SCIP10 Agenda and Brochure

Choose one of the following:

• Defining “Intelligence”
• Illustrations of how to create intelligence from the bits and pieces of raw data
• Effective technique for talking to people to obtain human intelligence
• Template to organize the collection effort -- within legal and ethical boundaries -- so that you have the time to add value through analysis
• Proven best practices for building and managing the intelligence function

CI 101® is a registered trademark of Fuld & Company

Beginner

• Factors to determine how and when to use different types of technology maps
• Models for deploying CTI and technology mapping in your organization
• Key internal customers of technology mapping
• Examples of successful technology mapping and CTI projects

Beginner

Pre-Conference Workshops

Choose one of the following:

• Steps to benchmark your CI programs relative to norms
• Process to identify gaps in your efforts
• Methodology for improving your CI function based on CI best evidence
• Development of a CI action plan to close the gaps identified in the 1st learning objective 

Intermediate, Advanced

W4 - Adopting a Scenario Mindset to Thrive in the Economic Recovery

Workshop Leaders:

Ken Sawka, Managing Partner, Outward Insights

William Dragon, Senior Consultant, Outward Insights

As the US economy strengthens, fundamental questions surround the nature of the economic recovery. There are no clear cut and definitive answers, underscoring the need for organizations to prepare for strategic resiliency and flexibility. The workshop will teach the fundamental premises of scenario planning and scenario-based early warning, and apply the technique to the development of post-recession growth strategies. Participants will engage in a process to ensure their organizations are developing a blend of core strategies to commit to, and contingent strategies based on actual market, industry, and competitive developments that that can be deployed when necessary.

Key Take-Aways:

• A framework and methodology for scenario-based strategic planning that helps companies embrace uncertainty by planning for multiple plausible futures
• Instructions on using scenario-based strategic planning to manage the uncertainty inherent in future economic and business conditions
• Best practices for developing and implementing a strategic early warning framework that ties specific indicators and signposts of future economic conditions to contingency plans pre-tested for resiliency against such conditions

Advanced

W5 - The Holy Grail: A True Framework for Measures of Effectiveness (MOE) and ROI

Workshop Leaders:

David Kalinowski, President & Chief Operating Officer, Proactive Worldwide, Inc.

Gary D. Maag, Chairman & Chief Executive Officer, Proactive Worldwide, Inc.

This workshop will answer the prevailing and undoubtedly most--asked question: “How do I demonstrate the value of our CI function?” Measuring the ROI for CI is imperative in today’s hypercompetitive business environment. An ROI calculation will arm you to compare the costs of your CI activity or function with the value of its results to demonstrate that the result was worth the investment. There has been no specific, proven model or formula that has been established to determine the ROI for those practicing CI. Until now.

Key Take-Aways:

• A framework to define and understand the essence and importance of CI ROI
• Examples of specific ways to create and cultivate an internal culture for CI ROI
• Tools and action steps to develop a practical ROI transformational framework and reinforce it with human systems
• A unique high-performance planning model for building an ongoing, cohesive ROI tracking and reporting process
• Six steps to achieving acceptance from the C-Suite

Beginner, Intermediate

• Insight into why today's CI department is expected to operate more like a shared service to the enterprise
• Action steps to decentralize your Competitive Intelligence function
• Best practices for embedding a network of insights experts throughout your organization, to deliver richer insights at greater speed
• A checklist of critical skills needed to mine insights in today’s dynamic marketplace
• How to stop writing reports and start providing informed, actionable insights

• Insight on how to adapt to a new corporate approach to CI that considers it less a profession, and more a corporate discipline
• Ideas on how to seize opportunities created by the resulting increase in the number of people inside an organization practicing competitive intelligence, including market research, product development, brand management, and others.
• Advice for CI practitioners on how this change can enhance their career progression, and tips for CI practitioners on how to self-market their skills
• Guidance for corporate managers and executives on how to best leverage the benefits of CI functions under this new emerging corporate model

Intermediate

T2-1 CI Confidential: The Tension Between Distributing Intelligence 
         & Guarding It

Co-Facilitators:

Neal Ochsner, President, Ochsner Consulting Group 

Jim Gerretson, Chief Executive Officer, Gerretson  LLC

CI is usually highly confidential, incorporating sensitive internal information about your own organization, as well as what you know about competitors. At the same time, CI often has limited use unless it is distributed to far flung users in your organization. While Information Security departments often have a major role in protecting enterprise networks, the CI department is a major producer, repository and distributor of confidential data with important responsibilities for the protection of that data.

Key Take-Aways:

• What is the right level of information to distribute? Who needs to know what?
• Prudent policies and education you can put into action immediately
• Supporting technology, both simple and advanced
• Issues, including internal boundaries, expectations, and fears
• What can go wrong, including CI horror stories

Beginner, Intermediate, Advanced 

T3-1 How to Secure CEO Buy-In to Your CI Program - Case Study &
         Global Best Practices

Co-Facilitators:

Victor Knip, Vice President, Global Intelligence Alliance

Michel Bernaiche, Manager of Competitive Intelligence, Dunkin’ Brands Inc.

This interactive session will deliver crystallized clarity on exactly how to capture and sustain the attention and support of your CEO. Securing senior executive buy-in and support for intelligence has been the longstanding but often elusive goal of corporate market intelligence functions. Establishing a truly strategic intelligence function that supports and serves the needs of the CEO and her/his senior officers is critical to the success of both the corporation as well as the career of the CI professional. This session draws upon unique perspectives of two who have done so: The “mile deep” perspective of a veteran CI practitioner coupled with the “mile wide” approach of a seasoned CI consultant.

Key Take-Aways:

• A practical toolkit of implementable, market-proven best practices for securing the psychological buy-in, support and funding for a world-class CI program by the C-level suite.
• Anecdotal cases on getting and keeping C-Level Suite commitment to CI during times of economic growth and recession
• A robust set of global best practices for winning enthusiastic CEO support, secured from the GIA’s Global Surveys of Market Intelligence and based on interviews with the top 50 companies in the 15 largest countries
• Success story of how a veteran CI professional moved his CI program from an obscure marketing support function to a direct report to the CEO

Intermediate

T4-1 CI for MR Professionals: Getting Comfortable with Uncertainty

Facilitator:

Rob Amann, Vice President, Strategic Analysis, ORC

CI often requires looking at the world and research in new and different ways that can be challenging for classically-trained market research professionals. In competitive intelligence research and analysis, sample sizes are typically smaller and the analytical leaps of faith involved can be larger than expected. It’s unfamiliar ground: What’s a market research professional to do? This interactive session uses a case study to illustrate common challenges and solutions. This is a “must-attend” for anyone who bridges both competitive intelligence and market research functions and is seeking to become a more balanced practitioner overall.

Key Take-Aways:

• A firm grasp of the meaningful differences between CI and market research
• Guide to the implications of these differences on your analysis and insights
• “Coping strategies” for managing the uncertainty and occasional “squishiness” market research professionals often perceive in competitive intelligence
• Steps to appreciate the strengths of each approach and address possible implications of the weaknesses

Beginner, Intermediate, Advanced

T5-1 Using CI to Enter Foreign Markets

Facilitator:

Raoul Farcot, Vice President, Cipher Systems

Market or Strategic Intelligence can support your organization to identify and evaluate a wide range of growth opportunities in global markets, ranging from Foreign Trade (export) opportunities to direct investment opportunities. This interactive session delivers tools and best practices to assess and validate market opportunities, identify and evaluate acquisition candidates, assess the strengths of your competitors, and/or evaluate the requirements of customers in selected market segments.

Key Take-Aways:

• New thinking on Strategic Research – beyond conventional “Competitive Intelligence”
• Analytical and research frameworks to evaluate foreign market data – including utilizing the M&A due diligence framework to help support expansion into a new market.
• Case studies of companies who have successfully applied strategic research to identify strategic partners, customers and/or to enter new markets

Intermediate

• Diagnostics for why some CI products are ignored or misunderstood
• Success factors to decrease misperception and miscommunication associated with CI findings
• A methodology to tailor your organization’s CI to your decision makers and maximize effectiveness

Intermediate

T2-2 Black Hats and War Gaming Best Practices

Karen Duvall, Vice President, Business Intelligence, L-3 Communications

This presentation delivers a best practices review of the black hat or war gaming exercise. It will share insight into what has and has not worked, and the pre and post event activities that are required for success and ultimate value to the organization.

Key Take-Aways:

• Guide to achieve true success in black hats exercises
• Action steps to prepare for, execute and follow-up on war gaming exercises to provide real value
• Examples of methods used by companies to conduct these sessions, and the lessons learned

Advanced

T3-2 Using Competitive Insights to Help Develop and Implement
         Corporate Strategy

Dale Fehringer, Owner, Inkwell Productions

As national economies emerge from recession, many companies will examine their corporate strategies with an eye to updating or revising them. Competitive intelligence should be a natural component of this process, but it is often overlooked. This session will help you, as a CI professional, see where you can add value to the strategy planning process, and will review case studies and offer suggestions for how to ensure that CI is an integral part of the procedure.

Key Take-Aways:

• Techniques to help management implement a new or revised corporate strategy through competitive research, analysis, and insights
• Case studies where CI has obtained a “seat at the table” when senior management prepared to develop a new or revised corporate strategy
• Examples of how you can add value to the process of strategic planning, brainstorming, research, and implementation

Intermediate, Advanced

T4-2 Integrating CI and MR

Sharon Pearl, Vice President, JPMorgan

Drawing from her expertise and experiences at JP Morgan, Sharon Pearl will share insight into the synergies that exist between the marketing research and competitive intelligence functions. Case examples will illustrate how JPMorgan has integrated these disciplines to deliver enhanced value in strategic decision-making. .

Key Take-Aways:

• Key action steps to leverage market research and CI synergy
• The dos and don’t of successful integration of the two disciplines
• Guidelines to prepare and deliver the information to answer strategic and tactical questions to help drive business growth

Beginner

• Guidelines for planning and preparing a pecha kucha presentation
• Experience a pecha kucha presentation on 10 global ‘shifts’ that can be used for scenario planning
• An initial plan to draft your own pecha kucha presentation

Beginner, Intermediate

T3-3 From Product to Service: Analyzing a New Business Model

Michael Sperger, Director of Market Intelligence, SAP AG

A growing number of traditional manufacturing businesses have started changing their business models. Rather than offering products for sale in the usual one-time purchase model, these companies are offering their customers annuity services. Instead of buying a jet engine, for instance, an airline would lease an engine and receive ongoing monitoring and maintenance in addition to the engine itself. There are compelling strategic and financial drivers that will lead more and more companies to make this shift. And as the change ripples across industries, the question for CI practitioners will be: What does it mean for our business? Moreover, how does the practice of CI change in the process?

Key Take-Aways:

• A checklist of the strategic, tactical, financial, and operational changes that the CI function will need to assess when competitors shift to from a product to a service model
• A new analytical framework to identify competitive risks and opportunities associated with the product/service business model transition
• Examples from several industries

Advanced

T4-3 Perception Mapping and Contradiction Resolution of Voice of the
        Customer

David Conley, Program Manager, Intel Corporation

Voice of the Customer (VOC) is a powerful concept but often fails to capture the interrelationship between various customer perceptions across customer profiles or conflicting desires between customer types (e.g. - customers in the market place versus customers in other organizational departments). This presentation will demonstrate the use of Perception Mapping to convert VOC into concrete strategies that can be utilized to move your organization towards optimizing value delivery to the customer.

Key Take-Aways:

• A demonstration of a Perception Mapping analysis of a real life VOC statement
• Contradiction resolution methodologies (based upon the Theory of Inventive Problem Solving (TRIZ)) demonstrated in relation to the case study.
• Ways to merge seemingly unrelated perceptions, from a wide variety of stake holders, into one coherent model
• Guide to transcending contradictions to move your system, process, or product to the next level of performance

Advanced

T5-3 The What? Who? and How of Localized Competitive Toolsets

Ellen Julian, Director, Global Competitive Intelligence, Monster Worldwide

Effective competitive intelligence requires market-specific input which only the field can provide. Garnering this level of cooperation is difficult within headquarters, let alone in far-flung regional offices around the world. Through a combination of best-practice sharing and audience participation, this session will equip resource-constrained competitive intelligence leaders to create powerful and localized competitive toolsets by efficiently collaborating with local sales and marketing teams. What? Who? And How means detailing What kind of competitive information can have the most impact quickly, Who the local sources are that can provide it, and How the information can be efficiently collected and converted into sales tools.

Key Take-Aways:

• Templates, checklists, and schedules for competitive sales tool development
• Guide to identify local collaborators, overcome their objections, and incentivize them to contribute
• Attention-grabbing communication strategies to spotlight when new localized tools become available

Intermediate

Both the government and industry practice intelligence for many of the same reasons, albeit against very different targets and with frequently different techniques. Both face analogous but not identical challenges. Are there “lessons learned” that can be derived from both fields of CI endeavor that are of mutual benefit? This keynote explores the issue of CI “lessons learned” in the two fields.

James K. Cornell, Chief Marketing Officer, Prudential Retirement

Moderator:

Scott Leeb, Vice President, Business Intelligence, Prudential Retirement

Moderator:

Timothy J. Kindler, Director of Strategic Resources, Eastman Kodak Company

Panelists Include:

Jody Holtzman, Senior Vice President, Research and Strategic Analysis, AARP

Dr. Daniel Pascheles, Vice President, Head Global Competitive Intelligence , Merck & Co., Inc.

How does a competitive intelligence function ensure relevance and deliver value in the new economy? A panel of seasoned CI executives explore the type of insight necessary to support C-Suite strategic initiatives to drive growth in today's economic conditions.

Key Take-Aways:

• Insight on how recessionary conditions drive competitive behavior, and an eye toward the future
• Best practices for driving revenue and share acquisition
• Lessons Learned: Preparing for Future Surprises

• The key factors that need to be understood in conducting multi-country CI engagements in the Asia-Pacific
• Critical items that must be shared with internal clients to manage expectations
• A foundation for engaging the appropriate external CI providers

Beginner, Intermediate

T1-4B What Went Wrong? Lessons Learned from the Demise of CI
           Programs

Co-Facilitators:

Paul Houston, President, Rivalscape

Jan Herring, President, Herring & Associates LLC

There is much to be learned from failure. This interactive session engages participants in several concise, hard-hitting and fact-based scenarios, built from research and enhanced by candid, off-the-record interviews with the leaders of the CI Programs that were involved. Working through these “blind” case histories, participants will identify what the true issues were, how to recognize the danger signals, what the “hard-lessons lessons” were, and how to apply those insights back on the job. In doing so, hard questions will be asked and answered such as: How does a CI Program best integrate and collaborate with other corporate functions? What are the best ways to balance the pressing demands for a CI Program to deliver immediate impact with the imperative to support long-term strategy? How do I implement a CI Program that is “built to last” and can weather corporate storms? What are the best ways to align my CI activities with corporate priorities---and do it within my resource constraints?

Key Take-Aways:

• Critical CI failure areas you must be aware of
• The lessons-learned from such failures and how to recognize the early warning indicators in your own corporate situation
• Ideas to apply those lessons to enhance the current effectiveness of your CI Program and prevent future failures in your organization

Intermediate

T2-4 Scenario Based Planning & War Game Strategy

Co-Facilitators:

Wayne Rosenkrans, Vice President - Consulting / Strategy, Fuld & Company

Michael Sandman, Senior Vice President, Fuld & Company

War games and scenario analysis are superb tools for getting management to make use of CI. A successful war game can result in beneficial changes in strategy with positive impact on the way intelligence is used and valued at senior levels of an organization. Often, the best way to “get it” is to “live it”. In this session, participants will shadow a public war game conducted with teams from four leading business schools (MIT, U. of Chicago, Northwestern and Columbia). Participants will see how the game unfolded, understand its process, and observe the interplay of competitive and co-opetition issues and the potential level of sophistication that can be achieved in a properly structured strategy game. Participants will also be introduced to alternative futuring as a tool for “future proofing” strategy and participate in an exercise to demonstrate the techniques. Lastly, the associated tool of strategic early warning in the context of futuring will be discussed.

Key Take-Aways:

• An opportunity to debate the predictions that emerged from the four teams of MBA candidates
• Insight into how strategy games can benefit your company
• Guide to using strategy games in you own organizations
• Ideas to improve your communications with the managers and executives who use (or should use) the intelligence you produce

Intermediate, Advanced

T3-4 Blue Ocean Intelligence

Co-Facilitators:

Paul Kinsinger, Clinical Professor and Managing Consultant, Thunderbird School of Global Management

Julia Dorfmeister, Principal Consultant, Thunderbird Learning Consulting Network

The very title of the renowned book, “Blue Ocean Strategy: How to Seek out New Markets and Make the Competition Irrelevant” couldn’t fly more in the face of competitive intelligence if it had to. After all, the focus of most CI is distinctly “Red Ocean” helping companies beat each other in the fight for known markets and customers. Blue Ocean, however, is built around radical innovation taking place outside of your four walls and beyond your current market boundaries. You have to re-adjust your competitive lens and tweak your toolkit to turn a Red Ocean arsenal into a Blue Ocean toy box. Case studies of companies that have successfully moved into un-contested waters will illustrate how they did it and what the outcomes were.

Key Take-Aways:

• Insight on CI’s critical role in supporting companies to be “radically” innovative
• Ideas to adjust the way we look at a company’s market potential and uncover new markets and customers
• Ways to tweak common CI tools to become more effective when pursuing a Blue Ocean Strategy

Intermediate, Advanced

T4-4 The Impact of Real Time News on the CI and MI Functions

Co-Facilitators:

Moderator:

Mike Piispanen, Senior Vice President, Corporate Business Intelligence, Thomson Reuters

Panelists Include:

Jack Reerink , Company News Editor, Reuters News, Thomson Reuters

Deborah Fisher, Strategic Marketing Manager, Alcatel-Lucent

Joe Ogrinc, Competitive Analysis Manager, GE Energy

How quickly you receive news and information can give you a competitive advantage. You also need it to be accurate and unbiased, so your company can make informed choices.   Join us to discuss the technologies and best practices that are being deployed within the enterprise to disseminate news and competitive intelligence.

Key Take-Aways:

• Gain insight into how real-time news drives strategy and impacts decision-making
• Learn how technology has enabled CI to obtain international, national and regional news in real-time
• Learn how real-time news enables companies to take advantage of opportunities in the emerging/developing markets

Beginner, Intermediate, Advanced

T5-4 Global Counterfeit Issues and CI Strategies

Co-Facilitators:

Murali Parthasarathy, Chief Executive Officer, Learning-Organized LLC

Branimir Brankov, M.D., M.B.A., Senior Director, Strategic Business Intelligence, Merck & Co., Inc.

The pharmaceutical industry is a leader in the movement towards a blended world of internal and external resources to deliver their R&D, manufacturing and marketing services. Finding credible and reliable partners is the make or break success factor. This interactive session will help participants to identify their issues, challenges, and the potential areas where they need to be better informed.

Key Take-Aways:

• New CI capabilities
• New approaches to use them
• Why this matters so much to your CEO

Intermediate

Town Hall #2 - The Global Economy and the New Consumer

Moderator:

Sarah Boumphrey, Global Countries and Consumers Research Manager, Euromonitor International

Don't miss the opportunity to join your peers for an open mic forum to discuss the biggest challenges facing you every day. This Town Hall will focus on how consumers have evolved during the economic crisis, their response to adverse conditions, regional differences in behavior, how quickly trends are changing and where these changes may head over the next five years.

• How to prevent common analytic techniques containing hidden assumptions from unintentionally distorting your decision-making
• Ideas to combine the best of qual and quant thinking to make better strategy decisions
• Ways to better predict (and surprise) competitors

Beginner, Intermediate

T2-5A Creating and Using Dynamic Topic Maps to Visualize Your
           Business Environment

Co-Facilitators:

Jesper Martell, Chief Executive Officer, Comintelli

Daniel Thomasson, Project Manager, Mapping, Comintelli

A structured approach to intelligence information makes CI faster and more efficient. This interactive session demonstrates such an approach, using Topic Maps to visualize and organize a dynamic business environment. Everyone monitors their business environment in one way or another, but it only becomes intelligence when it is applied and used systematically.

Key Take-Aways:

• A guide to topic maps and taxonomies
• A tool for creating a customized topic map using a defined process
• Examples of Topic Maps
• Illustration of Topic Maps in practice: From Information to Intelligence

Intermediate

T2-5B Using Patent Intelligence to Benchmark Against Competitors

Facilitator:

Ric Snead, Product Specialist, Thomson Reuters

This session provides best practice tools and techniques to successfully use patent intelligence to benchmark your organization against the competition in business critical areas. Participants will gain new capabilities to improve strategic decision making in R&D planning, product development risk assessment, identifying potential partners, identifying buyers or cross-licensing opportunities..and more.

Key Take-Aways:

• Techniques for IP ownership assessment: Establishing ownership of IP is challenging because of M&A/spin-off activity and technology rights licensing and sale.
• Guide to activity measurement: Using representative documents from a patent family for analysis
• Techniques for a robust comparative analysis of competitive technology trends and competing portfolios
• Competitive merger impact assessment: techniques to assess potential synergies and risks posed by the merger of competing organizations

Intermediate

T3-5 Right Brain Intelligence for a Left Brain World: New Approaches
         for Competitive Analysis

Facilitator:

Fred Wergeles, Principal, Fred Wergeles and Associates LLC

By some estimates, there are over 200 distinct methodologies and tools that can be used by intelligence analysts as they try to better understand today’s complex business issues and forecast potential future developments. Rather than approach an intelligence problem only as a methodical, step-by-step process, what may be needed in an increasingly complex world is to understand the relationships between various interconnected issues.

Key Take-Aways:

• New thinking, above and beyond conventional wisdom, to analytical problem solving
• Less structured and more creative methods to use alongside proven techniques to gain a deeper perspective of business intelligence problems
• New analytical tools to identify non-obvious relationships between people and organizations, and to see the “bigger picture”

Advanced

T4-5 Competitive Assessment in the Defense Industry—Lessons from
         the Trenches

Bob Nugent, Vice President, Advisory Services, AMI International

The demand for competitive assessment in the defense sector is substantial and growing. It is critical for CI professionals active in the market to understand its unique aspects, including revenue models, products, customers, and CI consumer audiences. This interactive session provides insight into how the defense industry uses competitive assessment, and shares "war stories" to highlight some "do's and don’ts" and "lessons learned" in delivering CI to best meet the needs of the industry. Focus is primarily on US companies but examples of foreign companies using CI to penetrate or expand market share in the U.S. market will be provided.

Key Take-Aways:

• A framework of sector-specific factors shape CI requirements, research and collection approaches, and deliverables
• Lessons learned...and applied. An activity to evaluate a series of alternative approaches and recommended solutions to several concrete CI challenges
• Best CI practices drawn from other industries that can be applied to meet defense sector requirements
• Concrete examples of successful (and less so) CI delivery in the defense sector
• Competitive assessment best practices used in the defense sector that can be applied to other industries

Beginner

T5-5 CI Crash Investigation: Offshore Disaster

Co-Facilitators:

Iris Marie Mission-Lorenzo, Research Director, Global Business Research Support

Kent Potter, Managing Director, Bennion Group

Most CI practitioners have handled various global projects using offshored teams with results varying across the success-disaster spectrum. CI teams without borders across time zones add a new dimension to the challenges in conducting an investigation. This interactive session will take the participants through a challenging global case study that will require everyone to interact and actively employ their knowledge and skills in collection, analysis, project management, and presentation; with a cross-cultural audience of CI practitioners.

Key Take-Aways:

• Best practices in dealing with offshored projects
• Tools and techniques that can help alleviate dangers and prevent failure of projects
• Insight into stengthening partnerships between principal and outsourcers
• Common points of failure in conducting offshored projects

Intermediate

Jody Holtzman, Senior Vice President, Research and Strategic Analysis, AARP

Jim Mathews, Director, Competitive Intelligence & Price-to-Win, TASC Incorporated

This presentation will share insight into demonstrating considerable return on investment in CI that keep the cost cutters focused elsewhere. Organizations continue to struggle for limited financial resources in these tough economic times. CI functions, like all service functions, are constantly forced to prove their value to their organization in order to secure funding, and these days the microscope is larger. To be successful in winning this battle we need to be our own worst critics. How are we generating value? How often are we called by management for answers or assistance? How often do our findings result in actions by management or business units? If we answer these questions honestly then we will know our value proposition to management and know if we should be concerned for our resource allocation!

Key Take-Aways:

• Key tasks that need to be accomplished to escape the endless “funding justification” exercises
• Success factors in establishing CI as a priority in the minds of management and cultivating an effective CI mentor on the leadership team
• New thinking around focusing on the value-added services of CI and letting go of standard routines

Intermediate

T2-6 Integrating Web 2.0 Tools in Your Intelligence Process

Phil Britton, Market Intelligence Lead, Best Buy Company

As CI increasingly becomes a corporate discipline practiced by functions throughout the organization, what you need to know likely already exists in your company. By keying in to the “wisdom of the masses”, you can get better insights without needing to increase your budget. There are many new tools available to CI practitioners that can increase your leverage across your organization.

Key Take-Aways:

• Insights on leveraging the collective knowledge already in your company
• Guide to free or web-based tools which fit in your budget
• A menu of reasons to compel people to contribute to CI, and lessons learned in doing so 

Beginner, Intermediate

T3-6 Market Intelligence Case History: New Competitor Sets, New
         Market Entrants

Susan Lang, Senior Vice President & Chief Supply Chain Officer, Express Scripts

Tom Luft, Vice President, Provider Strategy & Contracting, Express Scripts

Introduced by

Mario Theriault, Chief Executive Officer, Shift Central

Industries are in transition, looking for new and innovative ways to become more efficient, launch new technologies, leverage new opportunities for growth, etc. Healthcare is a prime example of an industry confronting these challenges head on. Many companies are facing an industry in uncertainty, with prospect of major change and upheaval. These companies must be poised for major growth and transformation, and to do so will be reliant on the kind of marketing intelligence that can drive strategy.

Key Take-Aways:

• Case history of how one company leveraged market intelligence and strategic planning to drive growth
• Specific details of its use to forecast, brief board membership, spot acquisition opportunities, track competitor activity and to develop overall sound market approaches
• Real world outcomes and lessons learned 

Intermediate, Advanced

T4-6 Bridging the Gap Between CI and MR

Anca Costea, CI/MI Analyst, Healthcare, Covidien

Nanette Bulger, Senior Sector Director, Market Intelligence, Philips Healthcare

Marketing Research and Competitive Intelligence often go hand in hand when it comes to supporting confident decision-making in determining market opportunity, market penetration strategy and market development metrics. Although similar in nature, the two disciplines require different expertise and skills sets and many times companies fail to acknowledge the need of specialized training and development for dedicated MR/CI personnel. Participants will engage in a case study examining the potential for synergies between CI & MR, and the differences in skill sets and capabilities required.

Key Take-Aways:

• Identify opportunities to leverage Market Research (data collection and analysis techniques and processes) to predict competitor moves
• Action steps to build the necessary skills to perform both MR and CI and take advantage of their common focus
• Recommendations for building a stronger MR/CI symbiotic relationship by gaining management support for the necessary investments

Beginner, Intermediate, Advanced

Panelists Include:

Andrew Cook, Senior Vice President, Sales & Marketing, AREVA NP Inc.

James Mendelsohn, Vice President, Corporate Strategy and Market Intelligence, Capital One

Patrick Sweeney, PE, Vice President of Business Development, Pepco Energy Services

Samuel Arbel, Vice President Business Development, Defense Programs, IAI North America 

D. Craig McHenry, Senior Director Competitor Insights, Pfizer Nutrition 

The business environment of 2010 is one in which competing priorities vie for scarce resources. It is more important than ever that the CI professional collaborate effectively with his/her internal stakeholders to focus on creating intelligence that drives decision making and helps grow the organization. Seasoned CI professionals join stakeholders from functional areas like marketing, strategic planning, etc. in a candid discussion of best practices for using CI to create strategic, competitive advantage.

Key Take-Aways:

• Insight on understanding executive priorities
• Best practices for developing actionable intelligence
• Powerful ways stakeholders can apply intelligence to their business challenges
• Success factors in increasing CI's visibility within the organization

This presentation shares insights into competitive intelligence and competitive strategy, gleaned from a global survey of over 1,000 CEOs.

Key Take-Aways:

• New thinking above and beyond the conventional wisdom
• Ideas for what you can do with the information to elevate your role in championing growth and delivering true value to your CEO
• Calls to action

• A guide of general legal principles involved in gathering CI
• Latest developments in privacy and trade secret/unfair competition law as it relates to CI
• Best practices for gathering CI to avoid legal liability and adding value for your company/client

Beginner

T2-7 Innovative Intelligence Systems: Building a New Discipline

Co-Facilitators:

Gregory F. Treverton, Director, RAND Center for Global Risk and Security

Esther Quintero, Head, Research, Interligare

The discipline of Intelligence is undergoing significant transformation; all efforts are geared toward systematizing intelligence production methods. This interactive discussion explores a scientific, evidence-driven intelligence model
of universal application, and the socio-technical system and analysis tools that support this novel approach.

Key Take-Aways:

• Insight on the new needs created by the intelligence paradigm and how a structured approach can deliver evidence-based strategic information
• Implementation guide covering every element, i.e. staff training and organization, analysis techniques and performance, taking advantage of IT as an underlying tool helping to efficiently operate the whole system
• Specific case studies, outcomes, and lessons learned in corporate, government, social and academic practices 

Beginner, Intermediate, Advanced

T3-7 Mapping Out Competitor Value Propositions

Facilitator:

Erik Glitman, Managing Director, Fletcher/CSI, LLC

This interactive session uses real world examples of competitor bid documents collected through the freedom of information act (FOIA) process. Participants will dissect the bid documents and compare competitor submissions to the actual RFP issued by the customer. Aspects of the value proposition that will be covered include required elements, value enhancements, value detractors, and surplus value elements.

How each of the competitors performed against the value proposition elements will be used to assess which elements of the competitor value proposition most closely aligned with the customer desires. The actual winning bid will be disclosed and a comparison between the winning bid and other bids will be completed.

Key Take-Aways:

• Guide to accessing competitor bid documents through the FOIA process
• Key considerations in interpreting competitor bid documents and customer RFPs
• Illustration of alignment of competitor value proposition with the customer desires
• Team exercises to develop counter messages to each competitor's value proposition
• Who won? And Lessons Learned: Disclosure of the actual winning bid and a comparison between it and other bids 

Advanced

T4-7 State of the No Fly Zone 2010: Virtual “Venues” for Conducting
         Qualitative Research

Facilitator:

Jeffrey C. Adler, PRC, President, Centrac DC Marketing Research

EXECUTIVE CONVERSATION - Interview with a Business Unit President

Luis T. Gutierrez, Jr., President, Covance Periapproval & Market Access Services, Covance Inc.

Moderator:

Mark R. Little, Ph.D.,  Vice President, Covance Inc.

Moderator:

August Jackson, Senior Consultant, Market & Competitive Intelligence, Verizon

Panelists Include:

Sean Campbell, Principal, Cascade Insights

Claudia Clayton, Managing Director, ViewPoint

Tommy Goodwin, Senior Strategic Advisor, AARP

Attendees at each SCIP conference come away with a wealth of learning. It can be a challenge to take it all in. At SCIP 2010 we’re adding a capstone session to the program. We’ll be highlighting the most important surprises, themes and learning in this very interactive session.

Members of the program committee that played a crucial role in designing the conference program will share their key learning points from the sessions they attended. The team will incorporate commentary shared by other attendees via the Twitter back channel as we open up the conversation. If you attended a session that really blew you away, join us to tell us about it.

We’ll synthesize these key points into a coherent set of take-aways for the conference. You’ll come away from this session with clear ideas how you can apply what you’ve learned at SCIP to improve the value you deliver in your role as a CI professional. This is only the beginning, of course, of the learning that will continue on SCIP’s LinkedIn group, Twitter and other virtual meeting places in the weeks and months to come.

• The must have skills for program management: fundraising, vendor relations, and navigating procurement,
• The essentials of internal resource management in corporate CI
• Ways to secure current-year and next-year resources you can put into action immediately
• Ideas to extend the reach and depth of your CI practice by making smart use of available resources

Beginner, Intermediate

• Learn how to successfully integrate primary intelligence into your research methodologies
• Learn basic and advanced methods of conducting executive interviews
• Learn some of the best ways of analyzing and interpreting data collected through primary intelligence

Beginner