Counter-intelligence

Chris West

Chapter 18 in Competitive Intelligence, 2001, pp 184-214 from Palgrave Macmillan

Abstract: Abstract PricewaterhouseCoopers have estimated that in 1999 the theft of proprietary information cost Fortune 1000 companies $45 billion.1 The losses caused by successful competitive intelligence could be many times this figure since competitive intelligence is much more widely practised than theft. Counter-intelligence programmes represent a partial but essential defence against competitive intelligence and they should not be confused with counter-espionage. The civilian version of counter-espionage is used to counter the threat to businesses arising from: Industrial espionage using conventional and electronic techniques Bribery of staff Extortion Kidnapping of key executives Sabotage

Keywords: Sensitive Information; Business Partner; Business Intelligence; Competitive Intelligence; Trade Show (search for similar items in EconPapers)
Date: 2001
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DOI: 10.1057/9780230514591_18

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