Competitive Intelligence Implementation Challenges of Small and Medium-Sized Enterprises

Nenzhelele, Tshilidzi Eric; Pellissier, René

doi:10.5901/mjss.2014.v5n16p92

Cited by 16 publications

(21 citation statements)

References 34 publications

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“…Previous research has raised the challenge about not having the budget needed to implement BI according to needs [16,23] but two out of four companies in this research described that they simply do not use budgets. It is quite unlikely that those are the only companies that decide to stop working with budgets (or never start) making this an interesting aspect to further look at.…”

Section: Discussionmentioning

confidence: 99%

“…The companies in this research are quite late adopters of BI, but the challenges and reasons for why they are late adopters is not as straight forward as for example in Nenchelele & Pellissier (2014) who found lack of time, human resources, budgetary constraints and problems with creating awareness being the main challenges [23]. In addition, Scholz et al (2010) had found three overall challenges that were (1) depending on usage, (2) depending on solution and data quality and (3) challenges with interfaces.…”

Section: Discussionmentioning

confidence: 99%

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Challenges with BI adoption in SMEs

Gudfinnsson

Strand

2017

2017 8th International Conference on Information, Intelligence, Systems &Amp; Applications (IISA)

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Abstract-Business intelligence (BI) has become a well-known umbrella term both amongst academics and practitioners. Researchers have studied how companies can take advantage of BI and what challenges companies are facing when working with BI. However, research is mostly focused on large companies, despite the importance of small-and medium sized companies (SMEs) in both society and economically. This paper presents results of an in-depth qualitative case study on challenges faced by SMEs when adopting BI. The challenges are categorized according to a BI maturity model adopted as unit of assessment. The contribution of the results presented is two-folded; 1) It increases current literature regarding challenges when adopting BI in SMEs, and 2) It serves as guidance for SMEs on common pitfalls that ought to be avoided.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Challenges with BI adoption in SMEs

Gudfinnsson

Strand

2017

2017 8th International Conference on Information, Intelligence, Systems &Amp; Applications (IISA)

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“…They also inquired about the type of personnel that performs the intelligence tasks, whether software platforms for CI were used in order to simplify the CI process and convert the information extracted into large data sets (Aina et al, 2016) and finally the use of outside consulting services to perform the tasks of data acquiral and analysis. There is increasing use of such consulting subcontractors in the world, as confirmed by Nenzhelele and Pellissier (2014) in their research on South African firms.…”

Section: Methodsmentioning

confidence: 86%

“…These needs call for a structured process of information acquiral suited to the particularities of each firm, for the interpretation and analysis of that information, and for making the resulting analyses available to the firm’s decision makers. Often, these operations are carried out informally due to a lack of specialized personnel or insufficient budget (Nenzhelele and Pellissier, 2014). But firms need to be able to structure this intelligence cycle because its application will help improve their competitive position and market share (Stefanikova et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

Competitive intelligence in Spain

Cañavate¹,

Alves-Albero

2017

Business Information Review

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This study presents the main results of a survey of a sample of Spanish firms which include competitive intelligence and/or technology watch (TW) services in their organigrams or which are consumers of such intelligence products. The objectives were to acquire information on (i) the model (whether centralized or decentralized) of their intelligence services and personnel and their consumption of external intelligence consulting services and TW platforms; (ii) the methods they use to determine what information they need; (iii) the means they use to obtain that information; (iv) areas in which they seek information (competitors, consumers, economic situation, etc.); (v) their methods of analysis; (vi) the products generated by that analysis; and (vii) how they promote intelligence tasks internally. The results and the main conclusions are provided in the corresponding sections.

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“…Companies are faced with an increasingly competitive environment that makes it difficult to keep a sustained competitive advantage (Nenzhelele & Pellissier, 2014). To survive in such a marketplace, they must monitor business environment, gather intellectual information, and make proper and immediate decisions when encountering different opportunities and market threats to improve their performance compared to other competitors.…”

Section: Introductionmentioning

confidence: 99%