Cover -- Business Intelligence -- Title Page -- Copyright Page -- Table of Contents -- Introduction -- Chapter 1. Scanning the Environment: A Vital Necessity for Companies -- 1.1. Getting informed: a very well-established and necessary requirment -- 1.1.1. A fundamental need -- 1.1.2. "To be beaten is excusable, but to be taken by surprise is unforgivable" (Napoleon Bonaparte) -- 1.1.3. Acquiring or maintaining economic and political power -- 1.2. The corporation and its environment -- 1.2.1. The corporation: an open system interacting with its environment -- 1.3. Innovation and Japan -- 1.3.1. Innovation: a vital imperative for the corporation -- 1.3.2. Innovation: a mandatory strategic choice -- 1.3.3. Scanning for innovation strategy -- 1.3.4. The inevitable Japanese example -- 1.4. Conclusion -- Chapter 2. Evolution of the General Concept of Surveillance -- 2.1. The emergence phase -- 2.1.1. Scanning, F.J. Aguilar (1967) -- 2.1.2. Weak signal detection, I. Ansoff (1975) -- 2.1.3. Emergence of the notion of intelligence -- 2.1.4. France: pioneer of technological intelligence (~1970) -- 2.1.5. English and French terminology -- 2.1.6. Characteristics -- 2.2. Phase of development -- 2.2.1. Predominance of the concept of Competitive Intelligence -- 2.2.2. Emergence of vigilance, surveillance, Strategic Watch and economic intelligence in France -- 2.2.3. Terminologies -- 2.2.4. Characteristics -- 2.3. Phase of consolidation -- 2.3.1. From practice to theory -- 2.3.2. Terminologies -- 2.3.3. Characteristics -- 2.4. Conclusion -- Chapter 3. The Global Measurement Model of Strategic Intelligence -- 3.1. Overview of the literature on SI effectiveness evaluation -- 3.2. Intelligence and performance -- 3.3. Definition of corporate performance and surveillance effectiveness -- 3.3.1. The general notion of performance.

3.3.2. The general notion of effectiveness -- 3.3.3. Performance and effectiveness -- 3.4. The definition of the concept of measurement -- 3.4.1. Measurement -- 3.4.2. Evaluation -- 3.4.3. Assessment -- 3.5. A measurement model for surveillance effectiveness -- 3.5.1. The importance of evaluating intelligence effectiveness -- 3.5.2. An evaluation model for information systems adapted to surveillance systems -- 3.6. The importance of total quality management (TQM) -- 3.6.1. The origins of TQM -- 3.6.2. Principles and definitions of quality -- 3.6.3. The measurement of quality -- 3.7. The measurement of corporate performance -- 3.7.1. The different approaches to corporate performance -- 3.7.2. Contemporary performance measurement systems -- 3.8. Conclusion -- Chapter 4. Objectives, Products, Use and Context of Strategic Intelligence -- 4.1. Functions of surveillance -- 4.1.1. The main functions of Strategic Watch -- 4.1.2. The main functions of strategic intelligence -- 4.2. Objectives of intelligence -- 4.2.1. The objectives of Strategic Watch -- 4.2.2. Objectives of strategic intelligence -- 4.2.3. Objectives of competitiveness and organizational performance of SWI -- 4.3. SWI product and services -- 4.3.1. The value of information provided by the surveillance process -- 4.3.2. Production of surveillance services -- 4.4. SI uses -- 4.5. Context of surveillance -- 4.5.1. The influence of corporate environment -- 4.5.2. The influence of corporate characteristics -- Chapter 5. Evaluation of the Organizational Resources of SI -- 5.1. Formalization of the watch and SI activity -- 5.1.1. A certain degree of formalization of the SWI activity -- 5.2. Seniority of the SWI function -- 5.3. Centralization, decentralization and the number of SWI points -- 5.4. The hierarchical connection -- 5.5. Network organization -- Chapter 6. Evaluation of the SI Process.

6.1. Phase 1: the determination of information needs -- 6.1.1. Extent and direction of surveillance -- 6.1.2. Field prioritizing or axes of surveillance -- 6.1.3. Updating the identification of information needs -- 6.2. Phase 2: information research and collection -- 6.2.1. Sources of information -- 6.2.2. The value of information sources -- 6.2.3. The value of collected information -- 6.3. Phase 3: information processing -- 6.3.1. The analysis of information -- 6.3.2. Information synthesis -- 6.3.3. Formatting of information -- 6.4. Phases 2 and 3 bis: storage -- 6.5. Phase 4: distribution -- 6.5.1. Recipients and the extent of distribution -- 6.5.2. The moment of distribution -- 6.5.3. Distribution channels -- 6.5.4. Slowdowns in the circulation and distribution of information -- 6.6. Phase 5: information use -- 6.7. Feedback -- 6.8. Control -- Chapter 7. Evaluation of Human, Technical and Financial Resources of SI -- 7.1. Human methods -- 7.1.1. Perceived importance and usefulness of surveillance -- 7.1.2. The support and involvement of upper management -- 7.1.3. The existence and quality of the SWI manager -- 7.1.4. The quality of the other SWI players -- 7.1.5. A collective culture of information -- 7.2. Technical methods -- 7.2.1. Information research collection tools -- 7.2.2. Tools for information processing -- 7.2.3. Tools for information storage -- 7.2.4. Tools for information distribution and communication -- 7.2.5. The intranet -- 7.3. Financial resources -- 7.3.1. A budget for SWI needs -- 7.3.2. The existence of a budget specific to SWI -- 7.4. Conclusion -- Chapter 8. SI Measurement Tools for SI Managers -- 8.1. Organizational methods -- 8.1.1. The degree of formalization of SI -- 8.1.2. Seniority of the SI function -- 8.1.3. SI organization -- 8.1.4. The hierarchical ranking -- 8.1.5. The existence of a network organization.

8.2. Resources for the intelligence process -- 8.2.1. Phase 1. The determination of information needs -- 8.2.2. Information research and collection phase -- 8.2.3. Information processing phase -- 8.2.4. Storage phase -- 8.2.5. Distribution phase -- 8.2.6. SI use phase -- 8.2.7. Feedback phase -- 8.2.8. SI evaluation and control phase -- 8.3. Human methods -- 8.3.1. Perception of SI by personnel and management -- 8.3.2. Support and involvement of upper management -- 8.3.3. The existence of the SI manager -- 8.3.4. SIM attributes -- 8.3.5. The quality of SI professionals -- 8.3.6. Culture of the corporation -- 8.4. Technical methods -- 8.4.1. The nature of technical tools used -- 8.4.2. The diversity of the technical tools used -- 8.4.3. The quality of technical tools used -- 8.5. Financial methods -- 8.5.1. The SI budget -- 8.5.2. Budget appropriateness to the needs of SI -- 8.6. The SI context -- 8.6.1. Corporate environment -- 8.6.2. Corporate characteristics -- Chapter 9. Measurement Tools for SI Users -- 9.1. SI product and services -- 9.1.1. Level of user satisfaction on information quality -- 9.1.2. The degree of user satisfaction on the quality of services offered -- 9.2. Using SI -- 9.2.1. Products of SI used -- 9.2.2. Watch or intelligence? -- 9.2.3. The connection between intelligence and strategy -- 9.2.4. The level of SI integration in the strategic decision -- 9.2.5. General satisfaction with the SI department -- 9.2.6. The rate of use and level of SI solicitation -- 9.3. SI results: the intelligence-performance control panel -- 9.3.1. The measure of SI effectiveness -- 9.3.2. The evaluation of SI activity impact on corporate performance -- 9.3.3. The measure of efficiency -- 9.3.4. Other user perceptions -- 9.4. Conclusion -- Conclusion -- Bibliography -- Index.