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Counter-intelligence

In: Competitive Intelligence

Author

Listed:
  • Chris West

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

Suggested Citation

  • Chris West, 2001. "Counter-intelligence," Palgrave Macmillan Books, in: Competitive Intelligence, chapter 18, pages 184-214, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-51459-1_18
    DOI: 10.1057/9780230514591_18
    as

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