Survey on Decision Making
C) Competitive intelligence (CI) questions
used in your company to support decision making:
12、﹅ Answer the following questions with “Yes” or “No”. If you choose “No,” please write down the reasons for doing so under the question:
Do you trust the analysis results of systems, such as ESS, MIS, etc.?
Why not?
Yes No Do you often need to make decisions quickly?
Why not?
Yes No Are you confident of your decision in most cases?
Why not?
Yes No Are you usually satisfied with the results of
decisions?
Why not?
Yes No
13、﹅ How important are the following in evaluating the outcome of a decision in your company after it has been implemented?
Please do not select “very important” on more than two items.
Perspectives Extremely important Not at all important Financial (economic profit,
income from operations, working capital, operational cash flow etc.)
5 4 3 2 1
Customers (ranking in customer survey, market share, returning customer rate, complaints, brand index, etc.)
5 4 3 2 1
Processes (percentage reduction in process cycle time, number of engineering changes, capacity utilization, order response time, process capability, etc.)
5 4 3 2 1
Competence (leadership competence, percentage of patent-‐‑protected turnover, training days per employee, quality improvement team participation, etc.)
5 4 3 2 1
C) Competitive intelligence (CI) questions
14、﹅ Please indicate to what extent you agree with the following statements regarding your company’s activities.
Statement Strongly agree Strongly disagree
The leaders of our company recognize BI/CI as a necessary activity for
business. 5 4 3 2 1 Our management clearly understands
what competitive intelligence is and
how it can be utilized. 5 4 3 2 1 Senior management supports CI
activities. 5 4 3 2 1 Our company encourages employees
to report their competitive observations and information.
5 4 3 2 1 Our company has a variety of methods
for collecting competitive intelligence information. (Trade shows, websites, industry reports, etc.)
5 4 3 2 1
The findings of CI analyses are widely
distributed within the company. 5 4 3 2 1 We maintain a comprehensive map or
inventory of internal information and
knowledge. 5 4 3 2 1 We have a variety of ways to present
CI findings. (Briefings, newsletters,
etc.) 5 4 3 2 1
We have a long-‐‑term competitive
intelligence plan. 5 4 3 2 1
15、﹅ Please indicate to what extent you implement the following with regard to your business.
Intelligence practices used in your company Always Never Our company produces intelligence reports and
assessments on emerging technologies that we believe are most important.
5 4 3 2 1 Our company analyzes the competitors’ plans and
strategies in order to predict and anticipate their
actions. 5 4 3 2 1
Our company uses basic competitor analytical
models (SWOT, gap analysis, etc.) 5 4 3 2 1 In our company, we meet with executives to identify
their competitive intelligence requirements. 5 4 3 2 1 Senior managers use CI results in their strategic
planning and decision-‐‑making. 5 4 3 2 1
11、﹅ Please write down the name of the software tools that are used in your company to support decision making:
12、﹅ Answer the following questions with “Yes” or “No”. If you choose “No,” please write down the reasons for doing so under the question:
Do you trust the analysis results of systems, such as ESS, MIS, etc.?
Why not?
Yes No Do you often need to make decisions quickly?
Why not?
Yes No Are you confident of your decision in most cases?
Why not?
Yes No Are you usually satisfied with the results of
decisions?
Why not?
Yes No
13、﹅ How important are the following in evaluating the outcome of a decision in your company after it has been implemented?
Please do not select “very important” on more than two items.
Perspectives Extremely important Not at all important Financial (economic profit,
income from operations, working capital, operational cash flow etc.)
5 4 3 2 1
Customers (ranking in customer survey, market share, returning customer rate, complaints, brand index, etc.)
5 4 3 2 1
Processes (percentage reduction in process cycle time, number of engineering changes, capacity utilization, order response time, process capability, etc.)
5 4 3 2 1
Competence (leadership competence, percentage of patent-‐‑protected turnover, training days per employee, quality improvement team participation, etc.)
5 4 3 2 1
C) Competitive intelligence (CI) questions
14、﹅ Please indicate to what extent you agree with the following statements regarding your company’s activities.
Statement Strongly agree Strongly disagree
The leaders of our company recognize BI/CI as a necessary activity for
business. 5 4 3 2 1 Our management clearly understands
what competitive intelligence is and
how it can be utilized. 5 4 3 2 1 Senior management supports CI
activities. 5 4 3 2 1 Our company encourages employees
to report their competitive observations and information.
5 4 3 2 1 Our company has a variety of methods
for collecting competitive intelligence information. (Trade shows, websites, industry reports, etc.)
5 4 3 2 1
The findings of CI analyses are widely
distributed within the company. 5 4 3 2 1 We maintain a comprehensive map or
inventory of internal information and
knowledge. 5 4 3 2 1 We have a variety of ways to present
CI findings. (Briefings, newsletters,
etc.) 5 4 3 2 1
We have a long-‐‑term competitive
intelligence plan. 5 4 3 2 1
15、﹅ Please indicate to what extent you implement the following with regard to your business.
Intelligence practices used in your company Always Never Our company produces intelligence reports and
assessments on emerging technologies that we believe are most important.
5 4 3 2 1 Our company analyzes the competitors’ plans and
strategies in order to predict and anticipate their
actions. 5 4 3 2 1
Our company uses basic competitor analytical
models (SWOT, gap analysis, etc.) 5 4 3 2 1 In our company, we meet with executives to identify
their competitive intelligence requirements. 5 4 3 2 1 Senior managers use CI results in their strategic
planning and decision-‐‑making. 5 4 3 2 1
Key decision makers are interviewed to verify that
the CI produced for them satisfy their needs. 5 4 3 2 1
Our employees attend CI seminars/training courses. 5 4 3 2 1
We evaluate our CI findings regularly. 5 4 3 2 1
We constantly evaluate the reliability of our sources of information (authors, publication venues, etc.) 5 4 3 2 1
16、﹅ Please indicate to what extent you prefer to use the following CI methods. If any other methods are not in the list, please specify: Competitive Intelligence analysis methods Always Never PESTEL framework 5 4 3 2 1
FFA (Five forces analysis) framework 5 4 3 2 1
Critical success factors 5 4 3 2 1
Industry scenario description 5 4 3 2 1
SWOT analysis 5 4 3 2 1
Core capability analysis 5 4 3 2 1
The value chain and value network 5 4 3 2 1
Benchmarking 5 4 3 2 1
The directional policy (or GE-‐‑McKinsey) matrix 5 4 3 2 1
The parenting matrix 5 4 3 2 1
The growth/share (or BCG) matrix 5 4 3 2 1
Activity map 5 4 3 2 1
17、﹅ Do you have any comments on how to speed up decision making with the help of computers? Please, write them here.
Paper P1
Y. Dai, T. Kakkonen and E. Sutinen. MinerVA: a decision support model that uses novel text mining technologies.
Proceedings of the 4th International Conference on Management and Service Science, Wuhan, China, 1-4, 2010.
© 2010 IEEE, reprinted with permission
Publications of the University of Eastern Finland Dissertations in Forestry and Natural Sciences No 115
Publications of the University of Eastern Finland Dissertations in Forestry and Natural Sciences
isbn: 978-952-61-1185-8 (printed) issnl: 1798-5668
issn: 1798-5668 isbn: 978-952-61-1186-5 (pdf)
issnl: 1798-5668 issn: 1798-5676