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The Effect of Competitive Intelligence on Competitive Strategy and Performance: Study on Cafes and Restaurants in Malang, Indonesia

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The Effect of Competitive Intelligence on Competitive Strategy and Performance: Study on Cafes and Restaurants in Malang, Indonesia Diponegoro International Journal of Business Vol. 3, No. 1, 2020, pp. 55-60 Published by Department of Management, Faculty of Economics and Business, Universitas Diponegoro (p-ISSN: 2580-4987; e-ISSN: 2580-4995) DOI: https://doi.org/10.14710/dijb.3.1.2020.55-60 The effect of competitive intelligence on competitive strategy and performance: study on cafes and restaurants in Malang, Indonesia Asminah Rachmi1 and Diana Eka Poernamawati1 1Department of Business Administration, State Polytechnic of Malang, Indonesia Abstract This study aims to investigate the effect of competitive intelligence to competitive strategy and performance of cafes and restaurant in Malang, Indonesia. Data analysis applying path analysis on 100 samples showed that competitive intelligence directly affects performance and indirectly through competitive strategy performance. These findings are expected to provide recommendations for strategic planning development efforts in the future for cafes and restaurants in Malang, and also to help in developing the best practices in responding the market change. Keywords competitive intelligence; competitive strategy; performance INTRODUCTION people who like to spend their leisure time with their friends in cafes (Fimela, 2014). Today’s highly dynamic business The increase in number of cafes and environments have created risks to the restaurants in Malang has created a tight survival of any enterprise (Schmitt, 2003). competition and each of them should have Therefore, strategic planning is an essential strategies to compete and to exist in the ingredient for enterprise business success in market (Mazda, 2019). The objective of this today’s competitive environment (Cooper, research is to provide evidence for the 2001). For large corporations that have capability of competitive intelligence to internal departments dedicated to provide influence company’s performance through the enterprise with economic data, market competitive strategy of cafes and trends and competitive intelligence, they can restaurants in Malang. manage the risks to survive and apply business strategies that increase their LITERATURE REVIEW AND performance. There is empirical research HYPOTHESES DEVELOPMENT that has shown the importance of strategic planning in providing insights into Competitive intelligence overcoming barriers and biases associated with failure of an enterprise (D. Miller, Hope, Competitive intelligence was popular in Eisenstat, Foote, & Galbraith, 2002; Perry, 1990s and becoming focus interest in 2001). strategic management (Reginald, 2000). One of the most popular business Competitive intelligence is a way in gaining strategies is competitive strategy developed and using information about event and trend by Porter (1980). The competitive strategy in the external environment (Matthews, has been confirmed determines company’s 1990). Porter (1980, 1985, 1990, 1992, performance (Julien & Ramangalahy, 2003) 2001) comprises the source of competitive and the role of competitive intelligence is intelligence into five forces that should be supporting competitive strategy by providing considered in industries analysis namely better information of external environment new entrant threat, substitution threat, (Ma, 2000) bargaining power of supplier, bargaining Cafes and restaurants businesses in power of customer and competition intensity. Malang have been developed vastly (Fitriya, To win the competition, companies collected 2015). The trigger of cafe business all information related to external development caused by the changing of environment such as competitors, customer, society’s life style especially for young suppliers and market. That information Correspondence to : Received: 27th February 2020 Revised: 20th June 2020 [email protected] Accepted: 23rd June 2020 55 Diponegoro International Journal of Business, Vol. 3, No. 1, 2020, pp. 55-60 showed the changing in the environment (Matthews, 1990). There is evidence that and finally determined strategies to respond competitive intelligence support competitive those changing. strategy (Ma, 2000). Competitive strategy H1: Competitive intelligence has positive effect on competitive strategy. Porter (1980) defined competitive strategy as a combined target searched by Previous research showed that companies and policies to find a way to competitive intelligence has direct on arrive there. This strategy focused on company performance. Tahmasebifard competitive positioning that differentiate it (2018) argues that firms may achieve from other competitors and added value superior market performance via exploiting through combined activities that were differ Competitive Intelligence activities. Adidam, from competitors. Porter’s (1980) Banerjee and Shukla (2012) claim that competitive strategy based on three generic competitive intelligence has effect on strategies used by companies namely company performance. differentiation, low cost and focus. Differentiation strategy usually is adopted to H2: Competitive intelligence has positive develop a unique product that is valued and effect on company performance. searched by customers who want to be better compared or different to others. Low cost strategy targets a large market and Beside the direct impact of competitive emphasizes low production costs and with a intelligence to company performance, certain level of product quality. Cost competitive strategy can play the role as leadership is the clearest strategy with mediator between them. Ferrier (2001) limited choices in which companies sell their argues that competitive intelligence activities products at an average industry price to gain enable executive management teams to market share (Peteraf, 1993). Focus make reliable strategic decisions and strategy serves customers in narrower actions aimed for enhancing the segments to achieve cost advantage or competitiveness and overall performance of differentiation. Companies that choose a firm. Furthermore, Julien dan Focus strategy enjoy the benefits of Ramangalahy (2003) claims that competitive customers who have high loyalty, thereby strategies determine the performance of suppressing competition among competitors exporters of SMEs. (Porter, 1980, 1985, 1990, 2001). H3: Competitive Intelligence has a Company performance positive impact on competitive strategy which indirectly has a positive effect on Company performance is a function of company performance. mutual influence between the company's competitive strengths with actions taken that METHODS enable the company to adapt to the external environment(A. Miller & Dess, 1996). The In this research framework, the concept of objective approach is related to performance competitive intelligence (CI) represents five appraisal using absolute value while the variables namely X1 (the threat of new perception approach is related to the competitors), X2 (threat of substitute assessment criteria by asking respondents products), X3 (bargaining power of supplier), their expectations and satisfaction as X4 (bargaining power of customers) and X5 stakeholders. Previous studies that have (intensity of competition). Those variables used both approaches find a strong affect performance (X9) both directly and correlation between the two and have indirectly through competitive strategy (CS) concluded that it is better to use perception that represent three variables including X6 measures if objective measurements are not (differentiation strategy), X7 (low cost available (Knights & McCabe, 1997). strategy) and X8 (focus strategy). The items Most of the normative literature findings used to measure competitive intelligence conclude that the value of Competitive and competitive strategy variables are Strategy depends on the enterprise’s developed from Porter’s theory (Porter, interpretation of Competitive Intelligence 1980, 1985, 1990, 2001) and items used to 56 Diponegoro International Journal of Business, Vol. 3, No. 1, 2020, pp. 55-60 measure performance are developed from Based on the diagram in Figure 1, there Keegan, Huemann, and Turner (2012) were 5 regression blocks with the regression This research uses quantitative method equation as below: for testing theory by examining the relationships between variables (Creswell, Regression Block-1 (black lines) 2013). The survey technique is used to get X6 = p61X1 + p62X2 + p63X3 + p64X4 + specific information quickly through p65X5 + p6R questionnaire answers from the target group (Kumar, 2005). Data analysis for this study Regression Block-2 (red lines) used Path Analysis which is a further X7 = p71X1 + p72X2 + p73X3 + p74X4 + analysis of regression analysis. Steiner p75X5 + p7S (2005) claimed that path analysis is an extension of multiple linear regression and Regression Block-3 (blue lines) which shows the analysis of complex X8 = p81X1 + p82X2 + p83X3 + p84X4 + models. p85X5 + p8T The population is cafes and restaurants in Malang. Based on data collected by Regression Block -4 (green lines) Tripadvisor (2017) there were 391 cafes and X9 = p91X1 + p92X2 + p93X3 + p94X4 + restaurants in the city of Malang. Since the p95X5 + p9U factor analysis requires a minimum of 100 data (Tabachnick & Fidell, 2007) then the Regression Block -5 (green and blue bold total sample was rounded to 100 lines) respondents. The sampling technique used X9 = p91X1 + p92X2 + p93X3 + p94X4 + was purposive sampling that needs p95X5 +p96X6 + p97X7 + p98X8 + p9U consideration (Sugiyono, 2015) The selected sample was cafes and restaurants The results of regression analysis for
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