The research aim is to understand how the competitive intelligence (CI) process in large-scale Swiss telecom companies contributes to management decision-making. Studying CI activities of the Swiss large-scale telecom firms (Swisscom, Sunrise, Orange/Salt, Cablecom) in a dynamic European context offers useful insight into the critical challenges that service firms now face when developing intelligence in disruptive market contexts where aggressive competitive behaviour is evident. In considering CI theory, this study has reviewed perspectives drawn from research on the CI process, studies on knowledge management and work on systems thinking. In extending the predominant modular view of CI to include elements of systems thinking, this study has added to our academic understanding of CI at firm level. An Integrative CI Activities framework was developed that enables a more holistic perspective of CI to be adopted, taking account of operational, organisational and strategic perspectives. A diagram representing the range of CI analysis methodologies has also been generated, that differentiates between internal/external orientation and static/dynamic forms of CI analysis. Such frameworks can be used by CI researchers in other market contexts. The methodology for this study drew on a pragmatist philosophy, using a case study strategy that adopted mixed methods in data collection, including semi-structured depth interviews with top CI Analysts in each firm. Findings have shown differences in the scope of CI Activities that link to stages of CI development (developing, developed) and variation between headquarters-centred and firm-centred approaches to CI planning and implementation. The adoption of query based, flexible analysis approaches in firm-centred settings differ from more structured CI analysis techniques in headquarters-based firms. Evidence from this study suggests that networked communication, strong feedback mechanisms and the adoption of more flexible CI analyst roles link to more effective CI processes and to greater potential for direct CI contribution to decision-making. Key contributions emerge through the three lenses of analysis adopted (operational, organisational and strategic); in terms of operational CI processes, the study identifies a complex integrated system at work in firms that implement CI effectively. In studying the link between organisational structure and CI analysis, the study has mapped organisational support patterns and how they shape the CI process at firm level. With respect to the strategic lens, following a detailed worked study of predictive analysis in one case firm, findings have identified adaptiveness in CI design as essential to address disruptive market change. Managerial consideration include a need for a) greater flexibility in CI implementation at firm level to adapt to turbulent markets, b) acknowledgement of the importance of the CI analyst role further and c) more dynamic CI content to be generated by CI analysts.

Competitive intelligence (CI) is one of the fastest growing fields in the business world South Africa included; yet little quantitative research has been conducted or published on the development and use of CI in South Africa. CI is concerned with the methods companies use to monitor their competitors, their own competitive position, and to improve their competitiveness. It is not a new business activity but modern CI is more focused, formal, organised and actionable. CI is not an activity limited to a few countries or companies in certain industries; it is a worldwide phenomenon. Most of the Fortune 500 companies use CI extensively. Literature shows some countries such as France, Japan, Sweden and the USA to be more advanced in their embracement of CI as a means to enhance competitiveness. In these countries, CI is a recognised business discipline and has become a major source to achieve competitive advantage. They are also developed in terms of the role government plays in supporting CI activities. Another indicator of CI as a growing practice worldwide is the development of the Society of Competitive Intelligence Professionals (SCIP). Globally, SCIP chapters have taken root in all continents. Moreover, SCIP Europe, SCIP Italia, SCIP Australia and SClP Deutschland are part of a growing worldwide network of SCIP affiliates, i.e. independent organisations that have formally affiliated with SCIP. Leaders in the field of CI training are France, Japan, Israel, Sweden, and Korea while Europe is beginning to appreciate the importance of CI as a corporate tool. Some practitioners suggest that in the near future, all MBA programmes in Europe will include CI as a core subject and that the investment community will be looking at companies' track records in terms of their CI practices (Blagg, 2002). In comparison, CI in South Africa is still in its infancy (Muller, 1999). However, with South Africa's competitive landscape being reshaped, the need for CI as a means to enhance competitiveness has grown rapidly. Research into CI in South Africa has been limited. The first comprehensive research projects were launched in the beginning of the century. Very few companies then knew about CI, let alone practice it. But that did not mean that companies did not monitor competitors and other external events. There was just no formalised structured approach in assessing their environment. Since then, a team of researchers came together to find an answer to the question: What is the level of development and deployment of CI in South Africa? The findings of the research indicated a realisation among South African companies that they will have to take pro-active steps based on available information in order to survive. An assessment of current programmes in CI at South African learning institutions revealed a lack of formal academic programmes. Current programmes are mainly limited to short courses in basic CI principles. At present there are no CI courses presented at secondary schools in South Africa, and although some progress has been made in the development of courses, much still needs to be done. Programmes should also be presented at business schools at MBA level or at least as part of management and leadership training. A detailed description of the development of CI in South Africa in the areas of research, consulting and training is provided in Chapter 2. To illustrate the CI practice in a company, a case study is discussed in Chapter 3 to examine and analyse the development of the CI capability in one of the most prominent pharmaceutical companies. The pharmaceutical industry provides an appropriate example of an industry that undergoes constant and rapid change. Various areas of CI still need to be researched including CI in the academy as well as further studies on how companies in South Africa conduct CI. This study aims to add to the growing database of research into CI in South Africa. For the first research article (chapter 2) two research methods were used i.e. a literature study irto CI as a business discipline and a qualitative design (interviews) to obtain information from leaders in CI in South Africa. Given that CI is still in its infancy, the sample was small and included all recognised knowledgeable people on Clin South Africa. For the second research article (chapter 3) the same two research methods were applied. Both a qualitative design (interviews) and a questionnaire were used for the collection of primary information on the targeted company. The interviews were conducted with the CI manager in the company that was targeted for the case study. The sensitive nature of CI meant that permission for the publication of the case study had to be obtained provided a disguised name was used. / Thesis (MA (Public Management and Governance))--North-West University, Potchefstroom Campus, 2004.

Competitive intelligence (CI) is one of the fastest growing fields in the business world South Africa included; yet little quantitative research has been conducted or published on the development and use of CI in South Africa. CI is concerned with the methods companies use to monitor their competitors, their own competitive position, and to improve their competitiveness. It is not a new business activity but modern CI is more focused, formal, organised and actionable. CI is not an activity limited to a few countries or companies in certain industries; it is a worldwide phenomenon. Most of the Fortune 500 companies use CI extensively. Literature shows some countries such as France, Japan, Sweden and the USA to be more advanced in their embracement of CI as a means to enhance competitiveness. In these countries, CI is a recognised business discipline and has become a major source to achieve competitive advantage. They are also developed in terms of the role government plays in supporting CI activities. Another indicator of CI as a growing practice worldwide is the development of the Society of Competitive Intelligence Professionals (SCIP). Globally, SCIP chapters have taken root in all continents. Moreover, SCIP Europe, SCIP Italia, SCIP Australia and SClP Deutschland are part of a growing worldwide network of SCIP affiliates, i.e. independent organisations that have formally affiliated with SCIP. Leaders in the field of CI training are France, Japan, Israel, Sweden, and Korea while Europe is beginning to appreciate the importance of CI as a corporate tool. Some practitioners suggest that in the near future, all MBA programmes in Europe will include CI as a core subject and that the investment community will be looking at companies' track records in terms of their CI practices (Blagg, 2002). In comparison, CI in South Africa is still in its infancy (Muller, 1999). However, with South Africa's competitive landscape being reshaped, the need for CI as a means to enhance competitiveness has grown rapidly. Research into CI in South Africa has been limited. The first comprehensive research projects were launched in the beginning of the century. Very few companies then knew about CI, let alone practice it. But that did not mean that companies did not monitor competitors and other external events. There was just no formalised structured approach in assessing their environment. Since then, a team of researchers came together to find an answer to the question: What is the level of development and deployment of CI in South Africa? The findings of the research indicated a realisation among South African companies that they will have to take pro-active steps based on available information in order to survive. An assessment of current programmes in CI at South African learning institutions revealed a lack of formal academic programmes. Current programmes are mainly limited to short courses in basic CI principles. At present there are no CI courses presented at secondary schools in South Africa, and although some progress has been made in the development of courses, much still needs to be done. Programmes should also be presented at business schools at MBA level or at least as part of management and leadership training. A detailed description of the development of CI in South Africa in the areas of research, consulting and training is provided in Chapter 2. To illustrate the CI practice in a company, a case study is discussed in Chapter 3 to examine and analyse the development of the CI capability in one of the most prominent pharmaceutical companies. The pharmaceutical industry provides an appropriate example of an industry that undergoes constant and rapid change. Various areas of CI still need to be researched including CI in the academy as well as further studies on how companies in South Africa conduct CI. This study aims to add to the growing database of research into CI in South Africa. For the first research article (chapter 2) two research methods were used i.e. a literature study irto CI as a business discipline and a qualitative design (interviews) to obtain information from leaders in CI in South Africa. Given that CI is still in its infancy, the sample was small and included all recognised knowledgeable people on Clin South Africa. For the second research article (chapter 3) the same two research methods were applied. Both a qualitative design (interviews) and a questionnaire were used for the collection of primary information on the targeted company. The interviews were conducted with the CI manager in the company that was targeted for the case study. The sensitive nature of CI meant that permission for the publication of the case study had to be obtained provided a disguised name was used. / Thesis (MA (Public Management and Governance))--North-West University, Potchefstroom Campus, 2004.

This thesis deals with the new unconventional way of agricultural land management. Currently, high precision of work machines in the field is required. The development and accessibility of modern agricultural equipment linked to the information technology has led this branch to the unnecessary and high precise field ecosystem management. This new approach is called as precision agriculture. In the theoretical part of work is made the literature research and overview of the available data about the precision farming methods and the possibilities of field observation and data collection, including their processing with the available high information technology. The practical part evaluates the current possibilities of precision farming in the Czech Republic and in the world and looks for a solution to its implementation in the specific business environment of the agricultural laboratory.

ABSTRACT Date:  2021-06-03 Level:  Bachelor Thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University Authors: Aryan Singh   Omar Eyad  Shaheen Mohammad  Title:  How Market Intelligence Helps With Pricing Tutor:  Ali Farashah Keywords: Digitalization, Business Intelligence (BI), Market Intelligence (MI), Competitive Intelligence (CI), Pricing, Decision Making, Dynamic Pricing Model, Price Authority Research Question: How does MI help in pricing decisions of the European market in Systemair Purpose: The purpose of this research is to investigate if Market Intelligence (MI) has any effect on pricing decisions within the European market in Systemair Group. Since the field of MI in pricing decisions is explorative, this study will conduct thorough interviews with the goal of getting a deep understanding of how MI can help with pricing decisions. This study also aims to contribute to the research in this subject. Method: This study has been conducted in a qualitative manner on the case company Systemair Group. Primary data was collected through academic articles found via the library of Mälardalen University and scientific databases. The research was based on 5 semi-structured interviews conducted online with employees of Systemair. Conclusion: MI plays an important role in pricing. It gathers real time market data that is objective to feelings from the sales team or other employees. Factory capacity will be optimized with the evolution of MI, profit margin will be set higher than before and so this will result in a push in the overall price level of Systemair products. Value-Based Selling points and Resources are an integral part of the dynamic pricing model, specifically in Strategic Input and Data Input respectively.

Abstract in English, Zulu and Afrikaans / The primary intent of this study was to develop a competitive intelligence (CI) programme implementation strategy framework for the effective use of CI in strategic decision-making (SDM) in a conglomerate, using embedded multiple units and a single-case exploratory study that is qualitative dominant. The study therefore explored the strategic value of CI for SDM in a company that has a conglomerate structure and whose subsidiaries are vertically integrated. Despite the perceived usefulness of CI for distinctive SDM, the case conglomerate and its subsidiaries had collected and employed the available CI products to support their strategic, tactical and other business decisions. Overall results indicated differences between the subsidiaries and the headquarter; and among the subsidiaries on CI practice (CI collection, CI coordination, CI sharing and CI effort) and CI usage for SDM and other decisions. Although a similar strategy development process (guided by the grand corporate strategy), management structure, decision-making process and orientation in the subsidiaries existed, these uniformities did not significantly result in a uniform level of application and usage of CI for SDM across the conglomerate. The conclusion is that CI application is very subjective and contextual even in a vertically integrated conglomerate. Through theory, literature review and empirical findings, synthesis and iteration, a middle-range theory that integrates the CI and SDM disciplines in terms of the contextual issues both share is also constructed. The study also developed a novel way of crafting CI for SDM, which may fit into the existing structure and realities of the conglomerate so as to formalise CI. The CI programme implementation strategy framework was developed considering the proof of tested theories, best practices, existing context, strategy, decision-making process, structure, enabling factors and capabilities of the conglomerate. The CI programme implementation strategy framework, accompanied by a proposed CI structure, has immediate pragmatic utility. It could enable the conglomerate to initiate a formal CI programme without delay and to develop it following an organisational maturation cycle. The study makes an original contribution by conceptualising a CI programme implementation strategy for a unique case and theorising the case within a novel extension within middle-range theory (“SDM and CI application can be viewed in the contextual domains both share”). The exploratory study itself, which led to merging theory and best practices with empirical results and fitting the theories and best practices into case conglomerate’s realities, also makes the study unique in terms of its approach and outputs. / Inhloso enkulu yalolu cwaningo kwakungukusungula uhlaka lokuqala ukusebenzisa uhlelo lwamasu obuhlakani bokuqhathanisa izinkampani ezincintisanayo, obaziwa ngokuthi yiCompetitive Intelligence (iCI) ngesiNgisi ukuze isebenze kahle ekuthathweni kwezinqumo ezihambisana namasu okwaziwa ngestrategic decision-making (iSDM) ngesiNgisi kwinhlanganyela yezinkampani, kusetshenziswa uhlobo locwaningo olungamayunithi amaningi afakwe ndawonye, oluhlola udaba olulodwa nolugxile kakhulu ekuqoqweni kwemininingwane. Ngakhoke, lolu cwaningo luhlole umthelela omuhle wamasu eCI ngokuthatha izinqumo ezihambisana namasu (iSDM) enkampanini enomumo wenhlanganyela yezinkampani enezinkampani ezingena ngaphansi kwayo ezenza imisebenzi eyahlukahlukene. Phezu kokumsebenzi obonakalayo weCI ngokuhlukile kwiSDM, inhlangayela yezinkampani okuyiyo ebhekiwe kanye nezinkampani ezingaphansi kwayo yaqoqa yase isebenzisa imikhiqizo yeCI etholakalayo ukusingatha ukuthatha kwayo izinqumo ezihambisana namasu, namaqhinga kanye nezinye izinqumo zebhizinisi. Imiphumela ephelele yabonisa ukuthi kukhona ukungafani phakathi kwezinkampani ezingena ngaphansi kwayo kanye nekomkhulu; kanti futhi phakathi wezinkampani ezingena ngaphansi kwayo kokuphathelene neCI (Ukuqoqwa kwemininingwane yeCI, ukuhlanganiswa kwemininingwane yeCI, ukusabalalisa imininingwane yeCI nokusebenza kweCI) nokusetshenziswa kweSDM nezinye izinqumo. Nakuba kwakukhona inqubo yokuthuthukisa isu elifanayo (elandela imigomo yesu elihle lenkampani), ukwakheka kohlaka lwabaphethe, inqubo yokuthatha izinqumo kanye nokuqondiswa kwezinkampani ezingaphansi kwenye, lokhu kwefaniswa akuzange kube ngokufanayo endleleni yokwenza nokusebenziswa kweCI kwiSDM kwinhlangayela yezinkampani. Isiphetho ukuthi uhlelo lokusebenza lweCI luncike kakhulu ohlangothini nasengqikithini eyodwa kwinhlanganyela yezinkampani ezenza izinto ezahlukahlukene. Ngokulandela ukuhlaziywa kwemibhalo yemibono yezinzululwazi, kanye nokutholakele uma kwenziwa ucwaningo olubheka izinto ngenkathi zenzeka, ukuhlanganiswa kwemininingwane kanye nokuphindaphindwa kokuhlolwa, kuphinde kwakhiwe imibono yezinzululwazi emibili ehlanganisa imikhakha yeCI neSDM maqondana nezingqikithi ezifanayo kuyona. Ekugcineni, ucwaningo luphinde lwasungula indlela engakaze ibe khona yokwakha iCI iyakhela iSDM engangena ithi khaxa ekwakhekeni nasesimweni esikhona senhlanganyela yezinkampani ukuze iCI ihleleke ngokusemthethweni. Uhlaka lwesu lokuqaliswa kokusebenza kohlelo lweCI lwenziwa ngoba kucatshangwa ngobufakazi obutholakala kwimibono yezinzululwazi ehloliwe, okusebenze ngempumelelo, indikimba ekhona njengamanje, isu, inqubo yokuthatha izinqumo, ukwakheka, yilokho okwenza izinto zenzeke futhi kusebenzeke kwinhlanganyela yezinkampani. Uhlaka lwesu lokuqaliswa kokusebenza kohlelo lweCI, oluphelezelwa ukwakheka okuhlongoziwe kweCI kukwazi ukuhlolisisa kahle umqondo wokukwazi ukubona ubungako bolwazi nesidingo solunye ucwaningo. Kungasiza inhlanganyela yezinkampani, cishe, ukuba ikwazi ukuqala uhlelo olusha lweCI nokulithuthukisa kulandela uchungechunge lwendlela yokukhula yenhlangano. Ucwaningo lufaka ulwazi olusha esivivaneni ngokuqhamuka nomqondo omusha wesu lokuqala ukusebenzisa uhlelo lweCI odabeni olungajwayelekile, bese lubeka imibono ngodaba olubhekwayo ngendlela engakaze yenzeke nehlanganisa imibono yezinzululwazi kanye nocwaningo olubheka izinto ngenkathi zenzeka (“Ukusetshenziswa kweSDM neCI kungabhekwa ezizindeni zengqikithi ezifanayo kukona”). Ucwaningo oluhlolayo, lona uqobo, oluholela ekuhlanganisweni kwemibono yezinzululwazi nokubhekwa kwalokho okucwaningwayo ukuthi kusebenza kahle kuphi kanye nemiphumela yocwaningo olubheka izinto ngenkathi zenzeka, nokuhlanganisa lokho nokwenzeka ngempela enhlanganyeleni yezinkampani, nakho kwenza lolu cwaningo lube ngolwehlukile maqondana nendlela oluyilandelayo kanye nemiphumela evelayo. / Die primêre doel van hierdie studie was om 'n strategieraamwerk vir programimplementering van mededingingsintelligensie (MI) te ontwikkel vir die doeltreffende gebruik van MI in strategiese besluitneming in 'n konglomeraat, deur 'n vasgelegde veelvoudige eenhede, enkelgeval-verkenningstudie, wat ook kwalitatief dominant is, te gebruik. Die studie het dus die strategiese waarde van MI vir strategiese besluitneming verken in 'n maatskappy wat 'n konglomeraatstruktuur het en wie se filiale vertikaal geïntegreer is. Ondanks die waargenome nuttigheid van MI vir spesifiek strategiese besluitneming, het die gevallestudiekonglomeraat en sy filiale die beskikbare MI-produkte versamel en aangewend om hul strategiese, taktiese en ander sakebesluite te ondersteun. Algehele resultate het die bestaan van verskille tussen die filiale en die hoofkantoor aangedui; en tussen die filiale oor MI-praktyke (MI-versameling, MI-koördinering; MI-deling en MI-pogings) en MI-gebruik vir strategiese en ander besluite. Alhoewel daar soortgelyke strategiese ontwikkelingsprosesse bestaan (gelei deur die groot korporatiewe strategie), het hierdie eenvormigheid in bestuurstrukture, besluitnemingprosesse en oriëntering in die filiale nie 'n beduidende eenvormige vlak van toepassing en gebruik van MI vir strategiese besluitneming regdeur die konglomeraat tot gevolg gehad nie. Gevolglik is MI-toepassing baie subjektief en kontekstueel, selfs in 'n konglomeraat wat vertikaal geïntegreer is. Deur teoretiese, literatuuroorsig- en empiriese bevindinge is sintese en iterasie, twee middelvlakteorieë, ook saamgestel wat velde van MI en strategiese besluitneming met betrekking tot die kontekstuele kwessies wat albei deel, geïntegreer het. Op die ou end het die studie ook 'n nuwe manier ontwikkel om MI vir strategiese besluitneming te bewerk wat by die bestaande struktuur en realiteite van die konglomeraat kan inpas om MI te formaliseer. Die strategieraamwerk vir programimplementering van MI is ontwikkel met die bewys van getoetste teorieë, beste praktyke, bestaande konteks, strategie, besluitnemingsproses, faktore wat strukture moontlik maak en vermoë van die konglomeraat, in gedagte. Die strategieraamwerk vir programimplementering van MI, saam met die voorgestelde MI-strukture, het onmiddellike pragmatiese nut. Dit kan die konglomeraat onmiddellik in staat te stel om 'n formele MI-program te inisieer en dit te ontwikkel deur 'n organisatoriese verouderingsiklus te volg. Die studie maak 'n oorspronklike bydra deur 'n strategie vir programimplementering van MI te konseptualiseer vir 'n unieke geval, die teoretisering van die geval binne 'n nuwe uitbreiding in 'n middelvlakteorie ("Toepassing van strategiese besluitneming en MI kan in die kontekstuele domeine beskou word wat beide deel"). Die verkenningstudie self, wat tot die samesmelting van teorie en beste praktyke met die empiriese resultate gelei het en die passing van die teorieë en beste praktyke in die gevallestudiekonglomeraat se realiteite, maak die studie ook uniek met betrekking tot sy benadering en opbrengs. / Graduate School for Business Leadership / D.B.L.