American Journal of Business and Management

Vol. 2, No. 3, 2013, 239-244

DOI: 10.11634/216796061302397

Key Success Factors for Developing Competitive Intelligence in Organisation

Wadie Nasri1 and Mohamed Zarai2

1
Higher Institute of Management, University of Gabes, Tunisia
2
Faculty of Business Administration, Majmaah University, Saudi Arabia

The purpose of this paper is twofold. First, to understand Competitive Intelligence (CI) and report the process that
is commonly used to create and maintain a CI program in organizations. And second, to provide key success
factors in developing a functional intelligence program for an organization. The paper presents a review of the
literature on CI process to collect and analyze competitive information within organizations in order to identify
key success factors in developing a functional intelligence program for an organization. Five success factors can
be defined as an item related to CI process: management support and understanding, focus and CI effort, location
of CI function, CI personal, and product. The paper provides executive decision makers and strategic managers a
better understanding of what CI process and appropriate to the decisions they must to develop a functional
intelligence program for an organization.

Key Words: Competitive Intelligence, IC process and effort, function, personal, product, organisations

Introduction product lines; reasons behind changes in the corporate

or business unit strategy, etc. (Britt, 2006).
The rapid environments changes pose important CI is an art of collecting, processing and storing
constraints and contingencies for organizations, and information to be made available to people at all
their competitiveness depends on their ability to levels of the firm to help shape its future and protect it
monitor and adapt their strategies based on information against current competitive threat: it should be legal
acquired through environmental scanning activities and respect codes of ethics: it involves a transfer of
(Boyd & Fulk, 1996). Competitive Intelligence (CI) is knowledge from the environment to the organisation
the process by which organizations gather and use within established rules (Rouach & Santi, 2001).
information about products, customers, and The aim of CI is management and reduction of
competitors, for their short and long term strategic risk, create useful knowledge, safety information and
planning (Ettorre, 1995). use of shared information (Priporas et al, 2005).
CI is an important source of information for Organizations that use a CI program, has better
business planning and other activities because it understanding of the competitive landscape (Vedder et
provides information about present and future al, 2002), and with moving toward a wise strategies,
behavior of competitors and the general business they develop programs to increase their competitive
environment (Vedder & Guynes, 2002). Integrating advantage (Wright & Calof, 2006). Piercy et al, (1998),
knowledge management and CI encourages their use, also states, that organizations which have intelligent
improves their quality and allows the firm to respond employees are able to make competitive advantage
more rapidly to changing business conditions (Senge, through innovation better than others. Consequently,
1990). It is the first step guiding the planning and many organizations, are initiating their own CI services
redesign of processes, products, and organization to advise their decision makers. Without a proper
structure (Gimaraes, 2000). intelligence process and structure, it is difficult to
Companies with using CI and analysis of develop intelligence.
competitor's strengths and weaknesses are able to The purpose of this survey research is twofold.
predict opportunities of market development and First, to understand CI and report the process that is
having better performance rather than competitors commonly used to create and maintain a CI program
(Britt, 2006). CI examples include analysis of the in organizations. And second, to identify key success
manufacturing or service capabilities of the factors in developing a functional intelligence
competitors; analysis of alliances and/or joint program for an organization. The rest of the paper is
ventures entered into by competitors; the competitor’s organized as follows: section 2 explains a clear
future plans and strategies for specific markets, or understanding of CI and its benefits. Section 3
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 American Journal of Business and Management 240

explains the process commonly used in CI. Section 4 -Integrating diverse ideas.
describes the key success factors in developing a -Enhancing organization’s competitiveness.
functional intelligence program for an organization. -Predicting, with a high level of trust, business
Section 5 concludes the paper. environment’s evolutions, competitors’ actions,
customers’ requirements, even influences generated
by political changes.
What is Competitive Intelligence?
-Providing a better and better support for strategic
decision making process (Anica-Popa & Cucui, 2009).
The Society of Competitive Intelligence Professionals
CI is frequently misunderstood as it’s a sort of
(SCIP, 2008) defines CI as a systematic and ethical
business espionage. The reason of this confusion is
process for gathering, analysing and managing external
they both have common activities. But espionage is
information that can affect the company's plans,
unlawful and unethical while competitive intelligence
decisions and operations. CI means a systematic
is legal and associated with a detailed code of ethics
process initiated by organizations in order to gather and
(Richardson & Luchsinger, 2007).
analyze information about competitors and the general
socio-political and economic environment of the firm
(Colakoglu, 2011). Competitive Intelligence process
It is conceptualized as a process of monitoring the
competitive environment, with a goal to provide The CI process is often cited in literature as a five-
actionable intelligence that will provide a competitive phase process, consisting of formal and informal
edge to the organization (Kahaner, 1998). Fleisher activities: planning and focus, data and information
(2001) prefers to consider the process of CI in which collection, analysis, dissemination and feedback of
organizations capture information on competitors and intelligence (Kahaner, 1998).
their environment and applies it in their decision Planning and focus – In this phase the company’s
making process and planning with the purpose of defines their needs in terms of what information is
improving the performance of the business. CI needed? Why is it needed? When is it due? - Effective
techniques systematically and ethically gather, analyze intelligence processes do not attempt to collect all
and disseminate external information that can assist possible information or research everything related to a
with organizational decision-making and the design of subject (Gilad & Gilad, 1985; Herring, 1998). CI
strategic and operational plans (SCIP, 2008). should only focus on those issues of highest
The most common benefit of CI however is its importance to senior management (Gilad, 1989; Gilad
ability to build information profiles that helps a company and Gilad, 1985; Herring, 1998; Montgomery and
identify its competitor’s strengths, weaknesses, Weinberg, 1979; Porter, 1980). It involves working
strategies, objectives, market positioning and likely with decision makers to discover their intelligence
reaction patterns (Ranjit, 2008); provide the basis for needs and then translating those needs into their
continuous improvement (Babbar & Rai, 1993); shed specific intelligence requirements or “key intelligence
light on competitor strategies (Westervelt, 1996); topics” (KITs) (Weiss, 2002). This phase is required to
improve speed to markets and supporting rapid allow the necessary resources for the CI process.
globalization (Ettorre, 1995); improve the likelihood of Herring (1998) and Gilad (1989) have emphasized the
company survival (Westervelt, 1996); increase business importance of planning and focus for the intelligence
volume (Darling, 1996); providing better customer effort.
assessment (Darling, 1996); and to aide in the Collection – In this phase the organization's
understanding of external influences (Sawka et al, 1996). needs must be translated into specific elements of
Competitive intelligence (CI) can help formulate information that will be required. A list of questions
strategy through an understanding of the company’s and selected potential sources should be prepared in
industry, the company itself, and its competitors. CI advance in order to make collection activities more
therefore is the essence of strategic business analysis. targeted and effective. Information is collected from a
It can also help identify areas of improvement as well variety of different sources. These include both
as risks and opportunities (Ranjit, 2008). By using CI primary and secondary sources.
firms may reach better performance in fallowing areas Primary data comes straight from the source, your
-Acquisition of new business competition or people who know about your
-Retention of existing business competition (Richard, 2007). Primary sources may be
-Improvements in sales-force performance and morale. industry experts (e.g., analysts and consultants), as
-Identification of new business opportunities. well as customers, suppliers and key staff members
-Sharing of ideas. within such departments as corporate communications
-Improved ability to anticipate surprises. and investor relations. According to Kahaner (1998),
-Improving managers’ analytical skills. author of CI, the single best source of CI is your sales
241 W. Nasri and M. Zarai

force. Similarly, the people in your organization who determine the validity of their assumptions as well as
talk to suppliers and truckers often can unearth the probability of the forthcoming impacts.
valuable competitive information. Other good A number of analytical tools and models are
primary sources include: available to place the collected data within a useful
-Speeches by CEOs and others in top management. context for strategic decision making. Fleischer and
-Articles, research papers, or books authored by Bensoussan (2003) and Gray (2010) have identified
employees. several strategic analytical techniques including
-Company Web site content. -SWOT (Strengths, Weaknesses, Opportunities, and
-Patents and commercial registry findings. Threats) analysis
-Surveys and interviews. -Competitor profiles
-Remote sensing (such as from cameras or satellite -Environmental scanning
imagery). -Modeling, PEST
-Building permits. -Industry analysis (Porters Five Forces Model)
-Uniform Commercial Code (UCC) registrations -Financial analysis
(Richard, 2007). -BCG growth/share portfolio matrix
Secondary data sources can include various -GE Business screen matrix
databases and print publications, such as analysts' -Scenarios
reports, government publications, industry newsletters, -War gaming
annual reports, executives' speeches, technical reports, -Value chain analysis
patent reports and publications generated by Each of these analytical techniques involves
competitors. External sources do not have to be mapping collected information to predefined matrices
published; in fact, most managers get much of their or information categories to address specific strategic
information from word-of mouth through a personal decisions. Each is good in some areas and flawed in
network of contacts. Obviously, the Internet comes others. In addition, they must be able to support the
heavily into play here (Richard, 2007). Internet has quick reaching of conclusions in the face of new
vastly simplified the task of discovering information information.
about competitors and industry trends from: Communication and feedback – The results of the
-Newspapers, business magazines, and other print intelligence process need to be communicated to the
media. appropriate decision-makers within the firm in a format
-Electronic sources. that is easily understood (Miller, 2001). There are
-Analysts' reports and expert opinions. several ways of presenting and disseminating
-Books about the industry or company. competitive intelligence throughout a firm. Intelligence
-Published commentary and observations. communication can take place via ad hoc reports,
-Legal briefs and filings. alerts, e-mails, presentations, news briefs, competitor
-General blogs. files and special memos (Fleisher, 2001). Some
-Employee blogs companies hold periodic competitive debriefings for
The choice of a particular source is directly senior management in order to discuss the firm’s
related to the type of data or information required; principal competitors, their performance, their possible
such factors as ease of access ease of processing the actions and the implications for the firm. Feedback
source, cost, availability, quantity and quality of activities involve measuring the impact of the
information will also probably impact on selection intelligence that was provided to the decision makers.
(Wanderley 1999). Collection is also about ensuring Planning and focus, collection, analysis and
that the information and sources of information are communication and feedback are interrelated and
tested for reliability and credibility. therefore the success of the one will determine the
Analysis – It is an essential step, which includes success of the other (Straus & Toit, 2010). Several
analysis of collected data to identify patterns, studies indicate that the generally accepted norm for
relationships, or anomalies in it. It involves the CI cycle includes the constructs of planning and
interpreting and translating the collected raw data into focus, collection, analysis, communication, process
“actionable intelligence” (Miller, 2001). Many and structure, and organisational awareness and
practitioners believe that this is where "true" culture (Viviers et al. , 2005; Viviers & Saayman,
intelligence is created, that is converting information 2004). Intelligence requires appropriate policies,
into usable intelligence on which strategic and tactical procedures, and a formal or informal infrastructure to
decisions may be made (Gilad, 1989; Gilad & Gilad, enable employees to contribute effectively to the CI
1985; Kahaner, 1996; Calof and Miller, 1997; system as well as to gain benefits from the CI process
Herring, 1998). Professionals evaluate the data to are considered highly desirable. To utilize its CI efforts
successfully, there needs to be an appropriate
 American Journal of Business and Management 242

organizational awareness of intelligence and a culture -The fifth focus area is assistance with the strategic
of competitiveness. Every organization implements the planning process of the organization. CI supporting this
process differently, with specific components being focal area centers on the collection and analysis of
assigned to individual members of an intelligence team information that is an essential input into the design
or with the entire process being outsourced to a and implementation of strategic plans.
research firm or even to a single individual (Miller,
1996). Location of Competitive Intelligence function

One of the important aspects of CI is communicating

Success Factors to Promote Competitive Intelligence
critical information to senior management that assists
them in strategic decision-making. Therefore, the
There are five distinct success factors to be addressed
location of CI within the firm and its importance within
when developing an effective intelligence program:
the firm are critical. A recent study by Saayman et al,
-Management support and understanding
(2008) argues that the location of the CI unit has a
-Focus and CI effort
significant impact on its efficacy. The location of the
-Location of CI function
CI function is very important for a firm to fully
-CI personal
leverage its effectiveness (Fuld, 1991). For maximum
-CI product
efficiency and power, the CI unit should be placed high
enough in the organization so people respect it and see
Management support and understanding
that it has a senior champion. However, it should also
be accessible by everyone in the company and not be
First, managers must recognize the importance of CI,
part of any one division as previously noted (Kahanner,
by suggesting that it is the process by which
1998). CI unit can actively participate in introducing a
organizations gather and use information about
competitive intelligence process in several ways:
products, customers, and competitors to enhance the
-Identifying the need for a new or improved CI
tactical and strategic decision-making process. This is
process;
evidence of the fact that CI is an important tool in the
-Educating top management and other senior managers
development of strategy in the organisations. In order
about that need;
to effectively utilize information in a manner desired
-Developing a plan along with cross-functional team
by organizations, it is crucial that all employees
members for designing, developing and implementing
understand issues such as why information is needed
the new, improved competitive intelligence practice,
(for what purpose), how it is acquired (process), what
including its underlying architectures;
kind of information is used, and where it is located.
-Identifying the appropriate tools and techniques for
conducting competitor analysis;
Focus and Competitive Intelligence effort
-Providing financial input, analysis and expertise to the
CI effort;
There are five generic focuses that can be developed to
-Contributing to and using CI in target costing;
elaborate CI programs (Prescott, 1999):
- Ensuring that the CI efforts are tied to the firm’s
-A focus on early warning centers on identifying
goals, strategies, objectives and internal processes, as
opportunities and threats in the before they become
appropriate; and,
obvious to all industry players. The primary efforts of
- Continually assessing the new, improved CI process
this focus center on how the firm should position itself
and its implications for the organization, and
in light of a potential opportunity or threat.
continually improving the process.
-A second focus is providing support for strategic
CI function, like other function, has a variety of
decision making. These CI activities are designed to
needs that must be met in order for intelligence to add
bring information and analysis to bear on important
value to the enterprise. These needs fall into five broad
strategic thrusts.
categories: access to decision-making; visibility; links
-A third potential focus area, tactical decision making,
to other parts of the enterprise; funding; and nurturing
emphasizes the day-to-day operations of a business.
(Du Toit & Muller, 2004).
When CI is linked to the sales function, we often see a
CI units must be located so that they are in a
tactical focus.
position to support decision making by providing
-The fourth potential CI program focus would be
competitive insights, discussing alternatives and
competitive monitoring and assessment. In this
compelling action. CI must be as close to the decision
situation, developing a deep understanding of
maker as possible (Miller, 2000). Intelligence units
competitors strategic and tactical intent and how to
should be highly visible components of corporate
position the firm receives central attention.
organizations. Intelligence units should be located
243 W. Nasri and M. Zarai

organizationally so that they have strong links to other - Awareness – even in high-morale organizations
parts of the enterprise. Intelligence functions must be whose employees are happy to contribute vital
able to interact with other corporate components, for information to management, individuals need to know
example sales and marketing, planning, purchasing and what information is important and who needs it. Firms
manufacturing (Du Toit & Muller, 2004). Intelligence raise employee awareness in many ways. For example,
units that are to have any recognizable impact on Xerox’s copier group constantly “broadcasts”
corporate decision-making and competitiveness must competitor information throughout the organization via
have adequate staff, technology and other support bulletin boards and displays. In one long corridor, for
(Miller, 2000). example, the Competitive Assessment Team posts
competitors’ newspaper advertisements to raise
Competitive Intelligence personal awareness of competing products, features and prices.

To be effective, CI must reach the right people within Competitive Intelligence product
the organization, and they must be willing to act on it
and contribute towards CI. A variety of disciplines can Fleisher (2002) prefers to consider the process of CI
be represented: marketing and sales, production and in which organizations capture information on
distribution, product development, finance and competitors and their environment and applies it in
accounting. They must be capable of carrying out a their decision making process and planning with the
variety of basic intelligence activities in a professional purpose of improving the performance of the
and proficient manner (Herring 1997). Prescott and business.
Miller (2001) state that all employees can be trained to The value of the intelligence, produced through a CI
provide information to the CI group and that they are program, can possibly be measured across one or
most likely to do so if they receive information in more of the following attributes (Ranjit, 2007):
return to enable them to make valuable decisions. For - Accuracy – all sources and data must be evaluated
example, marketing, sales and service staff are always for the possibility of technical error or misperception;
aware of market behavior and trends, and of how - objectivity;
competitors are creating them or usually responding to - Usability – must be in a form that facilitates ready
them. Salespeople are more than likely dealing with comprehension and immediate application;
more than one organization, smaller organizations will - Relevance – its applicability to a decision maker’s
not only be able to find out about changes in their requirements, with potential consequences and
supplier industries but also will be able to obtain significance of the information made explicit to the
information about what their competitors are doing. decision maker’s circumstances;
Although training is an additional construct to the CI - Readiness – CI systems must be responsive to the
process, it is clear that training contributes to the existing and contingent intelligence requirements of
success of each phase in the CI cycle (Strauss & Du decision makers for all levels of the organization; and
Toit, 2010). - Timeliness – intelligence must be delivered while the
Embedding competitive intelligence necessitates content is still actionable under the decision maker’s
considerable training throughout the organization. circumstances.
Employees need to know the rationale for the program.
They need to perceive the usefulness of the competitive
information they encounter. Finally, every employee Conclusion
must be motivated to become active in the program.
This paper has identified four different processes
Employees need education about possible sources of
within intelligence: planning/focus, collection,
information that exist and about how to communicate
analysis and communication, with process/structure
in order to make the process work. A good intelligence
and culture/awareness/attitude being undeniable
program works only if everybody participates (Strauss
influencers of success. The planning and focus phase
& Du Toit, 2010):
concentrates on the identification of needs in order to
- Incentives – without incentives to provide a personal
collect all relevant information, which is the second
benefit, employees lack motivation to join the
phase. In the third phase all collected information
intelligence effort. Many companies motivate their
must be verified to determine rationality and
employees to contribute by simply feeding back
factuality. This information is then communicated in
information through newsletters, e-mail or competitor
an appropriate way to the relevant parties. The fifth
information bulletin boards. Other firms give awards to
phase requires the appropriate policies and procedures
employees who have contributed vital market and
to be in place for CI to make a positive contribution to
competitor information to managers.
the organisation. There are five distinct success
factors to be addressed when developing an effective
 American Journal of Business and Management 244

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