scip 2011 european summit_10 26 print

European SummitSCIP 2011

8 -10 November 2011Vienna, AustriaAustria Center Vienna

www.scip.org

“The SCIP Summit is always a great way

to update my CI skills and

knowledge while networking with

my peers, colleagues and gurus from all

over the world.” • “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.” • “Came away

with useful framework which I will bring

to my next organization.” • “Excellent

case studies, good strategic overviews,

and the group exercises were veryvaluable.” • “The speakers explained

concrete techniques that I can

develop and practice.” • “I came to

polish my skill set and got to learn from

industry thought leaders." • "Great

opportunity to network with both

front-line practitioners and big industry

leaders.” • “The workshops provided

the type of veteran content I had been

looking for.” • “Excellent event to hear

the latest trends in the field of

strategy and competitive intelligence.” •“High energy program with thought-

provoking and inspiring sessions.

Exciting to be a part of it.” •“Broadened my perspective to hear about

other industries' best practicesthat I can implement in my company.” •“Gained exposure, broadened my contact

base, and explored vendor solutions.” •“Tremendous opportunity to exchange

ideas and best practices with colleagues

in competitive intelligence.” • “I value

engaging with this professional

support network and building relationships

with other competitive intelligence

practitioners.” • “This is the place to

reinvigorate your CI career.”

TUESDAY, 8 NOVEMBER 2011

08:00 - 17:00 Conference and Workshop Registration Open - Foyer D08:30 - 09:00 Continental Breakfast for Workshop Participants - Foyer D09:00 - 17:00 Workshop #1 – War Gaming for Veterans - U2 G560/561

Workshop #2 – CI 101® - U2 G631/H63210:30 - 10:45 Morning Break - Foyer D12:00 - 13:00 Networking Luncheon - Foyer D15:00 - 15:15 Afternoon Break - Foyer D

WEDNESDAY, 9 NOVEMBER 2011

08:00 - 17:00 Registration - Foyer D08:00 - 08:45 Continental Breakfast and Exhibition - Foyer D08:45 - 09:00 Welcome and Opening Remarks - Hall GH09:00 - 09:45 KEYNOTE - Strategy and Competitive Intelligence - The Intersection of Two

Disciplines in a Global Environment - Hall GH09:45 - 10:15 EXECUTIVE ADDRESS – The Future of Competitive Intelligence & Strategy

Professionals: The Changing Global Environment Requires Innovation andChange - Hall GH

10:20 - 11:20 CONCURRENT TRACKS – Interactive Breakout and Case History SessionsChoose one of the following:

Track 2 How to Forecast Competitors’ Actions in the Most Effective Way (Case History) - HALL I

Track 4 Competitive Intelligence Advantage: A Community-Content-Service Approach (Case History) - HALL K

Track 1 Going Beyond Google: Gathering Internet Intelligence (Interactive Breakout)- U2 D441

Track 2 Recipe for Successful Wargaming: Great Competitive Intelligence is an Essential Ingredient (Interactive Breakout) - U2 S357

11:20 - 11:50 Networking, Refreshment and Exhibition Break - Foyer DSolutions Showcase Hosted by: Fletcher/CSI

11:50 - 12:35 Town Hall: Ask the Experts Panel Discussion - Hall GHORSolutions Wheel - Hall P

12:35 - 13:55 Networking Luncheon - O1 Crystal L


Track 4 The Rise and Fall of Competitive Intelligence: The Impact of Internal Politics: A Case Study Analysis - Hall I

Track 2 Setting Up an Information Space and a Research Agenda for Competitive Intelligence (Case History) - Hall K

Track 2 Using Competitive Intelligence to Maximize Value Proposition Alignment (Interactive Breakout) - U2 D441

Track 1 Information Collection and Analysis Model for Emerging Markets (Interactive Breakout) - U2 S357

14:55 - 15:25 Networking, Refreshment, and Exhibition Break - Foyer D


Track 1 The Art and Science of Competitive Intelligence (Case History) - Hall ITrack 5 How to Effectively Integrate Competitive Intelligence into the Innovation Process

(Case History) - Hall KTrack 4 Competitive Intelligence Consultancy Skills: Becoming a Trusted Advisor to Your

CEO (Interactive Breakout) - U2 D441Track 1 How to Effectively Use Geo-Intelligence for Competitive Intelligence

(Interactive Breakout) - U2 S357


Track 4 From Challengers to Champions: Earning Support from Senior Executives (Case History) - Hall I

Track 4 Tactical Credibility: Your Strategic Calling Card (Case History) - Hall KTrack 2 Successfully Managing Customer Push-Back: Essential Tools for the Competitive

Intelligence Professional (Interactive Breakout) - U2 D441Track 6 Managing the Information Overload: How to Distil Information into Insights

(Interactive Breakout) - U2 S357 17:30 - 18:30 Networking Reception - Foyer D

19:30 Wine & Dine at Griechenbeisl

THURSDAY, 10 NOVEMBER 2011

08:00 - 12:00 Registration - Foyer D

08:00 - 08:45 Continental Breakfast and Exhibition - Foyer D

08:45 - 09:00 Opening Remarks - Hall GH

09:00 - 10:30 Mega Trends Think Tank: The Impact on Your Career and Industry- Hall GH


Track 1 Bull’s Eye Analysis: A Marriage of Competitor, Management and Blindspot Analysis(Case History) - Hall I

Track 3 Communication Platform for International Small and Medium Enterprises (Case History) - Hall K

Track 4 Scenario Technique: A Strategic Competitive Intelligence Tool (Interactive Breakout) - U2 D441

Track 1 Competitive Intelligence and Social Media (Interactive Breakout) - Hall P

11:35 - 12:05 Networking, Refreshment, and Exhibition Break - Foyer D


Track 4 Collaboration: The Most Important Critical Success Factor for CompetitiveIntelligence (Case History) - Hall I

Track 4 Securing C-Suite Buy In for Your Competitive Intelligence Unit (Case History)- Hall K

Track 3 How to Effectively Use Technology to Tap Intelligence from Internal and External Resources (Interactive Breakout) - U2 D441

Track 2 The Master Plan: A Framework for Competitive Intelligence Operational Success(Interactive Breakout) - Hall P

13:05 - 14:25 Networking Luncheon - 01 Crystal L


Track 4 From Customer Service to Customer Relationship Management: How to Use Competitive Intelligence to Improve the Customer Strategy (Case History) - Hall I

Track 2 Defend Yourself: Everyone Doesn't Play by the Same Ethical Rules (Case History) - Hall K

Track 5 Are Intelligence Lessons Identified from National Security Transferrable to CI? (Interactive Breakout) -CI - U2 D441

Track 3 The Impact of New Media (Interactive Breakout) - Hall P15:25 - 15:55 Networking, Refreshment and Exhibition Break - Foyer D

15:55 - 16:10 The State of SCIP - Hall GH

16:10 - 16:50 Top Takeaways Panel - Hall GH

16:50 SCIP 2011 European Summit Concludes

SCHEDULE-AT-A-GLANCE

SCIP 2011 European Summit | www.scip.org

CONCURRENT TRACKS:Design a program structure to meet your individual needs.

Track 1: Analysis Tools

Track 2: Competitive Intelligence and Strategy

Track 3: Competitive Intelligence Communication

Track 4: Gaining Influence for the Competitive Intelligence Unit

Track 5: Innovation and the Competitive Intelligence Process

Track 6: Structuring and Modifying a Competitive Intelligence Unit

2*additional fees apply to attend pre-conference workshops

AGENDA

TUESDAY, 8 NOVEMBER 2011

08:00 - 17:00 Conference and Workshop Registration Open

08:30 - 09:00 Continental Breakfast for Workshop Participants

09:00 - 17:00 Workshop #1 – War Gaming for Veterans

WORKSHOP LEADER:Pat GibbonsJefferson Smurfit Professor of Strategic Management Associate Dean for Academic Affairs UCD Business School

WORKSHOP FACILITATORS:Erik Glitman Ken SawkaManaging Director Managing PartnerFletcher/CSI, LLC Outward Insights

David Kalinowski Kevin MulcahyPresident & Vice PresidentChief Operating Officer Technology Practice Proactive Worldwide, Inc. Fuld & Company

Created in response to popular demand!

Business war games are not about war; they’re about learning. You need to know how peoplethink and behave because in real life you’re not up against spreadsheets or PowerPoint -- you’reup against people. Working in teams, participants will stress-test their strategies againstcompetitors’ best moves in a fast-paced, challenging war game.

Participants will receive briefings from leading competitive intelligence solution providers aboutthe company they role play, and teams will battle for the best ideas on how to outsmart theircompetitors. The workshop leader will impart all the strategy frameworks applied in a war game.

Key Take-Aways:

g The core principles of superior strategyg Diagnostics to determine if the strategy is defensibleg Greater expertise in using intelligence to predict competitors’ moves, and applying their

predictions to formulate superior strategies

Veteran Exposure, Limited Seating

Workshop #2 – CI 101®

CI 101® is a registered trademark of Fuld & Company. CI 101® will constitutethe first day of the SCIP CIP™ Certification Conferred by ACI

WORKSHOP LEADER:Leonard Fuld President Fuld & Company

Back by popular demand!

CI 101® is designed for those who are relatively new to the field of CI. Participants often includeseasoned 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 astep 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 examiningtechniques for conducting primary research (“human intelligence”) – the heart of goodintelligence gathering. Finally, interactive roundtable discussions and group exercises are focusedon intelligence analysis, the key to delivering good intelligence. The power of the workshop isdrawn from the combined consultant and practitioner perspectives of its leaders, and the insightand experiences of all participants.

Key Take-Aways:

g Defining “Intelligence”g Illustrations of how to create intelligence from the bits and pieces of raw datag Effective technique for talking to people to obtain human intelligenceg Template to organize the collection effort — within legal and ethical boundaries— so

that you have the time to add value through analysisg Proven best practices for building and managing the intelligence function

CI 101® is a registered trademark of Fuld & Company.

Early Exposure

10:30 - 10:45 Morning Break

12:00 - 13:00 Networking Luncheon

15:00 - 15:15 Afternoon Break

WEDNESDAY, 9 NOVEMBER 2011

08:00 - 17:00 Conference Registration Open

08:00 - 08:45 Continental Breakfast and Exhibition

08:45 - 09:00 Welcome and Opening Remarks

09:00 - 09:45 KEYNOTE - Strategy and Competitive Intelligence - TheIntersection of Two Disciplines in a Global Environment

Simon JonesVice President Business DevelopmentBorealis AG

09:45 - 10:15 EXECUTIVE ADDRESS – The Future of CompetitiveIntelligence & Strategy Professionals: The ChangingGlobal Environment Requires Innovation and Change David FrigstadChairmanFrost & Sullivan

The competitive intensity and rate of change of our global business environment increases everyday. This puts Competitive Strategy and Intelligence executives in a potentially very powerfulorganizational role. The competitive bar is going up, internal challenges to growth are morphing andthe impact from Mega Trends is looming. Will the CI function be ready for these changes? Will webecome a victim of historic change or a driver of the future? The CI function is in a pivotal positionto increase it's role and impact on the CEO, the growth strategy and the organization's future.

Key Take-Aways:

g Why CI as we know it today will become obsolete tomorrowg How to make CI the most powerful role in your company (well almost) g Key internal and external challenges impacting the CI profession and how to overcome

them. g How CI can help drive innovation and blue ocean strategies for the CEO g Why Mega Trends must be integrated into the CI perspective

10:20 - 11:20 CONCURRENT TRACKS – Interactive Breakout andCase History SessionsChoose one of the following:

Track 2 How to Forecast Competitors’ Actions in the Most EffectiveWay (Case History)

Sabine HehnerSenior Manager of Business Development Department of Corporate and Business IntelligenceLufthansa Cargo AG

The airfreight market is a growing but also volatile market. However, in addition to strongchallenges there are structural effects in the competitive environment that can offer businessopportunities. An effective Competitive Intelligence can offer value-add by closing the gap ofcompetitors’ information and deriving competitors’ future action in an effective way. CI is usedas a base and surplus within Lufthansa Cargo’s strategic planning.

Key Take-Aways:

g Instruments of Competitive Intelligence at LH Cargo g Learn how to generate value add with CI to company g CI and Strategy – process description

Early Exposure

CONCURRENT TRACKS:Design a program structure to meet your individual needs.

Track 1: Analysis Tools

Track 2: Competitive Intelligence and Strategy

Track 3: Competitive Intelligence Communication

Track 4: Gaining Influence for the Competitive Intelligence Unit

Track 5: Innovation and the Competitive Intelligence Process

Track 6: Structuring and Modifying a Competitive Intelligence Unit

SCIP 2011 European Summit | www.scip.org 3

LEARNING LEVELSEach session abstract contains learning level recommendations:Early Exposure: Relatively new to CI, or new to this aspect of CI. And/or familiar with fundamentaltechniques 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.

AGENDA

Track 4 Competitive Intelligence Advantage: A Community-Content-Service Approach (Case History)Aurelien BlahaMarket Intelligence AnalystDassault Systèmes

During this session, you will discover how a CI unit gained influence in the Sales process of aglobal company through an innovative Community-Content-Service approach. Over the pastthree years, the CI unit has successfully moved from a static, limited competitive perimeter to adynamic and extended coverage with similar budget and headcount, by leveraging Enterprise 2.0Communities. In addition, a search and monitoring service has been created to congregateinternal and web content in a structured and customizable way, thus spreading CI awareness andpractice across the whole organization.

Key Take-Aways:

g Learn how to embark and empower your Sales organization and CI teams with Enterprise 2.0 Communities dedicated to CI, and avoid the pitfalls

g Learn how to collaboratively enrich CI content with “capitalized primary research” g Learn how to spread CI awareness and practice across your whole organization through

a personalized, competitive search and monitoring service

Early Exposure

Track 1 Going Beyond Google: Gathering Internet Intelligence(Interactive Breakout)Sean CampbellCo-OwnerCascade Insights

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 thinjust “doing their job” to spend much time really analyzing the competition. During this sessionwe’ll show how you can make the most of open source intelligence (OSINT) assets. Allattendees will also receive a free copy of Sean and Scott’s book on gathering Internet basedOSINT entitled: Go Beyond Google: Gathering Internet Intelligence – listed as a must read for2009-2010 by the Strategic and Competitive Intelligence Professionals society.

Key Take-Aways:

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

Veteran Exposure

Track 2 Recipe for Successful Wargaming: Great CompetitiveIntelligence is an Essential Ingredient (Interactive Breakout)

Ken Sawka Scott LeebManaging Partner Vice President for Business IntelligenceOutward Insights Prudential

This interactive session will use blinded real-life examples of war game scenarios to compare andcontrast mediocre and great CI and its impact on war games process and outcomes. Participantswill work in teams to develop war games outcomes using both “good” and “great” CI. Resultswill be discussed, and we will explore about how to move from good to great results by avoidingcommonly made mistakes. Co-presenters will share both the practitioner and consultantperspective on how to get great CI and war games results and how to avoid common errors.

Key Take-Aways:

g Clearly articulate the value and the role of Great CI in War Gaming g Understand how to get from mediocre to great CI and step up your war game results g Understand common CI and war gaming mistakes and how to avoid them

Early Exposure

11:20 - 11:50 Networking, Refreshment and Exhibition Break

11:50 - 12:35 Town Hall: Ask the Experts Panel DiscussionMODERATOR:Scott LeebVice President Business IntelligencePrudential Retirement

PANELISTS INCLUDE:Kurt KobelMarket Research ManagerPhonak

Michael BernaicheStrategic Planning ManagerDunkin' Brands

Dr. Martin GrotheChief Executive OfficerComplexium GmbH

Jens ThiemeGlobal Head of Program Management Custom ManufacturingLonza

Running concurrently with...

Solutions WheelPlay the "wheel" and join a series of rapid-fire, one-on-one meetings with leadingsolution providers.



Track 4 The Rise and Fall of Competitive Intelligence: The Impact ofInternal Politics: A Case Study Analysis (Case History)

Avner BarneaLecturer on CI, MBA program, Business SchoolOno Academic College

This presentation looks at a CI unit within its organizational setting. It is about the organizationalenvironment in which the CI operates and its impact on both the rise and fall of the CI unit. Thepresentation demonstrates how the organizational positioning of the CI unit, affected within theorganization and eventually its effectiveness. This presentation is about Netafim Ltd. - a world-class Israeli company that pioneered the technology of drip irrigation to become the world-leader in this field. The field was dominated by three Israeli firms and the competition was fierce.With the world shortage of water, major global companies eyed this field. In 2008 an Israelicompetitor was acquired by John Deere – the world leader in agricultural equipment.

Key Take-Aways:

g Learn how to cope with a strategic surprise and the contribution of CIg Learn through analysis of sequence of events how to plan for a new significant playerg Learn the impact of the interrelations between the competitive intelligence function and

the senior management

Veteran Exposure

Track 2 Setting Up an Information Space and a Research Agenda forCompetitive Intelligence (Case History)

Kai GoerlichMarket and Trend AnalystSAP Deutschland AG & Co KG

The CI process often reaches an intellectual point, where it is necessary to look beyond theactual knowledge of the competition and the markets into the unknown. Setting up aninformation space and defining a research agenda helps the CI professional to be more focused,resource-effective and open for the unknown. The session will show trend monitoring andscenarios can widen the scope and set up an information landscape that helps CI professionals tocope better with predictive analyses.

Key Take-Aways:

g How to make the information space approach work g How to use trend monitoring and scenarios effectively for CI g How to be proactive in your CI work

Veteran Exposure

SCIP 2011 European Summit | www.scip.org4

Solutions ShowcaseHosted by:

AGENDA

Track 2 Using Competitive Intelligence to Maximize Value Proposition Alignment (Interactive Breakout)

Erik Glitman Joe KellyChief Executive Officer Vice President of SalesFletcher/CSI Fletcher/CSI

The session will discuss how companies can use competitive value proposition alignment toincrease sales success, maximize revenue per sale, and create sustainable competitive advantage.Combining best CI practices in post sale evaluations, competitor monitoring, and customerprofiling, effective value alignment can have a direct impact on company revenue and profitability.This session will discuss tools and techniques to build value proposition alignment into companystrategic planning and tactical operations. Session attendees will learn how the alignment processhas helped companies build market advantage and increase customer retention.

Key Take-Aways:

g A clear understanding of how aligning the offering value proposition to customer needsleads to increased sales success and higher profits

g The basic tools used to build and maintain a value proposition alignment programg Methods used to evaluate competitive value propositions in the market and key benefits

of understanding competitor offers

Veteran Exposure

Track 1 Information Collection and Analysis Model for Emerging Markets (Interactive Breakout)

Nishant WadhwaniFounder & Chief Executive OfficerInsightful Intelligence Consultancy Pvt Ltd.

Nilanjan JanaDirector, OperationsInsightful Intelligence Consultancy Pvt Ltd.

Identifying sources of primary and secondary intelligence collection plays a key role in the emergingcountries including India. These markets have huge potential for companies having interest in India.However, there lies the problem of identifying the sources of information collection and criticalanalysis of it. The session would focus on the “Information Collection and Analysis Model” foremerging markets. Analysis of the entire information set is the most important aspect of the exercisesince it finally gives shape to the data collected, the meaning construed and the action points derived.The session would complement a case study on successful implementation of the model in India.

Key Take-Aways:

g Identification of sources for primary and secondary intelligence collection in emergingmarkets such as India

g Changing scenario of competitive intelligence in India g Intelligence pyramid for analysis of information

Early Exposure

14:55 - 15:25 Networking, Refreshment, and Exhibition Break


Track 1 The Art and Science of Competitive Intelligence (Case History)

Eliana Benjumeda Mario EstebanCompetitive Intelligence Expert Manager of CIAcciona S.A. Acciona S.A.

In the same way that when looking at a piece of art, different people can see different things andinterpret it in different ways, the competitive intelligence analyst’s ability to see and foresee whatother people cannot is what provides him/her a competitive advantage. The right balance in applyingqualitative and quantitative analysis methods will help to discover the insights and the whole picture.This session will cover how to combine creativity, sensibility and technological and mathematicaltools to approach different projects by learning how to use non-traditional sources, identifyingpatterns, drawing networks, and using imagination to compose the whole puzzle, which is the key ofoutstanding CI performance.

Key Take-Aways:

g Audience will understand how necessary it is to combine qualitative and quantitativeanalysis methods

g Audience will discover how profitable it can be to apply imagination and non-traditionaltools to CI

g Audience will see real examples of this kind of analysis and learn how to start thinkingthis way

Early and Veteran Exposure

Track 5 How to Effectively Integrate Competitive Intelligence into theInnovation Process (Case History)

Claire BuckwarDirector, Strategic MarketingSCHOTT Electronic Packaging GmbH

The presentation is a case study of how to integrate CI into the innovation process. SCHOTTworks with an innovation management system that is based on Cooper’s Stage-Gate-Methodology and is adapted to SCHOTT’s business needs. The structured approach toinnovation allows for the systematic use of CI to foster the innovation process. The presentationcovers different aspects: e.g. a.) at what stages within the Innovation process to use CI; b.) how toutilize CI to identify emerging technology and applications trends; c.) how to combine CI andPatent Analysis for innovation; d) how to develop a competitive technology landscape.

Key Take-Aways:

g Concepts for aligning CI and Innovation Management Processes g CI tools for use in innovation projects g What results can be achieved if CI is combined with patent analysis methodology

Early Exposure

Track 4 Competitive Intelligence Consultancy Skills: Becoming aTrusted Advisor to Your CEO (Interactive Breakout)

Joost DriemanDirector, Market and Business Intelligence European Markets Cisco Systems Inc.Hans HedinVice President of Business DevelopmentGIA

This presentation will show: practical best practices and explain how you can play a morestrategic role by becoming a trusted business advisor to top management as opposed to being aninformation researcher or an analyst. The advantages of this are that you will have a seat at thestrategic decision-making table and you will be able to utilize the input from top managementinto your intelligence projects. And yes, you will most likely make more money as well!

Developing consultative skills is the enabler for this. The presentation highlights important aspectsof the consultative approach such as: Top management relationship building using the engagementmodel; Negotiation skills - how to cope with resistance and managing other negotiation issueswith top managers; Presentation skills - how to deliver the results in an effective and efficientways to executives and other stakeholders lifting the output from an analytical to an advisoryperspective; and creative thinking – thinking differently in order to solve old problems in newways. Cases and lessons learned from Cisco and other companies will be presented.

Key Take-Aways:

g Understand how to practically apply the consultative approach (as opposed to theresearch, analytical and expert approach) to improve your CI program

g Learn about the 5 tools and methods to ensure management interaction andengagement

g Self-assessment audit describing where you are positioned on the consultative/advisoryscale and a roadmap to develop your consultative skills



AGENDA

Track 1 How to Effectively Use Geo-Intelligence for CompetitiveIntelligence (Interactive Breakout)

Johannes DeltlManaging DirectorAcrasio GmbH

In today’s world CI-Practitioners have to focus on several aspects to be able to deliver world-class intelligence. One factor often overseen is geographical information e.g. Geo- or LocationIntelligence. On a tactical level it can provide valuable information for the sales force or presentalternatives in case of disruptive events (e.g. earthquake in Japan). On a strategic level it supportsrisk management and strategic decision making. Johannes Deltl will present real-case examplesincluding global media tracking for a pr firm, regional potential analysis for a financial servicescompany and tracking of competitors’ supply chain for an electronic manufacturer.

Key Take-Aways:

g When and when not to use Geo-Intelligence g How other companies are using Geo-Intelligence information g Ways to present Geo-Intelligence to you internal stakeholders

Early Exposure


Track 4 From Challengers to Champions: Earning Support from SeniorExecutives (Case History)

William WestVice President of MarketingCooperative of American Physicians, Inc.

Converting senior decision-makers from challengers to champions requires you to demonstratethe value of competitive intelligence to them, both as managers and as individuals. Based onlessons learned through developing senior managers and board members in several organizationsinto avid collectors of raw materials and enthusiastic users of finished CI products, this sessionwill help you make CI as crucial to planning as cost or personnel projections. Whetherintroducing a CI function into an existing department or creating an entirely new unit, thispresentation will provide you with an approach to turn even skeptical decision-makers intostrong competitive intelligence supporters.

Key Take-Aways:

g Improve your ability to clearly and quickly articulate your competitive intelligence goalsto senior management

g Effectively craft and present a winning proposal for senior managers by identifying theirneeds, presenting them solutions and urging the desired action

g Identify and develop potential allies and champions for the competitive intelligenceeffort and how to create effective alliances

Early Exposure

Track 4 Tactical Credibility: Your Strategic Calling Card (Case History)

Nigel Aston Christine RipollHead of CI Unit Manager, CIAmadeus IT Group SA Amadeus IT Group SA

Many CI units start out as multi-disciplinary teams, principally working on tactical issues. To breakout of this mould, it is imperative to demonstrate achievement that is recognised by the broadercompany and suggestive of wider impact. Thus focus can be diverted to more strategicallyoriented work. At the same time a structure remains in place to meet tactical needs. The sessionwill path how the tactical – strategic shift can be made whilst offering a live demonstration* ofthe “WIKI” platform on which the Amadeus CI team’s reputation was built.* assuming WIFI is available in the room

Key Take-Aways:

g How to create the building blocks of a proven tactical solution – the technical and co-operative aspects

g How best to communicate this solution whilst attracting the interest of seniormanagement

g How to build on the solution to offer more strategic insight

Early Exposure

Track 2 Successfully Managing Customer Push-Back: Essential Tools for the Competitive Intelligence Professional (InteractiveBreakout)

David GibsonSenior Vice PresidentKaiser Associates, Inc.

Every time a CI professional responds to a request, there are “negotiations” between the CIprofessional and the customer [external or internal] to define the work to be done; whilebalancing customer needs vs. what the CI professional can deliver using the time and resourcesavailable. This session will provide CI professionals with tools to manage the inevitable push-backfrom customers and ensure success going forward. Using a case based on real examples, and hisfirm’s 30 years of experience; Mr. Gibson will lead a discussion on proven tools and techniquesfor managing customer push-back. (Using the case, this session will require a high level ofaudience interaction and discussion.)

Key Take-Aways:

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

Veteran Exposure

Track 6 Managing the Information Overload: How to DistilInformation into Insights (Interactive Breakout)

Karina HabdasClient ExecutiveEvalueserve Ltd.

Frank van DijkSenior Marketing DirectorBently Nevada, a division of GE Energy Netherlands B.V.

This joint presentation between GE Energy and Evalueserve will discuss an innovativecollaboration to efficiently create, manage and increase CI. Leveraging external support can bringmultiple benefits: cover gaps, provide additional analytical horsepower and improve productivity,resulting in a more efficient internal team. A particular focus will be on managing knowledge andinformation and converting answers into insights. The presentation will highlight both angles ofthis cooperation, namely GE Energy’s perspective and Evalueserve’s – the outsourcing partner -viewpoint. Set-ups, initial problems, provided solutions, improved results and benefits will behighlighted. The audience will learn about applied outsourcing, its set-up, benefits and limitations.

Key Take-Aways:

g Best practices in outsourcing – perspective from end-user and outsourcing partner g Manage information overflow: using tools and databases vs. analysts g Sharing CI project insights and learnings

Veteran Exposure

17:30 - 18:30 Networking Reception

19:30 Wine & Dine at Griechenbeisl


AGENDA

THURSDAY, 10 NOVEMBER 2011

08:00 - 12:00 Registration

08:00 - 08:45 Continental Breakfast and Exhibition

08:45 - 09:00 Opening Remarks

09:00 - 10:30 Mega Trends Think Tank: The Impact on Your Career andIndustry

FACILITATOR:David FrigstadChairmanFrost & Sullivan

Mega trends cross all industries, careers and regions and promise to make significant impacts onour lives, careers and companies. The identification of these Mega Trend is helpful, the analysis ofthese Mega Trends is valuable, but, the visionary thinking required to identify unmet needs,challenges and opportunities is the spice of life. In this unique and new session for SCIP we willbe working in groups to create a think tank environment to begin the process of developing avisionary perspective and identification of innovation opportunities. Today, we are hoping to setthe stage for a much larger impact for the future role of strategic and competitive intelligenceprofessionals in business.

Key Take-Aways:

g Identification of the major Mega Tends and an analytical understandingg A roadmap to developing a visionary perspective and perhaps experiencing some

innovative opportunities in the futureg Skills to analyze the impact of Mega Trends and their implications on growth potential in

the next 5 to 10 yearsg An understanding of how Mega Trends will shape your life, career and company (not to

mention your kids)


Track 1 Bull’s Eye Analysis: A Marriage of Competitor, Managementand Blindspot Analysis (Case History)

Dan MulliganInstructorMercyhurst College

The most useful intelligence is predictive in nature. Decision makers need to be in front ofcompetitor initiatives. Bull’s Eye analysis synergizes aspects of competitor profiling, managementprofiling, and blind spot analysis to help decision makers anticipate the strategic decisions of rivals.This presentation describes the theoretical frameworks, methodology, and results from dozens ofcase study examples of Bull’s Eye analysis. Substantial (n>300) testing of the Bull’s Eye modelresulted in statistically significant improvements in predicting competitive behavior.

Key Take-Aways:

g Learn the significance of modeling and its relationship to predicting competitive strategyg Learn the concepts, processes, and methodology of Bull’s Eye analysisg Learn how to use the Bull’s Eye model to predict competitive behavior

Veteran Exposure

Track 3 Communication Platform for International Small and MediumEnterprises (Case History)

Michal UcenBusiness Development ManagerCord Blood Center Group

Competitive intelligence (CI) is still mainly used in large corporations. Nevertheless, it has itsplace also in SMEs, especially when operating in several countries and in turbulently changingbusiness environments. The presentation is aimed at real-life experiences related toimplementation of CI in such kinds of companies and with main focus on communicationbetween all levels of organization structure as well as headquarters and branches.

Key Take-Aways:

g How to manage CI information flow inside international SMEs- Difficulties arising with implementation of CI platform with focus on collection,

analyses, selection and mainly communication of information to competent persons inheadquarters and local branches

g Case study related to implementation of CI communication platform in private cordblood bank- Use of CI within quickly changing environment in private cord blood banking business- Importance of CI for corporate strategy and product innovation as well as for

marketing and sales in local branches- In private cord blood banking segment CI is challenge as it covers all main sources for

CI from monitoring market data and competitors to new legal and patent informationg Drawbacks and benefits of CI communication within international SMEs

- Possible threats which CI specialist could face in SMEs, e.g. low budget for this kind ofactivities and use of free software tools

- Positive influences of the flat management system on information flow and possibilityof quick reaction to competition steps and changing external environment

Early Exposure

Track 4 Scenario Technique: A Strategic Competitive Intelligence Tool(Interactive Breakout)

Monika GieseFounder and Chief Executive OfficerICOCI GmbH

Decision makers are forced to make decisions in the face of uncertainty. For the CI professionalsin enterprises it becomes increasingly important to be able to support these executives byproviding insight and foresight in order to help anticipate the alternative futures. The ScenarioTechnique is a particularly effective analytic framework, particularly in strategic context. Thissession aims to provide a platform for seasoned professionals to exchange their experiencearound the scenario technique and share their views around the challenges they had toovercome to successfully utilize this product within their organisations.

Key Take-Aways:

g What scenarios are and are not g When, where and why to use scenarios g Challenges using scenarios

Early Exposure

Track 1 Competitive Intelligence and Social Media (Interactive Breakout)

Alexander StumpfeggerHead of SalesPattern Science AG

A continuing hype exists around social media as they make their way into PR, marketing, and HR-departments as communication tools. But what value does social media have on a strategic levelas part of competitive intelligence for B2C as well as B2B? A team of experts from the Universityof St. Gallen and the Pattern Science analyzed this question and discovered that social media,especially in combination with other (online) media, can contribute significantly to the detectionof topics and trends in “real-time” and allow strategic assessment of these. In this project, socialmedia was structured by use and interpretation opportunities, and instructions were developedfor a conceptual and technical implementation of a social media monitoring as a competitiveintelligence measure. Recent examples illustrate the results and assist companies in shaping theirown approach.

Key Take-Aways:

g The presented Social Media model represents an abstract selection of social media for acompany. It is, for example a network of innovators, customer opinions or more ameasure of the relevance of information. We show it’s not the individual content, which isimportant, but a good mix of interpretable signals to identify relevant issues and trends

g We apply an analysis approach to determine the information needs of a company on avery detailed level and then select from (social) media offers accordingly

g Software to automatically extract essential content from a website which gives the userthe possibility to handle the information overload and get a clear view of it

Early Exposure

11:35 - 12:05 Networking, Refreshment, and Exhibition Break


AGENDA


Track 4 Collaboration: The Most Important Critical Success Factor forCompetitive Intelligence (Case History)

Michelle SettecaseCI DirectorErnst & Young

This case study and discussion is designed to highlight the ways in which CI professionals cancollaborate with decision makers, cross functional teams and across the geographies to developgreater insight and improve CI’s status as a trusted advisor. Based on examples from Ernst & Young’sprogram, leading practices for collection, analysis, and dissemination and measuring value of insightsdelivered will be presented. In addition, a discussion of the use of technology as an enabler will be held.

Key Take-Aways:

g Specific examples of how to collaborate with others throughout the CI process g Specific examples of how to use technology to facilitate the collaboration process g Specific benefits of collaboration in the global or a cross cultural context.

Veteran Exposure

Track 4 Securing C-Suite Buy In for Your Competitive Intelligence Unit(Case History)

Timothy KrysiekSenior Strategy Analyst Statoil

This session will offer strategies and tactics for cultivating and maintaining executive support foryour strategic intelligence unit. Securing senior executive buy-in and support for intelligence hasbeen the long-standing but often elusive goal of corporate market intelligence functions. Establishinga truly strategic intelligence function that supports and serves the needs of the executive leaders iscritical to the success of both the corporation as well as the career of the CI professional.

Key Take-Aways:

g Case studies on cultivating a successful relationship with an Indian sub-contractor andbuilding a robust intelligence-sharing platform

g Insight on making your CI unit a multi-purpose vehicle that helps top executives navigatethe external environment and accomplish their internal objectives

g Advice on how to turn your CI unit into a hotbed of innovation through strategic talentacquisition, effective messaging and branding and team building

Early Exposure

Track 3 How to Effectively Use Technology to Tap Intelligence fromInternal and External Resources (Interactive Breakout)

Jesper Ejdling MartellChief Executive OfficerComintelli

Often the best market intelligence comes from your own internal resources, but it is often difficult tospread it widely within an organization. This presentation looks at the hurdles of sharing intelligenceand suggests how they can be overcome. Some best practice cases and examples of how this can besolved using simple tools will be shown, as well as best practice examples of successful intelligenceportal implementations.

Key Take-Aways:

g A clear picture of the role of software in CI g How to combine internal and external intelligence in one interface g The difference between Google, Sharepoint, RSS feeds and dedicated CI tools

Early Exposure

Track 2 The Master Plan: A Framework for Competitive IntelligenceOperational Success (Interactive Breakout)

Gary Maag David KalinowskiChairman & Chief Executive Officer President & Chief Operating OfficerProactive Proactive

We are all under increasing pressure to prove ourselves and the value of our CI group. To address thischallenge, Gary Maag and David Kalinowski of Proactive Worldwide developed an interactiveworkshop that focuses on the fundamental components that lay the ground work for a highperformance CI function that leads to sustainability and legacy. This “Master Plan” training event isdesigned as an extreme CI training system for individuals who want to affect their own performance,the performance of the CI team, and the performance of their internal clients. If you have been taskedwith crafting the strategy and execution of a CI Center of Excellence, this workshop is designed as theperfect resource to quickly build and expand on your CI mandate.

Key Take-Aways:

g Assess decision-based CI needs, CI expectations and CI value g Identify the five most important expectations to convey/manage g Decipher and interpret implications from the intelligence g Convince senior management to embrace the insight you provide g Learn what you must be doing on a regular basis to position the CI group as a hero g Learn how to demonstrate the value your group adds

Veteran Exposure



Track 4 From Customer Service to Customer Relationship Management:How to Use Competitive Intelligence to Improve the CustomerStrategy (Case History)

Guillaume SylvestreStrategist CoordinatorNational Institute of Agronomic Research of France (INRA)

This presentation will describe the use of competitive intelligence in order to support the designof the customer communication strategy of a health insurance company and its impact on thedevelopment of customer relationship management. The example of the creation of a newcustomer service department will demonstrate how the use of competitive intelligence enabledthe LMDE to innovate in its customer products and services. The speaker will explain how thesechanges improved the company competitiveness and its reactivity to change, and howcompetitive intelligence was introduced in the decision-making process.

Key Take-Aways:

g Identify the problems and the opportunities due to a fast evolution of the customersservices needs

g Implement new decision making, report and evaluation processes to develop customerrelationship management by using competitive intelligence

g Improve customers’ communication from the management of service problems todynamic exchanges and communication through new media and sectors of growth(sustainable development …)

Early Exposure


AGENDA

Track 2 Defend Yourself: Everyone Doesn’t Play by the Same EthicalRules (Case History)

Adam RadicicManaging Director, Middle EastIRM, Ltd.

Competitive Intelligence is too often only seen as the efforts we make to obtain information ofvalue which gives us the competitive edge in business. Even if we all agree to play by the “ethicalrules” of primary and secondary investigative and questioning techniques – we must be cognizant ofthe fact not everyone plays by the same rules! Technologies (active and passive) and techniques(obvious and not) exist – which bend or break the rules of “Ethical CI Practices” – which we shouldbe aware of so we can best defend ourselves from them. This block of instruction will cover 1)what other people are doing which bend/break the rules 2) how to identify whether this is beingdone to you 3) how to defend yourself and counter your competitors’ efforts.

Key Take-Aways:

g Private and Governmental entities are actively trying to obtain your IPg The odds are against you – but there are things you can dog The best defense is an awareness of what is being done – and how it is being done

Veteran Exposure

Track 5 Are Intelligence Lessons Identified from National SecurityTransferrable to CI? (Interactive Breakout)

Malcolm BakerSecurity, Risk and Crisis Management Strategy AdviserResilience

Counter terrorism operations require risk-based and intelligence-led activity to effectively reducethe threats and risks from terrorism. This unique and innovative research project formed the finalcomponent of a Masters’ Degree programme at the Defence Academy of the United Kingdom. Byexamining the relationships between risk management, intelligence and decision making, theoutcomes provide a rare opportunity for Competitive Intelligence strategists and practitioners togain an insight and understand the lessons identified and assess the utility for mainstreaming in CI.The research findings, lessons, policy recommendations and a revised intelligence model areeminently transferable into the commercial and business sector.

Key Take-Aways:

g Research findings from a unique and rare insight into national security which areapplicable to CI

g Policy and other recommendations for consideration in CIg A revised intelligence model for consideration by CI strategists and practitioners


Track 3 Impact on New Media

Eric Auchard Editorial Innovation DirectorReuters

Competitive intelligence professionals and journalists face some of the same challenges incorporatingnew media tools into their workflow. Longtime Reuters' technology correspondent Eric Auchard willdiscuss how journalists are harnessing social media, big data analysis and collaboration tools to stay ontop of breaking news around the globe. What's changed in how news is reported, sourced, verified,edited and distributed? Join a discussion of where news fits in your own intelligence gathering. Howdo you rate its reliability in constructing your own analyses?

Key Take-Aways:

g What's changed in how journalists find stories and identify emergent trends? g Where do journalists look for stories, sources and data now? g Tools for scaling up social media monitoring. (If you are using Twitter to follow Twitter

you are doing it wrong)


15:25 - 15:55 Networking, Refreshment and Exhibition Break

15:55 - 16:10 The State of SCIPScott LeebVice President Business IntelligencePrudential Retirement

16:10 - 16:50 Top Takeaways Panel

FACILITATOR:Jens Thieme Global, Head of Program Management Custom Manufacturing Lonza

PANELISTS INCLUDE: :Kurt Kobel Market Research Manager Phonak

Michel Bernaiche Strategic Planning Manager Dunkin' Brands

Sanja Kais Market Analyst Covidien

Andrew Beurschgens Head, Business Market InsightsEverything Everywhere

Dr. Carsten Deus President C.DEUS Consulting

Martin Grothe Chief Executive Officer complexium GmbH

Christian Frey Head Market & Competitive Intelligence Sika

16:50 SCIP 2011 European Summit Concludes


Fletcher/CSI providesFortune 500 companieswith global intelligence

through access to primary sources, proprietarymethodology, in-house research and worldwidenetwork of in-country intelligence/researchprofessionals.www.fletchercsi.com

Proactive Worldwide, Inc. (PWW)is a global decision support,research, and consulting firm. Oursuite of customized programs andservices, which are anchored byour heritage of process-driven

primary research, provides our clients with evidence-based strategic intelligence. We develop action-orientedsolutions that optimize our clients' decision making andpositively impact the overall value of their business.www.proactiveworldwide.com

SPONSORS & EXHIBITORS

SPONSORS:

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YOU ARE CORDIALLY INVITED TOJOIN SCIP!

We hope that you choose to join our growing network of CI professionals and look forward to helping you navigate all the benefits of membership. As a member, you will receive discounts and benefits on training and education including; national and international conferences, a quarterly online version of the Competitive Intelligence Magazine, access to the SCIP members-only website that includes a research library, industry research and much more. As an organization of CI professionals, SCIP is dedicated to providing you with the training and knowledge to pilot your organization towards competitive success while maintaining the highest ethical standards. From educational seminars to networking opportunities, SCIP emphasizes the need for CI professionals to learn from each other and stay aware of the latest developments in information gathering, analysis, and dissemination. Through our special events and publications, SCIP members survey changes in the business environment and know, before anyone else, what lies ahead. While some decision makers may attempt to sail blindly through the global marketplace, it is the duty of the trained CI professional to show them alternative courses that will avoid potential dangers, and to take advantage of the tactics and strategies that lead to bottom-line success. SCIP will continue to provide the best foresight and direction for the future of the competitive intelligence field, while promoting the highest level of educational programs. The future is bright for the SCIP and we look forward to you being a part of it.

SCIP | 1700 Diagonal Road, Suite 600 Alexandria, Virginia 22314, USA

T: +1.703.739.0696 F: +1.703.739.2524 www.scip.org

SCIP Membership

HAS ITS PRIVILEGES

Learn the most essential and practical competitive intelligence methods by examining the successes and failures of other SCIP members, the best and brightest competitive intelligence professionals in the world. Tap into the most extensive intelligence resource available: the collective experience and knowledge of nearly 3,000 members in the field worldwide, making SCIP the world's largest professional organization of competitive intelligence professionals. Find the answers you need…

• Information-packed website that provides over 2000 articles of knowledge.• Members-only discounts on SCIP publications, by reputable thought

leaders in competitive intelligence. Tap into the latest news…

• Monthly SCIP.Insight newsletter to keep members at the forefront of knowledge in competitive intelligence, relevant news stories and programs schedules throughout the world.

• Quarterly Competitive Intelligence Magazine (CIM) "how to's", benchmarking information as well as best practices from academics as well as practitioners in the field (available online).

Surround yourself and network with leaders in the CI community…

• Online Membership Directory your access to nearly 3000 competitive intelligence professional worldwide.

• Our chapter structure is uniquely designed such that it offers local networking opportunities and programs related to industry specific and general educational programs to foster your professional development in competitive intelligence.

Be recognized as a leader -- Increase your visibility and influence…

• Showcase your talents by presenting at the SCIP Annual International Conference.

• Submit timely articles to the journal or magazine. • Volunteer: the best mechanism to elevate your professional expertise,

create visibility and extend your reach, and grow your leadership opportunities within SCIP.

Manage your career and field -- obtain lifelong learning…

• Save up to $700 for member registration to our highly acclaimed, SCIP International Annual Conference & Exhibition--the world's largest gathering of CI professionals.

• Webinars offered year-round pertaining to topics necessary at all stages of your competitive intelligence or multi-disciplinary career

• Certification through internationally recognized professional training program plus education and training programs offered yeal-round such as CI Analysis, C101/202, and Starting and Managing a CI Function

• Access archived training sessions from a myriad of SCIP conferences or training programs

SCIP IS A NON-PROFIT PROFESSIONAL SOCIETY DEDICATED TO HELPING BUSINESSES MAKE BETTER

DECISIONS THROUGH COMPETITIVE INTELLIGENCE

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