A New Archetype for Competitive Intelligence

By John J. McGonagle Jr.; Carolyn M. Vella | Go to book overview

Defensive (Counter) Intelligence. Defensive intelligence plays no direct role in support of results orientation.


APPENDIX: CASE STUDY -- HOW PERVASIVE IS CYBER-INTELLIGENCE IN MODERN BUSINESSES?

One of the difficulties of analyzing how a corporation uses intelligence of any sort is that its use and collection is an ongoing, and thus, necessarily, a constantly changing process. Therefore, we must look for a way to take a picture of a moving process. In the following materials, we have taken information from the public record (one annual report) of an international bank, 18 and sought to isolate specific indications of where the bank collects and uses Cyber-Intelligence.

Figure 4.1 encompasses elements from the bank's published table of organization and highlights those units whose mission is either directly involved with (a) intelligence gathering or (b) utilization. The following extract is from a company text dealing with Cyber-Intelligence-related activities. Together, the figure and extract capture a sense of the persuasiveness of Cyber-Intelligence in this enterprise.

[The Bank] 20 supports [national] corporations planning direct foreign investment through their overseas subsidiaries and affiliates by providing loans, debt guarantees, advice on mergers and acquisitions (M&A), trustee services and project finance. We supply similar services to foreign corporations and governmental organizations, as well as international institutions active in [our domestic market]. Furthermore, our worldwide network assists [national] companies seeking to establish overseas operations by furnishing them with economic, legal, accounting, and taxation information, in addition to advice on overseas fund-raising.

Our market intelligence capabilities are considerably enhanced by the high caliber of our worldwide economic research staff. . . . (The Bank] is able to offer strategic advisory services of the highest quality to corporations both in [the domestic market] and overseas, capitalizing on the strength in strategic information gathering that derive from the Bank's worldwide network of 800 domestic and 74 overseas branches and officers. Quality services are provided by highly skilled staff -- with extensive professional experience in M&A, the establishment of joint ventures, and alliance transactions -- who are based in [four major international financial centers].

[The Bank] supports foreign corporations in [the domestic market] by carrying out market research and formulating entrance strategies, as well as offering advice on M&A and other types of strategic alliance. In recent years, there has been increasing demand for such services in line with a growing interest in penetrating the [domestic] market and a more favorable climate for M&A activity [domestically]. Our knowledge in these fields enables us to provide our clients extensive and useful information.

Our [domestic] corporate clients' requirements for detailed information and specialist knowledge in a range of fields are satisfied by the resources of our large

-34-

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A New Archetype for Competitive Intelligence
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Figures and Tables vii
  • Acknowledgments ix
  • I - Introduction 1
  • 1 - About This Book 3
  • Note 4
  • 2 - Why Is Intelligence Important Today -- and More Important Tomorrow? 5
  • Appendix: National Interests in Intelligence 10
  • Notes 11
  • 3 - The Building Blocks of Cyber-IntelligenceTM 13
  • Appendix: Reengineering and Downsizing 19
  • Notes 20
  • 4 - Cyber-IntelligenceTM in the Modern Corporation 23
  • Appendix: Case Study -- How Pervasive is Cyber-Intelligence in Modern Businesses? 34
  • Notes 36
  • II - The Building Blocks of Cyber-intelligenceTM 37
  • 5 - Competitive Intelligence 39
  • How Does CI Relate to the Other Building Blocks of Cyber-IntelligenceTM? 44
  • Notes 49
  • 6 - Strategic Intelligence 51
  • Notes 54
  • 7 - Market Intelligence 57
  • Notes 60
  • 8 - Crisis Management 63
  • Notes 66
  • 9 - Benchmarking 69
  • Notes 82
  • 10 Reverse Engineering 85
  • Notes 90
  • 11 - Defensive (Counter) Intelligence 91
  • Notes 96
  • 12 - The Building Blocks of Cyber-IntelligenceTM: Charting the Relationships 97
  • III - Using Cyber-IntelligenceTM 99
  • Notes 105
  • 13 - Data Gathering: An Overview of Sources 107
  • Notes 117
  • 14 - Data Gathering: An Overview of Techniques 119
  • Appendix: Case Study 129
  • Notes 132
  • 15 - Data Analyses 133
  • Appendix A: Comparative Target Profile Summary 146
  • Appendix B: Strategic Analysis Report Form 147
  • Appendix C: Communicating Conclusions 150
  • APPENDIX B: STRATEGIC ANALYSIS REPORT FORM 151
  • 16 - Using Cyber-IntelligenceTM Intelligently 153
  • Appendix A: Using Cyber-Intelligence in Strategic Planning 174
  • Appendix B: Case Study -- CI Supporting Other Intelligence Functions 178
  • APPENDIX B: CASE STUDY -- CI SUPPORTING OTHER INTELLIGENCE FUNCTIONS 179
  • 17 - Critical Management Issues 183
  • Notes 190
  • 18 - The Future of Cyber-IntelligenceTM 191
  • A - U.S.-Based Organizations Involved with Some Aspect of Cyber-IntelligenceTM 193
  • B - Selected Internet World Wide Web Sites 195
  • Glossary 201
  • Select Bibliography 209
  • Index to Forms and Checklists 217
  • Index to Case Studies 219
  • Index 221
  • About the Authors *
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