One of the leading experts in Russia in the field of Competitive Intelligence, the author of many books on CI, Igor Yuryevich Nezhdanov, posted his book “ Competitive intelligence technologies» . For which he is very grateful.

The book will become a textbook not only for beginners in Competitive Intelligence and informative reading for all those interested in CI, but also a help for specialists in our field.

You can download the book from the forum of the Community of Practitioners of Competitive Intelligence (SPKR) at this link: Nezhdanov Igor Yuryevich. " Competitive intelligence technologies» . Format: pdf, file size: 2.21 Mb.

Before reading
Where did the idea come from or why in this format
What is and what is not in the material
Chapter 1 Building a Competitive Intelligence System
Unit structure
Place of the Kyrgyz Republic in the organization
Structure and functions of the CR unit
Interaction with the customer
Ways to manage the expectations of the consumer of information
Definition of information needs
What do you already know about the object of interest?
What can you find out right now?
Promoting Competitive Intelligence Services
Promotion within the company
Promotion outside the company
Viral Marketing
Partnerships
Participation in business meetings
promotion promotion
Education
Formulation of the problem
Conversation with the customer
Algorithm for determining goals
Competitive intelligence work planning
Strategic planning
operational planning
tactical planning
Planning
Evaluation of the work of the competitive intelligence unit
Own structure or external contractor?
Intelligence cycle
Chapter 2 The Competitive Intelligence Cycle
Information
Information sources
Information properties
Features of human perception of information
Selectivity
Attunement to certain information
Authority
Imaginary secrecy of receiving
The market as a company's habitat
What is the market in terms of CR
What is competition and competitive environment
Determination of dominant in the market economic characteristics
Collection of information from secondary sources
Experts and consultants
media
Internet
Internet survey
Working with databases
Collection of information from primary sources
Internal sources of information
Gathering information using a legend
Surveillance in competitive intelligence
Cooperation with people
Features of the withdrawal from the operation
Unauthorized receipt of information
Use of technical channels of unauthorized information retrieval
Mail Prelustration
Data processing
Primary information processing
Information analysis
1. Demagoguery without violating logic
2. Demagogy with an imperceptible violation of logic
3. Demagogy without connection with logic
4. Beyond the boundary of demagogy proper (transitional area between demagogy and lies)
Chapter 3 Competitive Intelligence Technologies
News monitoring
Sources
If you need to work with sources in unfamiliar languages
How to understand the value of news
Collection and storage
Social networks as a tool
Social media features
Social networks as a source of information
Twitter as a competitive intelligence tool
What is twitter
Twitter as a tool for obtaining information
Twitter as a tool for disseminating information
Programs for effective work with twitter
Intent Intelligence
Coprocesses
Purchase of new equipment
Hiring
Participation in exhibitions, conferences, presentations
Preparatory work
Collection of materials
Post-exhibition work
Methodology for collecting information about legal entity, potential investment object
Purpose of the event
Landmarks for collecting information
Where and how to collect information
Collection and analysis of registration information
Analysis of the CHARTER of the counterparty
Collection and analysis of information from open sources
What is Current state enterprises
What are the features and benefits
What are the threats and weaknesses
What are the intentions of the forces influencing the enterprise
CR in recruiting
CR tasks solved with the help of recruiting
Reconnaissance of competitor's intentions
technological intelligence
Development of dissident sentiment in the company
Establishment of a bank of consultants
Organization of the CR recruiting procedure
Keeping this direction secret
Gradual work with each specific object
Data filtering
Technical organization
Finding an "approach" to the decision maker
So - where and how do people acquire connections?
How to get the right information
Analysis of telephone activity
Why you need an analysis of telephone activity
Simple statistics
General information about the object
Location
Wealth level of the object
Object links
Special Studies
Field installation
What is it and why is it needed
How to do it
Kr in the credit sector
Working with a client is working with information about a client
Signs of a scam
Sources of customer information
Mergers and acquisitions
Official business analysis (due diligence)
Hostile takeovers
Competitive intelligence and bidding
On the side of the bidder
Search for interesting tenders
Identification of tender announcements
Identification of signs of a planned tender
Comparison of your position with the positions of competitors
List of used literature

Archive for 2004-2010:

Books:

"Competitive intelligence. Practical course.»

M.: Os-89, 2007. - 272 p. ISBN 978-5-98534-674-9

From the publisher

The book reveals the main activities of competitive intelligence units, discusses the problems that arise in this area and ways to solve them. Particular attention is paid to modern technologies of information and analytical work.

The publication is intended for competitive intelligence professionals, employees of the security services of enterprises and private detective agencies, as well as a wide range of specialists related to the problems of collecting and processing information. To buy a book.

"Encyclopedia of business intelligence and counterintelligence."

Publishers: Rus-Olimp, Harvest, 2007

Hardcover, 432 pages.

ISBN 5-9648-0101-3, 978-985-16-0593-0

From the publisher

The modern market is the highest degree of risk, fierce competition and rapidly changing market conditions. In order to survive and function successfully, you need to quickly respond to what is happening and calculate your actions several steps ahead, and there can be only one assistant in this, the most expensive commodity in the world - information.

To be able to receive the necessary information in time and ensure their safety is a high art. But he, like any other, has his own principles, his own theory and practice, having mastered which you can learn how to defend yourself beautifully and effectively, skillfully and timely attack and parry the blows of the “enemy” in the most difficult business battle.

Unique methods and tools used to ensure business security in modern world, you will find in this encyclopedia. To buy a book.

Publications:

Business Intelligence Notes:

Interview:

The weakest link is the human. Source: "National Banking Journal" February 2007
Owning information means managing [p.1] , [p.2] , [p.3] , [p.4] , [p.5] . Magazine «Top-Manager» №2, 2006
Interview to the Internet holding "Mail.ru". Source: Mail.ru,

Intelligence technologies for business - a year on the Internet. Source: Information Security. Confident, No. 4, 2004

Participation in the preparation of other articles and other mentions in the press (2004-2010):

Business information security. Source: Finam FM
Do you like the work of "one window"? . Source: Komsomolskaya Pravda, 04/08/2010
A billion left on a call. Source: Vedomosti No. 235 (2505), December 11, 2009 Authors: Vasily Kudinov, Alexey Nikolsky, Daniil Zhelobanov, Grigory Milov
In a month, the police won't take bribes. Source: Komsomolskaya Pravda, August 24, 2009 Author: Sergey Semushkin
Franchise with cockroaches. Source: Business Journal, August 2009.
Russia has been fighting corruption for a year. Source: MTRK Mir, July 31, 2009
Catch-65. Source: "Private Correspondent", July 17, 2009. Author: Armina Baghdasaryan
Spy games. Source: Company Management, January 2009 Author: Konstantin Pukemov
The Internet is looking for justice. Author: Rinat Sagdiev. Source: Vedomosti 12/18/2008, No. 240 (2262)

Igor Nezhdanov is one of the leading Russian competitive intelligence specialists. In the format presented e-book, Igor Yuryevich summarized his experience, and the experience of his colleagues, and promised to work on the development of the material in the future.
I will give only one quote from the book, and below I will give links to download.

Structure and functions of the CR unit

So, we decided on the need for four departments in the competitive intelligence unit:
- coordinating unit;
- mining division;
- processing unit;
- support division.

Coordinating Unit takes over the tasks of general management:
- strategic planning works;
- operational-tactical planning;
- coordination of actions of participants of works.

Mining division performs work to obtain access to the necessary information:
- determination of the location of the required information;
- defining options for accessing this information;
- obtaining access to this information;
- provision of information to the CR subdivision.
If we talk about the analogy, then these are operational employees.

Processing division carries out work with the received information:
- accumulation and storage of the collected information;
- information analysis;
- preparation of resulting documents;
- presentation of the result to the customer (at least preparation of the presentation). Employees of this unit can be called investigators, but analysts are more correct.

Support division performs auxiliary functions:
- content technical means in proper condition;
- Support for LAN performance;
- transport
- etc..

But despite the presence linear structure, the competitive intelligence unit is more of a design nature. This is expressed in the fact that for each major project, its own working group is created, consisting of a coordinator, an analyst and an employee of the mining division, and most often a consultant from the corresponding division of the company.
As a result, groups of employees working on their projects (problems) are obtained. Such a scheme is much more effective than working on the principle of "everyone does everything."

Before Reading 7
Where did the idea come from or why in this format 7
What is and what is not in the material 7

Chapter 1 Building a Competitive Intelligence System 9
Division 9 structure
Place of the Kyrgyz Republic in the organization 9
Structure and functions of the CG unit 10
Interaction with the customer 11
Ways to manage the expectations of the consumer of information 11
Determining information needs 13
What do you already know about the object of interest? thirteen
What can you find out right now? fourteen
Promoting Competitive Intelligence Services 15
Promotion within the company 15
Promotion outside the company 18
Viral marketing. eighteen
Partnerships 19
Participation in business parties 19
promotion promotion 19
Training 19
Problem Statement 19
Customer interview 21
Algorithm for determining goals 22
Competitive Intelligence Planning 23
Strategic planning 24
Operational planning 28
Tactical planning 29
Planning 30
Evaluation of the work of the competitive intelligence unit 32
Own structure or external contractor? 35
Intelligence Cycle 36

Chapter 2 The Competitive Intelligence Cycle 38
Information 38
Sources of information 38
Sources of information 39
Information Properties 40
Features of human perception of information 41
Selectivity 42
Attunement to certain information 42
Authority 42
Imaginary Stealth Receive 42
The market as a company's habitat 42
What is the market in terms of CR 42
What is competition and competitive environment 45
Determination of dominant economic characteristics in the market 48
Collecting information from secondary sources 51
Experts and consultants 51
Media 54
Internet 55
Internet survey 57
Working with databases 60
Collection of information from primary sources 62
Internal sources of information 62
Gathering Information Using the Legend 64
Surveillance in competitive intelligence 69
Cooperation with people 76
Features of withdrawal from operation 80
Unauthorized receipt of information 81
The use of technical channels for unauthorized retrieval of information.81
Mail Prelustration 83
Information processing 84
Primary processing of information 84
Information analysis 98
1. Demagogy without violating logic 132
2. Demagogy with an imperceptible violation of logic 133
3. Demagogy without connection with logic. 133
4. Beyond the boundaries of demagogy proper (transitional area between demagogy and lies) 134

Chapter 3 Competitive Intelligence Technologies 142
News monitoring 142
Sources 142
If you need to work with sources in unfamiliar languages ​​145
Understanding the Value of News 145
Collection and storage 148
Social networks as a tool kr 149
Social media features 149
Social networks as a source of information 151
Twitter as a Competitive Intelligence Tool 161
What is twitter 161
Twitter as a tool for obtaining information 163
Twitter as a tool for disseminating information 164
Programs for effective work with twitter 165
Intent Intelligence 167
Coprocesses 167
Purchasing new equipment 168
Hiring 168
Participation in exhibitions, conferences, presentations 172
Preparatory work 173
Collection of materials 178
Work after the exhibition 181
Methodology for collecting information about a legal entity, a potential investment object 182
Purpose of event 183
Landmarks for collecting information 183
Where and how to collect information 183
Collection and analysis of registration information 185
Analysis of the CHARTER of the counterparty 185
Collection and analysis of information from open sources 186
What is the current state of the enterprise 192
What are the features and benefits 193
What are the threats and weaknesses 193
What are the intentions of the forces influencing the enterprise 194
Cr in recruiting 194
CR tasks solved with the help of recruiting 195
Intelligence of competitor's intentions 196
Technological intelligence 196
Development of dissident sentiments in the company 197
Creation of a bank of consultants 197
Organization of the CR recruiting procedure 197
Keeping this direction secret 198
Gradual work with each specific object 198
Filtering data 199
Technical organization 200
Finding an "approach" to the decision maker 203
So, where and how do people acquire connections? 204
How to get the right information 205
Analysis of telephone activity 205
Why you need an analysis of telephone activity 205
Simple statistics 206
General information about the object 206
Location 208
Wealth level of the object 209
Object links 210
Special Studies 210
Field installation 211
What is it and why is it needed
How to do it 212
Kr in the credit sector 214
Working with a client is working with information about a client 214
Signs of fraud 214
Sources of customer information 217
Mergers and Acquisitions 219
Official business analysis (due diligence) 219
Hostile takeovers 227
Competitive Intelligence and Bidding 232
Bidder side 233
Search for interesting tenders 233
Identification of tender announcements 234
Identification of signs of a planned tender 234
Comparing your position with those of your competitors 235
References 237

Download links:
(pdf file from razvedka-internet.ru)

Nezhdanov Igor Yurievich. Technologies of competitive intelligence. (the same file, but with access to the forum site of I.Yu. Nezhdanov it2b-forum.ru)

Original taken from

Summary: Technological intelligence has become an important field of study, which examines various methods aimed at identifying opportunities and threats as a consequence of technological innovations (improvements). In this regard, technology scouting is a technique to reduce the time lag between the emergence of technological innovations and their discovery through methods such as patent or publication analysis. In addition, in an environment of increasing technological complexity and globalization in R&D, the successful identification and use of external sources of knowledge is becoming more and more important. Scouts (researchers) can also play an important role in finding valuable sources of information and facilitating the process of obtaining technology intelligence (technology sourcing).

Based on the results of two scientific studies conducted by Deutsche telekom and British Telecom, as well as a literature review, this article proposes a definition of technology scouting, a general technological process, and determines the motivation of the participants in this process.

Key words: technology intelligence, technology forecasting, technology foresight, technology scouting, technology research, strategic foresight, technology monitoring, technology scanning (scanning, tracking).

Curriculum vitae: René Rohrbeck is a senior researcher at Deutsche telekom Laboratories (T-Labs) and a corresponding member of the Technical University of Berlin for Innovation and Technology Management. At T-Labs, he also researches the operation of technology intelligence. His research interests include strategic foresight, technology scouting, road mapping, and scientific-industrial collaboration. Prior to joining T-Labs, Rohrbeck worked as a business development manager providing technology consulting and spent two years as a management consultant in the automotive industry.

1. Introduction.

Companies today face numerous challenges, including increased competition, increased market volatility and, as a result of market convergence, the entry of new competitors into their turf. Technological competence plays an important role in maintaining or strengthening the competitive position of companies. Knowledge of relevant technological change and trends is one of the main elements of technological competence. To do this, it is necessary to closely monitor innovations in the field of basic (fundamental) technologies and monitor new technologies that are disruptive (dangerous for the company's position) in nature.

The methods of collecting, analyzing and disseminating such technological information have come to be known as technological forecasting, technological foresight or technological intelligence.

The result of the functioning of technological intelligence is often the discovery of the need to master new areas of knowledge.

Due to increasing technological complexity and the development of globalization processes in the field of R&D, it is becoming increasingly difficult to master all this knowledge on our own. As a result, companies are exploring new ways to obtain information for development technological possibilities from external sources. Such information may be obtained through joint research, licensing, purchase of intellectual property rights, joint ventures and direct purchase innovative technologies(new developments).

One of the methods that can expand the capabilities of technology intelligence and facilitate the process of sourcing (search for information) is technology scouting. Strengths of this method are, firstly, in its ability to detect technological innovation at an early stage. Alternative methods such as publication or patent analysis have a natural time lag of 12 to 18 months (the time needed to complete the publication and organizational process). Secondly, contacts established by researchers (scouts) in order to obtain information are a powerful base for technology sourcing.

This article aims to take a closer look at the structure of technology scouting research, propose a definition of it as a general independent technological process, and determine the motivation of participants in this process. The information presented was obtained from a literature review and the results of two scientific studies conducted by Deutsche telekom AG and British Telecom.

2. Definition of technology scouting.

The evolution of technology intelligence research.

Research based on conducting a systematic search for current and future technological innovations has evolved over time. The criteria for detecting these changes are mostly not well developed, and we are talking about identifying stops (breaks) in the process. technological development. Classification various areas The study is presented in Figure 1. In the 1970s, under the name of technological forecasting, a case study was carried out, focusing on methods for predicting the future using modeling and econometric techniques, mainly using historical data. These methods include: trend extrapolation, S-curves, trending, publication and patent analysis.

Technological foresight has continued to expand the possibilities of research in predicting future technological changes. New aspects are: research based methods that allow the use of expert network structures to collect, evaluate and interpret data, and methods that help in decision making. In addition, technology foresight includes an analysis of the position of organizations in order to assess their sustainability in the future. /Thus, the concept of technological foresight is broader and includes forecasting/.

Methods of both technological forecasting and technological foresight were used both at the level of individual companies (micro level) and at the regional, national and supranational levels (macro level).

In the 1990s, the study expanded its scope to include aspects such as the organization and process of the study.

Technological intelligence has become the dominant term for describing research conducted at the level of individual companies (micro-level), although the term competitive technical intelligence has also been used in this sense.

In recent years, the term science of the future refers to research that aims to predict future changes and prepare for these changes, including also non-technical aspects such as changes in markets, consumer needs, legislation and changes in the socio-cultural sphere.

A related field of study is technology sourcing.

Technology management deals with the provision, storage, and use of technology knowledge. He also provides support innovation management, identifying technological opportunities for product specification and improvement. Figure 2 shows the intersection of technology and innovation management processes.

In technology management, the availability of knowledge in the field of technology can be achieved either through the acquisition of knowledge - what we call technology sourcing - or its internal development (formation). In an environment of increasing technological complexity and volatility in market needs, external sources information (technology sourcing) are becoming more and more important to ensure the competitiveness of companies.

Technological convergence and the rapid pace of technological change make it much more difficult to identify the necessary technology capabilities and potential sources of technology knowledge. In addition, linguistic and terminological differences make it increasingly difficult for information mining (data mining) to discover centers of expertise in specialized technology areas.(?) As a result, attracting experts to obtain the necessary technological information is becoming an increasingly popular and attractive option.

My educational programs
Lectures on competitive intelligence in universities;
Training "Searching and obtaining information in the modern world"
Training "Analysis of unstructured information";
Training "Verification of the candidate";
Seminar "Competitive intelligence in the company management system";
Seminar " Information Security in business";
Well distance learning"Analysis of unstructured information".