of an impact on the countries’ economies. To this end it has become more crucial to monitor global events and trends and it is very important for both countries to develop a CI culture.
Highlights
It has been stated that “the economic success of a country depends on its capacity to apply activities that 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” (Du Toit, 2003: 113)
In Brazil 84.6% of the respondents were younger than 50 years while in South Africa 50% of the respondents were younger than 50 years
The South African findings here correlate with the findings of Du Toit and Strauss (2010: 312) which found that majority of the individuals in their study had postgraduate qualifications and were situated in top management or senior/middle management levels in the organisations
Summary
It has been stated that “the economic success of a country depends on its capacity to apply activities that 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” (Du Toit, 2003: 113). This perception of CI as a strategic. Sewdass & Du Toit tool is not exclusive to developed countries. CI is expected to play an essential developmental role in developing countries as well. CI is essential, and will increasingly be a challenge in the years to come, especially for emerging economies” (Canongia, 2006: 58)
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