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Experts tell you what is real competitive intelligence
The drama "Hunting Field" involves the competitive intelligence department and the chief intelligence officer. The film and television works push competitive intelligence into the public's sight. It is a good thing that competitive intelligence enters the public, but the "competitive intelligence" behavior in the drama is inevitable. It caused people to misunderstand the competitive intelligence and mislead competition intelligence. To this end, the members of the Competitive Intelligence Branch of the China Association for Science and Technology Information discussed the topic of competitive intelligence. We extracted the views of 12 experts and members from universities, research institutions, and enterprises, including well-known competitive intelligence experts. Young competitive intelligence elites, and even more students at school. We divide the content into "what is competitive intelligence", "competition of competitive intelligence", "capacity training of competitive intelligence personnel", and attach "excerpts from the United States and domestic monographs on competitive intelligence" and "members' professional conduct ethics" Five sections are for your reference.

Part I: What is competitive intelligence?
Former deputy director of the Shanghai Library, Mr. Qi Qihao

"I rarely watched TV dramas. I accidentally saw that 'Hunting Field' actually mentioned 'competitive intelligence' and I have been watching it." He believes that such "lifting" of competitive intelligence in the hit TV series may have a certain effect on expanding social awareness, but the misinformation will bring deep harm to the industry.

It is undeniable that there is indeed a kind of "competitive intelligence" activity depicted in the TV series in corporate competition. That's not real competitive intelligence, and that kind of behavior is called "commercial espionage." The SCIP (Strategic and Competitive Intelligence Practitioners Association) membership certificate clearly states the Code of Ethics of professionals. One of them is that you cannot falsify your identity when you collect information (you can't say it, but you can't lie). Of course, foreign commercial espionage still exists, but it can't be on the table. Commercial espionage is clearly illegal, but it does not constitute a real threat to the competitive intelligence industry. Because the risk is too great, once exposed, the involved companies may be ruined, and even difficult to mix in the industry, the cost is huge. There is another situation, which is essentially the same as the commercial espionage.

However, in the context of the international conspiracy theory that is now very marketable, it is quite "reasonable" and easy to be accepted by society, so it needs more attention. The prominent example is Japanese intelligence mythology, some of which seem to be catching the wind and even ridiculous. For example, a Chinese who has written several Japanese economic intelligence books has disclosed the story of many Japanese comprehensive trading companies stealing economic intelligence from other countries. The author has worked in the integrated trading company for more than a decade and seems to be very credible. But the source of information for those stories comes from Japanese public media, marginalized weekly magazines and tabloids, whose truth is suspicious, although conspiracy theorists do not think so. With a foreigner who climbed up to the middle, he could hardly observe the true face of the company's economic intelligence. Knowing the face of international competitive intelligence based on such stories is likely to be misleading. It would be ridiculous to use it as a benchmark to build competitive intelligence. There must be economic espionage, but not too much. Borrowing what Lu Xun said, it is "operative, effective but limited." It is almost impossible to rely on this for long-term survival and development.

In short, economic espionage is not competitive intelligence, and several other tendencies are hard to say is the mainstream of competitive intelligence development. Competitive intelligence is a professional job, a profession in society, with a focus on practice. It requires some basic research to enhance understanding of its nature and to find a path for further development; it needs to use a variety of methods and tools, including the latest technology to better accomplish this work, and create proprietary ones where possible. Methods and tools. But it is not a science, it is not a theory. In order to enhance the social status of competitive intelligence, it is only in the provision of information support for enterprises, governments and other entities in economic and technological decision-making to make clear achievements, reflecting unique values.

Professor Shen Guchao, Department of Information Management, Nanjing University

There are many definitions of competitive intelligence. The most important thing is to understand the difference between data, information and intelligence when understanding and executing, you can't confuse it. Data is the basic raw material for understanding competitors. It is the processing of statistics, news, rumors, observations, etc. without information processing. Information is the data after sorting. It is the product of a certain process, and it is the brain thinking. The result of the activity portraying the state of objective things and subjective thinking activities, intelligence is the knowledge in use, the knowledge that provides information to decision-makers and influences decision making. Transforming the data and information that is placed on the desk of decision-makers and residing in their minds requires intelligence thinking about how data and information will be used in the decision-making process. For example, the various data of the opponent's price reduction will be compiled and processed into a price information report, but it will not be automatically upgraded to price information, unless you tell the managers why the opponents will cut the price, how long they can persist, and the price reduction behavior is The actual action to win market share is still a threat to potential market entrants, what should we do next, whether it is followed or not, and so on. That is to say, "what/when/where/who" in the six Ws only solves the information problem, the manager only knows "who is when, where, and what," but "why and how" is the information needed for decision making.

The reason why intelligence and intelligence are the same in many people's eyes is due to the secret nature of intelligence for a long time, and the indissoluble bond between popular culture and intelligence, coupled with the promotion of commercial interests (spy culture, detective, Reasoning, cryptanalysis, Bond (007) stories, novels, and movies) have fueled this perception. The ingenious combination of psychology, art, and technology has closely linked intelligence to espionage, covert operations, and conspiracy theories. Together, it has become a strange industry. Western intelligence scientists dissatisfied with this ridiculed why Hollywood playwrights and novelists do not apply their full imagination to predicting 9/11. Now, this view has changed a lot. The secret is not the basic attribute of intelligence. Especially in the era of big data with developed information technology, open-source intelligence (or OSI) has long been a fixed term, dagger+cloak. The image has changed a lot at least in the industry. Of course, intelligence still has two sides. There is also a gray area between competitive intelligence and commercial espionage. Legal but unethical collection still exists, which is one of the reasons that are sometimes difficult to distinguish.

The concept of competitive intelligence must be open and legal from the very beginning and must be in line with industry ethics. This is because the long-term collection of rival intelligence has been achieved through infringement of trade secrets. The trade secret case has become a street mouse, especially in the 1970s, the Lockheed Aircraft Company infringement case became the target of the media. It is precisely because this road does not work, and the losses brought to the enterprise are greater than what it has acquired. Only then is the call for "common rules of the game", and the establishment of competitive intelligence agencies and the corresponding industrial disciplines in the late 1980s. Of course, the business of intelligence and the infringement of trade secrets in the past, there are, there are, there will still be in the future, but that is not competitive intelligence, to be separated, otherwise, it is not conducive to the development of this industry.

Deputy Director Liu Xiwen, National Science Library, Chinese Academy of Sciences

Competitive intelligence originated from enterprise information management and information services and is the legitimate management behavior of enterprises. The theoretical basis of competitive intelligence is enterprise competition management theory, knowledge management theory and decision information support theory. At present, as a management concept, competitive intelligence penetrates into all walks of life and is an integral part of various management tasks. It is particularly prominent in strategic management and national macro-management. The essence of intelligence contains the requirements of the competition. Therefore, the development of competitive intelligence is the inevitable result of the development of information science, highlighting the application value of intelligence and realizing the top role of intelligence work. Competitive intelligence work needs to have intelligence and moral restrictions, avoid all kinds of abnormal means such as provocations, rumors, and espionage. More emphasis should be placed on information collection, intelligence analysis, benchmarking, etc., through the improvement of intelligence analysis methods, and the improvement of competitive intelligence services. effect. A brief definition can be the act of obtaining valuable information for an organization to gain an advantage.

Researcher Chen Feng, China Institute of Science and Technology Information

Competitive intelligence is a highly targeted information activity that is carried out under the premise of legal and ethical requirements. It emphasizes that information activities are highly relevant to the issues that need to be solved in organizational decision-making. It is true, timely, and can act accordingly, reflecting the guarantee of organizational mechanisms and height. Relying on intellectual value-added, it has a significant promotion of input and output and economic benefits. The TV series "Hunting Field" misinterprets competitive intelligence as a commercial espionage behavior, which is inconsistent with the basic ethics of domestic and foreign competitive intelligence, but the screenwriter actor and other actors in the TV series "Hunting Field"mainly consider whether TV attracts attention and whether it can improve viewing. The rate, the more you can maximize the input and output of TV, the more realistic it is, the more it does not matter to these people, our competitive intelligence professionals can smile: I understand you, but The so-called competitive intelligence promoted by your TV series is wrong!

Professor Li Yan, School of Economics and Management, Beijing Forestry University

The broadcast of "Hunting Field" is a good thing for the competitive intelligence to enter the public. It is a good universal education. Although the game is not really competitive intelligence, the word competitive intelligence has been implanted in the audience's mind. She pointed out that competitive intelligence refers to the systematic collection, sorting, identification and analysis of the competitive environment and competitors' information in order to eliminate the uncertainty of decision-making and use legal and ethical means to turn the original information into accurate. Specific, timely, forward-looking, actionable options that are provided to decision-makers. There are two 80-20 laws in competitive intelligence activities, that is, 80% of the information sources of competitive intelligence come from within the organization, and 80% come from public information, so competitive intelligence is not commercial espionage, not market research, multiple sources The comprehensive analysis of the information, the new cognition is the true value of competitive intelligence, so analysis (rather than collecting) is the core of competitive intelligence, and competitive intelligence never uses trade secrets as the object of intelligence gathering. Competitive intelligence activities include four stages of tracking, monitoring, forecasting (warning) and evaluation of the information released by the competitive environment and competitors.

Professor Wang Yanfei, Department of Information Management, Peking University

First, competitive intelligence workers are not commercial espionage. Regardless of the name of the characters in the play, what they do is the practice of commercial espionage, which is sought by non-competitive intelligence services. Second, competitive intelligence work should pay attention to prevent commercial espionage from succeeding. But paying attention to preventing commercial espionage does not mean that it is a commercial spy.

Associate Professor, Department of Information Management, Peking University

Competitive intelligence has been widely discussed in the field of information science in recent years. It has gradually been accepted and developed rapidly in the industry. It has also appeared in news media or film and television works in the near future and has begun to move into the public eye. SCIP defines competitive intelligence as a process in which people collect, analyze, and disseminate accurate, relevant, specific, timely, forward-looking, and operational aspects of the business environment, competitors, and organizations themselves in a professional ethical manner. Sexual intelligence. China's competitive intelligence expert Bao Changhuo believes that competitive intelligence is information and research on the competitive environment, competitors and competitive strategies. It is both a process (collection and analysis of competitive intelligence) and a product (analytically formed intelligence). Or strategy).

Competitive intelligence is a practice-driven field, mainly focusing on the development strategy of enterprises in market competition, quickly and accurately acquiring competitor intelligence, analyzing the competitive landscape and development trend, and formulating product design, technology research and development, market sales, talent competition, and development strategy. Provide useful information in a timely and effective manner. There are two cores of competitive intelligence. One is to help intelligence users improve their competitive environment and enhance their competitiveness. Second, intelligence products have strong professionalism and irreplaceability, which means that the information provided is not easily accessible by users through other channels.

Researcher Yuan Fengping, Director of the Central Research Institute of Baowu Iron and Steel Group Co., Ltd.

Intelligence is an objective reflection of facts. Competitive intelligence is only a means or channel for intelligence gathering. People can collect intelligence through the Internet, television, news, espionage, hacking, etc., and the source of competitive intelligence is public information. When the information department personnel collect information, they can turn on the computer, or they can contact the spy or other people to see how much intelligence channels they have in their hands. The competitive intelligence work should be properly positioned, act as an eye and ear, and do what can be done. More than one job can save costs and improve efficiency, but it does not apply intelligence. In large companies and institutions, key departmental intelligence and decision-making bodies must be separated and specially set up. Workshops, small and medium-sized companies are not included. Exaggerating the function of competitive intelligence is a key point in the industry debate. The intelligence industry believes that competitive intelligence is not only for the eyes and ears but also for the soldiers and staff. And users of intelligence take it for granted that intelligence is a suggestion, at least useful insider information, not network information that everyone can see.

In fact, the key information can only be provided by experts from all walks of life, and intelligence personnel of intelligence agencies is difficult to provide. The reason is very simple. The industry expert only does one thing in his life, that is his own profession, which can deeply interpret the information, explore the inside story behind the information, and then make decision-making suggestions; and the intelligence personnel (the miscellaneous family) may provide three or four in one day. The professional attributes are not the same as intelligence information services. A large number of demands require them to master the professional knowledge of many industries so that the ability to interpret and my information is seriously insufficient. This is also why business leaders are confused about what decisions (how to do), usually looking for industry experts, not intelligence personnel.

The user of the intelligence (business leader) said: "We need intelligence, not information." The intelligence industry believes that intelligence should serve "decision-making". Therefore, the two coincide with each other, and "eyes, squads, and staff" become The job orientation of competitive intelligence. It is necessary to be a deliberate and conspiracy, and the result is greedy and chewed. The big words of advice and advice are said to go out. The result is not done. In turn, it is the reason for finding the East, and the reason for finding the West. This is the industry’s The debate over information and what is intelligence has been the root cause of fruitlessness for more than two decades.

The role of intelligence is to prompt (wake up) and support decision-making. It is not terrible to appropriately exaggerate the role of competitive intelligence in public information sources, but the consequences of exaggerating the function of competitive intelligence are serious. "ears and ears" are the eyes and ears, can not act as a "brain", and reflect objective facts in a down-to-earth manner. The debate in the competitive intelligence industry can be halved or even disappeared.

SAIC Radar Technology Center

Chen Xiang, the chief intelligence officer in the TV series "Hunting Field" (both undergraduate and graduate students are all in intelligence), is regarded as the most tragic person in "Hunting Field", not only because he is a "transplanted heart", but also in the drama. The only corporate competitive intelligence worker who "lives only for others." Chen Xiang's experience and experience have of course caused the sympathy of the company's full-time competitive intelligence workers or the "illness".

Corporate full-time competitive intelligence workers generally have a congenital weakness and an acquired weakness. The so-called congenital weakness refers to the lack of marketable professional skills, there is no original "source power", as the "transplantation of the heart" people; the so-called acquired weakness means no long-term professional direction, work items are commissioned or temporarily issued It is like "live only for others." "Transplantation of the heart" always has a life span. With the development of the plot, Chen Xiang's "commercial espionage" behavior was gradually exposed. When Chen Xiang went to the end of his life when he stood on the top of the building and tried to jump, we heard the call of Apple founder Steve Jobs in the Spirit of Heaven: "Your time is limited, so don't live for others."! With the changes in the competitive environment and the in-depth development of enterprise competitive intelligence, the future enterprise intelligence department may be downsized or disappeared, and at the same time, the enterprise's "business intelligence" application will be born. The main body of "business intelligence" is a team of professional knowledge with intelligence awareness and a certain intelligence method. The "business intelligence" operation based on the analysis of business knowledge is embodied in knowledge, organization, concealment, spontaneity, persistence, pertinence and value enhancement. Therefore, "Hunting Field" inadvertently tells us that competitive intelligence workers who "transplant the heart" and "live only for others" are difficult to survive in modern enterprises.

Goertek's Goertek Marketing Management Division Chengbo

Competitive intelligence is a warning to remind management of early threats and opportunities; it is information that helps management to make judgments and decisions; it is information asymmetry across time and space; it is the result of self-observation of the outside world, after thinking and analysis; A set of techniques widely used in the industry. Competitive intelligence requires long-term accumulation and precipitation. Competitive intelligence is not espionage; it is not an information system; it is not a market survey; it is not a commercial data analysis; it is not a network information compilation.

Kong Peng, a master student in information science at Xiangtan University

Competitive intelligence people are not doing undercover, nor are they doing commercial espionage. Therefore, competitive intelligence is not a illusory story of the 10-year undercover suspicion of competitors described in "Hunting Field", nor is it immediately after everyone hears the "intelligence" word. The CIA in my mind is so simple and simple. In his view, competitive intelligence is described by the following keywords: process, method, technology, wisdom, and product. It is a process of in-depth development and utilization of competitors' information resources in a reasonable and legal situation; it is a kind of multi-disciplinary background supported by economics, industry, management, etc. under the era of pluralism. Method technology; it is a kind of smart product used to serve the government, service industry, service enterprise, service individual, etc.

Wei Chen, Department of Competitive Intelligence Research, Beijing Institute of Science and Technology Information

The definition of competitive intelligence should include these aspects: first, it is about the external and internal environment of the organization; second, it must be processed after the purposeful information is collected; and third, it is the decision support for the organization; Fourth, the actions are taken to achieve an advantage for the organization.

Part II: Development of Competitive Intelligence
Teacher Chen Feng believes that the more intense the market competition, the faster the change, the more complicated the decision-making problem, the more information, the scarcity of competitive intelligence, and the greater the demand for competitive intelligence by decision-makers such as enterprises, scientific research institutions and governments. Last year, the US Department of Commerce severely punished China's ZTE on the grounds of violating US technology export control laws, behind the strong competitive intelligence capabilities. From the perspective of strategic competition at the national level, the competition of competitive intelligence capabilities is a competition of international competitiveness, and the ability to compete with low ability and high ability is that Sun Wukong encounters Buddha. Knowing it, how to do it is an operational problem. After all, competitive intelligence is still a matter of understanding.

Teacher Li Yan believes that it is not important for companies and practitioners to name the job of competitive intelligence. This function must be undertaken by a dedicated person. Therefore, after a certain stage of development, this function will be closely integrated into the business. The process, which seems to have no full-time institutions and personnel, has actually entered a higher stage. In the future, information surplus and scarcity of information will intensify development, so intelligence functions can only be strengthened without weakening, and intelligence capabilities will become skills that everyone needs to master. She also put forward three suggestions for further promoting the orderly development of competitive intelligence. First, advance the relevant legislation. National intelligence has just got legislation, and the next step should be to introduce intelligence legislation for the commercial and economic fields.

At present, only the "Anti-Unfair Competition Law" requires more explicit legislation, such as the "Trade Secret Protection Law" and the "Economic Espionage Law", so that competitive intelligence activities can be more law-abiding and benign. Second, promote the establishment of industrial competitive intelligence alliances. The Competitive Intelligence Industry Alliance can be located in industrial associations to facilitate intelligence sharing. Some industries in the country before the Cultural Revolution established an intelligence collaboration network. Later, they were forced to suspend and have not recovered so far. It is a pity that they are expected to strengthen their ties with industry associations. Industries with many uncertainties in the environment are the first to set up industrial competitive intelligence alliances. Third, support the enterprise to go global and the national strategy of the Belt and Road. Strengthen the construction of intelligence think tanks, write relevant research reports, support enterprises to go global and the national strategy of the Belt and Road, so that the status and role of competitive intelligence can be recognized by the top.

Teacher Wang Yanfei pointed out that the competitive intelligence industry is intellectually intensive, and the competitive intelligence mission attracts the elite of the wise. It's business charm lies in the fact that practitioners can fully demonstrate their wisdom and ability with their daily professional achievements. Specifically, the competitive intelligence workers collect, manage, and analyze the public information source materials in a legal form to realize the perception and characterization of the intelligence objects and solve the problem of incomplete information required for management decisions. He firmly believes that the tree of competitive intelligence is evergreen. Integrated innovation is the main theme of competitive intelligence and academic development. The evolution of mission requirements, data foundation and knowledge tools provide an inexhaustible driving force for the advancement of competitive intelligence theory and practice. The perception, characterization and response of competitive intelligence is a guarantee of practice. And the grasp of academic professional characteristics.

Teacher Qi Qihao reminded us that there are two tendencies in the domestic understanding of competitive intelligence that should be taken seriously. One of the younger peers, who are mainly in academia, hopes that new technologies will reinvigorate competitive intelligence, from the measurement of the literature to the expansion of social media, altimetric, big data analysis, and the latest artificial intelligence analysis of scientific literature. Appeared in various intelligence magazines. Compared with most of the competitive intelligence facts that are still manual labor, those may be the mainstream of future competitive intelligence, but it is necessary to be soberly aware that the real road to the enterprise is still far away. It is necessary to study these techniques at the undergraduate and postgraduate levels to do some demonstration purposes, but realize that the vast majority of published research results are not necessarily needed in reality, but only those who can find data, model analysis and get a conclusion that is somewhat interesting.

Most of the actual intelligence issues may not be able to use the superb technology to get valuable results in a limited time. There are many data available for social media interpersonal communication. The analysis of big data has produced realistic results, but its value is basically outside the field of intelligence. The demand for economic and technical information can be obtained from these analyses. Another tendency is to hope that the economic and technical intelligence work and the information defined by the National Intelligence Law are integrated. Regardless of the history of intelligence or current practice, economic and technical intelligence and military intelligence Guoan intelligence are indeed homologous, and it is necessary to learn from each other. However, there are huge differences between the two in actual operation, which maybe even more so in China.

The concept of foreign Competitive Intelligence is largely based on the need to distinguish economic and technical information from national security intelligence. Because intelligence can be applied to the civil field of economic technology, the English-speaking world is often considered as national defense intelligence espionage. The controversy over English competitive intelligence terminology is actually very large, and many people think it is not exact. The reason why it has not been replaced so far is that there is no better and more appropriate terminology. At the national level, there must be a national intelligence strategy to coordinate national defense intelligence and economic and technological intelligence. The reality of the integration of the two is very unlikely and inappropriate.

Regarding the development of competitive intelligence, Kong Peng said that the "New Era·New Economy" summit forum was successfully held in Beijing not long ago. This is both a new opportunity and a new challenge for the development of competitive intelligence. The emergence of new application models and new business models will definitely have a new impact on competitive intelligence.

For example, blockchain technology allows data to flow safely while safeguarding its rights, which makes competitive intelligence a great convenience in data monitoring and analysis; The emergence of the"shared economy" business model will also give Business intelligence brings new challenges. Some old competitive intelligence methods and technologies have been unable to adapt to the current unpredictable new economic era, in order to better intelligence skills (such as strategic research, policy analysis and research, commercial market analysis, market research, market sales, etc.). In the application of intelligence practice, innovative research must be carried out on top of some old methods and techniques to enhance the speed and accuracy of the analysis and decision making made by the intelligence "staff".

In the field of information science, we need to have a broad vision and be more sensitive to information than ordinary people. The focus of information science is not on the three words of "informatics", but on what is extended behind it, that is, the research direction that we are interested in and that we are good at. As a classic research direction of information science, how can competitive intelligence promote the healthy and orderly development of competitive intelligence? All along, everyone believes that competitive intelligence analysts are versatile, but with the diversified development of society, competitive intelligence talents should have a strong professional background, that is, to strengthen the training of competitive intelligence personnel and market segments in the moment. Collaborative integration and innovation, while researching market segments, it is necessary to align the training direction of competitive intelligence talents with the segmented market, so that competitive intelligence workers can specialize in the industry, in a certain industry, a certain industry. The field uses more professional and accurate intelligence thinking to make decisions, better serve the public and serve the society.

Part III: Capacity Building of Competitive Intelligence Personnel
Professor Berlin has placed great emphasis on the professional competence of competitive intelligence practitioners. He believes that competitive intelligence practitioners should be familiar with the process of competitive intelligence, master the competitive intelligence theory methods and technical tools, and do “know your knowledge, report their complaints, and prevent opponents from knowing first". Specifically, it needs to have the following six capabilities:

First, it is highly sensitive to information and intelligence, and the high sensitivity to information and intelligence is the basic quality of information science and competitive intelligence practitioners. Be good at discovering the traces of the beads, and can extract useful information from the seemingly ordinary information. Far from the Japanese intelligence personnel to analyze the classic case of Daqing Oilfield in China according to Wang Jinxi's photos, there are many cases such as analyzing the competitor's research and development plan based on the recruitment information. Not only that, but in some cases, it should also have the ability to re-sensitize desensitization information;

Second, master the system's competitive intelligence process and method system. Competitive intelligence includes a series of processes such as information problem description, information search, multi-source information fusion and cleaning, information analysis and content mining, result interpretation and intelligence research, report writing and intelligence transmission. In the process of competitive intelligence, SWOT analysis, calibration ratio super analysis, measurement analysis method, patent analysis method, social network analysis method, association analysis method, time evolution analysis method, co-occurrence analysis method, signal analysis method, etc. are used. Competitive intelligence practitioners should systematically master these processes and methods and be flexible.

Third, professional information retrieval and collection capabilities. Focusing on the target issues, through the network search crawling, professional database retrieval, conference communication, field visits, social network relationships, access to online forums and communication groups and other channels to collect a variety of useful information, you can quickly and accurately obtain the required Information can judge the validity, authenticity and authority of information.

Fourth, it is good at comprehensively applying various technologies and tools. Use a variety of techniques and tools to identify, classify, compare, summarize, and correlate information. Quickly filter from the information, to achieve rough extraction, de-authentication, and the ability to analyze and mine big data into small data. Proficiency in various statistical analysis software (excel, SPSS, Matlab, etc.), metrology analysis software (CiteSpace, TDA), data mining tools (Tableau, Weka, KNIME), information visualization tools (Pajek, Usenet, according to business needs and technology development) Gephi), will use a simple scripting language, such as R language, Python, VBA and so on. For this kind of software, you can get started quickly and have strong continuous learning ability.

Fifth, Be good at showing the results of competitive intelligence analysis clearly and intuitively. Including visual presentations, writing of intelligence reports, quick production presentations, and excellent presentation skills; 6. Be social. It can perform user portraits on intelligence users, analyze user scenarios and obtain real user needs; have certain psychological qualities and judgment ability, and can judge each other's inner and motivation according to the other's words and deeds.

Zhu Shenglei puts forward specific suggestions for how to avoid the inherent weaknesses of enterprise competitive intelligence workers.

First, considering the university teaching, information science as a comprehensive application discipline, one of its graduate teaching objectives should be to train students to adapt to various needs of enterprises. The talents of a multi-functional talent, that is, the graduate students of information science, should come from a certain professional field (such as metallurgy, automobile, electric power, medicine, instrumentation, biology, finance, etc.), and the teaching of information science should be based on the professional basic knowledge of students. Train them to become talented people with (fast) information gathering, intelligence (integration) analysis, communication and negotiation, translation and writing skills. At the same time, in terms of career guidance, they should be told that information science is only a tool or method. Enterprises do not need short-term intelligence, such as entering a company, they must strive for professional counterparts or work hard to study professional skills.

Second, from the perspective of employment, information science Graduate students or college students who are interested in information science should enter their own business and try to make their professional and technical counterparts in the undergraduate course to promote their professional expertise or work projects to develop their intelligence expertise. If you don't have a technical major, it's best not to go to work in a business, change to a university, consulting company, intelligence research institute, or library to use your intelligence expertise.

Third, From the perspective of intelligence department reform, as the head of the professional intelligence department, you should introduce Increase the professional business of the intelligence department or merge the intelligence department with other business units. In short, the enterprise's intelligence business should gradually "sink" into "business intelligence", which is based on its strategic units. Each strategic unit is both a part of the business chain and a subsystem of the intelligence system. Fully apply intelligence in the course of business operations.

Fourth, from the perspective of career planning, as a general full-time competitive intelligence worker, consideration should be given to transformation or change of part-time, and change intelligence workers as "business intelligence" workers. This requires intelligence personnel to change their mindset and mind, lower their body, and devote their humility to the department's business work, and gain their own value in learning business knowledge and transforming business experts. In fact, there is intelligence analysis capability. When employees join the business unit, their positions are often promoted very quickly). If you do not intend to transfer to the professional and technical departments, it is recommended to change the post to the enterprise management department, such as strategic planning, human resources, project management, corporate public relations and so on.

Part IV: Excerpts from the United States and domestic monographs on competitive intelligence
American company Fuld

What is competitive intelligence: it is information that can be analyzed and used for decision making;

Is a tool to alert managers to early warning of threats and opportunities;

Is a means or method to speculate and deliver credible assessment data;

Produce many definitions that mean different things to different people;

Is a way to enhance the ability of companies to participate in the competition;

Is a way of life for the company's employees; a process;

Are part of those top companies;

It is a direct guide from the company's top management;

Observe the external self;

There are many uses, and the same data can be used for both short-term and long-term decisions.

What is competitive intelligence:

Not a spy;

Not a crystal ball foresaw in the future;

Not a database search;

Not a simple Internet query or rumor tracking;

Academic papers that cannot be debated;

Not a profession that only applies to smart people;

Not an invention of a term in the 20th century;

Not software;

Not a news report;

Not a single-use electronic data.

"Competitive Competitive Intelligence Management - The Secret Weapon of Overcoming Competitors", Zeng Zhonglu, 2004

P2:

Competitive intelligence (sometimes referred to as "business intelligence") refers to a collection of information about competitors and the competitive environment that can be screened, refined, and analyzed.

P302:

Competitive intelligence is different from espionage. The latter only emphasizes the purpose. As long as it can achieve its goal, it can do whatever it takes. If competitive intelligence is to develop in the long run, it cannot be as espionage. It can be considered whether it is legal or not and whether it is ethical. Competitive intelligence that does not comply with legal and ethical constraints can be catastrophic for businesses.

"The Theory and Practice of Competitive Intelligence", edited by Shen Guchao, 2008

P27:

We can regard competitive intelligence as both a process and the result of this process. Competitive intelligence refers to all competitors, competitive environment, and competition that the competition subject collects analyzes, and processes to maintain a competitive advantage. Information and research on situational and competitive strategies. The connotation of this understanding includes at least the following four elements: First, it is accurate information reflecting similar organizations or commodities participating in the competition, or information about competitors and competitive products; second, it is the transformation of initial information. The process of relevant, accurate and practical strategic knowledge is also the result of a series of analogy, evaluation, analysis and content reorganization; third, it has high value and can bring huge economic benefits to right holders; Rights holders often need to protect information about their own interests in whole or in part, not known and used by others.

P36:

All competitive intelligence gathering is inherently illegal and unethical, so competitive intelligence activities must be legal and justified, and improper intelligence activities are not within the scope of competitive intelligence. Although both are intelligence activities for competitors. Stealing trade secrets has existed in the past, and there are now and will exist in the future, but it belongs to another kind of intelligence activity, can not be involved in competitive intelligence, can not cover it with the concept of competitive intelligence, and can not borrow competitive intelligence. The name of the company violates the trade secrets of others. The boundaries between the two should be clearly defined. Otherwise, more and more enterprises will be involved in litigation disputes, which is not conducive to letting them go boldly to carry out competitive intelligence work.

P620:

If you want to promote good ethical behaviors of professionals, you must start by strengthening the ethics to cultivate and change the environment of professional organizations. In the aspect of ethics education, we should pay attention to the cultivation of four aspects of informed behavior, not only to improve the level of moral cognition of professionals but also to cultivate their moral sentiments and encourage the practice of their moral behavior. As for the improvement of the organization's professional ethics environment, it starts with the establishment of ethical norms, the establishment of professional societies, the establishment of license requirements, the improvement of organizational policies and the improvement of the working environment.

P654:

There are two kinds of losses of trade secrets. First, due to negligence or accidents of rights holders, trade secrets enter the public domain; second, they are controlled by competitors. Both will make the right holder lose its competitive advantage, while the second case is the most common and most necessary to guard against... From the perspective of management of trade secrets, anti-competitive intelligence needs to take measures from both the ideological and institutional aspects. The former includes training and education: through internal magazines, posters, forums to promote basic knowledge of trade secrets and lessons learned; to provide specialized training for confidential personnel at all levels; The latter includes establishing a management system to protect trade secrets; supervising secret persons; establishing confidentiality disciplines and related systems, and confirming, contacting, and updating trade secrets according to the authorization of the system; setting up special and part-time positions; formulating trade secrets and protection Planning and planning; regular supervision, inspection and guidance of confidential work; organization of cadre workers to sign trade secret protection contracts; confirmation of confidentiality obligations of relevant secret personnel; implementation of incentives and penalties; establishment of supervisory institutions, encouragement of reporting; Secret physical security measures, including protection measures for production areas, production equipment, raw materials and molds, documents, computers, etc.; strengthening the resident management of foreign personnel (learning, viewing, visiting, meeting) and management of internal personnel ( Classification of classified employees, vigilance in confidential areas, retired materials for retired employees, and resignation talks, etc.).

Part V: Member Professional Code of Ethics
Member of the Competitive Intelligence Branch of the China Society for Science and Technology Information

(Approved by the Second Standing Council of the Third Council on January 19, 2006)

The first is to regulate the professional behavior of members of the Competitive Intelligence Branch, increase the respect of the society for the competitive intelligence industry, safeguard the reputation of the industry, protect the rights and interests of members, enhance cohesiveness, enhance the social influence of the competitive intelligence industry, and promote the healthy development of competitive intelligence work. This specification is specifically developed.

Article 2 Compliance with laws and regulations shall be in accordance with the requirements of current laws, regulations or commonly recognized standards.

Article 3 Respecting peers, not engaging in unfair competition, prohibiting unethical behavior, not harming the interests of peers in any name or manner, and not seeking unfair commercial interests.

Article 4 Adhere to the principle of honesty-based business, maintain the reputation of the industry, and do not do things that damage the reputation of the industry and the club.

Article 5 The collection of competitive intelligence is carried out by means and methods consistent with legal and ethical standards. In the process of competitive intelligence analysis and processing, we adhere to the principles of fairness, objectivity and fairness.

Article 6 does not create or misrepresent competitive intelligence and does not provide any information about the personal characteristics that may be used to undermine personal or public reputation.

Article 7 protects the interests of customers and keep the business secrets provided by customers in business activities.

Article 8 Strictly abide by the Copyright Law of the People's Republic of China and the Intellectual Property Law of the People's Republic of China and respects the intellectual property rights and other legitimate rights and interests of others.

Article 9 Conserving state secrets and complying with all requirements of information security and information confidentiality and personal privacy.

Article 10 Continuous efforts to continuously improve their professional skills and professionalism.

Article 11 Accept the supervision of the government, society and the branch. For members who violate this Code, the club will criticize the internal notice, and if the circumstances are serious, the membership will be canceled according to the charter.

Article 12 This Code shall be proposed and revised by the Standing Committee of the Branch and shall be formally implemented after the approval of the Standing Committee of the General Counsel. The Secretariat of the Competitive Intelligence Branch is responsible for the explanation.

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