1. SIKANDER KHAN Doctor of Business Administration Associate Professor of International Business/FDI Mobile: +46-70-578 5641 email: sik@fek.su.se WWW.FEK.SU.SE sik@fek.su.se Stockholm University School of Business 1

2. Business Intelligenc e Politisk Intelligenc e Business Intelligenc e Ekonomisk Intelligenc e Politisk Intelligenc e Business Intelligenc e Ekonomisk Intelligenc e Politisk Intelligenc e Teknologis k Intelligenc e Business Intelligence Market Intelligence Economic Intelligence Political Intelligence Technological Intelligence Business Intelligence Components September model S=Social; E=Economic; P=Political; =Technology

3. The BI-cycle Hypothesis/Question Information need Source selection Collection Processing and Analysis Answers and Packaging Dissemination and Presentation Decision

4. Spontaneous business intelligence Organized business intelligence

5. Success factors... Motivate the employees Positive interaction among the employees Stimulating work environment Chaos

6. BI - Networking

7. Moral, ethics and business intelligence

8. Create proactive intelligence for pre-emptive strategic moves

9. All eggs in one basket - Risk spreading?

10. Develop an ”Early Warning System”

11. Three most devastating blindspots are: 1) UNCHALLENGED ASSUMPTIONS 2) CORPORATE MYTHS 3) CORPORATE TABOOS Each company harbors blindspots, or is breeding some.... or is breeding some.... Early Warning by Ben Gilad 2004, AMACOM books, New York

12. Business blindspots = Error in judgement Three ways in which decision can go wrong: 1) not all the relevant information is available; 2) the available data are ambiguous and wrongly interpreted; and 3) available information is filtered (biased sunglasses)

13. Market research is not competitive intelligence Mixing up of tactical (marketing) versus strategic intelligence ALLIED INTELLIGENCE (strategic alliances) -- Japanese model: supplier partnership HUMINT: Human intelligence -- person-to-person contact Are there truly any business secrets? 95% of all necessary intelligence, corporate or military, can be found in the public arena 95% of all necessary intelligence, corporate or military, can be found in the public arena

14. Reverse engineer a competitor’s product Intellectual property Intellectual property Fierce competitiveness among Japanese companies as a competitive advantage for the global market (Porter) BUILDING A FINANCIAL STATEMENT Credit reports Dun & Bradstreet Family Tree Service Yellow pages and city directories/Internet ACQUIRING ACQUISITION INTELLIGENCE Old Boy network Investment bankers