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15 October 2013
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The State of Competitive and Marketing Intelligence in South Africa products, their flow to decision makers on a timely basis, and the incorporation of the said intelligence into the decision making process 5. An example to illustrate the differences in the practice of competitive intelligence across firms and countries is the analyses of the impact of changes in the regulatory environment in a structured and formalised real-time manner, which is particularly unique competitive intelligence function to local subsidiaries of multinational companies based in South Africa1. This is because companies in South Africa are required by law to report the number of people they employ from previously disadvantaged groups (i.e., non-whites, females and disabled people) in various levels of their company and should meet certain targets. Because failure to report on progress may result in heavy penalties, companies operating in South Africa have the necessary administrative and reporting structures in place to comply with the law1. References 1. Viviers, W. and Muller, M-L. 2004. The evolution of competitive intelligence in South Africa: Early 1980s2003. Journal of Competitive Intelligence and Management 2(2): 53-67. 2. Viviers, W., Muller M-L. and Du Toit, A.S.A. 2005. Competitive intelligence: An instrument to enhance South Africa's competitiveness. South African Journal of Economic and Management Sciences 8(2): 246-254. 3. Du Toit, A. 2012. Using competitiveness to enhance Africas competitiveness: Practices in South Africa. Proceedings of 2012 International Conference on Electronics, Information and Communication Engineering, March 1-2, 2012, Macau. 4. Muller, M-L. 2007. Global competitive intelligence practice. South African Journal of Information Management 9(4), doi: 10.4102/sajim.v9i4.36 5. Muller, M-L. 2012. Beyond Competitive Intelligence Innovation through Competitive Strategy. IBIS
10 October 2013
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