Original Research

Understanding the use of strategic intelligence as a strategic management tool in the long-term insurance industry in South Africa

René Pellissier, J-P. Kruger
SA Journal of Information Management | Vol 13, No 1 | a426 | DOI: https://doi.org/10.4102/sajim.v13i1.426 | © 2011 René Pellissier, J-P. Kruger | This work is licensed under CC Attribution 4.0
Submitted: 25 May 2010 | Published: 11 October 2011

About the author(s)

René Pellissier, University of South Africa, South Africa
J-P. Kruger, University of South Africa, South Africa

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The purpose of this research paper was to explore the extent to which strategic intelligence is utilised within the South African long-term insurance industry and whether it could be used to identify opportunities or threats within the global environment to remain competitive, create greater innovation, and corporate advantage.

The paper obtained the qualitative views and opinions of strategic decision makers, on an executive managerial level within the South African long-term insurance industry, on their organisations use of strategic intelligence. It was found that there are marked differences in the conformity and usage of strategic intelligence and its components between the organisations surveyed, with a measurable difference between large and small organisations. It is, however, generally viewed that the use of a strategic intelligence framework could greatly enhance decision-making.

Data collection for the research undertaken was limited to the 82 long-term insurance companies, which were registered with the South African Financial Services Board. More specifically the focus was on the organisations listed on the Johannesburg Securities Exchange within the Life Assurance sector, within which a final response rate of 36.1% was achieved, including the 100% response rate from the six listed organisations.

By understanding the extent to which strategic intelligence is utilised in the South African longterminsurance industry, and the benefits or problems that are experienced by implementing and using strategic intelligence as an input to the strategic management process we can comprehend the value that strategic intelligence adds in the decision making process. The originality of this work concludes in the identification and utilisation of the most important factors of a strategic intelligence framework that will greatly enhance global corporate decisionmakingand result in competitive advantage and constant innovation within the South African business environment.


Business Intelligence; Competitive Intelligence; Knowledge Management; Long-Term Insurance Industry; Strategic Intelligence; Strategic Management; Strategic Management Tool; Strategic Decision-Making


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