Study goals
“Analyze the experience and operation of a large organization that operates with food benefits, prepaid services and business agreements with regard to its strategic infrastructure of Competitive Intelligence and its eventual adaptation to the constructs of Digital Transformation"
Relevance / originality
Knowledge of empirical methodologies, or strategies for monitoring sectoral events, is restricted, taking into account their effective applicability Competitive Intelligence and Digital Transformation, considering the important changes arising from the post-COVID-19 pandemic period in the benefits sector.
Methodology / approach
The study was classified as qualitative and descriptive and to investigate the “functioning of Competitive Intelligence and Digital Transformation in the researched organization”, categories and subcategories were raised based on the activity in the organization; semi-structured interviews with managers were explored following
Main results
The use of data was enhanced through the acquisition of new social listening platforms; what has allowed us to understand the offers and positioning of the competition and to structure innovations; the value proposition has been adapted and enhanced.
Theoretical / methodological contributions
Contributions of Competitive Intelligence and Digital Transformation covering: Choo (1998), Calvosa (2022), Marin & Poulter (2004); Prescott & Miller (2002); Gilad (2003); Miller (2002); BERGERON & HILLER (2002);, Barbosa (2002); Davenport & Prusak (1999), Rogers (2017); Nascimento (2019), Roedel (2002) and Vidigal
Social / management contributions
Today's business environment demands a more solid and formal method of collecting information and organizations need to create intelligence from its effective use suited to the digital age. The intelligence process can generate reasoned recommendations for the decision.