The Objectives of Competitive Intelligence as a Part of Corporative Development Strategy

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). REFERENCES BARTES, F. 1997. Konku enční s a egie fi my. P aha: Managemen P ess. BARTES, F. 2010. Compe i i e In elligence – ool ob aining specifi c basic o s a egic decision making TOP managemen Fi m. Ac a Uni . Ag ic. Sil ic. Mendelianae B un., 58(6): 43–50. Ba es, F. 2011. In elligence analysis – he oyal discipline o Compe i i e In elligence. 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