Based on enterprise strategic environment of the anticompetitive intelligence strategy developmentWord文件下载.docx

Based on enterprise strategic environment of the anticompetitive intelligence strategy developmentWord文件下载.docx

《Based on enterprise strategic environment of the anticompetitive intelligence strategy developmentWord文件下载.docx》由会员分享，可在线阅读，更多相关《Based on enterprise strategic environment of the anticompetitive intelligence strategy developmentWord文件下载.docx（6页珍藏版）》请在冰豆网上搜索。

Paperstowritenetwork:

Abstract:

enterprisecompetitiveintelligencedepartmenthasgraduallybecomeoneofthedecision-makersofenterprisemanagement,andanti-competitiveintelligencetopreventorhindercompetitorsaccesstotheenterprisecompetitiveintelligenceinformation.Therefore,anti-competitiveintelligenceworkisparticularlyimportantarticleexpoundedthemeaningofanti-competitiveintelligenceasastartingpoint,combinedwiththeanalysisofthestrategicenvironmentoftheenterprise,todevelopandimplementprogramstostudytheanti-competitiveintelligencestrategy.

Keywords:

competitiveintelligence,anti-competitiveintelligence,intelligenceactivities;

strategy,defense,confidentiality

Anti-competitiveintelligenceforcompetitiveintelligence,alsohasbeencalleda“counter-intelligence,counter-intelligencetechnology,andtradesecretsprotection”meansforacompetitororthirdpartyreasonable,legitimateintelligence-gatheringbehavior.afullanalysisonthebasisofcompetitiveintelligenceactivitiesofthecompetitorsthemselvestakeanactivedefensemeasurestoprotecttheenterprise’sowninformation,inparticular,isthekeytothesecretinformation,andbymeansofmaskingandconfusedreduceoroffsetbycompetitorsorthirdpartiesontheenterprisesthemselvessomebehavior,plans,intentions,andotherintelligence-gatheringactivities,inordertoensuretheirownenterprisesinthecompetitiveadvantageofintelligencecanbeseenfromthisdefinition,goodanti-competitiveintelligenceworkshouldfirstbeconcernedaboutthecompetitiveintelligencegatheringprocessanti-competitiveintelligencestrategythefocusshouldbebasedontheintelligence-gatheringprocess,obtainedbyacquiringcompetitorsCompetitiveIntelligencewaysandmeans,toorganizeanti-competitiveintelligenceteam,tosumupthewaytocollectthecoresecretinformationmayleakfromtheenterprise’sownpointofview,toestablishtheobjectofprotection,andthenthroughdiscussresearchanddevelopanti-competitiveintelligencestrategy.

1EnterpriseDevelopmentStrategicEnvironmentalAnalysisThe1.1competitivemarketenvironmentanalysis

Macromarketenvironmentmainlyreferstotheoutsideintheenterprise,fromcorporatecontrol,butbetheenterprisecompetitiveactivitiesimpactfactors.Macroeconomicenvironmentofthecompetitivemarketisacommonspaceforallkindsofenterprisessurvival,includingpoliticalregulations,theeconomicsituation,industrialconcentration,thesupplyoflaborandcapital,andsocialandculturalindustrymarketenvironmentmainlyfromindustrialconcentration,maturityandthecompetitivesituationfacing-based,focusingonanalysisofthescattered-basedindustries,emergingindustries,hasbecomeamatureindustry,decliningindustries,andglobalindustriessuchasbasicenvironmentalinformation.Suchanalysiscandeterminethisarenotcompetitorsoftheenterprisethroughamulti-channelbusinessstrategyorcorecompetitivenesstransformationtobecomecompetitorstobecomepotentialcompetitorsthepossibilityofpotentialmajorcompetitorsincludingthefollowingscenario:

anextensionofitsstrategywillinevitablyleadtocompetitioninthisindustryenterprises;

thosethatmaybecarriedforwardorbackwardintegrationcustomersorsuppliers,possiblemergeroracquisitionofindustrialenterprisesandindustrialenterprisesoutside,etc..

Competitiveenvironmentfromthetimepointofview,includingthepast,presentandfutureenvironmentalpointofviewfromspace,includingdomesticandinternationalenvironment.Analysisofthecompetitiveenvironmentwillbeverybeneficialtocarryoutanti-competitiveintelligenceactivities.Oftenstudythemarketcompetitionenvironmentprovidethebasisforjudgingwhethercompetitorsenterprisestoparticipateinmarketcompetition,inordertofindoutwhoistopreventobjectsduetothetimelinessofthecounter-intelligenceactivities,itisnecessarytoalsobeabletofigureouttheproblemofInformationandProtectionoftime.

1.2enterpriseinformationanalysisAstwoaspectstobelikecompetitoranalysis,analysisoftheenterprise’sinternalinformation,includingthebusinessorganization,resources,businessstrategy,businessobjectives,corporateculture,aimstograspthestrengthsandweaknessesoftheirownenterprises,andstrengthentheadvantagesprotectionofinformationontheenterpriseinformationChencannotbecompletelyclosed,sotomakecleartheenterpriseinformationwhatintelligenceneedsprotection,whatinformationshouldbedisclosedthroughwhatchannels.fact,thecompetitorsinformationanalysisofcompetitorswillbethesameoftheenterpriseinformationanalysis,thepurposeofstartingtheimplementationoftheprotectionofcertainintelligenceKnowingthisitshouldbeclearfromthisinformationanalysis.

Themainpurposeofthetwoaspects:

knowyouropponent’sadvantagebutitisalsoitsowndisadvantages,toclarifythedirectionofcompetitiveintelligence,grasptheopponentbehaviortotakecompetitivestrategyandrespondtotheenterprisecompetitionprogrammodeofthinking.Anenterprise’scompetitiveadvantagecannotbehidden,itisthecompany’scorecompetitiveness,thekeyattractionforconsumersandagents,sonotonlywillnotbeclosedforthecompetitiveadvantageoftheenterpriseinformationalsovigorouslypublicized.Theneedtoprotectthispartistogenerateandmaintainthiscompetitiveadvantageofintelligence,intheverticalprocessfromproductiontosales-relatedinformationontheneedtocloselyguardedfromthepurposeofthelatterpointofview,toobtaincompetitiveintelligencetechnologybusinessleadersandcompetitiveintelligencestaffpersonalinformationisnotaproblem,theadvantageoftheloopholesinordertopreventopponentsbetweenindividualsorteamsofinternalconflict（includinginternalandexternalshouldhaveappearedblockade,andassoonaspossiblemediation,conflictcontinuedThelonger,moreMurderintheeyesofthecompetitiveintelligencepersonnel.suretobesignedaconfidentialityagreementontheprotectionofcoreinformationforthird-partymutualrestraint.

1.3competitorinformationanalysisCompetitorinformation,analysis,mainlythreeaspects:

competitorsinbusinessoperations,competitorscorporatecompetitiveintelligenceagenciesandpersonnelinformation,aswellasthird-partyinformation.

First,onthebasisoffullinvestigationandstudyasmuchaspossibletodetermineallofthecompetitors,andthenexpandbasedonanalysisfortheformer,thepurposeofeachofthecompetitorsinallaspectsofthevulnerable,orurgentwantbutalsothereisnoinformation,butonlyhavetheadvantageofcompetitorsbecausecompetitorsgainingaccesstocompetitiveintelligencefocuseddirectionintheseareas.

Competitorscorporatecompetitionanalysisoftheintelligenceagenciesandpersonnelinformation,includingrivalsintelligenceagenciesconstitutetheirusualbehavior,aimedtograspcompetitorshowtocompete,whatkindofcompetitivestrategy,aswellasthecompetitionprogramoftheenterprisepossiblereaction.whichthekeyistounderstandthequalityofthecompetitors,includinggroupsmoraleandgroupcohesion,norms,corporatestructure,corporatecultureisveryimportant,becauseitistheflagopponentscompetitivestrengthisanimportantaspect.qualitycharacteristicswillproducedifferentcompetitivestrategies,understandingcantakeadifferentresponsefordifferentqualitiescompetitors.

Theso-calledthird-party,organizationorpersonalcontactwiththeenterprise,includingadvertisers,suppliers,distributors,customers,businessexecutives,departments,banks,advisorybodies,securitiesfirms,industryassociationsandotherbusiness,theyunderstandallaspectsofcorporateadvertisingstrategy,capitalstructure,productstructure,saleschannels,andevenoperating.analysisofthird-partyinformationisawaytounderstandthecompetitors.

Positivemeasures1.4anti-competitiveintelligenceworkshouldfocusontheactivemonitoringofthebehaviorofsuspiciousintelligence,analysisandtracing

Inthefiercemarketcompetitionintheglobalization,multinationalcorporationsandsomefinancialconsortiuminordertoobtainthecoreintelligenceofcustomersandcompetitorsinthefieldofbusinessintelligencedevotedmoreandmoreresources,whichnotonlyreflectthequalityofpersonnelengagedinthebusinessintelligenceworkincreasingintelligenceanalysiscapacityhasbeengreatlystrengthened,morefocusedincreasinglyembodiedinthemeansofintelligencegatheringcovertandprofessional,largeenterprisesandconsortiawidelyusedthird-partyprofessionalcompaniesordirectlysetuptheirownfrontcompanytocarryoutthegrayevenillegalintelligencegatheringhasbecomeacommonphenomenontheseprofessionalcompaniesandcovercompaniesoftenconsistingofprofessionals,fullyintoaccountintheprocessofestablishingthecounter-checkthelinkafterthespecificintelligence-gatheringactivities.tendtousethecoveroftheidentityandprofessionalandtechnicalmeans,thewidespreaduseofillegalandalinecalled“graymeansofintelligencegathering,covertway,meansprofessional,itiskindofhardtobeawareoftheintelligenceactivities.

Practicalexperienceinanormalcompetitiveintelligence,therearealsoalotofgrayintelligencemeanstheuseofsuchintelligence-gatheringactivitiesareoftencarefullyplanned,