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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 ◆ Early Exposure Interactive Limited Seating 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. Key Take-Aways: 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 ✪ Veteran Exposure Executive Insight Panel Limited Seating 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. Key Take-Aways: 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 Limited Seating 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 AGENDA Tuesday Internet Cafe Hosted by: Located adjacent to Outward Insights booth 3:40pm – 4:30pm Networking, Refreshment, and Exhibition 4:30pm – 5:45pm Concurrent Tracks Choose one of the following interactive sessions or executive insight presentations during this time frame: Track 1 - A Competing in Adjacent Markets: Finding Your Blue Ocean Facilitator: Erik Glitman Chief Executive Officer Fletcher/CSI ✪ Veteran Exposure Interactive Limited Seating 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. Key Take-Aways: 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 ◆ Early Exposure Executive Insight Presentation Limited Seating 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. Key Take-Aways: 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 SCIP 2012 | www.scip.org
Track 2 - A Raising the Corporate IQ Facilitator: Greg Merkle Vice President of Product Strategy, Information Architecture and Design Dow Jones & Company ✪ Veteran Exposure Interactive Limited Seating 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. Key Take-Aways: 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 ◆ Early Exposure Executive Insight Presentation Limited Seating 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? Key Take-Aways: AGENDA Tuesday 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. ✪ Veteran Exposure Interactive Limited Seating 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. Key Take-Aways: 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 ◆ Early Exposure Executive Insight Presentation Limited Seating 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. Key Take-Aways: 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 Senior Manager, Competitive Intelligence Newell Rubbermaid ◆ Early Exposure Interactive Limited Seating 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. Key Take-Aways: 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 SCIP 2012 | www.scip.org 11
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