Abstract
The purpose of this study is to explore the aspects of management of competitive intelligence process in Tunisian companies. This exploratory study was conducted using semi-in-depth interviews with six executives in six companies in Tunisia. The results revealed by this study that the competitive intelligence as a competitive tool is unknown to the vast majority of Tunisian companies. It is not still a formalized stage, but it is in an embryonic way. Second, two most important of information are collected: profiles of potentials customers, and opportunities in new market. Thirdly, for analysing and synthesising information the results indicate that managers knows and uses the majority of methods to analyze competitive information gathered especially in making decisions that fall the marketing department. Fourthly, all companies spend most of their time in collecting information. Although planning what and how to collect information and analysis they receive relatively less attention. This research suggests that overriding influence on successful competitive intelligence process is the existence of a management support, culture and structure, which encourage and develop competitive intelligence activities in companies.
Highlights
Environmental changes, including shifting market structures, technical opportunities and increasingly rapid political shifts, are compelling executives and organizations to collect, analyse, decide and act on environmental information ever more quickly (Huber, 1984; Bower, 1986; Huber and Mcdaniel, 1986, Eisenhardt, 1989)
The initial suggestions about understanding competitive intelligence process shows that competitive intelligence is not very well recognised in Tunisia
The goal of Competitive intelligence is to provide actionable intelligence that will provide a competitive edge to the organization
Summary
Environmental changes, including shifting market structures, technical opportunities and increasingly rapid political shifts, are compelling executives and organizations to collect, analyse, decide and act on environmental information ever more quickly (Huber, 1984; Bower, 1986; Huber and Mcdaniel, 1986, Eisenhardt, 1989). In this context, recognition of changes’ entity and market, competition, technology, innovation, customers’ behavioral patterns, and the prediction of future trends are necessary for competition (Gabbar, 2007). It is the fundamental basis of the strategic decision-making process (Dichman P., 2007)
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