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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 corporation1.3.2. 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 Intelligence2.2.2. 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 performance3.3.2. 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 performance3.7.1. 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.

Following a long process of qualitative, quantitative, and empirical research next to Strategic Intelligence (SI) experts and large companies, this book proposes a way to improve SI and its impact on the performance of an organization. From an exploration, description and evaluation model of SI, a measurement tool in two parts has been built. For all kind of firms and all advancement levels of SI, it explains the construction of a control panel which can be used to pilot SI and its impact on the performance of an organization.

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