Download

27th Annual 

SCIP 2012 

INTERNATIONAL ANNUAL 

CONFERENCE & EXHIBITION 

May 14-17, 2012 

Philadelphia, PA 

Philadelphia Marriott Downtown 

www.scip.org 

STRATEGIC PARTNER: 

KNOWLEDGE PARTNER: 

“SCIP 2011 was a tremendous opportunity 

for us to exchange ideas and 

best practices with our CI colleagues. 

More than just an event, it will now be a 

regular part of our CI planning activities.” 

— Program Director, World Class Selling, 

MICROSOFT CORPORATION | “This 

is the most comprehensive event for 

Strategic & Competitive Intelligence 

Professionals globally. Besides providing 

attendees the unique opportunity 

to follow the latest trends in CI related 

topics and to network with key 

industry personalities, colleagues and 

service providers, its also the only event 

with attendants from academia!” — 

Senior Manager, Strategic & Competitive 

Intelligence, PFIZER AUSTRALIA | 

“I derive a great deal of value 

from the best-practice sharing provided 

at this event. The sessions keep getting 

better and better each year I attend - 

and I’ve just celebrated my 5th year as 

a participant!” — Global Competitive 

Intelligence, MONSTER | “I’m a first 

year attendee, I was amazed by the 

variety of sessions offered and the 

learning I was able to capture and 

compare with my peers.” — Marketing 

Specialist, SIEMENS MEDICAL 

SOLUTIONS USA, INC. | “Like a candy 

house (for CI) there is so much to 

pick from, but it’s all good, and satisfies 

one’s need to gain insights and 

contacts.” — Director, Corporate 

Planning & Research, THOMAS 

PUBLISHING COMPANY, LLC | “I have 

been doing CI for the last three years. 

The SCIP event has allowed me to 

go to the next level: put in place 

new techniques, best practices 

while being supported by a professional 

network.” — Senior Research Analyst, 

TAIT RADIO COMMUNICATIONS

2 

“ 

PAST PARTICIPANT PROFILE 

50% 30% 

20% 

Executive Management 

(C-Level, President, Vice President, Director) 

Manager 

Others 

THIS IS A VITAL EVENT FOR COMPETITIVE AND STRATEGIC PLANNING PROFESSIONALS. 

THE CONFERENCE SESSIONS ARE HIGHLY INFORMATIVE AND THE NETWORKING 

OPPORTUNITIES ARE ESSENTIAL FOR OUR COMMUNITY 

THOUGHT LEADERS FROM: 

n AIRBUS SAS 

n Avaya 

n Caremark CVS 

n Corning Cable System 

n Corning Incorporated 

n Discover 

n Eli Lilly 

n Exelis 

n Intersol Telecom Consulting 

n j2 Global Communications 

n Kinetic Concepts Inc 

n Lockheed Martin 

n Medtronic 

n Northrop Grumman 

WHO SHOULD ATTEND: 

n Vice Presidents, Directors 

and Managers of: 

Competitive Intelligence 

Market Intelligence 

Customer Intelligence 

Technical Intelligence 

Business Intelligence 

n Business Development 

Executives 

n ORACLE 

n Ortho-Clinical Diagnostics A 

JNJ company 

n Owen-Illinois 

n Parker Hannifin 

n Philips Medical Systems 

n Prudential 

n Saskatchewan Research Council 

n Siemens Medical Solutions 

n Thomas Publishing 

n Transitions Optical 

n University of Pittsburgh 

n Ventana Medical Systems 

n Walgreens 

n Strategy and Corporate 

Development 

n Strategic, Business 

and Market Analysis 

n Strategic Marketing 

Executives 

n Marketing Research Executives 

n Business Research Managers 

n Information Professionals 

” 

SNAPSHOT OF PAST PARTICIPANTS 

3M 

AARP 

ABB Automation 

Abbott Laboratories, Pediatric 

Nutrition 

AFLAC 

Agilent Technologies 

Air Canada 

Air Products & Chemicals, Inc. 

AKPD Message and Media 

Alcan Primary Metal Group 

Alcatel-Lucent 

Alcoa 

Alticor 

America Online 

Amgen, Inc. 

Apple Computer, Inc. 

Applied Industrial 

Technologies 

AREVA NP Inc. 

AstraZeneca Pharmaceuticals 

AT&T 

ATK Space Systems 

AutoTrader.com 

Avaya 

Avnet 

BAE Systems 

Barclays Capital 

BASF Building Systems 

Batesville Casket 

Battelle Memorial Institute 

Baxter Healthcare 

Bayer 

Becton Dickinson Biosciences 

Bell Canada 

Bell Helicopter 

Benjamin Moore & Co. 

Best Buy 

Bio-Rad Laboratories 

Black & Veatch Corporation 

Blue Cross & Blue Shield of 

Florida 

BMO Mutual Funds 

Boehringer Ingelheim 

Boston Scientific Corporation 

Capital One 

Carefirst Blue Cross Blue Shield 

CareFusion Corporation 

Caremark 

Carestream Health Inc. 

Cingular Wireless 

Cisco 

Citigroup 

Clorox Company 

Coca-Cola Corporation 

Columbian Chemicals Co. 

Cooper Health System 

Corning Cable Systems 

Covance, Inc. 

Covidien 

Cox Communications 

Cummins 

Dealer Tire, LLC 

Diebold 

Discover Financial Services 

Dow Chemical Company 

Dresser-Rand Company 

DSM Pharmaceuticals 

Duke Power 

-ELLEN JULIAN 

Director, Global Competitive Intelligence 

Monster Worldwide 

Dunkin' Brands Inc. 

DuPont 

Eastman Chemical 

Eastman Kodak Company 

Eli Lilly and Company 

Embarq 

EnCana Corporation 

Energizer, Inc. 

Ericcson 

Experian 

Express Scripts 

Fairchild Semiconductor 

Fiserv 

Flint Ink 

FM Global 

FMC 

Ford Motor Company 

Freescale Semiconductor, Inc. 

Frost National Bank 

Fujitsu Network 

Communications 

Galaxy Latin America/Direct TV 

GE Energy 

Genentech 

General Dynamics 

General Motors 

Gillette Company 

GlaxoSmithKline 

Guidant Corporation 

H&R Block 

Hartford Financial Group 

Hewlett-Packard 

Honeywell 

Hughes Space & 

Communications 

Hyperion Medical, Inc. 

IAI North America 

IBM 

Intel Corporation 

International Truck and Engine 

Corp. 

Intuit, Inc. 

J & J McNeil Consumer and 

Specialty Pharmaceuticals 

Johnson & Johnson 

Kaiser Permanente 

Kimberly-Clark Corporation 

Korea Telecom 

Kratos Defense 

Kronos Corporation 

L-3 Communications 

Lockheed Martin 

Mantech International 

MasterCard International 

McNeil Consumer & Specialty 

Pharmaceuticals 

Medrad 

Medtronic 

Merck 

Microsoft 

Midwest Employers Casualty 

Company 

Millennium Pharmaceuticals 

Monsanto 

Monster Worldwide 

Moog 

National Instruments 

Nokia 

Nordstrom Corporation 

Nortel Networks 

Northrop Grumman 

Novartis Pharmaceuticals 

Corporation 

Office Depot 

OfficeMax 

Ortho Biotech, Inc. 

Owens Corning 

Palmsource 

Partners HealthCare System Inc. 

Pepco Energy Services 

Pepsico 

Pfizer Nutrition 

Pharmacia Corporation 

Philips Healthcare 

Pioneer Hi-Bred 

Pizza Hut 

PPG Industries, Inc. 

Procter & Gamble Corporation 

Prudential Retirement 

Pulte Homes 

Qwest 

RAND Center for Global Risk 

and Security 

Raytheon 

Research in Motion 

Roche Molecular Diagnostics 

Rockwell Collins, Inc. 

Rohm and Haas Company 

SAIC 

Samsung Telecommunications 

America, Inc. 

Sandia National Laboratories 

SAP 

Sara Lee Food & Beverage 

Saskatchewan Trade & Export 

Partnership 

Sears, Roebuck and Co. 

Shell Chemicals 

Siemens Building Technologies 

Smith & Nephew 

Sony Latin America 

Sprint Nextel Corporation 

Sun Microsystems 

TAP Pharmaceutical Products Inc. 

Tellabs 

Texas Instruments - US 

Textron, Inc. 

Thales Communications 

The Boeing Company 

The Hartford 

Thermo Fisher Scientific Inc. 

Time Warner Cable 

Toys "R" Us 

Trane 

TRW, Inc. 

TV Guide 

Unilever Research 

United Parcel Service 

USAA 

SCIP 2012 | www.scip.org

SCHEDULE-AT-A-GLANCE 

SCIP 2012 brings you a powerful and dynamic agenda: Five tracks, Two learning levels, 22 executive 

insight presentations from leading competitive intelligence and competitive strategy executives, 30 

interactive sessions, and Seven pre-conference workshops. All this, combined with endless 

opportunities to network, make new contacts, share experiences, best practices and lessons learned, 

make SCIP 2012 the one conference you need to be at to sharpen your competitive edge. 

CONFERENCE TRACKS 

Dedicated to your chief challenges, opportunities and concerns. 

Track 1 Strategic Intelligence & Competitive Strategy 

Track 2 Competitive Intelligence Analysis 

Track 3 CI Tools 

Track 4 CI Organizational Models and Professional Growth 

Track 5 Active Industry Dialogues 

Track 6-8 Bonus Tracks….Stay Tuned! 

MONDAY, MAY 14, 2012 

REGISTRATION AND WORKSHOPS 

9:00am - 6:00pm Workshop and Conference Registration Open 

Pre-Conference Workshops* 

Registration for the pre-event workshops incurs an additional fee. See website for details. 

Register for one of the following: 

10:00am - 6:00pm W1 - Wargaming for Veterans ✪ 

10:00am - 6:00pm W2 - CI 101 ® ◆ 

CI 101® is a registered trademark of Fuld & Company. CI101® will constitute the first day 

of the SCIP CIP Certification Conferred by ACI 

3:00pm - 6:00pm W3 - Competitive Intelligence Dashboards: Keeping the C- 

Suite Informed (and Involved) ✪ 

4:30pm - 6:00pm Sponsor & Exhibitor Orientation, Registration & Workshop 

Reception 

6:15pm - 7:00pm Speaker & Thought Leader Orientation 

7:15pm Meet in Hotel Lobby – Night of Networking at Lucky Strikes 

TUESDAY, MAY 15, 2012 

REGISTRATION, WORKSHOPS, GENERAL SESSION AND EXHIBITION 



Registration for the pre-event workshops incurs an additional fee. See website for details. 


8:30am - 11:30am W4 - Creating a World-Class Intelligence Program ◆ 

8:30am - 11:30am W5 - Go Beyond Google: Gathering Internet Intelligence ✪ 

8:30am - 11:30am W6 - Did Our Strategy Work? A Great Question We 

Answer Badly ✪ 

8:30am - 11:30am W7 - Next Gen Internal Human Source Networks ◆ 

GENERAL SESSION 

1:00pm - 1:30pm GENERAL SESSION - Welcome & Opening Remarks 

1:30pm - 2:15pm KEYNOTE - Future Proofing CI: Macro Trends in the 

Strategic Landscape 

2:25pm - 3:40pm Concurrent Tracks 

Choose one of the following interactive sessions or executive insight presentations 

during this time frame: 

Track 1- A Deploying CI for Strong Long Term Brand Positioning (Interactive) ✪ 

Track 1- B Developing Strategy From CI (Executive Insight Presentation) ◆ 

LEARNING LEVELS 

Each session has a designated learning level. We 

recommend you give special consideration to the 

learning levels when selecting the sessions you plan 

to attend, to ensure you receive maximum value: 

KEY: 

◆ = Early Exposure: Relatively new 

to CI, or new to this aspect of CI. And/or 

familiar with fundamental techniques of CI and 

experienced in working with other business 

disciplines in the organization. 

✪= 

Veteran Exposure: Tenured, with extensive 

experience in developing and implementing 

corporate strategy. 

SESSION FORMATS 

Each session, when applicable, has been designated a 

format for your consideration when selecting 

sessions. 

Interactive - Power Point Free Zones engaging 

attendees in interactive discussions and/or exercises. 

Executive Insight Presentation - Case 

history/best practices/ presentations delivered by 

competitive intelligence and competitive strategy 

executives within an organization. 

Be sure to select your session choices when registering, to ensure your seat is reserved. 

We anticipate the need to cap/limit attendance in some of the sessions to encourage maximum interaction. 

Track 2- A Linking Intelligence to Strategy with an Early Warning Indicators 

Framework (Interactive) ✪ - SOLD OUT!! 

Track 2- B 3M Intrapreneurship: Highest Quality Business Intelligence at an 

Affordable Cost (Executive Insight Presentation) ◆ 

Track 3 - A Beyond Mentions/Sentiment: Developing Social Media Reports that 

Truly Drive Action (Interactive) ✪ 

Track 3 - B Primary Source Network Optimization (Executive Insight 

Presentation) ◆ 

Track 4 - A Integrating CI with Real World B-to-B Market Development 

(Interactive) ◆ 

Track 4 - B The Newly Established CI Function – First 100 Days (Executive Insight 

Presentation) ✪ 

Track 5 The Pharmaceutical Industry's Top Game Changer (Active Dialogue) 

3:40pm EXHIBITION HALL OPENS 

3:40pm - 4:30pm Networking, Refreshment, and Exhibition Break 




Track 1- A Competing in Adjacent Markets: Finding Your Blue Ocean 

(Interactive) ✪ 

Track 1- B Scenario Planning 101 (Executive Insight Presentation) 

Track 2- A Raising the Corporate IQ (Interactive) ✪ 

Track 2- B Wild West 2.0: Ethical Online CI Collection (Executive Insight 


Track 3 - A Pressure Point Analysis: A Tool that Not Only Helps Predict but 

Influences the Future (Interactive) ✪ 

Track 3 - B Geo-Intelligence: Gaining Share of Market Through Micro Located 

Opportunities (Executive Insight Presentation) ◆ 

Track 4 - A ‘Look Who’s Talking’ – Developing an Effective Counter Competitive 

Intelligence Program (Interactive) ◆ 

Track 4 - B Thinking Strategically: Transitioning from the Competitive, to Strategic 

Intelligence Executive (Executive Insight Presentation) ✪ 

Track 5 The Aerospace & Defense Industry's Top Game Changer (Active 

Dialogue) 

5:45pm - 6:45pm Networking Reception 

7:15pm Meet in Lobby for Wine and Dine Departure 

SCIP 2012 | www.scip.org 3

4 

SCHEDULE-AT-A-GLANCE 

WEDNESDAY, MAY 16, 2012 

GENERAL SESSION AND EXHIBITION 

7:15am - 5:30pm Conference Registration Open 

7:15am - 8:00am Continental Breakfast & Exhibition 

8:00am - 8:15am Opening Remarks 

8:15am - 8:45am KEYNOTE - Using Persuasive Leadership to Influence the 

C-Suite 

8:45am - 9:15am EXECUTIVE PANEL - Aligning Strategic Intelligence 

with the Enterprise Strategic Vision 

9:15am - 10:00am Networking, Refreshment, and Exhibition Break 

10:00am - 11:00am Concurrent Tracks 



Track 1- A Strategy Maps: Competitor Analysis Beyond Four Corners 

(Interactive) ✪ - SOLD OUT!! 

Track 1- B Alliance, Partner…and Competitor! (Executive Insight Presentation) ✪ 

Track 2- A Agent-Based Modeling and Simulation -- An Emerging Framework for 

CI (Interactive) ◆ 

Track 2- B Typical Competitive Analyses Suck: How Quality Market Assessments 

Fix Them (Executive Insight Presentation) ✪ 

Track 3 - A Successfully Managing Customer Push-Back: Essential Tools for the CI 

Professional (Interactive) ✪ 

Track 3 - B Developing Primary Source Collectors in Your Organization 

(Executive Insight Presentation) ◆ 

Track 4 - A Using Analytical Fitness to Develop Top-Grade Intelligence Analysts 


Track 4 - B No More Lemons - Taking the Sour out of CI (Executive Insight 


Track 5 The Financial Services Industry's Top Game Changer (Active 

Dialogue) 

Track 6 ENCORE SESSION - Linking Intelligence to Strategy with an Early 

Warning Indicators Framework (Interactive) ✪ 

11:00am - 12:10pm Solutions Wheel 

Play the “wheel” and join a series of rapid-fire, one-on-one 

meetings with leading solution providers. 

Running concurrently with… 

Town Hall #1 - Panel Discussion – Ethics: Everything is Old 

and is New... 

and 

Town Hall #2 - Panel Discussion - Up the Corporate 

Ladder: Raising the Profile of CI in the Organization 

12:10pm - 1:20pm The Power Lunch: Networking Roundtables Hosted by 

Industry Leaders 

Practitioners and solution providers host a menu of luncheon roundtable discussions 

on pertinent issues. Dine and dish with industry experts. The list of roundtable 

discussion topics will be available on-site. 

1:20pm - 1:30pm Session to Session Travel Time 




Track 1- B Multi Scenario Planning (Executive Insight Presentation) ✪ 

Track 2- A How Wide is Your Moat? Assessing Competitive Advantage 


Track 2- B Increasing Objectivity in Indicator & Warning Analysis – a New 

Methodology (Executive Insight Presentation) ✪ 

Track 3 - A How Technology is Revolutionizing the Art and Practice of CI 


Track 3 - B Wikis in Intelligence: The Good, the Bad, the Reality (Executive 

Insight Presentation) ◆ 

Track 4 - A Justifying the BI and CI Functions using ROI and Other Measurement 

Tools (Interactive) ✪ 

Track 4 - B Developing Competitive Intelligence Process for a B2B Company 


Track 5 The Information and Communication Technology Industry's Top Game 

Changer (Active Dialogue) 




Track 1- A How To Use Customer Time as a Competitive Weapon (Interactive) 

✪ 

Track 1- B Competitive Intelligence in Developing Economies: A Comparative 

Study Between South Africa and Brazil (Executive Insight 


Track 2- A How to Build a World-Class Win/Loss Program (Interactive) ◆ 

Track 2- B Dissecting Financials to Pinpoint Winners & Losers: Products, 

Competitors & Industries (Executive Insight Presentation) ✪ 

Track 3 - A Guarding Against Google: Keeping Company Secrets Off the Web 


Track 3 - B Microsoft's Listening Engine: Using Social Media to Drive Product 

Improvements /ROI (Executive Insight Presentation) ✪ 

Track 4 - A Developing Research Frameworks for New Market Entry Decisions 


Track 4 - B Tactical Credibility - A WIKI As Your Strategic Calling Card (Executive 


Track 5 The Medical Devices Industry's Top Game Changer (Active Dialogue) 

Track 6 ENCORE SESSION - Strategy Maps: Competitor Analysis Beyond 

Four Corners (Interactive) ✪ 

3:40pm - 4:25pm Networking, Refreshment, and Exhibition 

4:25pm - 5:30pm EXECUTIVE THINK TANKS 

Choose one of the following general session think tanks: 

Think Tank 1 - Mega Trends: The Impact on Your Career 

and Industry ✪ 

and 

Think Tank 2 - SWOT Away the Competition: Tools for 

the 21st Century CI Professional ◆ 


9:00pm - 12:00am Rock 'n Roll Dance Party 

THURSDAY, MAY 17, 2012 

GENERAL SESSION, SCIP ANNUAL AWARDS, AND EXHIBITION 

7:45am - 1:30pm Information Desk Open 



8:45am - 9:15am KEYNOTE – The Agile Organization: Adapting Nimbly to 

Disruptive Industry and Market Forces 

9:25am -10:25am Concurrent Tracks 

Choose one of the following interactive sessions or executive insight presentations from 

these select tracks during this time frame: 

Track 1 Macro to Micro: How to Apply Mega Trends to Develop Growth Strategies 


Track 2 Identifying Growth Opportunities While Mitigating Risk in an 

Uncertain World (Interactive) ✪ 

Track 3 - A The Real CI - From Theory to Application (Interactive) ◆ 

Track 3 - B Link Analysis: Visual Projection of Common Methodologies 


Track 4 - A The Right Organizational Model is Key to CI Program Success (Interactive) ✪ 

Track 4 - B Planting the CI Seed: Growing a Competitive Intelligence Program 


10:25am - 10:55am Networking, Refreshment, and Exhibition 

11:00am EXHIBITION HALL CLOSES 

11:00am - 11:30am EXECUTIVE ADDRESS – CI in the Digital Age 

11:30am - 12:00pm EXECUTIVE PANEL – The Digital Native Mindset: 

Rethinking and Reinvigorating CI 

12:00pm - 12:15pm The State of SCIP 

12:15pm - 12:45pm SCIP Annual Awards 

12:45pm - 1:15pm Top Take-Aways Panel 

1:15pm SCIP 2012 International Annual Conference & Exhibition 

Concludes 


SPONSORS & EXHIBITORS 

STRATEGIC PARTNER: 

Proactive Worldwide, Inc. (PWW) is a global decision 

support, research, and consulting firm. Our suite of 

customized programs and services, which are anchored 

by our heritage of process-driven primary research, 

provides our clients with evidence-based strategic 

intelligence. We develop action-oriented solutions that 

optimize our clients' decision making and positively impact the overall value 

of their business. For over 15 years, PWW's multi-lingual professionals have 

been collaborators and trusted advisors to clients in the fields of life 

sciences/healthcare, financial services, technology/ telecommunications and 

consumer/industrial goods. For more information, please call us toll-free at 

888-925-9125 and visit www.proactiveworldwide.com 

KNOWLEDGE PARTNER: 

Frost & Sullivan, the Growth 

Partnership Company, enables clients 

to accelerate growth and achieve 

best-in-class positions in growth, innovation and leadership. The company’s 

Growth Partnership Service provides the CEO and the CEO’s Growth Team 

with disciplined research and best-practice models to drive the generation, 

evaluation, and implementation of powerful growth strategies. Frost & 

Sullivan leverages 50 years of experience in partnering with Global 1000 

companies, emerging businesses and the investment community from more 

than 40 offices on six continents. To join our Growth Partnership, please 

www.frost.com 

EXHIBITORS: 

Allis Information Management (AIM) 

Burning Glass Technologies 

Capital IQ 

Cipher Systems 

Comintelli 

Digimind 

Dolcera 

Emerging Asia Group 

Global Intelligence Alliance 

IBISWorld 

Ignite Intelligence Solutions 

InfoNgen 

I.S.I.S. – Integrated Strategic Information Services, Inc. 

Market Awareness 

Marketing One, S.C. 

Navigate International 

Questel 

SAI 

SIS International Research 

XMI Consulting 

SPONSORS: 

Stay ahead of the competition with Adis databases. Monitor drug 

developments worldwide with Adis R&D Insight. Track and 

evaluate clinical trials with Adis Clinical Trials Insight ® . 

www.adisinsight.com 

Acquire Media’s NewsEdge solutions gather intelligence 

more efficiently, analyze it more precisely, and c 

ommunicate it more effectively. Learn more at 

www.acquiremedia.com. 

Aurora’s 15 years of global industry experience can 

help you with primary competitive and market 

intelligence, news monitoring, systems implementation support, or other program 

design challenges. www.aurorawdc.com 

Blueocean Market Intelligence combines the talent, speed and 

cost benefit of a flat world to deliver a fresh approach to 

business decision-making. www.blueoceanmi.com 

Fletcher/CSI provides Fortune 500 companies with 

global intelligence through access to primary sources, 

proprietary methodology, in-house research and worldwide network of incountry 

intelligence/ research professionals. www.fletchercsi.com 

Fuld & Company is a competitive intelligence 

consulting firm, providing research & analysis, 

scenario based planning and strategic gaming to global organizations in multiple 

industry sectors including technology, financial services, healthcare, industrial 

manufacturing, and consumer goods. www.fuld.com 

LexisNexis ® is a leading global provider of contentenabled 

workflow solutions designed specifically for 

professionals in the legal, risk management, corporate, government, law 

enforcement, accounting, and academic markets. Learn more at 

http://corporate.lexisnexis.com or 1-800-227-4908. 

Outward Insights is a strategy and competitive intelligence 

consulting firm that provides the skills, tools and counsel 

that clients require to anticipate external threats, identify business 

opportunities and develop strategies to achieve a leadership position. 

http://www.outwardinsights.com. 

Sedulo Group is a leading global competitive intelligence and 

strategy consulting firm. Our firm provides clients with the 

primary research based intelligence they need to outperform the market and the 

competition. www.sedulogroup.com 

ShiftCentral is a leading provider of daily market intelligence 

services. Our analysts sift through relevant information every 

day and provide custom briefings based on a client’s specific strategic needs. 

www.shiftcentral.com 



REGISTRATION AND WORKSHOPS 




10:00am - 6:00pm W1 - War Gaming for Veterans 

Workshop Facilitators: 

Leonard Fuld Erik Glitman 

President Chief Executive Officer 

Fuld & Company Fletcher/CSI, LLC 

David Kalinowski Ken Sawka 

President & Chief Operating Officer President 

Proactive Worldwide, Inc. 

✪ Veteran Exposure 

Limited Seating 

Outward Insights 

Back by Popular Demand! 

Business war games are not about war; they’re about learning. You need to know how people 

think and behave because in real life you’re not up against spreadsheets or PowerPoint – you’re 

up against people. Working in teams, participants will stress-test their strategies against 

competitors’ best moves in a fast-paced, challenging war game. 

Participants will receive briefings from leading competitive intelligence solution providers about 

the company they will role play, and teams will battle for the best ideas on how to outsmart 

their competitors. The workshop leader will impart all the strategy frameworks applied in a 

war game. For anyone tired of merely compiling data, this is the real intelligence workshop. 

Key Take-Aways: 

AGENDA Monday 

CONFERENCE TRACKS 

Dedicated to your chief challenges, opportunities and concerns. 

Track 1 Strategic Intelligence & Competitive Strategy 

Track 2 Competitive Intelligence Analysis 

Track 3 CI Tools 

Track 4 CI Organizational Models and Professional Growth 

Track 5 Active Industry Dialogues 

Track 6-8 Bonus Tracks….Stay Tuned! 

g The core principles of superior strategy 

g Diagnostics to determine if the strategy is defensible 

g Greater expertise in using intelligence to predict competitors’ moves, and 

applying their predictions to formulate superior strategies 

6 

SCIP 2012 brings you a powerful and dynamic agenda: Five tracks, Two learning levels, 22 executive 

insight presentations from leading competitive intelligence and competitive strategy executives, 30 

interactive sessions, and Seven pre-conference workshops. All this, combined with endless 

opportunities to network, make new contacts, share experiences, best practices and lessons learned, 

make SCIP 2012 the one conference you need to be at to sharpen your competitive edge. 

10:00am - 6:00pm W2 - CI 101 ® 

CI 101 ® is a registered trademark of Fuld & Company. CI101 ® will constitute the first day of the SCIP CIP 

Certification Conferred by ACI 

Workshop Leaders: 

Michael Sandman Arjan Singh 

Vice President Head, Competitive Intelligence 

Fuld & Company Endo Pharmaceuticals 

◆ Early Exposure 


CI 101 ® is designed for those who are relatively new to the field of CI. Participants often 

include seasoned executives in other corporate functions who have, or will assume, 

responsibility for CI initiatives and activities. 

CI 101 ® delivers the foundation for success. It is a step by step guide to gathering and analyzing 

intelligence, and effectively managing the process. Participants will tour sources of secondary 

intelligence, and then take a deeper dive by examining techniques for conducting primary 

research (“human intelligence”) – the heart of good intelligence gathering. Finally, interactive 

roundtable discussions and group exercises are focused on intelligence analysis, the key to 

delivering good intelligence. The power of the workshop is drawn from the combined 

consultant and practitioner perspectives of its leaders, and the insight and experiences of all 

participants. 


g Defining “Intelligence” 

LEARNING LEVELS 

Each session has a designated learning level. We 

recommend you give special consideration to the 

learning levels when selecting the sessions you plan 

to attend, to ensure you receive maximum value: 

KEY: 

◆ = Early Exposure: Relatively new 

to CI, or new to this aspect of CI. And/or 

familiar with fundamental techniques of CI and 

experienced in working with other business 

disciplines in the organization. 

✪= 

Veteran Exposure: Tenured, with extensive 

experience in developing and implementing 

corporate strategy. 

SESSION FORMATS 

Each session, when applicable, has been designated a 

format for your consideration when selecting 

sessions. 

Interactive - Power Point Free Zones engaging 

attendees in interactive discussions and/or exercises. 

Executive Insight Presentation - Case 

history/best practices/ presentations delivered by 

competitive intelligence and competitive strategy 

executives within an organization. 

g Illustrations of how to create intelligence from the bits and pieces of raw data 

g Effective techniques for talking to people to obtain human intelligence 

g Template to organize the collection effort – within legal and ethical boundaries – so that 

you have the time to add value through analysis 

g Proven best practices for building and managing the intelligence function 


3:00pm - 6:00pm W3 – Competitive Intelligence Dashboards: 

Keeping the C-Suite Informed (and Involved) 


Dan Mulligan George Barnes 

Assistant Professor Analyst 

Mercyhurst College Mercyhurst College 


Interactive 


Many leaders use internal dashboards to monitor their organizations. Competitive Intelligence 

Dashboards (CIDs) help to monitor the competitive landscape. A CID keeps leaders informed 

AND involved in Competitive Intelligence (CI). This workshops details which competitive 

indicators are most suitable for CIDs and then provide options for companies to create CIDs 

with commonly available software (Excel). 

CIDs not only keep decision makers current with competitive analysis, they keep the CI 

department collaboratively involved on a daily basis with senior management. The framework 

of this workshop is case histories of the development of CIDs. 


AGENDA Monday/Tuesday 

g Guides to create custom CIDs 

g A process to collaboratively determine which CI indicators are most useful for the 

decision maker 

g Examples of customizable dashboards which inform and involve the C-Suite 

4:30pm - 6:00pm Sponsor & Exhibitor Orientation, Registration & 

Workshop Reception 

6:15pm - 7:00pm Speaker & Thought Leader Orientation 

7:15pm Meet in Hotel Lobby – Night of Networking at 

Lucky Strikes 


REGISTRATION, WORKSHOPS, GENERAL SESSION AND EXHIBITION 




8:30am - 11:30am W4 – Creating a World-Class Intelligence Program 


Jan Herring Judith Leavitt 

Principal Strategic Intelligence Manager 

Herring & Associates LLC Rockwell Collins, Inc. 


Interactive 


Few corporate intelligence efforts ever achieve the effectiveness that their executive sponsors 

originally desire. Most operate in an informational services mode that meets minimal 

expectations. A few, however, become true intelligence operations supporting the company’s 

business development and decision making needs. These are the types of CI programs that are 

called World Class and that most business executives would like to have. The path to that kind 

of CI program has been mapped out and is presented in this interactive workshop. Participants 

will explore an innovative world-class CI program map, and collaborate on improvements to 

the model. 


Night of Networking – Lucky Strike Lanes 

g A template for establishing a new corporate CI program 

g An assessment of your established CI program's current status 

g A Work Plan to advance your CI program to the next level on its way to World-Class status 

Our first ever Night of Networking 

will kick off this year at the unique 

entertainment establishment Lucky 

Strike Lanes. We will have our own 

private posh lounge featuring four lanes 

for bowling, two billiard tables and 

plush, comfy couches. This night will 

provide a perfect setting to stimulate 

networking in a rich atmosphere of art, 

music and an energetic crowd. Get 

ready for a night of sophistication, 

interaction and relaxing conversation. 

So lace up your shoes and register now 

for a relaxing and interactive night 

devoted to making new contacts and 

creating great memories. Join us for 

food, fun, games and lounging at Lucky 

Strike Lanes! 

Cost $30.00 per person - covers 

bowling, hors d’oeuvres and 

networking for the evening. 

Hosted by: 


8:30am - 11:30am W5 – Go Beyond Google: Gathering Internet 

Intelligence 


Sean Campbell Scott Swigart 

Co-Owner Co-Owner 

Cascade Insights Cascade Insights 


Interactive 


Knowing a competitor’s strategies, in advance, can be the difference between success and failure, 

and yet members of business leadership teams, marketers, and sales teams are stretched too 

thin just “doing their job” to spend much time really analyzing the competition. During this 

workshop, we’ll show you how you can make the most of open source intelligence (OSINT) 

assets. All attendees will also receive a free copy of Sean and Scott’s book on gathering Internet 

based OSINT entitled: Go Beyond Google: Gathering Internet Intelligence – listed as a must 

read for 2009-2010 by the Strategic and Competitive Intelligence Professionals association. 


g 20+ free Web tools for Competitive Intelligence 

g Best practices for searching the deep web 

g Multiple examples of how these tools have been used in competitive intelligence projects 

g Guidance as to how you should rank and prioritize open source intelligence sources 

8:30am - 11:30am W6 - Did Our Strategy Work? A Great Question 

We Answer Badly 

Workshop Leader: 

Mark Chussil 

Founder and Chief Executive Officer 

Advanced Competitive Strategies, Inc. 


Interactive 


A famous CEO rides in to turn around an ailing company. The company does not turn around. 

The CEO is blamed, shamed, and fired. His or her strategy obviously failed. Or did it? We 

strategists unconsciously, unintentionally, and systematically make mistakes when we assess 

whether our strategies worked. The implications are serious, for our careers and for our 

businesses’ performance. This workshop will deconstruct how companies assess performance 

to see how we sow the seeds of our own disappointment. We will see how we reward the 

lucky-but-not-smart and punish the smart-but-not-lucky. We will show how to do better. 


g The three massive assumptions that drive how we judge a strategy’s performance, and why 

they are debatable at best 

g Ways CI, scenario thinking, and simulation should supplant trends, spreadsheets, and 

SWOT at the core of strategy decision-making and assessment 

g Insight into how fancy technology can help… and how you can make massive 

improvements even without it 

8:30am - 11:30am W7 - Next Gen Internal Human Source Networks 


Gary Maag Phil Britton 

Chief Executive Officer Senior Manager, Competitive Intelligence 

Proactive Worldwide, Inc. Best Buy Company 

Nikki Gainey 

Global Business Analysis Director 

GE Healthcare- Ultrasound 


Interactive 


Networking within your company isn’t a meeting you attend once a month, or a speed dating 

event, complete with bells ringing you on to the next prospect. It’s not an after-hours cocktail 

party, and it sure doesn’t end in passing out your business card. Networking is a mindset. It’s a 

philosophy, a lifestyle and a discipline. It’s a conscious choice to genuinely connect with leaders, 

influencers and the people behind the titles within your company. 

8 

AGENDA Tuesday 

Building productive internal human source networks is crucial to successful CI in any size 

organization, and often boils down to an understanding of how to build transformational vs. 

transactional business relationships, grasping the process of proper internal human identification, 

establishing reach and frequency through the law of connections and following a roadmap to 

success by properly maintaining your network. 

We will look at what relationships are most important and how to create opportunities to build 

and identify information connections. We’ll talk about how to communicate and build strong, 

mutually beneficial links to information power houses. Most importantly we will discuss how to 

make the network process sustainable so it builds upon itself. 


g A winning process for identifying the most important internal relationships 

g Steps to develop internal transformational business connections 

g Best practices for communicating and effectively managing those connections 

GENERAL SESSION 

1:00pm – 1:30pm GENERAL SESSION - Welcome & Opening 

Remarks 

Ken Garrison 

Chief Executive Officer 

SCIP 

Patrick Nugent 

Master of Ceremonies 

1:30pm – 2:15pm KEYNOTE - Future Proofing CI: Macro Trends in 

the Strategic Landscape 

Govindan Nair 

President/Chief Executive Officer 

Hemispheres Solutions LLC 

Former Lead Economist at the World Bank 

Drawing from his global advisory experience (working with senior executives in governments, the 

private sector, civil society organizations and academic institutions), Mr. Nair will illustrate how 

competitive intelligence and strategy professionals can deliver better hindsight and foresight. 

Discover how this hindsight and foresight can increase the value of the CI professional's 

organizational value by empowering it to better deal with the micro-level consequences of 

unexpected macro-level shifts in a complex global economy. 


g New thinking on some of the challenges to contemporary corporate foresight which 

arise from findings in modern behavioral economics research 

g Insights on structural shifts in global demographic and production patterns and related 

locational shifts in consumption, research and innovation 

g Examples of recent developments in various regions of the world including the Eurozone 

and emerging economies 

2:25pm – 3:40pm Concurrent Tracks 



Track 1- A Deploying CI for Strong Long Term Brand 

Positioning 

Facilitator: 

Gabriel Anderbjörk 

Chariman of Board 

Comintelli 


Interactive 


If you need to get a message through to as many people as possible and all you’ve got is one 

opportunity to use broadcast radio, what frequency would you use? If the message is target for a 

given interest group, use a targeted broadcast channel! If the message is for all, use the channel 

most listened to. However, when communicating your brand messages there is certainly no 

national broadcast statistics bureau to call for an answer, but your CI team should be able to 

provide you with the “frequency” to use – given that they have the right tools and methods… 


g Ways to optimize the leverage of budgets for brand communication 

g Insights on CI operations defining choice of communication channels 

g CI actions for responding to brand crisis events 


Track 1- B Developing Strategy From CI 

J. Kevin Mann 

Manager, Competitive Intelligence 

IBM Corporation 


Executive Insight Presentation 


Executives are hungry for a clear connection between strategy and competitive analysis, yet 

project requests, even from senior executives, are often vague: “I have an important meeting next 

month, can you get together a competitive landscape?” In this session we will learn practical 

techniques for clarifying tactical options, choosing analytic frameworks that will lead to 

recommendations, and drawing connections to competitive strategies. 


g A guide to mapping your strategic high-ground 

g Ways to determine routes and tactics to execute your strategy 

g Approaches to scoping projects to drive action recommendations with strategic value 

Track 2 - A Linking Intelligence to Strategy with an Early 

Warning Indicators Framework - SOLD OUT!! 

Encore session has been added on Wednesday 

at 10:00am 

Facilitators: 

Kenneth Sawka Dom Bovalino 

President Marketing Director 

Outward Insights Deeley Harley-Davidson Canada 


Interactive 


Outward Insights and Deeley Harley-Davidson Canada have partnered to create and implement a 

strategic early warning framework that is enabling the CI function to gain relevance in strategic 

decisions addressing marketing strategy and penetration, and product planning and management. 

This session will illustrate how to create and manage an intelligence early warning indicators 

framework, and how to use it as a strategic management tool for the CI function. It will 

demonstrate how an early warning framework creates a structural bond between CI and 

strategic planning, and how it can increase the organizational value and importance of CI. 



g Five simple steps for developing a meaningful intelligence early warning indicators 

framework to guide strategic intelligence collection and analysis 

g Real-life examples depicting how to use an early warning indicators framework to create 

structural links between CI and an organization’s strategic planning and strategic 

decision-making processes 

g A how-to guide for using early warning indicators as a strategic management tool that 

helps organizations create, and decide among, strategic options 

Track 2 - B 3M Intrapreneurship: Highest Quality Business 

Intelligence at an Affordable Cost 

Sandra Kelly Michelle Ebert 

Strategic Customer Insight Manager Senior Analyst, Business Intelligence 

3M Company 3M Company 




With 40 distinct technology platforms and six “big businesses” encompassing diverse products 

ranging from stethoscopes to industrial abrasives to automotive films, 3M Company has exciting, 

but difficult, needs to address in the area of business intelligence. 3M has developed a unique 

“intrapreneurial” business intelligence function within Corporate Marketing which utilizes a “feefor-service” 

format that not only provides business intelligence at a low cost, but also provides 

full-time consulting by BI experts who work exclusively on 3M projects. A case study from one 

industrial business will highlight the broad scope and innovative approach of this “company within 

a company” model. 


g Details on an innovative “intrapreneurial” model to provide high quality business 

intelligence and expertise at an affordable cost 

g Steps to set up the service and run it efficiently 

g Examples of the successes and challenges encountered 

g A review of a case history of an exceptional six-month business intelligence project for a 

new growth opportunity which was managed and executed by this innovative service. 

This project has received accolades from all levels of the corporation and is being 

replicated. Walk you through the steps, the methodologies, the team, and the templates 

and learn specific project management skills which made this project a success 

Track 3 - A Beyond Mentions/Sentiment: Developing Social 

Media Reports that Truly Drive Action 

Facilitators: 

Alice Fawver Kristen Markson 

Partner, Account Director 

Senior Vice President of Client Services blueocean market intelligence 

blueocean market intelligence 


Interactive 


CI teams have embraced social media listening, but many struggle to move their CI products from 

‘what happened’ – reports dominated by mention counts and sentiment meters - to ‘so what’ and 

‘what to do next’. This session presents best-practice examples of action-driving reports that 

directly link to ROI measures. Using actual data, participants will work in small teams to convert 

rear-facing scorecards into prescriptive CI products that drive organizational action. Teams will 

brainstorm ways to measure the ROI created from their new CI product, so internal stakeholders 

move from ‘interesting information’ to a ‘must-have’ resource that directly impacts their success. 


g Examples of best-in-class CI reports and how they are linked to concrete ROI 

g Guide to the components that transform a social media listening program from 

‘interesting’ to ‘must have’ 

g Scorecard your team can use to evaluate the Impact Quotient of your current and 

future social media products 

Track 3 - B Primary Source Network Optimization 

Pramod Bhatt 

Head of Protective Intelligence – South Asia 

Deutsche Bank 




How do you ensure that you have right primary sources with right expertise at right place to 

provide you right information at the right time? 

Competitive intelligence professionals are making good use of secondary sources but, in the 

bargain, tend to neglect the importance of maintaining an optimized and efficient intelligence 

primary source network. 

The CI professionals need to build and optimize their primary source network by using 

intelligence source management tools and techniques such as source grading and evaluation, 

source coverage and expertise, source details and contact cards, source activity and productivity, 

and source mapping and MIS. 


g Concrete ways to ensure that you have reliable sources with right expertise at right 

place to provide you credible information whenever you need it 

g A roadmap to building a customized source management tool 

g An approach to primary source network mapping to address gaps in primary source network 


Track 4 - A Integrating CI with Real World B-to-B Market 

Development 

Facilitator: 

D. Craig Blizzard 

Vice President and Industry Practice Director 

Blizzard Consulting Group LLC 


Interactive 


Competitive Intelligence and Market Development are often viewed by B-to-B as separate and 

sometimes sequential activities. This interactive session will illustrate how the two processes can 

be integrated for better resource utilization and enhanced competitive CI and MD results. 


g Steps to integrate Competitive Intelligence and Market Development for enterprise benefit 

g Insight on how ongoing CI can be used to fine-tune Market Development activities 

g Examples of successful Market Development activities that can form the foundation of a 

low-cost CI platform 

Track 4 - B The Newly Established CI Function – First 100 Days 

Moderator: 

Joeanne Thomson 

Vice President, Client Development 

ShiftCentral Inc. 

Panelists Include: 

Bill Fiora Mark Greene 

Competitive Intelligence Leader Chief Business Development Officer 

GE Healthcare Waller Lansden Dortch & Davis, LLP 

Paul Osmond 

Director, Platform Competitive Intelligence 

Research in Motion 


Executive Insight Panel 


Gain insight on how CI professionals from different industries have set-up the CI function in their 

organizations. Mark Greene will discuss his challenges and success factors in developing the 

function in an industry where CI is still new and emerging; while Bill Fiora will share his first 100 

days re-inventing the CI function for a global company and connecting existing, but disparate CI 

efforts; and Paul Osmond will talk about establishing the function in an industry in rapid flux with 

new competitive products emerging daily. 


g Examples of how the CI function was integrated into different organizations 

g New thinking on the CI leader’s role with the C-suite and their changing priorities 

g Illustrations of how their teams support strategic planning and operational decisions 

Track 5 The Pharmaceutical Industry's Top Game Changer 

Mark Little, Ph.D. 

Vice President, Business Intelligence 

Covance 

Active Dialogue 


Join this active dialogue discussion to explore a game changer specific to the Pharmaceutical 

industry and how this disruptive trend will change its future landscape. This session, moderated by 

an industry practitioner, is not designed to provide competitive intelligence on the industry itself. It 

is, rather, designed to explore and anticipate how the nature of the industry is likely to change as a 

result of Personalized Medicine. 

3:40pm Exhibition Hall Opens 

10 


Internet Cafe 

Hosted by: 

Located adjacent to Outward Insights booth 

3:40pm – 4:30pm Networking, Refreshment, and Exhibition 

4:30pm – 5:45pm Concurrent Tracks 



Track 1 - A Competing in Adjacent Markets: Finding Your 

Blue Ocean 

Facilitator: 

Erik Glitman 


Fletcher/CSI 


Interactive 


This interactive session will address how CI professionals can support identification of adjacent 

markets where there is opportunity for growth. Session participants will share experiences in how 

to find a “blue ocean” in adjacent markets where the existing market players see a “red ocean”. 

Tools to create success in the adjacent market will be described and CI issues in adjacent markets 

will be described. Participants will gain a better understanding of how to look at adjacent markets 

for new opportunities based on competitive levels and traditional market assessment tools. 


g A guide to viewing adjacent markets as a source of new revenue and new competition 

g Shared learning on how adjacent markets can be viewed through different lenses and 

produce different results depending on the lenses used 

g Insight into how CI professionals can take a leadership role in the identification of 

adjacent markets where growth opportunities are greatest and how that same 

identification can be used to locate emerging threats from adjacent markets 

Track 1 - B Scenario Planning 101 

Nanette Bulger 

Senior Director and Sector Lead, Market Intelligence 

Marketing and Strategy 

Philips Healthcare, Royal Dutch Philips 




The economic downturn has created significant angst in the market and resulted in reactionary 

behavior on the part of competitors across the global landscape in many markets. As a result, 

decisions are made that often represent short term fixes and limited outlook; leaving many 

companies ill-positioned for downturns and the ability to “ride out” the economic lows. 

Organizations that have built disciplined robust long range planning that is supported by the ability 

to do driver based scenario analysis are often the companies that are the most well equipped in 

difficult times. They see the downturns coming and not only prepare for it but execute on growth 

strategies despite market concerns. 

This session will discuss the use of true driver based scenario planning to chart a growth strategy 

for key markets in the face of high industry and competitive uncertainties. 


g The definition of true driver based scenario planning 

g Best practices for using scenario planning to evaluate and plan for future uncertainty in terms 

of selection of markets, timing and deliverables 

g Action steps for how to apply scenario-based strategic planning within your company 

g Steps for applying scenario-based strategic planning to help companies achieve a higher level 

of success when developing and implementing strategies for growth 


Track 2 - A Raising the Corporate IQ 

Facilitator: 

Greg Merkle 

Vice President of Product Strategy, Information Architecture and Design 

Dow Jones & Company 


Interactive 


Raising a company’s corporate IQ can drive its competitive intelligence and advantage. New 

and emerging technologies can help move beyond the simple search box to uncover the 

information that organization needs. By taking a look at industry trends such as semantic Web, 

social networking, visualization and mobility, Greg Merkle will discuss how leveraging the right 

information and technologies in the workplace can make companies (and individual) smarter, 

drive competitive advantage and increase productivity. The interactive session will also share 

examples of companies leveraging news and information in innovative ways including in depth 

analysis of news for predictive intelligence. 


g New ways to get to insight and analysis faster – gain a strategic vantage point with big 

picture perspectives 

g Tools for how to leverage new and emerging technologies for better competitive 

intelligence 

g An analysis of how industry trends are changing the information landscape – a look at 

the information and CI landscape of the future 

Track 2 - B Wild West 2.0: Ethical Online CI Collection 

Phil Britton 

Senior Manager, Competitive Intelligence 

Best Buy Company 




Just because you can collect intelligence anonymously online, should you? Join this interactive 

group discussion as we explore the ethical boundaries using sources such as LinkedIn, web forums 

and message boards for finding information. When and how much should you disclose? Are any 

online forums off-limits? Where do the grey areas lie when it comes to internet intelligence? 



g An examination of whether the rules are different between online, phone and in-person 

CI collection? 

g Evaluation of how much should you disclose about yourself and your company? 

g Insight into when a thorough web search cross the ethical line? 

Track 3 - A Pressure Point Analysis: A Tool that Not Only Helps 

Predict but Influences the Future 

Facilitators: 

Gary Maag Joseph Metallo 

Chief Executive Officer Managing Director EMEA 

Proactive Worldwide, Inc. Proactive Worldwide, Inc. 


Interactive 


Competitive intelligence is one of the only strategic research methods that can give insight into 

the future by understanding where competitors currently are, where they want to be, and the 

steps are they are planning to take to get there. Can you envision a way to defend against those 

competitive plans with a method that helps recognize and counter competitive tactics? 

The traditional definition of a pressure point is a contact that produces a certain response 

when force is applied. Pressure points can be used to exploit a weakness or vulnerability to 

gain an advantage over an opponent, whether in martial arts or in business. Pressure applied to 

critical weak points can make it difficult to compete. 

Pressure point-focused competitive intelligence identifies a competitor’s weak points. Once these 

pressure points are recognized, various defensive measures – pressure point control tactics 

(PPCT) – can be applied to block or thwart competitive moves, providing a business time to 

redirect, adjust or accelerate its own efforts to regain the upper hand. 

This session provides a clear understanding of the use of Pressure Point-Focused CI and 

stimulates thinking about how to apply this method. The session will lay the ground work for high 

impact decision support counter-efforts. 


g An approach to isolating competitive business pressure points through forensic CI 

mapping 

g Action items to prioritize areas of critical mass 

g Pressure point control tactics 

g Best practices in applying the use of pressure point focused CI 

Track 3 - B Geo-Intelligence: Gaining Share of Market Through 

Micro Located Opportunities 

Victor Acquaviva 

Market Intelligence Coordinator 

O Boticário Franchising S/A 




O Boticário has more than 3.000 stores in Brazil. To achieve this goal, the market intelligence team 

created a methodology to increase the number of stores and map the expansion impact on the 

company results. This presentation details several secondary data sources considered which supported 

the team recommendation and targets to sales force, which is quarterly measured by the CI team. 


g Mapping opportunities through Geo-Intelligence 

g Defining methodologies supported by secondary data 

g Case Study – Action plan based on a geo intelligence process 

Track 4 - A ‘Look Who's Talking’– Developing an Effective 

Counter Competitive Intelligence Program 

Facilitators: 

Heath Gross 

Managing Partner 

Sedulo Group, LLC. 

Tamer Sharkawy 


Newell Rubbermaid 


Interactive 


Who is better qualified to lead an organization’s counter-CI strategy than those that practice the 

discipline on a day-to-day basis? In today’s highly competitive market, protecting the flow of 

information within your company is as vital to the success of your organization as gathering 

intelligence on your competition. Led by a former US Counterintelligence Agent, this session will 

provide the knowledge and tools you need to evaluate your current Counter-CI capabilities, 

develop your organization’s Counter-CI program and establish a training program that will help 

members of your organization detect and report competitive intelligence activity. 


g A framework to evaluate current Counter-CI capabilities 

g Action steps for developing an internal Counter-CI program 

g A guide to establishing a training program that will help detect and report competitive 

intelligence activity 


Track 4 - B Thinking Strategically: Transitioning from the 

Competitive, to Strategic Intelligence Executive 

Arjan Singh 

Head, Competitive Intelligence 

Endo Pharmaceuticals 




One of the key challenges in competitive intelligence has been moving up the value chain to 

providing more strategic intelligence and then ultimately transitioning into a senior management 

role. Not many people have made this transition: This presentation will address the underlying 

factors that need to be in place to make that transition, describe a tangible roadmap for making 

this transition and detail the key pitfalls to watch out for. 


g A guide to transitioning from order taking to be a more proactive stakeholder 

g Insight into building credibility through progressively more strategic deliverables 

g Transparent frameworks for delivering intelligence 

g An approach to developing a succession plan 

g Best practices for getting a strategic intelligence mandate 

g Ways to balance the tactical vs strategic priorities 

g Next steps after finally making the leap 

Track 5 The Aerospace & Defense Industry's Top Game 

Changer 

Duane Grove 

Director, Strategic Development & Innovation 

Lockheed Martin IS & GS Scrutiny 



Join this active dialogue discussion to explore a game changer specific to the Aerospace & Defense 


an industry practitioner, is not designed to provide competitive intelligence on the industry itself. It 

is, rather, designed to explore and anticipate how the nature of the industry is likely to change as a 

result of the decreasing budget environment. Threat or Opportunity? Focus on what Strategy and 

CI professionals can do to support their executives when the news seems bleak. A challenging 

dialog on creative, value-generating ways to navigate market turbulence and the role of strategy and 

competitive intelligence in informing the discussion and creating growth opportunities. 


7:15pm Meet in Lobby for Wine and Dine Departure 

The networking never ends...join your colleagues in this dutch treat gathering to kick back, 

relax, and enjoy a meal with new found friends. It's another great opportunity to further 

business relationships. 


GENERAL SESSION AND EXHIBITION 

7:15am - 5:30pm Conference Registration Open 



12 

AGENDA Tuesday/Wednesday 

Internet Cafe 

Hosted by: 

8:15am - 8.45am KEYNOTE – Using Persuasive Leadership to 

Influence the C-Suite 

Dr. Mario Moussa 

President 

Moussa Consulting 

Co-Director, Wharton Strategic Persuasion Workshop 

At its core, competitive intelligence is about creating timely, actionable intelligence that helps 

support both the strategic and tactical decision-making process. In theory this is simple, but it has 

presented fundamental problems for many CI organizations. Actionable intelligence and brilliant 

ideas are not enough to influence members of the C-Suite. You also need “woo” — a unique blend 

of leadership, emotional intelligence, and relationship-building skills. Drawing on his experiences 

working with global executives, Dr. Moussa will draw upon anecdotes from business, politics, and the 

military to illustrate a systematic process for wooing senior executives in your company. 


g An enhanced capability to overcome the common barriers to communication with cross 

functional executives, and with the C-Suite 

g A guide to steer you in recognizing where it is most important to build collaborative 

working relationships 

g New ideas for articulating a vision that inspires people to work together on shared goals 

g Innovative ways to communicate successfully with multiple stake holders, including both 

specialists and general managers 

8:45am - 9:15am EXECUTIVE PANEL - Aligning Strategic 

Intelligence with the Enterprise Strategic Vision 

Moderator: 

Dr. Mario Moussa 

President 

Moussa Consulting 

Co-Director, Wharton Strategic Persuasion Workshop 


Jeff Allinder 

Senior Director of Competitive Intelligence 

Bright House Networks 

Scott Leeb 

Managing Director, Knowledge Management 

Rockefeller Foundation 

Joanne Mesite 

Director, Competitive Intelligence 

Strategy & Portfolio Solutions 

Pfizer World Wide R&D 

Ty Trenary 

Senior Manger, Competitive Intelligence 

T-Mobile USA 

CI executives often find themselves walking the line between the organization's strategic vision 

and their competitive intelligence activities on a day to day basis. Drawing from the experience 

and expertise of this panel of seasoned CI executives, this rapid fire session provides 

unparalleled insight into meeting this challenge head on. 


g A new capability to assess the extent of any gap between the strategic growth vision and 

its goals, and your current strategic and competitive intelligence activities 

g New ideas, processes and best practices to ensure the intelligence you deliver supports 

the vision 

g Concrete calls to action 


Solutions Showcase 

Hosted by: 





Track 1 - A Strategy Maps: Competitor Analysis Beyond Four 

Corners - SOLD OUT!! Encore session has been 

added on Wednesday at 2:40pm 

Facilitators: 

Mark Chodnowsky Michael Sandman 

Vice President, Manufacturing/CPG Practice Senior Vice President 

Fuld & Company Fuld & Company 


Interactive 


Hundreds of the world’s largest corporations use strategy maps to align operations with strategic 

goals. The latest thinking in the C-Suite is to apply strategy maps to assess the competition. This 

approach takes competitive intelligence beyond the output of a Four Corners analysis into the 

realm of anticipating what the competitor can accomplish and provides a framework for 

comparing your own organization’s execution of strategy with that of the competition. Strategy 

maps focus on what it takes to execute strategy –the financial, customer-facing, operations and 

human and technical resources elements of strategy execution. Based on the pioneering balanced 

scorecard work of Harvard Business School professors Kaplan and Norton and a recent article in 

the HBS Balanced Scorecard Report, this session will describe how to build a competitor strategy 

map and demonstrate how one can use strategy mapping. 


g Insight on uncovering a rival’s operational strengths and weaknesses 

g An approach to providing early warning on competitor initiatives 

g A guide to demonstrating to management where operational adjustments may be 

needed 

Track 1 - B Alliance, Partner…and Competitor! 

Jonathan Aflalo 

Strategic Intelligence Manager 

Swissport 




In today’s turbulent economy, the Aviation industry is known to anticipate many industries’ 

opportunities and threats thanks to business, competitive and knowledge intelligence. During 

this session you will be guided to apply innovative best practices by endorsing the challenge of 

partnering in your market, while competing with the same partner on a different market and 

protecting your proprietary intelligence. Thus, thanks to this approach your strategic intelligence 

will support your growth and strategic planning. 


AGENDA Wednesday 

g Best practices from a turbulent industry to ensure awareness of your market to 

strategically plan ahead thanks to any available sources of intelligence (internal or 

external) 

g Success factors to create innovative cross-industry collaboration by forming 

partnerships on your market while competing with these same players on other markets 

g Insights to value and protect your intelligence legally, confidentially, ethically while 

ensuring its cost effectiveness (ROI) 

Track 2 - A Agent-Based Modeling and Simulation — 

An Emerging Framework for CI 

Facilitator: 

Jess Laventall 

Co-founder 

American Choice Modeling 


Interactive 


The roots of Agent-Based Modeling and Simulation (ABMs) were formed at the dawn of the 

computing era. Only recently, however, have these techniques begun to make headway in helping 

to inform and solve critical business problems. Rich, visual simulations can be developed based 

on partial, vague or simply non-deterministic inputs which lead to unique and novel data 

visualizations that can be useful for informing decisions. This session details a framework for 

applying ABM techniques with CI methods playing a critical role in informing ABMs, and seeks 

feedback from the CI community to further develop ABMs with a CI orientation. 


g A breakthrough methodology beginning to be applied in the business world 

g An opportunity to weigh in on establishing a framework for ABMs within a CI context 

g Actual demonstrations of various ABM models to illustrate the rich visualization 

potential of ABM simulation 

Track 2 - B Typical Competitive Analyses Suck: How Quality 

Market Assessments Fix 

Geren Williams 

Vice-President of Capture Management 

CACI, Inc. 




The market assessment is an area of competitive intelligence frequently conducted ineffectively. In 

practice it often goes overlooked altogether. Inexperienced capture teams move directly into 

competitive assessment/analysis in a rush to focus intently on the competition. While commendable 

this limits the creativity and effectiveness of an overall business pursuit. Primarily it discourages the 

exploration of innovative teaming partnerships. This also skews whatever competitive assessment is 

conducted because it presumes that team members have a perfect understanding of the 

competitive landscape; at the outset of a capture effort this is seldom, if ever, the case. 


g Five lessons learned about conducting market assessments in practice 

g Repeatable, step-by-step methodology for conducting market assessments 

g Straightforward templates and visual examples to use in conducting quality market 

assessments 

Track 3 - A Successfully Managing Customer Push-Back: 

Essential Tools for the CI Professional 

Facilitator: 

David Gibson 

Senior Vice-President 

Kaiser Associates, Inc. 


Interactive 


Every time a CI professional responds to a request, there are “negotiations” between the CI 

professional and the customer [external or internal] to define the work to be done; while 

balancing customer needs vs. what the CI professional can deliver using the time and resources 

available. This session will provide CI professionals with tools to manage the inevitable push-back 

from customers and ensure success going forward. Using a case based on real examples, and his 

firm’s 30 years of experience; Mr. Gibson will lead a discussion on proven tools and techniques for 

managing customer push-back. 


g Strategies for managing customer push-back 

g 6 Tools to manage the CI professional/customer dialogue 

g Proven techniques for dealing with difficult situations 


Track 3 - B Developing Primary Source Collectors in Your 

Organization 

Tamer Sharkawy 


Newell Rubbermaid 




Why are you not taking advantage of the potential primary source collectors working in your 

organization? As CI professionals we are constantly looking at ways to better analyze data and align 

ourselves with decision makers. In that pursuit, we typically overlook the need to develop our own 

internal collectors within our organizations. Internal collectors are an invaluable force multiplier to 

the CI professional and using the right approach can unlock this data goldmine. This presentation 

provides practical steps on how to develop a primary source collector program to fuel your 

competitive intelligence engine. 


g Success factors for developing internal collectors 

g Ways to identify and recruit collectors in your organization (Target) 

g Steps to developing an easy reporting system for your collectors (Process) 

g A checklist for the development and rollout a collector training workshop (Teach) 

Track 4 - A Using Analytical Fitness to Develop Top-Grade 

Intelligence Analysts 

Facilitator: 

Dr. Craig Fleisher 

Chief Learning Officer 

Aurora WDC 


Interactive 


Research has shown that many organizations recognize deficiencies in their competitive analysis 

practices. Numerous common prescriptions for stemming this analytical/intelligence deficit have 

been offered to address it, like acquiring better analysts and information systems or investing more 

in the analytical process. This session takes a different approach to the problem. It offers a recently 

developed model called "analytical fitness" that describes how elite intelligence analysts in business 

can be trained similarly to the way world-class athletes are developed to perform in top-tier global 

competition. Application of the model is intended to boost analysts' ability to generate better 

insights. 


g Identification of a training and development-based means for improving competitive and 

strategic analysis 

g A solid understanding of the components and process steps to support achieving analytical fitness 

g Several demonstrated practices that improve analysts' capabilities to support their 

organization's intelligence efforts over time 

14 


Track 4 - B No More Lemons - Taking the Sour out of CI 

Alysse Nockels 


McAfee 

Jeffrey Chiesa 

Global Group Manager of Market Intelligence 

Kinetic Concepts, Inc. 




“The executives don't listen to me.” 

“I can't scale with current resources.” 

“Does anyone care about CI in my organization anyway?” 

Have you heard these statements before – more importantly, have you said them? Far too often we 

complain about our budgets being slashed, resources being taken away, and the overall dire nature of 

our CI functions especially with the current economic situation. While it is easy to fall into this line 

of thinking, this CI practitioner is all about taking those proverbial lemons and making lemonade! 

CI is a journey filled with plenty of “lemons.” This is one team’s story… 


g Lessons learned from a real-life example 

g Methods to maintain momentum, positivity, and motivation 

g Insight into how maintaining a “never say die” attitude can elevate your visibility and influence 

g Lemons to Lemonade worksheet 

Track 5 The Financial Services Industry's Top Game 

Changer 

Melanie Wing 

Vice President, Marketing, North American Commercial Solutions 

Equifax Inc. 



Join this active dialogue discussion to explore a game changer specific to the Financial Services 

industry and how this disruptive trend will change its future landscape. This session, moderated by an 

industry practitioner, is not designed to provide competitive intelligence on the industry itself. It is, 

rather, designed to explore and anticipate how the nature of the industry is likely to change as a 

result of increasing regulatory scrutiny. 

PROACTIVE WORLDWIDE 

GRAND PRIZE GIVEAWAY 

Fill out the survey in your registration 

packet on-site and have the chance to win 

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(inclusive of: 60" LED Television, 

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*Prize valued at $3,000, vendors are excluded. 


Track 6 ENCORE SESSION - Linking Intelligence to 

Strategy with an Early Warning Indicators 

Framework 

Facilitators: 

Kenneth Sawka 

President 


Dom Bovalino 

Marketing Director 

Deeley Harley-Davidson Canada 


Interactive 


Outward Insights and Deeley Harley-Davidson Canada have partnered to create and implement a 

strategic early warning framework that is enabling the CI function to gain relevance in strategic 

decisions addressing marketing strategy and penetration, and product planning and management. 

This session will illustrate how to create and manage an intelligence early warning indicators 

framework, and how to use it as a strategic management tool for the CI function. It will 

demonstrate how an early warning framework creates a structural bond between CI and 

strategic planning, and how it can increase the organizational value and importance of CI. 


g Five simple steps for developing a meaningful intelligence early warning indicators 

framework to guide strategic intelligence collection and analysis 

g Real-life examples depicting how to use an early warning indicators framework to create 

structural links between CI and an organization’s strategic planning and strategic decisionmaking 

processes 

g A how-to guide for using early warning indicators as a strategic management tool that helps 

organizations create, and decide among, strategic options 

11:00am - 12:10pm Solutions Wheel 

Play the “wheel” and join a series of rapid-fire, one-on-one meetings with leading 

solution providers. 

Running concurrently with… 

Town Hall #1 – Panel Discussion – Ethics: Everything is Old and is New 

Moderator: 

Joe Goldberg 

Director, Global Affairs 

AKPD Message and Media 


Richard Horowitz 

Richard Horowitz & Associates 

Attorneys at Law 

Phil Britton 


Best Buy Company 

Ben Lawder 

Senior Director of Market Intelligence 

ADP 

Zena Applebaum 

Manager, Intelligence and Intranet 

Bennett Jones LLP 


Ethics forever remains a key issue for the practice of competitive intelligence. Those new to the 

profession are looking for a road map to guide the establishment of their department policy. 

Those more experienced are seeing the normal practice being changed by new technologies and 

continued acceleration of the worldwide competitive landscape. 



g A baseline of ethics policies from a practitioner viewpoint 

g A variety of definitions of ethics on a global scale 

g Insight into the impact of social technologies on the ethics topic 

Town Hall #2 – Panel Discussion - Up the Corporate Ladder: Raising the 

Profile of CI in the Organization 

Moderator: 

Peter W. Shaw 

Chief Financial Officer 

ReliaMax 


Kurt Kobel 

Manager Competitive Intelligence 

Phonak 

Brad Roberts 

Head of Competitive and Industry Intelligence 

Aetna 

Shuntai Wang, Ph.D. 

Director, Competitive Intelligence 

WRD Strategy & Portfolio Solutions 

Pfizer Pharmaceuticals 

Monique Eddleton 

Director, Market Intelligence 

ADP 


Successfully raising the profile of strategic and competitive intelligence (SCI) in the organization is 

linked to our profession's ability to generate leaders who believe in the strengths of SCI, and your 

own ability to penetrate the leadership ranks of your company. In order to climb the corporate 

ladder to reach a C-level position in SCI or a C-level executive leadership role in other business 

disciplines, you better be able to demonstrate your ability beyond your current role and the great 

work you do in SCI. This session will lay out the knowledge and skills you must develop to move 

up in your organization, as well as explore how that knowledge and skill will change, sometimes 

significantly, as you achieve higher levels of corporate rank and responsibility. 


g Success factors for achieving C-level positions in your organization 

g Examples of SCI professionals who've risen the ranks and are serving in executive 

leadership positions 

g Action steps for enhancing your career if achieving a C-level position is your goal 

g Smart ways you can break out of the all too common trap of being too good at what 

you do 

12:10pm - 1:20pm The Power Lunch: Networking Roundtables Hosted by 

Industry Leaders 

Practitioners and solution providers host a menu of luncheon roundtable discussions 

on pertinent issues. Dine and dish with industry experts. The list of roundtable 

discussion topics will be available on-site. 

Hosted by: 

1:20pm - 1:30pm Session to Session Travel Time 





Track 1 - B Multi Scenario Planning 

David Conley 

Innovation Program Manager 

Intel 

Principal, Innomation LLC 




Planning for multiple scenarios often requires the analysis of, and reaction to, conflicting guidance 

and direction. The source of conflicting information and requirements can come from any 

number of sources including: scenario requirements themselves, differing needs of sectors, 

contradictions between sectors, and any other number of other sources. This session sets the 

stage for empowering you to take fundamental scenario planning to the next level. 


g A fresh perspective on the key to effective multi-scenario planning 

g Best practices for identifying and organizing contradictory requirements 

g Analytical methods for use in effectively modeling multiple scenarios with a focus on the 

resolution of conflicting requirements 

Track 2 - A How Wide is Your Moat? Assessing Competitive 

Advantage 

Facilitator: 

Danielle Lorenzi 

Lead Business Intelligence Analyst 

Lorenzi Consulting, LLC 


Interactive 


How sustainable is your competitive advantage? Revenue and profits are up, yet is your 

company ready for continued success? Participants will gain insight on how to access the 

sustainability of a company’s competitive advantage. You will walk away with tools on how to 

identify and rank resources that are key to your company’s survival and assess the sustainability 

of those resources. You will have an action plan on how to assess competitive advantage, 

identifying gaps where executives need to “shore up your company’s moat.” 

Case studies will be used to illustrate methods discussed. 


g Corporate Strategy Framework 

g An understanding of resource attributes for a sustainable competitive advantage 

g A methodology to access the sustainability of competitive advantage 

Track 2 - B Increasing Objectivity in Indicator & Warning 

Analysis – a New Methodology 

Nimalan Paul Shelly Freyn 

Experienced Commercial Leader Assistant Professor 

General Electric Co. Mercyhurst College 




A key objective of the competitive intelligence function is to provide top management with 

advance information on potential threats to the firm’s market position and on potential market 

opportunities. An effective tool towards fulfilling this two-pronged objective is Indicators and 

Warning (I&W) analysis. However, in this day and age where one is overloaded with information, 

there is a significant challenge in prioritizing and dealing with the available information objectively. 

This session will introduce a structured approach to enable prioritization and increase objectivity 

using the STEEP framework and Analysis of competing hypotheses (ACH) to enhance the 

effectiveness of I&W analysis. 

16 



g A tool to identify and monitor key indicators and avoid getting overloaded with 

information 

g A collection plan to gather information related to the defined indicators and determine 

the level of threat based on analysis of the information collected 

g A method to establish an audit trail, which enables analysts and decision makers to see 

how a particular analyst conclusion was reached 

Track 3 - A How Technology is Revolutionizing the Art and 

Practice of CI 

Facilitator: 

Karen Rothwell 

Vice President, Consulting Practice 



Interactive 


This interactive session will explore the changing landscape of the competitive intelligence 

discipline resulting from the growth of powerful technology tools. It will challenge some of the 

prevailing wisdom about the role that technology will play in the future of CI and will advocate 

for a greater reliance on the automation and indexing that new software platforms make possible. 

The session will focus on how we’ve been able to reduce the time commitment associated with 

traditional, labor intensive CI activities. 


g Insights on the impacts that technology is likely to play in CI in the coming years and the 

way it will shape not only what CI functions can accomplish, but also the very nature of 

the way they function and are designed 

g Simple and proven tips for integrating technology into new and existing workflows with 

an emphasis on understanding the advantage that firms can accrue from the strategic use 

of CI technology 

g Real world examples of how technology can often reduce analyst work loads and in 

some cases replace entirely traditional CI tasks, freeing analyst to provide higher order 

benefits and analysis 

Track 3 - B Wikis in Intelligence: The Good, the Bad, the 

Reality 

Kristan Wheaton 

Associate Professor 

Mercyhurst College 




With more than 100 strategic intelligence projects utilizing wikis to both manage the process 

and to produce the final report as its basis, this presentation condenses that experience into 

12 essential lessons learned for intelligence practitioners. Wikis have proven to be extremely 

valuable collaborative tools appropriate for a whole range of business uses. This presentation 

will focus on both the good and the bad of wikis in intelligence. Attendees will gain an 

evidence-based appreciation for the realities facing any analyst who seeks to use wikis to 

manage an intelligence project or produce an intelligence product. 


g Insight on what is a wiki and why is it important to intelligence professionals 

g Recommendations for when to use (and when not to use) a wiki to produce 

intelligence products 

g Concrete ways to maximize the impact of wiki-based products with decision makers 


Track 4 - A Justifying the BI and CI Functions using ROI and 

Other Measurement Tools 

Facilitator: 

Neil Mahoney 

Chief Executive Officer and President 

Global Pharma Alliance, Inc. 


Interactive 


One of the most challenging aspects of running a competitive intelligence (CI) function is 

measuring the impact of the CI group on the organization. While many groups attempt to use 

qualitative measures of their contribution, the real challenge is quantifying a Return on Investment 

(ROI) on the CI contribution to the company financial performance. This session provides 

insights on actual measures used in a global pharmaceutical company that utilized both qualitative 

and quantitative measures to expand the CI function on a global basis. 

Many CI professionals do not believe that a quantitative measure of ROI is possible since they 

perceive the CI function as a service organization. In reality, the CI function should is an integral 

part of the strategic planning process and by impacting management’s view of the competitive 

landscape, it can influence resource allocation through the impact on assumptions used to 

forecast revenues, promotional investments, and profit levels of key brands. 

Real life examples will illustrate the measurement of financial impact of the CI function over a ten 

year period that convinced senior management to significantly increase the investment in the CI 

function resulting in the growth of the group 


g An understanding of how CI supports and impacts the planning process via assumption 

inputs 

g Qualitative measures of CI contribution to the company 

g Quantitative measures for determining CI financial ROI to the company 

Track 4 - B Developing Competitive Intelligence Process for a 

B2B Company 

Steve Johnson Colin Drysdale 

Director, Strategic Marketing Corporate Planning Analyst 

T.D. Williamson Inc. T.D. Williamson Inc. 




In a B2B business model, how can you obtain information from private companies that are 

competitors? What information are you limited to and what analysis/conclusions can you make out 

of it? This presentation draws upon a practical example to introduce a template for a competitor 

intelligence brief. 



g A step by step guide to design a competitive intelligence process from scratch for B2B 

companies 

g Ideas to overcome issues like lack of information on private companies, and to make the 

best use of information to make strategic and tactical decisions 

g Template and process to help you immediately get started, and to develop and adhere to 

realistic timelines 

Track 5 The Information and Communication Technology 

Industry's Top Game Changer 

Edward W. Allison 

Director Competitive Solution Marketing 

Polycom 



Join this active dialogue discussion to explore a game changer specific to the Information and 

Communication Technology industry and how this disruptive trend will change its future 

landscape. This session, moderated by an industry practitioner, is not designed to provide 

competitive intelligence on the industry itself. It is, rather, designed to explore and anticipate how 

the nature of the industry is likely to change as a result of Unified Communications growing 

adoption throughout the enterprise. This is a paradigm shift that is impacting all areas of business 

processes and will provide substantial advantage to those enterprises that can harness new 

processes. Unified Communications will, and already is, impacting Competitive Intelligence in the 

enterprise. New ways to identify KITS, collect, and communicate will enable CI practitioners to 

better influence tactics and strategies... or, be sidelined by those internal teams that better utilize 

this technology to incorporate CI processes into their native work streams. Where will you fall? 




Track 1 - A How To Use Customer Time as a Competitive 

Weapon 

Facilitator: 

Adrian Ott 


Exponential Edge, Inc. 


Interactive 


Time is today’s turbulent markets’ new competitive differentiator. From CEOs to soccer 

moms, time is the scarcest resource. Time’s the most overlooked but biggest opportunity in 

the executive’s toolbox when making decisions. Executives spend countless hours 

determining demographics, pricing, and product functionality yet devote scant attention to 

how time shapes customer decision-making. Time-Value Economics (Time-onomics) address 

the hidden but powerful forces that drive behavior in today’s always-connected, informationoverloaded 

economy. This session will provide insight regarding Time-onomic mindsets for 

today’s customer realities with outcomes of tapping into new markets, converting products 

into customer habits, and developing advantageous tools for using time. 


g A guide on how to apply time-value innovation to tap into new growth markets, new 

customer ecosystems, and business models 

g Success factors for turning a product or service into a customer habit 

g Approaches to innovate breakthrough offerings that redefine categories and disrupt industries 

g Tools for developing Just-in-Time Sales Information, and ways to avoid being broadsided 

by a time alternative competitorz 


Track 1 - B Competitive Intelligence in Developing Economies: 

A Comparative Study Between South Africa and 

Brazil 

Nisha Sewdass Adeline Du Toit 

Senior Lecturer Professor 

University of Pretoria University of Johannesburg 




Despite the economic potential of the South African and Brazilian economies, no research has been 

conducted comparing CI activities in these countries. This presentation will shed light on the state 

of CI in South Africa and Brazil, to determine whether a relationship exists between CI and 

measures of business performance in these countries and to determine how these countries can 

use CI to improve competitiveness. Findings are valuable to academics and companies in developing 

countries who are exploring the need and importance of CI in strategic management. CI is an 

integral part of overall economic health in developed countries, and this discussion could ultimately 

improve CI activities in developing countries. 


g Insight on the level of importance attached to CI in South Africa and Brazil 

g An understanding of the relationship between the size of organizations and CI practices 

in these countries 

g Examples of how can these countries use CI to increase their competitiveness in the 

global economy 

Track 2 - A How to Build a World-Class Win/Loss Program 

Facilitator: 

Steve Rodenberg 

Director, Market Intelligence 

Informatica 


Interactive 


An effective win/loss program provides value on a number of fronts. It informs product 

management on key features that matter to decision makers, it helps executives monitor the 

competitive landscape and trends, and perhaps most importantly, it helps the sales force 

consistently beat the competition. Attendees will learn the key elements of a world-class 

win/loss program, such as who should conduct the interviews, whom to call, what to ask, and 

what to do with the information once it’s collected. The Informatica win/loss program has been 

recognized in the industry as a cutting edge example within the software industry. 


g The key elements of a leading win/loss program 

g An exercise to create your own win/loss program from scratch 

g Action items to ensure your win/loss data is actionable and valuable throughout the 

organization 

18 


Track 2 - B Dissecting Financials to Pinpoint Winners & Losers: 

Products, Competitors & Industries 

David Rogers 

Former Professor 

Harvard University 




A major gap in many CI professionals’ toolkits is understanding a competitor’s financial strategy. 

By tearing apart public financial statements, participants learn the financial reality underlying a 

competitor’s decisions and setting the parameters for tomorrow’s. Using financial handouts 

(reformatted for rapid analysis), participants will unlayer Microsoft’s financials to determine actual 

operating profit – omitting extraneous items beloved by management. Next will be deciphering 

IBM’s “financial engineering” reducing SG&A, uncovering DEC’s cash flow to determine survival time, 

and assessing competitive impacts of Dell’s entry barrier margin and incredible cash conversion cycle. 


g A hands-on dissection of a competitor's actual operating profit, not the version reported 

[Microsoft 2002-2010] 

g Ways to discover "financial engineering," especially manipulated SG&A expenses, designed to 

enhance reported operating profit [IBM 2002 & 2008] 

g An appreciation of the power of converting traditional accounting statements to cash flows 

when estimating a competitor's immediate - and long-term - survivability 

Track 3 - A 

Facilitators: 

Guarding Against Google: Keeping Company 

Secrets Off the Web 

Sean Campbell Scott Swigart 

Co-Owner Co-Owner 

Cascade Insights Cascade Insights 


Interactive 


Is your organization needlessly leaking important information? In this interactive breakout 

session you’ll see the top tools CI professionals use to get information about your company, how 

you can determine what information your company is leaking, and easy policies you can put in 

place to prevent these needless leaks. You’ll come away from this session better able to protect 

your company assets, and better able to gather intelligence on your competitors. 


g The top tools CI professionals would use to get information about your company 

g Ideas for how you can use those tools yourself to see what your company is leaking 

g Policies and tactics you can use to prevent needlessly leaking important information 

Track 3 - B Microsoft's Listening Engine: Using Social Media to 

Drive Product Improvements/ROI 

Mark Eduljee 

Operations Program Manager, Community Support and Services 

Microsoft 




This case study outlines how Microsoft’s listening framework uses a combination of people, 

process and tools to spur action to address early warnings and product problems. The 

program makes sense out of the cacophony of social media conversations to deliver clear 

insights that have positively impacted ROI and product development. 


g Step-by-step formula to design a program that provides the right blend of social media 

tools, qualitative analysis (people) and approach (process) to quickly provide actionable 

insights 

g Lessons learned on how to move beyond numerical dashboards of information (“digital 

bricks”) to timely insights that drive product quality 

g Ways to prove social media listening ROI to your organization by focusing on identifying early 

warnings, product quality issues and opportunities to improve customer communications 


Track 4 - A 

Facilitators: 

Developing Research Frameworks for New Market 

Entry Decisions 

Christopher “Kit” Lisle Deborah Hecker 

Managing Partner Senior Vice President, Planning and Strategy 

Acclaro Growth Partners Sodexo 


Interactive 


Senior decision-makers may need inspiration to move beyond “gut-feel” new market entry 

decisions. They do not always realize that these decisions can be greatly aided by cold, hard, facts 

that enable them to quickly recognize which option makes the most sense. Beginning with a 

demonstration of lessons learned about two market entry decision-making templates used at 

Sodexo, the session will quickly move to practical exercises. These hands-on experiential 

activities will be utilized to encourage participants to develop best practice research frameworks 

that will result in actionable intelligence. The session concludes with interpretation, analysis, and 

presentation of participants’ findings (in groups). 


g Guide to developing effective evaluation criteria for new market entry decisions 

g Insights on interpreting the results of competitive intelligence for new market entry 

g Guide to creating weightings for analysis 

g Action steps and lessons learned for presenting graphical findings effectively 

Track 4 - B Tactical Credibility - A WIKI As Your Strategic 

Calling Card 

Nigel Aston Christine Ripoll 

Head of CI Unit Manager, CI 

Amadeus IT Group Amadeus IT Group 




Many CI units start out as multi-disciplinary teams, principally working on tactical issues. To break 

out of this mold, it is imperative to demonstrate achievement that is recognized by the broader 

company and suggestive of wider impact. Thus focus can be diverted to more strategically 

oriented work. At the same time a structure must remain in place to meet tactical needs. The 

session will path how the tactical – strategic shift can be made and demonstrate the “WIKI” 

platform on which the Amadeus CI team’s reputation was built. 



g Action steps to create the building blocks of a proven tactical solution – the technical 

and co-operative aspects 

g Best practices to communicate this solution and attract the interest of senior management 

g Ideas for how to build on the solution to offer more strategic insight 

Track 5 The Medical Devices Industry's Top Game Changer 

Daniel L. Van Nyhuis 

Strategic Marketing Manager 

Philips Healthcare 



Join this active dialogue discussion to explore a game changer specific to the Medical Devices 


an industry practitioner, is not designed to provide competitive intelligence on the industry itself. 

It is, rather, designed to explore and anticipate how the nature of the industry is likely to change 

as a result of the recently passed healthcare reform legislation. From the new excise tax on 

medical equipment (in effect beginning next year) to the changes in the healthcare system itself, 

every medical device company will have to plan and adapt. 

Track 6 ENCORE SESSION - Strategy Maps: Competitor 

Analysis Beyond Four Corners 

Facilitators: 

Mark Chodnowsky Michael Sandman 

Vice President, Manufacturing/CPG Practice Senior Vice President 

Fuld & Company Fuld & Company 


Interactive 


Hundreds of the world’s largest corporations use strategy maps to align operations with strategic 

goals. The latest thinking in the C-Suite is to apply strategy maps to assess the competition. This 

approach takes competitive intelligence beyond the output of a Four Corners analysis into the 

realm of anticipating what the competitor can accomplish and provides a framework for 

comparing your own organization’s execution of strategy with that of the competition. Strategy 

maps focus on what it takes to execute strategy –the financial, customer-facing, operations and 

human and technical resources elements of strategy execution. Based on the pioneering balanced 

scorecard work of Harvard Business School professors Kaplan and Norton and a recent article in 

the HBS Balanced Scorecard Report, this session will describe how to build a competitor strategy 

map and demonstrate how one can use strategy mapping. 


g Insight on uncovering a rival’s operational strengths and weaknesses 

g An approach to providing early warning on competitor initiatives 

g A guide to demonstrating to management where operational adjustments may be needed 

3:40pm - 4:25pm Networking, Refreshment, and Exhibition 

4:25pm - 5:30pm EXECUTIVE THINK TANKS 

Choose one of the following general session think tanks: 

Think Tank 1 - Mega Trends: The Impact on Your Career and 

Industry 

David Frigstad Richard Sear 

Chairman Vice President 

Frost & Sullivan Frost & Sullivan 


Interactive 

People love to speculate about the future and the potential technologies that may be around the 

corner, forever excited by the latest gadget or tool that will improve our lives. Much of it, of 

course, never comes to fruition, perishing at an R&D level or languishing on store backrooms 

when consumers fail to embrace the idea. These failures lead to tough questions: Was it too 

soon to launch? Did it have the right messaging? Why did our great idea fail? We'll challenge 

you to think strategically in this interactive session, working in groups to spark visionary 

perspectives and identify innovation opportunities. We will collectively set the stage for a much 

larger impact for the future role of strategic and competitive intelligence professionals in 

business. Get ready to inspire, and be inspired. 


Solutions Showcase 

Hosted by: 

g Proven tools for assessing new growth opportunities 

g New capabilities and skills to incorporate mega trend planning within your own 

organization 

g Action items for you to hit the ground running when you get back to your office 


20 

AGENDA Wednesday/Thursday 

Think Tank 2 - SWOT Away the Competition: Tools for the 21st 

Century CI Professional 

Scott Leeb 

Managing Director, Knowledge Management 

Rockefeller Foundation 


Interactive 

The highly dynamic business environment we operate in demands flexibility, creativity and clarity. 

Success depends on providing the right intelligence, to the right person, at the right time, to 

make the right decision. One size does not fit all. This session looks at several different tools 

that every CI professional should have in his or her arsenal: SWOT, Competing Hypothesis 

Analysis (CHA), Implications Wheel Analysis (IWA) and Scenario Planning. Case studies from 

Fortune 500 companies will be used to illustrate how, when and where to use these tools. 


g Overview of four analytic tools: SWOT, CHA, IWA and Scenario Planning 

g Insight on how and and when to use the tools 

g A guide to using these tools to enhance your CI effectiveness 


9:00pm - 12:00am Rock ‘n Roll Dance Party 


GENERAL SESSION, SCIP ANNUAL AWARDS, AND EXHIBITION 

7:45am - 1:30pm Information Desk Open 

Internet Cafe 

Hosted by: 



8:45am - 9.15am KEYNOTE – The Agile Organization: Adapting 

Nimbly to Disruptive Industry and Market Forces 


Choose one of the following interactive sessions or executive insight presentations from 

these select tracks during this time frame: 

Track 1 Macro to Micro: How to Apply Mega Trends to 

Develop Growth Strategies 

David Frigstad Richard Sear 

Chairman Vice President 

Frost & Sullivan Frost & Sullivan 


Interactive 

So what do the mega trends really mean to my business, and what do I do with that? Join us as 

we explore macro to micro methodology to help you find your white space opportunities, 

supported with interactive exercises and concrete examples across industries and markets. 


Hosted by: 

g A framework to envision the entire eco-system of a Mega Trend and help identify the 

most valuable segment in value chain 

g A guide for delving into new opportunities that target new customers, new geographies 

and new markets 

Track 2 Identifying Growth Opportunities While Mitigating 

Risk in an Uncertain World 

Facilitator: 

Richard Buczynski 

Senior Vice President/Chief Economist 

IBISWorld, Inc. 


Interactive 


By integrating Porter’s Five Forces, a top-down macroeconomic approach and supply-chain 

analysis this session will provide a guide on how to engineer metrics for building industry-based 

early warning systems, undertaking actionable scenario analysis and quantifying risks. Focus will 

be on how to assess both growth opportunities and risk simultaneously in an uncertain 

economic environment. Several examples, in the manufacturing, retail, information and other key 

sectors, will illustrate the pitfalls of not understanding the industry-specific attributes of both 

suppliers and end-markets; and the opportunities for having a solid system in place. The session 

is based on published research by the speaker. 


g An approach to understanding the threats your suppliers and end-markets face and using 

them to your advantage 

g Ways to differentiate between short-term market/economic noise and growth fundamentals 

g A guide to building usable tools for business planning on an industry-by-industry basis 

Track 3 - A 

Facilitators: 

The Real CI - From Theory to Application 

Nick Chini Lee Haripko 

Managing Director Vice President 

Bainbridge Bainbridge 


Interactive 


This session delivers real, tangible, live examples of CI being used as a tool throughout various 

functions, across a diverse set of industries. It introduces tools for dissecting organizational 

strategic intelligence needs—from reverse engineering of manufacturing lines, to private company 

financials, to global market growth, through strategic discovery. 

The facilitators will guide participants away from the theoretical and academic approach to CI by 

using live industry examples and deliverables as a driver. Ongoing challenges faced by Fortune 

1000 companies and the solutions they use to better inform decision-making will be revealed. 


g Tangible, real-time examples of CI deliverables—customized frameworks, operational 

and financial models, competitor profiles, and customer segmentation and sales tools 

g Benchmarks for existing leaders within Competitive Strategy functions, alongside idea 

generation for those new to the function/area 

g Tools for the CI professional to take back to his/her respective organization—both at 

the functional and strategic level 


AGENDA Thursday 

Track 3 - B Link Analysis: Visual Projection of Common 

Methodologies 

Devin Langan Shelly Freyn 

Senior Intelligence Student Assistant Professor 

Mercyhurst College Mercyhurst College 




Link Analysis (LA) is a common methodology used in national security and law enforcement. It 

identifies and diagrams key relationships throughout and between organizations. In competitive 

intelligence, LA can be an effective visualization tool to identify links between companies and the 

strength of these relationships. LA aids in understanding industry dynamics and company networks; 

thereby, determining bargaining power and key partnerships. By understanding links, companies can 

be more aware of business dynamics and possible opportunities and threats. 

This presentation will explain the basics of developing a link analysis and provide LA examples in 

national security, law enforcement, and competitive intelligence. 


g Insight into using basic link analysis software and how it can be adapted for competitive 

intelligence 

g Examples of link analysis in national security and law enforcement and how the use of this 

methodology in these disciplines can apply to competitive intelligence 

g Various applications of using link analysis to support competitive intelligence 

Track 4 - A The Right Organizational Model is Key to CI 

Program Success 

Facilitators: 

Clifford Kalb Jan Herring 

President President 

C. Kalb & Associates Herring & Associates LLC 


Interactive 


Successful CI programs are designed to meet decision maker needs (KIT’s). After an assessment of the 

organization’s current intelligence capabilities, an organizational model can then be proposed that 

meets those needs and fits the corporate culture. The model selected will require the establishment of 

three basic intelligence operations: 1) information services, 2) intelligence collection and 3) analysis that 

produces actionable intelligence. In our collective experience, there are eight (8) proven organizational 

models that can be employed using this process. The choice of the “right” one depends on the 

outcome of a rigorous analysis to determine the best fit for each unique circumstance. 


g Guide to a systematic method for identifying a CI organizational model that is best 

suited to your corporate culture 

g Insight on eight (8) proven alternative CI organizational models and their benefits and limitations 

g Pragmatic tips for selection of the “right” model, its location, budgeting and outsourcing 

processes 

Track 4 - B Planting the CI Seed: Growing a Competitive 

Intelligence Program 

Kristine Slaboszewski 

ACI Certified Competitive Intelligence Professional 




Shaping a new CI program can be a daunting task for new practitioners. This presentation will 

offer those new to CI a methodology for developing a functional CI program using KITs, a 

contact network matrix, and more. 


g A proven road map to build and facilitate a CI program 

g Metrics to measure its usage 

g Examples of how to increase internal marketing of the program which will enhance not only 

its usage but also its “client” satisfaction 


11:00am Exhibition Hall Closes 

11:00am - 11:30am EXECUTIVE ADDRESS – CI in the Digital Age 

11:30am - 12:00pm EXECUTIVE PANEL – The Digital Native Mindset: 

Rethinking and Reinvigorating CI 

Moderator: 

Colleen Meeker 

Program Leader 

Ernst & Young LLP 


Michael Sperger 

Director of Market Intelligence 

SAP AG 

August Jackson 

Associate Director of Strategic Market Intelligence 

Ernst & Young LLP 

The digital age is transforming multiple generations impacted by rapid changes in information access. 

Equally transformed are several components of business life and the work of professionals involved in 

strategy, intelligence, and insight delivery. This panel discussion will focus on a number of these 

transformations, and both the challenges and opportunities they represent. 


g The opportunity and pitfalls of a new culture of trust and openness among digital 

natives: how sourcing, collection, collaboration, and security are impacted 

g Examples of the shift in measures: how traditional metrics are now accompanied by new 

measures of value from digital consumers 

g Best practices for managing virtual workforces: how multiple generations are impacted 

by the convergence of globalization and in the digital age 

12:00pm - 12:15pm The State of SCIP 

Michel Bernaiche 

Head of Competitive Intelligence 

Dunkin' Brands, Inc. 


12:45pm - 1:15pm Top Take-Aways Panel 

Moderator: 

Michelle Settecase 

Leader, Competitive Intelligence 

Ernst & Young, LLP 


Michel Bernaiche Timothy J. Kindler 

Head of Competitive Intelligence Director, Strategic Resources 

Dunkin' Brands, Inc. Eastman Kodak Company 

Maria Ann Conatser Carrie S. Zakson 

General Manager, Analysis Competitive Intelligence Manager 

& Project Administration Walgreens 

Ingram Barge Company 




Attendees at each SCIP conference come away with a wealth of learning. It can be a challenge to 

take it all in. We’ll be highlighting the most important surprises, themes and learning in this very 

interactive session. Members of the program committee who 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. 

1:15pm SCIP 2012 International Annual Conference Concludes 


22 

SCIP 2012 INTERNATIONAL ANNUAL CONFERENCE & EXHIBITION 

First name: 

Last name: 

Title: 

Company: 

Work Address: 

May 14 - 17, 2012 

Philadelphia, PA, Philadelphia Marriott Downtown 

Please fill one out for each attendee. 

City: State: Zip/Postal Code: Country: 

Work Phone #: 

Act Fast! Be sure to select your session choices to ensure your seat is reserved. 

We anticipate the need to cap/limit attendance in some of the sessions to encourage maximum interaction. 

Work Fax #: Mobile #: 

Email Address: 

SESSION REGISTRATION: 

Your base conference registration gives you access to all general sessions (for which reserved seating is not required), the exhibit hall and networking receptions. 

The registration also gives you access to limited seating sessions noted below….. 

Each session includes learning level recommendations for your consideration when selecting the sessions you plan to attend. KEY: ◆= 

Early Exposure ✪ = Veteran Exposure 


Afternoon - Concurrent Tracks 

2:25pm - 3:40pm 

1 - A Deploying CI for Strong Long Term Brand Positioning (Interactive) ✪ 

1 - B Developing Strategy From CI (Executive Insight Presentation) ◆ 

2 - A Linking Intelligence to Strategy with an Early Warning Indicators 

Framework (Interactive) ✪ - SOLD OUT!! 

2 - B 3M Intrapreneurship: Highest Quality Business Intelligence at an 

Affordable Cost (Executive Insight Presentation) ✪ 

3 - A Beyond Mentions/Sentiment: Developing Social Media Reports that 

Truly Drive Action (Interactive) ✪ 

3 - B Primary Source Network Optimization (Executive Insight 


4 - A Integrating CI with Real World B-to-B Market Development (Interactive) ◆ 

4 - B The Newly Established CI Function – First 100 Days (Executive Insight 

Presentation) ✪ 

5 The Pharmaceutical Industry’s Top Game Changer (Active Dialogue) 


4:25pm - 5:40pm 

1- A Competing in Adjacent Markets: Finding Your Blue Ocean (Interactive) 

✪ 

1 - B Scenario Planning 101 (Executive Insight Presentation) ◆ 

2 - A Raising the Corporate IQ (Interactive) ✪ 

2 - B Wild West 2.0: Ethical Online CI Collection (Executive Insight 


3 - A Pressure Point Analysis: A Tool that Not Only Helps Predict but 

Influences the Future (Interactive) ✪ 

3 - B Geo-Intelligence: Gaining Share of Market Through Micro Located 

Opportunities (Executive Insight Presentation) ◆ 

4 - A 'Look Who's Talking' – Developing an Effective Counter Competitive 

Intelligence Program (Interactive) ◆ 

4 - B Thinking Strategically: Transitioning from the Competitive, to Strategic 

Intelligence Executive (Executive Insight Presentation) ✪ 

5 The Aerospace & Defense Industry's Top Game Changer (Active 

Dialogue) 


Morning - Concurrent Tracks 

10:00am - 11:00am 

1- A Strategy Maps: Competitor Analysis Beyond Four Corners (Interactive) ✪ 

- SOLD OUT!! 

1 - B Alliance, Partner…and Competitor! (Executive Insight Presentation) ✪ 

2 - A Agent-Based Modeling and Simulation – An Emerging Framework for CI 


2 - B Typical Competitive Analyses Suck: How Quality Market Assessments 

Fix Them (Executive Insight Presentation) ✪ 

3 - A Successfully Managing Customer Push-Back: Essential Tools for the CI 

Professional (Interactive) ✪ 

3 - B Developing Primary Source Collectors in Your Organization (Executive 


4 - A Using Analytical Fitness to Develop Top-Grade Intelligence Analysts 


4 - B No More Lemons - Taking the Sour out of CI (Executive Insight 


5 The Financial Services Industry's Top Game Changer (Active Dialogue) 

6 ENCORE SESSION - Linking Intelligence to Strategy with an Early 

Warning Indicators Framework (Interactive) ✪ 

Town Halls 

11:00am - 12:10pm 

Town Hall #1 - Panel Discussion - Ethics: Everything is Old and is New... 

Town Hall #2 - Panel Discussion - Up the Corporate Ladder: Raising the Profile 

of CI in the Organization 



1:30pm - 2:30pm 

1 - B Multi Scenario Planning (Executive Insight Presentation) ✪ 

2 - A How Wide is Your Moat? Assessing Competitive Advantage 


2 - B Increasing Objectivity in Indicator & Warning Analysis – a New 

Methodology (Executive Insight Presentation) ✪ 

3 - A How Technology is Revolutionizing the Art and Practice of CI 


3 - B Wikis in Intelligence: The Good, the Bad, the Reality (Executive 

Insight 


4 - A Justifying the BI and CI Functions using ROI and Other Measurement 

Tools (Interactive) ✪ 

4 - B Developing Competitive Intelligence Process for a B2B Company 


5 The Information and Communication Technology Industry's Top Game 

Changer (Active Dialogue) 


2:40pm - 3:40pm 

1- A How To Use Customer Time as a Competitive Weapon (Interactive) ✪ 

1 - B Competitive Intelligence in Developing Economies: A Comparative 

Study Between South Africa and Brazil (Executive Insight 


2 - A How to Build a World-Class Win/Loss Program (Interactive) ◆ 

2 - B Dissecting Financials to Pinpoint Winners & Losers: Products, 

Competitors & Industries (Executive Insight Presentation) ✪ 

3 - A Guarding Against Google: Keeping Company Secrets Off the Web 


3 - B Microsoft's Listening Engine: Using Social Media to Drive Product 

Improvements /ROI (Executive Insight Presentation) ✪ 

4 - A Developing Research Frameworks for New Market Entry Decisions 


4 - B Tactical Credibility - A WIKI As Your Strategic Calling Card (Executive 


5 The Medical Devices Industry’s Top Game Changer (Active Dialogue) 

6 ENCORE SESSION - Strategy Maps: Competitor Analysis Beyond 

Four Corners (Interactive) ✪ 

EXECUTIVE THINK TANKS 

4:25pm - 5:30pm 

Think Tank 1- Mega Trends: The Impact on Your Career and Industry 

Think Tank 2- SWOT Away the Competition: Tools for the 21st 

Century CI Professional 


Morning - Concurrent Tracks 

9:25am - 10:25am 

1 Macro to Micro: How to Apply Mega Trends to Develop Growth 

Strategies (Interactive) ✪ 

2 Identifying Growth Opportunities While Mitigating Risk in an 

Uncertain World (Interactive) ✪ 

3 - A The Real CI - From Theory to Application (Interactive) ◆ 

3 - B Link Analysis: Visual Projection of Common Methodologies 


4 - A The Right Organizational Model is Key to CI Program Success (Interactive) ✪ 

4 - B Planting the CI Seed: Growing a Competitive Intelligence Program 



12:45pm - 1:15pm Take-Aways Panel 

SELECT YOUR REGISTRATION CATEGORY: 

Full Registration 

Early Bird 

closed 1/31/12 

Regular Rate Onsite Rate 

SCIP Members $1,325 $1,575 $1,775 

New Members* (Includes Join Fee) $1,620 $1,820 $2,020 

Non-Members $1,675 $1,875 $2,025 

Academic/Student/ Government** $1,020 $1,345 $1,445 

Group Member Rate 

5 or more attendees from the same company $1,225 $1,325 $1,525 

3 or more attendees from the same company $1,275 $1,375 $1,575 

Spouse Pass, Full Conference $ 550 $ 550 $ 600 

Daily Registration 

SCIP Members $1,000 $1,100 $1,200 

New Members* (Includes Join Fee) $1,295 $1,345 $1,545 

Non-Members $1,350 $1,400 $1,600 

Academic/Student/Government** $ 675 $ 725 $ 975 

** contact SCIP for eligibility requirement 

WORKSHOPS AVAILABLE FOR AN ADDITIONAL FEE: 

Workshop Packages 

Registration Plus-two half day workshops or one full day-add $900 

Registration Plus three half day workshops or one full day and 1 half day add $1350 


10:00am - 6:00pm 

W1 - Wargaming for Veterans ✪ 

10:00am - 6:00pm 

W2 - CI 101 ® ◆ 

3:00pm - 6:00pm 

W3 - Competitive Intelligence 

Dashboards: Keeping the C-Suite 

Informed (and Involved) ✪ 


8:30am - 11:30am 

W4 - Creating a World-Class 

Intelligence Program ◆ 

8:30am - 11:30am 

W5 - Go Beyond Google: Gathering 

Internet Intelligence ✪ 

8:30am - 11:30am 

W6 - Did Our Strategy Work? A 

Great Question We Answer Badly ✪ 

8:30am - 11:30am 

W7 - Next Gen Internal Human 

Source Networks ◆ 

Early Bird 

closed 1/31/12 

Members, academic/ 

student/government 

and spouse rates. 

$900 

$900 

$450 

$450 

$450 

$450 

$450 

Non-member rate 

$950 

$950 

$500 

$500 

$500 

$500 

$500 

MONDAY NIGHT MAY 14, 2012 -LUCKY STRIKE LANES 

NETWORKING AVAILABLE FOR AN ADDITIONAL FEE: 

Monday Night-Lucky Strike Lanes-add $30 

covers bowling, hors d’oeuvres and networking for the evening. 

Members, academic/ 

student/government 

and spouse rates. 

$950 

$950 

$475 

$475 

$475 

$475 

$475 

Regular Rates 

SCIP 2012 | www.scip.org 23 

Non-member rate 

$1000 

$1000 

$525 

$525 

$525 

$525 

$525

24 

SPECIAL DIETARY NEEDS: 

Vegetarian 

Kosher 

Other 

I WILL BE STAYING AT THE EVENT VENUE: 

Yes 

No 

As a participant, you are automatically registered to receive SCIP Insight eBulletin. 

If you are not interested in receiving this, please indicate: 

MY INDUSTRY IS: 

Aerospace & Defense 

Automotive and Transportation 

Business Services 

Chemicals, Materials and Food 

Consumer Goods 

Education and Training 

Financial Services 

Government 

Healthcare 

Information and Communication 

Technologies 

Insurance 

Manufacturing and Industrial Products 

Professional Services 

Solution Provider 

Other ________________________ 

PLEASE SELECT YOUR PROFESSIONAL ROLE IN CI: 

Academia 

Consultant/ Vendor of CI products and services 

Executive practicing CI within my company/organization 

Business line executive with CI responsibilities within my company/organization 

Librarian/Information Specialist 

Student 

Other _______________________ 

PLEASE SELECT YOUR APPLICABLE MANAGEMENT CATEGORY: 

Executive (VP, Director) 

Senior Manager 

Manager 

Analyst 

Student 

Other _______________________ 

PLEASE SELECT THE DEPARTMENT YOU WORK IN: 

Business Development 

Business Intelligence 

Business Research and Analysis 

Competitive Intelligence 

Information Technology 

Marketing/ Market Intelligence 

Marketing/Advertising 

CATEGORIZE THE SIZE OF YOUR COMPANY: 

Less than 100 million in annual sales revenue 

Between 100 and 500 million in annual sales revenue 

Between 500 million and 1 billion in annual sales revenue 

Over 1 billion in annual sales revenue 

CATEGORIZE THE SIZE OF YOUR CI TEAM: 

1- 3 

4 - 9 

10 and above 

Other _______________________ 

Marketing Research 

Manufacturing 

Product Management 

Sales 

Strategic Planning 

Other _______________________ 

CHECK WHICH BEST DESCRIBES YOUR PRODUCT AND SERVICE: 

Both B2B and B2C 

Business-to-Business 

Business-to-Consumer 

YEARS OF PRACTICING CI: 

1- 3 Years 

4 - 7 Years 

Over 7 Years 

WHAT PERCENTAGE OF YOUR TIME IS DEVOTED TO COMPETITIVE INTELLIGENCE? 

1 - 25% 

26 - 50% 

51 - 75% 

76 - 100% 

CREDIT CARD PAYMENT INFORMATION 

Total to charge to credit card 

Name on Card 

Type: 

Visa American Express 

Mastercard Discover 

Credit Card # 

Expiration Date: Month Year 

Address 

City 

State 

Zip/Postal Code/Country 

For payment by wire transfer, please contact SCIP Member Services at 

memberservices@scip.org or +1.703.739.0696. All prices are in U.S. dollars. 

Policies 

Security Code 

Cancellation policy and fees: Payment in full is required immediately upon registration 

and is non-refundable. If, for any reason, you are unable to attend the event for which you 

are registered, and notify SCIP in writing more than 3 weeks prior to the event start date, a 

one-time credit will be issued for use toward registration at any other event. The credit 

must be issued within 90 days of the original registration date and can be applied to any 

event scheduled up to one calendar year from the event for which you originally registered. 

Credits may not be transferred and all unused credit(s) will be forfeited after 90 days. 

Cancellation within 21 days prior to the event will incur a one time fee of $500.The 

remaining balance can be applied to any event up to one calendar year from the event for 

which you originally registered. Notification must be received by SCIP in writing. If you do 

not attend the event and fail to notify SCIP PRIOR to the event, no credit will be issued. 

Every effort is made to ensure that the speakers noted in this brochure are present, but 

changes beyond SCIP’s control may occur. 

Registration Transfer and No-Show Policy and Fees: All requests for transfers of 

registrations must be made IN WRITING.Transfers may result in additional fees depending 

on SCIP membership status.There will be NO REFUNDS on transfers. NO-SHOWS will not 

be eligible for any refunds and forfeit the registration fees paid.There are no exceptions to 

these policies.. 

2-27-12

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