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Track 4 - A Justifying the BI and CI Functions using ROI and<br />
Other Measurement Tools<br />
Facilitator:<br />
Neil Mahoney<br />
Chief Executive Officer and President<br />
Global Pharma Alliance, Inc.<br />
✪ Veteran Exposure<br />
Interactive<br />
Limited Seating<br />
One of the most challenging aspects of running a competitive intelligence (CI) function is<br />
measuring the impact of the CI group on the organization. While many groups attempt to use<br />
qualitative measures of their contribution, the real challenge is quantifying a Return on Investment<br />
(ROI) on the CI contribution to the company financial performance. This session provides<br />
insights on actual measures used in a global pharmaceutical company that utilized both qualitative<br />
and quantitative measures to expand the CI function on a global basis.<br />
Many CI professionals do not believe that a quantitative measure of ROI is possible since they<br />
perceive the CI function as a service organization. In reality, the CI function should is an integral<br />
part of the strategic planning process and by impacting management’s view of the competitive<br />
landscape, it can influence resource allocation through the impact on assumptions used to<br />
forecast revenues, promotional investments, and profit levels of key brands.<br />
Real life examples will illustrate the measurement of financial impact of the CI function over a ten<br />
year period that convinced senior management to significantly increase the investment in the CI<br />
function resulting in the growth of the group<br />
Key Take-Aways:<br />
g An understanding of how CI supports and impacts the planning process via assumption<br />
inputs<br />
g Qualitative measures of CI contribution to the company<br />
g Quantitative measures for determining CI financial ROI to the company<br />
Track 4 - B Developing Competitive Intelligence Process for a<br />
B2B Company<br />
Steve Johnson Colin Drysdale<br />
Director, Strategic Marketing Corporate Planning Analyst<br />
T.D. Williamson Inc. T.D. Williamson Inc.<br />
◆ Early Exposure<br />
Executive Insight Presentation<br />
Limited Seating<br />
In a B2B business model, how can you obtain information from private companies that are<br />
competitors? What information are you limited to and what analysis/conclusions can you make out<br />
of it? This presentation draws upon a practical example to introduce a template for a competitor<br />
intelligence brief.<br />
Key Take-Aways:<br />
AGENDA Wednesday<br />
g A step by step guide to design a competitive intelligence process from scratch for B2B<br />
companies<br />
g Ideas to overcome issues like lack of information on private companies, and to make the<br />
best use of information to make strategic and tactical decisions<br />
g Template and process to help you immediately get started, and to develop and adhere to<br />
realistic timelines<br />
Track 5 The Information and Communication Technology<br />
Industry's Top Game Changer<br />
Edward W. Allison<br />
Director Competitive Solution Marketing<br />
Polycom<br />
Active Dialogue<br />
Limited Seating<br />
Join this active dialogue discussion to explore a game changer specific to the Information and<br />
Communication Technology industry and how this disruptive trend will change its future<br />
landscape. This session, moderated by an industry practitioner, is not designed to provide<br />
competitive intelligence on the industry itself. It is, rather, designed to explore and anticipate how<br />
the nature of the industry is likely to change as a result of Unified Communications growing<br />
adoption throughout the enterprise. This is a paradigm shift that is impacting all areas of business<br />
processes and will provide substantial advantage to those enterprises that can harness new<br />
processes. Unified Communications will, and already is, impacting Competitive Intelligence in the<br />
enterprise. New ways to identify KITS, collect, and communicate will enable CI practitioners to<br />
better influence tactics and strategies... or, be sidelined by those internal teams that better utilize<br />
this technology to incorporate CI processes into their native work streams. Where will you fall?<br />
2:40pm - 3:40pm Concurrent Tracks<br />
Choose one of the following interactive sessions or executive insight presentations<br />
during this time frame:<br />
Track 1 - A How To Use Customer Time as a Competitive<br />
Weapon<br />
Facilitator:<br />
Adrian Ott<br />
Chief Executive Officer<br />
Exponential Edge, Inc.<br />
✪ Veteran Exposure<br />
Interactive<br />
Limited Seating<br />
Time is today’s turbulent markets’ new competitive differentiator. From CEOs to soccer<br />
moms, time is the scarcest resource. Time’s the most overlooked but biggest opportunity in<br />
the executive’s toolbox when making decisions. Executives spend countless hours<br />
determining demographics, pricing, and product functionality yet devote scant attention to<br />
how time shapes customer decision-making. Time-Value Economics (Time-onomics) address<br />
the hidden but powerful forces that drive behavior in today’s always-connected, informationoverloaded<br />
economy. This session will provide insight regarding Time-onomic mindsets for<br />
today’s customer realities with outcomes of tapping into new markets, converting products<br />
into customer habits, and developing advantageous tools for using time.<br />
Key Take-Aways:<br />
g A guide on how to apply time-value innovation to tap into new growth markets, new<br />
customer ecosystems, and business models<br />
g Success factors for turning a product or service into a customer habit<br />
g Approaches to innovate breakthrough offerings that redefine categories and disrupt industries<br />
g Tools for developing Just-in-Time Sales Information, and ways to avoid being broadsided<br />
by a time alternative competitorz<br />
SCIP 2012 | www.scip.org 17