Original Research

Towards a universal competitive intelligence process model

Rene Pellissier, Tshilidzi E. Nenzhelele
South African Journal of Information Management | Vol 15, No 2 | a567 | DOI: https://doi.org/10.4102/sajim.v15i2.567 | © 2013 Rene Pellissier, Tshilidzi E. Nenzhelele | This work is licensed under CC Attribution 4.0
Submitted: 21 March 2013 | Published: 28 August 2013

About the author(s)

Rene Pellissier, School of Business Leadership, University of South Africa, Pretoria, South Africa
Tshilidzi E. Nenzhelele, Department of Business Management, University of South Africa, Pretoria, South Africa

Abstract

Background: Competitive intelligence (CI) provides actionable intelligence, which provides a competitive edge in enterprises. However, without proper process, it is difficult to develop actionable intelligence. There are disagreements about how the CI process should be structured. For CI professionals to focus on producing actionable intelligence, and to do so with simplicity, they need a common CI process model.

Objectives: The purpose of this research is to review the current literature on CI, to look at the aims of identifying and analysing CI process models, and finally to propose a universal CI process model.

Method: The study was qualitative in nature and content analysis was conducted on all identified sources establishing and analysing CI process models. To identify relevant literature, academic databases and search engines were used. Moreover, a review of references in related studies led to more relevant sources, the references of which were further reviewed and analysed. To ensure reliability, only peer-reviewed articles were used.

Results: The findings reveal that the majority of scholars view the CI process as a cycle of interrelated phases. The output of one phase is the input of the next phase.

Conclusion: The CI process is a cycle of interrelated phases. The output of one phase is the input of the next phase. These phases are influenced by the following factors: decision makers, process and structure, organisational awareness and culture, and feedback.


Keywords

Competitive Intelligence; Competitive Intelligence Process; Competitive Intelligence Process Model

Metrics

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