Documente Academic
Documente Profesional
Documente Cultură
91
ABSTRACT: Purpose - The defense industry is one of the leading business sectors
in Israel and also worldwide. Competitive Intelligence (hereafter CI) is embedded into
this sector and supports its decision making process. In recent years more information
about this industry and about the CI activity is available while characterized by fierce
competition and quick changes in the competitive environment. It is evident that CI is
used widely by the leading firms in this sector while it has become an integral part of
the business activity, and its added value seems to be significant. It is possible to
define a framework of CI activity in this industry and to reflect on its advantages and
limitations. It is my hope that this paper will encourage further research on this topic.
Methodology/approach Gathering information that has been published in Israel and
abroad that was analyzed and thus offers insight into this issue. Findings The
defense industry in general and especially in Israel is using CI intensively in the
highly competitive environment of defense products to support the decision making
process. Research limitations For many years, the information on this sector was not
Opinion Section
92
Introduction
2010
(http://www.globes.co.il/news/article.aspx?di
(http://www.israelwtc.co.il, http://www.pr-
after
inside.com/research-and-markets-israel-
USA;
Russia
and
France
(http://www.sipri.org/yearbook/2009/07/
07B). According to recent estimations
defence-and-r2131715.htm).
The
heart
of
the
Israeli
defense
2009
Its
has
reached
to
14%
comparative
advantage
was
(http://jdw.janes.com/public/jdw/index.s
by
maintain
exports
2009
is
in
(http://www.israelwtc.co.il).
This
the
competitors.
this
Investment
of
advantage.
Opinion Section
93
defense industries
IDF,
which
increased
their
Opinion Section
94
customers
and
potential
sophisticated solutions.
systems.
companies
opetition).
(known
as
co-
effectiveness.
Palestinian
Authority and
agreement
signed
with
the
peace
Jordan
that
As
7. Defense
exports
were
we
can
see
evidently growing.
in
Table
1,
the
Opinion Section
95
External forces
Technological
Before 1993
After 1993
Developed new
advanced technologies
capabilities and
in response primarily
advanced
technological products
to answer global needs
and compete
successfully with
leading world
corporations
Political
Mainly influenced by
Enhanced an
internal politics
international strategy
among government
by aiming towards
and military
Economic
military needs
markets with
distinctive pricing
structure
Industry competition
Low exposure to
Intense competition in
global competition.
global markets
Low competition in
the local market
4
Key CI needs
Monitoring local
Monitoring capturing
of global needs of
establishment
numerous military
establishments
Characteristics
of
Competitive
Opinion Section
96
respectively;
understanding
of
the
their management.
competitive
advantage
(see
this sector.
competitors
and
customers
competition
map
with
large
providing
sector,
unlike
many
other
sectors
1993).
important
insights
Opinion Section
97
mainly
homeland security.
the
requirements,
capabilities
was
given
to
technological
and
become
sharing
an
of
has
important
Marshal, 2005).
that
help
of
early
business
added
value
to
the
decision
making process.
that
definition
intelligence
needs
of
key
and
also
this
the
progress
sector
intelligence:
of
supplied
CI
practices
added
value
Opinion Section
98
CI activities
CI model
Before 1993
After 1993
Process of slow
CI dedicated
developing formal CI
capabilities became
formal
CI task forces
2
CI unit location
Mainly in HQ slightly
In HQ (corporate
spread in business
units
business units
CI area focus
Domestic
Global
CI topics
Narrow: to cover
mainly local
competition covers
competition, usually
tactical information
issues
Little
Moderately becoming
intensive
6
Extent of analysis
Limited
Moderate
Limited
Not considerable
Practical implementation of
Competitive Intelligence
Opinion Section
99
by
planning
Laseter,
monitoring
long-term
Lichtendahl
and
Grushka-
competitors.
Although CI in defense
industries
more.
defense industries
and
practically
were
translate
the
competitive
1. Military threats
(OSINT)
combined
with
Opinion Section
100
opportunities
military
to
threats
often
led
later
and
support
decisions
the
existing
and
future
4. Strategic Intelligence
Strategic
intelligence
was
the
processes
estimates of
time.
3. Marketing Intelligence
and
that
intentions
by
various
years,
the
world's
leading
Opinion Section
101
to win.
(http://www.accessmylibrary.com/coms2/s
strongest
ummary_0286-28619791_ITM).
example
see
BAE
Systems
position
of
managing
the
http://www.baesystems.com/ProductsServi
ces/bae_prod_eis_global_analysis.html)
Working programs
the
in
threats,
the
risks
and
international
environment.
5. Tactical Intelligence
identify
early
strategic
partnerships
industries
was
about
price
on.
It was assumed that it was impossible to
develop
strategy
of
winning
Key
list
Opinion Section
102
plans
were
expected
to
summarize
their
monitoring.
simultaneously
several
areas
of
mentioned
above,
in
information
differences
by
intelligence
as
in
in
products
offered
on
customers,
products,
manage it.
Secondary sources
What
characterizes
the
activity of
information
gathered
on
military
Primary sources
Opinion Section
103
Complexities
of
strategic
industries
enhanced
the
and
need
for
of
forecasts
and
assessments
indicated
technological
business
attractive
that
it
moved
solution,
opportunity
offer
to
decision
into
although
resulted
the
in
fast
the
an
disappointed
intense
to a systematic direction.
advanced applications.
macro
analysis
of
foreign
Opinion Section
104
ERP
(Enterprise
Resource
Planning),
in
many in the
to
others
organization.
organization relate
in
the
conjunction
with
competitive
1. Systems
2.
developed
by
the
Purchased
solutions
in
which
expected of them.
sectors:
1. Organizational culture It is
implementation of broad CI
function.
Opinion Section
105
their assignments.
3. Support by IT technology
for
complex
demands
of
Figure 1.
Figure 1: KSF's
Organizational
culture
Procedures
Expert tools
information.
information
Although
(on
new
typical
CI
technologies,
Opinion Section
106
harder to accomplish.
Hard to get
Tenders
New technologies
Strategic information
Customers
Partners
Competitors
Suppliers
Decision makers
Easy to get
Insignificant information
Valuable information
sector.
required,
give
successful
needs.
CI was
expected
involvement
to
of
many
process,
beyond
the
Opinion Section
107
customer
formally
competitive edge.
efforts:
defined,
like
what
Certain
limitations
and
the
need
to
involve
local
Interpreting
decision
it
to
actionable
making
process
competition.
2006).
CI.
chances to win.
Key
Obviously
personalities
there
was
This
customers
was
included
also
in
and
possibly
their
defense
establishment
in
that
Opinion Section
108
executives in
functions as follows:
of
artificial
obstacles
1. CI
functions
had
excellent
of
firms
understanding
Sometimes
this
competitive
information.
customers
contacts
to
may
that
obtain
have
are
lots
of
unknown
internally to others.
7. Relations
advantage
between
Israel
and
KIT's
accordance
extreme
plans.
cases
when
it
was
and
were
executed
with
the
in
working
continuously
executives
contribution.
by
to
the
senior
maximize
its
its activity.
Conclusions
corporations
this sector.
conflicts
is
indicates
that
senior
in
increase
Opinion Section
109
(http://www.globalsecurity.org/militar
y/world/war/index.html)
moderate
rise
in
global
and
defense
making process.
Many business defense issues could
not
be
met
effectively
and
accomplished
competitive areas.
without
CI
References
Opinion Section
110
NY New York.
Opinion Section
http://www.onlineopinion.com.au/view.asp
111
?article=9465
Sawka, K. (2010). "Be Careful What You
Wish For", Outward Insights, September,
www.outwarrdinsights.com
http://www.sipri.org/yearbook/2009/07/07
B
http://www.sipri.org/yearbook/2009/07/07
B
http://jdw.janes.com/public/jdw/index.sht
ml
http://www.israelwtc.co.il
http://www.businessmonitor.com/defence/
israel.html
http://www.pr-inside.com/research-andmarkets-israel-defence-and-r2131715.htm
http://www.accessmylibrary.com/coms2/s
ummary_0286-28619791_ITM
http://www.globalsecurity.org/military/wo
rld/war/index.html