1243
ACTA UNIVERSITATIS AGRICULTURAE ET SILVICULTURAE MENDELIANAE BRUNENSIS
Volume 62 128 Numbe 6, 2014
h p://dx.doi.o g/10.11118/ac aun201462061243
THE OBJECTIVES OF COMPETITIVE
INTELLIGENCE AS A PART OF CORPORATIVE
DEVELOPMENT STRATEGY
F an išek Ba es1
1 Depa men o Economics, Facul y o Business and Managemen , B no Uni e si y o Technology, Kolejní 2906/4,
612 00 B no, Czech Republic
Abs ac
BARTES FRANTIŠEK. 2014. The Objec i es o Compe i i e In elligence as a Pa o Co po a i e
De elopmen S a egy. Ac a Uni e si a is Ag icul u ae e Sil icul u ae Mendelianae B unensis, 62(6): 1243–
1250.
This pape deals wi h he issue o he managemen cycle o Compe i i e In elligence. The au ho
desc ibes he p ocess o Compe i i e In elligence in Czech co po a e managemen . He concludes
ha in mos cases, he Compe i i e In elligence ope a ions a e di ec ed by he op managemen ,
and he a en ion o Compe i i e In elligence is being paid o Key In elligence Topics (KIT).
The Compe i i e In elligence is hen ocused on he ou pu o s a egic analyses, complemen ed
in some cases wi h a summa y (syn hesis) o acqui ed in elligence plus some signal in elligence
(SIGINT). The esul s o he Compe i i e In elligence p oduced in such a way a e ac ually he ou pu s
mos ly applicable in ope a ional managemen and mos ly unsui able o s a egic managemen .
Howe e , op manage s ab oad almos in a iably need he da a ele an o he u u e si ua ion since
hei decisions a e o s a egic na u e. The ollowing sec ion o he pape is de o ed o he concep ual
solu ion o Compe i i e In elligence, i.e. he Compe i i e In elligence objec i es linked wi h
he de elopmen s a egy o he co po a ion. He e he au ho a i es a h ee basic de elopmen
s a egies: a.) he co po a ion desi es s a us quo, i.e. o keep i s ma ke posi ion as i is, b.) he co po a ion
is ou o expand, and c.) he co po a ion in ends no only o keep i s exis ing and dominan ma ke
posi ion bu s i es o i s long- e m dominance o las .
Keywo ds: compe i i e in elligence, in o ma ion cycle, de elopmen s a egies, he objec i es
o compe i i e in elligence, s a egic decision
INTRODUCTION
The op managemen o co po a ions e y o en
fi nds ha he global cha ac e and he mo e and mo e
demanding compe i ion ende s hei de ec ion,
in o ma ion and e alua ion o he da a o ien ed
mos ly o “ he pas ”, in a be e case o “ he p esen ”,
ou da ed and obsole e. The in o ma ion ou pu
o he s a egically impo an compe i o s’ decisions
o “ he u u e” is missing. Only in e y ew cases
when he in o ma ion is success ully deli e ed
o he poin , usually i is ound g oundless
and unsubs an ia ed. In no way a e he p esen
sys ems capable o c ea ing ele an da a o s a egic
decision-making o he op managemen , e en i
such da a a e qui e una oidable o any success ul
decision-making in he p esen , highly demanding
ma ke en i onmen . Fo ins ance, he ou s anding
Ame ican manage Lee Iacocca (Iacocca, No ak,
1992) s a es, ha “… o a co ec decision 95% o ele an
in o ma ion om he b anch a e necessa y. The emaining
5% o missing in o ma ion is, acco ding o him, he isk
o decision-making.”
The impo ance o he quali y da a o he op-
managemen g ows immensely du ing he pe iods
o economic dep ession. Usually, i is he ime when
a pain ul p ocess o emo ing e e y hing ha is
obsole e and ou da ed is unde way. E e ybody
knows, wha will no do o he pe iod o come!
I is a gene ally known ac , ha e e y c isis has
i s lose s, bu many fi ms always p o e o be much
s onge , and ic o ious in he end.
These a e he fi ms ha , on he basis
o co ec ly o ganized in elligence, based hei
1244 F an išek Ba es
new co po a e plans on alue and dis up i e
inno a ions, and co ec compe i i e s a egy
ollowed by a success ul ealiza ion on he ma ke .
F om he abo e i may be concluded ha any op
managemen has o ha e an absolu ely clea
pic u e o he capabili ies, s eng h, po en ial,
plans and he in en ions o he compe i ion.
In such a case E icson and Ro hbe g (2005)
sugges o look o he answe s o he ollowing
ques ions, enabling o fi nd how he gene a ion
o he compe i i e capi al is being p o ided
o a he fi m (1). The ques ions a e he ollowing:¨
1. Do you know all he in o ma ion you need o you
s a egic decisions?
2. Do you know whe e o fi nd ou he in o ma ion necessa y
o you igh decision?
3. A e you able o use he in o ma ion, when you see i ?
In case ha he answe o one o he abo e s a ed
ques ions is nega i e o unsa is ac o y, i is ime
o hink abou he building o he Compe i i e
In elligence b anch in you fi m!
Un o una ely, hese b anches a e (a leas
in he Czech Republic) no p ope ly o ganized,
hei asks a e no p ope ly o mula ed and hey a e
no able o p o ide adequa e da a o he s a egic
decision-making o he op managemen .
The e o e, he aim o his pape is o o mula e
he equi emen s o he da a, in o ma ion
and in elligence capable o secu e he necessa y
in elligence collec ing o quali y decision-
making in he fi m, especially wi h espec
o he de elopmen s a egy.
METHODS
In he cou se o w i ing he ex he ollowing
me hods we e used: obse a ion, analysis, syn hesis,
compa ison, induc ion and deduc ion.
THE SOURCES
F om e iewing he a ailable li e a u e dealing
wi h he wo king me hods and es ablished
p ocedu es o he Compe i i e In elligence
ope a i es (CI) i ollows ha , besides elemen a y
o mula ions delinea ing he basic ac i i ies o
he in elligence p ocess and i s phases, no ime-
honou ed o s anda dized me hodology is
a ailable. (2). See he books o au ho s such as Fuld
(1995), Fuld (2010), Kahane (1997), Liebowi z
(2006), Hall and Bensoussan (2007), and mos
impo an ly he seminal wo k o Ca (2003), gi ing
he s uc u ed analysis o he wo k o 15 leading
Compe i i e In elligence w i e s in he USA. He e
he well- enowned expe s desc ibe he p ocess
o Compe i i e In elligence in e y he e ogeneous
ways, e.g. as a cycle, linea p ocess, ou -poin model,
scien ifi c me hod, o e en as a py amid. The au ho s
use hei indi idual ools and me hods wi hin hei
espec i e models o Compe i i e In elligence o
achie e hei common goal – o ob ain necessa y
in o ma ion.
On he o he hand, he specifi ca ion o he mos
impo an ac i i y o Compe i i e In elligence, i.e.
he ans o ma ion o in o ma ion in o in elligence,
is su p isingly incomple e and oggy. Gene ally, i
is he accoun o a ious ways o ou ines ha CI
ope a i es ha e ound use ul in he cou se o hei
p ac ice and ha hey s ill use now. In mos cases
hey se e o collec u he in o ma ion, ne e
p o iding ha d ac s, see mo e in (Ba es, 2012).
The Czech P ac ice o Compe i i e In elligence
Used in Indus ial Co po a ions
The In o ma ion Acquisi ion Speci i cally In ended
o Ope a i e Managemen
The si ua ion in Compe i i e In elligence
in he Czech Republic, some excep ions g an ed, is
no e y good. A he momen he s anda d p oduc
o Czech CI ac i i ies is he combina ion o ou pu s
collec ed om Business In elligence and s a egic
analysis, and he Compe i i e In elligence i sel
p esen s he so called “summa y” o collec ed pa ial
da a, i.e. a syn hesis. In o he wo ds i is a so o
“signal in elligence” (SIGINT) a bes . (3) See mo e in
Hamme (2002).
Howe e , he end, gene ally obse ed in he
p esen Compe i i e In elligence, es s in he
necessi y o collec and p ocess mo e and mo e
in o ma ion om seconda y sou ces. Consequen ly,
he calls o a highe le el o me hods o collec ing
specifi cally used in Compe i i e In elligence
become mo e and mo e conclusi e. Mo eo e , many
manage s a e no capable o unde s anding, no
o say u ilizing ac i ely, he no ion o in elligence
as such. They do no use in elligence bu only
some addi ional in o ma ion b inging no hing
new o impo an o hei decision-making, only
suppo ing hei con ic ion ha hei decisions
we e and s ill a e co ec , e en i i is no longe ue.
This s a e o aff ai s is usually e ealed oo la e.
The Managemen P ope o Compe i i e
In elligence
Success ul Compe i i e In elligence b anches
ha e o o mula e co po a e needs o in elligence
based on complex sys em managemen .
The p inciple o he p ocess is based on a wo-
way communica ion be ween op managemen
and he Compe i i e In elligence b anch, especially
in he s age o o mula ing eal in elligence needs.
Mo eo e , du ing he p ocess i is necessa y
o sepa a e he needs equi ing in elligence
om hose equi ing in o ma ion easily accessible
om he co po a ion’s own sou ces (Business
In elligence, ma ke ing, p oduc ion and sales
managemen , e c.). Fo his pu pose some so
o semina s and wo kshops o co po a e op
manage s should be o ganized wi h he aim o
cla i y he specifi c in elligence needs o hei
espec i e pos s.
In Compe i i e In elligence hese p ac ical
ques ions a e called Key In elligence Topics (KIT),
The Objec i es o Compe i i e In elligence as a Pa o Co po a i e De elopmen S a egy 1245
as o mula ed fi s by J. He ing (4) (2006), who
di ided he in elligence needs o co po a ion in o
h ee basic ca ego ies:
1. S a egic decisions and ac ions.
2. Topics equi ing ea ly wa ning.
3. P ofi les, cha ac e is ics and desc ip ions o he key
playe s.
These key in elligence opics a e u he specifi ed
in he so called Key In elligence Ques ions (KIQ;
e m in oduced by P esco and Mille in 2001)
ha o mula e he issue o key in elligence opics as
ollows:
“When he ques ions a e defi ned and hei p ope sou ces
a e adjoined o hem hen hey a e ca ego ized in o espec i e
ca ego ies o in elligence opics (KITs)”
He e is he place o inse a well-known saying by
H. M. Schoolman: “Good answe s come ou om good
ques ions, no om eso e ic analyses”.
The well-defi ned equi emen s o co po a e
op managemen a e he bases o o m quali y
p epa a ion and implemen a ion o he di ec ly
ollowing in elligence p ocess, i.e. he whole
in elligence cycle o he co po a ion and
consequen ly he c ea ion o quali y ou pu s o
Compe i i e In elligence enabling he co ec
s a egic decision-making.
O cou se, i has a de imen al eff ec ha hese
well es ablished p ocedu es a e mos ly no used
in Czech Compe i i e In elligence b anches.
A he momen hei usual p ac ice is o o mula e
he key opics only acco ding o he momen a y
needs o op managemen wi h no adequa e concep
o co po a e Compe i i e In elligence.
The Decisi e Impo ance O Compe i i e
In elligence in S a egic Managemen
In he p esen complica ed si ua ion i is necessa y
o he co po a e managemen o sea ch o a ious
al e na i e su i al s a egies wi hin he complex
compe i i e scene, o i is e iden ha only one
and all-inclusi e app oach will no do. I is also
necessa y o ealize ha he c ises wi hin fi ms could
ake on a numbe o diff e en o ms and he e o e
i would infl uence he subsequen solu ions. Each
p oblem connec ed wi h an economic dep ession
e.g. infl a ion, defl a ion, ecession o s agna ion
equi es a change o s a egy o su i al. Fo e e y
co po a ion i is he dep ession ha leads o adical
changes and inno a ions – see mo e in Ba es (1997).
The Impo ance o Inno a ions in Co po a e
S a egy
I is inno a ion ha enables p epa a ions o he
in oduc ion o a be e p oduc , be e cus ome
se ice, a he han compe i ion. I is inno a ion
again ha enables o in oduce a be e o cheape
p oduc ion p ocess han compe i ion. And, fi nally,
i is inno a ion ha aff ec s he quali y o a ma ke
supply and hus helps o achie e s a egic
compe i i e ad an age. I is possible o say hen, ha
inno a ions a e eliable solu ions o e e y business
as shown in he book by K ause (2008).
Howe e , hese inno a ions ha e o be p epa ed
and in oduced in ime, i.e. hey depends
on he imely decision o he op managemen .
The decision is defi ni ely o a s a egic na u e
and he op managemen should ha e decisi e
in elligence enabling he solu ion and ealiza ion
o he co ec compe i i e s a egy and gain
a compe i i e ad an age secu ing he achie emen
o he in ended objec i e. The mo e complex
he inno a ion is (i.e. he highe inno a ion o de
is eached), he less applicable a e he analysis
esul s co e ing mos ly he pas , in he bes case
he p esen si ua ion, o he p ope inno a ion
p ocess. In o he wo ds, new inno a i e me hods
o p oduc s liquida e he old and useless ones.
Bensoussan and Densham (2007) empi ically
show ha he Compe i i e In elligence is one
o he as es de eloping b anches o in e na ional
business. I is p o en by hei esul s aken no only
om de eloped coun ies, bu also om coun ies
such as Aus alia, Sou h A ica, e c. The p ess
eleases (e. g. by Dow Jones o Reu e s) also show
he me eo ic ise o compe i i e in elligence
awa eness. The numbe o pape s on Compe i i e
In elligence g ew om 68 in 1990 o 157 in 1994,
o 751 in 1998, and up o 9574 in 2003.
The Link Be ween Compe i i e In elligence
and S a egic Managemen
The indispensable da a needed o c ea e
a co po a e s a egy include he in o ma ion on
he s eng h and po en ial o he compe i o s and
hei in ended ac i i ies in hei sphe es o ma ke
in e es s. I is good o men ion he e he book o an
ancien Chinese gene al and mili a y heo is ,
Sun Tzu “The A o Wa ” saying ha : “I you know
you enemy and know you sel , you can fi gh in hund eds
o ba les”, (mode n edi ion, 1963). In wel e
chap e s Mas e Sun desc ibes he necessi y
o unde s anding he cha ac e o he enemy, his
s eng hs and weaknesses, as well as he necessi y
o co ec assessmen o one’s own capabili ies.
This way o hinking helps c ea e an eff ec i e
s a egy o s op and des oy he enemy. In ac , i
means unde s anding all he aspec s o he whole
hea e o wa . Fo ins ance, Chap e 13 is de o ed
o he use o spies and hei s a egic place, and hei
i eplaceabili y, when he in o ma ion abou
he enemy’s in en ion is necessa y.
La e wes e n au ho s, e.g. Ca l on Clausewi z
(mode n edi ion, 2008) w o e abou unde s anding
he enemy, he na u e o comba , as well as he
poli ical con ex , wi hin which he fi gh is
aking place. All his is needed o make he plan
o a success ul a ack o de ence. Such books dealing
wi h one’s p epa a ion and s a egy excellen ly
summa ize and unde line he uni ying ole
o in o ma ion, insigh and in elligence.
Ou a gumen s may be u he suppo ed by
he esul s o many wo ld esea che s in Compe i i e
1246 F an išek Ba es
In elligence. Fo ins ance, Liebowi z (2006) w i es
ha “ he esea ch o SIS In e na ional Resea ch (Klein),
ca ied ou among Compe i i e In elligence p o essionals
in 2004 showed, ha he sphe e wi h he highes alue added
in Compe i i e In elligence is he s a egic planning.” O he s,
e.g. Mon gome y and Magowen (1979), Ji ásek
(2008), Po e (1980 and 1985), a e o he same
opinion.
F om he abo e i is possible o conclude ha he
g ea es alue o co po a e Compe i i e In elligence
es s in he sphe e o s a egic managemen . I
means ha Compe i i e In elligence should be
p ima ily used o s a egic p oblem solu ion o
he co po a ion in ques ion (5), see mo e in Ba es
(2010).
We may he e o e ca e ully summa ize ha
Compe i i e In elligence is i eplaceable
o s a egic managemen o any co po a ion
in ending o play a mo e signi i can ole
on he mo e and mo e demanding ma ke .
Top manage s o fi ms will need he da a ha
a e i ally ele an and impo an o hei u u e
s a egic decisions. Unless he necessa y in o ma ion
o hei s a egic decision-making is no a ailable
in due ime, he s a egic ailu e seems ine i able as
well as he qui e possible liquida ion o co po a e
he Compe i i e In elligence on accoun o i s
uselessness, loss o impo ance and i s negligible
ou pu .
RESULTS
The o mula ion o co po a e s a egic plans
is “a mus ” o any u he decision-making
o he co po a ion. The co ec decision depends,
o cou se, on he amoun and quali y o collec ed
( ele an ) in o ma ion and i s deg ee o necessi y
o he fi nal decision. In his case, in o ma ion
should be aken o a commodi y, same as any o he
on he coun e . Each in o ma ion has i s o igin,
alue and p ize. The o mula ion o he objec i es,
hei impo ance as well as one’s own fi nancial
s anding a e he main elemen s in decision-
making, since he managemen o he Compe i i e
In elligence b anch ac i ely decides on he ange
o he collec ion o in o ma ion, i s analysis and da a
p ocessing needed o a s a egic decision.
The op manage o Compe i i e In elligence
has o choose among he a ian s o in o ma ion
acquisi ion wi h espec o he o mula ion
o s a egic objec i es and co po a e de elopmen
s a egies as ollows:
I. The co po a ion in ends o keep i s ma ke
posi ion sa e and secu e o he u u e.
II. The co po a ion in ends o keep i s s a us quo
ma ke posi ion and expand i he si ua ion is
good.
III. The co po a ion in ends o keep he momen a y
dominan posi ion and plans o c ea e condi ions
o a a ou able, long- e m ma ke si ua ion.
To accomplish one o he s a egies s a ed abo e
he managemen o he Compe i i e In elligence
b anch has o secu e (as a minimum pa
o in elligence cycle) he ollowing ac i i ies:
1. The o mula ion o equi emen s o knowledge,
planning, in o ma ion collec ion, equi emen s
and decision being issued o bo h he
in o ma ion collec ion and he ollow-up by he
Compe i i e In elligence ope a i es – see mo e
in Ba es (2012).
2. The ask-se ing coming om he co po a e op
managemen . Included he e may be a specifi c
issue iden ifi ed by he Compe i i e In elligence
b anch i sel o he ask ini ia ed by an ea ly
wa ning sys em.
3. The planning, easibili y, quali y and ele ance
assessmen o he da a al eady collec ed, gap
de e mina ion (i.e. which da a, in o ma ion and
in elligence a e missing o accomplish he ask).
4. The accessible open sou ces checking. The
selec ion o me hods and p ocedu es, s ep-
by-s ep planning and alloca ion o means and
esou ces.
DISCUSSION
I The Aim o Keep he Exis ing Posi ion
When he aim is o keep he exis ing posi ion o
he fi m on he ma ke , he Compe i i e In elligence
has o know:
1. The ac ual posi ion on he ma ke .
2. The quali y o s abili y o he selling and buying
si ua ion o one’s own i m.
3. The compe i ion si ua ion and he pene a ion
o i in o one’s own i m’s selling and buying
si ua ion.
4. The quali y, eliabili y and loyal y o he i m’s
own employees.
In spi e o a ela i e easiness o assessing
he p esen s a e o aff ai s, he assessmen
o he end de elopmen o possible changes
in u u e is much mo e impo an (and diffi cul ),
especially when he changes, which may, some imes
su p isingly, p eclude he ealiza ion o he s a egic
objec i es. The Compe i i e In elligence
managemen needs o know he inpu in o ma ion
o i s own decision making. The in o ma ion is
o be ob ained as ollows:
• om offi cial sou ces – newspape s, annual epo s,
p o essional li e a u e, in e ne , a chi es, e c.,
• a he mee ings o p o essionals – cong esses,
symposia, ade ai s, p o essional s ays and
s udies,
• h ough p o essional assessmen o one’s own
documen a ion and he subsequen (and cu en )
compa ison wi h he a ailable documen a ion
in he b anch in ques ion,
• by egula con ac s wi h i s own s aff whe e
he emphasis is pu on hei p o essional
compe ence, he knowledge o con empo a y s a e
The Objec i es o Compe i i e In elligence as a Pa o Co po a i e De elopmen S a egy 1247
o he b anch and he willingness o sha e hei
own ideas leading o ou pu imp o emen .
I is necessa y o e alua e and analyse
he in o ma ion ob ained in his way o u he use
in decision making. The in o ma ion has o comply
wi h he ollowing equi emen s:
• he sou ce o in o ma ion and he kind and ype
o epo ed ma e ,
• he specifi c con en s and con ibu ion
o he epo ed in o ma ion,
• he ime o in o ma ion acquisi ion, he ime span
co e ed by he acqui ed in o ma ion, and he ime
o i s ealiza ion,
• he si ua ion o in o ma ion acquisi ion (when
and whe e), he ci cums ances o ealiza ion
accompanying he epo ed ma e ,
• he ci cums ances o acquisi ion (by commu ni-
ca ion, documen , isi ing, impa ing),
• he easons o he impo ance o he epo ed
ma e ,
• he easons o he epo ing, acqui ing, w i ing,
o documen ing o he in o ma ion.
The s eps o ollow:
a) The es ima ion o he in o ma ion om he
ollowing poin s o iew:
• he es ima ion o he in o ma ion sou ce
om he poin o iew o e i y, p o essional
compe ence; he posi ion in he sphe e in
ques ion and he ela ion o one’s own as well
as he compe i ion en i onmen ,
• he in o ma ion es ima ion om he poin o
iew o i s e i y based on he compa ison wi h
ha acqui ed om o he sou ces,
• om he way o acquisi ion; he possibili ies
o offi cial use o one’s own decisions
o u he ac i i ies.
b) The measu es adop ed:
• o he ways o applica ion as s emming
om in o ma ion es ima ion,
• o he in o ma ion ex ension and comple ion,
• o he in o ma ion sou ce i sel ,
• o he check-up o all obscu e and ague da a
in in o ma ion.
c) The summa y o iden ifi ca ion da a
Gene ally he pu pose o he summa y is
he ma shalling o all he da a ele an o all
he subjec s men ioned in he in o ma ion.
Simul aneously, i is necessa y o collec all
he iden ifi ca ion da a in o de o ob ain u he
impo an in o ma ion abou he ela ions, links
and connec ions wi h o he subjec s. This is usually
ca ied ou by hei compa ison, complemen a ion
and ex ension. Such a p ocess may e en ually lead
o es ablishing some de elopmen o he subjec s’
mu ual ela ions and in e connec ions as well
as o he e ifi ca ion o he in o ma ion al eady
acqui ed i some disin o ma ion o decep ion is
suspec ed o e en confi med.
d) The ope a i es’ own opinion
When analysing he acqui ed in o ma ion
he possible a bi e s ha e o dis inguish be ween
he ollowing:
• qui e eliable and e ifi ed in o ma ion om ha
supposedly un e ifi ed, decep i e o un eliable,
• he in o ma ion o offi cial use om ha in ended
o hei pe sonal decision,
Then i is essen ial o o ganize i acco ding
o he poin s o issue, and comple e he missing
da a in such a way ha hey gi e a complex insigh
in o he issue. Wi h he in o ma ion analysis
fi nished, he ope a i e o mula es hei own
s a egy o u he ac i i ies, possibly se s he asks
o he acquisi ion o u he in o ma ion.
II The Aim is no Only S a us quo bu
Expansion in Case o Posi i e De elopmen
In such a case he subjec has o know e e y hing
necessa y o he accomplishmen o he aim. Thei
si ua ion is he same as in in o ma ion collec ion,
analy ical and decision-making p ocesses s a ed
in A, bu some addi ional ac i i ies in in o ma ion
collec ion has o be added wi hin he ame
o he ope a ion ask. The in o ma ion has
o con ain:
5. The de elopmen pe spec i e in he gi en
poin s o issue.
6. The ma ke in e es in one’s own p oduc
and in he compe i ion.
7. The weaknesses o he compe i ion (in i s
human esou ces, p oduc ion, and selling
and buying ela ions).
Mo eo e , when ealizing hei own in en ions,
hey ha e o, con a y o A, pay a en ion o he
ollowing:
• pene a ing among he decisi e-making,
managing, con ol and p oduc ion, esea ch
and de elopmen ope a i es o he compe i ion
wi h he aim o fi nding hei pe sonal weaknesses
and specifi c pe sonal, e en comp omising da a,
• fi nding weak poin s wi h he compe i ion’s
cus ome s; c ea ing si ua ions needed o he
weakening o he compe i ion’s posi ion.
In his di ec ion he fi m has o c ea e fi nancial
sou ces o co e he in o ma ion collec ion
om he compe i ion. The fi m usually “sends”
i s own ope a i es wi h he aim o building-up
a espec ed posi ion, o asks a fi m specialized in
such ope a ions o in o ma ion, o “acqui es”, on
he basis o “acqui ed in o ma ion”, i s own sou ce
di ec ly om wi hin he compe i ion.
He e he p ocedu es o in o ma ion collec ion
as well as he e alua ion a e he same as in A,
and he subjec mus ocus on he p epa a ion
and analysis as well as he eedback a ge ed
a he compe i ion, i.e. a decep i e ope a ion
weakening he compe i o and secu ing one’s
own expansion. Fo legal and e hical easons i is
ecommended he e o use hose ope a ions only
o p o ec ion o one’s own comme cial sec e s.

1248 F an išek Ba es
The disin o ma ion has o con ain he same
da a as he ue in o ma ion i sel , i has o con ain
some “in e es ing poin s” easily e ifi able
by he compe i ion, and i mus look eliable
and plausible o a possible compe i ion check-up.
The c i e ia o success ul disin o ma ion a e o be
obse ed om he poin o iew o he:
• en i onmen o i s infi l a ion,
• ime o applica ion, i.e. “ he ime and way” o i s
sending,
• leng h o i s ac i e applica ion.
The decision-making subjec has o ha e
pe manen access o he in o ma ion analysis,
especially o he disin o ma ion impac analysis
in o de o be able o make an op imum decision
in p ope ime and hus each he s a egic aim
o he expansion. I means ha hey o some o hei
close subo dina es ha e he access o he sou ce
and ins umen s o he collec ing and p ocessing
he acqui ed in o ma ion and applied
disin o ma ion.
III To C ea e, in he Exis ing Dominan
Posi ion, he Condi ions o Long- e m
Ma ke Dominance
In his case he Compe i i e In elligence si ua ion,
while he da a collec ion is he same as in A and B,
includes he o ganizing o he disin o ma ion.
Mo eo e , he Compe i i e In elligence ac i i ies a e
o be ex ended o include he in o ma ion collec ion
as well.
8. Global s a egy o speci i c decision-making
ca ied ou by poli ical leade ship.
9. The aims and expec a ions o go e nmen s
and law-gi ing au ho i ies.
WARNING!
In no case he ac i i ies sub B and C a e
pe mi ed o use une hical, mischie ous o illegal
p ac ices. On he con a y, all he ac i i ies
ha e o ope a e wi hin legal limi s and socially
desi able ules o beha iou as decla ed by
mo al s anda ds and he public opinion alid
in he socie y, whe e he ac i i ies a e supposed
o be ealized. The e o e, he poin he e is no
only he business legali y bu also he mo al
alues o he socie y! The s ic compliance
wi h hose legal and mo al s anda ds is highly
necessa y especially in indus ial ”lobbing”.
Fo he managemen o Compe i i e In elligence
i is always good o conside he deg ee o success
p obabili y and he eff o s and esou ces spen
on he acquisi ion o ce ain in o ma ion as well as
he necessi y o i as a “keys one” o a successi e
in elligence analysis.
CONCLUSION
In o ma ion plays an in eg al and impo an pa
in co po a e managemen . I is conside ed o be
one o he mos powe ul and p omising weapons.
In sho , he possession o in o ma ion means
he possession o an ad an age. The ques ion is, i
one is able o use he in o ma ion eff ec i ely and hus
achie e he p e alence o e he i al. Howe e ,
o a decision-make he in o ma ion becomes an
ad an age when, and only when, i s impo ance is
unde s ood in he con ex o oppo uni ies enabling
a compe i ion gain o he co po a ion, i.e. when
a alue added is added o acqui ed o cons uc ed
ini ial in o ma ion and “in elligence” is hus
c ea ed. This added alue appea s in a specifi c phase
o in elligence cycle o Compe i i e In elligence
– in he in elligence analysis, which he au ho
conside s “ he oyal discipline” – see mo e in Ba es
(2011). Wi hou a secu e and success ul in elligence
analysis inside he in elligence cycle, i is no
possible o conside he Compe i i e In elligence
a iable body o he co po a ion; on he con a y, i
aces an imminen h ea o liquida ion o a gene al
econs uc ion.
SUMMARY
The au ho pays a en ion mainly o issues o he in elligence cycle wi hin Compe i i e In elligence.
He desc ibes he p esen s a e o aff ai s in s anda d Czech co po a ions. He concludes ha he wo k
o Compe i i e In elligence g oups is mos ly di ec ed by ope a i e o de s o op-managemen ;
on he o he hand he cases when a en ion o Compe i i e In elligence is ocused on answe ing
he Key In elligence Topics a e e y a e. Compe i i e In elligence ou pu s a e mos ly he ou pu s
om s a is ical analyses complemen ed wi h ce ain kinds o summa ies (syn heses) o he pieces
o knowledge ob ained (in he bes case) om da a o Signal Analysis (SIGINT). The esul is ha
such ou pu s a e applicable mos ly in ope a i e managemen and qui e insuffi cien o any s a egic
conside a ion. On he o he hand, he da a op manage s need o hei s a egic decision-making a e
he da a ele an o si ua ions which may occu in u u e. Unless he op managemen ge his so
o da a, he co po a e Compe i i e In elligence g oup is useless and may be easily liquida ed.
In he ollowing pa he au ho d aws eade s’ a en ion o he impo ance o Compe i i e In elligence
o he co po a e s a egic managemen . He shows he impo ance o he connec ion be ween he a s
o s a egy and in elligence, as ea ed in he amous wo ks o he pas and p esen , such as e.g. Mas e
Sun Tzu’s “The A o Wa ” and Ca l on Clausewi z’s “On Wa ”.
The nex pa o he pape off e s he solu ion o some poin s o issue in Compe i i e In elligence
cycle, namely i s closeness o he co po a e de elopmen s a egy. The au ho p esen s his own idea
o Compe i i e In elligence managemen , especially he ac i i ies necessa y o he in elligence duly
se icing he co po a e s a egic managemen . The Au ho sugges s a minimum numbe o issues
The Objec i es o Compe i i e In elligence as a Pa o Co po a i e De elopmen S a egy 1249
whe e he basic in o ma ion asks o quali y in elligence. The ex en o he in o ma ion depends
on he de elopmen s and is o be de e mined acco ding o he p incipal de elopmen aims s a ed by
he co po a e op manage s. The au ho fi nds h ee basic de elopmen s a egies, i.e. a) co po a ion
ies o keep he s a us quo on he ma ke , b) co po a ion in ends o expand, c) co po a ion keeps
i s dominan ma ke posi ion and in ends o aff ec he ma ke in i s a ou o a long- e m pe iod
in u u e.
No es
In his con ex he compe i i e capi al means he possible summa y o all knowledge a ailable o be
legally ob ained abou he compe i ion.
O cou se, we mean he me hods used in he p ac ice o go e nmen in elligence se ices ha a e
ei he una ailable o unfi o ou pu pose.
Signal In elligence (SIGINT) – he imely acquisi ion o signals and symp oms ega ding he “oncoming
eali y”.
Jan P. He ing, o me ly o CIA, wo ked as he CI di ec o o Mo o ola, whe e he designed he gene ally
accep ed ope a ion model o CI ac i i ies.
The con ibu ion o CI o ope a i e and ac ical managemen is, o cou se, undispu able; on he o he
hand we belie e ha he g ea es impo ance o he co po a e CI es s in a s a egic subsys em
o co po a e managemen . We e en da e o say ha Compe i i e In elligence is qui e indispensable
o he s a egic managemen and p o ides ex ensi ely o a mo e signifi can ole on he ma ke .
Acknowledgemen
This pape ep esen s a pa ial ou pu o he specifi c uni e si y esea ch p ojec “Mic oeconomic
and mac oeconomic p inciples and hei impac on he beha io o households and fi ms” o he In e nal G an
Agency a he B no Uni e si y o Technology ( egis a ion numbe FP-S-13-2052).
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1250 F an išek Ba es
Con ac in o ma ion
F an išek Ba es: [email p o ec ed].cz