A New Archetype for Competitive Intelligence

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

8
Crisis Management

According to a report. . . 30% companies surveyed lack confidence in their own disaster-recovery plans. That's saying nothing about the 37% of companies without formal plans at all. The lesson: if there was some way of properly preparing for them, they wouldn't be called disasters.1


WHAT IS CRISIS MANAGEMENT?
"The science of crisis management [is] aimed at protecting organizational assets and reputation in the midst of chaos." 2 Crisis management involves identifying and then preparing for the sudden "shocks" which can do significant, sudden damage to a company's assets, both physical and financial, to its ongoing operations, as well as to its reputation. The classic cases of crisis management studied by crisis management programs (CMPs) range from the Tylenol tampering case and the Bhopal disaster to catching up with rumors that some hamburgers were made with worms. 3 But crises do not have to be so dramatic. They can be as mundane (and as damaging) as plant fires. For example, Milliken & Company lost a key plant in Georgia to fire on January 31, with the following results:
Within hours, two planeloads of senior personnel left headquarters, in South Carolina, and flew to the site.
Within twenty-four hours, thirty teams of corporate employees had been organized, and were already working, to handle every aspect of the loss, from personnel to reconstruction.
Within four days, every one of the over 2,000 customers affected by the fire had been called by the sales force.

-63-

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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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