TABLE OF CONTENTS
Declaration
Approval
Dedication
Acknowledgments
List of Tables
Abstract
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research of Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Limitation of the Study
1.9 Definition of Terms
1.10 Profile of organizations understudied
References
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 Conceptual Framework: Competitive Intelligence Defined
2.2 Benefits of Competitive Intelligence
2.3 Dimensions of Competitive Intelligence
2.4 Demands for Competitive Intelligence
2.5 Organization of Competitive Intelligence Activities
2.6 The Position of Competitive Intelligence Activities in an Organization
2.7 Sources of Competitive Intelligence
2.8 Competitive Intelligence Process
2.9 Implementation of Competitive Intelligence
2.10 Human Input in Competitive Intelligence
2.11 Theoretical Review
2.12 Empirical Review
2.13 Summary of the Review of Related Literature
References
CHAPTER THREE
METHODOLOGY
3.1 Research Design
3.2 Area of the Study
3.3 Sources of Data
3.4 Population of the Study
3.5 Sample Size Determination
3.6 Description of the Research Instruments
3.7 Method of data Analysis
3.8 Decision Rule
3.9 Validity of the Research Instrument
3.10 Reliability of the Research Instrument
References
CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMEDATIONS
5.1 Summaries of Findings
5.2. Conclusion
5.3. Recommendations
5.4. Suggested Areas for Future Research
Bibliography
Appendix
ABSTRACT
The study sought to assess the nature of the relationship between competitive intelligence and competitive advantage, ascertain the level of competitive intelligence in the Nigerian manufacturing sector, ascertain the benefits achieved from competitive Intelligence and ascertain the challenges encountered for competitive intelligence in the Nigerian manufacturing sector. The study had a population size of 803, out of which a sample size of 267 was realised using Taro Yamane’s formula at 5% error tolerance and 95% level of confidence. Instruments used for data collection were primarily questionnaire and interview. Out of 267 copies of the questionnaire that were distributed, 245 (92%) were returned while 22(8%) were not returned. The descriptive survey research design was adopted for the study. The hypotheses were tested using Pearson product-moment correlation coefficient, Chi-square, and Z-test statistical tools. The findings indicated that there is a positive relationship between competitive intelligence and competitive advantage (r =.583, P < .05). The level of competitive intelligence in the Nigerian manufacturing sector is significant (X2c= 18.270 > X2t = 9.49; p < 0.05). Competitive intelligence gives the ability to predict movements in the competitive environment and reduces uncertainty of managerial decision (X2c =75.036, > X2t= 9.49; p, < .05).Lack expertise, organizational politics and inadequate resources are challenges encountered for competitive intelligence in the Nigerian manufacturing sector (Zc= 10.723 > Zt = 1,96; p < 0.05). The study concluded that competitive Intelligence is a vital tool for strategic planning and competitive advantage..The study recommended that adequate resources should be made available for personnel to carry out effective competitive intelligence generation, sharing, distribution and deployment to areas of needs.
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Competitive intelligence is the action of defining, gathering, analyzing and distributing intelligence about products, customer, competitors and any aspect of the environment needed to support executives and managers in making strategic decision for an organization. Organizations use competitive intelligence to compare themselves to other organizations (competitive benchmarking), to identify risk and opportunities in their markets and to pressure-test their plans against market response which enable them to make informed decisions.
Most firms today realize the importance of knowing what their competitors are doing and how the industry is changing and information gathered allows organizations to understand their strength and weaknesses. With the right amount of information organizations can avoid unpleasant surprise by anticipating competitor’s moves and decreasing response time.
Organizations must be careful not to spend too much time and effort on old competitors without realizing the existence of any new competitors. Knowing more about your competitors will allow a business to grow and make profit and succeed. The practice of competitive intelligence is growing every year, and most competitors and business students now realize the importance of it (Walle , 1999).
Competitive intelligence is a formal program of gathering information on a company’s competitors. It is one of the fastest growing fields within strategic management (Wheelen and Hunger, 2010).
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