Competitive Intelligenceand Performanceinthe Automotive Industry The Post Pandemic Experience

International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 1/Jan-Feb-Mar -2024
Competitive Intelligence and Performance in the

Automotive Industry: The Post-Pandemic Experience
Chimeziem G. C. Udeze, PhD.1
Department of Business Administration,
Faculty of Management Sciences
Federal University, Ndufu-Alike Ikwo, Ebonyi State (AE-FUNAI)
Email Id:udeze.chimeziem@funai.edu.ng
ORCID id: https://orcid.org/0000-0003-4983-8317
DOI: 10.5281/zenodo.10853123
Abstract
The main objective of this study was to examine the correlation between competitive intelligence and performance in the post-
pandemic era. Specifically, the study examined the extent of the relationship between innovative intelligence and cost leadership,
the nature of correlation between market intelligence and growth; and the relationship between strategic intelligence and
adaptability. The study used both primary and secondary data. The target population for the study was 122 members of staff from
INNOSON Technical and Industrial Company Limited, based in Enugu State, Nigeria. Data was collected from 104 purposively
selected staff of INNOSON and analyzed using regression analysis with the aid of SPSS 23.0. The results indicate that innovative
intelligence, marketing intelligence, and strategic intelligence had a significant and positive correlation with organizational
performance, through their connections with cost leadership, growth and adaptability, respectively. From the results, the study
concludes that competitive intelligence is a key driver of performance in the automotive industry. Based on the findings and
conclusion, it was recommended that organizations should develop a culture of innovation through adequate investment in
research and development as well as rewarding creative and intelligent employees; this will consequently arm the organization
with cost leadership. Forward-thinking organizations that seek growth must develop a robust system of collecting and analyzing
data from their market, and the information gathered must be used in the decision-making processes of the organization
especially as it affects strategy formulation and implementation.
Keywords: Adaptability, Cost Leadership, Growth, Market Innovation, Strategic Intelligence, automotive industry
Introduction
The coronavirus pandemic, alias COVID-19 was a Bubonic plague that ravaged the entire world, constituting a major public health
challenge in the past few years. This has significantly redefined the global ecology of business (Schaninger & Bhoola, 2021).
Irrespective of the size, location, or technological level of businesses, the consequences of this dreadful disease saturated every
sector of human endeavour. The COVID-19 pandemic has had a major impact on the automotive industry, especially in Africa.
(Knight, 2021).
The pandemic disrupted global supply chains, forced the closure of businesses, and shifted consumer behavior in the African
automotive industry (The Boston Consulting Group, (2020), leading to a surge in demand for certain types of vehicles (PwC, 2020).
1
Corresponding Author: Chimeziem G. C. Udeze, PhD, Department of Business Administration, Faculty of Management Sciences, Federal
University, Ndufu-Alike Ikwo, Ebonyi State (AE-FUNAI.(Email id: udeze.chimeziem@funai.edu.ng)
2
Cite As: Chimeziem G. C. Udeze, (2024). Competitive Intelligence and Performance in the Automotive Industry: The Post-Pandemic Experience.
International Journal of Advance Study and Research Work, 7(1), 10–23.
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© 2024, IJASRW, All right reserve
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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License
It also led to a shift towards digital retailing in the automotive industry, with a focus on virtual showrooms and other technologies
allowing customers to shop and test drive vehicles online. (McKinsey & Company, 2020). The impact of the pandemic has caused
several challenges for the automotive industry, including production delays, component shortages, and a decrease in demand for
vehicles, while also posing challenges related to the shift to remote work, the need to adapt to new technologies and workflows, the
difficulty of managing teams remotely, increased cybersecurity risks, and a lack of face-to-face interactions (PwC, 2020. URL:
https://www.pw).
Even after the pandemic, the automotive industry continues to face these challenges especially, missed opportunities, wasted
resources, cyber risks, and loss of competitive advantage. Forward-thinking organizations have taken proactive measures to adapt
their organizational cultures to support creativity and innovation, recognizing that failure to do so could result in the demise of the
organization (Eeckhout, 2022). Businesses that can adapt and innovate in the post-pandemic era seem better positioned to thrive in
the years to come. To cope with the new reality, automotive organizations like INNOSON took several proactive steps, such as
implementing new strategies, technologies, and business models. This has led to increased prominence on competitive intelligence
and performance (Wirtz, Kohlbacher, Herstatt& Gunther, 2020), as businesses struggle to increase performance to remain
competitive and innovative in the post-pandemic era.
Automotive organizations in Africa including INNOSON are now focusing on strengthening their competitive intelligence
capabilities, by investing in technologies and resources which will enable them to collect and analyze data on their competitors and
the market. To increase resilience and agility, they are making efforts to diversify their supply chains, develop contingency plans for
potential disruptions as well as increasing their online presence and adapting their products and services to the changing needs and
preferences of consumers in the post-pandemic era (McKinsey & Company, 2020). In addition to investing in new technologies,
INNOSON, the automotive organization of study also implemented other strategies to adapt to the post-COVID-19 landscape. For
example, the company adjusted its business model to focus more on domestic production and sales. It also diversified its product
offerings and expanded its marketing efforts. According to Schaninger and Bhoola (2021), such changes were aimed at improving
the company’s resilience and ensuring its long-term success.
The general trend in the post-pandemic era has changed. This frantic struggle for survival by the majority of automotive businesses
resulted in the rise of the “smart factory” concept (Knight, 2021). Smart factories use advanced technologies like the Internet of
Things, artificial intelligence, and cloud computing to optimize production, increase efficiency, and reduce costs. Many businesses
across the globe and sectors are investing in these technologies, to keep up with the competition and stay relevant (Knight 2021;
Schaninger & Bhoola, 2021).
While INNOSON has taken proactive steps to adapt to the post-pandemic landscape, the results of these efforts remain yet to be
seen. In Nigeria, particularly in the southeast where INNOSON is located, businesses face various external challenges. Despite
INNOSON's efforts to adapt to the post-pandemic landscape, the company has faced challenges to its performance, including supply
chain disruptions, reduced demand, and increased competition from imported goods. These challenges have been exacerbated by the
unstable regulatory environment and poor infrastructure in the region, insecurity, rivalry from imported goods etc. While many of
the challenges faced by INNOSON are outside of its control, the company must also consider its internal capabilities, such as
competitive intelligence, to effectively survive in the post-pandemic era. Studies have shown that business performance has been
affected by the pandemic and its aftermath (Maritz, Perenyi, Waal & Buck, 2020) where business performances are chained with the
consequences of the pandemic, posing challenges to business survival and growth across the globe. Southeastern Nigeria is home to
a large number of manufacturing businesses, including automotive companies. These businesses face increasing competition in a
dynamic business environment. As such, a thorough understanding of their competitive environment and performance drivers is
critical for success. The business environment in Nigeria is becoming increasingly uncertain and complex, making competition
fierce. (Ghannay &Ammar, 2012). Many businesses struggle to make profit despite their best efforts. In order to succeed in this
environment, businesses must be able to quickly adapt and innovate. One way to do this is through the use of competitive
intelligence.
Businesses adaptability and innovativeness in the post-pandemic era can position organizations in the automotive industry to thrive
in the years to come, in light of this and in response to the challenges of the post-pandemic era; organizations that have taken
advantage of competitive intelligence, adopted a 'smart factory' approach, are able to reduce costs and increase efficiency, improve
product quality, gain valuable insights, make informed decisions and other key metrics, leading to increased market share and
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organizational success. However, some businesses are yet to effectively implement competitive intelligence or adopt smart practices,
either due to a lack of resources or an unwillingness to change. As a result, these businesses are unaware of their competitors,
customers, and suppliers and hence lack the ability to follow market trends and the insight to make informed decisions about
required strategic actions, resulting in missed opportunities, poor decisions, loss of market share, and a lack of competitive
advantage, consequently jeopardizing their ability to achieve organizational goals. This paper investigated how these challenges
have affected performance in the automotive industry and the effect of competitive intelligence on performance in the post-
pandemic era, using INNOSON Technical and Industrial Company Limited as a case study.
In furtherance, extant literature before and during the pandemic era may have investigated the interconnectedness between
competitive intelligence and workplace performance (Ali & Anwar, 2021; Mohd- Asri1 & Abdul-Mohsin, 2020). However, most of
the studies existing on the topic have either used recurring constructs or have focused on different sectors and in more economically
viable countries. This discourse on competitive intelligence and performance in the automotive industry contributes to the existing
academic literature by providing a perspective from a developing country, using data from Nigeria. This is important because
previous research on competitive intelligence and performance in the automotive industry has primarily focused on developed
countries or has used old data. By including up-to-date data from a developing country, the study addresses the issue of out-dated
data and provides a more comprehensive and accurate picture of the global automotive industry. This can help to identify unique
challenges and opportunities that may be specific to developing countries, and can inform policy decisions and strategies to improve
performance in these countries.
Again, from a more holistic approach, the study incorporated the major aspects of competitive intelligence (innovative intelligence,
market intelligence, strategic intelligence) rather than focusing on just one aspect. These contributions make the discourse a valuable
addition to the field as well as point for academic discourse. In addition, given the economic situation and various changes in
business performance, processes, methods and technology; some of these studies are no longer current. Hence, this study was
investigated the connection between competitive intelligence and workplace performance in the post-pandemic era with a focus on
the automotive industry in a more inferior economy, using current data.
1.1. Objectives of the Study

The main objective of study was to examine the effect of Competitive Intelligence on the performance at INNOSON Technical and
Industrial Company Limited in the post-COVID-19 era. Specifically, the study sought to:
i. Examine the extent of the correlation between innovative intelligence and cost leadership
ii. Determine the nature of the relationship between market intelligence and growth
iii. Investigate the relationship between strategic intelligence and adaptability
1.2. Research Questions

The following research questions guided the study:
i. To what extent does innovative intelligence correlates with cost leadership
ii. What is the nature of the relationship between market intelligence and growth
iii. What is the correlation between strategic intelligence and adaptability
Literature
2.1. Conceptual Review

i. Competitive intelligence (CI): Competitive intelligence (CI) is a relatively new concept, but it is becoming increasingly
important in the contemporary business platform. It refers to the process of gathering, analyzing, and using information
about competitors, customers, and other relevant stakeholders to gain a competitive advantage. It’s a proactive and
systematic approach to business intelligence, which is different from the traditional approach of relying on historical data
and reactive decision-making (Wirtz, Kohlbacher, Herstatt& Gunther, 2020).
Competitive intelligence is all about environmental awareness and the feeding of the information from such awareness into
the decision-making processes of the organization to gain a competitive advantage. It focuses on monitoring an
organization’s competitors to provide them with information on what its competition is doing to give it a competitive
advantage in business. It helps the company have a competitive position. It also helps strategists to understand the forces
that influence the business environment and, more importantly, to develop appropriate plans to compete successfully
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(Ghannay & Mamlouk, 2013). According to Anica-Poppa and Cuici (2009), Competitive Intelligence is the continuous
process of gathering data, information and knowledge about actors (competitors, customers, suppliers, government) who
interact with the organization in the business environment to support the decision-making process for enhancing the
competitiveness of the organization. (Obi, Ebeke & Ndubuisi, 2021).The practice of competitive intelligence has become
more critical as competitive intensity in the environment has increased because of technological developments,
globalization, product availability and variety, distribution improvements, the Internet, and consumer sophistication
(Maune, 2014). The end product of CI is the establishment of a set of specific competencies focused in such a way as to
help managers make better decisions and improve the organization’s response to environmental changes. More specifically,
(Ghannay & Ammar, 2012) posited that CI involves collecting and analyzing information about the following areas:
Competitors' products, pricing, marketing, and other strategies; Customers' needs, preferences, and buying. (Wirtz,
Kohlbacher, Herstatt, & Gunther, 2020) put forward that the process of competitive intelligence includes four main steps:
 Defining the competitive intelligence objectives. This involves identifying the key information needs and determining what
kind of data will be needed to meet those needs.
 Collecting the data. This can be done through a variety of methods, including research, surveys, interviews, focus groups,
and social media monitoring.
 Analyzing the data. This involves using techniques like market analysis, SWOT analysis, Porter's Five Forces analysis, and
PESTEL analysis to uncover patterns, trends, and insights.
Furthermore, the practical application of CI involves a three-step process as stipulated by (Wirtz et al, 2020):
 Formulating a competitive intelligence strategy. This involves identifying the organization's goals and objectives and then
developing a plan for how to achieve them.
 Collecting and analyzing data. This includes identifying relevant data sources and using analytical tools to uncover patterns
and insights.
 Taking action based on the insights gained from the data analysis. This could involve making changes to products, services,
pricing, marketing, or other aspects of the business.
This study measured Competitive Intelligence with the following constructs which are further explained below: Innovative
Intelligence, Market Intelligence and Strategic Intelligence.
ii. Organizational Performance: Tomal and Jones (2015) defines organizational performance as the actual results or output of
an organization as measured against that organization’s intended outputs. The effectiveness of an organization consists in
the efficiency of each of its employees; nonetheless, some factors are subject to the assessment and management of a
company seeking higher performance. Furthermore, the key factors that contribute to organizational performance include
leadership competencies; organizational performance is therefore associated with organizational strategy (Hani, 2021).
Achieving high performance can be done by establishing and focusing on results, empowering the workforce, motivating
and inspiring people to succeed, being more flexible and able to adapt to new conditions, being able to compete, and
maintaining communication with stakeholders. These actions must be in sync with the mission of the organization.
Organizational performance is obtained when the capabilities of the company have been combined which reflects the
different dimensions of the organization’s competitiveness (Doan, 2020).This study measured organizational performance
with the following constructs which are further explained: Cost leadership, organizational growth and adaptability.
iii. Innovation intelligence and its effect on cost leadership: Innovation intelligence refers to the ability of an organization to
generate and commercialize new ideas and technologies; it generally refers to the use of information to support the
development of new products and services (Maune, 2014). This can have a significant impact on cost leadership, as
innovative businesses can reduce costs by developing more efficient processes or products. For example, businesses like
Toyota, Mercedes Benz, Amazon, Jumia, Walmart, etc. have used innovation intelligence to develop more efficient supply
chains and distribution networks, which has allowed them to lower their costs and pass on savings to customers.
Another important automotive example of innovation intelligence leading to lower costs is the case of Tesla. Tesla has used
innovation intelligence to develop electric vehicles that are more efficient and cost-effective than traditional gas-powered
vehicles. This has allowed Tesla to offer its cars at a lower price point, while still maintaining a profit margin (Dyer & Rice,
2018). For businesses in the automotive industry, innovation intelligence appears necessary for maintaining cost leadership
as they either “go smart or perish” in the industry. These organizations utilize a variety of data sources, including market
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research, supplier data, and government data, to identify new technologies and manufacturing processes that can improve
efficiency and reduce costs. This allows these organizations to offer products at a lower price point than its competitors,
while still maintaining a high level of quality. Johnson, Scholes, & Whittington, (2008).
On the other hand, cost leadership is a business strategy that involves becoming the lowest-cost producer in an industry.
Companies that adopt this strategy focus on reducing costs and increasing efficiency, to offer their products or services at a
lower price than their competitors. This allows them to gain market share and increase their profitability. Organizations can
use cost leadership successfully by building an efficient supply chain and distribution network, which will allow them to
buy and sell goods at lower prices than its competitors (Johnson, Scholes, & Whittington, 2008).An understanding of the
relationship between innovation intelligence and cost leadership is easier if organizations consider the concept of the cost
curve. Generally, organizations that invest in innovation and new technologies can reduce their costs over time, as they gain
experience and scale economies. This is known as “learning-by-doing” or the “experience curve.” For INNOSON, the
implication is that there is a possibility of a reduction in its products while maintaining high quality over time if it invests in
innovation. Hence, the study proposed the hypothesis: Hypothesis 1: Innovation intelligence has no significant correlation
with cost leadership.
iv. Market Intelligence and Growth: Market intelligence refers to the use of information to understand the dynamics of the
market, including competitors, customers, and trends (Maune, 2014). This is critical for INNOSON and other businesses in
the automotive industry, as it allows them to identify growth opportunities and expand market share. For example, by
monitoring the market for new trends and opportunities, INNOSON can identify potential new products or services that
could meet the needs of its customers. This can help the company to grow its business and increase its profitability.
Also, market intelligence can help businesses in the automotive industry through market segmentation i.e. the process of
dividing a market into different groups, based on characteristics like demographics, needs, or behaviours. For INNOSON,
this can mean identifying different customer segments and tailoring its products and services to meet the needs of each
segment. This can help it focus resources on the most promising opportunities, and to increase its chances of success
(Maune, 2014). Although some other studies might have proposed and tested similar hypotheses, this study sought to test
the hypotheses in the automotive industry where such studies are scarce, in addition, the relationship between market
intelligence and business growth is still not well understood. While there may exist a few researches on the topic, it is still
an emerging area of study, and there are many unanswered questions that created gaps. For example, the question of how
effective this strategy is in different industries or countries; this research would help to fill this knowledge gap, and provide
valuable insights for businesses and policymakers. Hence the hypothesis: Hypothesis 2: There is no relationship between
market intelligence and organizational growth.
v. Strategic intelligence (SI) and Adaptability: Hautz et al. (2023) and Witmer et al. (2021) defined strategic intelligence
(SI) as the ability of organizations to continuously monitor and anticipate changes in their environments and adapt their
strategy and operations accordingly. This implies that SI is the capacity to see the future coming and the capability to adapt
proactively (Hamel, 2011).
SI can also be defined as “the ability to anticipate and respond to future changes in the external environment.” (Mintzberg,
1994; Geissler et al., 2019). This, in other words, means that SI is the ability to understand and plan for changes in the
market, such as changes in customer preferences, technology, or regulations. Adaptability, on the other hand, has been
defined by authors as the ability of a system/organization to develop, maintain or improve its performance when confronted
with novel or changing environments. It means the ability of organizations to develop the ability to manage and adapt to
new and changing situations promptly (Levesque, 2011; Lundberg & Magnusson, 2022; Kotter, 2012).
Kotter (2012) further explained that adaptability is a critical capability for businesses, as it allows them to respond to
changing market conditions and remain competitive. No capability could be more valuable in the face of such stiff
competition. No doubt there is evidence that strategic intelligence can help organizations to be more adaptable, but more
research is needed to understand the exact nature of this relationship. It is also not very clear how strategic intelligence can
be used to foster adaptability in different types of businesses, and whether the benefits vary depending on industry, size, or
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other factors. To fill this gap, this study proposed and tested the hypothesis: Hypothesis 3: Strategic intelligence has a
negative and insignificant relationship with adaptability.
2.2. Theoretical Review

i. Value chain analysis (VCA): This framework was developed by Michael E. Porter and it can seemingly analyze the cost
configuration of any business. The framework breaks down the activities involved in creating and delivering a product or
service into primary and support activities. Organizations can make out the areas to cut costs and improve efficiency by
analyzing these activities (Porter, 1985).Worthy of note is that the value chain analysis is especially suitable for supporting
innovative intelligence. This is because the value chain analysis breaks down the activities and processes of businesses into
value-adding and non-value-adding. By identifying which activities are value-adding, a business can concentrate more on
the enhancement of those value-adding activities, at the same time as eliminating or minimizing the cost of identified non-
value-adding activities. These are essential goals of innovative intelligence which could result in minimal production costs
and ultimately greater efficiency. (Schilling & Hill, 1998; Porter, 1985).
Furthermore, some outstanding benefits confirmed the value chain analysis to be a powerful tool for achieving cost
leadership. Take for instance; VCA is specifically useful for cost leadership: This theory is capable of assisting
organisations in identifying opportunities for cost diminution by identifying areas of waste or inefficiency. Next, VCA can
help organizations concentrate on important activities like operations, purchasing, and distribution which are quite
supportive of cost leadership. Again, with the assistance of VCA, organizations can scale their costs to their competitors
(Teece, Pisano & Shuen, 1997).
However, it is important to keep in mind certain key points: innovative intelligence and cost leadership have rather dynamic
capabilities that are capable of developing as well as improving with time. Both concepts are necessary for creating and
sustaining a competitive advantage. Additionally, it is important to integrate innovative intelligence and cost leadership
along with other business aspects such as human resources and organizational culture etc. as emphasized by the dynamic
capabilities framework. Although the dynamic capabilities framework may not be an elixir, it is important for business; in
any case, it is recommended for organizations to continuously adapt and evolve to sustain competitiveness. (Teece, Pisano
& Shuen, 1997; Schilling& Hill, 1998).
ii. Market orientation framework: Market orientation framework is an important theory that is suitable to support this study
and it was developed by Kohli and Jaworski (1990). This framework accentuates the significance of customer-centricity,
inter-functional coordination, and learning orientation to achieve market intelligence and growth. One of the most important
concepts within the market orientation framework is customer-centricity which is referred to as a strategy of an
organization whose primary focus is on understanding and meeting the needs of its customers to afford an upbeat business
experience in addition to building lasting business relationships. To achieve customer-centricity, organizations must
appreciate their intended market, and be capable of effectively collecting plus analyzing customer data. Essentially, the
organizational culture must support customer service and satisfaction. (Narver & Slater, 1990).
The inter-functional coordination is another key concept within the market orientation framework; it advocates the need for
various departments within the organization to collaborate in the collection and analysis of market data (Narver & Slater,
1990), in addition to developing customer-centric products and services. Also, it emphasizes that effective communication
and collaboration between departments, as well as a clear understanding of departmental roles in the overall process is
crucial to Inter-functional coordination.
The market orientation framework is effective in supporting market intelligence and growth in several studies (Deshpande,
Farley & Webster, (1993); Narver & Slater, 1990)). There are some famous cases where organizations transformed from
product-centric company to customer-centric in the past. This was achieved when they heavily invested in market research
and customer insights and by implementing a new organizational structure that emphasized cross-functional collaboration.
The result was impressive growth and its market leadership position sustainability (See: the case of Procter & Gamble in
the 1990s). Another well-known example is that of IBM, facing a crisis in the 1990s when its mainframe business was
threatened by new technologies, the IBM organization transformed itself into a market-oriented organization in response.
As it focused on customer needs and implemented a new structure that permitted faster decision-making and innovation,
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IBM's successful transformation demonstrates the importance of market orientation in both short-term crisis management
and long-term growth.
iii. The Resource-Based View (RBV) of the firm: The origins of the RBV can be traced back to the work of Penrose (1959),
who argued that organizational growth is constrained by its resources. In the wake of 1980, Wernerfelt (1984) developed
this idea further, in his argument, he emphasized the need for organizations to concentrate on their exclusive resources and
capabilities, rather than copying their competitors. Subsequently, Barney (1991) stretched on this idea; he argues that
organizations are capable of achieving competitive advantage if they have exceptional, valuable, and incomparable
resources and capabilities. From that point, the RBV developed into a widely used theory in the field of strategic
management.
After, (Penrose (1959); Wernerfelt (1984); and Barney (1991)), other key contributors to the theory include Peteraf (1993),
Conner (1991), and Grant (1991). These theorists have all contributed to the appreciation of how organizational resources
and capabilities can build competitive advantage and adaptability. In the context of strategic intelligence and adaptability,
the suggestion by RBV that organizational competitive advantage is based on its unique resources and capabilities implied
that businesses must identify and leverage their unique resources to respond to changes in their environment (Barney,
1991).The case of Apple Corporation which has developed a strong capability for strategic intelligence, allowing it to
expect and react to changes in the market for technology products is a good example applauding the submission of RBV
which states that the ability of organizations to be adaptive and strategic comes from its unique resources and capabilities.
Apple's ability to anticipate the significance of the iPhone, iPad, and other smart phones to develop those products before
competitors is a perfect example of the RBV in action.
The RBV has faced quite some criticisms in the past, for instance, critics have argued about the difficulty in defining a
“resource” or a “capability” and the difficulty in accurately assessing the rarity or value of a resource or capability. In
addition, critics have disagreed on the concentration of the RBV on the organizational internal resources/environment rather
than the external environment (Priem & Butler, 2001). Although the RBV has faced several criticisms over time, its
principles are still supporting many organizations in achieving their goals.
iv. The Dynamic Capabilities View (DCV): The DCV was first proposed by David Teece in the late 1990s. It is a more topical
theory that builds on the RBV and it has its focus on how organizations can adapt and respond to changing environments. It
emphasizes the importance of flexibility, adaptability, and learning in creating and sustaining competitive advantage.
According to the DCV, an organization's ability to create and sustain competitive advantage is not just based on its current
resources and capabilities, but also on its ability to continuously adapt and develop new resources and capabilities in
response to a changing environment. This ability is known as dynamic capabilities which involve four key processes:
sensing, seizing, reconfiguring, and releasing. Teece, Pisano, & Shuen, (1997).
The researchers considered the DCV a good fit for this study because it highlights the importance of adaptability and
change. In the automotive industry, the environment is constantly changing, with new technologies, regulations, and
competitors emerging all the time. The DCV suggests that organizations need to be able to sense and seize new
opportunities, and to reconfigure their resources and capabilities to take advantage of those opportunities (Teece, 2007).
This could be a useful framework for understanding how organizations in the automotive industry can use competitive
intelligence to create and maintain a competitive advantage. Another important point about the DCV is that it doesn't just
focus on the individual firm. Instead, it emphasizes the importance of the relationship between a firm and its environment.
In other words, it's not just about what a firm does internally to create competitive advantage, but also how it interacts with
and adapts to its external environment. This is known as the “co-evolution” of the firm and its environment (Teece, 2007).
Methodology
Design and Data Collection
The design used for this study was the mixed research design. The data used in the study were generated from primary and secondary sources
which include: interview and survey responses from the 104 staff members purposively selected from the population of 122.To make sure the
sample was representative of the population, the purposive sampling technique was used which allowed the selection of experienced participants
who are practitioners of the concept of competitive intelligence at the INNOSON Technical and Industrial Company Limited. The 122 population
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of study includes staff members from the departments directly connected with competitive intelligence and performance, they include:
sale/marketing, production, quality control, ICT, and Finance. The 5-point Likert Scale questionnaire including an interview guide were used as
research instruments to collect primary data. The questionnaire properly measured what was needed to be measured, i.e. attitude and opinion of
participants. The researchers used the 5-point likert scale for the questionnaire because it allowed detailed information from participants’ attitudes
and opinions on competitive intelligence. It allowed the researchers to capture more variation in the responses. The 5-point scaled questionnaire
was made up of simple and balance options/ questions, which are relevant to the research questions. It was scaled as follows: (1-"strongly agree" 2-
"agree", 3- "neither agree nor disagree", 4- "disagree", and 5- "strongly disagree"). The 104 copies of the questionnaire administered were all
properly filled and returned because the researchers took time to administer the questionnaire through a face-to-face method. Since the questions
were simple, the researchers waited to collect the questionnaire back. The questionnaire was accompanied by a consent note explaining to the
respondents that responses were voluntary and confidential and will only be used for the study. Information regarding the respondents’
demography, age, gender, sex, department, rank and education were contained in the questionnaire. The interview guide contained specific
questions which help to solicit relevant information from departmental heads and high ranking staff in managerial positions.
Analytical tools
In analyzing the data, descriptive and inferential statistics were used. The statistical tools used for data analysis in this study were simple
percentage (%) and regression analysis with the aid of 23.0 versions of Statistical Package for Social Sciences software. Regression analysis was
used to generalize the data collected from the sample, and hence the sample data was able to make predictions and generalization about the entire
population. The study measures the correlation and the strength of the correlation between variables and Regression analysis was able to show the
strength of the relationship between competitive analysis and performance measuring their proxies.
Model Specification
This is translated thus
Where: = Independent Variable, = Intercept, = Un-standardised Coefficient and = Error Margin
CL = f(II)
…………………..... (1)
…………………..... (2)
………………….... (3)
Results and Discussions

Here, presentation, interpretation and discussion of the results of the hypotheses tested were made.
H01: Innovation intelligence has no significant correlation with cost leadership
Table 1: Model Summary, Hypothesis 1

Model Summaryb
Std. Error of the
Model R R Square Adjusted R Square Estimate Durbin-Watson
a
1 .943 .888 .887 .33031 .393
a. Predictors: (Constant), Innovative Intelligence
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b. Dependent Variable: Cost Leadership
The Model Summary indicates that R .943 i.e. represents the correlation between the actual scores of the independent and dependent variable
predicted by the regression equation, the R squared is .888 which indicates that the independent variables account for 88.8% of the variance in the
scores of the dependent variable, the Adjusted R square and Standard Error of the Estimate gave an output of .887 and the.33031 respectively. The
Durbin Watson at .393 indicates that the data used has no redundant variable.
Table 2: ANOVA, Hypothesis 1

ANOVAa
Model Sum of Squares Df Mean Square F Sig.
1 Regression 80.759 1 80.759 740.195 .000b
Residual 10.147 93 .109
Total 90.905 94
a. Dependent Variable: Cost Leadership
b. Predictors: (Constant), Innovation Intelligence
The ANOVA table which has an F score of 740.195 and is statistically significant at .000 which is below the .01 margin of error; implies that the
model was a good fit and that the coefficient of simple correlations R is significantly different from zero.
Table 3: Coefficients Hypothesis 1

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) -.089 .076 -1.173 .244
Innovation
.997 .037 .943 27.207 .000
Intelligence
a. Dependent Variable: Cost Leadership
The coefficients from the above table showed a significant relationship between the variables under study hence the hypothesis was accepted in the
alternate form, and it is therefore safe to say that at (β = . 943; t = 27.207; P<.000), innovation intelligence has significant correlation with cost
leadership at INNOSON Technical and Industrial Company Limited, Emene, Enugu State. This result suggests that innovative intelligence helps
INNOSON Technical and Industrial Company Limited to be more cost-effective by identifying new technologies and processes that improve
efficiency. This supports previous research that has shown a link between innovation intelligence and cost leadership (Dyer, et al, (2018);
Nemutanzhela, & Iyamu, (2011); Calof, & Sewdass, (2020)).
H02: Market intelligence has no relationship with organizational growth
Table 4: Model Summary Hypothesis 2

Model Summaryb
Std. Error of the
1 .910a .827 .826 .45025 .435
a. Predictors: (Constant), Market Intelligence
b. Dependent Variable: Growth
The Model Summary indicates that R .910 i.e. represents the correlation between the actual scores of the independent variable and the scores for
the dependent variable predicted by the regression equation, the R squared .827 is a percentage that indicates that the independent variables account
for 82.7% of the variance in the scores of the dependent variable. The Adjusted R square and the Standard Error of the Estimate gave an output of
.826 and .45025 respectively while the Durbin Watson at an output of .435 indicates that the data has no redundant variable.

ANOVAa
18

1 Regression 90.367 1 90.367 445.754 .000b
Residual 18.854 93 .203
Total 109.221 94
a. Dependent Variable: Growth
b. Predictors: (Constant), Market Intelligence
The ANOVA which has F score of 445.754 is statistically significant at .000 which is below the .01 margin of error. This implies
that the model was a good fit and that the coefficient of simple correlations R is significant.
Table 6: Coefficients, Hypothesis 2

Coefficientsa
Standardized
1 (Constant) .192 .092 2.091 .039
Market Intelligence 1.024 .049 .910 21.113 .000
a. Dependent Variable: Growth
The coefficients show a significant relationship and the hypothesis was accepted in the alternate form. This implies that at (β= .910; t = 21.113;
P<.000), market intelligence has a significant relationship with the growth of INNOSON Technical and Industrial Company Limited. This result
tallied with the work of Waithaka (2016), although he called it target-oriented competitive intelligence but the result indicated that target- oriented
competitive intelligence (same as market intelligence) correlates with performance. It is also in tandem with other researches that were able to
connect market intelligence with organizational growth, (Eidizadeh, Salehzadeh, & Ali, (2017); Nemutanzhela, & Iyamu, (2011)).
H03: Strategic intelligence has a negative and insignificant relationship with adaptability
Table 7: Model Summary, Hypothesis 3

Model Summaryb
Std. Error of the
1 .938a .880 .879 .45486 .448
a. Predictors: (Constant), Strategic Intelligence
b. Dependent Variable: Adaptability
The Model Summary indicates that R .938 i.e. simple correlation value represents the correlation between the actual scores of the independent
variable and the scores for the dependent variable predicted by the regression equation, the R squared .880 is a percentage to indicate that the
independent variables account for 88.0% of the variance in the scores of the dependent variable, the Adjusted R square and the Standard Error of
the Estimate gave an output of .879 and.45486 respectively while the Durbin Watson is .448 which indicates that the data has no redundant
variable.

ANOVAa
1 Regression 141.643 1 141.643 684.620 .000b
Residual 19.241 93 .207
Total 160.884 94
a. Dependent Variable: Adaptability
b. Predictors: (Constant), Strategic Intelligence
19
The ANOVA which has an F score of 684.620 is statistically significant at .000 which is below the .01 margin of error. This
implies that the model was a good fit and that the coefficient of simple correlations R is significant.
Table 9: Coefficients, Hypothesis3
Coefficientsa
Standardized
1 (Constant)
.096 .097 .991 .324
Strategic Intelligence 1.075 .041 .938 26.165 .000
a. Dependent Variable: Adaptability
The coefficients showed a significant relationship and the hypothesis was accepted in the alternate form which indicates that at (β= .938; t =
26.165; p<.000), strategic intelligence has significant effects on the adaptability of INNOSON technical and industrial company limited. This
results show that strategic intelligence helps INNOSON Technical and Industrial Company Limited to adapt to changing market conditions and this
is in tandem with work of (Hautz, Kunisch, Peffers, & Seidel, (2023).
Findings
After the analysis, the study revealed thus:
i. Innovative intelligence has a significant correlation with cost leadership at INNOSON Technical and Industrial Company Limited.
ii. Marketing intelligence has a positive and strong relationship with the growth of INNOSON Technical and Industrial Company Limited.
iii. Strategic intelligence has a positive and significant relationship with the adaptability of INNOSON Technical and Industrial Company
Limited.
Conclusion
The study surveyed the relationship between competitive intelligence and performance in post COVID-19 era, studying the automotive industry.
From the results obtained, the study concluded that competitive intelligence is a key driver of organizational performance, especially as it affects
cost leadership, growth and adaptability at INNOSON Nigeria Limited. For example, the company has used 3D printing to develop prototypes and
test new designs and has even used it to produce some parts for its vehicles. This technology has helped INNOSON to develop products faster and
more efficiently and has also helped to reduce costs. Other innovative intelligence initiatives adopted at INNOSON Technical and Industrial
Company Limited that have resulted in efficiency, include the focus on electric charging systems for vehicles and the launch of new business
models like INNOSON's "Made in Anambra" initiative, which aims to boost the local economy and create jobs. Again, the development of a
variety of payment plans and financing options which makes it easier for consumers to afford its vehicles and the focus on price reduction are
examples of marketing intelligence initiatives that have helped INNOSON technical and industrial company limited to grow. This was achieved by
their focus on local manufacturing and sourcing of materials which optimized its production process.
Recommendations
In line with the findings and conclusion above, the following recommendations were made:
i. Organizations should develop a culture of innovation through adequate investment in research and development as well as rewarding creative
and innovative intelligent employees; this will consequently arm the organization with cost leadership.
ii. Forward-thinking organizations that seek growth must develop a robust system of collecting and analyzing data from their market, and the
information gathered must be used in the decision-making processes of the organization especially as it affects strategy formulation and
implementation
iii. Taking note of what the environmental trends are per time is resource; organizations must seek strategic ways to adapt.
Limitations of the study

A key limitation to the study is the difficulty in predicting long-term effects of the pandemic in the post pandemic era as well as the ethical and
legal challenges encountered in gathering accurate and timely information on competitive intelligence from the selected organisation. This is
related to the rapid pace of change in many industries especially the automotive industry, including the complex and interrelated nature of the
automotive industry. The researchers were able to tackle the first challenge by conducting both quantitative and qualitative research, which enabled
them gain a more accurate and comprehensive understanding of the long-term effects of the pandemic. Other important strategies used by the
researchers to overcome the aforementioned challenge include: the formation of well-defined and specific research questions to guide the
competitive intelligence research. This helped to focus the research and make it more manageable. Again, the use of a variety of sources to gather
research information (from both primary and secondary sources) went a long way to help increase the validity and reliability of the data. The
researchers also used a clear process for analyzing and interpreting the data, and validating the findings. Secondly, the researchers considered the
ethical and legal implications of gathering information; they ensured that all information was gathered in a legal and ethical manner.
20
Another potential limitation is the lack of standardization in competitive intelligence practices even within the automotive industry. There are many
different ways to approach competitive intelligence, and it can be difficult to compare and generalize results and best practices across
organizations. And finally, there is the risk and challenge of information overload, as it was difficult to filter and process the large amount of
information that was gathered during the research. In terms of the challenge of having a lack of standardization in competitive intelligence
practices, one way the researchers were able to overcome the challenge was by consulting with experts in the field to get their input on best
practices, and, that formed a kind of standard for the research. This also led to developing a set of guidelines and procedures for how to conduct the
research on competitive intelligence and performance in the organization of study. In terms of information overload, the researchers used the data
visualization tool which helped to make sense of the large amounts of data during research.
Areas for future research

For possible areas of future research on this topic, the study suggests thus:
i. First, future research should focus on the post-pandemic landscape and its impact on the different segments of the automotive industry. It
would be interesting to explore how the post-pandemic landscape has impacted different segments of the automotive industry, such as
Luxury vs. Mass market vehicles, or Electric vehicles vs. Traditional internal combustion engine vehicles.
ii. Again, researchers should focus on the challenges and opportunities facing automotive organizations in Africa. It would be interesting as
well as beneficial to investigate and find out the challenges and opportunities facing automotive organizations in Africa with its unique
characteristics and dynamics.
iii. Finally, it would be useful to explore how the pandemic has changed the way people think about the automotive industry, and whether
these changes are likely to persist in the long term. This very research has thrown more light on the fact that the automotive industry has
undergone significant changes as a result of the pandemic. For example, the shift to online sales and contactless delivery has had a major
impact on the industry. Additionally, concerns about public health and safety have led to an increased demand for personal
transportation, which has in turn increased demand for electric vehicles and autonomous vehicles. And finally, the pandemic has
highlighted the importance of supply chain resilience and sustainability. So, it would be useful to explore how these changes have
impacted consumer attitudes and behaviors, and how far they are likely to persist into the post- pandemic era.
Acknowledgement
I acknowledge the support and assistance of my colleagues and mentors, who provided valuable guidance and feedback on my research, Dr. Nelson
Nkwor, Prof. Doris Morah, and Prof. Chinwe R. Okoyeuzu. I would also like to thank the entire staff of the e-library at Alex-Ekwueme Federal
University, Ndufu Alike Ebonyi State Nigeria who provided access to important resources and materials. Finally, I would like to thank my family
and friends for their support and encouragement throughout the demanding process of this research.
Author declaration statement
I declare that this research was conducted objectively, and that I have no conflicts of interest to disclose. Additionally, I declare that this research
was not funded by any organization or third parties, and that all the data used in this study were obtained from publicly available sources. I confirm
that the conclusions presented in this study are based on the available data and my analysis, and that they are not intended to endorse or promote
any specific organisation or products.
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Competitive Intelligenceand Performanceinthe Automotive Industry The Post Pandemic Experience

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International Journal of Advance Study and Research Work (2581-5997)/ Volume 7/Issue 1/Jan-Feb-Mar -2024

Competitive Intelligence and Performance in the

1.1. Objectives of the Study

1.2. Research Questions

2.1. Conceptual Review

2.2. Theoretical Review

This is translated thus

Where: = Independent Variable, = Intercept, = Un-standardised Coefficient and = Error Margin

Results and Discussions

Table 1: Model Summary, Hypothesis 1

b. Dependent Variable: Cost Leadership

Table 2: ANOVA, Hypothesis 1

Table 3: Coefficients Hypothesis 1

Table 4: Model Summary Hypothesis 2

Table 5: ANOVA, Hypothesis 2

Model Sum of Squares Df Mean Square F Sig.

Table 6: Coefficients, Hypothesis 2

Table 7: Model Summary, Hypothesis 3

Table 8: ANOVA, Hypothesis 3

Limitations of the study

Areas for future research

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