Competitive intelligence in Tunisian companies

Abstract

Purpose

The purpose of this study is to investigate the degree of knowledge of competitive intelligence in Tunisian companies.

Design/methodology/approach

This exploratory study was conducted using semi‐in‐depth interviews and focus group with six executives in six companies in Tunisia. Three sectors were chosen for this study: communication technologies, manufacturing and commercial retailing. These companies are prevalent in Tunisia and are very different.

Findings

The results show that Tunisian managers are conscious of the importance of competitive intelligence in the management of their companies. Second, managers believe that internal sources of information are more valuable than external sources information and personal source information is deemed most valuable. Third, the results of the process and structure questions indicate that companies may not yet be investing appropriately in building the internal infrastructure required for fully effective intelligence efficacy. Finally, this practice is not organised in a separate department and, if it is mostly done in the marketing department.

Practical implications

To know and develop this practice, a company must, on the one hand, build internal competitive intelligence process. On the other hand, develop a sensitisation programme that is continuous and that should focus on telling employees what competitive intelligence is, what they can, and should, contribute and demonstrate the value in sharing information.

Originality/value

This study is the first to investigate competitive intelligence in Tunisia. The results lead to a number of recommendations to develop competitive intelligence in Tunisian companies. Various methods are proposed including awareness and training program, recognising by managers the value of competitive intelligence as an important tool to develop competitive intelligence.

Citation

Nasri, W. (2011), "Competitive intelligence in Tunisian companies", Journal of Enterprise Information Management, Vol. 24 No. 1, pp. 53-67. https://doi.org/10.1108/17410391111097429