The course is focused on gaining skills in the practical application of profiling tools - behavior prediction, lie detection, psycholinguistics and others in professional activities. Profiling is an additional tool that increases your ability to analyze people's behavior, their facial expressions, gestures, emotions, verbal and emotional intelligence, and also increases the level of awareness in communication and stress resistance in the negotiation process.

The course is specially adapted for: security officers, HR managers, auditors, loan officers, risk managers, negotiators, managers and business owners. And also for other areas where there is close interaction with people, the need to predict their behavior and the risks that arise during the organized work of several people.

4 skills that you will pump at the end of the course:

Profiling. Drawing up a behavioral portrait is the basis for building communication, predicting human behavior, determining his motives and identifying lies.

Psycholinguistics. You will learn various ways of detecting lies by verbal signs and the basics of psycholinguistic analysis of speech activity products.

Non-verbal analysis. Gestures and emotions are an integral and extremely important part of communication that can “open” many secrets of the interlocutor

Negotiation tactics. You will learn how to apply all the knowledge gained in practice, in particular during negotiations, interviews, surveys.

The course includes practical and theoretical classes. In the theoretical lessons, we analyze the topics in a certain sequence, getting acquainted with the profiling tools available for the base unit. The basic block includes a primary profiling program with psychodiagnostic tools, where the course participant learns to make a psychological portrait of a person by facial expressions, gestures, emotions, speech and behavior. After obtaining theoretical knowledge, practical skills are trained on video materials and on real people. You can also get feedback on homework and analyze the quality of assimilation of the course material. Performance homework takes place in personal account participant at the site of our virtual academy.

UDC 339.137.22

Adashkevich Yu.N., Candidate of Yu. n, CJSC "Special Information Service"

COMPETITIVE INTELLIGENCE (BUSINESS INTELLIGENCE)

Today we can say that competitive intelligence has evolved as a hybrid process of strategic planning and marketing research activities. At one of the stages of business development, companies began to widely apply strategic planning in their activities. Important components of this whole process were the analysis of the competitor, customer and supplier. However, most companies were not ready to collect and analyze information on a systematic, routine, day-to-day basis. In addition, research activities and planning activities remained separate processes, without any close interaction.

The very concept of competitive intelligence has existed for a long time, but it was brought to life and took shape only in the mid-1990s. Like many innovative and fresh business ideas, the overall adoption of competitive intelligence by the business world has been slow. And competitive intelligence itself has evolved slowly, but has made a sharp leap in the last few years.

Many foreign companies have organized and effectively concentrated their resources to carry out work in the field of competitive intelligence. Russia, in order for its economy to be competitive, should not remain aloof from this process.

A market economy built on competition is extremely dynamic and risky. In conditions of risk and uncertainty, the role of complete, timely and reliable information as the basis for making management decisions.

First of all, we are talking about the competitive environment. If a company is faced with the task of occupying a market niche or retaining it, information and analytical data is indispensable. Any market participant must have a full understanding of who he will have to compete with, in

than the essence of the threats to its economic well-being. Achieving superiority in the competition, and indeed economic survival, is impossible without knowing the intentions of competitors, the main trends in business and political life, risk analysis and other factors affecting entrepreneurial activity.

Competitive intelligence - essential tool minimizing risks and ensuring profits, since in a certain sense it is an “early warning” system about the intentions of competitors, possible turns and changes in the market, and the possible results of the impact of political technologies on entrepreneurial activity.

trends in business, monitors emerging opportunities and warns of impending dangers.

Competitive intelligence solves the problem that investors usually set for management: to avoid the irrational use of capital and other resources, to avoid mistakes and mistakes leading to bankruptcy. Such errors most often occur when top managers make decisions based on incorrect ideas and assumptions, without having reliable information at hand.

Thus, the viability of the enterprise is largely ensured by a well-organized collection system business information, its timely analysis and distribution. Such a system was called competitive (business) intelligence, designed to identify threats, reduce business risks, and develop optimal management decisions.

Not surprisingly, competitive intelligence is actively strengthening its position in the structure of modern companies around the world, both large and small. Regardless of the downturns in the global market, the business intelligence sector is growing. IBM, Xerox, Motorola, Merck, Intel, Microsoft are just a few of the many multinational corporations that have made competitive intelligence one of their core activities. Every year, world-famous companies spend, under one pretext or another, up to $10 billion on competitive intelligence.

You can find the phrases "business intelligence", "business intelligence", "economic intelligence" and some others that are equivalent or close to competitive intelligence. The term "competitive intelligence" has taken root in the United States. In Western Europe, "business intelligence" is more common ( business intelligence). And yet, the most complete and capacious essence of this process

reflects the term "competitive intelligence".

The growing role of competitive intelligence is determined by the following factors:

The rapid growth of the pace of business life;

Information overload;

Increasing global competition;

Increasing the aggressiveness of competitors;

Strong influence of political changes, etc.

In Russia, competitive intelligence is sometimes perceived as something like “industrial espionage”. In developed market economies, competitive intelligence acquired a legal status two decades ago and has now become a necessary component of market strategy and tactics. The understanding of the need for competitive intelligence is facilitated by the international “Society of Competitive Intelligence Professionals” established more than a decade and a half ago, headquartered in the United States (SCIP www.scip.org), which now has several thousand members: executives and managers of companies specializing in this field, independent experts, information management specialists.

Identifying competitive intelligence with corporate, industrial espionage is a big and common misconception. If "industrial espionage" is a close relative of military and political intelligence, since it "gives preference" to illegal methods of collecting information, then competitive intelligence has nothing to do with the knights of the "cloak and dagger".

Competitive intelligence is primarily the use of modern information technologies for the legal collection and analysis of data on the competitive environment and competitors. It is carried out exclusively within the framework of the regulatory and legal field, and it achieves results thanks to

analytical processing of a huge amount of a wide variety of open information materials.

The period of transition to this civilized way of competition is coming in Russian business. Real competition (civilized) is the main superiority of a market economy over an administrative one. This is the lever that makes the economy efficient.

This is where the information component about a competitor comes to the fore. In order to surpass the rival in the organization of production, the quality of goods and services, productivity, efficiency, first of all, you need to know at least the specific indicators of these components, as well as the forms and methods of their implementation in practice.

By studying competitors, identifying the reasons, secrets (yes, secrets) of their effectiveness, strengths and weaknesses, a civilized manufacturer actively uses the knowledge gained, implements advanced ideas in itself, improves them, and goes further. This is managerial knowledge, technical, technological, scientific, marketing. Catching up and ahead of the opponent, the entrepreneur encourages him to reciprocate improvement.

An entrepreneur isolated from such information is a blind kitten. The lack of information about the activities of competitors, the refusal to study them, or at least underestimation of the importance of this, is a direct road to regression, lagging behind, and, therefore, death.

Thus, we are not wrong when we say that competitive intelligence is the engine of economic and technological progress.

Sometimes you can hear that increased attention to the organization and conduct of competitive intelligence places an additional burden on the budget, diverts resources from the main tasks of management. It's a delusion. Competitive time

exploration does not require huge material costs and certainly does not mean a waste of time. After all, as we have already decided, by and large, this is the correct organization and systematization of the collection and analysis of information. Experience has long convinced of the multiple payback of the costs of information and analytical research. This is not a direct profit, but an avoidance of financial and moral losses.

Many of our managers sometimes do not even suspect that they themselves or their employees (security service, commercial department, marketing department) in one way or another, in one form or another, conduct competitive intelligence, even if they have never heard of this term, because such work is necessary and inevitable.

Let's go through briefly the main postulates that characterize the essence of competitive intelligence.

So, competitive intelligence is not just a tool for studying the competitive environment. This is an actual business process that arose at the intersection of economics, jurisprudence and special intelligence disciplines and techniques.

Objects of research of competitive intelligence - entity, for example, a non-governmental organization in the form of a private firm, commercial bank, joint-stock company; individual, for example, the head of a competing company; situation, trend in a particular market segment.

The main area of ​​application of competitive intelligence is the competitive environment.

The purpose of competitive intelligence is information and analytical support for making an optimal management decision that ensures the achievement of competitive superiority over other market participants.

The main tasks of competitive intelligence:

Continuous monitoring and collection open information about the competitive environment;

Analytical processing of data obtained from all possible information sources;

Presentation of the results to management for management decision-making;

Storage and dissemination of results.

In the modern "concept of competitive intelligence" as a tool for achieving competitive advantages, the model of "five forces" by M. Porter is used, which govern competition in the industry and characterize the state of the competitive environment. This model is also used to identify potential threats against the firm and plan their own actions based on them.

These are the five powers:

Threat from existing competitors;

The threat of the emergence of substitute goods or substitute services that are competitive in terms of price;

The threat of the emergence of new or potential competitors;

Threat from suppliers of raw materials and components;

Threat from consumers of goods and services.

The findings of competitive intelligence are used both for making tactical decisions and for developing strategic directions for the development of the enterprise. In its work, competitive intelligence widely uses techniques and methods strategic planning, which allows you to get a comprehensive picture of the situation on the market and clarify the positions for which the company can apply. A lot of competitive intelligence also draws from the arsenal of marketing tools, whose efforts are mainly aimed at identifying and analyzing consumer demand in a particular market segment.

Basic Information Needs of Competitive Intelligence

The analysis of practice shows that enterprises that are aware of the value and necessity of competitive intelligence show the greatest interest in the following information about their competitors:

compromising information;

Information about the conclusion of contracts;

Resale of trade secrets;

Information contributing to the capture of sales markets and raw materials.

They are also interested financial position competitors and partners, financial reports and forecasts, access to information networks, marketing and pricing strategy, terms of sale of firms and the possibility of their merger, technical specifications of products, prospects for the development of the firm, the security system of the firm, organizational structure firms, leading experts, financial transactions of competitors and partners, customers and suppliers, reports on the sale of products and their prices, commissioning of new production capacity, modernization and expansion of existing ones, merging with other firms, strategy and tactics of doing business by competitors.

This includes legal and financial and economic analysis of the planned commercial operation, analysis of the objective capabilities of partners and participants in the transaction (solvency, legal capacity, etc.), subjective characteristics of partners and participants (probability of fraud, professional literacy, etc.), identification of relationships with criminal structures, the degree to which they control partners and participants in the transaction, determining the forms and methods of protecting the funds and property used (technology for moving funds and goods, the possibility and registration of collateral, etc.), as well as

methods of control over individual parties to the transaction at all its stages, countering attempts to cause damage from third-party legal entities and individuals.

Main information flows and sources of information

As a rule, information flows about the external environment are structured as follows:

1. Legislation and its planned changes in the areas, regions, countries of the company's activities.

2. Theory and practice of the work of state administrative bodies, including law enforcement and control structures.

3. The current state of the market sectors of the company's entrepreneurial activity, the forecast of their development.

4. Competitors and partners: state and forecast.

5. State and forecast of the criminogenic situation.

6. Investment climate in regions and sectors of the market of prospective investments.

The average set of sources looks like this:

1. Media materials, including databases of press archives.

2. Internet (subject to application professional methods search, selection and processing).

3. Databases by subjects economic activity different countries with characteristics of their economic situation (SINS has the ability to work online with approximately 10 thousand such databases located in different countries);

4. Databases of analytical reports on the political and economic situation of various regions and market sectors; including professional publications, including specialized

periodicals (books, magazines, newspapers, monographs, reviews, reports, speech abstracts).

5. Address and reference databases.

6. Detectives and their associations.

7. Experts, practitioners, consultants in various industries, directions, segments (including in the law enforcement environment); active players in certain sectors of the market (in a word - experts).

8. Analytical divisions, specialized, industry research institutes, etc. generating output information and others.

9. Marketing agencies, marketers.

Considering the problem of information sources through the prism of its extraction technology, we get the following list: people; documentation; open publications; technical and electronic media; technical controls; products; industrial waste.

At first glance, the scheme looks simple. The difficulty is in creating and setting up a complex of reliable and reliable source-channels, as well as in their professional processing (analysis of the feedstock). An isolated channel or even their combination is of no serious value.

A high-quality product is created on the basis of the systematic work of a specialized infrastructure. It is then that a qualitative transition from preliminary, raw information (information) to output effective analytics (intelligence) is possible.

It is not always economically justified to maintain a full range of competitive intelligence, rely only on one's own strength and means (especially for small and medium-sized businesses). First of all, this concerns the system of information flows. Often, the "urgent" nature of the work requires highly qualified and in a certain way

re universal (and therefore highly paid) specialists. We need modern equipment. It's not easy to keep databases really up to date (which is something very different from primitive disks purchased from gray markets). And even in the presence of all this, the probability of high-quality and timely performance of work on their own is still largely an element of luck. In order to correctly navigate in the field of threats to business, it is necessary to deal with these problems constantly.

Distribution gets outsourcing: to build a security system or its individual blocks (especially information, CR) it is often more profitable to turn to specialized companies that produce a product in a completely different mode. Let's call this mode "production". It is characterized by a large regular flow of input and output information.

In such a rhythm, large information and consulting agencies, including SInS (from 800 to 1500 informational occasions are processed monthly). This makes it possible to ensure the specialization of performers (primarily analysts) and departments, to form a single powerful information base, a system of accounting and control production process, to automate the processing and storage processes as much as possible

information based on modern technologies, provide telecommunications access to the largest information centers, partner organizations. Such a company is required to enter a developed information infrastructure, an effective algorithm for attracting specialized external experts.

We took the path of organizing an information pipeline, when all stages are performed by various services. The number and specialization of each is determined by the tasks of processing the corresponding information flows.

Literature:

1. Adashkevich Yu. Business in Russia: risks//Business Match. August 2000.

3. John Prescott, Stephen Miller. Competitive intelligence: Lessons from the trenches. - M.: Alpina Business Books, 2004.

3. Romachev N. R., Nezhdanov I. Yu. Competitive intelligence. - M.: Os-89 Publishing House, 2007.

4. Yarochkin V.I., Buzanova Ya.V. Corporate Intelligence. - M.: Publishing house Os-89.

5. Doronin A. I. Business intelligence. - M.: Os-89 Publishing House, 2003.

6. Yushchuk E. L. Competitive intelligence: marketing of risks and opportunities. - M.: Vershina, 2006.

7. Herring Ya. How much is your competitive

The article was received by the editors on 22.08.2007

Yu. Adashkevich, PhD (Law),

ZAO Spetsialnaya Informatsyonnaya Sluzhba

SURVEILLANCE IN BUSINESS COMPETITION

The concept of business surveillance was invented long ago but the practical implementation process began in the mid-90s only. Like many other innovations and fresh business ideas, the concept was treated with skepticism and much time passed before the idea was widely accepted by the business community. The very surveillance system developed slowly. It has made a breakthrough only recently. In order to become competitive, the Russian economy should become part of the above processes.

It is a widely known fact that business cannot develop without healthy competition, those entrepreneurs who consider it unnecessary to look closely at competitors and improve their ideas are often left behind.

The very word " competition"involves the struggle (rivalry) between market entities, both for better conditions of activity and for results.

Competitive intelligence represents the lawful collection, processing and analysis of data about competitors and the competitive environment. The goals of competitive intelligence are to identify and achieve competitive advantages, the tasks of competitive intelligence are the analysis of goods with competitive advantages, their pricing, promotion of such goods on the market.

Competitive intelligence is especially effective when the result is to get ahead of your competitor, and not just copy its advantages.

Competitive intelligence uses lawful data in a manner that complies with ethical standards(this is what differs from espionage), and the sources from which the information comes are publicly available. Information can be obtained from the Internet, newspaper articles and other publications, from employees of the organization, customers or customers.

Objectives of competitive intelligence:

1. Reveal the strategic plans of competitors. This is necessary to make changes and improve the strategy of your business. In view of the mobility of some activities, it is worth periodically returning to the mission of your business and clearly understanding whether it is still possible to adhere to previously set strategies.

2. Identify the strengths and weaknesses of competitors. Here we need more information about the advantages of competitors. Understanding that it is useless to compete with a competitor in a given area or direction will give you the opportunity to direct your potential to new ideas.

3. Identify ways to ensure competitive advantages. Competitive intelligence reveals ways, for improvement own business, based on the advantages of competitors: these may be technical advantages, organizational or otherwise. For example, by purchasing equipment like a competitor, you were able to produce more goods per day, increase sales, and thereby lower the cost. Thus, you have neutralized your competitor.

4. Estimate the market capacity in certain area based on the number of competitors. To do this, the sales volumes of all market participants in the industry are added up. Information about the market capacity will let you know if you are doing everything right: if the market size has grown, and sales volume has remained the same, it means that competitors have snatched your share; if the market volume has grown, and your share has not changed, then your business is in the right direction.

5. Assess the need for cooperation with suppliers, buyers of competitors or its absence. It may turn out that the low price of your competitors' goods is due to low costs for transport services or the purchase of cheaper raw materials. You will also need to know about such suppliers.

6. Create favorable conditions for this business development. When completed, it is necessary to competently use the information received, set specific goals for achieving benefits.

Methods of competitive intelligence.

Recall that competitive intelligence is legal, so the methods of competitive intelligence must be legal and obtained from legal sources. When collecting information about competitors, one should be guided by regulatory legal acts, such as the Federal Law “On Trade Secrets”, the Federal Law “On Information, Informatization and Information Protection”, the Federal Law “On Copyright and Related Rights”, etc.

In competitive intelligence, there is the concept of “desk research”. This research is a method of competitive intelligence in which the work is based on the study of information obtained from official published sources:

Analysis of publications, articles received via the Internet and the media about competitors,
- analysis marketing research in the industry (purchasing past marketing research of competitors), interviewing competitors under the guise of marketing research,
- analysis of received financial documents of competitors,
- analysis of the company's structure of competitors,
- analysis of the statutory documents of competitors,
- analysis of the affiliation of structures and economic relationships.

There is such competitive intelligence method, as "dead vacancies": when an employee from a competitor's company is invited for an interview to work on more favorable terms. At this interview, the employee finds out the details of his activities. Naturally, after this interview, no job offers are received, and competitive intelligence has the right information.

Competitive intelligence operates: observing (at a distance) and (or) penetrating the organization (when a competitor's (or special) employee is introduced into the competitor's firm).

Competitive intelligence methods are also:

Survey of common competitors, suppliers, customers, former employees;
- purchase of goods from a competitor;
- attending conferences, seminars and exhibitions with the participation of competitors.

Tasks of competitive intelligence:

Identify specific shortcomings in the work of competitors,
- identify products with competitive advantages, determine their pricing policy,
- identify ways to promote such products to the market,
- identify the conditions for cooperation with suppliers (in order to create conditions for yourself no worse than those of a competitor),
- to determine the constant customer base of the competitor and the terms of interaction,
- determine the level of profitability of goods,
- Identify competitor's plans technical development expanding the boundaries of the market.

Competitive intelligence, as a competent application of the information received, will never let a business stand still.

In a market economy, for effective management, the head of an enterprise needs objective and comprehensive information in the segment of the market he occupies about changes in the plans, strategies and behavior of competitors, and other data, including macroeconomic processes, fluctuations in supply and demand in the market, on the introduction of new technologies and achievements of science in industrial production.

Development of the information environment in Russian Federation, legal aspects of the availability of information and its use in the interests of entrepreneurship predetermined the relevance of the chosen topic: "Competitive intelligence is a feature of its implementation by modern Russian enterprises."

The role of information, its timeliness and reliability is essential for successful business. With the development of the structure of the business environment, new departments and directions for the provision of predominantly information services appear, which ensure the successful operation of the enterprise as a whole.

One of the areas for obtaining information in the interests of the enterprise is the activity of competitive intelligence. In my opinion, the main activities or tasks of competitive intelligence are as follows:

1. provide the head, who determines the company's policy, with objective, timely and complete information about the position of the enterprise in a competitive environment;

2. timely warning of the head of all adverse possible changes in the business environment so that, on the basis of any information worthy of attention, the head could make the only correct management decision;

3. search for new niches, opportunities.

In their activities, competitive intelligence officers are faced with the need to process a large amount of information of the most diverse nature. The ability to navigate the flow of new information and data in order to properly organize their activities is an extremely important element in the work of each structural unit.

The professionalism of the manager and his personal responsibility for management decisions largely depend on his awareness of the internal strengths and weaknesses of the company and his readiness and ability to optimally use competitive intelligence data in the context of the general situation.

One of the features of the activity of competitive intelligence is the fiduciary (personal-confidential), individual nature between the head of the enterprise and the executor. These legal relationships can be based on labor obligations, if the competitive intelligence department is located in the structure of the enterprise, or on another contract (usually on a contract paid provision services), if the contractor is an independent legal entity (or a private security company).

For a mutual understanding of the problem, it is necessary to imagine which factors can have the most significant impact on the subject that is currently being studied. The intelligence gathering cycle consists of four basic elements:

1. choose (determine) what exactly you need to know;

2. collect information and verify its authenticity;

3. transform the collected information into the final product (data);

4. Ensure timely delivery of this final product to those who determine the policy of the enterprise.

The information provided by the competitive intelligence unit should be able to predict the actions of competitors' enterprises. It should be taken into account that this information is subject to continuous rechecking in the dynamics of its development, taking into account changes in the competitive environment.

Competitive intelligence is an important part of strategic planning. The activities of the competitive intelligence unit can be attributed to the mechanism that allows the company to make a good strategic plan and execute it, taking into account the constant changes in the business environment.

The key role of the analytical component of management based on preliminary and objective information was the prerequisite for activities related to the receipt, collection and processing of this information.

The purpose of the study is to analyze the definition of the place and the role of competitive intelligence in ensuring the interests of business in the Russian Federation. To achieve this goal, the following tasks were set:

– to study the principles of competitive intelligence;

– to determine the ways of collecting, analyzing and processing information:

– display legitimate, ethical opportunities for collecting information in modern Russia.

The practical significance of the work lies in the study of questions about the activities of competitive intelligence:

disclosure of the principles of competitive intelligence activities,

the process of competitive intelligence activities (from setting a task to bringing information to the head of the enterprise)

features of obtaining information in the conditions of the Russian Federation,

This work consists of an introduction, two chapters, a conclusion and a list of references.

Theoretical aspects competitive intelligence

1.1 The role and place of competitive intelligence in the business management system

Obtaining information, including information related to the business environment, refers to intelligence activities.

The term "intelligence" in the broad sense of the word means, on the one hand, the activity of a subject (from a person, an organized group of people to a state as a whole) to obtain information about existing and potential threats to its existence and interests, that is, about an existing or potential adversary , and on the other - the organizational structure, forces and means for the implementation of this activity.

There are many types of intelligence, but we are only interested in:

· Competitive intelligence.

· Business intelligence.

· Spying.

· Economic intelligence.

· Benchmarking.

· Business intelligence.

Competitive intelligence is a strategic management tool that allows top management to identify the main trends in market situations through planned actions to systematically and ethically collect, analyze and manage information about the external environment that can affect the implementation of the company's plans and its work as a whole.

Business intelligence is a management tool that allows you to obtain information:

A) for the successful survival and development of the enterprise in a difficult competitive struggle

B) for making optimal management decisions by the top management of the company

C) about the intentions of partners, customers and counterparties, about strong and weaknesses competitors, their know-how;

D) about facts that influence the position of opponents during business negotiations;

D) about the possible occurrence of crisis situations;

E) on the progress of the implementation of concluded agreements and agreements reached earlier, etc.

According to L.D. Shared business intelligence includes the following areas: marketing intelligence, competitive intelligence, espionage, benchmarking.

Espionage - view unfair competition, the activity of illegally obtaining and eliciting information representing the production and business secrets of competitors, their trade secrets, from sources closed from wide access (and unauthorized persons) in the interests of achieving economic benefits and advantages.

Benchmarking is a type of activity for searching and obtaining information to compare the organization of business processes in one's own company with similar procedures in other, more successful enterprises.

The difference between competitive intelligence and industrial espionage is that competitive intelligence is carried out within the framework of existing legal norms, and its results are obtained through the analytical processing of a huge amount of various open information materials. The emergence of new information technologies (network structures such as the Internet, commercial databases, information retrieval systems, etc.) and the relative cheapness of access to information resources allow competitive intelligence analysts to prepare high-quality materials suitable for decision-making by company management. Methods of industrial espionage are focused on the use of all available means to obtain the desired information, including both direct violation of laws and unethical methods (deception, dissemination of compromising information, extortion, etc.). Business intelligence methods exclude the use of criminal means, and are more focused on civilized ways of doing business. However, the line between ethical and unethical methods of conducting business intelligence (albeit subject to observance in both cases existing laws) remains very blurry.

In today's Russia, industrial espionage and business intelligence exist mostly in an inseparable form, representing a kind of symbiosis of open, legally permitted and hidden, illegal methods of obtaining economic information.

Economic intelligence is a set of coordinated actions to obtain, interpret, disseminate and protect information that is useful for non-state economic actors and obtained legally and under the best conditions in terms of quality, timing and costs.

Economic intelligence is a narrower direction in obtaining and using information, since it does not consider the competitive environment as a whole. Competitive intelligence, on the other hand, is a strategic management tool. At the same time, economic intelligence protects information, which is not typical for competitive intelligence.

BUSINESS (COMPETITIVE) INTELLIGENCE

As a result of studying the chapter, the student must:

know

basic concepts, role and place of business (competitive) intelligence in the field of economic activity of the enterprise;

be able to

Differentiate the basic principles of collection, accumulation, processing and analysis of intelligence information;

own

• the basics of the methodology for studying competitive markets, goods, works and services, using linear and non-linear methods of analysis;
• basic methodology for studying the external environment of an enterprise in the interests of solving production tasks and strategic development business.

Relationship between marketing and business intelligence

In the literature about entrepreneurial activity terms such as "marketing intelligence", "industrial espionage", "business, competitive and business intelligence" are frequently encountered. What is it - the transfer of military methods to business, synonyms for the same concept or different types activities? In fact, no unambiguous approach to these issues has been developed so far. Most likely, approaches to this issue in most cases, they are related to the profession of a researcher, his positioning within the business. Marketing and business (competitive) intelligence systems are usually offered by experts in marketing, risk management and security. And this is natural, because representatives of these professions are called upon to study the external business environment in all its diversity.

For example, the well-known marketing specialist Philip Kotler introduced the concept of “marketing intelligence” into business use - everyday information about research in the marketing environment that helps managers create and improve marketing plans. At the same time, many understand marketing as advertising and sales, while others understand it as a set of activities aimed at meeting the needs of customers. In any case, for successful sale of its goods, works and services, the company must understand the preferences of its potential clients, know the market situation and have information about the forms and methods of market behavior of their competitors .

Large and small research companies operate in the market for such information, they provide the data necessary for marketing research on a wide range of issues. For example, Dun & Bradstreet, one of the largest companies in this market, sells information about the share of branded goods in the markets, retail prices and stores offering goods of various trademarks. System Info Act Workstation provides an opportunity at the workplace to receive electronic data from three sources: Retail Index(sales of consumer goods and their storage conditions), Key Account Scantrack(weekly analysis of sales, price elasticity and product promotion efficiency), Homescan(list of new consumer goods). Services named and others international agencies are currently providing the market with over 500 legitimate databases. In our country, there are state databases that are open to users. For several years now, there has been an institute of credit histories, which allows confirming the reputation of borrowers and accumulating extensive information about individuals and legal entities in individual bureaus.

Risk management specialist Benjamin Gilad believes that in an uncertain business environment and dynamic industry markets, some of the daily events can significantly affect the state of the business, the amount of income and the amount of unexpected losses. Some corporations, while paying significant attention to the financial vulnerability of business, overlooked the serious problems of increasing industry dissonance. Such situations really necessitated the monitoring of industry markets in terms of key parameters in order to form a corporate early warning systems .

It should also be taken into account that marketing in various fields of activity has its own industry characteristics, its own prioritization, its own research specifics. marketing environment. At the same time, in the microenvironment of the enterprise, which is the most important for it due to the presence of consumers, competitors, suppliers and other contact groups in it, research is carried out using well-known methods.

So, the method of M. Porter (Fig. 11.1) allows you to calculate the competitiveness of a company based on a number of the following factors:

1) external competitive advantage - based on distinctive qualities, product differentiation, which create value for the buyer and can increase market power;

2) internal competitive advantage - is based on the superiority of the firm in the field of production costs, which will create value for the manufacturer, i.e. allows you to achieve the cost of goods, less than that of another manufacturer (competitor).

Rice. 11.1.

Oligopoly is a market situation characterized by a small number of competitors or a few dominant firms, which creates a strong interdependence. In this case, the relationship between competitors is stronger, the lower the product differentiation.

Monopolistic competition is characterized by a large number of competitors whose forces are balanced and whose products are differentiated. In such a market, a company can create a competitive advantage based on one of two alternative strategies, as discussed above: differentiation and cost advantage.

The features of competition are also influenced by the characteristics of each industry market. A special place is occupied by such types of marketing as marketing in the consumer market, industrial marketing, marketing of services, insurance and banking marketing, marketing of information and reference resources. At the same time, as studies show, in any known markets, their participants are affected by five competitive forces - competitive pressure: 1) market power; 2) other industries in the struggle for the best position; 3) potential competitors who can enter this market and have an impact on its participants; 4) buyers; 5) suppliers.

Business (competitive) intelligence, although similar to marketing in terms of searching and analyzing market information, is a different area of ​​business activity, namely, observing competitors, collecting, delivering, processing, evaluating and disseminating actuarial information about the strengths and weaknesses of competitors ; discovering, identifying, analyzing and predicting their true intentions; warning about dangerous points in a mutual clash of rivals, up to receiving proactive information about possible attempts to commit aggressive actions.

Marketing intelligence is designed to study the marketing environment in order to develop tools for promoting the enterprise own works, goods and services in competitive markets. Business (competitive) intelligence is designed to collect and analyze information that helps protect the interests of the enterprise from the risks and threats of the external environment. Business intelligence is not always competitive, since its forms and methods of activity are used not only in the sense of competition in the external environment of the enterprise. In some cases, business intelligence tools are used to search for and study potential partners with whom various long-term alliances are assumed. business relationship. The range of studying possible partners is much wider and deeper than in the case of standard procedures for studying potential counterparties.

• Kotler F., Armstrong G., Saunders J., Wong V. Fundamentals of Marketing. N4.; St. Petersburg; Kyiv: Williams, 1999. S. 355.
• Gilad B. Competitive Intelligence. St. Petersburg: Piter, 2010, p. 21.
• Kotler F., Armstrong G., Saunders J., Wong V. Fundamentals of Marketing. S. 347.
• Mkhitaryan S. V. Industry marketing. S. 14.