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Калит сўзлар:
рақобат, рақобат разведкаси, иқтисодий разведка, бизнес разведкаси,
иқтисодий хавфсизлик, саноат шпионажи, тижорат разведкаси.
Competitive intelligence is nothing but the second very important part of strategic
planning. This is a mechanism that allows a company to make a good strategic plan and execute
it, even if the surrounding reality changes dramatically. And if these changes turn out to be so
serious that they jeopardize the implementation of the strategic plan, then competitive
intelligence will warn its authors in advance, and they will have time to correct it.
“SANOAT VA XIZMAT KO‘RSATISH SOHALARINING RAQAMLI TRANSFORMATSIYASI:
TENDENSIYALAR, BOSHQARUV, STRATEGIYALAR”
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In business, the Japanese and Chinese have the most developed and powerful competitive
intelligence services. Companies such as Mitsubishi, Sumimoto and other giants have organized
very serious competitive intelligence services, investing huge money and human resources in
them. It is the development of competitive intelligence services that explains the rapid
development of leading Japanese companies in the past few decades.
Large Chinese commercial structures enjoy the information support of the state itself.
According to Western literature, the systematic collection of economic information with the
support of the state was started by the PRC in 1956, when the China Institute of Scientific and
Technical Information was established under the auspices of the Academy of Sciences [1].
Let us consider the example of the Japanese in more detail using the materials of Herbert
Mayer as an example [2]. To be quite precise, every major Japanese company monitors prices for
key raw materials - from oil to copper and corn. Monitoring includes both observation of the
actions of competitors in relation to these materials, and the political situation in the countries
that supply these raw materials. The Japanese are interested in everything that can affect their
companies.
In the same way as for raw materials, monitoring is carried out for finished products - from
turbines to tennis rackets and computers.
Japanese corporations have created information monitoring around the world. Their
affiliates in all countries collect information in the form of brochures, articles, statistical reports,
conference reports and even gossip heard at parties and other club events.
The largest number of employees of competitive intelligence services of Japanese
companies is sent to the United States, because the United States is the main sales market and the
main competitor in production.
The "raw" information collected by branches of Japanese companies, as well as ready-
made data, is immediately transferred to Japan, where it is additionally processed, compared
with other data and distributed in the form of a finished product among the company's leaders.
Most of the information, in addition, formally and informally becomes the property of
government structures and is distributed by them among other large companies. Such
participation of the state in competitive intelligence makes it possible to unite the efforts of
companies that do not even have ties with each other, and solves the problem of increasing the
competitiveness of the Japanese economy through increasing the competitiveness of national
corporations.
Big grain trading companies - Continental & Cargill in the USA, André in Switzerland,
Bunge in Argentina, Louis Dreyfus in France
- monitor global weather forecasts, ripening and harvesting conditions, stocks, shipping
costs, government procurement programs, and a variety of other factors that can affect grain
sales. As a result, in a fairly competitive grain market, these giants suddenly and quickly find
themselves in the right place at the right time, as soon as good prospects barely loomed on the
horizon.
In this case, the results of processing images from space are used. After all, it's not a secret
for anyone that when a satellite flies over any territory in order to fix the state of the launch silos
of strategic missiles, fields with wheat also fall into the frame.
Companies that produce sophisticated equipment are very precisely focused on collecting
information about both competitors and consumers. They are also interested in trends that may
lead to the closure of these markets or the opening of new ones. They also monitor the status of
their suppliers, because all of these factors can both create problems for the manufacturing
company and lead it to success.
Many American commodity companies do not have a well-structured competitive
intelligence service. This does not mean that competitive intelligence does not work in principle.
It's just that the work in this case is given to the marketing department, the sales department, the
economic group, the financial department, or the research and development department. By and
large, it is not necessary to call the division a department of competitive intelligence. It's even
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