Confidential: How to Uncover Your Competition's Top Business Secrets-- and Protect Your Own-- Quickly and Legally

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Whether you know it or not, your business competes in an environment in which many Fortune 500 companies such as Microsoft, General Electric, and Proctor & Gamble are recruiting ex-CIA officers with training in elicitation, disinformation, and counterintelligence; a world where small businesses are becoming increasingly more sophisticated at digging up information about their competitors—and are using it to beat the big boys at their own game. In an increasingly competitive world, companies must learn all ...

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Overview

Whether you know it or not, your business competes in an environment in which many Fortune 500 companies such as Microsoft, General Electric, and Proctor & Gamble are recruiting ex-CIA officers with training in elicitation, disinformation, and counterintelligence; a world where small businesses are becoming increasingly more sophisticated at digging up information about their competitors—and are using it to beat the big boys at their own game. In an increasingly competitive world, companies must learn all that they can about their rivals-their abilities and resources, their problems, their plans for the future. But reading the journals and chatting up peers at trade shows is no longer enough; companies must develop an organized, systematic plan to collect and analyze information and to protect their own data. Welcome to the world of Competitive Intelligence. John Nolan, one of its foremost practitioners and founder of the Phoenix Consulting Group, a Business Intelligence solutions firm, now offers a comprehensive guide to this burgeoning field in Confidential.

Drawing on his decades of experience not only in business intelligence, but also with the government, Nolan describes a set of elicitation techniques that anyone can use to obtain information from another person. Using examples to illustrate each technique, he shows his readers how to recognize and take advantage of natural human tendencies to explain, to let off steam, or to boast; how to guide a conversation without drawing undo attention to the information in which they're interested; and how to get sources to reveal information through techniques such as naiveté, disbelief, criticism, or purposeful mistakes.

Useful as these tools are, however, they produce little value unless employed as part of a systematic intelligence plan. Nolan explains the elements of the business intelligence process as part of a plan:

  • Instituting an information gathering and analysis cycle
  • "Begining at home," identifying those people within your own organization who possess information about the competition from previous jobs or from professional contacts
  • Identifying and cultivating external sources: not only the employees of your competitors, but also their clients, suppliers, and other allied companies
  • Making the most of your time at trade shows and conferences by organizing, arranging, and analyzing the data you gather for maximum strategic and planning benefit
  • Creating psychological profiles of rival business leaders in order to better understand the competition

Finally, Nolan describes the realm of counterintelligence: how to keep your competitors from using these techniques on you_because chances are, they are already doing so. He shows how to analyze your own vulnerability to such techniques; how to identify which of your own employees are likely targets and how to train them to respond; and how to develop and deploy countermeasures. His counterintelligence techniques can even protect you against espionage or other illegal or unethical measures that an unscrupulous competitor might take. He concludes with a series of appendices, which offer additional examples, and case studies of his techniques.

As a longtime intelligence professional, John Nolan knows the value of information and the means to obtain it. Confidential is the ultimate guide to the growing field of business intelligence.

About the Author:

John Nolan, founder of Phoenix Consulting Group, an intelligence solutions firm, spent 22 years in intelligence special operations in the United States, Asia, and Europe. He is well known in the mainstream business community for his development of integrated solutions to industrial and economic espionage, trade secrets, and other informational issues.

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What People Are Saying

Ava Harth Youngblood
Confidential is a must read for anyone wanting to conduct and utilize competitive intelligence the right way. Nolan concisely captures the elicitation techniques professionals can use to ethically and legally capture competitive information to prevail in the hyper-competitive marketplace.
— (Ava Harth Youngblood, President, Society of Competitive Intelligence Professionals)
Jan P. Herring
Confidential brings into the private sector the most misunderstood, and consequently, underused facet of government intelligence—the human source. In a thoroughly enjoyable fashion, John Nolan educates the reader on how to access and use this critical intelligence resource, for both competitive advantage and security.
— (Jan P. Herring, Former Director of Business Intelligence, Motorola)
Lewis W. Lehr
Be it from the clinical investigator or the attorney or the factory worker, unintentional information leaks are flowing like a flood. Written in a revealing and provocative manner, Confidential is must-reading for those who should be guarding shareholders' information assets.
— (Lewis W. Lehr, Former Chairman of the Board and CEO, 3M)
Lynn Mattice
John Nolan provides an effective roadmap for establishing competitive intelligence collection programs within legal and ethical boundaries, while providing defensive measures to help counter competitive intelligence collection on your own company!
— (Lynn Mattice, Corporate Director of Security for Boston Scientific Corporation and Chairman of the Board of Directors for the National Intellectual Property Law Institute)
Milton (Mick) Moritz
This witty and serious book is a 'tour de force' of the competitive intelligence world that many business executives do not understand.
— (Milton (Mick) Moritz, Former President, American Society for Industrial Security)
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Product Details

  • ISBN-13: 9780066619842
  • Publisher: HarperCollins Publishers
  • Publication date: 8/1/1999
  • Edition description: 1 Ed
  • Edition number: 1
  • Pages: 359
  • Product dimensions: 6.54 (w) x 9.61 (h) x 1.23 (d)

Read an Excerpt


If people listened to themselves more often, they would talk a lot less.
--Courtois' Rule

For over thirty years, I've been collecting information for intelligence consumers--both federal as well as commercial. For the past ten years, I've run a company that specializes in collecting hard-to-find information that can be turned into competitive intelligence and then to competitive advantage. For much of that time, we've also provided courses in intelligence skills and techniques to business professionals who work for most of the largest--and many of the medium-sized--companies in the world.
How do we do this? We do it legally and ethically. We don't steal information, bribe people, bug their conference rooms and executive suites, or hack into their computers. We don't misrepresent ourselves, conduct ruse interviews, or have specially molded masks to impersonate others. We really don't need to. In America, where a great deal of our work is done--working for one firm against another irrespective of national pedigree or ownership--we encounter what we call a "target-rich environment."
This target-rich environment gets its name from the comments of a former adversary, a former Soviet intelligence officer who defected to the United States in the late 1980s. We became acquainted a year or so later and have maintained a fairly cordial relationship now that we no longer have professional constraints. He worked against the United States while I worked against his former homeland. Every once in a while, he and I get together to tell each other lies about how successful we were.
On one of these evenings a few years ago, he told me that he'd just finished a great book thatreally captured the essence of the East-West intelligence competition. Oddly, he said that it was written by a former U.S. Navy pilot. I had no clue what a pilot could have known about our old business. My colleague went on to tell me that the pilot recounted some of his experiences over North Vietnam. The U.S. pilots would take off for missions over the North, and large numbers of North Vietnamese aircraft would rise to meet them. The navy pilot described the aircraft as inferior Soviet export models, flown by inexperienced and undertrained North Vietnamese pilots. Rather than viewing the environment as hostile and threatening, the navy pilot commented that he and his colleagues viewed it as a "target-rich environment."
My former Soviet adversary then said that that really captured the essence of how we competed, he and I. While I worked against a xenophobic and suspicious people who were extremely hard to meet, he had free rein in the United States against an open, trusting people that never really met a stranger. For him, the United States was--and remains--a target-rich environment.
I must admit that our experience bears that out.
In our efforts on behalf of clients to collect useful information that helps them make decisions that impact their financial and technical performance, we follow a standard that requires us to identify ourselves by our true names, and by our company. We do that in every contact with a source or potential source of information.
It maybe be helpful to share a statistic with you--one that we began compiling in 1992 and that has remained fairly consistent since that time. Each time our researchers, our diggers as we call them, contact a source--whether a new one or an old one--they fill out a form that describes the person, their information, and their reactions to the approach. It's their reactions that I'd like to share with you.
Let's say we call one hundred people. We say exactly the same thing to each of them. For example, "Hello, my name is John Nolan, from Phoenix Consulting Group, in Huntsville, Alabama. I'm working on a project involving X, Y, and Z and wonder if this is a good time to speak with you." Depending on how cynical you are, you may or may not be surprised that fifty people out of that one hundred will say, "Sure, this is as good a time as any" or "Could you call back in an hour after I've had a chance to clear my desk?"
The other fifty are somewhat less cooperative. Most of these remaining fifty will ask at least one, but usually two, questions. The first usually is "Before I talk to you, what's this about?" Our answer is fairly standard as well: "We're a research firm in Huntsville, Alabama, and we're working on a project on behalf of a client." The second question is a little more focused: "Well, who's your client." Our response is consistent as well: "Sorry, I can't tell you. You see, we have confidentiality agreements in place with every one of our clients and they prevent us from being able to disclose the name of our client."
You would think that anyone with an IQ above room temperature would respond, "Hey, if you can't tell me who your client is, there's no way I'm going to talk to you." Indeed, fifteen out of that remaining fifty hang up at that point. Fifteen. The remaining thirty-five people say something like "Oh, yeah. I've gotta put up with confidentiality agreements at my place too. I understand. So, what can I do for you?" That means eighty-five people out of a hundred agree to talk to us. That's just the starting point. It's what they say afterward, knowing what they've just learned about us and our reasons for calling, that sometimes amazes us.
We'll be spending the first part of this book showing you the ways we keep those conversations going--and enjoy repeat calls to the same people in subsequent projects as well. As you adopt these methods, you'll be joining the thousands of intelligence professionals--government and nongovernment alike--whose approaches to information collection have changed radically and for the better because of the way they've added elicitation to their tool kit.
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Table of Contents

and Need
Chapter 1: Transfer Intelligence Community Techniques to the Commercial Sector for Competitive Advantage
Chapter 2: What Good Does It Do to Ask Questions?
Chapter 3: Exploding Old Myths and Succeeding at Elicitation
Chapter 4: Human Characteristics in Elicitation
Chapter 5: Who Is Most Susceptible to Elicitation--And Who Is Supposedly Most Immune
Chapter 6: Your First Six-Pack of Elicitation Techniques
Chapter 7: Your Second Six-Pack of Elicitation Techniques
Part II: Business Intelligence Collection
Chapter 8: Intelligence for Decision Makers
Chapter 9: Operational Business Intelligence--Actually Doing It
Chapter 10: Intelligence Begins at Home. Internal Sources--Who They Are and How to Find Them
Chapter 11: The World Can Be Your Oyster. External Sources--Who They Are and How to Find Them
Chapter 12: Trade Show/Conference Intelligence Operations: Getting the Most for Your Already Heavy Investment
Chapter 13: Developing Personality and Psychological Profiles of Business Rivals
Part III: Protection
Chapter 14: Operational Counterintelligence. Keeping Score and Keeping Them Out
Chapter 15: Who Are Those Guys and Why Are They Doing Such Terrible Things to
Chapter 16: Just How Vulnerable Are You to Your Rival's Collection Activities? Test Yourself Attack Yourself
Chapter 17: Developing Countermeasures for Your Dining and Dancing Pleasure
Chapter 18: Misinformation, Disinformation, and Deception
Chapter 19: Putting It All Together
Appendices
Appendix A: The Elicitation Techniques of Sherlock Holmes 277
Appendix B: Legal and Ethical Aspects of Competitive Intelligence 286
Appendix C: Sample Competitive Intelligence Guidelines: Three Levels of
Complexity
Appendix D: The Economic Espionage and Protection of Proprietary Information Act of 1996
Appendix E: Get Out of Your Box-Cases and Scenarios, and Some Questions and Answers
Appendix F: The Job's Not Done Until the Paperwork Is Complete 343
Index
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Preface

A former federal intelligence officer reveals how companies can gather the intelligence they need to meet (and beat) the competition, while keeping their own valuable secrets under wraps.
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