92 page legal filing urges the United States Trade Representative (USTR) to immediately suspend preferential Israeli access to the US market.
In 1983 the Israeli Prime Minister and American Israel Public Affairs Committee (American Israel Public Affairs Committee) lobbied the Reagan administration for preferential Israeli access to the US market. In spite of overwhelming opposition from US agricultural, industrial and citizens groups over Israel's weak protection for intellectual property rights, the US-Israel Free Trade Area was signed into law in 1985.
Intellectual property violations tainted negotiations of the agreement in 1984 when the FBI discovered that AIPAC obtained a copy of the secret report "Probable Economic Effect of Providing Duty Free Treatment for U.S. Imports from Israel, Investigation No. 332-180." The still classified 300 page report was compiled from business confidential market share, cost, and other closely held information solicited by the International Trade Commission for USTR use in negotiations.
Throughout the 1980s and 1990s US intelligence agencies uncovered Israeli networks illicitly acquiring and transferring intellectual property on US weapons systems. Purloined intellectual property for missiles, imaging technology and other weapons was subsequently incorporated into Israeli systems. Some Israeli systems were then exported to rogue regimes and rivals American manufacturers avoided under US arms export prohibitions.
For each of the past three years, the Israeli Ministry of Health and pharmaceutical manufacturers have been placed on USTR watch lists for practices that cost US manufacturers billions of dollars. But calls for enforcement of trade rules have generated no results. Worse, proceeds from ballooning Israeli cut diamond exports to the US have been used to finance illegal West Bank settlements in contravention of Obama administration policy.
Full Filing (PDF, 5.8 MB) Filing with no Appendix (164 KB) Summary Filing (29 KB)
Source;http://www.irmep.org/
Tuesday, April 21, 2009
Thursday, April 9, 2009
Competitive Intelligence on Time of Crisis
BY TAREK EL DIWANY
Managing Associate GEDcom AG
Competitive Intelligence (CI) is a disciplined, legal and ethical system used to collect business information, perform analysis and disseminate findings tailored to the key intelligence questions (KIQ) of decision-makers. It is used by companies to learn about their competitors, their own capabilities and the business environment of new markets in which they are considering future operation. CI is practiced in many countries across the globe, with the US, Germany and France among the dominant players.
There is an ethical gray zone in CI practices, where companies have to be careful not to tread, namely misrepresentation of oneself and the gathering of information safeguarded as confidential. Companies using CI have to follow the code of ethics set by the Society of Competitive Intelligence Professionals (SCIP), a global NGO whose goal is to promote CI as a discipline bound by strict ethical guidelines, which are listed on its website (www.scip.org).
In business situations, companies classify strategic decisions as either of an active or reactive nature. Was your company monitoring the economic indicators in the run-up to the global financial crisis or was it blind-sided? How is the changing global business environment affecting the actions, reactions and market strategies of your company and your competitors? What new competition is appearing on the business battlefield?
Once the KIQ are defined, the implementation of a CI cycle will help you reach well-timed strategic decisions to guard against the global financial crisis. And through the aid of your own in-house competitive intelligence unit, you can engage in continuous monitoring, collection of business information, analysis and dissemination of the findings at the proper time – all of which would minimize the risks that companies are currently facing.
Read more
Managing Associate GEDcom AG
Competitive Intelligence (CI) is a disciplined, legal and ethical system used to collect business information, perform analysis and disseminate findings tailored to the key intelligence questions (KIQ) of decision-makers. It is used by companies to learn about their competitors, their own capabilities and the business environment of new markets in which they are considering future operation. CI is practiced in many countries across the globe, with the US, Germany and France among the dominant players.
There is an ethical gray zone in CI practices, where companies have to be careful not to tread, namely misrepresentation of oneself and the gathering of information safeguarded as confidential. Companies using CI have to follow the code of ethics set by the Society of Competitive Intelligence Professionals (SCIP), a global NGO whose goal is to promote CI as a discipline bound by strict ethical guidelines, which are listed on its website (www.scip.org).
In business situations, companies classify strategic decisions as either of an active or reactive nature. Was your company monitoring the economic indicators in the run-up to the global financial crisis or was it blind-sided? How is the changing global business environment affecting the actions, reactions and market strategies of your company and your competitors? What new competition is appearing on the business battlefield?
Once the KIQ are defined, the implementation of a CI cycle will help you reach well-timed strategic decisions to guard against the global financial crisis. And through the aid of your own in-house competitive intelligence unit, you can engage in continuous monitoring, collection of business information, analysis and dissemination of the findings at the proper time – all of which would minimize the risks that companies are currently facing.
Read more
Sunday, January 25, 2009
Competitive intelligence good in business says British Council
Competitive intelligence good in business says British Council
BY HENRY MCHAZIME
13:19:40 - 19 January 2009
British Council Malawi says it is better for local businesses to engage in competitive intelligence gathering rather than industrial espionage.
Council Director Marc Jessel said this in Blantyre on Friday during first forum in 2009 for Management Express held under the theme of “Influence of espionage in business”.
Zain Malawi Managing Director Fayaz King, who presented a paper at the function, described industrial espionage as obtaining information considered secret or confidential without permission.
“In business, this is done for commercial reasons and the tactics used are beyond acceptable,” said King, indicating that competitors use spy agents to hack into IT systems and even gather confidential papers from garbage bins.
He added that only 20 percent of corporate espionage cases are detected and that from that figure, a mere 10 percent of the cases are resolved.
Read more
BY HENRY MCHAZIME
13:19:40 - 19 January 2009
British Council Malawi says it is better for local businesses to engage in competitive intelligence gathering rather than industrial espionage.
Council Director Marc Jessel said this in Blantyre on Friday during first forum in 2009 for Management Express held under the theme of “Influence of espionage in business”.
Zain Malawi Managing Director Fayaz King, who presented a paper at the function, described industrial espionage as obtaining information considered secret or confidential without permission.
“In business, this is done for commercial reasons and the tactics used are beyond acceptable,” said King, indicating that competitors use spy agents to hack into IT systems and even gather confidential papers from garbage bins.
He added that only 20 percent of corporate espionage cases are detected and that from that figure, a mere 10 percent of the cases are resolved.
Read more
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