CI Practices to Gain Competitive Advantage through Social Media in the PR Industry

Abstract

Background: In today’s evolving business ecosystem, the strategic integration of competitive intelligence (CI) is essential for organisations aiming to sustain and enhance their competitive positioning. As digitalisation reshapes operational landscapes, CI emerges as a pivotal mechanism for navigating complex market dynamics. This study investigated how CI, in conjunction with social media, catalyses innovation and competitive differentiation within the public relations (PR) industry.

Objectives: The research explored how the South African PR industry uses CI and social media to gain a competitive advantage. Drawing upon literature on CI, social media, and competitive strategy. Michael Porter’s ‘Five Forces’ framework was used to contextualise CI within broader organisational strategies.

Method: A qualitative research methodology was employed using interviews with PR specialists. A cross-sectional time horizon was used to capture current CI practices, and participants were selected through non-probability snowball sampling. Thematic analysis was conducted to interpret the data and generate insights on CI and social media application.

Results: The findings showed that social media plays a critical role in securing competitive advantage, though CI adoption is inconsistent in terminology and implementation. Many agencies outsource CI for specialised expertise. Porter’s model highlighted strong supplier bargaining power, demand for sustainability, low client turnover due to unique services, low entry barriers, and collaboration among independent practitioners.

Conclusion: CI and social media support PR agencies in enhancing strategy and maintaining competitiveness in a dynamic market.

Contribution: The study deepens understanding of CI in PR, especially its integration with social media and diverse approaches shaping industry practice.