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AGENDA

CI AS A MEANS TO ENHANCE COMPETITIVENESS IN AFRICA Adeline du Toit University of Johannesburg, South Africa adutoit@uj.ac.za. AGENDA. Economic & political overview of Africa Need for CI in Africa Establishing a CI culture in Africa CI practices in South Africa Recommendations.

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AGENDA

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  1. CI AS A MEANS TO ENHANCE COMPETITIVENESS IN AFRICAAdeline du ToitUniversity of Johannesburg, South Africaadutoit@uj.ac.za

  2. AGENDA • Economic & political overview of Africa • Need for CI in Africa • Establishing a CI culture in Africa • CI practices in South Africa • Recommendations

  3. ‘Africa is a myriad of people & ways. Africa is change. Africa is contradiction. Africa is not for sissies’

  4. BUSINESS ENVIRONMENT IN AFRICA • Growth rate • 2003: 4,1% • 2004: 5,1% • Return on equity on individual investments • 4 X higher than G-7 countries • 2 X higher than Asia • Huge market potential • 850 million people • Foreign direct investment • Political instability • Quality and delivery requirements

  5. REGIONS NEW PLAYERS IN COMPETITIVENESS

  6. AFRICA IN THE GLOBAL ECONOMY

  7. NEED FOR CI • CI fragmented • Nepad • Pressure to liberalize trade • Open up domestic markets to international competition

  8. CI CULTURE • Awareness of CI • Culture of competitiveness • Zambia • Client satisfaction • Morocco • National CI System • Appropriate education about CI • South Africa: ‘gateway’ to Africa

  9. CI PRACTICES IN SA • Competitiveness a topical issue • Strong case for CI as instrument to enhance competitiveness • Global competitive rankings • 2003/2004: 42nd out of 102 economies • 2004/2005: 41st out of 102 economies • Mid 1990s CI introduced • Growth not fast – few SCIP members • Inhibiting factors: cost, value difficult to assess • Forums established: SAACIP • CI Consultancies • Since 2000, CI awareness, practices increased • CI education

  10. CI IN MANUFACTURING INDUSTRY • Largest industry in South Africa • Questionnaires sent to 108 enterprises (randomly drawn) • 78 respondents (72,2%) returned completed questionnaires

  11. CI ACTIVITIES

  12. TECHNIQUES TO COLLECT DATA

  13. INFORMATION SOURCES REGULARLY USED

  14. TECHNIQUES TO ANALYZE INFORMATION

  15. CI DIVISION REPORT TO

  16. EFFECTIVENESS OF CI SYSTEMS

  17. HOW CEOs VIEW CI

  18. OTHER FINDINGS

  19. CI IN SA COMPANIES • Questionnaires to 2 462 companies • 120 (4,87%) questionnaires were received • Findings: • Planning & focus OK (B) • Collection OK (B) • Analysis Bad (C-) • Communication Not good (C) • Process & structure Not good (C) • Awareness & culture OK (B) • Viviers, Saayman & Muller, 2001

  20. RECOMMENDATIONS • CI is necessary • More competition in global business environment. • SA managers in general recognize need to better integrate CI in business processes • CI as strategic management tool must form part of efforts to enhance competitive behaviour of African companies • Commitment of government leaders in a CI campaign • Database on intelligence expertise • Publication of CI articles on government web sites • Professional organizations (SCIP, SAACIP) • Co-operative ventures between African countries should be explored

  21. CONCLUSION • SA dominates CI scene in Africa • Superior technology • Business knowledge • Information infrastructure • Financial strength • Other African countries lack adequate CI capabilities • CI could enhance competitiveness in Africa • Benefit development efforts of African nations • Challenge to develop global competence • Educate governments about the importance of CI

  22. THANK YOU • ‘Africa is the birth of mankind. Africa is the land of my ancestors … but I hardly know this place at all’. • Teresa Carmichael, Managing diversity in Africa • ‘Doing business in Africa will be a challenge but if one embraces the challenges then the opportunities are greater here than almost anywhere else’. • John Luiz, Managing business in Africa

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