SCIP Financial Intelligence: 2000, 2004 SCIP Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11,

1, 2000. SCIP Competitive Intelligence for Financial Services, Warrick Hotel, New York, September 8-10, 2004

SCIP Sales and Marketing Intelligence: 1999, 2000, 2001 SCIP Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 1011, 1999. SCIP Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. SCIP Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001.

SCIP Technical Intelligence: 1997, 1998, 2000

SCIP Competitive Technical Intelligence Symposium, Boston, Feb. 20-1, 1997. SCIP Competitive Technical Intelligence Symposium, 2nd, Philadelphia, Oct 29-30, 1998. SCIP Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000.

SCIP Europe: 1996- 2008 SCIP in Europe: Business Analysis the European Dimension. (1st) Wien Hilton, Vienna, 13-15 October 1996. SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. SCIP European Conference: Bringing European CI into the 21st century. 4th annual, Amsterdam, 3-5 November 1999. SCIP Europe Conference, 5th annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. SCIP Europe Conference, 6th annual, Exceeding expectations. Munich, 24-26 October 2001. (descriptions) SCIP Europe Conference, 7th, Brussels, Belgium, October 16-18, 2002. SCIP 8th European Conference, London, UK, October 22-24, 2003. SCIP 9th annual European Conference, Milan Italy, October 27-29, 2004 SCIP 10th Annual European Summit, London, November 9-11, 2005. SCIP 11th European CI Summit, London UK, October 18-20, 2006. SCIP/DCIF 12th European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007.

3rd International conference SCIP Czech, Hotel Cechie Praha, Prague, Czech Republic November 26-27, 2007
SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 2022, 2008.

SCIP ANNUAL CONFERENCE 1988, 1991-1994, 1996--2009 SCIP Annual meeting, 3rd, Atlanta Georgia, March 23-25, 1988. SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8. 1991. SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. SCIP Annual conference: Keeping apace in the CI race, 9th, Boston, Mass, April 27-30, 1994. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. SCIP annual conference: Global Competitive Leadership in the 21st Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. SCIP Annual conference: Chicago, IL, March 25-28, 1998. SCIP annual conference, Montreal Canada April 28-May 1 1999 SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 SCIP Annual conference: Real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. SCIP05 20th Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. SCIP07 Annual International Conference, New York City, April 29- May 2, 2007. SCIP08 Annual International Conference, San Diego, April 14-17, 2008.

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

A
Aaron, Robert. A SWOT of the CI automation providers. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Abbott, Nicholas. Developing a CI gathering systems for conferences (Immunex) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The presentation will describe how Immunex, a leading biopharmaceutical company, has transformed the way it approaches scientific conferences by applying CI techniques. Examples will describe staff preparation including: (1) review of program, (2) examination of abstracts, (3) selection of key abstracts, and (4) the subsequent roles and responsibilities delegated to attendees. The presentation will demonstrate how information and predictions of key competitor messages are summarized for senior management. Participants will learn the steps necessary for (1) the execution of the intelligence gathering plan, (2) quarterbacking, (3) use of external consultants, and (4) daily debriefs. Finally, the presentation will focus on communicating results and lessons learned. Abel, Angela. Roles and skills in knowledge management environments. (TFPL / Oxbrow, Nigel TFPL st th )SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Abela, Andrew Extreme Presentation- Powerful Communication of Complex and Controversial Intelligence, Full-Day Workshop. (The Catholic University of America). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This workshop will teach the Extreme Presentation's method to participants, in a highly interactive format. The Extreme Presentation method integrates five essential dimensions of effective presentation: logic (the message itself); rhetoric (the story that brings the message to life); graphics (the visual images and charts that deliver the evidence convincingly); politics (the influence methods to persuade the audience); and metrics (measurement of the presentations success). The method includes 13 steps that provide guidelines, tools and examples to move presentation development concisely from audience and objective through structure to individual slides or pages. Abela, Andrew. Extreme presentation developing communication that impacts clients decision making, (workshop) SCIP Annual conference, New York, April 30-May3, 2007. The Extreme Presentation method integrates five essential dimensions of effective presentation: logic (the message itself); rhetoric (the story that brings the message to life); graphics (the visual images and charts that deliver the evidence convincingly); politics (the influence methods to persuade the audience); and metrics (measurement of the presentation's success). The method includes 13 steps that provide guidelines, tools and examples to move presentation development iteratively from audience and objective through structure to individual slides or pages. Abraham, Jay. Non-traditional marketing for the 90s. (Abraham Publishing) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Abreu, Paulo. Panel Presentation: Teaching Competitive Intelligence. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Airey, Lexi. Case Study in Organizational Issues. (Head of Market Intelligence and Complaints Analysis, Post Office Ltd) with Gary Sheen, Market Intelligence Manager, Post Office Ltd. SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Case study: How Post Office Ltd built from scratch a competitive and market intelligence team that has continued to grow in size over the last four years despite organizational down-sizing. Post Office Ltd is one of the largest retail networks in Europe and serves 24 million customers per week. The market and competitor remit covers all of Post Office Ltds business areas including their full financial services and travel portfolio, telecoms, government and mails strands Aker, Brooke A Lotus Notes architecture for conducting CI. (workshop) (W Youngblood) (The Futures Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Aker, Brooke Intelligence and innovation: a match made in heaven, SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The drive to innovate business in today's environment is relentless. Competition, globalization, and customer sophistication drive the need to rethink and reinvent all the time. But innovation is more than churning out a constant stream of new or improved products. On the contrary, many leading authors show that some of the best innovations in industry do not center around product. In this session we will lay out a model of innovation, the importance of using CI to plan innovation overall and finally how to use visualization to support the modeling, planning and execution of innovation in organizations. We will introduce a model of innovation that looks for signals of change in an industry from a competitors and strategic choice perspective. We will show that the signals of change come not strictly in the form of product but rather more broadly in the forms of

finance, process, offering and delivery. We will show how intelligence and innovation come together by focusing on overall goals. Innovation sets the stage for future growth. Seeing innovation across time, across industries and compared to rivals gives unprecedented ability to generate a successful innovation strategy Aker, Brooke 100 ways to bury your competitors: linking intelligence and strategy, (Cipher Systems) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Cipher Systems has undertaken a two-year research project to understand how organizations use intelligence in a strategy and operational context. The research suggests that creativity in the use of intelligence is often the key to effective strategic action. Participants will examine strategic success stories that center on the use of creative intelligence. The presentation will focus on defining a typology of intelligence-based strategic actions, and creating an understanding of the scope of available strategic actions given the typology of competitive conditions. Aker, Brooke Putting the KITs to work. Workshop. (Cipher Systems) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. An effective CI group needs to have a solid basis in the understanding and use of Key Intelligence Topics (KIT), the backbone of the CI process. Many companies use KITs to identify and prioritize senior management's key intelligence needs. KIT identification and interviews provide the focus needed to conduct effective intelligence operations, and at the same time permit a CI team to determine the resources required to address a company's actual intelligence needs. This workshop will discuss the identification and use of KITs in a practical setting, using a case study to work through two KITs. Aker, Brooke Sales Ready Scoring: A Novel Use of CI, (Acuity) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Nothing drives a company more than sales. Top line growth is the real key to long term success. Cost-cutting, reorganizations, and outsourcing pale by comparison. Yet CI at times has found it difficult to play a constant or high ROI role in the sales process. Using CI to create a sales ready score is a new approach to solve this problem. Sales ready scores are calculated by capturing and processing the signals of change or trigger events at prospect companies. Trigger events are discontinuous or one-off changes in a prospect company such as new management, receipt of new funding, or the launch of a new product. Research shows that companies that have trigger events are 400% more likely to buy than companies without trigger events. CI is a good way to create sales ready scoring since it involves collecting, analyzing and reporting (scoring) of the trigger events. This session will show participants how to model and create sales ready scores for their organization. Aker, Brooke Workgroup intelligence: a Lotus Notes architecture for conducting CI. (workshop). SCIP st annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Aker, Brooke Workgrouping intelligence: advances in information technology supporting CI. (workshop) st (Cipher Systems) (w McKenney) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Ali Irfan, The role of competitive intelligence in sales and marketing, Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999 Allen, Catherine. Strategic competitive intelligence: implications for financial services. (Citicorp). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Allen, Kenneth Will access to information be an anachronism in the information age? (Information Industry Assocn) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 68, 1991. Almeida, Sergio. Integrating CI in the decision making process. (Banking Management School). SCIP European rd Conference, 3 annual, Hotel Steingenberger, Berlin, 11-13 November 1998. Allgaier, Cyndi Bottom line BI: Applying BI to sales and marketing (he Pine Ridge Group) Steve Levy, Competitive Sales Intelligence (workshop) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. How can BI help you win sales? Everyone knows that BI helps companies stay focused on competitors and answer important questions about strategy. But BI professionals seem to devote less attention to gathering information for sales and marketing. At this workshop you'll learn how information can be used to enhance sales and marketing initiatives. Allgaier, Cyndi Bottom line CI: applying CI to sales and marketing. (workshop) (Pine Ridge Group) SCIP st Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Allgaier, Cyndi Knowledge advantages sales and marketing (KASM) the challenges ahead. (with Tim Powell) (Pine Ridge Group) (workshop) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001.

In this highly interactive workshop, you'll get a chance to work with three pioneers in the branch of SMI known as KASM - Knowledge-Advantaged Sales and Marketing. KASM is a research and practice-grounded approach designed to improve the efficiency and effectiveness of a sales and marketing organization. In this workshop, you will learn: What are the elements of KASM? What are the benefits of KASM? What are typical steps in developing a KASM program? Two of the workshop leaders co-authored the only major study of current SMI practices, and were instrumental in developing this SMI symposium series. All three have experience in establishing and running their own companies and in advising larger firms. They represent a combined 70 years of experience solving business problems. Together, the workshop will produce a work product document of lasting value that will be sent to each participant within days of the symposium. Allgaier, Cyndi Sales and marketing intelligence: how to make your sales force love you. (workshop) (w Powell) (Pine Ridge) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Across nearly all industries and organizations, sales and its cousin, marketing are activities that rank among the top as sources of value to the organization. They may go under different names, but the core activities (identifying target markets, creating awareness of ones product offering, developing and maintaining customer or client relationships) remain essential to organizational success. One of the major defining processes within sales and marketing is the sales cyclethe process that takes you from identifying what kinds of customers you might target, all the way to winning new business. To fully and effectively support sales, you must understand this cycle. Armed with this understanding, you can craft supports that optimally benefit each phase of the cycle Allgaier, Cyndi The scenario toolkit: support CI analysis. (workshop) (Pine Ridge Group) (with th Heckendorrn) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Good scenarios are much more than interesting stories about what might happen. Useful scenarios are built through a methodology that allows common data to be viewed from multiple perspectives. These multiple frameworks can be used to test the underlying assumptions related to the core data. As a tool, scenarios can be applied to problems at almost every stage of the intelligence process: develop collection plans for key data sets, analyze existing competitive behavior, uncover vulnerable internal assumptions, establish early warning alert criteria, analyze trade association or cartel behavior and present finished intelligence to multiple audiences. In this workshop you will develop an understanding of the nature of scenario analysis as an analytical tool and the circumstances and situations in which scenarios can be used most effectively. We will review the basic scenario methodology, use a case study to demonstrate how scenarios can be used to support CI analysis, and allow the participants to use these tools in a practical scenario development exercise Allgaier, Cyndi SMI in the e-commerce era: challenges and opportunities, (Pine Ridge Group) (w Powell) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Allgaier, Cyndi Technologies for sales and marketing intelligence, (w powell) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999 Allgaier, Cyndi Turning competitive intelligence into sales, (workshop) (w powell) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Allgaier, Cyndi Turning intelligence into bottom line results. (workshop) (Pine Ridge Group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Are you listening? You may be surprised by what your companys sales force could tell you. Of course, if you want sales or marketing staff to help you, you need to help them. This workshop presents a sales and marketing intelligence (SMI) process model. The model provides insight into how to structure the relationships between intelligence, sales, and marketing staff; which tools can make the relationships productive; and how to measure the result Allgaier, Cyndi Turning intelligence into bottom line results. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Allgaier, Cyndi Using BI to enhance marketing and sales effectiveness. (workshop). SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Almeida, Sergio Integrating CI in the decision making process. (Banking Management School). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Alvarez, Adrian Situational Early Warning, (founding partner, Midas Consulting) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The presentation will highlight the weaknessness of conventional early warning systems and their focus on paradigm change and incremental change. The need for a system to deal with incremental change will be discussed and such a system will be presented. The key steps of the situational early warning methodology are (1) identify players; (2) set and prioritize the situations to monitor; (3) define leading indicators; (4) monitor situations; (5) analyze the indicators to determine which situation is occurring; (6) implement action; and (7) learn from the implementation. Each step will be connected to actual examples to get the audience involved in the presentation and to show how the methodology can be used in real life.

Alvarez, Adrian Successful Internal Networking for Improving Your CI Performance, (Founding Partner, Midas Consulting). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The presentation will outline which practices have been very effective in internal networking with examples of the most effective ones from successful Latin American companies. These experiences should be useful for CI practitioners from countries, such as Spain, Portugal, Italy and Greece, where personal relationships and internal networking are key to the success of any CI department. Four successful best practices to improve the internal networking are to be introduced with examples.
Alvarez, Adrian Successful internal networking for improving your CI performance. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how to spot who must be in your network for your work to be successful. Learn how to use training as a key element of getting collaboration and how to successfully reward program for collaborating with the CI department. Learn how to use internal meetings for getting and successfully spreading CI
Amabile, Teresa. How to kill creativity. (keynote) (Harvard) SCIP Annual conference: Knowledge-based strategies: st surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Amann, Robert Cost structure analysis: identifying what really matters and using it to make a difference, with Methvin, Brian. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. How many times have you wished you could figure out where your competitor has a cost advantage? But even if you knew were they were beating you, how do find the information necessary to do anything about it? This presentation will identify techniques and approaches for CI departments of all sizes to identify cost advantages/disadvantages, estimate the scope of the difference, and drive deep into the data to learn the underlying causes. An effective cost analysis exercise should focus on the potential areas of advantage/disadvantage that can make a meaningful difference to your business. More important, the exercise should help you understand the reasons for the difference so you can identify and take appropriate actions. Through case studies and real word examples, we will discuss the role of sharply defined expectations and data requirements in order to collect data that matters. We will also uncover the importance of building a team responsible for developing hypotheses and the value of welcoming business line experts to participate in the process. Anderbjork, Gabriel. Intelligence communities: managing people and information in the 21 century. ( Comintell) SCIP st th European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Anderbjork, Gabriel. The business value of CI: high level ROI. (Founder, Comintell). SCIP 11 European CI Summit, London UK, October 18-20, 2006. CI is a constantly questioned support process in many companies. Unfortunately this criticism is not entirely unfounded. As CI professionals, we tend to assume that every senior executive in our company appreciates our splendor without us having to prove our case. Thus, CI is by many seen as a nice to have rather than a must have. During this session attendees will learn how to argue for the business value of CI. A key aspect of the value delivery is obviously the CI management, which consequently will be addressed from some different perspectives. Anderson, Kent. Business perspectives on cyber security and intelligence, panel. (Managing Director, Network Risk th Management, LLC) (with Boni and Lutz) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This panel gathers three leading security and intelligence experts to discuss perspectives on 21st century security challenges faced by both public and private Sectors. In their common struggle to address the new risks arising from the vast increase in connectivity and communications they will discuss new threats that must be appreciated and key protective measures that should be emphasized. The session will emphasize the critical importance of shaping an effective global response to economic cyber issues and deploying human and technical resources to address the cyber security issues. Andrako, Elizabeth Liberating others: putting CI secondary resources on the corporate intranet (W prudom) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002 Ansoff, H. Igor. Strategic responses to environmental turbulence. (Ansoff Associates) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Antunes, Stefanie. Gathering CI from your call center. (Novintel) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Roughly 70% of an employees business knowledge isnt documented. Imagine the potential for your CI department if some of this knowledge could be gathered, stored and analyzed. Here is your chance to learn five important ways to gather CI information by tapping into an existing resource . . . the Call Center. Youll see how to bring your CI function to the next level increasing its value with little, if any, added expenditure or investment. Expect to leave with easy-to-implement, concrete ways to encourage the use of existing knowledge and processes of software and human resources.
th st

Arias, Ray, Competitive sales strategies through war gaming, (w Murphy) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Arnold, Stephen. The four forces transforming competitive intelligence. (workshop) SCIP Annual conference: st Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Asensio, Sergio Competitor intelligence an applied science. (Marriott Hotels) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Ash, Kenneth. Positioning your business versus competitors. (workshop) (Find/SVP) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Aspinall, Yulia. Merger mania: is CI a victim, witness or winner? SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. The Biopharmaceutical industry is well known for its multibillion merger and acquisition activities. If you think that M&A activity was hot in 2005, then it was just lukewarm compared to what transpired in 2006 and 2007. Nearly 300 M&As were initiated and /or completed in 2006, 12 of those exceeded $1billion! From aggressive bidding wars between giant companies to partnering deals, especially when focussed on firms with very early stage research or even promising technology platforms, M&A mania has always had a negative image. In any M&A strategic intelligence is vital and is driven not just by valuation, but by whether deals get done, how they are financed, how entities are integrated, and whether a buyer and seller even identify each other in the first place. Now imagine yourself in the situation when a merger is forced on you and not with your new owner but with another company purchased by the same owner. You didnt know that its coming and, of course, hadnt been involved in any intelligence. Do you feel victimised? - most probably. Are you going to wait a bit longer and see what will happen next? - most likely. Or maybe you can use this situation for you and your CI teams benefit and win? you certainly should try! Asplund, Mattias, Sourcing intelligence: using competitive intelligence to support your purchase and supply chain rd activities, (IKEA) 3 International conference SCIP Czech, Hotel Cechie Praha, Prague, Czech Republic November 2627, 2007

Ashton, W. Bradford Assessing CI and technical intelligence capabilities: the results from a survey of the st industrial research institute members. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997 Ashton, W. Bradford Creating early alerting systems to identify treats and opportunities emerging from unanticipated technology change, (Battelle) (w Degenaro) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Ashton, W. Bradford Developing knowledge based corporate strategies by monitoring key competitors. (Batelle) st SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 2528, 1998. Ashton, W. Bradford How to make early warning intelligence work for you. (Xenergy; DeGenaro & Assoc) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Anticipation is the hallmark of the knowledge professional. Learn how to perform early warning analysis to identify business threats and opportunities, plus discover how to overcome some of the barriers that will appear along the way Ashton, W. Bradford Making Ci analysis work for your: a case study practice. Workshop. Xenergy Inc. (w Gib) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This workshop is designed to introduce participants to a general CI analysis framework for guiding the analysis process and to give them practice in applying the framework to a realistic case study example. An introductory lecture and discussion regarding a proven framework for conducing CI analysis will be given prior to an overview of some key analysis techniques. This will be followed by discussing a CI case example and hands-on practice in applying the analysis framework to the case situation in breakout groups. The case study involves two US competitors that manufacture electric power generation equipment. Participants will be asked to analyze the positions and outlook for the two firms through interpreting market signals, evaluating competitive positions and assessing industry trends. Finally, participants will discuss recommendations for offensive and defensive business strategies at the two companies based on the intelligence analysis finding Ashton, W. Bradford Monitoring science and technology for competitive advantage. (Battelle) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Ashton, W. Bradford New sources and methods key topic. (Synthesis Partners) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003.

CI maintains its leading edge as a key discipline through the development of new research and analysis trends. Join representatives from the Fellows to discuss recent research into new sources and methods for gathering and analyzing competitive information. The Fellows will report preliminary results from a recent survey of the membership and introduce attendees to leading edge tools for CI. Ashton, W. Bradford A practical primer on patent analysis for CI. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Ashton, W. Bradford A review of CTI practices in US industry, (Battelle) Competitive Technical Intelligence nd Symposium, 2 , Philadelphia, Oct 29-30, 1998. A recent self assessment survey of members of the Industrial Research Institute (IRI) found that less than 10% of the respondents considered themselves world-class in the practice of competitive technical intelligence (CTI). To explore the details behind these results, this presentation will report on a follow-up survey from approximately 100 IRI member firms that reported on their TI practices in depth. In addition to general results like the size, mission, and customers of CTI functions in companies, the survey collected data on company activities in additional areas. Aston, Nigel. Launching a Change Proof CI Function, (Head, Competitive Intelligence, Amadeus IT Group SA Spain). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The presentation will show, in case study form, how a CI function can support change management, in an organization (Amadeus) transiting from a leading IT niche supplier faced with limited growth potential and risk of substitution, to market leadership in a much broader context. Amadeus has been in both private and public hands, leaving the stock market in 2005 as a result of Europes largest private equity acquisition. The presentation will briefly cover essential company (principally history) and industry information for context purposes. We will then cover how and why a marketing intelligence function was introduced and how this matured into a clear CI function. Aslam, Asia. Implementing a global market intelligence solution. (Market Intelligence Program Manager, th Intel) (with Husar) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Learn how Intel Corporation established the need for a market intelligence (MI) organization and how a global MI organization was ramped and producing results in less than 12 months. You will see how the MI staff taught Supply Chain Management professionals to 'fish' for intelligence, and discuss what intelligence to look for when sourcing from emerging markets. You will also see how Intel combined Benchmarking and Market Intelligence for maximum impact, and how they measure results of assimilation in the organization. Atkinson, Steve. Upgrading your CI software: the case of AAAs lessons learned. (AAA) ( with Phillips) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The American Automobile Association (AAA) needed to upgrade its competitive intelligence database and selected the Viva Intelligence Portal for its Information Gateway. The AAA (a not for profit organization), had developed an internal application, based on Microsoft Access, for the storage and retrieval of its market research and competitive intelligence products; however, it was rapidly outgrowing the technical capabilities of this internally produced solution. Following its selection of a replacement solution, internal procedures needed to be adjusted and technological integration as well as database conversion became key to the success of the project. The lessons learned from this IT project are universally beneficial to CI professionals who are looking to introduce or upgrade their CI software. Avallone, Janet. AAA: How a Big Brand Stays Relevant through Competitive Intelligence, SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Over the past several years, many of the American Automobile Associations flagship services, including roadside assistance, have come under attack from a broad range of competitors. With offerings that are becoming commodities, how does AAA keep its brand relevant, provide value to members, and continue to grow? Hear from a one-year-old CI shop on the challenges of brand management in a fiercely competitive services market. Avila, Sheila 5000 and counting: a successful global rollout of CI. (Procter & Gamble) w Brooke Aker (Cipher Systems). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Procter and Gamble has been working for more than two years on a global rollout of their CI system. By mid2000, the number of participants had grown to 5000. Learn what it takes to achieve this level of participation, taking into account all the factors from technology and marketing to budget and culture. Awanzu, Yukika. Engaged knowledge management (with Desouza, white) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. CI managers need such metrics in order to respond to stakeholder demands for increased accountability. Improving performance measurement processes can lead to more effective resource utilization and improve service quality. The use of relevant metrics also allows CI manager to effectively collect, assess, analyze, report, and implement corrective actions that are aligned with organizational goals and values. White discusses his dissertation on performance metrics and his on-going work in the development and use of effective performance measurement systems. Desouza will discuss content from his forthcoming book - "Managing
th

Information in Complex Organization" available from www.mesharpe.com. Awazu concludes this session with her thoughts and comments and also discuss about concept of engaged knowledge management, which will be published by Palgrave Macmillan in June 2005

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Bacaracco, Suzy. Resetting the Stage for Trends Forecasting, (president, Culinary Tides). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The session will take the audience through the entire life cycle of a trend in the food industry to demonstrate trend dynamics. Participants will be brought up to speed on some current trends affecting the food industry, using multiple visual techniques including Link analysis. The goal is to inspire corporations to look beyond their front door or their competitors windows to see what the next trends will be, and when and where they will emerge. Management must accurately track the life cycle of a trend and have an exit strategy to get out before the trend dies. If a trend does not die but simply morphs into a new existence or toward a new audience, a company must decide whether to exit or move in the new direction. Forecasting focuses on the birth and death of trendsinformation about the birth can indicate how weak or strong an influence the trend will have on an industry, while its death can be used to predict how it will influence the birth or life cycles of new trends. Profiling a trend is the same as mapping its life cycle. Just as the FBI profiles a criminal to predict his next move, competitive intelligence professionals can profile a trend. Profiling looks at what is influencing the direction of the trend, what would cause it to change course, and what would cause it to die or morph from a trend into a society norm.
Bacaracco, Suzy 24, 2009 Trends forecasting; seeing trends before they hit. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-

Learn how to draw parallels between your industry and other industries to spot trends. Gain the ability to integrate multiple forecasting techniques (link, timelines, etc.) to move from trends tracking to a prediction system. Gain the ability to design a global, dynamic forecasting service vs. a linear system based on static, historical information
Badr, Ahmad Integration of CI activities into all stages of marketing strategy formulation. (Leicester th Business School) . (with Sheila Wright) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. The complexity and difficulties experienced by competitive intelligence (CI) managers in integrating and managing the relationship between CI and other functions in the organisation have inspired research efforts in a wide range of disciplines. This presentation examines the working relationship between CI and Marketing Strategy Formulation (MSF) in European companies. There are misunderstandings known to be inherent in many organisations regarding the use of CI; which raises issues in the application, resource commitment and infrastructure necessary for a successful outcome. Bases on the findings of a recent study that compare general attitudes and perceptions, you can learn how European CI managers perceive the most important issues in the MSF integration issue. The beneficial link of CI to marketing strategy formulation will be clearly demonstrated. Badr, Ahmad Linking research agenda (panel) (University of Ottawa) (with Wright, Dishman, Pickton, th Hawkins) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The objective of the session is to provide a forum for SCIP members to learn about current academic research on competitive intelligence. In particular, interim results from a global research study will be presented highlighting differences in competitive intelligence practices. As well, opportunity will be provided for SCIP members to discuss with the panel where they would like to see the academics focusing their research activities. What research is important to the SCIP community? Have a chance to get your voice heard. Badr, Ahmad Research in intelligence Panel. (Chair of Marketing, Abu Dhabi University) (with Hannula, Prittmaki, Rideg) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This past year has seen much work generated on intelligence practices around the world. In this session, authors of some of these leading edge studies will talk about their study results. Hear about intelligence in the pharmaceutical industry, in Canada, Finland, and results of a new global study Badr, Ahmad Smarter strategy through value added CI (with wright) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Value added competitive intelligence (VACI) is driven by the firm's individual critical success factors (CSF). Because CSFs are often difficult to identify and understand, the danger of blind spots is ever present. We will explore the Johari CI Window, which helps conceptualize blind spots, and we'll look at the problems of shifting and expanding CI boundaries. We will discuss the concept of a 'borderless company' to support VACI, and see how firms can capitalize on the complex relationships which result. Baird, D. Key lessons for a start up CI effort, (w. Zagozewski) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Balenka, Luis. Competitive advantage: you think you have it? You probably dont. (workshop) with Carilla, Jorge. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Do you have the edge you thought you did? Is your advantage sustainable? Learn to develop a definition of competitive advantage and apply it to your company. Explore a visionary, cutting-edge model of capabilities and
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advantage formation. Look at examples of innovation-based competitive advantage and examine their relevance to your organization. Balenko, Luis; Strategic Ci analysis: evaluating company resources competitor networks, and collaborative capabilities. (poster session) (Concordia Univ) with Carrillo Jorge. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Who are your competitors talking to? In the whirlwind of recent mergers, acquisitions, strategic alliances, and partnerships, learn new methods to discover who comprises your competitors' networks. Balenka. Luis. Development strategies: leveraging business relationships for CI. Provocateur encounter. th With Paulin, Michele. SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. The European landscape is in a state of transformation. The competitor is no longer a sole company but a combination of companies. Companies essentially compete as "networks of organisations" for creating, building, and sustaining competitive and collaborative advantage. These "networks" provide an excellent venue for creating, building, and sustaining knowledge and intellectual capital. However, these pools of knowledge often remain untapped as a source of CI. This provocateur encounter will explore the essential elements needed to harness knowledge and create a foundation and network for obtaining CI. Barabba, Vincent Effective utilization of competitor intelligence. (keynote) General Motors. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Bardon, Debbie. (More) Confessions of a Call Girl How to Give Good Phone. (principal and sole proprietor, Bardon On Call). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. What is call reluctance and how do we overcome it? How is primary research different from secondary research, and why is it a necessary tool for the business/competitive intelligence practitioner? These questions will be answered as Debbie discusses applications for primary research, including market research, business intelligence, competitive intelligence, and due diligence. They will learn how to prepare key interview questions and discussion guides based on client requirements and secondary research, and how to use a reference interview with the client to determine what information to seek and how to use this intelligence. Other topics will include how to structure interview questions, beginning with simple, nonthreatening questions and probing for more in-depth information as the interview proceeds; how long different types of interviews should be; incentives for interview participants, such as honorariums, donations to charity, and sanitized reports; and how to develop instant rapport with the gatekeeper, to get through to the potential source, and then with the target source, to encourage him or her to participate openly during the interview. Debbie will show how to use techniques such as mirroring the rate and volume of the sources voice, how a smile shows through the voice, and how to find an area of common ground to begin the conversation. Barndt, Walter The missing link: personal profile analysis. (Hartford Graduate Center) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Barnea, Avner Lack of peripheral vision how Starbucks failed in Israel. (CI Consultant). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Towards the beginning of April 2003, Starbucks, the world leader of coffee shops with 6000 locations worldwide, ended its operation in Israel and closed its 6 stores after almost two years of tough struggle to survive. This is the only country where Starbucks raised a white flag. SI did not believe it was critical to listen to the local customers and hoped that they will change and rapidly adapt themselves to what the leading global brand is offering. In this case, it seems that the warnings that SI was moving in the wrong direction had been repeatedly ignored and the sense of a threat did not exist. The poor results achieved by SI were mainly a result of lack of peripheral scanning and reading incorrectly the signals from the market. Adding to this the fragile commitment showed by the owners of SI brings to the conclusion that SI has made almost every mistake and could not expect to make it in the Israeli competitive coffee shops market. It seems that a global brand, usually American, has to be ready to make adjustments to the local culture, known as glocalization, and by avoiding to do it, the chances to succeed are narrowing. Since its failure, Starbucks did not try to make another attempt in Israel. Barnea, Avner Link-Analysis as an Analytical Tool for Competitive Intelligence, (Managing Director, A.B. Projects). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Link Analysis is the process of building networks of interconnected objects through various relationships to discover patterns and trends. Its main task is to find and to link together information from various sources, and to adequately represent and estimate the relevance of this information. The visual output of link analysis facilitates better understanding of the hidden structure of investigating data and assists to quickly isolate patterns and additional investigation. A key issue in the Competitive Intelligence (CI) work is the high value of analysis based on links between diverse resources as well as tracing hidden relationships. The information has to be analyzed for context and create links between individual items. Creating links between these different contexts give an added value to the intelligence picture. The links between contexts maps may serve facilitating the research process by allowing good communication of knowledge. Barnea, Avner Using buying model by CI to increase business results (consultant) SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007.

Organizational buying decisions are likely to be made by group, described as a decision making unit (DMU). This model was implemented recently in four marketer companies that are developing and making technological tools that are in demand by major corporations and industrialists for production lines. After the implementation of CI discipline and key intelligence topics (KITs)according with the Webster and Wind model in the marketer companies, the following results have been achieved: improved information on the profiles of the DMU members; better understanding of the process of the decision-making among the industrial buyers side; the intelligence gathered has been adapted dynamically in the process of the negotiations; the informal influence on the DMU was much more effective while higher priority was given to influence the right people; and better team work by the marketer side as a result of a constant need to exchange information and views and gather feedback on the progress Barron, Anne The ABCs of CI at trade shows. (workshop) (ABComm) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Most companies gather information at shows, but fail to analyze and share it in meaningful ways with internal teams. Individually we know a lot, collectively we know nothing. Learn several proven techniques to gather primary intelligence in this time-sensitive, interactive environment. Develop and implement a successful CI program that delivers timely and valuable primary information to your internal clients and executive teams. Participants will apply learned techniques to a marketing case study. These techniques can also be used to gather sales, product, and organizational information. Barron, Anne The ABCs of CI at trade shows. (workshop) (ABComm). SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Most companies gather information at shows, but fail to analyze and share it in meaningful ways with internal teams. "Individually we know a lot, collectively we know nothing." Learn several proven techniques to gather primary intelligence in this time-sensitive, interactive environment. Develop and implement a successful CI program that delivers timely and valuable primary information to your internal clients and executive teams. We'll also look at effective counter-intelligence practices to use in this marketing/sales environment. These techniques can also be used to gather sales, product, and organizational information. This interactive workshop is limited to 20 participants to ensure maximum learning and interaction with participants and the instructor. Seated in four groups of 5, participants work together to identify what information they want to gather, develop appropriate techniques to gather the information, and prepare their report. At the end of the session, each group will share their findings. Workshop notes will be sent to all participants after the conference.
Barron, Anne April 21-24, 2009 ABCs of CI at trade shows and conferences. SCIP09 International Annual Conference and Exhibition, Chicago IL
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Resolve current challenges you have experienced when gathering primary intelligence on-site in this time-sensitive, interactive environment. Learn several practical solutions and techniques that you can immediately use at your next event. Sharpen your interviewing skills in this face-toface environment and get people to willingly share their knowledge with you.
Barron, Anne The ABCs of CMI at tradeshows. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 710, 2001. Barron, Anne The ABCs of CMI at tradeshows and conferences. Workshop. (ABComm) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Most companies gather information at shows, but fail to analyze and share it in meaningful ways with internal teams. Learn several proven techniques to develop and implement a successful program that delivers timely and valuable primary information to your sales, marketing and executive teams, and produce reports that get read and implemented. Barron, Anne ABCs of trade shows, workshop (ABComm) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Most companies gather information at shows, but fail to analyze and share the information in meaningful ways with various internal teams. Learn several effective techniques to develop and implement a successful program that delivers valuable information to your sales, marketing and executive teams and to produce reports that get read and implemented. Barron, Anne Conferences and trade shows: a practical/tactical fast track to CI. (workshop) Some of the best primary-source data you'll ever find is yours for the asking at trade shows and conferences and almost all of it goes uncollected. The solution is a practical, carefully organized collection plan. CI data collection shouldn't comprise simply surfing the Web or combing through databases. If you really want to provide insights that give your employer a competitive edge, you'll need to gather primary-source data too. The trade show industry is growing at 10 percent a year (50 percent in the computer and electronics industries) according to figures from Trade Show Week. If you're not using trade shows to collect data, you should be, and if you're not planning trade-show collection carefully, you're not getting as much as you could from this important primary source

Barsalou, Thierry. Text mining in pharmaceutical R&D: a case study. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Identifying the products available for licensing ahead of the competitors, analyzing the competition's positioning in key therapeutic areas, and managing intellectual property strategies are activities critical to maintaining a successful pipeline of pharmaceutical products. The CI process in this area must deal with huge amounts of textual data coming from scientific literature, patents, news feeds, and clinical data. Text Mining technologies can provide CI organizations with advanced capabilities such as automated categorization, targeted information extraction, trend analysis, time analysis and clustering, helping analysts and researchers handle the large collections of text documents they deal with and dig for "nuggets of wisdom." At Ipsen, a mid-sized European pharmaceutical group, we are designing and implementing a CI system with Text Mining capabilities to support our Research and Development efforts in key therapeutic areas and provide our teams with insightful information. Barth, Steve Leadership and citizenship in knowledge networks. (destinationKM) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. CI managers know the importance of tapping the extended enterprise to identify, acquire, and analyze CI to adapt to unfolding circumstances. The foundations of any knowledge- sharing cultures are trust, leadership, and the ability to adapt in the face of changing conditions. Many of these critical skills and values derive from deeply held personal attitudes and assumptions. Since individual beliefs and behaviors determine the emergent nature of teams, networks, communities, organizations and markets, knowledge workers need social skills more than they need information skills. Heres your opportunity to identify the immediate and practical challenges of emergent leadership and grassroots citizenship for organizational intelligence Barth, Steve Personal knowledge management for CI professionals. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. An interactive session for CI managers, analysts, and researchers serious about improving the efficiency and effectiveness of the CI discipline. Participants will learn how to improve key processes of accessing, evaluating, organizing, analyzing, conveying, securing and collaborating around both information and ideas by understanding the values, skills, and tools required for each. Hands-on demonstrations, such as advanced searching, capturing, and organizing of electronic information; digitizing spontaneous impressions and conversations for later retrieval; and tips for maintaining the social capital of networks in advance of the immediate need of collecting specific intelligence. This groundbreaking approach to improving the efficiency and effectiveness of knowledge work has already proven popular with many CI professionals. Barth, Steve Personal KM for CI professionals workshop. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. An interactive workshop for CI managers, analysts, and researchers, with an emphasis on tools and techniques that are not dependent on technical or financial resources of the corporation. Participants will learn to improve key processes of accessing, evaluating, organizing, analyzing, conveying, securing and collaborating around both information and ideas by understanding the values, skills and tools required for each. Hands-on demonstrations focus on topics such as advanced searching, capturing, and organizing of electronic information; digitizing spontaneous impressions and conversations for later retrieval; and tips for maintaining the social capital of networks in advance of the immediate need of collecting specific intelligence. Barth, Steve Turning Information Overload into Intelligence Advantage, (Editorial Director, Cynefin Centre for Organisational Complexity; o-Presenter: Richard Marrs, VP, Customer Solutions, Coemergence, Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. When it comes to the actual process of gathering and analyzing from disparate sources and signals--or getting the attention of executives when reporting results and recommendations--CI becomes a battle of information overload. Rather than trying to eliminate overload, we suggest ways to embrace the richness of knowledgeintense collaborative environments. Converting a firehose of fragmentary information into actionable intelligence is really more about human culture and cognition than business technologies and organizational structures. The problem with structures and technologies to support rational analysis (including those used in CI) is that conscious, critical thinking accounts for only a small part of the human processes of sense-making and decision-making. In reality, decisions rely on the broader process of "cognition" (acquiring knowledge by the use of reasoning, intuition or perception) which is about awareness as much as it is about judgment. Bartlett, Jolie. Court records: increasing the effectiveness of the due diligence effort. (LexisNexis) (with Paddock) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Summary court dockets are useful for all industries and functions, i.e., business development, M&A, supply chain analysis, etc. With the online court docket access search services now available, searching court dockets should be considered a primary resource for all due diligence efforts conducted by a CI professional. By contributing to the CI due diligence processes, the analysis of court records can significantly enhance the quality of business decisions Barton, Lawrence. Crisis: protecting competitie advantage with crisis management plans and other strategic tools, (Univ Nevada) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993.

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Barton, Lawrence. The enemy within your organization: protecting your competitive intelligence from internal sabotage. th (Penn State). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Basch, Reva The new information landscape: researchers at the millennium. (Online magazine) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The online research environment has undergone a gradual but powerful transformation since the advent of the Web in the early to mid-90s. The quantity of potentially useful information has increased exponentially but the difficulty of locating it, and of assessing its quality and strategic value, has increased as well. Reva Basch, an independent researcher since the mid-'80s, looks at the spectrum of available resources search engines, specialized content sites, discussion groups, proprietary online services and more and shares her thoughts on what CI researchers have to look forward to and how they can best prepare for the future. Basch, Reva. The new information landscape. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 The online research environment has undergone a gradual but powerful transformation since the advent of the Web. Hear a world-renowned "searcher" share her thoughts on what CI researchers have to look forward to and how they can best prepare for the future Basinger, Robert. Barclays Environmental insight: a case study. (Senior Competitive Insight Manager, Wealth Management, Barclays Bank). SCIP 10th Annual European Summit, London, November 9-11, 2005 The Environmental Insight team at Barclays has had considerable success in accomplishing its objectives. This session will provide an outline of the workings of the Environmental Insight team and will discuss the key factors contributing to its success, including the following: why a centralized resource works best. The advantages of incorporating a wider perspective on the external environment. How being integrated within the Customer Insight team has delivered more joined-up and actionable intelligence. Bassett, Joan The changing competitive intelligence needs of the financial services industry. (Keynote) Bank one Card services SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 The competitive dynamics of the financial services industry are changing on a daily basis, consolidation, price competition and increased regulatory oversight are contributing to an intensely competitive and sometimes volatile industry. In this presentation, attendees will gain insight into: Why it is more important than ever to invest in a strong competitive intelligence function; Steps to creating an influential competitive intelligence function; Best practices in using competitive intelligence to enhance decision-making in financial services companies Basu, Dipankar. If CI isnt part of the corporate strategy, then its just an interesting exercise. (Lexis Nexis) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Bates, Mary Ellen. Distilling CI insights from the web. (Bates Information Services). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Prospecting for gold in 1849 was probably easier than finding valuable information on the Internet today. Learn where, when, and how to get important information without getting distracted by fool's gold. Bates, Mary Ellen. Mining the Internet for CI gold. (Bates Info service) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Baul, Don. Super synergy in CI: competitive analysis and market research and library science (Baul Consulting) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. CI is ultimately about competing to win customers. While a large part of the CI effort is focused on gathering competitor and industry information, market research organizations can provide a thorough understanding of customer and market issues. Key decisions about market attractiveness, customer demand, and product development require extensive market research and customer intelligence. In addition, information specialist in library sciences are uniquely qualified to support information gathering efforts for all business functions. This presentation will illustrate through case examples practical steps to link CI, MR, and LS functions to increase the effectiveness of strategic and tactical business decisions. Bauman, Jay. Maximizing the use of CI consultants: an industry perspective case study. (Glaxo st Wellcome). and Michael Gelline. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Bauwens, Michael. Knowledge transfer, marketing, and intellignce gathering on the internet. (workshop) (e-Com Interactive) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 2730, 1996. Baxter, Robert. Integrating CI with knowledge management. (Northrup Grumman) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.

Behnke, Lynn. Virtuous CI teams. (IBM) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. You've probably heard of "virtual" teams. What about "virtuous teams? You might be on one. This presentation offers two examples of teams that changed their environment profoundly and thus, because of their significant impact, can be considered "virtuous." One example is the software development team behind Linux. The other is the team behind Jesse Ventura's successful gubernatorial campaign in Minnesota. The presentation identifies the similarities between these teams and CI teams, and considers the implications of accepting these virtuous teams as models for CI. Want to join a global virtuous team? Beitler, Steven. Is it necessary to have a dedicated CI team? (Sears). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Belkine, Michael Building your CI community. (general session)(Managing director, Spendour) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Join the European CI Community for a presentation and dialogue that will provide the SCIP board of directors insight into the needs and behaviors of the European CI community. Findings from this discussion will be incorporated into strategic discussions as the board plans for SCIPs future. Our discussion will focus on the following: Identifying national experiences in the formation and building of professional gatherings and education of CI communities; Defining common denominators in your experience with pursuing professional development opportunities; identify what has gone well, and what has not. Belkine, Michael CI debate session international concerns. Moderator with (Shafran). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Come share in a novel experience, first held at our conference in London this past November. Join a select team of CI professionals and contribute to a lively open airing of views, experiences, and combined professional knowledge in discussing a topic that relates to your everyday work environment. Tap into wisdom of your assembled colleagues, not necessarily to reach a consensus of opinion, but primarily as a means of enriching your understanding of the debated topic. Belkine, Michael CI debate session.Tactical or strategic roles. Moderator with (Shafran). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Come share in a novel experience, first held at our conference in London this past November. Join a select team of CI professionals and contribute to a lively open airing of views, experiences, and combined professional knowledge in discussing a topic that relates to your everyday work environment. Tap into wisdom of your assembled colleagues, not necessarily to reach a consensus of opinion, but primarily as a means of enriching your understanding of the debated topic. Belkine, Michael Competitive intelligence: Evaluating expectations - CI debate session. Moderator (Shafran) SCIP th Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Join Cliff Kalb, Merck, USA; Jacques Lassoury, IBM, France; Jussi Nevanlinna, Nokia Mobile Phones, Finland/UK; Georg Opperman, E.On. Trading GmbH, Germany; and Mike Shalit, E.C.I. Telecom (Ret.), Israel (will be joining in from Tel Aviv) in this special interactive session. This select panel will start off the debate and stay on to contribute to a lively airing of views, experiences, and a sharing of professional knowledge in discussing the chosen topic. The Debate Session relates to our conference theme, which is: "Successful CI Exceed Expectations." We shall attempt to explore what are our professional expectations; how we evaluate our achievements and what goals should we set to exceed them. The purpose of the Debate Session is to tap into the assembled professional wisdom, not necessarily to reach a consensus of opinion, but primarily as a means of enriching the participants' understanding of the debated issue Belkine, Michael CI in Europe: a critical perspective (panel) (with tena, wright, Michaeli, Hedin, Hirvensalo) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Led by reputable CI professionals representing six European countries, this panel will discuss basic issues concerning the perception, practice and application of the CI discipline in their respective countries. The ultimate question of, "do we all perceive, practice and apply CI in the same fashion?", will be the focus of discussion. Both the Panel and audience will be challenged to explore uniformity in the way Europeans relate to CI and the practical consequences emanating from varying national perspectives. An open debate will allow attendees to question the panel, raise their own views, support or object. Belkine, Michael Corporate CI serving tactical or strategic roles, both or none, a critical European review. CI debate th session. Moderator. SCIP Europe 5 London, UK. October 25-26, 2000. Share in a novel experience being initiated at the London Conference. Join a select team of CI professionals and contribute to a lively open airing of views, experiences, and combined professional knowledge in discussing a topic that relates to our everyday work environment. Tap into the assembled professional wisdom, not necessarily to reach a consensus of opinion, but primarily as a means of enriching your understanding of the debated issue
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Belkine, Michael European platform and networking reception. (Facilitator) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. SCIP recognizes the need to provide its members and conference attendees a unique platform from which the views, ideas, expectations and proposals of each one of us can be openly voiced and shared amongst us all. The European Platform is designed to allow all participants the opportunity to speak out and to listen to what, hopefully, will be groundbreaking commentary on the future of Competitive Intelligence through European eyes and the role SCIP has to play on the global business scene. In the presence of the Society's President, it's Vice President for International Operations & Conference Chairperson and the Society's Executive Director we are challenged to speak our minds on a wide range of suggested and any other issues Belkine, Michael What went well and why (4W) CI debate session. Moderator. (Shafran) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. SCIP Europe is introducing a novel conference event, which is intended primarily for those who are newcomers to the CI discipline; seasoned practitioners will find this of value to them too. The event, earmarked as a Conference Closing Session, will have several senior CI professionals describe case studies from their own experience of tasks or assignments which Went Well. The selection of senior CI professionals will include David Duffill, UK; Chris West, UK; Sheila Wright, UK; Joao Pedro Taborda, Portugal; and Fernando Palop, Spain. This will be followed by an open discussion where attendees will be invited to air their views and raise questions. Finally, a select panel of CI practitioners will address the Why?, attempting to determine what common denominators characterize the successes illustrated by the case studies and try to define what best practices were applied to that end. The panel of experts includes Stevan Dedijer, Sweden and Anja Kober, Germany. The first attempt at this novel conference event will be devoted to: Problems and Solutions in the Collection Phase of the Intelligence Cycle. The session intends to present a series of collection related case studies: Primary Sources issues; multiple tasking; etc. Attendees are expected to come away from the session with a better understanding of the professional qualities required in dealing with collection tasks and a reassured confidence in doing so Bell, Warren Building a CI site on your companys intranet. (workshop) with Breeding, Bret. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Bell, Warren. The many deliverables of a CI group. (Pivitor Corp) (with Breeding) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This session illustrates how an effective CI group engages a wide range of constituencies in the process of sharing knowledge, and describes in depth the deliverables of a CI group and how these can interact with the intended audience to provide value in the decision-making process. Finally, we will detail how companies can seamlessly tie together and leverage their different CI units and audiences via a CI global network and a CI certification program. Bendure, Natalie A holistic approach to marketing insight, (Coca-cola) SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Benjamin, Sharon Smarter research: using 3Ms lessons in internal CI to create better profiles and strategies within your financial services firm. (Intellectual property group, 3M) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004. Senior Managers are faced with time constraints that challenge CI professionals to provide useful information that supports executive decision making, sales initiatives and strategy development. This session will discuss many of the tools and techniques that 3M has used in gathering and using internal CI that can be transferred to a Financial Services firm. Benninghoff, Alysia. Through the eyes of the competitor. (the Chess Team). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Bensoussan, Babette Analysis analysis and nowhere to go. workshop (MindShifts Group) (with Fleisher) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Analysis is one of the more difficult roles a CI specialist is called upon to perform. Analysis is the value add to the CI process that turns data and information into intelligence. Analysis answers the critical "so what?" question about the data we gather and brings insight to bear directly on the decision maker's needs. This session will review relevant intelligence analysis techniques and introduce participants to several methods of analysis - STEEP, Porters Five Forces, Competitor Analysis and Scenario Analysis - and a matrix that will enable them to quickly sort through the numerous methods of analysis available, to select the appropriate analytical tool for particular projects, studies, etc. Bensoussan, Babette The analysis iceberg. (workshop) (Mindshifts Group) With Craig Fleisher. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Bensoussan, Babette The analysis iceberg. Workshop. SCIP Europe 5 London, UK. October 25-26, 2000. Nobody cares about your data. Nobody will ask how many relevant web sites you found. Nobody will ask you: "What do you know?" They'll ask: "So what?" It takes analysis to answer the "so what?" questions. Yet, most CI practitioners are looking at the tip of an iceberg when they select analytical techniques. World-class analysis
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requires detailed knowledge of the breadth and depth of available analytical techniques and a mechanism for selecting the right technique at the right time Bensoussan, Babette Analysis so which?! Workshop. (Mindshifts group) with Fleisher. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Analysis is one of the more difficult roles a CI specialist is called upon to perform. It is the value add to the CI process that turns data and information into intelligence, answers the critical "So what?" question about the data we gather and brings insight to bear directly on the decision-maker's needs. This session will review relevant intelligence analysis techniques and introduce participants to several methods of analysis - Porter's Five Forces, STEEP, Competitor Analysis and Strategic Group Analysis - and a matrix that will enable them to quickly sort through the numerous methods of analysis available, to select the appropriate analytical tool for particular projects, studies, etc Bensoussan, Babette Analysis II: enterprise analysis. (workshop) (Mindshifts Group) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. There are numerous techniques for analyzing existing competitors and potential new entrants. The skill lies in determining which method is appropriate for the competitor intelligence question at hand and the available time frame. Not all analytical methods can deliver the same results in the same time. Using case studies and exercises, this workshop focuses on three key competitor analytical techniques SWOT, Competitor Analysis, and Financial Analysis - to show you how to gain invaluable insight to competitors' actions and predict what competitors are likely to do. Bensoussan, Babette The art of analysis. (workshop) with Craig Fleisher. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Not all analytical methods are appropriate to answer the famous so what? CI practitioners need to exploit a larger range of analytical techniques and be aware of the pitfalls of analysis. While analysis is one of the more difficult CI roles, analysis is the value add to the CI process that turns data and information into intelligence. Analysis answers the critical so what? about the data we gather and brings insight to bear directly on the decision-makers needs. The art of analysis is in the analysts creativity in using different methods for different intelligence questions. This session will review relevant intelligence analysis techniques and introduce participants to several methods of analysis Porters Five Forces, STEEP, Competitor Analysis and Strategic Group Analysis Matrix that will enable you to quickly sort through the numerous methods of analysis available, to select the appropriate analytical tool for particular projects, studies, etc Bensoussan, Babette Business and competitive analysis What? So what? Now what? (workshop) with Craig Fleisher. SCIP Annual conference, New York, April 30-May3, 2007. Competitive advantage is derived from clearly understanding market forces and acting on opportunities. Analysis is critical to deriving the insight necessary for developing a competitive advantage and is the highest value-add in the CI process. Analysis is however one of the more difficult roles a CI specialist is called upon to perform. Analysis is the step in the CI process where data and information is turned into intelligence, answering the critical so what? issue that brings insight to bear directly on the decision maker's needs. This workshop will review six different intelligence analysis techniques and introduce participants to the FAROUT matrix that will enable them to quickly sort through the numerous methods of analysis available and to select the appropriate analytical tool for particular projects and studies. Using case studies, participants will work in groups to practice analytical techniques covered in the workshop, such as: competitive analysis; enterprise analysis; financial analysis; environmental analysis; and evolutionary analysis. Bensoussan, Babette Business and Competitive Analysis: What? So What? Now What? (Workshop) (managing director, MindShifts Group) (Co-Presenter: Craig Fleisher). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008 Competitive advantage is derived from understanding market forces and acting on opportunities. Analysis is critical to gaining this understanding and adds the most value in the competitive intelligence process. Analysis is the step in which data and information are turned into intelligence, answering the critical so what? question. This workshop will review six analysis techniques and introduce participants to the FAROUT matrix, which will enable them to quickly select the appropriate analytical tool for a particular project. The techniques cover competitive analysis, enterprise analysis, financial analysis, environmental analysis, and evolutionary analysis, which participants will apply to case studies. Bensoussan, Babette CI in Australasia. (MindShifts Group). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Bensoussan, Babette The CI Process and Technology, (Director, The MindShifts Group. Co-Presenter: Steve J. Bleistein,) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Organizations use CI for a variety of reasons, and as each senior stakeholder comes and goes, the CI processes within the organization come and go. Organizations that rely on information and communications technology (ICT) to enable CI systems that both automate and support their CI processes have a greater chance of longevity. During this session, National ICT Australia, a government-funded research organization, and the MindShifts Group, a leading CI consultancy in Australia, will present for the first time publicly an innovative requirements engineering approach applied in development of a CI system for an Australian Commonwealth Government agency
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Bensoussan, Babette Doing business in the Asia/Pacific region (MindShifts) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Bensoussan, Babette E-commerce and the analysis iceberg. (workshop) with Craig Fleisher SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. . Bentley, William Using sales calls to identify competitive blindspots. (/Xnergy) with Williams, Michael. SCIP Europe th Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The authors developed a Competitive Analysis Technique (CAT) for a multinational Canadian corporation that sells in the business-to-business marketplace. Although competitive intelligence analysts spend a great deal of time identifying competitive blindspots, they seldom work with the sales force to talk directly to customers. Your own customers can usually assist in identifying or verifying competitive disadvantages. The CAT collects information that can be used to not only identify, but assess the magnitude of competitive advantage or disadvantage relative of product attributes Berg, Howard, New learning tools for performing collection and analysis. SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. In the time it takes you to read this sentence, I can read an entire pageand another as well! Recognized as the worlds fastest reader (Guinness, 1990), I have developed new learning tools for gathering, interpreting, and sharing information more effectively. In this one day program you will learn: (1) How to increase your reading speed by 100%; (2) How to increase comprehension, retention, and recall of even complex material; (3) Techniques for creating the emotional intelligence necessary for using information effectively; (4) How to collect, share, interpret, and learn information both individually and in a colloberative environment; (5) How to develop new insights from data to solve problems in a unique way; (6) How to overcome writers block and organize your written materials in a fraction of the time while making it easier for others to comprehend. For the past 10 years these techniques have been tested by our not for profit educational corporation in both the academic and corporate Imagine what these same techniques can do to increase the effectiveness of your intelligence gathering within your organization. This is a hands on program where you will be taught how to use and employ our new knowledge management tools and you will immediately experience a dramatic increase in your ability to learn and use Bergstrom, Alan. Global trends for the 1990s: using business intelligence to plan for the future. (Naisbitt Group) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Bergstrom, Alan. A silk purse form a sows ear: creative approaches for turning raw data into intelligence. (Edgar, th Dunne). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Berkel, Thomas. CI by the numbers.( Novangelus Consulting, LLC) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Among the multitude of resources that the CI professional can tap for information, are the public financial data of companies, be they private concerns or publicly traded enterprises. Having the numbers is one thing, knowing what to do with them to yield usable information for your intelligence efforts is another. CI: by the Numbers will be a step toward demistifying the maze of figures. You'll learn where to look, and the resources that can help you to cut through the clutter and confusion. You will hear practical advice, and counsel on how to go about incorporating financial figures into your CI analysis in a way that adds power and presuasion to your debriefings, and you'll hear it from someone who did it on the corporate side for 8 years. Bermudez, Eduardo. CI and strategic marketing in the pharmaceutial industry. ( Schering AG / Trendelenburg, st th Oliver; Schering AG) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 35 November 1999. Bermudez, Eduardo Change management. (Bayer Schering Pharma). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Eduardo Flores Bermudez is a Medical Doctor trained in Neurological Surgery (Bonn, Germany) and specialized in Pharmaceutical Medicine (Swiss College of Physicians). Close to two decades ago and after some years of clinical practice and administrative experience in various Clinics (in Mexico, Honduras and Germany) he joined the Pharmaceutical Industry,. His Pharma experience covers international responsibilities from Clinical Development, Medical Affairs, Strategic Marketing, International Product Management, eMarketing through Competitive Intelligence (CI). He has been involved in CI since 1997, when he started leading a CI project and developed a state-of-the-art computer-based CI platform for Schering AG (now BayerSchering Pharma). Ever since Eduardo has assumed new responsibilities and challenges within the company, e.g., as an internal Consultant for Competitive Intelligence within R&D Quality and Operations, or managing CI from within Global Market Research. Eduardo is currently responsible for the development and implementation of a new CI concept at a newly formed Business Unit
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Bernaiche, Michael. Are Your Secrets As Safe As They Ought to Be, (Strategic Planning Manager - Competitive Intelligence, Dunkin Brands, Inc.) Co-Presenter: Jeffrey Mansfield, (Senior Consultant, Consumer and Industrial Goods, Proactive World Wide). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Are your company secrets and strategies vulnerable to the intelligence gathering efforts of your competitors? You may be surprisedAs more and more companies are realizing the need for world class CI, your competition is likely to be gathering intelligence on your company. Where are they finding their information? How easy are they finding it? Is the information they are finding actionable? Is it counter acting your strategy? This session will provide attendees with a practical, easy to follow framework to assess their competitions CI capabilities, determine your companys level of vulnerability and will illustrate steps that can be taken to reduce the level of vulnerability so that your companys competitive intelligence function can have the most effective impact on strategy and tactical execution. The session will cover a realistic process and attendees will walk away with the following knowledge to bring to their roles: what type of threats to look for, getting internal buy-in to move forward on implementing Counter Intelligence, competitive assessments, prioritizing the threat findings using a threat assessment model and various solutions to improve the level of vulnerability in their companies. Bernard, Adam. Facing the 800 pound gorilla. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30May 2, 2007. In some industries, a company may be faced by a large, capable, and intimidating competitor--the proverbial, impossible-to-ignore 800-pound gorilla. Its challenging to get a handle on that competitor's strengths and weaknesses and an understanding of where they're going (and where they think they're going). The handy thing about a large and intimidating competitor is it's something your entire organization can rally around, and it's likely there's a considerable amount of useful information out there that can be assembled and analyzed. In the case of General Motors, the 800-pound gorilla was Toyota, and in 2004 GM ntelligence was asked to provide a comprehensive look at the #2 automaker. This workshop will focus on the initial questions asked, the process to assemble and analyze the data, and how the insights were shared with key stakeholders, as well as some key outcomes from the analysis. Bernhardt, Douglas Credible Warnings or False Alarms, (Consultant, iMentor Management Consulting) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago There are few publicly-available case studies that focus on the topic of CI, and most companies are reluctant to allow case writer access to their intelligence teams and programs. As a result, graduate-level courses are often too theoretical, too general, and rely too heavily on anecdotes. There are, however, rich sources of cases and literature in the US national security experience. Based on the presenter's experience in teaching CI at leading business schools in Europe and South Africa, we will review one case in particular - Credible Warnings or False Alarms? What the US Knew on September 10, 2001 - and how he and his students translate its lessons into the corporate setting Bernhardt, Douglas Intelligence user versus producer: overcoming the disconnect. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. If CI is to serve as an instrument of organizational strategy, practitioners must recognize and take concrete steps to overcome the disconnect that typically exists between management and intelligence. In response to the question 'Why Do So Many Firms Fail at CI?' one could well argue that an examination of the nature of the relationship - or lack of it -- between company decision-makers and CI represents an appropriate starting point. CI professionals and the corporate executives we are tasked to support are fundamentally different: different personalities, priorities, and perspectives. This presentation will address the key issues associated with identifying, understanding, and overcoming the disconnect' between the intelligence consumer and producer, and why it matters. How can CI practitioners boost the credibility of CI - function and output - in the eyes of company management? Bernhardt, Douglas Strategic intelligence: pillar of competitive success. (Business Research Group) SCIP th Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. As many new- and old-economy companies alike begin to stir from the heady dot.com-induced dreams of a world where new wealth creation seemed more a function of mouse clicks rather than strategic rigor, there is considerable renewed interest in the notion of strategy, and thus its flip side, strategic intelligence, as firms attempt to gain and recover competitive advantage. This presentation will argue that strategic intelligence which is designed to provide executives with the big picture and long-range estimates they need in order to plan the future of the enterprise - represents an integral, indeed indispensable, part of the strategy process and corporate policymaking and security. A proven strategy process model will be defined and described, as will the specific roles intelligence plays in each of the core elements of the process. The presentation will be supported by case examples from large multi-business organisations. Bernhardt, Douglas Strategic intelligence: the sword and the shield of the enterprise. (iMentor Management) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. As many new and old economy companies begin to stir from the heavy dot.com induced dreams of a world where new wealth creation seemed more a function of mouse clicks rather than strategic rigor, there is considerable renewed interest in the notion of strategy and thus its flip side, strategic intelligence as firms attempt to gain or regain competitive advantage. This presentation will argue that strategic intelligence which is designed to provide executives with the big picture and long-range estimates they need in order to plan the future of the enterprise represents an integral, indeed indispensable, part of the strategy process and corporate policymaking and security. The presenter will also demonstrate that intelligence is not only the
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companys first line of defense, but indeed represents the sword and the shield of the enterprise. A proven strategy process model will be defined and described, as will the specific roles intelligence plays in each of the core elements of the process. Bernhardt, Douglas The sword and the shield: a new organizational model for global CI. (Business Research Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.
Bernheimer, Nicole development. Building profit into products: how CI can create profitability by discovering customer value and pricing in early stage

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how to use CI to uncover value to customers in early stage product development. Learn about tools to use for determining the value of certain product features up-front. Learn about pricing strategy: what your competitors can tell you about pricing your product or service
Bernheimer, Nicole. Competitive intelligence for quantifying investment in niche markets. (Founder, Amoebic, Inc.). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Niche and emerging markets pose a particular challenge when determining the financial opportunity for a product. There may be seemingly scarce available data on a particular market and secondary research may be non-existent. Often in such cases, there is a tendency is to create parallels and extrapolations from similar industries to quantify the investment opportunity and market potential for a new product, creating a false picture of the particular market. This session will explore how to investigate new opportunities and create solid assumptions from which to build solid investment opportunity cases. A case study will be presented on quantifying the investment opportunity for a consumer product in a niche market. The case study will illustrate precise ways to measure and quantify investment opportunity using solid assumptions to build product projections Bernstein, Andrew. Analyzing the blogosphere, SCIP 2006 Annual Conference Orlando FL. April 26-29, 2006. It's almost impossible for competitive intelligence professionals and marketers to ignore the fact that there are currently over 31 million Web logs. But blogs are only part of the equation. Think about the millions of people who post to message boards, join live chat rooms and use instant messages to discuss companies, products and even marketing campaigns. CI professionals who avoid looking at online consumer-generated media (CGM) are missing an opportunity and taking potential risks. Properly leveraging this outlet for information about a company and its brands has become one of the most important new areas investment for any company and is only beginning to be realized. Any analysis of what is being said by consumers across electronic media can lead to spurious conclusions if one doesn'y understand the data. One needs to understand what CGM is, whos generating it, and how it affects consumers. Bernstein, Andrew. Making the case for social media in your business intelligence strategy. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. With the rapid evolution of social media, there has been a revolutionary change in how organizations are gathering business intelligence. The ease and instant gratification consumers get by seeing their words on blogs, message boards, consumer review sites, and other forms of social media has unleashed the expressive urge for them to talk about products they love and products they hate. Business intelligence professionals now have access to consumer's wants, needs, and motivations in an unfiltered, real-time environment. Consumers are telling you what aspects of your product you need to improve. They are telling you where your competitors are vulnerable. And they are telling you their unmet needs which may lead to new breakthrough products. This presentation will demonstrate how this ever-evolving array of social media can impact corporate reputation, reveal consumer preferences and trends, and provide a more detailed SWOT analysis of existing and competitive products. Bernstein, Andrew. Media coverage as a CI component. (CEO Cymfony) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Media treatment of brands can have a significant impact on brand reputation, sales, and the bottom line. By closely comparing media coverage of your brand with that of your competitors' brands, and by correlating results with sales or customer inquiries, you can provide your management with CI that goes to the bottom line. In this session, you will explore options available to analyze brand media coverage, and evaluate cost and effectiveness. You will discuss techniques for measuring and reporting this essential component of brand health -- including influencer interviews, product reviews, regional media coverage trending, campaign costs, media type, and sales/coverage mapping. Berry, Tracy Calculating the net worth of your newsletter. Berry Research. (w Sperger) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Newsletters are not always sexy, but they can serve as the centerpiece of an effective event-driven intelligence program. This presentation will discuss valid reasons for creating or perpetuating a newsletter deliverable. It will also provide a framework for evaluating ROI derived from newsletter efforts, options for improving an existing event-driven program, and best practices for newsletter development at both strategic and tactical levels. Included in the presentation is a scorecard approach to validating a newsletter program, which will provide the CI practitioner with a decision tree for creating or continuing a newsletter program, and help
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determine whether to commit internal resources to its production, or to outsource the work. Our goal is to help participants transform their event-driven intelligence from a mundane repetition of facts to an exciting catalyst for effective decision making. Berry, Tracy. So what? How to develop your CI elevator pitch. (Berry research) ( with leeb) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Have you ever tried to explain your CI function to someone who just didn't get it? Does senior management introduce you as the company spy? Do people recognize CI analysis, but not where it came from? You are not alone. The CI function is all too often regarded as vital to the organization, yet it's hard to get across to the sales force, senior management and other intelligence end-users just what you do, what you DON'T do, and most important, your value-add to them and to the company. This session is designed to give you the tools to develop your "elevator pitch," that 30-second "window of opportunity" you have to explain your work, your role or your value - or all three! Berthold, Jorg, How to implement an IT support system for a CI professional. (T-mobil) SCIP Europe Conference, th 6 annual, Exceeding expectations. Munich, 24-26 October 2001. This presentation will describe the implementation and experiences with a CI-System in the Corporate Intelligence department of Deutsche Telekom in the years 1999 and 2000. The following topics will be addressed: A brief description of the CI department of Deutsche Telekom; Why did we decide to implement a CI system; Which features did we find necessary to be implemented in the system; How did we select our software vendor; Description of the implemented system (features, architecture, costs); and Key learnings from the project Bertram, Deborah. Operational integration of the CI process. (Bertram Group). SCIP Annual conference: Keeping th apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Best, Kacie. Interactive training: qualitative interviewing skills. (workshop) (Square One) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Beuschgens, Andew. A win-loss programme from idea to full maturity CI; a case study. (Dolphin Telecom) SCIP th Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Customers receive a lot of information from you and your competitors - identifiable or emerging - at the contract bidding stage. It is the customer who defines your "true" competitive environment and who set the benchmark against which business is won or lost. Not acting on this information could see your company survive or die. This presentation aims to provide a case study on providing an analytical framework for high value, HUMINT based upon actionable intelligence for sales and marketing management. Beurschgens, Andrew. Avoiding so what: getting to deliverables. (Competitive Analysis Manager, Orange UK; th Co-Presenter: Arik Johnson, Managing Director, Aurora WDC). SCIP 11 European CI Summit, London UK, October 1820, 2006. Decision makers at every level of an organization require intelligence from the external environment to help guide policy and command the enterprise as it tries to outsell, out-innovate and out-perform competitors and meet the needs of customers they might not yet know they can serve. The destiny of the firm is riding on anticipating the outcomes of those decisions about which products to sell, in which markets, risks about what customers might choose instead and how to invest most wisely intellectual assets, capital resources and shareholder equity to optimize operational performance doing so. This high-stakes game of chance must be based on a real-time understanding of analytical output generated in terms of market events and their impact that the firm must react to, while anticipating on-demand needs that arise as opportunities come into clearer view with ever-shorter exploit horizons. All too often, however, intelligence deliverables are too little, too late, too long or just wrong for the nature of the decision at hand. Understanding the format of intelligence advice and guidance required and the mix of media and collaboration for supplying those deliverables must be balanced against the impossibility of "complete understanding" or "total awareness" in producing high-impact output that will leave intelligence consumers and clients asking "What Next?" rather than "So What?". Beurschgens, Andrew. Moving up the value chain: lessons from the coal face. (Competitive Intelligence Manager, Orange, UK). SCIP 10th Annual European Summit, London, November 9-11, 2005 We have all been faced with one of the following scenarios: You have had your Pearl Harbor, and the business does not want to go through that again; or someone within your marketing team has decided to monitor the competitors, and you are wondering what the next step is; or you have launched a CI program but you have the appetite to develop it further due to your own stubbornness, belief, and/or business culture. What do you do next? You have been to SCIP chapter meetings and even to last years conference. Which elements of the KIT (key intelligence topics) process do you accelerate with your end users? What data should you focus on collecting? How important is technology? This session will share a framework that has been successfully used to move up the value chain from lessons learned at the coal face. Bhagwani, Andreas How to design and implement automony based knowledge management portals.(IT Pilot / Thorson, th Mikael. IBM) SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. IBM Global Services and the Swedish Consulting firm IT Pilot have made several Knowledge Management portal engagements. Several common problems were identified at all customers and the recommended solution

has been based an a very successful concept built around Autonomy software and Content Management applications. At this presentation, IBM and IT Pilot will share some of their experiences from these engagements and also give a live demonstration on a modern Portal system Bilstein, Frank Pricing and competitive intelligence: when it helps and when it doesnt. (Partner, SimonKucher) with Carroll. SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 Many companies set their prices solely based on competitive pricing information (and perhaps a dash of cost data). Learn when and how Western Union and other companies use competitive pricing intelligence to their advantage and when they dont. Topics will include: You think you need CI to set your prices? Think again!; Using your customers and sales force as a proxy for CI Pricing; Managing conflicting agendas from senior management; Establishing the right information base: Dos and donts of price tests Bjerser, Christian. Early Warning For Big Changes, Business Development Manager, Comintell). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. What next big changes could change your business? How do you know if they happen - and what to do about it? It is thin line between success and failure and to be prepared for big changes in the world of business is definitely a key question for future success. Scenario planning helps you understand and recognize uncertainties in the future world of business. But how do you make scenarios work in the real world? How do you keep your scenarios alive and a vital tool in formulating and adapting your strategy? During this session you will see how new technical solutions can help you to: Continuously evaluate the strategic environment; Provoke and support strategic conversation; Ensure that the wider organization is prepared for different futures; Share your insights with larger audiences; and Provide input to competitive and business intelligence processes, all to Increase your tactical capability and decision support. You will see how a system that combines graphical and news indicators, with information management and ruled based classification, come together in a powerful Early Warnings Solution. Bjore, Mats. The naked leader. (Infosphere) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The new leaders of the next 5 to 15 years will need to develop skills that mix knowing and doing in a balancing act between tactics and strategy. The future leader must have a tactical awareness combined with a forceful strategic decision capability. The leader must also create a strategic awareness within the workforce, which must be empowered with the tactical decision skills. The keys to unlocking this situation are intelligence and the willingness to share. Intelligence will be required to build real-time enterprises and to interpret and leverage their capabilities integrating both internal and external knowledge and information. Blake, Chris Logistics: the hottest topic in Ci today. With Kelly, Myles. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Do you really understand logistics? Distinguish yourself by learning about logistics processes, new innovations, and CI's role in this important function. Blatt, Morris, Ensuring CI financial data integrity. (AT&T) SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Bleistein, Steve, The CI Process and Technology, (Co-Presenter: Bensoussan,) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Organizations use CI for a variety of reasons, and as each senior stakeholder comes and goes, the CI processes within the organization come and go. Organizations that rely on information and communications technology (ICT) to enable CI systems that both automate and support their CI processes have a greater chance of longevity. During this session, National ICT Australia, a government-funded research organization, and the MindShifts Group, a leading CI consultancy in Australia, will present for the first time publicly an innovative requirements engineering approach applied in development of a CI system for an Australian Commonwealth Government agency. Blenkhorn, David. Assessing CI performance. (workshop)(Wilfrid Laurier University) (with Fleisher). SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. What are the critical factors for successful CI performance? Generally defined as achieving goals, CI effectiveness can be viewed as the extent to which the organization is responsive to constituent preference for performance and is doing the right job. Since the CI function provides intelligence to decision- and policymakers, it is crucial that both senior executives and CI practitioners know the CI function is doing the right job, so that its effectiveness can be measured. One important facet of evaluating effectiveness is accountability, a management term that has gained increasing importance because of recent top-level corporate scandals. Implicit in being accountable is having relevant, realistic, readily measurable preset goals. In this workshop, you will examine the critical success factors, methods, and techniques that link CI performance with effectiveness measures to achieve your organization's goals. You will get hands-on experience with using CI effectivenessevaluation techniques within your own organization and for your clients. Blenkhorn, David. Assessing CI Performance: Practical Methods, (Full day workshop), (Co-Presenter Craig Fleisher), (Professor of Marketing, Wilfrid Laurier University School of Business & Economics) SCIP 2006 Annual Conference Orlando FL. April 26-29, 2006.
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What are the critical factors for successful CI performance? Generally defined as achieving goals, CI effectiveness can be viewed as the extent to which the organization is responsive to constituent preference for performance and is doing the right job.. One important facet of evaluating effectiveness is accountability, a management term that has gained increasing importance because of recent top-level corporate scandals. Implicit in being accountable is having relevant, realistic, readily measurable preset goals. In this workshop, you will examine the critical success factors, methods, and techniques that link CI performance with effectiveness measures to achieve your organization's goals. You will get hands-on experience with using CI effectivenessevaluation techniques within your own organization and for your clients. Blenkhorn, David. Better CI performance through strategic selection and outsourcing of CI services (with Fleisher) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. To enhance the dynamic performance of the CI function, CI executives increasingly have the opportunity and need to outsource CI services from among many specialized firms qualified to serve them. Judicious selection of these CI products/services can be a win-win situation both for the CI function and its internal client(s). This paper puts forth criteria to help firms determine which CI products/services should be outsourced, and subsequently to differentiate among capable competitors to find the CI supplier that best fits their organizations particular needs. Although this papers primary objective is to provide guidelines to enhance the performance of the CI function, the path to this will be through research. Blenkhorn, David. Evaluating the effectiveness of CI. Workshop (Wilfrid Laurier Univ) with Fleisher. SCIP Europe 6 Munich Germany, October 24-26, 2001 The CI function provides intelligence to decision and policy-makers. It is crucial that senior executives and CI practitioners know that the CI function is doing the right job and that we can measure its effectiveness. The purpose of this workshop is to answer the vital question "what are the critical factors for successful CI performance?" It will do this by examining the critical success factors, methods and techniques that link CI performance with measures of effectiveness of the CI function in the achieving of the organizations goals. Workshop participants will obtain hands-on experience in utilizing CI effectiveness-evaluation techniques applied to their own organizations Blenkhorn, David. Evaluating the effectiveness of CI: CI performance and effectiveness methods. Workshop. (Wilfrid Laurier University (with Fleisher) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This workshop is designed to answer the vital question -- "What are the critical factors for successful CI performance?" By examining the critical success factors, methods, and techniques that link CI performance with measures of effectiveness of the CI function in achieving the organization's goals. You will get hands-on experience with using CI effectiveness-evaluation techniques within your own organization and/or for your clients. Generally defined as "achievement of goals," effectiveness can be viewed as the extent to which an organization is responsive to constituent preference for performance and is doing the right job. Since the CI function provides intelligence to decision- and policy-makers, it is crucial that both senior executives and CI practitioners know the CI function is doing the right job; in other words, that its effectiveness can be measured. One important facet of evaluating effectiveness is accountability, a management term that has gained increasing importance with recent top-level corporate scandals. Implicit in being accountable is having relevant, realistic preset goals, the achievement of which is readily measurable Blenkhorn, David. Teaching CI Skills to North American and Overseas Audiences: A World of Difference in Pedagogical Effectiveness, (professor, School of Business and Economics, Wilfrid Laurier University; Co-Presenter: Craig Fleisher, professor, Odette School of Business, University of Windsor SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008 Both new and seasoned CI practitioners are continually taking courses to improve their skill sets and opportunities for advancement. What they learn may be a function of the methodologies used in the education processes they experience. Many professional development programs are taught by U.S. instructors using materials written by North American authors. But cultural norms vary greatly around the globe, and the learning process is affected by the teaching methods used. This session will examine the differences in teaching to North American audiences and selected overseas audiences to derive a theoretical model that highlights these differences. If the model can be successfully tested, the results and conclusions may lead to more effective and successful teaching of CI concepts, techniques, and skills to learners in different parts of the world. This could ultimately lead to raising the CI educational level worldwide and elevating the bar. This session will raise the issue that one size does not fit all and will consider how to carry out professional development education more effectively from a global perspective. Blixt, Albert Optimizing the CI practioner client relationship. (workshop). with Neil Simon.SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Boeding, Paul. Managing your business intelligence. SCIP European Conference: Bringing European CI st th into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Boland, Julie Actionable CI at Visa: a real life case study. Visa (w Limacher) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. .How do you get buy-in from key stakeholders when embarking on a CI mission? What type of CI analysis will make a difference? How should such data be presented most effectively? How do I select the best qualified outside CI vendor to collect human intelligence? How can I develop and cultivate a resourceful outside panel of
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human intelligence sources? To what extent should the outside CI consultant be involved in scenario definitions and strategic action planning? These are some of the key questions this very hands-on presentation will address, using an actual case study to illustrate the most important "how to" points. You will hear both the client/user side of the CI equation (Visa International) and the CI consultant's side (I.S.I.S., Inc.) The presentation will lead you from CI data requirements definition through the actual RFP and CI consultant selection process, the mechanics of gathering one-time and ongoing human intelligence data through the most effective ways of presenting key CI data points to top management and other internal clients for lasting impact. The presentation will also elaborate on the tools and techniques of assembling a reliable outside panel of human intelligence sources, borrowing from the time-proven principles of investigative reporting tactics. Bonazzoli, Brian. Lessons learned from starting up and running two market and competitive intelligence groups. (VP CI and MI, Computer associates). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 The focus of the presentation is on lessons learned, both positive and negative, from the start-up and running of two market and competitive intelligence groups at two different companies -- HP and Computer Associates. It will address the how? question on a range of subjects including set up of the group, defining the role and boundaries, staying relevant, and what happens when one doesn't stay relevant Boni, William. Business perspectives on cyber security and intelligence.Panel. (Vice Presidentth Information Protection and Security, Motorola) (with Lutz and Anderson). SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This panel gathers three leading security and intelligence experts to discuss perspectives on 21st century security challenges faced by both public and private Sectors. In their common struggle to address the new risks arising from the vast increase in connectivity and communications they will discuss new threats that must be appreciated and key protective measures that should be emphasized. The session will emphasize the critical importance of shaping an effective global response to economic cyber issues and deploying human and technical resources to address the cyber security issues. Boni, William. Net-spionage: clicks and daggers. (Amgen) SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Boni, William. Protecting high technology trade secrets. (Amgen). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Bonk, Ben. Working together to promote national security. (Director, Office of Near Eastern and South th Asian Analysis, CIA). SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. A perspective on how private and national intelligence interests can learn and benefit from each other. Bonollo, Guiseppe. Keynote, SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004 Bonthous, Jean-Marie. Culture: the missing intelligence variable. (JMB International). SCIP Annual conference: Keeping th apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Bookhart, Samuel. Benchmarking: a natural progression beyond competitive analysis. (DuPont Fibers) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Bookhart, Samuel., Benchmarking: then and now. (Bookhart Associates). SCIP Annual conference: Keeping apace in the th CI race, 9 , Boston, Mass, April 27-30, 1994. Borry, Marc. To change the say European people think: from library to strategic information management. (IRIS) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Borggreve, Bert. Business intelligence using groupware systems. (with Donsmoni) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Boroush, Mark Technology forecasting for CTI, (consultant) With Mignogna. SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Boureston, Jack. Virtual intelligence collectors: intelligence search agents, (workshop) New developments in information technologies have increased the availability of useful information and created an excess of superfluous data. The estimated level of content available on the Internet is roughly equivalent to that of two to three typical public libraries, each containing 300,000 volumes. Intelligent search agents help analysts mine through mountains of data to get to the nuggets of useful information for business analysis. Agents are being developed to cut through this surplus and tap into valuable resources that can be used for synthesizing strategic CI. These agents carry user queries to remote sites, identify relevant data, and retrieve it for subsequent research. Although many are still under development, agents are available to provide valuable, timesaving tools that aid in CI analysis. In the future, agents will do more to assist analysts to capture Internet resources and aid in strategic business decisions.
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Bourey, Alison; CI in healthcare delivery, with Dickey, David. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Sick? By not adapting to the competitive environment, the healthcare industry is ailing. Discover techniques and resources specifically designed to help organizations in healthcare succeed. Bouthillier, France. Beyond Information: A Study on Work Activities of CI Professionals, (director and associate professor, School of Information Studies, McGill Universityl; co-presenter Tao Jin) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The presentation will report on a study of the work activities of 28 competitive intelligence professionals in Canada. The purpose of the study was twofold to understand how CI professionals work and to explore the mechanisms underlying the creation of CI. Three research questions guided the study: What do CI professionals actually do? How do they do it? What factors constrain or facilitate the completion of tasks and activities? The particpants in the study worked in 23 companies/organizations representing 12 industries. In semistructured interviews, they were asked to describe their daily tasks and activities. Volunteers were asked to keep a diary for one working week. The diary contained (1) a work activity log; (2) statistics on e-mails, phone calls, and meetings; and (3) a comments section. The research concluded with another interview to clarify what each participant had written in his or her diary. The framework assumes that intelligence is an intermediate state between information and knowledge. It draws on previous research on human information behavior and intelligence practices, and incorporates cognitive work analysis and activity theory Bouthiller, France. Competitive Intelligence and knowledge management technological tools: convergence, divergence or emergence? (with Kimiz Dalkir) (Director and Associate Professor, Mcgill University). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 CI and KM have evolved into two separate disciplines, creating silos both in terms of education and educational practice. However, a number of authors have suggested that CI and KM strategies should be interrelated as much as possible since both seek to contribute to the development of intelligent and learning organizations Considering that CI/KM tools should provide strong functionalities for managing, processing, storing, and retrieving information, the purpose of the presentation is to examine various types of technologies that seek to address the various tasks involved in CI, on one hand, and KM, on the other hand. Is there convergence, divergence or emergence, in terms of technological trends for both areas? The presentation will provide an examination of various tools that support, at differing levels, both areas and provide the basis for diverse types of information architecture Bouthillier, France. Future directions in intelligence, panel. (Associate Professor, McGill University) (with Prescott, brouard) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 Where is competitive intelligence research going? Where should it go? This is your chance to discuss what research is needed to help improve intelligence practice. This session will start with a look at how intelligence research has evolved over the years as well as what research is currently in progress. It will end with the audience discussing where they want the future of intelligence research to go. Bouthillier, France. In Need of Appropriate Theory: What Is the Discipline of CI? (director, School of Information Studies, McGill Universityl Co-Presenter: Andrew Dillon) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. As a fairly new academic discipline, competitive intelligence will likely gain recognition only if a significant body of research yields appropriate theories, concepts, and empirical findings. Research so far on CI has emphasized practical techniques, strategies, and tools. Furthermore, it has borrowed widely from other disciplines, such as management, marketing, political science, and information science, so the literature lacks cohesion and focus. It is not easy to determine which concepts are central to CI and what unique phenomena CI research tries to explain. To advance as a field, CI needs core principles, constructs, and methods that locate it in a cohesive intellectual space. This requires a richer understanding of data, information, and intelligence that draws on a psychological and economic foundation. Alternatively, one may argue that CI is not and should not aim to be a field; rather, it is best understood as a practice-based activity in support of organizational goals, for which theoretical insights are at best secondary. This session will offer a discussion of these perspectives and the potential value of developing a more robust CI theory. Bowman, John. CI supporting new business initiatives, Bank of Montreal (W Gibson) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. To support a new business initiative CI practitioners must use the full extent of their CI skills to analyze markets, understand customers real needs and gauge competitors capabilities. This session will illustrate how CI techniques were used to creatively assist the successful launch of new businesses in widely different businesses [financial services, e-commerce and airlines] and markets [North America and Europe]. The presenters are experienced businessmen and CI practitioners, who will share their story, business case, CI techniques and applicable practices. Boyle, John. Consolidating Ci for competitive advantage. (Unisys) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Do you have competitive intelligence components scattered throughout your organization? Common scattered CI components consist of people, tools, techniques, software, etc. To gain the full rewards of CI that leads to a competitive advantage, you must consolidate! A collaborative CI enterprise will enable you to repeat successful

processes and techniques, narrow your intelligence infrastructure, advance employee competitor expertise and insights, improve your companys overall competitiveness and save you money at the same time. Boyack, Kevin. Evaluation of commercial opportunities within a scientific area. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. State-of-the-art analytical techniques that identify which scientific discoveries are most likely to have a technological (and economic) impact in nano-technology will be the focus of this session. These techniques were developed with funding by the U.S. Department of Energy and can be adopted by any organization that wants to identify economic opportunities in areas where science is the basis for technological innovation. The pictures of the nano-science terrain provide unique insights into the areas that are most likely to result in technological innovation and economic growth. These analytical techniques result in highly useful indicators of the strengths and weaknesses of different laboratories, universities, corporations, and nations. These, and related techniques, are described. Brager, Barry. Building patent intelligence competencies in the enterprise. (workshop) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Patent intelligence can be defined as the extraction of meaningful information from granted and pending patents that, when correlated to other data, provides foresight, awareness and anticipation of industry behavior. In an era of open innovation, patent trolls and a growing concern for intellectual property strategy, it is essential for R&D-centric organizations to collect and leverage patent intelligence. Unfortunately, many organizations are limited when it comes to internal resources with deep patent analytical expertise. It is therefore essential that CI professionals understand how and when to use patent intelligence for insights far beyond legal issues. It is also important to learn how to communicate patent intelligence in attractive and succinct formats. There are many tools available today for patent monitoring and analysis, and familiarity with these tools improves the chances of incorporating valuable patent intelligence into CI reports. (Workshop participants will be expected to have basic familiarity with patent searching, patent formats and text and data mining tools.) Brager, Barry. Developing rapid technology assessments. (managing partner, Perception Partners). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Quite often a firm or institution needs to know, what have we created? Even more often, someone asks, what is this worth? The answers to these questions usually involve some kind of assessment, touching on technical and competitive landscapes. It is often advantageous for CI professionals to feel comfortable contributing to such a discussion of commercial viability. Even more advantageous is the ability for the CI team to rapidly evaluate multiple inventions or technologies. This session will describe a simple methodology for rapidly assessing the commercial impact of a technology. Participants will learn how to quickly form an opinion of an opportunity, then use frameworks and a series of mostly free resources to support or refute that opinion. Through a defined process that will be easy to share and remember, we will collectively build an assessment throughout the presentation. Participants should leave comfortable with an approach that can provide quick insights for uncertain innovations. Brager, Barry. Mining and Interpreting Competitive Patent Intelligence, Half-Day Workshop. (President, Perception Partners; Co-Presenter: Stacy Williams, Partner, Perception Partners). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 Intellectual property (IP) comprises 80% or more of corporate value, and patents are a significant component of this value. Patent formatting is standardized for the 100-plus countries that are members of the Patent Cooperation Treaty (PCT). Utilizing recently developed online databases as well as standard visualization tools such as Excel, electronic analysis of patent data can be performed to understand innovation landscapes with unprecedented clarity. The implications of patent mining and mapping present significant implications to competitive intelligence professionals: develop R&D insight; identify industry players; evaluate M&A candidates; support technology assessment; and provide technology roadmaps. Brager, Barry. Quantifying Patent Value, (managing partner, Perception Partners). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Comprehending and conveying the importance of a particular patent-related threat or opportunity is one of the most significant challenges of intellectual property competitive intelligence. Quite often, CI practitioners run across patents that raise flags, but communicating the nature of the situation may appear impossible without expensive legal counsel. It is possible to develop simple prioritization tools and frameworks that consider business objectives and that can be applied by the practitioner. Attendees at this session will learn how to focus on opportunities, not assets; where to look for comparables on royalty rates, licensing fees, and milestone payments; and how to use taxonomies and scoring to screen in high value and screen out distractions. Bray, Olin. CI support for technology planning, (Sandia National Laboratories) with Garcia, Marie. st SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 2528, 1998. Breacher, Sarah. Using futurist tools to extend CI. (poster session) (Fletcher Mountain Group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Lost? Need a new map? Futurist tools provide a map that identifies trends, scenarios, and detours to keep your organization on the road to success.

Breakspear, Alan.

CI for the smaller business (workshop) SCIP Annual conference: Chicago, IL, March 25-28, 1998

Breakspear, Alan The cross cultural legal and ethical boundaries of CI. With Collins, Judith (Michigan State). SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. [cancelled] Breakspear, Alan. The ins and outs of international CI. (T-Base R&D). SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Breakspear, Alan. Threat intelligence for critical infrastructure protection. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Security threats, ranging from loss of intellectual property, key talent, and competitive advantage through theft, disruption, hacker attacks, and terrorism can be anticipated and assessed if security and intelligence actively support one another. An awareness of the need for infrastructure protection as a corporate priority and the development of new risk management measures present an opportunity for a stronger linkage between CI and corporate security managers. This interactive workshop will explore ways to enhance the linkage through adoption of CI programs to provide threat warning intelligence and through the use of CI techniques to increase security awareness and employee involvement in security programs. The presenter will use case studies and exercises to enable participants to identify and assess the potential improvements they can bring to their companys intelligence and security programs. Breeding, Bret Building a competitive sales function, (Compaq) (w Heinrich) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. This session will provide you with practical tools and approaches for creating a CI resource your sales team can really use - and it doesn't have to involve expensive technology. Based on research performed for companies in a variety of industries, you'll participate in the process of building and maintaining a competitive sales guide using interactive case studies. The workshop then features a case study that reinforces the advantages of involving CI in the sales process. CI tasks that assist the sales force in effective prospecting, account planning and maintenance, bid support and revenue growth, will be examined. Deal simulation and support are featured in an in-depth discussion addressing the different sales strategies a competitor may employ according to the scope of a pursuit. Also discussed will be counter tactics companies often use to combat specific competitor sales strategies. Finally, techniques and parameters used for measuring CI and its impact on the sales process will be presented. Breeding, Brett Building a global CI organization. Workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Breeding, Bret. CI and KM convergence: a case study at Shell services. (Shell) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Harness the power of two influential business practices. Learn from the real world experiences of a Shell managers successful combination of CI and KM techniques. Breeding, Brett. The many deliverables of a CI group. (with Bell) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This session illustrates how an effective CI group engages a wide range of constituencies in the process of sharing knowledge, and describes in depth the deliverables of a CI group and how these can interact with the intended audience to provide value in the decision-making process. Finally, we will detail how companies can seamlessly tie together and leverage their different CI units and audiences via a CI global network and a CI certification program. Breitzmann, Anthony Assessing the Industry Threats of China's Technological Emergence, (Director of Research, 1790 Analytics, LLC; Co-Presenter: Chip D'Angelo) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Almost every day there is news in the business press about the rise of China and its increasing economic power. In the past decade, there has been a five-fold increase in the number of U.S. patents invented in mainland China, Taiwan, and Hong Kong. However, there have been few detailed analyses of China's technology to discover where its greatest potential lies. As a comparison, Japanese companies took many by surprise twenty years ago by starting to dominate in the automotive and electronics industries. Patent analysis could have forecast this phenomenon., The same techniques can be used to examine how China's technology is evolving and will reveal industries in which China has a particular focus, technologies in which China is either weak or strong, and Chinese companies that are likely to become competitive threats. Breitzmann, Anthony. Patent analysis and market forecasting. (Chi Research) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The analysis of patent portfolios has become an increasingly important part of CI activities and a key tool in analyzing company technology strengths, weaknesses, and opportunities. Implicit in these analyses is the idea that identifying a company's intellectual assets, and specifically intangible assets protected by patents, is tantamount to identifying areas of strength within a company. Underpinning the interest in the valuation of a company's intellectual property is the idea that this unseen wealth eventually will enhance shareholder value. Recent research indicates that high quality patent portfolios are long-term predictors of a company's stock

market performance. We present the key aspects of patent analysis and make the connection between CI and market forecasting. Patent analysis techniques will be discussed and cases will be presented that illustrate the techniques' use in identifying companies with the best investment potential. Breitzmann, Anthony, Technical powerhouse or diluted competence: assessing mergers via patent analysis. Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Brenner, Everett Analysis of competitive information programs based on 15 company case histories. (Olsen Assoc) with Olsen, Gustav. SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Brody, Roberta Adding spatial analysis to competitive analysis stragtegies. (Queens College) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Brody, Roberta. Using Geographic Information Systems for CI, ( professor, Graduate School of Library & Information Studies, Queens College of the City University of New York; copresenter Neal Ochsner). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008 Geographic information systems (GIS) are location-based software and databases in which central organization and data are keyed to locations on a map. Most people have used Google Earth, MapQuest, or a car GPS system all of which incorporate GIS but it is also possible to use easy-to-learn, inexpensive GIS software programs to create insightful competitive analysis. A major benefit of GIS as an analytical tool is that graphic representations are interesting to people and tend to reveal relationships that may not be apparent in numeric or textual analyses. Because GIS enable multiple layers of data to be associated with locations, they are far more than points on a map. Market sizing, facility locations, product/service pricing, supply chain decisions, transportation logistics, and vulnerability analysis are all enhanced by GIS. Examples will be provided of how GIS are used in various industries, including retail and service businesses, transportation, infrastructure (i.e., telecommunications), insurance, and homeland security. Action-oriented strategic and tactical analysis can be generated by creating GIS maps that merge an organizations supply chain and operational or customer data with those of competitors; examples will be given of such industry maps. Attendees will be introduced to off-theshelf GIS packages ranging from inexpensive to more robust. Brogan, Chris. European directive on data protection as it effects CI. (Intl Commercial Agency) SCIP th Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. In 1981, the Council of Europe introduced a convention on data protection. By 1990 only a few member states had ratified the convention. The introduction of the single market was imminent, and the European Commission decided that a unified approach to Data Protection was necessary and introduced a draft Data Protection Directive. It was accepted on 25th October 1995 and all member states were given three years to enact it in their own national laws. Most European countries have now completed the enactment. It is necessary to have a firm understanding of this law so that you can develop ways to cope with it. Transfer of data from Munich to Chicago could be by way of a contract. If all you are transferring is what is in the public sector, this could also be satisfying one of the conditions. The objective of this presentation will be to show how this data can be collected and transferred outside Europe, thereby complying with European law and SCIPs ethical code. Brosman, Dan . Competition and CI in the 21 century (Kirk Tyson) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Brouard, Francois. Future directions in intelligence, panel. (Professor, Carleton University, Sprott School of Business) (with Prescott, Bouthillier) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 Where is competitive intelligence research going? Where should it go? This is your chance to discuss what research is needed to help improve intelligence practice. This session will start with a look at how intelligence research has evolved over the years as well as what research is currently in progress. It will end with the audience discussing where they want the future of intelligence research to go. Brown, Charley.. Offensive and Defensive Use of Patents for Competitive Intelligence, (Co-Presenter: Gregory Kirsch) Associate, Needle & Rosenberg, P.C.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. In this session, a brief background on patent theory will first be provided to ensure that the participants understand the nature and workings of patent law. With this foundation, the presentation will then turn to explaining how research and analysis of third-party patent activity may be used for both offensive and defensive purposes by the competitive intelligence professional. Specific real-world examples will be provided, using demonstrative charts, graphs and other related data Brown, Jessica; So you want to be a CI professional. (poster session) (Univ of Missouri) with Richardson, Antoine. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Brown, Scott. The sun always rises: access and utilizing information specialists. Sun Microsystems) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Information specialists can be a fantastic resource for gathering and understanding information. Leveraging this unique expertise can help you create a more robust competitive knowledge base by rounding out and complementing your information and perspective. Using examples from Sun Microsystems and its CI
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community, you will learn a step-by-step process for building networking relationships with information specialists. Bruce, James. Analysis and process: lessons from the US government.( Director, Capabilities th Assessment, Senior Intelligence Service Officer, WMD Commission) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The purpose of this briefing is to illustrate some lessons learned? in US government intelligence and convey their potential relevance to practitioners of competitive intelligence in the private sector. Cases examined include Pearl Harbor, Cuban Missiles estimate, Yom Kippur War, Iran Revolution, Soviet biological weapons, Indian nuclear tests, September 11th, and Iraq weapons of mass destruction Bryant, Patrick; Actionable competitive technical intelligence with measured impact. (Hoechst Marrion Roussel) with Coleman, Jim; Krol, Tom. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Bryant, Patrick. Approaches to competitive technical intelligence analysis: examples from science and technology. (University of Missouri; with W. Bradford Ashton Battelle Pacific Northwest Labs). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Bryant, Patrick CI needs of dotcom companies. (University of Missouri-Kansas City). With Jessica Beal. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Dotcoms appear (and disappear) almost every day. Learn to what degree they want CI, use CI, or need CI. Do the current set of CI tools fit or should we be building new ones specific to the Internet busines world? Bryant, Patrick. Leveraging your capabilities by outsourcing CI professionals-in-training. (University of Missouri) (with Kroll) ) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Outsourcing CI capabilities can serve many purposes for large corporations, smaller businesses and/or consulting firms. This presentation will discuss the potential for outsourcing CI professionals in training using the program established at the University of Missouri - Kansas City School of Pharmacy Drug Information Center as a case study. Applying the curriculum development work done by SCIP in the past, the presentation will illustrate the minimal competencies required by a CI professional in training before outsourcing can be considered. Representatives from a major pharmaceutical corporation and a smaller drug delivery system company will describe their experiences using CI professionals in training on an outsourcing basis. A review of university-based CI professionals in training programs will be provided to help you identify potential outsourcing opportunities. Bryant, Patrick. Scientific competitive intelligence: a tool for R&D decision making. (Marion Merrell Dow) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31April 2, 1993. Bryant, Patrick So you want to be a CI professional? (poster) ( U of Missouri) with Richardson. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Is on-the-job training the only way to advance your CI skills? Discover and compare the various formal training programs available for CI professionals. Bryant, Patrick Starting a CTI function: roundtable. SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Budd, Tim, Attracting, monitoring and exploiting technology based opportunities and warp speed, (PEBiosystems) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000 Budd, Ed. Lessons from the experts (the practitioners!).(with DAnna Tyson, VanLinden) (workshop) th (Allstate) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. After you have implemented your CI process, it is still evolving, and the "ideal" seems further and further away. There are one or two sticky problems that are keeping you from scoring the kinds of successes you know you're capable of. In this workshop, we invite you to bring your toughest problems, and we will work together as a group to solve them. Three practitioners, representing telecom, insurance and health care, will share their successes and failures as well as provide specific recommendations on how you can maximize your CI success. Bulger, Nan. Whats in it for me? Tangible CI. (workshop) with Yasmin Tirado-Chiodini SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Bunn Harry. Long-term competitive strategy forecasting. (RONIN corp). SCIP annual conference: st Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997.

Burke, Paul 21-24, 2009

War gaming: CIs debutant party. With Gilad, Ben. SCIP09 International Annual Conference and Exhibition, Chicago IL April

Learn the kind of war games out there and the principles of war gaming based on role playing. Learn about the latest tools of predicting competitors' most likley moves. Learn how war gaming affected a company and what makes a war game a flop or success
Burkhardt, Kim. Before and after CI: research analysts succeed in a variety of settings. (Market Analyst, Burkhardt Research Services). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Your skills and abilities are an asset to the business community. We bring value to our companies through specific combinations of tangible, applied capabilities. For those entering the CI field and for those considering alternate career paths, we will evaluate the primary questions associated with our assets - how and why research analysts are vital employees (or consultants). Which skills do we have and utilize? How do these skills transfer? How do we communicate this to current and potential employers (or clients)? Identify - in specific detail - how you can transfer these skills from - or to - the varied worlds of journalism, market research, universally applied business research, media relations, government intelligence, M&A, marketing, market analysis, strategic planning, investor/media relations (corporate communications), and business development. Burkhardt, Kim. Project Management: Using CI Consultants for Maximum Effectiveness, (managing director, Burkhardt Research Services) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Companies use or consider using consultants for a variety of reasons. In the competitive intelligence context, reasons include heavy workloads, the need to handle periodic CI projects rather than employing another full-time person, a desire for anonymity (consultants can pose questions you might not want to ask directly), or a desire to complement the skill sets of staff. What are the logistics of working with a consultant? What about confidentiality and sensitive data? How do you supervise a consultant? What levels of communication are appropriate? How is communicating with a vendor different from communicating with staff? What kinds of company assumptions might not be known by a consultant, and how do you share these assumptions so the consultant can meet your expectations? What about project delivery? What if expectations arent met or relationships dont develop as planned? Burkhardt, Kim. You Know the Question -- Where Do You Find the Answer?, Half-Day Workshop (Burkhardt Research Services; Co-Presenter: Helen Ho, Business Analyst, TELUS Corporation) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This workshop will go beyond Google to improve attendee ability to identify and utilize relevant OSINT information sources applicable to the competitive market context. Public records, government data, information databases, interviews with experts and industry professionals, literature reviews of industry press, trade shows, published market research and industry reports, use of software for information retrieval -- all will be identified, studied, and applied to tangibly discussed real world applications in this workshop. Eight to 12 uniquely developed CI scenarios requiring research will be presented and worked through with question and answer opportunities. In addition, attendees will have opportunities to submit questions about their own research challenges. Burkhardt, Kim. You've got Data. Now What? (Owner, Burkhardt Research Services Co-Presenter: Helen Ho) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 This session will enhance the ability of attendees to clearly understand, articulate, and apply the process of moving from CI data acquisition to data application in the CI context. While CI practitioners may specialize as researchers or analysts or both, the need to identify how data can be effectively managed and communicated is an essential skill. Should acquired market and competitor data be merely handed over to analysts in raw format, discussed in relation to its market context, and/or presented in pre-arranged formats specifically designed to meet the needs of analysts and end users? What types of presentation format types can best meet the needs of analysts and end users? Samples of successful data presentation options, drawn from actual experience, will be developed specifically for this session. Burwell, Helen. Comparative online searching for better CI: searching smarter. (workshop). SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Ms. Burwell brings years of searching experience using hundreds of databases and will provide attendees with a perspective that would normally take years to acquire. This workshop will cover a wide range of online sources taken from both commercial sources and the Internet. The best tools for building profiles of both industries and individual companies will be highlighted in the context of at least 12 data elements required for sizing up competitors. Specific vendors, database files, and Internet sites will be covered, with examples presented for each source mentioned. Burwell, Helen. Comparative online searching: searching smart; (workshop) (Burwell Enterprises) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Burwell, Helen. Finding and using online and internet Ci sources: keys to building the knowledge base. st (workshop) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998.

Butterfield, Pamela. CI influence through effective communication. SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Getting the attention of decision makers, then influencing them to turn our intelligence into action is a challenge many of us face. This session looks at the role effective communication can play in our ability to reach the right people in our organization, and provides tools, techniques, and a process to help support a better communication system and style. Individual and team exercises provide feedback on your communication preferences, and let you practice recognizing and relating with others. Butterfield, Pamela; Turning intelligence into action: the tools and techniques of effective communication. (workshop) With Wergeles, Fred. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. You've done all the research, put together some great insights about your market and competitors' next moves, and still you cannot seem to get your manager's attention. Learn the special techniques that will make your intelligence consumers sit up and take notice. By using a proven process and supporting tools, you will develop an ability to communicate more effectively across all levels of your organization - from sales reps and engineers to senior executives. By learning what to do, when to do it, how to do it, and why to do it, this workshop will help you accomplish the primary goal of an intelligence officer: delivering the right information to the right people at the right time - and the right way - to the decision makers. Each participant will receive approximately 24 pages of very specific information about how he/she behaves and communicates in the workplace. For a CI professional, self-knowledge is power - if you apply it. Participants will learn to recognize difference in communication styles and behaviors in others. This workshop will provide each participant with an opportunity to use a process and supporting tools to develop an influencing strategy for specific people in their organization.

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Cahill, Dennis. Drowning in data (with Shen and whitfield).( Associate Vice President, Systems th Architecture and Infrastructure, Factiva) (Butterfield & Associates, LLC) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Many businesses are drowning in data, but starved for insight. New technologies such as XML, Semantic Web, and unstructured data mining promise to improve our collection efforts, but are they delivering on that promise? This moderated panel discussion will bring together CI practitioners and service providers to discuss the current state of technologies for secondary data collection, management, and dissemination. Attendees will have the opportunity to ask questions, share best practices, and stimulate additional debate. Calof, Jonathan. CI and the internet: becoming a cybersleuth. (Univ Ottawa) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The Internet can be a CI gold mine or a bigger time-waster than "Solitaire" on your computer. Discover the necessary tools to utilize the information available without getting distracted along the way. Calof, Jonathan. Conference and trade show intelligence (workshop). (Professor, University of Ottowa) SCIP 11 European CI Summit, London UK, October 18-20, 2006. Properly organized, it has been shown that it is possible to collect more information in three days at a conference or trade show than you could in one year through any other means. The popularity of this area has lately resulted in a lot of best practices being written about in this area. This half-day program looks at some of the best tips on how to develop and implement a successful event intelligence program. Bring material from your next conference and trade show and start to work on your own event intelligence work plan. Calof, Jonathan. Conference and Trade Show Intelligence, Workshop, (professor, University of Ottawa) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Trade shows, conferences, conventions, and other events are excellent places to learn about your competitive environment: market trends, new technologies, and competitor plans and products. It is possible to collect more information in three days at a conference or trade show or wherever people and information come together than in a year through any other means. This workshop is organized around the collection process: pre-event preparation, at-the-event activities, and after-the-event implementation. Participants will receive event intelligence plans, processes, stories, advice, and forms everything they need to maximize the intelligence and information opportunities of conferences and trade shows. Calof, Jonathan. Growing the CI functions influence, resources and capabilities (active dialogue). (School of Management, University of Ottawa; Co-Presenter: Ahmad Badr, Chair of Marketing, College of Business Admistration, Abu Dhabi University) SCIP 10th Annual European Summit, London, November 9-11, 2005 Learn how professionals transform CI from an all-too under resourced overhead function into an indispensable trusted advisor to management. These structured, interactive brainstorming sessions facilitated by industry experts will provide an opportunity to work with your peers on approaches to solving common challenges and sharing innovative ideas Calof, Jonathan. How to get the most out of trade show intelligence. (Univ of Ottawa). Competitive Intelligence for Financial Services (SCIP/IIR), Warwick Hotel, New York, September 8-10. 2004 If only I would have.... is all too often what we say after a trade show or a conference, having missed the opportunity to gather important information at the event. This session will describe an award winning approach that is being used to help companies and governments conduct trade show intelligence. In particular the use of information collection partnerships will be described. The presentation will describe how the approach was used in Japan for a food show, and for a biotechnology show in the United States. Calof, Jonathan. Linking research agenda (panel) (University of Ottawa) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Calof, Jonathan. Online educational opportunities. (University of Ottawa). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Small budgets? No time to travel? Discover what the Web and distance learning can offer the CI professional in Calof, Jonathan. So how good is your CI effort: the 10 step intelligence audit (poster session). (University of Ottawa). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Just having a CI unit isn't enough. You need a state of the art intelligence process, and the only way to make your CI capability world-class is to study your strengths and weaknesses. Through this special audit process, you'll learn how to develop good intelligence, even on a shoestring budget. Calof, Jonathan. Tapping intelligence at trade shows: getting others working for you (Univ Ottawa) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004.
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An innovative method for conducting trade show intelligence develops partnerships between organizations with similar intelligence objectives and uses their combined skills to collect information. Youll hear how the approach was used in Japan for a food show, and in the US for a biotechnology show. The session will define an effective training program conducted both before and at the show; describe how to develop key intelligence topics, questions and indicators; provide pointers on how to assign collection roles; and educate you about on-going analysis and development. Youll learn the steps necessary to develop and execute a good intelligence gathering plan, run quarterback, use external consultants, maximize results from a moving and formal war room, and get the most from daily debriefs. Calof, Jonathan. Trade show intelligence, a networked approach (university of Ottawa) (with Fox) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This presentation will describe an innovative method to help companies and governments conduct trade show intelligence. The focus is on developing partnerships between organizations with similar intelligence objectives, sharing key intelligence topics (KITs), and helping others in the group collect information. Included will be a description of how the approach was used at BIO2002, a major biotechnology trade show, highlighting the training program prior to and at the show, the development of KITs, questions and indicators, the assignment of collection roles, and on-going analysis and development of new plans at the show. You will learn the steps necessary for developing an intelligence gathering plan at a trade show; the execution of the intelligence gathering plan; quarterbacking; use of external consultants; and the role of daily debriefs. Calof, Jonathan. Trade show intelligence: networking for information and intelligence. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. This presentation will show you how to use an innovative method to help companies and governments jointly conduct trade show intelligence by developing partnerships between organizations that have similar intelligence objectives and helping others in the group collect information. This approach was used in Japan for a food show, and for a Biotechnology show in the United States. This method has several key components: a training program prior to and at the show; the development of key intelligence topics, questions and indicators; assigning collection roles: on-going analysis at the show; and development of new plans during the show. Participants will learn the steps necessary for developing an intelligence gathering plan at a trade show, executing the intelligence gathering plan, using quarterbacking and external consultants, integrating a moving and formal war room, and conducting the role of daily debriefs. Canale, Debra. CI on the corporate intranet. (workshop) (Roadway Express) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Making your intelligence available to others in your organization is an essential component of an effective CI function. A CI intranet web site is one way to house, store, and disseminate information -- this session is a case study of how Roadway Express built the CI portion of a corporate intranet site. You will learn the steps that were taken to create the site and will review a how-to guide for developing, organizing, and maintaining an intranet site. You'll see examples of subjects that can be added to an intranet site; including competitor profiles, industry and economic analysis reports and end products, and a competitor strategies matrix. Canale, Debra. Find it fast: e researching for business information on the web.(workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Canale, Debra, Find it produce it deploy it: actionable CI in uncertain times. (Roadway express) (w Jackson) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001 CI practitioners struggle to efficiently turn tactical data into strategic knowledge. Participants of this workshop will learn how to: choose the right sources and quickly find relevant information using the Internet, commercial databases, government sites, news sources, and more. Includes advanced Web searching techniques and hundreds of business-related Web sites; Produce actionable CI end-products to arm the field and executives. (Competitor Profiles, SWOT Analyses, Product Comparison Matrices, Operational/Financial Analysis, ad-hoc deliverables, etc.); and Deploy the message using a variety of communication channels, including e-mail, Intranet, print, in-person briefings, and teleconferencing. Cantrell, Robert. Analyzing and using patent data for CTI. Workshop. (derwent/ w Kurt, Mogee) Competitive Technical nd Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. The speakers will present an integrated tutorial on patent analysis theory and practice. Mary Ellen Mogee will discuss patent analysis techniques, including the conceptual framework, where to get patent data, how to process them, and how to interpret the results. She will cover both basic techniques that companies can do themselves in house, and more sophisticated analyses developed by consulting firms. Richard Kurt will provide real-life examples using these patent analysis techniques for CTI, technology assessment, and R&D planning. Robert Cantrell will discuss a model of patent intelligence pricing based on the cost of data, the cost of analyzing data, and the cost of creating CTI from the data. Cantrell, Robert, Cost and value of patent analysis, (Derwent) Competitive Technical Intelligence nd Symposium, 2 , Philadelphia, Oct 29-30, 1998. Cantrell, Robert. International Patent intelligence (workshop). SCIP in Europe: Business Analysis the st European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996.
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Cantrell, Robert International Patent intelligence and business decisions. (Derwent) with Gambini, SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Cantrell, Robert. Patent intelligence management. (workshop) (Derwent) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Cantrell, Robert. The road to sales is paved with good intentions: keeping ahead of the competition through patent intelligence. (workshop) (Derwent Information) SCIP Annual conference: Knowledge-based strategies: surviving and st thriving in the 21 century. Chicago, IL, March 25-28, 1998. Cantrell, Robert. The six angles of competition. (key topic) (Derwent) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. "I can resist everything except temptation." Oscar Wilde. For CI professionals seeking the hottest information, the temptation to cross legal and ethical boundaries can be great. Learn the limits and how to stay within them. Cardoso do Amaral, Paulo, Critical information management at Portugal telecom: preparing for the new competitive environment. (keynote) (Portugal Telecom) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Carduner, Keith. CI knowledge development and the beginning CI professional: view from the trenches, (Ford). SCIP st Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Carlin, Stephanie Assessing knowledge management in your organization, (Workshop) (APQC) with Alexandria Womack. 1999 It's not difficult to find advice about how to implement knowledge management in your organization. The difficult challenge is measuring your success in doing so. At this workshop, you'll have an opportunity to benchmark your knowledge management efforts, using the Knowledge Management Assessment Tool (KMAT) developed by the American Productivity and Quality Center (APQC). Carnevale-Maffe, Carlo Alberto, [title?] Program Director & Professor, SDA Bocconi University (Milan) School of th Management. SCIP 11 European CI Summit, London UK, October 18-20, 2006. Intelligence has often focused on competition in product markets. However, firms compete simultaneously on the resource side. The session will seek the signals of competence creation and accumulation within firms. Competence intelligence aims at understanding in advance what competition is learning, thus reducing the reaction time. Because of causal ambiguity, the observation and analysis of the resources owned by a firm may not be sufficient to accurately predict competitors choices; but through the analysis and comparison of a competence portfolio matrix, intelligence can investigate possible patterns of future behaviour: competences are in fact not only potential sources of advantage but they may also become over time core rigidities based on path dependency. With the help of strategy maps and competitive scorecards, competence intelligence can set forth and monitor hypotheses on cause-effect linkages between competence building and competitive behaviour. Carpe, David. Identifying new sources: human capital research. (Clew) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Uncomfortable with heavy cold calling, CI consultants all too often rely on existing relationships or budgeted secondary research to discover named sources by title, company, or industry or discipline. Doing so means they miss countless new resources, all typically free. Here is your chance to learn proven techniques for discovering new human sources to support primary research as well as networking for any given project. Youll see how these efforts, used early on, as well as throughout a project, can engender tightly focused and more successful project execution. Carr. Lawrence CI as a tool for front line sales and marketing. (Carr Morton Associates) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. At present, most Cl activity is aimed at generating senior level strategic or tactical actionable intelligence for use by board-level management. In the future, the most effective use of Cl will be made by those companies that can deliver intelligence to their front-line staff, providing them with the skills necessary to increase sales and profitability. It is also essential that these staff are properly trained to use CI in sales situations. With the right processes, business structures, training and implementation significant improvements in sales levels, profitability and market share can be demonstrated. This presentation will cover real life design, development, delivery and results of Front Line CI programs aimed at sales and marketing staff in major multinational companies. We will cover aspects including: overall objectives, understanding what sort of information needs to be delivered to sales staff, design of business structures and processes to store and deliver this information, how sales people can use this information, detailed training needs analysis, potential benefits and dangers and actual results.

Carroll, Kevin Pricing and competitive intelligence: when it helps and when it doesnt. (VP global pricing Western Union) with Blistein. SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 810, 2004 Many companies set their prices solely based on competitive pricing information (and perhaps a dash of cost data). Learn when and how Western Union and other companies use competitive pricing intelligence to their advantage and when they dont. Topics will include: You think you need CI to set your prices? Think again!; Using your customers and sales force as a proxy for CI Pricing; Managing conflicting agendas from senior management; Establishing the right information base: Dos and donts of price tests Carroll, Jim. Performance anxiety about what comes next? Tired of being asked to predict the future of th your firm? (keynote) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Carroll, James;. Use CI to predict generic treats for innovator pharmaceutical companies. (workshop) (Newport Strategies) With Hoffman, Jean. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Whos copying your homework? Pharmaceutical companies increase their product life cycles by anticipating threats such as new launches, generic competition, and patent challenges. Knowledge of the tools available for ethical and legal defense of your products is critical to maximize revenues. Learn how to gather CI on generic threats to branded pharmaceuticals through case studies and an exploration of specific strategies. Carsrud, Alan,. CI and university based entrepreneural ventures: a case analysis (Anderson School at UCLA). With William Garretson, and Richard Goodman. SCIP annual conference: Global Competitive Leadership in the st 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Carter, Isobel, Starting from zero: how employee empowerment helps build a successful CI system. (Director Strategic Planning and marketing, Chase Manhattan Bank). SCIP in Europe: Business Analysis the European st Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Carter, Jeffrey Competitive technical intelligence: employing electronic tool the lay of the land, nd (Motorola) (workshop) Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Carter, Jeffrey. Information technologies applied to the CI process. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Carter, Jeffrey Monitoring technology and product strategy. (Micro & Computer Tech) with Matula, SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Cascini, Gaetano. TRIZ: Better Competitiveness Through Systematic Innovation, (Professor, University of Firenze) CoPresenter: Caterina Rizzi, Professor, University of Bergamo). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. (Italian) Even talented people with deep expertise in their fields of activity waste time and money in neverending trials and errors. TRIZ, the theory for Systematic Innovation, teaches how to make the solution of an inventive problem a "routinary task." Catley, Linda. Developing the competitive intelligence capability in a major pharmaceutical company. th SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Chamberlain, Cynthia, Sales technology tools: applications and implications, (Centocor) ( w Levy, Wallen) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Chandwani, Dilip. Competitive Manufacturing Cost and Profitability Analysis A European Perspective. (Vice President, Manufacturing & Supply Chain, Kline & Company). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Competitive manufacturing intelligence is relatively untapped by a majority of the manufacturing industries. CI activities in most companies have been largely focused on such issues as sales & marketing, product strategy, and business strategy. Competitive manufacturing intelligence, on the other hand, relates to competitors' manufacturing capabilities and practices, manufacturing costs, and gross profitability. This intelligence is essential not only to be cost competitive but it serves as a foundation for most strategic decisions which may include product and pricing strategy, investment decisions, strategic alliances, and outsourcing. The presentation will discuss two approaches to competitive manufacturing assessments which are typically used: The first approach is a less rigorous top-down approach that is focused on major cost drivers and is useful in assessing relative cost position of selected competitors and in developing an industry cost curve to include all industry players. The second approach is very detailed and bottoms-up, requiring intelligence in terms of information on the configuration of the manufacturing facilities (capacity, age, and investment), manufacturing process and practices, manning levels and other labor issues, sourcing of raw materials and utilities, and waste disposal methods and costs. Chandwani, Dilip. Competitive Manufacturing Cost and Profitability Analysis A Global Perspective, (vice president, manufacturing and supply chain, Kline and Company, Inc.) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008.

Manufacturing intelligence relates to manufacturing capabilities, practices, and costs, and gross profitability.. Competitive manufacturing intelligence is complex; it provides answers to a wide range of questions related to such critical elements as a companys product portfolio, technology and equipment, manufacturing capabilities and utilization, organization/human resources, and commercial information related to sourcing of raw materials and other inputs. The presentation will discuss two approaches to competitive manufacturing assessments. The first approach focuses on major cost drivers and is useful to assess the relative cost positions of selected competitors and to develop an industry cost curve. The second approach is very detailed and bottoms-up; it requires information on the configuration of the manufacturing facilities (capacity, age, and investment), manufacturing process and practices, manning levels and other labor issues, sourcing of raw materials and utilities, and waste disposal methods and costs Chandwani Dilip. Competitor cost and profitability analysis. (Kline) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. One of the most daunting tasks in competitive intelligence is to derive a competitors cost structure and analyze the size and sources of profitability. But there is a systematic methodology that can assess costs throughout the competitors value chain (procurement, manufacturing operations, logistics, sales and marketing, and technical and support services). The session will explain the methodology and the requirements for getting it right Chavez, Frank, Capitalizing on CI in the sales and marketing function, (Northrup) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Chavez, Frank. From theory to practice. (workshop) Northrup Grumman. The objective of this workshop is to increase the participants' effectiveness and reduce their professional risk by providing a framework to understand the strategic issue of CI. We'll also discuss the role of the CI professional in the product development function and how analysis methodology can be integrated into the product development plan. Chevallier, Kimberly, The producer/consumer relationship: a work in progress. (special consultant, Business st Research Group S.A.). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Chevallier, Kim. Elicitation techniques and trade show intelligence. Workshop. (KDC Research) SCIP th Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. This workshop will have two parallel goals. First, participants will learn elicitation techniques and, through exercises, begin to adapt those techniques to suit their personality and purpose. And, second, participants will learn how to more effectively organize their collection activities at conferences and trade shows-some of the most fruitful venues for elicitation. Chevallier, Kim. The first twelve months of CI open forum. (facilitator) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Key areas to focus on; Advantages & Disadvantages of Profiles, KITS; Developing a business plan for competitive intelligence; Implementation plan - what to do and what to avoid; Coping with limited resources, alternative types of CI function. Ching, Eric. Taming the hydra: coordinating Ci across functions. (Kaiser Foundation) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.
Chitale, Varsha 21-24, 2009 Offshored CI: how much is too much? SCIP09 International Annual Conference and Exhibition, Chicago IL April
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Understand the offshoring practices of corporate CI departments and global CI service providers and appreciate the impact on ROI from CI. Learn how to differentiate between offshoreable CI activities and those that are better handled in-house. Learn how to avoid common mistakes committed and typical details overlooked while offshoring
Chitwood, Lera. SCIPs VIPs: valued information professionals the view, the value the vision. (Motorola) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Chizzonite, Richard. Impact and Practice of CTI from the Clients Perspective, (Executive Director, R&D Licensing, Cardiovascular and Immunology, Boehringer Ingelheim Pharmaceuticals Inc.). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. In todays biotech and pharmaceutical industry, licensing plays a key role in augmenting a companys drug discovery and development pipeline with novel therapeutics and novel ideas. During the process of identifying, evaluating and recommending licensing opportunities that have the potential to complement the current therapeutic pipeline or to open a new therapeutic principle or disease area for a pharma company, CTI plays a crucial role in all steps of the process. For the smaller biotech company that is actively seeking a development and commercialization partner for a particular product, CTI plays an important role in a number of activities, e.g., identifying potential best-fit partner companies or identifying potential competitors with the same and related therapeutic principles. Typically in the smaller biotechs, CTI is provided by internal experienced

scientists and managers and/or by external CTI consulting companies. In the larger biotechs and pharma companies, CTI is provided by an in-house group that is usually closely aligned with the licensing function. The role of the CTI manager (whether a biotech scientist or manager, a CTI consultant or a CTI professional in a larger pharma setting) is to provide technical and actionable information at all stages of the licensing process. This role is not limited to solely identifying a potential licensing opportunity and its competitor projects and companies, but of equal importance, providing CTI during planning of pre-clinical and clinical development plans, financial scenarios and potential fit with the potential partner company. This talk will highlight the role of CTI as performed in a major pharma companys licensing efforts and use case studies to illustrate the contributions of CTI to the assessment and decision making of individual licensing opportunities. The talk will present how and what tools CTI uses to identify licensing opportunities, the deliverables from CTI during the technical evaluation and due diligence assessment of licensing opportunities and the contributions of CTI to the financial scenario simulations and deal completion process. Although examples will be from the pharma industry, they will be presented without jargon in a way that will be generalized to companies with pipelines of novel products. Choate, Pat. Is the best good enough? (Congressional Economic Leadership institute) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Chu, Wilson. Using CI to Originate Dealflow How To Beat Your Competition to the Next Best Thing, (partner, Haynes and Boone LLP; co-presenter Charlie Welsh) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Although coverage of mergers and acquisitions (M&A) is extensive in the mainstream press, much of it is after the fact. Such news is of limited value to corporations looking to buy or sell businesses, because the parties involved are already in position and the terms of the deal have largely been agreed upon. This presentation will introduce a number of tools and techniques that will enable companies to identify, evaluate, and act on earlystage dealflow opportunities. Attendees will learn how to detect deal activity and originate value-added transactions. First, Charlie will offer insights into the 2006 acquisition of his company by the Financial Times, then Wilson will describe a case study. This presentation is best suited for corporate executives and managers looking to buy or sell businesses and to learn new methods to monitor their competition in the global marketplace. The primary topics covered are the origination process, finding the right information, analyzing data to uncover opportunities, and acting on your findings Chussil, Mark. CI and the war room. (Advanaced Competitive Strategies). SCIP annual conference: st Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Chussil, Mark. CI goes to war: CI, the war college and competitive success. (Advanced Competitive Strategies) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 2730, 1996. Chussil, Mark, The department of anticipation: determining your competitors next move. (Advanced st Competitive Strategies) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Chussil, Mark. Do the rules of competition (and intelligence) change in e-commerce? (Advanced Competitive Strategies). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Participate in an interactive war game pitting traditional businesses against e-interlopers. If you are facing upheaval in your markets because of e-business, learn practical dos and don'ts for intelligence and strategy to help you stay ahead of your competition. Chussil, Mark. How to run a successful business wargame. (workshop) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Business war games are growing in popularity, and for good reason: they offer strategists a great way to make good use of their CI, to get inside competitors' heads, and to envision strategy alternatives they can adopt. Some games even let strategists test quantitatively what will happen if they do THIS while their competitors do THAT. There is no war-game equivalent of generally accepted accounting principles (no standard language, procedures, or outcomes), so strategists must choose as best they can. A good match between their business's objectives and war-game methodology can produce truly stunning results. A bad match can be a dud worse, it can lead to bad strategy decisions and bad business performance. This workshop will be highly interactive, and participants will experience a miniature war game. Chussil, Mark. This war (game) brought to you by CI. (Advanced Competitive Strategies) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Cisek, Robert. The fight against terrorism: what will it mean for CI? Mercyhurst College (W Heibel) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The events of September 11th shocked most Americans from their complacency about terrorism being something that happens to someone else, somewhere else. Now no one doubts the threat, but many are unaware of its historic pattern in the U.S. and the lessons for the present that may lie therein. This presentation
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by Mercyhurst College professors Robert Cisek and Robert Heibel will examine not only terrorism patterns in the U.S., but also identify some of the major effects of September 11th on U.S. economic component activity and some of the opportunities created by the tragic attacks. Clarke, John. Why good people make bad decisions. (The Futures Group). SCIP European rd Conference, 3 annual, Hotel Steingenberger, Berlin, 11-13 November 1998. Clark, John-Marc. An Inside Look at How to Optimize a Combined Market Research & Competitive Intelligence Team, Senior Director of Market Research & Competitive Intelligence, Citrix Systems, Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This session will focus on the stages of evolution that take place to get a combined market research and competitive intelligence team into optimal alignment. Attendees willlearn what steps and activities lead to the greatest successes and pitfalls to avoid. This will be a practical workshop that will serve as a primer for attendees who want to return to their companies with new ideas to implement. Clark, Robert M. Intelligence: process, synthesis and analysis, SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The intelligence cycle of government intelligence never was applicable to the BI world. Applying current information technology and complexity theory, a process that does work is target-focused, drawing on social network analysis principles. In this paradigm, the analyst first creates or synthesizes a model of the target (organization, technology, etc.) and then draws actionable intelligence from the model. Repetition of this synthesis-analysis process results in a spiral modeling process as new information is added. Clarke, Dana Finding failures before they find you: predicting failures associated with e-commerce. (Ideation International.) with Boris Zlotin and Svetlana Visnepolschi. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. eCompany magazine recently suggested that 95% of dotcoms will fail. In this session, you'll discover a structured process for predicting those failures and, if the process is applied on your own e-business, possibly preventing your company's demise. Clarke, John. Why good people make bad decisions. (The futures Group). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Clayton, Claudia. Developing a CI Consulting Business, (managing director, ViewPoint) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Many practitioners in both the public and private sectors see consulting or freelancing as a future career path, either for a sense of independence and control or as a hedge against job loss or early retirement. See if you have what it takes to run a successful consulting business this session considers CI experience, personality issues, financial support, and organizational ability, as well as the significant differences between corporate life and entrepreneurial life. Attendees will learn how to set goals and objectives, and define near- and long-term goals. They will learn successful strategies of CI consulting firms and independent consultants that are based on a combination of industry information, the experience of the speaker, and discussions with major CI firms. Claudia will discuss business development and marketing strategies how to develop business, maintain client relationships, manage growth, and market your business on a small budget. Clayton, Claudia. Finding and Managing the Right CI Provider, (President, CCD Business Solutions) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Outsourced CI studies can be a key to developing company strategies, tracking competitors effectively, or providing early warning information. When needs arise, time may be critical, specific expertise in an industry may be required, or new CI managers may not know where to look. This workshop offers an insight into how seasoned CI managers select their outsourcing providers, provides recommendations on how to set up a provider resource center or how to locate providers ad hoc, and invites audience participation and recommendations. The session also includes some recommendations on how to select, manage and maintain provider relationships that result in effective CI results. Clayton, Claudia. Strategic Positioning of Competitive Intelligence: How You Can Make CI, Your Department, and Yourself Essential to the Companys Success, Workshop. (managing director, ViewPoint) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. A key issue for competitive intelligence professionals is establishing internal credibility and value for the CI function and its products. This workshop will apply a positioning model to the CI department and provide strategic and tactical recommendations to enhance your status in the organization. You will learn how to gain the support of decision makers and others in the organization, how to demonstrate results and impact, and how to present the information in ways that make the validity of competitive intelligence clear. The workshop will include case studies, best practices, exercises, and a preliminary individualized plan for each participant. Clayton, Claudia: Winning partnerships: integrating sales and CI. (workshop) with Naylor, Ellen. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007.

Clemons, Eric. Resonance marketing earning more by selling products that match each customers wants and needs. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Information availability has changed all aspects of corporate strategy, from product design and price, through marketing and sales, to ultimate product delivery. The well-known long tail effect captures the fact that online merchants can stock and sell whatever they feel that customers want, without regard for the limitations of physical floor space or the time required to search the aisles of a mega-store, and without regard for the fact that, indeed, most customer demand historically falls in the short peak, rather than in the tail. The long tail effect correctly notes that businesses are stocking an increasing number of items of extremely low sales volume, but it fails to capture either the changes in consumer behavior or the benefits that firms achieve by selling low volume items. The hidden driver behind the long tail is resonance marketing. Consumers are getting items that profoundly appeal to them. This is less about selling items with slow turnover than it is about selling items that produce a powerful response among consumers and command premium and super-premium prices in the marketplace. Corporations are embracing resonance because the alternative, in the era of fully informed consumers and price transparency, is brutal competition for commodity offerings. In brief, traditional massmarket fat spot offerings are seeing their profitability erode, while highly differentiated sweet spot offerings, better tuned to specific market segments, are becoming more important. This change is not about consumers trading up to better products, but trading out to products that are better matched to them. Cliffe, Rosemary;. Some assembly required: building and electronic CI system. (poster session) (Commons, Wingrove) with Irwin, Deborah. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. How does your CI reach its users? Identify the issues involved in setting up an electronic CI system to help get timely information to decision makers Clough, Herbert The corporate competitive intelligence counterintelligence team: a symbiotic design for the future. (Cointelsys; with Robert Margulies McDonnel Douglas). SCIP Annual conference: Keeping apace in the CI th race, 9 , Boston, Mass, April 27-30, 1994. Cobb, Pamela. Product vs service companies differences in CI approaches. (UPS Supply Chain Solutions) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 With the emergence of customized services as a complement to product sales, companies are now facing a new genre of competitive threats. Assessing a competitor's capabilities and performance for service-oriented sales can be a challenging prospect when you're using CI tools geared for product-based companies. In this session, you will learn to identify the differences between product-based and service-based strategies, markets, and capabilities. Further, you will gain an understanding of how to modify traditional analysis methods geared for product-based companies to assess the competitive threat. Topics will include financial analysis, pricing strategies, distribution/sales capabilities, and accounting for the increased role of human capital. The session will walk through deconstructing a sample competitor's service offering and applying the analysis techniques as they are covered. Coburn, Matt. Determining a projects probability of success with anchored scales. (Fusfeld Group) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. In this no nonsense, roll-up-your-sleeves interactive session, participants will discuss strategies for improving the quality of decisions made at all levels of an organization. Anchored scales are a critical element in the reliable and consistent assessment of a projects commercial and technical risks. It ensures that different people assessing the same project arrive at similar answers and that results can be compared across projects. The answers need not be absolutely correct but should enable comparisons -- consistency is the key. Cochran, Henry. Global information sharing. (Expressway Technologies). SCIP Annual conference: Keeping apace in th the CI race, 9 , Boston, Mass, April 27-30, 1994. Colburn, Paul Driving product line strategy with structured and unstructured CI: high technology case studies. (workshop) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Colby, William. The intelligence profession privatized competitive intelligence functions today. (Donavan th Leisure). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Colby, William. The world of the 1990s: an intelligence forecast. (keynote) (former CIA) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Collins, Michael; Linking KM and CI for strategic benefit. With Jackson, Paul: Peters, Mike. SCIP Europe Conference, th 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Information gathering has emerged as a natural activity of the sales force, R&D, purchasing, and marketing functions by nature of their regular external contacts. Until now this has been a disparate activity suffering from the natural tendency to contain information within departmental boundaries, or by exhibiting a reluctance to share information within the business. As companies move seamlessly across borders, this process will become increasingly involved in all aspects of the marketing strategy. The presenters will describe a route map to effective data collection, intelligence conversion, and knowledge dissemination for a more sharply focused marketing and sales strategy. They will also demonstrate how this route can then be implemented within the enterprise and the management provided with the tools to progress the operation

Colman, Tom. Leveraging Manufacturing Know-How For More Comprehensive CI, Active Dialog SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Understand how to harness your own internal manufacturing knowledge and apply that information to the competitive landscape. Evaluating various technical manufacturing procedures allows an organization to not only track their own progress and evaluate their position in the market, but also to track the progress of competitors and develop counter-strategies based on projected launch dates. This session discusses regulatory and manufacturing concepts, policies, and procedures that will allow you to understand your competition better. Comai, Alessandro. Anticipate Your Competitive Intelligence Landscape Using an Early Warning Process: Three Case Studies, (associate professor, University of Pompeu Fabra; Co-Presenter: Joaquin Tena, associate professor, University of Pompeu Fabra SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Anticipation is an essential key to strategy. Any proactive intelligence process should incorporate advanced analysis techniques that can define the risky terrain of the business landscape. Strategic environmental analysis is a tool for ascertaining what is happening in the context that is relevant to the firm. Its main objective is to help anticipate the future and encourage the decisions that are most likely to lead to success. This session is aimed at experts as well as a wider audience interested in understanding the benefits of building an early warning system and how it works in practice. Three case studies are used to illustrate such a system. Comai, Alessandro. Establishing a CI capability. (ESADE Business School, Spain) (with Prescott) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This session will report on how the principles and techniques of project and program management can be applied to the establishing a competitive intelligence capability. You will review outcome statements which highlight key choices that define what CI capability is best suited to the needs of an individual organization. A model will provide a road map to help define an appropriate CI destination and select an effective route to get there. This model has potential benefit for anyone considering setting up or modifying a competitive intelligence function, and for CI consultants offering advice to client organizations. Comai, Alessandro. Focused versus Unfocused Early Warnings, (Associate Professor, University of Pompeu Fabra) Co-Presenter: Joaquin Tena, (Associate Professor, University of Pompeu Fabra). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Global and technological firms are facing a new challenge consisting of detecting opportunities and threats from every single angle of the environment. If you are aware that potential issues may come soon and affect your environment, then you are prepared to utilize the unfocused Early Warning. This presentation will demonstrate how important it is to combine a focused and an unfocused early warning, and how to apply several techniques and tools. It also presents several tips and tricks for building a successful early warning system according to your organization style and culture. Some short case studies of companies will also be presented.
Comai, Alessandro How to set up a world-class CI function.(workshop) with John Prescott.
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SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Apply a world-class competitive intelligence model to your organizations current method of competitive intelligence management. Participants will benchmark their companies development, current status, and future plans.
Comai, Alessandro; Pathways to a CI world class function. (workshop) with Prescott, John. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. This workshop provides a hands-on approach for establishing a world-class competitive intelligence capability. In Phase 1, participants use a diagnostic tool to assess their level of CI capability in nine areas central to worldclass status. Phase 2 engages participants in a dialogue involving the activities and skills necessary to achieve world-class status in each of the nine factors. Phase 3 utilizes the outcomes of the previous phases as inputs into creating a pathway to enhancing and evolving participants' CI functions. The nine-factor framework was developed based on interactions with world class CI functions and existing literature. The framework has been applied and enhanced through interactions with CI functions in North America, Europe and Asia. Participants will be provided with the diagnostic tool, prescriptive activities and skills required for success in each of the nine factors and a pathway template.
Comai, Alessandro SWOT upside down. With Prescott, John. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how to apply a TOWS analysis to a business issue. Develop an implementation plan for the TOWS analysis. Monitor progress toward the achievement of the implementation plan
Condon, Cheryl. Personality profiling: understanding your competitors decision-makers. (workshop) (The Futures Group) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992.

Condon-Poirier, Cheryl, Personality profiling: understanding your competitors decision makers. (workshop) (The Futures Group) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Conejos, Laura Creating a competitive intelligence unit in a multinational company. (CI manager, Sara Lee International.) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Creating a new department from scratch is always exciting, but when this department is Competitive Intelligence, it can even be more exciting, because it leads a change in the culture of the company: the Competitive Culture. To build this competitive culture, the first step is to create awareness about the new role throughout the organization and to engage key people. To accomplish this at Sara Lee International, we developed the Competitive Intelligence Network (CIN). The CIN acts as an extension of the arms of the Competitive Intelligence Unit. The CIN helps capture information and spread the Intelligence knowledge, therefore enabling Competitive Intelligence perform and building the Competitive Culture day to day, in a leading organization. Join me as I share my experiences and suggestions for establishing a successful environment for competitive intelligence to thrive. Conejos, Laura. Getting a Seat at the Table, (Senior Manager Competitive Intelligence Global Brands H&BC, Sara Lee International). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. While Creating a Competitive Intelligence Unit in a company is as great opportunity that one can have, Getting a seat at the Table is the achievement that proves that the job is being done, appreciated and relevant for the company. But when the environment is that of a company with non-competitive intelligence culture, gaining this seat at the table feels more than an achievement. It feels like the recognition of having oriented the culture of the company towards a new culture with a competitive sensitivity and mindset. Getting a seat at the table is not about fighting. It is about creating, building, having a clear vision and walking the walk with conviction. It is about working with people, teaming, engaging and convincing. And when the seat has the name of CI on it, it is about consolidating, delivering and growing. It is about interacting and influencing, integrating and aligning. This presentation explains the path walked from the creation to the consolidation of the CI unit in a company with a non-competitive intelligence culture. It explains how working on the change of the culture engaged and convinced the stakeholders of the relevance of the unit for the organization and how their influence resulted in Competitive Intelligence being awarded with a seat at the table. As this presentation is based on a real case, it can detail the easiness and difficulties experienced during this journey: what made the path smooth and what made it rockyand will question the number of tables in a company. Is there a ONE table only? Conference Board CI council. CI debates for the next millennium. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Conley, David. TRIZ for Better Competitiveness, (S11X Program Manager, Intel Corporation). with Rizzi, Caterina (Professor, University of Bergamo) SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The presentation will introduce basic concepts about TRIZ methodology. TRIZ underlying idea is that invention has logical rules and principles that lead from problem to solution i.e., there are common patterns (called Inventive Principles) in ways of solving problems that, extracted and coded, technologists and researchers can use to obtain the capability to solve problems creatively. Case studies will be also described to show the potential of this methodology. TRIZ/Systematic Innovation Usage in Industry Session Synopsis: This session will discuss the breadth of application opportunities of systematic innovation (TRIZ) within industry including a brief overview of some of the organizations profiting from the usage of TRIZ. Further, some TRIZ tools and methods are especially powerful in their ability to greatly enhance an organizations competitive position. These tools and methods can be used to circumvent patents, leap existing products and services, and accurately forecast product and market trends. Companies employing systematic innovation enjoy keen insight to the successful coordination of their products and services with natural market evolution and revolution. Some of the competitive positioning tools and methods will be illustrated in order to reveal how they can be used to enhance an organizations capabilities and products and therefore enrich its competitive posture. Copeland, Anne. How others see Americans and why its so surprising to us). (Interchange Institute) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. It is relatively easy to understand how the problems of US culture -- materialism and violence, for example --are viewed from the outside. But what about those aspects of US culture that we hold dear? Are they universally embraced? In this session, we will examine how people from outside the US view those values that Americans are proud of. How does rugged individualism look to a person from a culture built on valuing group loyalty? Why does American- style friendliness feel like intrusiveness to some? How do Americans come to be so optimistic about their ability to control the future, and how does this optimism affect expatriates adjustment? What is the honest thing to do and why are Americans answers to this question so different from those from other cultures?? Cory, Kenneth. How competitive intelligence fits into the resource-based theory of the firm. (Texas A&M) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Coveney, Eileen. Mergers, acquisitions and alliances: leveraging competitive intellignec to achieve your strategic initiatives. (LEK Consulting).Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000.

Whether the objective is financial growth, cost reduction, expansion into new markets, or outperforming the competition, M&A activities often fall short of their intended goals. Those organizations that systematically leverage competitive intelligence systems in their Mergers, Acquisitions and Alliances strategy dramatically increase the chances for success. L.E.K. Consulting's Eileen Coveney will discuss the approaches that create value within today's business environment Cox, Melissa; Competitive media relations: using CI to build market image and market influence through public relations work. With Fauconet, Dede. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Successful companies are often masters at telling their story - and at telling the stories of their competitors. A product launch can be fueled or foiled by a good media relations campaign. Competitive media relations is the next evolution in media relations and marries good competitive intelligence with traditional PR creating a way to deposition your competitors while gaining influence with the reporters that cover your competitors. This course will introduce competitive media relations (CMR) and help participants: show management the effectiveness of CMR; collaborate with their own PR professionals to create an effective CMR program; learn first-level principles for effective CMR; understand how to overcome initial CMR pitfalls; and measure the effectiveness of a CMR program. Coyle-Hickey, Aycan, Todays insights, tomorrows opportunities: understanding emerging markets. (Director, st Technomic Consultants International). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Creighton, Jeanne. CI in economic development. (Business Industry Affairs, City of Littleton CO. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This presentation offers an innovative look at CI tool use and applications. Through fast paced visuals we demonstrate a creative look at how CI can show industry cluster dynamics to attract business and to keep new and established businesses competitive. We explain what cities and regions are doing to provide advantage to companies in their area. Criner, Kathleen. Competitive analysis ammo for your future. (Am. Newspaper Publishers Assn) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Croteau, Melissa The Art of Influence: Engaging Senior Leaders As Intelligence Contributors, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In the most-effective CI functions, senior leaders act as both intelligence users and as intelligence contributors. Their high-level contacts can provide forward-looking and strategic insights that are unavailable anywhere else. Unfortunately, it can be difficult to get access to these executives, and tasking your boss's boss's boss to collect intelligence for you can be bureaucratically problematic. What are effective ways to engage senior leaders in your organization to actively contribute to the CI process? Cunningham, Colleen. Markets and mindsets: demographic data mining. (Drexel doctoral candidate) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This paper describes several fallacies associated with the collection and interpretation of demographic data 'as reported' that reduces its interpretive usefulness in secondary contexts, such as mass customization and target marketing. This paper describes work in progress on the development and use of data mining decision rules to asymmetrically extend on-line data collection instruments in real time. The goal is to improve the granularity and interpretive usefulness of market segment data by collecting better data and protecting its semantic meaning across all contexts of use. Cunningham, John. Converting technical results to non-technical actions. (CalTech Capital) Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Curcudel, Lucia. Finding Information Before & After 1989, in Romanian Business Environment, CI (Consultant, Sales & Marketing Manager, intellCompetitiv S.R.L.). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Limited information was received through a rigid and centralized structure, which allocated the producing programs and the delivery schedules, without any major implication of the employee and this was the barrier to developing people, wishing to use their creativity and grow their businesses on a healthy base. All information was supervised by the Romanian Communist Party representatives who censored not only the external information, but also the internal information. We will look at the evolution from few and poor sources to the actual multitude of ways to find information for the business environment. Even if the actual Romanian business environment is not at as high a level as in Western Europe, we will show how to find useful information to compete in a fair and smart manner. We will cover: The actual impact of EU accession in the business field and finding information. and examine the actual difficulties to find trustful information regarding the building material industry. Curtis, Douglas Competitive intelligence in the internet age: new ethical and legal considerations. (Partner, WilmerHale) (with Janet Carter). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 The CI profession has evolved rapidly over the last two decades. CI activities have recently been maligned as industrial espionage, but the CI profession is now widely recognized as a respected and essential element of
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effective competition in the modern marketplace. However, little attention has been paid in the last few years to the substantial new risks that arise for CI professionals in the online era. Indeed, the last ten years have seen a virtual revolution in sources of information available to online intelligence gatherers - from rivals' public Web sites to their internal computer systems. Unfortunately, our organizations' ability to exploit these resources has sometimes outstripped their consideration of the legal and ethical issues that may be present. This session will assist you in understanding the key ethical and legal considerations that must guide your efforts in the online era - and it will give you the skills you need to align your CI activities with the broader compliance culture of your organization.

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Daigle, Robert. How will global outsourcing of CI affect your future? (Evalueserve) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Competitive intelligence is not immune to the trend toward global outsourcing of professional jobs. There are examples of this impact on our profession right now, including the use of offshore firms for secondary research and other types of primary research. This presentation will illustrate both threats and opportunities that CI managers, as well as the CI community, face from global outsourcing. Dalla Pozza, Ilaria. Alliances as a source of competitive advantage; anopertive methodology for choosing the best partner. SCIP European Conference Strategy and Innovation, Milan Italy, October 27-29, 2004 A survey conducted among medium and large Italian companies from different industries, benchmarked their interest in alliances. A case study will show how, in the semiconductor industry, the number of alliances and core competences possessed by the potential partners represent primary criteria of choice. DAngelo, Chip. Assessing the Industry Threats of China's Technological Emergence, (Director of Business Development, 1790 Analytics, LLC; co-Presenter: Anthony Breitzmann) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Almost every day there is news in the business press about the rise of China and its increasing economic power. In the past decade, there has been a five-fold increase in the number of U.S. patents invented in mainland China, Taiwan, and Hong Kong. However, there have been few detailed analyses of China's technology to discover where its greatest potential lies. Patent analysis could have forecast this phenomenon., The same techniques can be used to examine how China's technology is evolving and will reveal industries in which China has a particular focus, technologies in which China is either weak or strong, and Chinese companies that are likely to become competitive threats.

Danki, Michael

Resume data mining. With Keith Hermiz. SCIP09 International Annual Conference and

Exhibition, Chicago IL April 21-24, 2009

See a case study. Understand many of the issues involved. Determine if next steps may make sense for them to use the approach at their company
DAnna, Greg. Lessons from the experts (the practitioners!). (SBC) (with VanLinden, Budd, Tyson) th (workshop) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago.

Danner, Mark

The intelligence value of cyber attacks learning from your enemy.

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Obtain a new understanding of the anatomy of a cyber attack. Understand the motivations, tools and behavior of attackers/ How to turn complex technical data into a highvalue intelligence brief
DAveni, Richard. Hypercompetition: analyzing the dynamics of strategic maneuvering in a rapidly changing world. (keynote) (Dartmouth) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. DAveni, Richard. Keynote SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. David, Mike. CI: the next generation. (New Information Paradigms). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Davies, Thomas, Competitive response in tight markets, (Current Analysis) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. A structured competitive response is an essential element that savvy companies have incorporated into their sales and marketing diet as a way to reach beyond core products, services, and price to create competitive advantage. This presentation lays the framework for a structured competitive response and will help participants identify their level of competitive responsiveness. Davis, Michael, CI: collaborate or die. (director, New Information Paradigms). SCIP in Europe: Business st Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Davis, Michael, Moving from a CI to a knowledge perspective. (workshop) (Process Edge technologies). rd SCIP European Conference, 3 annual, Hotel Steingenberger, Berlin, 11-13 November 1998. All business analysis practitioners know that a lot is happening out there in the market place. But what about the competition within your own organisation? Are you confident that you are being effective in winning and maintaining the right to be involved in strategic decision making? You may find yourself competing with whoever

is setting up a knowledge management initiative. If you want to maximise your chances of success, attend this workshop. Davis, Mike. Moving from a CI to a knowledge perspective. (Process Edge Technologies). (workshop) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. All business analysis practitioners know that a lot is happening out there in the market place. But what about the competition within your own organisation? Are you confident that you are being effective in winning and maintaining the right to be involved in strategic decision making? You may find yourself competing with whoever is setting up a knowledge management initiative. If you want to maximise your chances of success, attend this workshop. Davis, Robert. CI systems: roles, collaboration and evolution. (New Information Paradigms Ltd). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998
Davis, Tom IL April 21-24, 2009 Using predictive markets for real time collection and analysis. SCIP09 International Annual Conference and Exhibition, Chicago

Learn how accurate predictive markets are and have been. Learn how predictive markets are now applied in business. Understand who the vendors of predictive market software are and how they work
Davison, Daniel Draw me a picture: using images to make your point, (BentonsEdge) With Gray, David. Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Even the most concise summary of the facts does not assure that management will 'get it,' and act. Illustrations and graphics, however, carry the power to convey intelligence in seconds. And unlike words, graphics show relationships between elements. But in their instant access, graphics also hold the power to mislead. So the business intelligence manager must follow rules for their construction and presentation. The presenters, with backgrounds in business intelligence and information graphics, have teamed up to construct some rules and show some examples Davison, Daniel. Reducing intelligence cycle times for Dotcom and small tech companies. (BentonsEdge). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 If the dotcoms are calling you away from a more traditional company, you'd better be ready for a faster pace of life and be prepared to provide CI that speaks directly to management's needs. From marketing channel partnerships to leadership in product development, you need to know what's important in the dotcom universe. Davison, Leigh. Measuring CI effectiveness: insights form the advertising industry (poster session), (Wilfrid Launer University). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Return on investment isn't just for day-traders. ROI can mean the difference in growing your CI budget or seeing it cut. Learn to develop a system of accountability including effectiveness measurements, based on a model created for the advertising industry.. De Abreu, Paulo Franklin; Marketing management driven by a tailored CI system: a case in the Brazilian steel industry. With de Oliveiro Carlos Augsto. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in st the 21 century. Chicago, IL, March 25-28, 1998. Deadwyler, Earnest. Competitiv analysis in the defense industry. (Jairus Consulting) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Dechant, David. Accept the China Challenge, (Vision Quest Intelligence, LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. From an international marketing perspective, this presentation is designed to introduce the resources and techniques that are absolutely vital to understanding sustainable competitive advantage in China and how competitive intelligence and an early warning system must be integrated into strategic decision making and the concomitant marketing and operational activities in the worlds fastest growing economy. Deckman, Bruce. Ci in South America: challenges and solutions. (Strategic Analysis) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Dedijer, Stevan . Global competitiveness and how to cope with it. (Lund University) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991 Dedijer, Stevan. The new management function: BI and security. (Lund) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. SCIP Meritorious Award-winner Stevan Dedijer shares his unique insights on the evolving nature of intelligence in business and society, and what he terms Business Intelligence & Security. BIS is a new corporate management function that incorporates and goes beyond traditional competitive intelligence by integrating CI techniques with efforts to provide, in a broad context, business security. A corporation without an organized BIS
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function is like a person without a brain. Moreover, today's CEO is a coach who recognizes that in every threat there is an opportunity, and in every opportunity, a threat. Mr. Dedijer provides an historic overview of the role of "intelligence" and the importance of BIS, as the modern information revolution ushers in an integrated, global framework for economics, society, and culture. Degani, Avi. Spatial analysis for creating competitive advantage. (Univ Tel Aviv) SCIP Europe th Conference, 7 , Brussels, Belgium, October 16-18, 2002. The lecture will introduce the concept of "Information Strategy" as corporate management's (conceptual and practical) commitment to operate in decision-making, in a manner, solely based on defendable information. It is a managerial concept replacing the prevalent one of the "The Wisdom of the Table." This presentation will demonstrate a variety of research methodologies and techniques, and their utilization in the creation of advanced information on which strategic decision-making may rest. Notably, spatial analysis techniques will be shown, and their singular strength in the creation of research-based CI. DeGenaro, William Creating early alerting systems to identify treats and opportunities emerging from unanticipated technology change, (w Ashton) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. DeGenaro, Bill. Counter CI officer's experience. (Private Investigator, DeGenaro and Associates). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The theft of Intellectual Property is a growing concern in most corporations but probably not often detected. The presentation will discuss the challenges of implementing counterintelligence in a private sector entity. Emphasis will be placed on the atmosphere necessary for success, dealing with difficult misunderstandings and mindsets and on the psychological foibles, which make implementation difficult. Private sector cases will reinforce the findings. DeGenaro, Bill. Counterintelligence: the other side of the CI coin key topics. (with Halligan) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. There is a growing demand from corporate executives for CI practitioners to help protect the intellectual assets of their organizations. Counterintelligence, sometimes described as "the other side of the CI coin," is the strategy and processes savvy CI pros can implement to help their organizaitons maintain a competitive advantage. Bill DeGenero and attorney Mark Halligan will lead a discussion on how to defend your organization from the CI efforts of competitors. Drawing on lessons from the legal and law enforcement arenas, the discussion will focus on systems and techniques that can be implemented to increase awareness and enhance the security of organizational knowledge. DeGenaro, William. The defensive side of intelligence. (DeGenaro & assoc) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The protection of intellectual property requires an understanding of physical security, operational security and counterintelligence and the law of trade secrets. A working knowledge of these disciplines is required of directors of business intelligence and is an imperative for creating a complete business intelligence process. The session will establish the need for defensive intelligence, discuss cases, and provide a tutorial for implementing a basic process. A 5-step implementation process will be presented. DeGenaro, William. Leaders and intelligence. (DeGenaro Assoc) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Getting your kids to listen is sometimes easier than getting senior management to pay attention. Gain insight into your organization's leadership so you can develop intelligence functions that meet their needs.

DeGenaro, William secor.

A professional counterintelligence officers experience in the private

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn the definition of counterintelligence. Understand cases involving the protection of intellectual property. Learn how to implement a process
De la Billiere, Sir Peter, The value of intelligence to senior management in the military and business: a personal st view. SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. De la Cerda, Chris. Global CI networking at Shell. (shell) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Shell has set up a global CI network in order to support its fast-growing CI community. The network links CI professionals and staff with work related interests in CI. It is supported by an Intranet-based application and allows members to exchange information and share best practices online. A dedicated network coordinator moderates network discussions and supports network activities. This presentation will demonstrate how Shell uses a knowledge management approach like networking in order to facilitate co-operation in CI and, through this, to increase the CI delivery capability. Discussion topics will include network operating principles and lessons learned during implementation and day-to-day operation Delaney, Emma. Building an e-CI capability. (Downstream cEO) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001.
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A series of large-scale mergers and takeovers has transformed the petroleum industry. The industry is now led by a few very large petroleum companies: Exxon Mobil; BP (the combination of British Petroleum, Amoco, Arco, and Burmah Castrol); Royal Dutch Shell, TotalFinaElf and the planned combination of Chevron-Texaco. Industry restructuring has presented new challenges to competitive intelligence teams including: the need to manage a greater volume of information for a larger audience; an increase in demand for traditional competitive information post-merger activity; and the need to monitor new activities as Internet technology opens parts of the value chain to new entrants and incumbents. This talk will cover the benefits and risks of moving to an e-CI system and will address some of the challenges we faced and pitfalls to avoid. De Lia, Emilio. Marketing in the information age. (AT&T). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Delt, Johannes Expert talks: automation and outsourcing of competitive intelligence work. (Client executive, Evalueserve). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Automation and Outsourcing of Competitive Intelligence work share experience about outsourcing, software utilisation and other means and methods to reduce the workload of routine CI. Expert sessions are designed to provide you with an opportunity to exchange experiences with colleagues and to address CI issues not covered in depth during the session presentations! Be prepared to contribute actively and passionately or simply enjoy the high calibre exchange of CI best practices. Dennis, Mary. Mining Lawsuit Filings for Competitive Advantage, (research analyst, Hogan and Hartson LLP; copresenter David Smith) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In 2006, more than 335,000 civil lawsuits were filed in the federal court system. Buried in this mountain of filings are hidden gems waiting to be unearthed by industrious researchers. This presentation provides insight into mining this valuable resource for competitive advantage. The discussion begins with a survey of case search tools, such as PACER, Courtlink, CourtExpress, and the web. Mary and David will give examples using these tools to find cases by company or topic; the discussion will include a critique, as the search tools vary widely in cost, complexity, and search capabilities. By researching these filings, participants can gain significant competitive advantage, such as insight into their competition's operations or holdings, or the ability to locate industry experts. The presentation will also demonstrate ways to leverage information across numerous filings to identify trends and possible liabilities. This will include a survey of CI reports offered by Westlaw and Lexis. Hundreds of thousands of cases are filed every day the prospect of keeping abreast of new developments can seem overwhelming. The presenters will describe several tools that monitor courts for new cases or that monitor cases for new materials. De Regt, Marcel; Organic customer learning process can reshape your business. (Explorid Group) With Colby, Stuart. st th SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Derenfeld, Carl. High performance war gaming, (workshop) With Maag, Gary. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. In today's hyper competitive and fast-paced information era, business intelligence and decision support become an even more critical driver of your business growth and financial success. Having consistent, crisp and deeply penetrating insights that facilitate prediction and can be married into your business planning process can catapult your company or brand from merely having a presence in a market space to owning an extraordinary and sustainable competitive advantage that catalyzes explosive growth. Business war gaming is a technique that simulates business operations and marketplace competition in the truest sense. The competition involves a number of simulated companies and/or brands vying for market share and profits in a realistic virtual environment. At the heart of a business war gaming is the simulated environment that challenges the teams to analyze and make critical decisions that will affect their company's standing in the market and bottom line. Participating in business war games allows a company to adopt preferred strategies and identify contingency alternatives. In this simulated environment, participants will see and experience the effect actions and decisions have on bottom line results. Desouza, Kevin. Engaged knowledge management (with Awanzu and White) (president, The Engaged Enterprise) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. CI managers need such metrics in order to respond to stakeholder demands for increased accountability. Improving performance measurement processes can lead to more effective resource utilization and improve service quality. The use of relevant metrics also allows CI manager to effectively collect, assess, analyze, report, and implement corrective actions that are aligned with organizational goals and values. White discusses his dissertation on performance metrics and his on-going work in the development and use of effective performance measurement systems. Desouza will discuss content from his forthcoming book "Managing Information in Complex Organization" available from www.mesharpe.com. Awazu concludes this session with her thoughts and comments and also discuss about concept of engaged knowledge management, which will be published by Palgrave Macmillan in June 2005. DeSouza, John, Using CI to close more deals how knowledge transfer between CI and sales and marketing fuels both sales and business decisions, (Factiva) ( w Thieke) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000.

Dessureault, Louis-Rene The strategic information audit. (Delloitte and Touche) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Identifying and leveraging the corporation's intangible information assets into a focused intelligence program is the main objective of a Strategic Information Audit (SIA). In corporations, particularly large ones, there can be a multitude of different information sources and services that are not aligned within one complete framework. The session will allow attendees to understand the objectives, the components, the results and the direct benefits of a SIA. De Vries, Jos. Business intelligence implementation. (Kverneland) SCIP European Conference: Bringing st th European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. DiCicco, Richard. Competitive intelligence information contrasts in the acquisition of German and Japanese companies (Technology Catalysts) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. DiCicco, Richard;. The ethics and culture of international competitive intelligence. (Dow Chemical) With Wachob W. Wallace. SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Dickerson, Sherry. Championing ethics in your organization. (Washington Researchers) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Corporate ethics is front page news! Does your company have an ethics policy? If not, now's the time to get one! This session will give you the information and tools you need to establish and implement an ethics policy in your organization. First you'll learn what every CI professional needs to know about legal boundaries and ethical practices. Next you'll learn the essential elements of an ethics policy and discover practical and effective tools for turning policy into practice. Dickey, David. (poster session) (Farris Group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Dickey, David. CI analysis: how is it done? (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Didier, Joseph Whats in your wallet? How is it being used for CI?(CEO InfinaCard Inc.) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Technology for identification and payments continues to evolve. In this session we will take a closer look at the payment and identification cards we utilize on a day to day basis and how they impact our daily lives. Gain insight into how companies are using identification and payment technologies to collect data for competitive intelligence purposes. In addition, we will highlight various business models utilized by corporations around the United States. No need to reinvent the wheel, learn from valuable mistakes and project success stories. Dighe Atul. Provocateur encounters the future belongs to those who. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Dillon, Andrew. In Need of Appropriate Theory: What Is the Discipline of CI? (Co-Presenter: Bouthillier, France) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. As a fairly new academic discipline, competitive intelligence will likely gain recognition only if a significant body of research yields appropriate theories, concepts, and empirical findings. Research so far on CI has emphasized practical techniques, strategies, and tools. Furthermore, it has borrowed widely from other disciplines, such as management, marketing, political science, and information science, so the literature lacks cohesion and focus. It is not easy to determine which concepts are central to CI and what unique phenomena CI research tries to explain. To advance as a field, CI needs core principles, constructs, and methods that locate it in a cohesive intellectual space. This requires a richer understanding of data, information, and intelligence that draws on a psychological and economic foundation. Alternatively, one may argue that CI is not and should not aim to be a field; rather, it is best understood as a practice-based activity in support of organizational goals, for which theoretical insights are at best secondary. This session will offer a discussion of these perspectives and the potential value of developing a more robust CI theory. Dinca, Georgian. Intelligence, Early Warning and Competitive Response Business System, (Senior Consultant, intellCompetitiv S.R.L.). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Resulting from the E.U. integration, more and more Eastern companies are looking for new solutions to cope with growing competition. One of them is Competitiveness through information." How you should be, as a player, in a highly competitive environment. If the managers want to pass from national league to the European league they have to be proactive, agile and persuasive players in their markets. In order to become a player, a company must build its capabilities on three pillars: C.I. framework of procedures and best practices; Information Technology support infrastructure; - Intelligence culture and values. The core of the C.I. capability is the specialized staff to perform timely and accurate competitive intelligence and early warning. In order to support the C.I. staff activities, the intelligence portal, became the backbone of information inflow and
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knowledge dissemination throughout the company. A short case study about implementation of the C.I. capability inside a Romanian building materials company will be presented. Dirks, Lee Community portal for collecting competitive insight: a case study. (Microsoft) With Engelkes, Kimberly. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. In May 2003, Microsoft launched an intranet portal site dedicated to the competitive intelligence community within the company. It provided an avenue to facilitate integrated CI insight to help the company meet the challenges in the environment. This presentation will examine the entire process behind justifying, establishing and launching the portal, its successes, and its future development. Dishman, Paul, Academic roundtable: moderator (W Miller) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Dishman, Paul. Analytical tools for personality profiling: applications in management environments. th (workshop) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Personality profiling (as opposed to psychological profiling) is the understanding of a key individual's preferences of behaviors and choices. When used properly, personality profiling can provide the CI analyst with deep insights into the potential decision-making outcomes of an individual whose managerial style will affect the firm's strategic plans. Applications include executive analysis, decision-maker analysis, key account (and prospect) analysis, and organizational culture goodness-of-fit. Dishman, Paul. CI in M&A: the complete guide. (Idaho State Univ) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. All mergers and acquisitions require CI work. But many M&A transactions still go wrong. Maximize your chances for success by ensuring you understand all the issues surrounding M&A Dishman, Paul Effective and efficient human intelligence collection (with a clear conscience) w Roger Phelps. (workshop) SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Anyone who uses interviews as part of their research should jump at this opportunity to learn more about human intelligence, which will provide an introduction to elicitation techniques, social network development, and specific skills and techniques to garner accurate information.
Dishman, Paul. Intelligence issues for beyond M&A, Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. With increased importance of technology in business and the changing attitudes about competition, varied business relationships are emerging (and succeeding) than just those provided by traditional M&A-type activities. These include spin-offs, joint ventures, consortia, strategic alliances, and technology transfer relationships. Each one of these has different expectations and requirements vis--vis the "deal." As such, each of these new types of business relationships requires specific, and sometimes, unique intelligence processes and techniques. Dishman, Paul. Leadership 1: personal Ci leadership. (workshop) (Brigham Young University) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Leadership is more than a buzzword for business journals and bestseller lists. Leadership behaviors can be studied, learned, practiced, and developed. This interactive workshop will help you discover your leadership strengths and create a personal plan for your development. We will review the truths and myths of leadership; discuss leadership challenges specific to the CI environment; and learn strategies and techniques for developing and implementing a personal leadership development plan. Regardless of your current position within the organization, this workshop will put you on the path to meet your full potential as a leader.
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Dishman, Paul, Linking CTI to Ci and technology management, (w McDowell) (Idaho State) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Dishman, Paul. Linking research agenda (panel) (Brigham Young University) (with Wright, Badr, Pickton, th Hawkins) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The objective of the session is to provide a forum for SCIP members to learn about current academic research on competitive intelligence. In particular, interim results from a global research study will be presented highlighting differences in competitive intelligence practices. As well, opportunity will be provided for SCIP members to discuss with the panel where they would like to see the academics focusing their research activities. What research is important to the SCIP community? Have a chance to get your voice heard. Dishman, Paul. Primary Sourcing: Understanding and Using Human Intelligence Collection and Analysis, Workshop. (associate professor, Brigham Young University). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The workshop covers the following concepts and skills: discerning the relationships among different types of information; understanding the contribution of human intelligence to decision theory, timing, and the intelligence process schemata; understanding the elements of primary sourcing, including identification, development,

nurturing, and protection; applying the evidentiary set to compile, process, and evaluate human and open source intelligence; developing a sensitivity to potential disinformation and formulating response strategies; appreciating fundamental legal and ethical issues in human intelligence, including formulation of rules of engagement; demonstrating the nuances of interviewing and elicitation techniques; and applying the concepts in the trade show/conference environment. Dishman, Paul The role of CI in mergers and acquisitions (panel with Palka and Storms. (Brigham Young) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. After years of relative quiescence, analysts are predicting in increase in M&A activity in the coming years. Competitive Intelligence is an excellent tool to support corporate acquisition, divestment and partnering opportunities. Intelligence can be an integral part of the discovery and due diligence process and can help corporations investigate integration scenarios. Our panel of experts will provide guidance and answer questions on CI techniques that can support M&A activities Dishman, Paul. Teaching CI; how should it be taught (panel with miller, Liebowitz) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Dishman, Paul. Teaching CI: How Should it be Taught? Syllabus Swap Shop, (panel) (Brigham Young th University, with Miller, Liebowitz) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Describes four distinct approaches to CI education. offers a chance for CI educators to swap syllabi and course materials; encourages open sharing of pedagogy-related interests and concerns. Dishman, Paul They Wouldn't Lie, Would They? How Not to Be a Victim of Disinformation, (associate professor, Brigham Young University). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. of their analyses and the delight of their competitors. This session will teach collectors and analysts to be alert to the possibility of being deceived by false facts that may have been planted to mislead. Participants will learn to identify potential sources of disinformation and will gain exposure to intelligence analysis techniques to prevent deception Dommann, Urs Gain more insight using patent information. (Senior executive Evaluserve). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Patent analysis can create significant value for a company by helping it understand and predict technological trends and competitor technical capabilities, uncover competitor patenting strategies, and discover competitor research interests. In addition, hidden information can be extracted if patent analysis is combined with business research and the insights from all sources are synthesised by a business analyst. The session will discuss traditional approaches and present innovative solutions on how additional information can be extracted from patent information, how patent analysis can be combined with business research and how the insights can be shared with different stakeholders within an organisation by using feedback and knowledge management tools. The session will discuss critical elements such as the initial patent monitoring/analysis, the analysis and synthesis of information, tools to make customised information available to various business units and often neglected feedback mechanisms to integrate internal know-how. Case studies from different industries will illustrate the tools und insights that are beyond the scope of traditional patent analysis. Dommer, Jan Customized information packages via electronic mail delivery. Upjohn Company. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Donsmoni, Marie Paule, Business analysis from a political perspective, (with Borggreve) (Oxford Analytica) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Dooley, Richard, Automating corporate strategic CI; a practical case study. (Mass Mutual Life) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Dooley, Richard. Different strokes for different folks: knowing your audience (Infovision Intl.) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Dooley, Richard. Squeezing the most value out of your CI program. (MassMutual). SCIP Annual conference: Keeping th apace in the CI race, 9 , Boston, Mass, April 27-30, 1994.
Dorfmeistger, Julia Kinsinger, Paul. Using the cultural orientation indicator to drive more effective elicitation strategies across the globe. With Yeong Le Khoo;
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SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how Cultural Orientation Indicator, a statistically validated self- assessment tool that measures work style cultural preferences across ten key dimensions, can be leveraged to improve core skills like diagnostics, elicitation, analyzing data, and communicating results that every CI professional must excel in to succeed in today's workplace. Learn how to use the COI's detailed country cultural preference profiles to help themdevelop more effective elicitation skills with regard to people from other culturesa key challenge in a diverse workforce and in the global economy. Learn how

to apply the COI country cultural preference profiles in two case studies: China and the local Chinese business communities in Malaysia, Thailand, and Singapore, and in Germany and German-speaking Austria and Switzerland
Dou, Henri. Technology watch and CI: the French and European ways. (Universite-Aiz Marseilles) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Downham, Max, Senior managements perspective how to make CI a more effective factor in decision st making. SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Downham, Max. Executive roundtable. (keynote) With Necessary, Steve; Miaola, William;Pitcher SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Drabik, Michelle. Transforming Your Information Services to Make Time for Intelligence, (Technical Information Center manager, Energizer Holdings, Inc.) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The distinction between providing information to business decision makers and providing intelligence may seem clear in theory, but it becomes highly blurred in day-to-day business practice. Intelligence analysts bemoan the fact that a disproportionate part of their time is spent pushing company-internal and secondary information to customers in pretty formats, often with little analysis and even less actionable intelligence. One solution is to shift the responsibility for analysis to the internal customers in a manner that suits their work styles and meets their changing information needs in their own area of expertise. This requires a fresh look at how customer requirements are discerned and, more important, how content is collected and presented so that customers can easily interpret it and apply it to their work.
Dragon, William From implication to implementation: executing strategic intelligence insights. (workshop) with Kenneth Sawka.

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Wondering what to do with the insights your competitive intelligence function generates? This workshop provides a practical, hands-on approach to insights from their generation to using them to implement well-considered actions.
Droege, Curtis. Competitive Technical Intelligence Methods and Analysis Using Patent Information, CI, (IP coordinator, CTI team leader)SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Competitive technical intelligence uses technical personnel to leverage information sources. Curtis will discuss the resources that are most likely to provide high value, and to what extent and for what aspects technical personnel are needed to add understanding and perspective to information collection, analysis, and delivery. Patent publications are a critical part of technical intelligence, so they must be strongly considered for each CTI effort. However, patents are legal documents, a fact that introduces a layer of complexity for the CI analyst. The complexities associated with patent publications will be discussed. Analysis involving technical information can be difficult you need to have the right balance between technical personnel and technical publications. Curtis will describe analysis methods (some internally developed) that can help efficiently extract technical trends that play a key role in technical analysis. Duberman, Josh. Whos researching the researchers: practicing safe surf. (PivotalInfo). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. What could your competitors learn about your company if they could track your online research? If it's not something you would like to share with them, then make sure to attend this session and learn how to keep your research habits private and confidential. Ducreux. Clement. Technology Showcase, (Senior Consultant, Digimind) Co-Presenter: Anastasio Molano, EMEA Business Development Director, Denodo Technologies), SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Todays smart organizations are leveraging Enterprise Data Mashup technologies to build corporate intelligence and vigilance solutions adapted to the new scenarios made possible by Web 2.0. Their ability to incorporate information from any source (including Hidden Web data), to process structured, semi-structured, or nonstructured information in an integrated manner and from a single platform, and combine it with information from corporate systems using solutions that are agile, flexible and self-adapting, make these technologies indispensable when dealing with the information explosion generated by the New Web Dueholm, Kim. Integrating patent intelligence and patent strategies: an example. (Novo Nordisk) SCIP st th European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Dugal, Mohinder A diagnostic instrument for assessing integraion of intelligence in organizations. (Farleigh Dickinson University) With Prescott, John. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.

Dugal, Mahinder Managing integration of intelligence in global operations: lesions from US, Korea and India. (Farleigh Dickinson University and John Prescott. University of Pittsburgy). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Duhamel, Damien. Competitive intelligence in Asia. (Synovate) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Asian perspectives on CI are based on a fundamental issue: ethics. The Asian view of what is ethical differs greatly from the Wests. The social conditioning of Asians and the role of guanxi makes CI programs difficult to execute. In most Asian countries, published or open sources are either outdated or unreliable, or the information is meant to deceive and mislead competitors. As western corporations enter into Asian markets, they increasingly face stiffer competition from local corporations. The guerilla warfare type of CI programs which local companies conduct are detrimental to the lack of counter-intelligence firewalls set up in western corporations based in Asia. For western corporations to survive and outperform their rivals in Asia, they need to have a thorough understanding of the local CI landscape and state of development, and to devise appropriate CI and counter-CI programs.
Duncan, Rob CI: fast, cheap, ethical. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Discover specific tools and tactics to harness CI quickly, cheaply and ethically. Enhance your awareness of the less-obvious sources of CI that surround us. Boost your ability to make the most of limited CI resources.
Duncan, Rob. Fast, cheap and ethical. (British Columbia Institute of Technology). SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. 'CI: Fast, Cheap & Ethical' is designed for the sole practitioner/entrepreneur who needs to get the most out of limited resources. By presenting specific techniques that can be done quickly and at virtually no cost, attendees will walk away from this session with several useful and thought-provoking new additions to their CI toolkits. Examples of topics to be covered include: the one-page CI reporting tool, the power of observation, sensory CI, online mystery shopping, and tapping into Internet chatter. A simple shift in our mindsets along with some specific tools tactics can allow us to harness CI in a fast, low-cost, yet completely ethical manner. This session will be invaluable to any lone practitioner who is being asked to do more with less, or any newcomer who is wondering where to start.
Duncan, Rob Online social networks and CI: CI and collaborative innovation. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Demystify online social networks and get beyond the hype. Discover specific tools and tactics to harness the power of social networks. Enhance your ability to advise clients on how to effectively employ social networks
Duron, Maria,. Profound understanding of the competitive environment, a critical element for the success of strategy: a practical example from the energy industry. (Vattenfall AB; and Urban Pettersson Docere Intelligence). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Durtler, George. Lone CI dollars and sense: justify and get significant resources. (Strategy Software) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Are you a CI Manager with a large budget and staff? Congratulations! (This ISNT for you.) If CI is only PART of your job, you need to know that CEOs care more than ever about What the competition is doing. Now you can get your organization to commit considerable resources to building an effective CI process. A persuasive stepby-step roadmap, including documented evidence to make a compelling case, will be laid out so you can make the case when you get back to the office. This draws from real-life experiences with Delta Dental, Lucent, Siemens, Benjamin Moore, Bausch&Lomb and others.

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Eastman, Parmalee. How to meet tight CI deadlines. (EastSight Consulting) (with Levy) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Most CI professionals know how to obtain information, analyze it, and create a meaningful deliverable -- given enough time. But where can you go when you don't have time? Where can you get information that is already collected, collated, or analyzed? This session looks at sources of information that can be helpful in generating quality intelligence in a short time frame (24 hours or less). You will see which web sites can help, and which primary sources of information can be used when deadlines are tight. And we will talk about how to approach those sources to be most productive. Ebel, Don. Benchmarking global competitors. (Kirk Tyson Intl) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Egan, Erin. The CI framework: implementing a global intelligence programme. (Factiva) with Fougnies. th SCIP Europe 5 London, UK. October 25-26, 2000. This session will explore the best practices of implementing a global CI programme. It will cover the various steps of business intelligence compilation from local news to global impact. The speakers will share tactics for discovering and analysing the most relevant data from global and local sources. In addition, this session will present the latest solutions to the different challenges encountered when developing a global CI programme such as language, ethics, information flow, law, time zones, and leveraging internal assets. Egan, Erin. From the trenches: a strategy to build CI within a large organization. SCIP Europe th Conference, 7 , Brussels, Belgium, October 16-18, 2002. This session demystifies the daunting task of developing CI expertise within a large organization by providing a roadmap of common pitfalls, their ultimate consequences, and proven methodologies to overcome these obstacles. Coupled with examples drawn from practical experience, these strategies are applicable to all industries. This approach ultimately re-creates the mind-set of a CI analyst by presenting a template of strategies essential to consider when developing an effective CI capability. The novice (and perhaps lone) CI analyst is the target audience for this presentation. Egan, Erin. The future of CI -- key topic. (Airbus) (with Herring) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Flexibility is key in maintaining a successful advantage in the fast changing business environment. Is CI changing for tomorrow's business environment? What are the future trends in CI? How can we maintain our competitive advantage today and in the future? Join this forum addressing the changing role of CI and providing an understanding of where the discipline is headed in the age of the knowledge worker. Ehmer, Thomas.. How to monitor trends and detect weak signals through a new method of categorization. (Merck / ) th (with wittmann.)SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The work of a BI/CI manager often consists of analysing competitive information from a partly unknown field. A web-based full-text retrieval results in a huge amount of unstructured information. Our daily work is therefore often reduced to canalise the information stream to make it accessible to systematic analysis. This is often done manually, the data is then categorised manually and individually. Therefore, it would be beneficial to have an automated tool that generates categories according to the relevant words within a given text via "fingerprinting". This is done by the generation of (what we call) "descriptors, combinations of words that appear with statistical significance within the text. Using this method it is possible to detect trends (via "birth" of new descriptors), changes of interests ("slow death" of descriptors) and to detect omitted topics as well as unexpected connections Elizondo, Noe. CI in the international environment: completing the project, ( Expert Development Canada) (with Glitman) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. This session will discuss how an international CI project changes the management process compared to a domestic only project. Specific elements that will be covered include planning, execution, and analysis. The copresenters will provide real-life examples of successful CI efforts using multinational teams and analysis. To provide balance, examples of less successful projects will also be shared. Participants will benefit from the sessions through analysis of how to successfully plan for and run multi-national collection efforts, what types of analysis are best done from the field location and which are best done from the central location, and how to share in-progress information across geographic boundaries. Elizondo-Buenfil, Noe. ExportWise Intelligence, (Regional Director, Export Development Canada) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Are you looking for new markets? Are you ready to make a new investment overseas? Need market insights to help you make your decision? How do you stay ahead of the competition? With our changing global economy, an increasing number of businesses are looking for economic and market information to better understand world markets and international risks and opportunities. Every business can benefit from new ideas to capture global opportunities and surmount challenges. Find out what your risks are and where your opportunities are
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using CI tools. Using CI, attendees will learn to develop a winning export strategy, penetrate new international markets, defuse risks, assess opportunities, and understand tactics deployed by the competition to stay ahead in the international marketplace Elizondo, Noe;. Gaining competitive advantage from financial analysis, with Woods George. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Elizondo, Noe. Global CI; operating across geographic boundaries. Intelligencia Competitiva (W Glitman) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. As corporations increasingly operate across national borders to access global markets, CI practitioners are challenged to develop data and analyze the competitive environment in different cultures. Even when geographically close, for instance the USA and Mexico, huge differences in information sources, language, culture, etc., present the CI practitioner with major challenges. This presentation will illustrate some of the major challenges faced by a CI professional undertaking an assignment that requires the collection and analysis of data on 2 companies in the NAFTA region -one Mexican and the other American - which distribute the same product in neighboring countries. Information infrastructure, language and cultural factors will be addressed Elizondo, Noe. Implementing a CI initiative in the NAFTA region. (Intelamex) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 More than 135 million Spanish speakers live in the NAFTA region alone. The market is too large to ignore. This is why, for example, corporations from Mexico and from other Spanish-speaking countries are entering the U.S. market to serve this important segment of the population. Canada and Mexico are not just partners with the U.S. in NAFTA; they are the first- and second-largest trading partners with the U.S., respectively. At the same time, there exist important differences among the three countries especially in the CI function. Any individual implementing a CI initiative in the NAFTA context must be aware of these differences. Come to this session to learn more about CI practices in the North American region. Find out which suppositions are true and which are false. Learn about major differences and challenges of doing CI in the NAFTA region. Start your market NAFTA intelligence effort now. Elizondo, Noe Liberating others: putting CI secondary resources on the corporate intranet (w Glitman) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Ellis, Jeffery. Competitor scenarios: extending scenario thinking to competitor intelligence. Babson College. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Ellis, Jeffery Global strategy: insights and perspective. (workshop) (Babson College) Fahey, Liam. Competitor signaling. (workshop) (Boston University). SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Ellis, Jeffrey. The strategic analysis of CI. (workshop). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Ellis, Jeffrey. The strategic analysis of CI. (workshop) (Babson College) SCIP Annual conference: st Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Engelhardt, Beila. Using scenario planning to improve intelligence activities and support critical decision making. (Telia) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Engelkes, Kimberly. Community portal for collecting competitive insight: a case study. (Microsoft) (with dirks) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. In May 2003, Microsoft launched an intranet portal site dedicated to the competitive intelligence community within the company. It provided an avenue to facilitate integrated CI insight to help the company meet the challenges in the environment. This presentation will examine the entire process behind justifying, establishing and launching the portal, its successes, and its future development. Erickson, G. Scott. Develop and protect knowledge assets. (Ithaca College) (with Rothberg) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Erickson, G. Scott. Its a risky business, developing and protecting knowledge assets in a CI world. (Associate Professor, th Ithaca College School of Business) (with Rothberg) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. For most organizations, knowledge assets have become integral to attaining and sustaining competitive advantage. While conventional wisdom suggests that sharing knowledge assets within the organization and with partners is good, it can also render it vulnerable to CI incursions. How does a firm know when enough is enough? Strategic Protection Factor (SPF) provides a guidepost for determining optimum levels of collaboration and protection within the firm and across its network of partners. Learn what SPF is, and how your organization can use it to fine-tune its knowledge assets. Review case studies, with implications for engaging intellectual capital and counterintelligence activities.
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Erlandson, Dave, Sharing technology intelligence at warp speed using internets, intranets, and customer portals to speed the transfer of intelligence. (Teltech) ( w Furnas, Zingaro) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Even-Shoshan Moshe. Intelligence synthesis and analysis: the core of the CI process. (SRS/Gilad Assoc) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Predict a competitors strategy by evaluating, analyzing, and synthesizing multifarious data sources. Discover how to validate the results of inductive and deductive reasoning by recognizing common intellectual processes. Evaristo, J Roberto, CI unit: inplementation problems and solutions. (Univ Minnesota) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Ewbank, Philip Customized news alert delivery at Dow Corning: application and ROI. With Hilty, Terrance. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Newsletters all too often provide readers with the same information, leaving them fruitlessly searching for relevant intelligence and undermining rather than enhancing productivity. A customized delivery system, where readers subscribe only to topics of specific interest, enriches the newsletters value by providing timely, focused intelligence in a single, systematic format. This case study examines Allis Information Managements development of a customized strategic intelligence system for Dow Cornings employees. The knowledge management framework establishes the taxonomy and coordinates the vendors that provide the necessary information. The case study also provides an insight into Dow Cornings dollar return on its knowledge management and CI investments.

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Fahey, Liam. CI analysis: get real. (Babson College) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The time has come to get real serious about creating real value for real decision makers. Discover an analysis agenda for CI professionals who are serious about helping their organizations outwit, outmaneuver, and outperform current and future rivals. Learn a set of unavoidable analytical and organizational challenges that CI professionals will have to confront and master. Dissect a series of interrelated analysis frameworks, consisting of multiple analysis tools and techniques. Fahey, Liam. Competitor signaling. (workshop) (Boston University). SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Fahey, Liam. From competitor analysis to decision making knowledge: how to jump the chasm. rd (keynote). (Babson College). SCIP European Conference, 3 annual, Hotel Steingenberger, Berlin, 11-13 November 1998. Fahey, Liam, Intelligence-driven marketing and marketing-driven intelligence: inspiring and executing a most difficult connection, (Babson College) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 1819, 2001. An intelligence inspired organization drives marketing to its true roots, discerning and transforming current and emerging marketplace change into real business opportunities. Marketing-guided intelligence drives the organization to think and behave as if understanding customers truly mattered. This session illustrates how to bridge and integrate marketing and intelligence - how to link and leverage two domains that frequently reside and remain within both conceptual and pragmatic silos, disciplines and boundaries in far too many organizations. A number of "cases" provide the backdrop to demonstrating what must be done and how to do it Fahey, Liam Keynote. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Fahey, Liam. Learining from the mistakes of others: applying knowledge principles to creating and leveraging knowledge. (Provocateur encounters) (babson college) SCIP Annual conference: Chicago, IL, March 25-28, 1998 Fahey, Liam. Understanding and acting on the assumptions of your competitors: a case example. Boston University. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Fank, Matthias Webintelligence. (Professor, University of Applied Sciences, Cologne) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Ford-Werke Germany and the University of Applied Sciences in Cologne are working on a collaborative project to develop a sensible approach towards processing the information that is freely accessible on the Internet. The research and subsequent monitoring was divided into press portals, web forums, evaluation portals, domain analysis and fan sites. The research results and the findings will be presented. A monthly reporting cycle was developed for selected web forums, which will also be introduced in the presentation. The idea for holding fan site awards was based on the research carried out on the Internet. The implementation project will be briefly presented. Farcot, Raoul. Electric utility CI: lessons from the front. (workshop) with Sim, Jurray. (Cipher) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Fauconet, Dede Competitive media relations: using CI to build market image and market influence through public relations work. With Cox, Melissa. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Successful companies are often masters at telling their story - and at telling the stories of their competitors. A product launch can be fueled or foiled by a good media relations campaign. Competitive media relations is the next evolution in media relations and marries good competitive intelligence with traditional PR creating a way to deposition your competitors while gaining influence with the reporters that cover your competitors. This course will introduce competitive media relations (CMR) and help participants: show management the effectiveness of CMR; collaborate with their own PR professionals to create an effective CMR program; learn first-level principles for effective CMR; understand how to overcome initial CMR pitfalls; and measure the effectiveness of a CMR program. Fauconnet, Larry. Give Your Intelligence Program Straight As, (manager of competitive strategy, AT&T Adversiting and Publishing; Co-Presenter: Dede Fauconnet, consultant, The Falcon Group Consulting) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Help create added value in your intelligence program with this unique view of the intelligence value chain. Justifying the value an intelligence program adds to an organization is a never-ending task for the intelligence practitioner. This session will explore ways to add value at various junctures throughout the intelligence process

 from access to information to action, and all the other As in the middle as well as new ways to describe that added value to key players in the corporation. Fauconnet, Laurence. Intelligence preparation of the battlefield (IPB): time tested early warning processes applied to business. (Manager Competitive Intelligence, BellSouth Advertising & Publishing). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 The Intelligence Preparation of the Battlefield (IPB) is a time-tested process that helps plan and focus the use of limited intelligence assets at the right place and time on the battlefield in order to provide predictive and actionable intelligence to the commander. It's absolutely essential to the conduct of offensive or defensive operations in a highly dynamic situation. This process can be adapted and applied to competitive/business early warning intelligence functions for both offensive and defense needs. By using the standard IBP templates, attendees will see how to a) evaluate the competitive environment; b) determine most likely and most dangerous competitor courses of action; and c) identify key intelligence requirements needed to confirm or deny competitor courses of action. The interactive presentation will include a familiarization with the process, and adaptation of the process to competitive/business intelligence, and a case study as a guide Fehringer, Dale, Conducting comfort intelligence with scenario analysis (w Sawka) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Uncertainty abounds. Effective CI practitioners need advanced methods to help executive management minimize the risks associated with strategic decisions. At Visa International, competitive intelligence contributes to executive decision risk management by providing early warning of emerging and established competitor activity. This presentation will relate a recent case where Visa International, working with Fuld & Company, relied on Scenario Analysis to evaluate the competitive threat posed by a new competitor. It will show how senior management used the results to determine its most effective courses of action no matter how the competitive threat evolved. Fehringer, Dale. Future thinking (key topic forums) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 As CI practitioners we spend much of our time exploring what will happen in the future in relation to our competitors, products, technology and markets. This Key Topic discussion will broaden that view and bring to light how futurists develop their view of the future, apply skills and techniques to understand what might happen, and how their methods can transfer over to CI analysis. Attendees at this Future Thinking Key Topic session will hear from a futurist and define an agenda for discussion based on the common interests of the group. Fehringer, Dale. Improve CI Effectiveness Through Internal Networks and CI Communities, (owner, Inkwell Productions; Co-Presenter: Melanie Wing, Director of Category Insights, Whirlpool Corporation SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Dale and Melanie will use their experience as competitive intelligence practitioners to show the importance of developing and maintaining good internal networks to gather and share industry and competitive intelligence. They are both strong believers in the importance of CI communities within organizations; they will show how these communities help organizations understand and appreciate the value of CI and help CI survive in organizations in turmoil. Using case studies and best practices, they will give real-life examples of how to develop networks and communities. An interactive format will allow attendees to ask questions and add their own experiences to the discussion. Fehringer, Dale. Managing the CI function: case studies and best practices. With Storms, Steven; Gleason, Martha (Visa/Weyerhouser/BCBS FL) SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. At some point, many CI professionals will be asked to start or run a CI function, either as a lone CI manager or leading a CI unit. That responsibility involves many aspects of mangement and leadership, some of which can be learned through adapting best practices. This session will feature a panel of experienced CI practitioners who have been there and done it when it comes to managing a CI unit. The panelists will discuss key aspects of being in charge of the CI function and will describe methods and techniques they have developed. An interactive open forum will involve attendees in discussions of crucial aspects of managing a CI function, such as hiring and training, allocating resources, managing priorities, and budgeting. Attendees will take away new techniques and methods that can be adapted to their situations. Fehringer, Dale. Productive relationships with CI service providers key topic. (VISA) (with Parker, Fiora, Kindler, Fisher) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Creating positive relationships with CI service providers is critical to any CI effort. A clear understanding of mutual expectations through each phase of the consulting cycle will result in a more satisfying experience for both parties. Learn the keys for success and the recipes for disasters from experienced service providers and practitioners. Join a peer-to-peer discussion on understanding the dynamics of the practitioner/service provider relationship. Fehringer, Dale. Running the CI Function: Best Practices and Case Studies, (Facilitator; Panelists: Flynt Tuller, Director of Market Intelligence for MetLife; Steve Storms, Project Director of Competitive Analysis, Weyerhaeuser Co; Judith Leavitt, Principal Market Research Analyst, Rockwell Collins, Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. At some point, many CI professionals will be asked to start or run a CI function, either as a lone CI manager or leading a CI group. That responsibility involves many aspects of management and leadership, some of which

can be learned through adapting best practices. This session will feature a panel of experienced CI practitioners who have been there and done it when it comes to managing a CI unit. They will discuss key aspects of being in charge of the CI function and will describe methods and techniques they have developed to deal with it. An interactive open forum will involve attendees in discussion of crucial aspects of managing a CI function; such as hiring and training, allocating resources, managing priorities, budgets, etc. Attendees will take-away new techniques and methods that can be adapted to their situation.
Fehringer, Dale Using management profiling to predict future competitor strategies. With Wing, Melanie.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

See examples from Fortune 500 organizations that show how who the leaders of a company are affects how they compete. Understand how management profiling can help CI analysts assess competitors' leadership, managerial, and decision-making styles and anticipate likely strategies and market initiatives. Take home practical techniques for conducting profiles on executives at their competitors' organizations
Fetzer, Robert Gathering information on German companies.(FEGRA) (workshop) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. This workshop is targeted mainly at non-German participants who face the challenge of gathering information on their German competitors. The workshop will focus on where and how to look for information. Feuster, Linda. Best practices of patent and market analysis to target licensees. (National Technology Transfer Center) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This session focuses on the best practices for identifying lucrative potential applications of a technology by matching identified applications with markets. Several examples of licensing revenue sources identified from a combined market and patent analysis will be discussed. The National Technology Transfer Center uses a teambased approach to reviewing client technologies. Each technology project is assigned both a technical analyst and a market analyst. This team, working with a project manager and the client, simultaneously researches the technology and markets to identify applications demonstrating the greatest market potential. The presentation will include a process flow chart showing the methodology used by the technology and market analysts. Fifer, Robert. Benchmarking: the concept and its application. (workshop) Kaiser Associates. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Fifer, Robert. Double your profits: how to success and thrive in a era of intense global competition. th (Kaiser Associates). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Fifer, Robert. How to win the coming global war. (Kaiser Associates) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Fifer, Robert. Winners and losers in global competition: separating myth from reality. (Kaiser Associates) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Fine, Naomi. Confidential information: out of the closet and into the China cabinet. (ProTec Data). SCIP th Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Fine, Naomi. Intellectual asset management: from information to intellectual property to profit. (Pro-Tech Data) (with Sherman) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Global companies in every industry are focusing on intellectual assets to increase top-line revenue, reduce bottom-line expenses, improve business processes, and increase competitive advantage. This session looks at the goals, strategies and tactics of intellectual asset management, with specific emphasis on the leadership role of CI professionals in developing a strategic approach that will make the most of their organization's valuable intellectual capital. We discuss the interdisciplinary convergence of business, legal, R&D, HR, finance, marketing, sales and technological expertise needed to identify intellectual assets, uncover hidden value, and create new assets that capitalize on market opportunities. Each component of the intellectual asset value creation process is described with real-world examples of how a company can capture more intellectual assets, protect them better and get maximum advantage from them, and also demonstrate a larger IP portfolio. We will work with case studies that bring to life the challenging quest for optimum intellectual asset value and management.
Fine, Naomi 2009 Mastering company secrets in ten easy steps. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24,

Learn a strategy for ensuring that your company does not give away more valuable information than it receives. Understand how to use a formula for engaging employees by imprinting in their hearts and minds inspiration to protect your companys valuable information and create intellectual property. Become familiar with case study examples of effective information security education and awareness initiatives to address each stakeholder audience.

Fine, Naomi. Reversing the CI looking glass: taking the pulse of your companys information loss. (ProTec) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Fine, Naomi. Securing competitive advantage with intellectual property rights. (ProTec) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Safeguard your market share by employing the techniques leading companies have developed to integrate intellectual property protection into CI and other essential business processes Fine, Naomi. The virtual organization; opportunities for CI, challenges to information protection. (Prost Tec Data). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Fine, Naomi. Will counterintelligence kill CI? (Pro-Tec Data) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Finkler, Wolfgang. Technology infrastructure supporting the CI structure. Workshop. (Deutsche Borse) SCIP Europe 6 Munich Germany, October 24-26, 2001 The presenter will share his experience of the design, implementation, and operation of the Deutsche Brses inhouse CI system EXOTIC and demonstrate how elements of the CI cycle can implement major stages of the knowledge management cycle, where explicit and tacit knowledge is created, captured, organised, accessed, and used. The workshop covers major aspects in establishing and running a CI system. Among them, a prominent challenge is the effective organisation of unstructured textual and multimedia representations for fast retrieval and easy sharing without neglecting security issues of the analysts confidential documents. Furthermore, a text categorisation tool is very useful as an automatic filter for search-engines and as a distributor of documents into the branches of a competitor knowledge map. Finkler, Wolfgang. Text mining. (Deutsche Systems) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Competitive and technical intelligence analysts must put special emphasis on fighting information overload. Text mining is a discipline that provides tools and techniques to deal with bulks of unstructured data adding value in multiple dimensions. Its adaptability and suitability to the needs of a CI service to effectively support the analysts is the main topic of this talk. After illustrating basic concepts of text mining and surveying the state of the art in text mining applications, we'll investigate how certain steps within the workflows of the analysts may be optimized by means of text mining solutions. The in house utilization of text mining elements in the system EXOTIC at Group Deutsche Brse will be presented as an example. Fiora, Bill. The Art of Influence: Engaging Senior Leaders As Intelligence Contributors, Active Dialog, SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In the most-effective CI functions, senior leaders act as both intelligence users and as intelligence contributors. Their high-level contacts can provide forward-looking and strategic insights that are unavailable anywhere else. Unfortunately, it can be difficult to get access to these executives, and tasking your boss's boss's boss to collect intelligence for you can be bureaucratically problematic. What are effective ways to engage senior leaders in your organization to actively contribute to the CI process? Fiora, Bill. Analysis 1 (workshop, certificate program) Deloitte Consulting. (with Sawka) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI is more than just synthesizing information. Decision-makers are looking to their CI analysts to apply specialized methodologies to add insight to industry information. In this workshop, the presenters will introduce attendees to four highly effective analysis techniques, and demonstrate their application through case studies and exercises. The four techniques to be illustrated are: Analysis of Competing Hypotheses; Porter's FiveForces Analysis; Win-Loss Analysis; and Scenario Planning. Participants will have the opportunity to work with each technique, and consider how each is relevant to their job responsibilities.
Fiora, William CI staffing challenges in the 21st century. With Sawka, Ken; Rothwell, Karen Active Dialog.
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SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn about new staffing models including off- shore and outsourcing arrangements. Identify challenges in managing diversified and remote teams including required organization structure, and considerations around required media, tools, etc. Learn tips in managing new CI teams including what is required from a training, oversight and communication standpoint.
Fiora, Bill Are we in a rut? Active Dialog/ SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Hear how to overcome the organizational impediments to innovative CI. Exchange new, innovative techniques with CI peers from across industries and geographies. Take away new types of thinking and working that you can bring back to your CI job

Fiora, Bill. Avoid the seven deadly sins of CI. (Outward Insights) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This presentation will identify seven of the most common mistakes of new and growing CI teams, and explain how practitioners can avoid repeating these mistakes in their own organization. It will build on a Best Practices column published in CI Magazine in the summer of 2004. Participants will be encouraged to read the article, as this presentation will present more detailed explanations and examples of how to steer clear of each 'deadly sin.' Fiora, Bill. Best practices for integrating CI into a dynamic strategy process. (workshop) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. To succeed in a rapidly changing marketplace, organizations need a strategy that is flexible, responsive, and able to anticipate changes in the external environment. To do this, competitive intelligence must not only be used at the beginning of the strategy process to understand the external context, but also afterward as an early warning tool to spot challenges and opportunities identified during the planning process. By doing this, organizations can ensure that their strategy continues to evolve and adapt rather than remain as a static document. Fiora, Bill, Getting noticed: reaching your toughest intelligence target your own executives. SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007. The best intelligence is of no use if it is not relevant to management's decision-making priorities, or if top executives never see it. Conventional wisdom says that successful CI professionals should have regular access to their company's executive suite in order to ensure that intelligence deliverables are relevant and actionable. But even seasoned intelligence practitioners have to beg, borrow and steal their way to a meeting with top executives, and these meetings are few and far between. This session will explore the ways that successful CI practitioners determine which intelligence deliverables to produce, how best to structure them, and when to produce them in order to maximize their relevance to key executives. The format of the presentation will allow participants to apply the key points to their own situation Fiora, Bill. Leadership 11: CI team leadership. (workshop) (Outward Insights) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Leading a CI Team in today's corporate environment can be a stressful challenge if you're new to CI or new to managing others. Today's collaborative environment calls for a whole new approach for getting the most from your team. This interactive workshop will highlight -- and then allow you to practice -- the skills necessary to build and lead a successful CI team. We will discuss group facilitation and inspiring a common vision; the fundamentals of team dynamics and conflict resolution; and techniques for managing up and increasing your sphere of influence. If you currently lead a team, or are preparing yourself to step into the team leader role, this workshop will help you get the most from yourself and those around you. Fiora, Bill Productive relationships with CI service providers key topic. (Outward Insights) (with Parker, Fehringer, Kindler, Fisher) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Creating positive relationships with CI service providers is critical to any CI effort. A clear understanding of mutual expectations through each phase of the consulting cycle will result in a more satisfying experience for both parties. Learn the keys for success and the recipes for disasters from experienced service providers and practitioners. Join a peer-to-peer discussion on understanding the dynamics of the practitioner/service provider relationship. Fiora, Bill. Tailoring Scenario Planning for Shorter-Term Issues and Challenges, (President, Outward Insights) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Until recently, scenario planning has been used as a long-term planning tool to envision plausible competitive conditions ten or more years into the future. It often fails to resonate with decision makers who work with shorter-term issues and who need to develop strategies they can implement - and see results from immediately. This presentation will examine how companies are adapting the scenario planning methodology to help with shorter-term issues, such as upcoming product launches, the emergence of new competitors, or the expiration of patent protection, and how this shorter-term orientation relies more heavily upon CI and can increase the visibility of the intelligence function. The presentation will use three company case studies, highlighting common elements, to demonstrate the different ways that scenarios can be used for shorter-term challenges. The presentation will discuss the types of situations that do and do not lend themselves to the use of scenario planning, and how CI teams can help build support for the use of the methodology in their own companies. Participants can use these criteria to gauge how effective the scenario planning technique might be in their organizations, and will gain a step-by-step guide on how to use scenario planning Fiora, Bill. Understanding the psychology of intelligence analysis. (Outward insights) SCIP 8th European Conference, London, UK, October 22-24, 2003. As analysts, we all view the competitive environment with certain views and biases. Consciously or not, we weave these biases into our work, which influences how we collect, view, and deliver intelligence. This session will present relevant findings from psychology and intelligence research concerning the day-to-day challenges faced by the CI analyst: how to generate reasonable, defendable intelligence out of fragmented, uncertain, contradictive data, under tight time constraints. We will also address the challenges of presenting analysis to a decision-making audience that has its own unique view, and how this view can vary across different countries
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and cultures. This session will present tools and techniques for managing these limitations, such as generating and evaluating hypotheses and using the Analysis of Competing Hypotheses (ACH). Fish, Matt, State of CI in China. (Head of Business Consulting - Shanghai, Synovate Business th Consulting) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Session participants will review a summary of CI practices and the status of the discipline in China. Case studies and best practices will be used to demonstrate the state of the industry, based on the presenter's experiences when auditing selected clients' CI systems and capabilities in the region. Attendees will gain an overview of the progress of CI in China and benefit from reviewing and discussing best practices in that rapidly growing region. Fisher, Jenny. Productive relationships with CI service providers key topic. (Motorola) (with Parker, Fehringer, Kindler, Fiora) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Creating positive relationships with CI service providers is critical to any CI effort. A clear understanding of mutual expectations through each phase of the consulting cycle will result in a more satisfying experience for both parties. Learn the keys for success and the recipes for disasters from experienced service providers and practitioners. Join a peer-to-peer discussion on understanding the dynamics of the practitioner/service provider relationship. Fleisher, Craig. Advanced tools and techniques of CI analysis. Workshop. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Building on the techniques and information provided as part of the first session, this advanced workshop will offer a better understanding of analysis contexts, hints for managing analysts, suggestions for managing the analysis process, and several advanced methods of analysis. As the first session does, this session will use Harvard case studies to give participants opportunities to apply and reinforce learning in a facilitated group setting Fleisher, Craig. Analysis analysis and nowhere to go. workshop (University of New Brunswick) (with Bensoussan) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Analysis is one of the more difficult roles a CI specialist is called upon to perform. Analysis is the value add to the CI process that turns data and information into intelligence. Analysis answers the critical "so what?" question about the data we gather and brings insight to bear directly on the decision maker's needs. This session will review relevant intelligence analysis techniques and introduce participants to several methods of analysis - STEEP, Porters Five Forces, Competitor Analysis and Scenario Analysis - and a matrix that will enable them to quickly sort through the numerous methods of analysis available, to select the appropriate analytical tool for particular projects, studies, etc Fleisher, Craig. Analysis so which?! Workshop. (University of Windsor) with Bensoussan. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Analysis is one of the more difficult roles a CI specialist is called upon to perform. It is the value add to the CI process that turns data and information into intelligence, answers the critical "So what?" question about the data we gather and brings insight to bear directly on the decision-maker's needs. This session will review relevant intelligence analysis techniques and introduce participants to several methods of analysis - Porter's Five Forces, STEEP, Competitor Analysis and Strategic Group Analysis - and a matrix that will enable them to quickly sort through the numerous methods of analysis available, to select the appropriate analytical tool for particular projects, studies, etc. Fleisher, Craig. The art of analysis. (workshop) (with Bensoussan) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Not all analytical methods are appropriate to answer the famous so what? CI practitioners need to exploit a larger range of analytical techniques and be aware of the pitfalls of analysis. While analysis is one of the more difficult CI roles, analysis is the value add to the CI process that turns data and information into intelligence. Analysis answers the critical so what? about the data we gather and brings insight to bear directly on the decision-makers needs. The art of analysis is in the analysts creativity in using different methods for different intelligence questions. This session will review relevant intelligence analysis techniques and introduce participants to several methods of analysis Porters Five Forces, STEEP, Competitor Analysis and Strategic Group Analysis Matrix that will enable you to quickly sort through the numerous methods of analysis available, to select the appropriate analytical tool for particular projects, studies, etc. Fleisher, Craig. The art of analysis. (workshop) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Analysis is one of the more difficult roles a CI specialist is called upon to perform. Analysis is the value add to the CI process that turns data and information into intelligence. Analysis answers the critical "so what?" question about the data we gather and brings insight to bear directly on the decision maker's needs. Most CI practitioners are aware of a number of methods of analysis and they use these regularly. However not all analytical methods are appropriate to answer the famous "So What?" CI practitioners need to exploit a larger range of analytical techniques and be aware of the pitfalls of analysis.
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Fleisher, Craig. As the globe spins: a benchmark examination of CI in 15 countries.( Odette Research Chair th and Professor of Business Strategy & Entrepreneurship, University of Windsor ) (with Knip) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Business is becoming increasingly global, and many organizations are now requiring that CI be conducted in multiple countries. In this presentation we will review a benchmark analysis that compares and contrasts CI in 15 countries around the world. Attendees will learn about key similarities and differences in regional and national CI, and will increase their knowledge about CI in different parts of the world. During the session, we will examine the practice of CI in various countries, with a view toward using this knowledge to enhance the capabilities of CI practitioners. Fleisher, Craig. Ask the experts panel. (PhD, Odette Research Chair in Business, University of Windsor, Odette School of Business, Canada; Panel: Andrew Beurschgens, Competitive Intelligence Manager, Orange; Karl Rose, Manager, Group Strategy and Intelligence, Shell International Limited; Anke Russell, Business Intelligence Specialist, Mars & Co. UK; Steve Wells, Strategic Development Manager, Pfizer, UK) SCIP 10th Annual European Summit, London, November 9-11, 2005 Join your colleagues for a discussion on topics that are on your mind. Our panel of CI practitioners will offer their insights and experience relating to questions that you submitted prior to the Summit. Example questions might include: How do I recognize and develop best practices in my firm? How can you improve the analytical process? How do we know we are accessing all the best sources? How can we get buy-in from the rest of the firm? How can we demonstrate the worth of CI Fleisher, Craig. Assessing CI performance: Practical methods. (workshop) (University of Windsor) (with th Blenkhorn) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. What are the critical factors for successful CI performance? Generally defined as achieving goals, CI effectiveness can be viewed as the extent to which the organization is responsive to constituent preference for performance and is doing the right job. Since the CI function provides intelligence to decision- and policymakers, it is crucial that both senior executives and CI practitioners know the CI function is doing the right job, so that its effectiveness can be measured. One important facet of evaluating effectiveness is accountability, a management term that has gained increasing importance because of recent top-level corporate scandals. Implicit in being accountable is having relevant, realistic, readily measurable preset goals. In this workshop, you will examine the critical success factors, methods, and techniques that link CI performance with effectiveness measures to achieve your organization's goals. You will get hands-on experience with using CI effectivenessevaluation techniques within your own organization and for your clients Fleisher, Craig. Assessing CI Performance: Practical Methods, (Full day workshop), (Professor of Business Strategy & Entrepenuership, University of Windsor, Odette School of Business, Canada ; Co-Presenters: David Blenkhorn) SCIP 2006 Annual Conference Orlando FL. April 26-29, 2006. What are the critical factors for successful CI performance? Generally defined as achieving goals, CI effectiveness can be viewed as the extent to which the organization is responsive to constituent preference for performance and is doing the right job.. One important facet of evaluating effectiveness is accountability, a management term that has gained increasing importance because of recent top-level corporate scandals. Implicit in being accountable is having relevant, realistic, readily measurable preset goals. In this workshop, you will examine the critical success factors, methods, and techniques that link CI performance with effectiveness measures to achieve your organization's goals. You will get hands-on experience with using CI effectivenessevaluation techniques within your own organization and for your clients Fleisher, Craig. Basic tools and techniques of strategic analysis. Workshop SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. One of the more difficult roles a CI specialist is called on to perform, analysis is the value add to the CI process that turns data and information into intelligence, answers the critical "so what?" question about the data we gather, and brings insight to bear directly on the decision maker's needs. While most CI practitioners are aware of a number of methods of analysis, their exploitation of analytical techniques often looks very much like the Iceberg principle. That is, we keep using the techniques that exist above the water while in most cases it is those under water that we should be concerned about. This workshop will review relevant intelligence analysis techniques and introduce participants to several methods of analysis -- STEEP, Porters Five Forces, Competitor Analysis and Scenario Analysis -- and a matrix that will enable them to sort quickly through the numerous methods of analysis available and select the appropriate analytical tool for particular projects, studies, etc Fleisher, Craig. Better CI performance through strategic selection and outsourcing of CI services, (with th Blenkhorn) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. To enhance the dynamic performance of the CI function, CI executives increasingly have the opportunity and need to outsource CI services from among many specialized firms qualified to serve them. Judicious selection of these CI products/services can be a win-win situation both for the CI function and its internal client(s). This paper puts forth criteria to help firms determine which CI products/services should be outsourced, and subsequently to differentiate among capable competitors to find the CI supplier that best fits their organizations particular needs. Although this papers primary objective is to provide guidelines to enhance the performance of the CI function, the path to this will be through research
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Fleisher, Craig: Business and competitive analysis What? So what? Now what? (workshop) with Bensoussan, Babette. SCIP Annual conference, New York, April 30-May3, 2007. Competitive advantage is derived from clearly understanding market forces and acting on opportunities. Analysis is critical to deriving the insight necessary for developing a competitive advantage and is the highest value-add in the CI process. Analysis is however one of the more difficult roles a CI specialist is called upon to perform. Analysis is the step in the CI process where data and information is turned into intelligence, answering the critical so what? issue that brings insight to bear directly on the decision maker's needs. This workshop will review six different intelligence analysis techniques and introduce participants to the FAROUT matrix that will enable them to quickly sort through the numerous methods of analysis available and to select the appropriate analytical tool for particular projects and studies. Using case studies, participants will work in groups to practice analytical techniques covered in the workshop, such as: competitive analysis; enterprise analysis; financial analysis; environmental analysis; and evolutionary analysis. Fleisher, Craig. Business and Competitive Analysis: What? So What? Now What? (Workshop) (research leadership chair and professor of management, University of Windsor) (Co-Presenter: Bensoussan, Babette). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Competitive advantage is derived from understanding market forces and acting on opportunities. Analysis is critical to gaining this understanding and adds the most value in the competitive intelligence process. Analysis is the step in which data and information are turned into intelligence, answering the critical so what? question. This workshop will review six analysis techniques and introduce participants to the FAROUT matrix, which will enable them to quickly select the appropriate analytical tool for a particular project. The techniques cover competitive analysis, enterprise analysis, financial analysis, environmental analysis, and evolutionary analysis, which participants will apply to case studies Fleisher, Craig A cascade of analysis for business insight. (workshop) (with Wright). (professor Odette School of Business) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. This Workshop is designed for the intermediate level CI professional. Those who are looking to bring more added-value to their work, seeking insight rather than data and are being asked to support key organisational decisions will benefit most from attending. An initial instruction session will set the framework for analysis and introduce the cascade orientation, starting at the macro-environmental level, moving to the industry and market, next through to the SBU and then to competitor level. Some commonly used, but frequently misused frameworks will be examined, alongside others which have been developed by the presenters. Exercises, minicase studies and examples will be used to enhance and increase the velocity of learning and familiarity of purpose. Delegates will be encouraged to discuss their own industries and the particular challenges they face. They will receive guidance from the presenters on how to improve their analytical output to produce stronger impact.
Fleisher, Craig CI2020: what might CI look like in the year 2020? Active Dialog. With Arik Johnson.

SCIP09 International

Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Examine the potential alternative futures of the CI profession and construct a best-case, worstcase, most-probable and highest-impact matrix of evolving scenario visions. Apply techniques of collaborative "futuring" to develop foresight using the CI2020 case example and discuss what the analytical framework of the future will look like and how it can be optimized and automated. Learn from one another where CI is best positioned to succeed in the future and on which topics it should focus
Fleisher, Craig Competitive intelligence: principles and practice. (workshop) (with Wright) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Most people move into CI after having been successful in another business discipline such as marketing, sales, product development, M&A, R&D, manufacturing, engineering, operations, or finance. Some may have had exposure to several aspects of a firm's activities and understand what makes a firm tick. This Workshop is highly relevant for individuals who are now being asked to extend their influence through CI, are providing intelligence to internal customers, managing CI-related projects, or are acting as a catalyst for information exchange within their organisation. This Workshop draws attention to the various facets of CI practice such as placing the CI job into context, designing the CI process, conducting a needs assessment, ratifying information, securing senior management buy-in for CI, making the CI-strategy link, implementing information exchange, achieving CI practice across the firm and achieving value-added CI. Delegates are encouraged to share their experiences and seek solutions to current challenges. Fleisher, Craig. CI Research setting the research agenda for the next 20 years (panel). (with Wright, th Prescott) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Fleisher, Craig. Competitors and new entrants (workshop) (University of Windsor, Odette School of Business, Canada). SCIP 10th Annual European Summit, London, November 9-11, 2005 There are numerous techniques for analyzing existing competitors and potential new entrants.The skill lies in determining which method is appropriate for the competitor intelligence question at hand and the available time frame. Not all analytical methods can deliver the same results in the same time. Using case studies and

exercises, this course focuses on three key competitor analytical techniques SWOT, Competitor Analysis, and Financial Analysis. Fleisher, Craig. Evaluating the effectiveness of CI. Workshop (Univ New Brunswick) with Blenkhorn. SCIP th Europe 6 Munich Germany, October 24-26, 2001 The CI function provides intelligence to decision and policy-makers. It is crucial that senior executives and CI practitioners know that the CI function is doing the right job and that we can measure its effectiveness. The purpose of this workshop is to answer the vital question "what are the critical factors for successful CI performance?" It will do this by examining the critical success factors, methods and techniques that link CI performance with measures of effectiveness of the CI function in the achieving of the organizations goals. Workshop participants will obtain hands-on experience in utilizing CI effectiveness-evaluation techniques applied to their own organizations Fleisher, Craig. Evaluating the effectiveness of CI: CI performance and effectiveness methods. Workshop. University of Windsor (with Blenkhorn) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This workshop is designed to answer the vital question -- "What are the critical factors for successful CI performance?" By examining the critical success factors, methods, and techniques that link CI performance with measures of effectiveness of the CI function in achieving the organization's goals. You will get hands-on experience with using CI effectiveness-evaluation techniques within your own organization and/or for your clients. Generally defined as "achievement of goals," effectiveness can be viewed as the extent to which an organization is responsive to constituent preference for performance and is doing the right job. Since the CI function provides intelligence to decision- and policy-makers, it is crucial that both senior executives and CI practitioners know the CI function is doing the right job; in other words, that its effectiveness can be measured. One important facet of evaluating effectiveness is accountability, a management term that has gained increasing importance with recent top-level corporate scandals. Implicit in being accountable is having relevant, realistic preset goals, the achievement of which is readily measurable. Fleisher, Craig. Honing the analytical process: active dialogue. (Odette School of Business - University of th Windsor, Sheila Wright, Principal Lecturer, Leicester Business School) SCIP 11 European CI Summit, London UK, October 18-20, 2006. Some might consider analysis to be a mechanical process, inputting data, pressing compute and then spending hours trying to make sense of the output. One of the key talents that a good analyst has is an indepth knowledge of all the options available to them, the purpose of each and the ability to select the right tool for the right situation. One of the biggest problems for the inexperienced analyst is staying in their comfort zone of familiar frameworks and processes, believing that they know all there is to know about their competitive landscape. Like a skilled chef though, artful analysts know when they can use other ingredients and routines and when to avoid sticking rigidly to a recipe. They have the knowledge of where they can introduce additional features to produce a unique result. This session will challenge you to address your own comfort zones, exchange ideas with your peers on how to produce creative, insightful analysis and learn of approaches which you may not have previously considered, all in a non-threatening, mutually supportive environment. We all want to be better analysts and that means being receptive to different or innovative approaches, so why not join us to contribute and learn some helpful things from this session. Fleisher, Craig. Measuring the ROI of CI efforts key topic. (University of Windsor) (With Belkhorn) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Businesses leaders need to learn how to effectively measure ROI on CI efforts. CI is a necessary part of all business strategies, but how do you show its impact on the bottom line? This information is key toward improving service to the customers your CI unit supports. Join in on this very useful discussion of measuring the long term and short-term business impact of CI. Fleisher, Craig. Selecting, Engaging, and Enhancing In-House Analysts, (Windsor Research Leadership chair and professor of management, University of Windsor; Co-Presenter: Sheila Wright). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Organizations need to identify people who are likely to be good at analysis, and these people should be recruited and placed in a context in which they can develop and succeed. Finding skilled analysts is difficult enough; retaining them, developing their capabilities, and keeping them excited about their work is even harder. Very few trained competitive/strategic analysts come through the educational system, so firms have to be flexible and creative in finding them. This may require an adventure into associated business functions such as marketing research, cost accountancy, R&D, manufacturing, IT, or operations management. So what does the firm do? This presentation is aimed at two audiences: (1) analysts who want to develop their careers and are looking for a stimulating corporate environment, and (2) CI managers who need to hire and develop analytical talent. The presentation will suggest ways to encourage the analyst and configure the corporate environment to the benefit of all concerned. Fleisher, Craig. Setting the research agenda for the next 20 years. (panel) (with Wright, Prescott) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Beginning with a review of the published literature, this session provides a retrospective look at the emergence of CI as a knowledge domain as reflected in papers published in CI Review and JCIM, as well as a look at CI books and articles published elsewhere. These publications reflect the research agendas of the past 20 years
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that contribute to shaping the CI research agenda for the next 20 years. Panelists will describe past and current published research, suggest directions for future research that would advance the field and offer new insights into how to perform CI research that is publishable in juried venues. Fleisher, Craig. Systems and processes for assessing CI performance. (workshop) (Univ Windsor) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Assessing CI performance remains one of the biggest challenges for CI managers and corporate unit leaders. Effectiveness is the extent to which an organization is responsive to constituent preference for performance and in doing the right job. An effective organization builds consensus between policy-makers and implementers to create joint commitment of the organizations goals. Workshop participants will obtain hands-on experience in using CI performance assessment techniques applied to their own organizations. Real-life cases, exercises and teambased discussions will enable participants to get fully involved in setting up a CI performance assessment program which they will be able to utilize on an ongoing basis. Emphasis will be on a hands-on, pragmatic approach, rather than on theory Fleisher, Craig. Teaching CI Skills to North American and Overseas Audiences: A World of Difference in Pedagogical Effectiveness, (professor, School of Business and Economics, Wilfrid Laurier University; Co-Presenter: Blenkhorn, David) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Both new and seasoned CI practitioners are continually taking courses to improve their skill sets and opportunities for advancement. What they learn may be a function of the methodologies used in the education processes they experience. Many professional development programs are taught by U.S. instructors using materials written by North American authors. But cultural norms vary greatly around the globe, and the learning process is affected by the teaching methods used. This session will examine the differences in teaching to North American audiences and selected overseas audiences to derive a theoretical model that highlights these differences. If the model can be successfully tested, the results and conclusions may lead to more effective and successful teaching of CI concepts, techniques, and skills to learners in different parts of the world. This could ultimately lead to raising the CI educational level worldwide and elevating the bar. This session will raise the issue that one size does not fit all and will consider how to carry out professional development education more effectively from a global perspective. Ford, Andrew. Competing intelligently with agent technologies. (SafetyWeb) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Fossati, Silvia. Ricerca e Analisi dei Brevetti per Comprendere lo Scenario Competitivo: l'utilizzo di Informazioni Tecniche a Sostegno Delle Decisioni Strategiche, Workshop (Consultant, Masternet) SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. [Please Note: This presentation will be conducted solely in the Italian language. Workshop di mezza giornata in lingua italiana.] I brevetti sono la pi preziosa e completa fonte di informazione tecnologica, quindi sono di cruciale importanza per le aziende e si dimostrano utile alla Competitive Intelligence. Tradizionalmente, le le ricerche brevettali sono effettuate come parte del processo di stesura di un brevetto, prima del deposito o nel caso di controversie. Nel nostro ambiente imprenditoriale altamente competitivo, i brevetti sono una fonte importante di intelligence tecnologica che le imprese possono utilizzare per ottenere il vantaggio strategico e sono considerati come una delle principali fonti dinformazione tecnologica e competitiva. La conoscenze dei brevetti un elemento fondamentale nelle competenze di dirigenti d'azienda, ingegneri, ricercatori, inventori, consulenti. Metodologie di ricerca verranno condivise e casi di studio verranno mostrati e discussi con i partecipanti. ENGLISH TRANSLATION: Patent Research and Analysis to Understand Your Competitive Scenario: Using Technical Information to Supporting Strategic Decision Making, Patents are the most valuable and comprehensive source of the technological information and thus are very crucial for the industries: detailed mining of patent literature is proven to be useful of the Competitive Intelligence. Patent searching and analysis is done based on the objective. Traditionally, patent information searches are done, as a part of the drafting a patent drafting, before patent filing or during patent litigation. In our highly competitive business environment patents are an important source of technological intelligence that companies can use to gain strategic advantage and are considered as one of the major sources of technological and competitive information. Patent awareness is a critical skill for business managers, engineers, researchers, inventors, consultants. Fougnies, Bertrand; The CI framework: implementing a global intelligence programme. (Factiva) With Gregor, th Deborah. SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. This session will explore the best practices of implementing a global CI programme. It will cover the various steps of business intelligence compilation from local news to global impact. The speakers will share tactics for discovering and analysing the most relevant data from global and local sources. In addition, this session will present the latest solutions to the different challenges encountered when developing a global CI programme such as language, ethics, information flow, law, time zones, and leveraging internal assets. Fowler, Dave. The future of collaboration: where are we going? (GrooveNetworks) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Gathering timely and actionable intelligence is hard. Rapidly assembling the right team of individuals to examine that intelligence, determine its impact, and formulate a response can be even harder. Why? This team includes individuals from multiple companies in multiple locations. Currently favored by the industry analyst community, contextual collaboration is based on the idea that you dont have specific tools for collaboration (email, IM, web

conferencing). Instead, collaboration is invoked as a set of services that come to you, wherever you work, in the context of your work. You will also learn how businesses today are using collaboration software to securely assemble the right people, tools and information to act and solve problems online. Fowler, Jerry, Maximizing CTI efforts with the use of electronic agents and analysis tools. Workshop. (w nd Perry) (MMC InfoSleuth) Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Technology has produced numerous innovative electronic collection and analytical tools for the CTI professional. This workshop will consist of an overview of some of the more important types of electronic tools available. Case studies will be presented to illustrate how these tools can be combined to maximize your CTI collection and analysis process. The presenters will then design the optimal combination of electronic tools to solve specific problems unique to the individual participant's situations. Fowler, Jerry, Use of agents in technology assessment and competitive analysis, (w Perry) (MMC nd InfoSleuth) Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Fox, Kenneth. Invisible Competition: Think Differently, (Founding Partner, The Soundings Group ) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Traditional views of competition focus on direct or indirect competitors. The view presented in this workshop looks at competition in a new way to help facilitate growth opportunities. Studying unique company alliances and synergies can help better understand threats as well as help identify new business building opportunities. Fox, Robert. Trade show intelligence, a networked approach (with calof) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This presentation will describe an innovative method to help companies and governments conduct trade show intelligence. The focus is on developing partnerships between organizations with similar intelligence objectives, sharing key intelligence topics (KITs), and helping others in the group collect information. Included will be a description of how the approach was used at BIO2002, a major biotechnology trade show, highlighting the training program prior to and at the show, the development of KITs, questions and indicators, the assignment of collection roles, and on-going analysis and development of new plans at the show. You will learn the steps necessary for developing an intelligence gathering plan at a trade show; the execution of the intelligence gathering plan; quarterbacking; use of external consultants; and the role of daily debriefs Francis, David. Competitors: who to watch, what to watch, who to ignore and how to tell the difference. st (workshop) SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Francis, David. Consultants corner.(key topic forums) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 As companies have downsized, the traditional CI unit, with its concentrated resource, has all but disappeared. Now, CI professionals are much more likely to operate alone, or as part of a distributed, company-wide network. But when theres an important project to complete, who will do the work? Increasingly, the task falls to an outside consultant. But even though the project is delegated to the consultant, the CI professional is still on the hook for the result. So the skill and judgment required to select and manage the consultant and the project are just as important as they ever were. In this session, you and your fellow attendees will work with the session leader to create the discussion agenda. Francis, David. Getting the payoff from market intelligtence: issues, barriers and solutions. (workshop) (mercator Consultants) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Francis, David, Is CI a good fit in the market research department? Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Francis, David. The KIT process for user-needs identification. (workshop) (with Herring, Jan ) (Herring & Assoc) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The most effective user-needs identification process being used by CI professionals today is Key Intelligence Topics (KITs). This process is based on both government and private-sector experience. It is well appreciated by both executives (the consumers) and those CI professionals who have successfully used it. The KIT process, which seems simple and straightforward in principle, can be surprisingly difficult in practice. For many CI professionals, the best learning experience comes from hands-on training with an experienced instructor and a peer-group of fellow practitioners. This workshop will address needs identification and operational planning, the two phases of the KIT process. The workshop leaders have written extensively on KITs in various SCIP publications Francis, David . The KIT process: user needs identification. (workshop) (Mercator LLC) (with Herring) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Francis, David: The KIT user-needs identification process. (workshop) With Herring, Jan. SCIP Annual conference, New York, April 30-May3, 2007. This workshop will provide a working-level understanding of the most effective user-needs identification process being used by CI professionals today. The key intelligence topics (KITs) process is based on both government

and private-sector experience and has been successfully applied in a number of companies. It is well appreciated by both executives (the consumers) and those CI professionals who have successfully used it. The process, which seems simple and straightforward in principle, can be surprisingly difficult in practice. Essentially, the CI professional, in face-to-face meetings, interviews the organization's key decision makers to identify their specific intelligence needs. The needs, which we call KITs, can be categorized as one of three types: 1) decisions and/or actions; 2) early warning topics; and 3) descriptions of competitor and/or other key marketplace players. Once the specific KITs are defined and prioritized, the CI manager must develop and execute an action plan for the necessary intelligence operations to collect, analyze, and produce the appropriate intelligence to meet those KIT needs. The workshop will address both phases of the KIT process -needs identification and operational planning. This workshop offers hands-on training with experienced instructors and a peer-group of fellow practitioners. Francis, David. The KIT User-Needs Identification Process: Understanding and Using It, Workshop. (managing principal, Mercator Consultants LLC; co-presenter Jan Herring) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This workshop provides experience with the Key Intelligence Topics (KITs) user-needs identification process. The CI professional interviews the organizations key decision makers to identify their specific intelligence needs, which are categorized as (1) decisions or actions; (2) early warning topics; or (3) descriptions of competitors or other key players. Once the KITs are defined and prioritized, the CI manager develops and executes a plan to collect and analyze the intelligence that will meet those needs. The workshop addresses both phases of the process needs identification and operational planning. It offers hands-on training with an experienced instructor. Francis, David The KIT user needs identification process: understanding and using it (workshop) with Herring, Jan. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

This workshop will provide a working-level understanding of the most effective user-needs identification process being used by CI professionals today as defined by the Key Intelligence Topics (KITs) process, a method successfully applied in numerous companies.
Francis, David. Your competitors: who will they be? (Principal, Mercator Consultants). SCIP in Europe: st Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Francis, David. Your competitors: who will they be? (Mercator) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Frank, Jordan. Building the collaborative early warning system (with Johnson)( Vice President of Marketing th and Business Development, Traction Software ) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. A pillar of every best-in-class competitive intelligence program is the Strategic Early Warning System, enabling the organization to avoid or absorb the impact of strategic surprises, while capitalizing on fleeting opportunities. At the same time, Weblogs have afforded a new level of intimacy and collaboration between decision-makers, analysts and research collection that makes rapid, collective response to early warning indicators a reality. By visualizing factors that produce forward-looking scenarios, collaborative early warning systems provide more timely visibility of unanticipated events in the external environment that are likely to have an impact on the firms strategic ambitions, business interests or security of market status.
Frank, Jordan 21-24, 2009 Tagging strategies and the information T. SCIP09 International Annual Conference and Exhibition, Chicago IL April

Understand how to match E2.0 concepts to CI 2.0 realities. Understand how Time, Tagging, and Taxonomy come together to break signal from noise. Match CI process to tagging strategy
Fredericks, Peter The rise of competitor intelligence systems: developments in software. (EFS management software/ and Vankatraman, N. Massachusetts Institure of Technology.) SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Frey, Paul. Open Innovation Machine: Through Rapid Technology Intelligence Processes, (president and CEO, Search Technology, Inc.; Co-Presenter: Nils Newman) Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Search Technology is developing an open innovation machine (OIM) a software tool suite that will quickly distill and integrate diverse information resources to inform innovation process decisions. Open innovation demands fast, effective competitive technical intelligence (CTI).. CTI must draw on multiple information resources and must be woven into business decision processes.. Some of the key elements of the software will be combining technological, business, and socioeconomic information mined from database searches to yield greater than the sum insights; improving agent retrieval and formatting of internet content to enable seamless integration with database findings; reaching beyond direct relationship text mining to identify indirect relationships, enabling knowledge discovery; devising processes to enlist human expertise to review, correct,

and augment the empirical knowledge; patterning the intelligence to populate scenario explorations (future innovation options and implications); and devising visualizations that convey trends and relationships effectively. Frieman Wendy. Technological competition in a global environment. (SAIC) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Friedly, Philip, Using local market analysis to identify profitable business opportunities, (with Stolte) (Allstate) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Local Market Analysis is based on the perspective that not all markets are created equally. When a national market is broken down into smaller state and metro markets, the competitive situation and market opportunities can vary substantially. Even when the national economy is slowing, individual markets may still be growing. In this session, a framework will be shown for analyzing the competition and market opportunities on a local basis to influence the marketing strategy of the company. This framework, called the Local Market Evaluation Matrix, summarizes the key measures, dimensions, and questions that need to be addressed when analyzing local markets. A case study will be presented to help participants apply local market analysis to their own situation and make effective market recommendations based on key strategic drivers. Fuchs, Hans Joachim. CI and Innovation in China, (Owner and General Manager, CHINABRAND CONSULTING). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Who knows that the Chinese giant Haier is currently developing a dishwasher, using ultrasound to clean the dishes? There is no doubt: Chinese Champions like Haier, TCL, Lenovo or Brilliance are conquering the Western markets. Both big state owned and private Chinese enterprises are increasingly active in high level outbound M&A, they build up high-tech factories and install R&D centers at home and in overseas. But the Chinese do not only expand quantitatively, they perform also a remarkable innovation offensive. Todays China is rather a global R&D and design center than a workshop of the world. Chinas top companies offer wireless LCD-TVs as well as supercomputers and automotive hybrid technology. The basis of their success is increasingly relevant know-how and information copied, bought or self-developed. Most of the Chinese champions run advanced CI systems. European companies are increasingly challenged and get under cost and innovation pressure. They have to find out what their Chinese counterparts know, plan and do. And they have to protect their own critical know-how. What European enterprises need to keep globally competitive is Chinarelated Competitive Intelligence and Strategy. Fuchs, Hans Competitive Intelligence in China. (president, Chinabrand) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. In China, the political system and some business practices of Chinese market participants lead often to unfair competition. Therefore Western companies are forced to obtain more competitive information, compared with other foreign markets. For many Western companies in China, Competitive Intelligence is an essential tool of competitiveness and an indispensable basis for both strategic decisions and tactical measures in the day-to-day business. Well provided with relevant information, they can offset disadvantages, resulting from unfair competition, and defend their competitive advantages. While Competitive Intelligence in Europe and USA is ethically and legally restricted, the Chinese law allows some investigative research methods and undercover activities. In many cases, professional investigators are involved. Their instruments are undercover observations or elicitation of information by skillful conversations, for example. In contrast, theft of information, threat of people or lure of informants by promise of gain is illegal. Fuchs, Hans Expert Talks: how to protect your company against legal and illegal competitors activities. SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Expert sessions are designed to provide you with an opportunity to exchange experiences with colleagues and to address CI issues not covered in depth during the session presentations! Be prepared to contribute actively and passionately or simply enjoy the high calibre exchange of CI best practices. Fuld, Leonard The Ben, Jan, and Lenny show: aka an advanced intelligence training model. (workshop) With Gilad, Ben; Herring, Jan. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000 Fuld, Leonard. Can you expert intelligence: the UN question. (Fuld) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Fuld, Leonard. CI101 (workshop) (President, Fuld & Company Inc.; Co-Presenter: Melanie Wing, Director of Financial Services, Proactive Worldwide) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This full-day workshop will offer those professionals new to competitive intelligence (CI) a comprehensive introduction to CI. The presenters will develop a working definition of CI and discuss CI ethics. Attendees will learn what primary and secondary resources are available and the techniques necessary to access them. As an attendee, you will also learn how to analyze and manage data effectively once it has been collected. Fuld, Leonard. Do you have the best software? (Fuld) SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998.

Fuld, Leonard Early warning systems in financial services (Fuld) with Scanlon. SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 The promise of early warning systems and the benefits they can deliver is a real promise, but one that cannot be taken lightly, especially in the fragmented world of financial services. With so many competitors vying for the same share of wallet, the same shelf space, and the same share of brand equity, it becomes exceptionally difficult to envision a method to apply early warning programs in an effective manner. And yet, through thoughtful planning and selection, early warning systems can be highly targeted to focus not on random competitive threats, but on real and identifiable threats. This session will help you develop early warning programs that carry weight, deliver significant, relevant analysis, while at the same time learning about valuable tools and techniques to support the process. Fuld, Leonard. How to build a successful intelligence program: the key to total quality. (workshop) (Fuld) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Fuld, Leonard. If I hear one more person tell me I have to report to the CEO, Ill scream. (emerging issues) (fuld) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Fuld, Leonard. Intelligence technology: a consumers showcase key topic. (with Singh and Rothwell) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Nearly everyone who has ever managed a corporate intelligence process needs to decide on which technology he or she will need. Most shopping is done with little information or with a limited set of knowledge. Approximately three years ago, Fuld & Company issued the first "Intelligence Software Report" to partly meet this need. This Forum is designed for the corporate consumer to compare and contrast several different software tools available in the CI marketplace. Each vendor will offer insights on each tool in a common forum with the goals pre-designed by Fuld to allow audience to make objective comparisons. This program will offer the SCIP participant to hear the latest trends, as well as have vendors describe their products so the corporate consumer can find the right tool to meet their intelligence needs Fuld, Leonard. Intelligence technology: a consumers showcase (key topic forums) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 Nearly everyone involved in a corporate intelligence function at one time or another faces the decision whether or not to use software specifically designed for CI, and which software tools are best for a particular situation. Most CI software evaluation relies heavily on what vendors say about their products. This session starts with an overview of the software tools available to support CI processes, and then moves to the details of how representative tools work. This session is based on the fourth annual Fuld & Company report on CI software tools. The session will include a series of minipresentations by vendors, based on a common format, and moderated by the people who wrote the Fuld annual report. This Key Topic Forum will offer participants the opportunity to hear the latest trends and provide corporate consumers with a set of criteria to help find the right tool for intelligence needs. Fuld, Leonard. The latest and greatest CI software: dogs and stars. (Fuld and Company). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. According to some projections, businesses will spend more than US$100 million on CI software each year. Your success is tied to your software, so you need to know which package to buy. More than 70 software tools will be reviewed and taken apart to show their strengths and weaknesses. Fuld, Leonard The magic of storytelling: how structured narratives can uncover competitive costs. (Fuld) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Fuld, Leonard. The moment of change: knowing when to analyze (Fuld & Company). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Fuld, Leonard. Move your cheese. (workshop) (with Gilad) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. For way too many years, CI professionals have been pigeon-holed as information providers. Now its time to take charge and change the scope, role, organization, and tasks of the CI professional to the next stage: a full and legitimate participant in the strategy making and implementing process. The tool to do so? Creating a competitive (or strategic) early warning process. This workshop shows you exactly where to move your cheese. It will lay down: (1) the exact difference between a typical CI function and the Early Warning (EW) model, with juicy case studies in corporate early warning failures; (2) several examples from companies that have successfully moved from CI as information to CI as EW; (3) what the CI manager role is in an early warning process and what he or she needs to do differently from what they do now. It will recommend what books to read (the presenters, of course), and answer the question, what is the meaning of (CI) life? One thing it will not do it will not give one definite answer as to how to move the cheese. This is your challenge in your unique circumstances. With renewed motivation from this funny, loud, straight pep talk, you will find the best way to do so.

Fuld, Leonard. Universal truths: industries and countries where the analysis rules bend but do not break st (Fuld and Company). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Fuld, Leonard. What do boards want and need but barely receive? (Fuld and Company) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. You've been asked to prepare a competitive assessment for an upcoming board meeting but you don't know who will read the report or if the analysis is even important. Often, boards of directors are unseen and unknown groups who have an increasing need to understand the companies they serve, as well as the competitive environment in which they operate. This session will identify the intelligence weak spots that board members face, and reveal some of the less-discussed insights of board members and the intelligence they need. We will explore the kind of intelligence that is important to board members and how best to deliver it - whether the news is good or bad. Fuld, Leonard. World-Class Intelligence Secrets from Six CEOs, (president, Fuld and Company). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. CEOs know a great deal about how to make competitive intelligence work for their organizationsbut most of us do not have access to them, at least long enough to explore this issue. What do CEOs truly understand about CI, and how do they apply it on a daily basis? Leonard Fuld interviewed CEOs from across a wide industry spectrum. They taught him how they socialize their intelligence, how they look for information at the ground level, how they have learned to act expediently with less-than-perfect information, how they use strategy games to enlighten themselves, and how important transparency is to communicate critical intelligence and collect it in their organizations. Fulleborn, Gustav. acquisition, management and dissemination of business intelligence as a strategic asset. (Bell Atlantic) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 68, 1991. Fuller, Joseph. Asia: new frontiers for competitor intelligence. (Monitor) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Fuller, Joseph. Knowledge-based competition (keynote) (Monitor) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993.
Fuller, Suki Social networking and its role in competitive intelligence. With Phelps, Roger.
th

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

See profiles of the most commonly used social networks in CI. Hear real-life examples of social networking has been tapped by CI professionals. Share experiences on how social networking has benefited attendees.
Fullerton, Barbara; Finding hidden intelligence in SEC findings. (10K Wizzard/ Whitney, Catherine Thomson) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The variety of raw data that can be discovered in a filing from the SEC today is amazing. With a new awareness of over 700 different SEC forms for public U.S. and international companies, participants will learn what are the most common filings and what information is included in the filings, such as 10Ks, 10Qs, Proxy Statements, 8Ks, Registration Statements, and Insider Tracking. Researchers can gather information on: company officers, directors, and certain shareholders; salaries and executive compensation; transactions between company and management; financial statements; descriptions of security to be offered for sale; subsidiaries; information on accountants; legal proceedings; bankruptcies; bylaws; material contracts; shareholders' votes; tender offers; and disciplinary actions. CI researchers can repackage this information with other data gathered from other resources to help their clients gain knowledge that will affect important decision making issues. This information can be utilized for a variety of competitive research, such as company's legal representation, business development, conflicts checking, market trends, financial decisions, and possible mergers. Furnas, Tom, Sharing technology intelligence at warp speed using internets, intranets, and customer portals to speed the transfer of intelligence. (w Erlandson, Zingaro) (TRW) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Fyfe, Ian. Using CI to improve business performance. (BASF) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.

G
Gad, Jason. Intel Corporation: Effective MI Team Dynamics,(materials market intelligence senior strategist, Intel Corporation; co=presenter KaSandra Husar) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This session will provide the opportunity for attendees to learn how they can best build their influencing skills to achieve the highest level of results. Learn how the Intel Procurement organization utilizes the three stage influencing model to ensure strategic decision makers are effective in positioning the Intel supply chain as a competitive advantage. Gagne, Frank. Understanding the Canadian market and its players. (Dialog) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. (cancelled) Galer, Graham. Strategy workshops in a multinational firm. (Shell international) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Gallagher, John, Intelligence: building on rock not sand. (Director, Market intelligence IBM Europe). SCIP in Europe: st Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Galli, Joseph. Going beyond CI: Shake n bake for capital expenditures and market expansion. (workshop) (PENTOR Alliance) 1999 Going beyond CI means putting all the facets of CI together to take your company's products from start to finish in a short time (60-90 days). To do this the CI professional must have a clear understanding of the end result: an acquisition, market expansion, new product launch, etc. Through the various resources in the industry including networks, opinion leaders ("granddaddies"), and industry leaders, a manager will be better informed and able to make strategic decisions. In this workshop, the corporate sweet spot (your company's market focus) will be discussed as well as the seven essential questions all managers must ask themselves before beginning the CI process. This workshop is intended for CI managers. Galvin, Robert. The intelligence of intelligence. (keynote)(Motorola) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Gambini, Roberto, Patent analysis and its value to business decision, SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Gambini, Roberto International Patent intelligence and business decisions. (Patent Intelligence) with Cantrell, SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Garland, Eric. The Art of the Strategic Conversation: How can you discuss different scenarios for maximum impact?, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. As intelligence professionals, we all must discuss the future. We ask questions such as: Where is our market going? What will the competition look like? What uncertainties lie ahead? What strategies can we make? These appear to be basic questions, but in reality they can be the toughest part of our job. In this active dialogue, well bring veteran CI professionals together with fresh faces to discuss the art of getting our colleagues to really discuss what different scenarios would mean. Garland, Eric. Future Intelligence: Improving the Strategic Value of CI Through Long-Range Trend Analysis. Workshop (president, Competitive Futures, Inc) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Kodak was blindsided by the development of digital cameras, but Nokia turned the loss of its biggest customer (the Soviet Union) into a global market for cell phones. With globalization, executives need a system of early warning so they can seize the future. In this workshop, participants will learn about futures research the analysis of long-term trends in society and technology. They will learn the Futurists Toolkit, which includes systems analysis, trend collection, forecast evaluation, Delphi studies, scenario building, and strategic implication analysis. This knowledge will position them as a source of strategic insight and a resource to management. Garland, Eric. Future intelligence: use the methodologies of futures research to provide your company with early warning, risk management, and innovative new ideas. (workshop) SCIP Annual conference, New York, April 30-May3, 2007. With new competitors, unusual substitute products, and globalization, executives need a system of early warning more than ever. Large organizations need to understand trends early, because it take more time to transform. In this workshop, participants will learn how futures research, the analysis of long-term trends of society and technology out five to 20 years, is a natural match for the competitive intelligence professional in his or her goal to help management understand the competition of tomorrow. They will learn case studies of how companies such as Dow Chemical and the Coca-Cola Company incorporate a regular flow of information about the future to understand hidden threats and opportunities. Once participants understand the value of

foresight to the organization, they will learn the seven tools every CI practitioner can use to bring their decision makers a perspective on the future. Workshop participants will conduct a futures study - the future of beer using research that simulates what an actual project would reveal. At the end of the day, those involved will understand how to study a variety of potential futures and present their strategic implications to senior management, adding vital information about the future to your competitive intelligence practice.
Garland, Eric keep it positive: using competitive intelligence to find new business opportunities.

SCIP09 International Annual Conference and

Exhibition, Chicago IL April 21-24, 2009

Learn how to distill business implications from larger competitive trends. Learn how to double the value of a competitive intelligence methodology in the eyes of those allocating budget and deciding job cuts. Understand the role of positive and negative psychology in appealing to the decision makers mindset
Garland, Eric. Now, Take the Long View: Applying Future Studies to Your CI Practice, Half-Day Workshop. (Principal, Competitive Futures). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. In the next 20 years, biotechnology, global poverty, nanotechnology, globalized competition, and boundless digital communication will give tomorrows leaders of business and government an endless sea of radical changes to navigate. As trends in society and technology move faster, market dynamics change ever more rapidly and present new kinds of threats and opportunities for businesses. These basic strategic shifts propose threats that are not always detected by traditional tactical CI, which focuses on todays competitors. This is why organizations such as Dupont, Dow, 3m, Lucent Technologies, the Coca-Cola Company, and many others incorporate futures studies into their competitor scanning activities. While forecasting five to 20 years into the future may seem daunting, this workshop breaks down the discipline of futures studies into a set of practices that anyone can take into their own organization. The toolkit will show you to 1) get a sense of your business environment through systems analysis; 2) reliably collect future trends; 3) evaluate the forecasts of experts; 4) look to leading lights in your field for their perspective; 5) construct scenarios that clearly communicate alternative futures; and 6) draw out primary and secondary implications for your specific business; and 7) communicate these perspectives, even to people in your organization focused solely on today's bottom line. Garland, Eric, Why CI can be an addictive substance: understanding your sources, managing your expectations, and getting the most out of your CI resources. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. You and your company are new to CI. You commission your first CI study. New universes of information are revealed! They have a sales force? WE have a sales force. They are investing in R&D? WE'RE investing in R&D. You have suddenly gone from black and white to color -- your market looks completely different now that you have discovered the world of competitive intelligence. So you dig deeper, seeking even more intricate data about your competitors. What do they pay their people? How do they condition the market when they have new products ready to launch? How do they see their competition? What's their next move? You feel empowered, making decisions based on a much richer view of the market space. Now that you've discovered CI, you are on the edge of a few pitfalls. You might now start looking for volumes of specific data on your competitors without any real need for the information. You may begin asking for information that is impossible to obtain. Costs rise, and management is looking for more insight into what's next. The more you learn, the more management wants to know. But there are limits to what you can do with limited resources! Now you need to know how to get the most bang for the buck. Garten, Jeffrey. Keynote (Yale) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Gautschoux, Daniel, BI/CI in the EC and Europe. (European Business Development Alliance). and Joseph th Rodenberg. SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Gautschoux. Daniel. How to bring R&D people in as an active part of the CI process. SCIP European st th Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Gayer, Carsten Expert Talks: Global competitive intelligence. (Gayer Consulting). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Global CI Conducting Global CI projects can be a daunting task. Learn from Experts and colleagues best practices and aids to improve efficiency and quality of your international CI work. Expert sessions are designed to provide you with an opportunity to exchange experiences with colleagues and to address CI issues not covered in depth during the session presentations! Be prepared to contribute actively and passionately or simply enjoy the high calibre exchange of CI best practices. Gelinne, Michael. How to optimize the use of external consultants. (workshop) (Glaxo Welcome) SCIP Annual st conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Gembicki, Mark Advocacy campaign intelligence. (War Room Research). and Steven Shaker. SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997.

Gembicki, Mark For your eyes only: visualization intelligence techniques. (workshop). and Steven Shaker. SCIP st annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Gerard Ilana. CI tool-kit for the millennium: tools and techniques for a rapidly changing business environment.; (workshop) (Gerard Group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Gerigk, Andrew. Benchmarking and competitive intelligence: a mixture for competitive advantage. (AT&T) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Germeraad, Paul. Benchmarking and valuation of intellectual property, (with Olaru) (Aurigin) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Germeraad, Paul. E-business trends and their impact on CI. (Aurigin Systems). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. There are a dozen e-commerce/technology trends impacting CI activities today. They are changing the way companies are valued, the timeframe for analyzing and funding companies, and the process for developing new products and services. Assess how other CI professionals are managing these trends to ensure business success. Germeraad, Paul, Tracking technology as warp speed meeting the challenge of CTI in technology companies, (Panel) (w Richardson, Magin, Schwartz) (Aurigin) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Ghemawat, Pankaj. Investing to compete. (Harvard Univ) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Giannini, Roberto Trends in tuberculosis drug patenting (poster session). (Federal University of Rio de Janeiro). and Adelaide Maria de Souza Antunes. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. No, you aren't reading about a course at a medical convention. This session will show you how CI and patent intelligence are used to understand the R&D strategies and technological trends at pharmaceutical companies that are developing drugs to fight turberculosis. Gib, Andre. Competitive assessment during a business downturn or how to do a heck-of-a-lot with a whole-lot-less (McDonnell Douglas) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Gib, Andre CI tool time: whats missing from your toolbag? (Arizona Public Service) With Gooding, st Richard. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Gib, Andre CI tool time for the competitive analyst: a hands-on workshop. (workshop) (Arizona Public Service) 1999 The idea of this workshop came from the SCIP's 1997 salary, tools, and techniques survey. The main comment that emerged from that survey was "Show me how to actually use these tools." The backbone of this workshop will be a case example that focuses on a CI hot topic. Using the case example, the presenters will help participants sharpen their analytical skills. The presenters will also focus on several of the analytical tools and techniques identified by SCIP members as being highly effective but underused. Gib, Andre. Determining managements intelligence needs. (Arizona Public Service). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Gib, Andre, Making CI analysis work for you: a case study practice. Workshop. Pinacle West Energy (W Ashton) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This workshop is designed to introduce participants to a general CI analysis framework for guiding the analysis process and to give them practice in applying the framework to a realistic case study example. An introductory lecture and discussion regarding a proven framework for conducing CI analysis will be given prior to an overview of some key analysis techniques. This will be followed by discussing a CI case example and hands-on practice in applying the analysis framework to the case situation in breakout groups. The case study involves two US competitors that manufacture electric power generation equipment. Participants will be asked to analyze the positions and outlook for the two firms through interpreting market signals, evaluating competitive positions and assessing industry trends. Finally, participants will discuss recommendations for offensive and defensive business strategies at the two companies based on the intelligence analysis finding

Gib, Andre Strategic group analysis: a buzz saw for your Ci tool chest. (Avnet) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Understand the significance of several firms in a given industry employing the same business strategy, and harness strategic mapping to identify impending opportunities and threats. Gib, Andre Teaming data management professionals and competitive inelligence professionals: an approach that provides a competitive advantage.; (Arizona Public Services) With Walraven, Eileen. SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Gibbons, Patrick, Parallel competitive processes in organizations. (Univ. Pittsburgh) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Gibson, David. Best practices for developing strategy from CI. (workshop) (Gibson Kennedy & Company) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. CI users recognize that strategy based on CI is very valuable, but also realize that this is a very difficult undertaking. How can CI practitioners answer some of the most formidable challenges an organization must face, such as increasing effectiveness in the marketplace and countering competitive threats? This workshop will focus on providing attendees with tools on how to gather information, provide competitive insights, and use analytical tools to develop strategy. Through case studies, discussions, and real-life examples of CI best practices, participants will learn innovative, proven techniques for collecting, analyzing, and disseminating CI. They will also discuss emerging trends and strategies for demonstrating CI's value and return on investment (ROI). During the session, there will be many opportunities to review practices employed by other attendees, debate ethical problems. and assess their current practices versus the best-in-class. Participants will improve their effectiveness by understanding how to be more focused, innovative, and timely in their own work situations. Gibson, David. Best practices in developing strategy from CI. workshop (Kennedy & Company) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This workshop will focus on providing attendees with tools on how to gather information, provide competitive insights and use analytical tools in order to develop strategy. CI users recognize that strategy developed from Competitive Intelligence is both highly valuable and a very difficult undertaking. CI practitioners can answer some of the most formidable challenges an organization must face such as increasing effectiveness in the marketplace and countering competitive threats through the use of best practices. This workshop will focus on three unique case studies, based on actual CI experience, to introduce the use of appropriate Best Practices for future applications Gibson, David. Best practices in developing strategy from CI. (Gibson, Kennedy) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This workshop focuses on giving you tools to help you gather information and provide competitive insights, plus information on how to use analytical tools to develop strategy. You will learn innovative, proven techniques for collecting, analyzing, and disseminating CI/BI; review case studies and "real-life" examples of CI best practices and key learning experiences; and explore the emerging trends in the CI/BI discipline. In addition, you will learn strategies for demonstrating the value and return on investment (ROI) of the CI/BI function. Gibson, David. Best practices in developing strategy from competitive intelligence. (workshop) (Gibson Kennedy) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. This workshop will focus on how to gather information, provide competitive insights, and use analytical tools to develop strategy. Through case studies and real-life examples of CI best practices, participants will learn innovative, proven techniques for collecting, analyzing, and disseminating CI. Participants will also discuss emerging trends, and strategies for demonstrating CIs value and return on investment (ROI).During the workshops case studies, discussion and in-class exercises, attendees will have many opportunities to review practices employed by other attendees, debate ethical problems, and assess their current practices versus the bestin- class. Attendees will practice the capabilities and methodologies introduced through hands-on practice and discussion. Participants will improve their effectiveness by understanding how to be more focused, more innovative and more timely in their own work situations Gibson, David Best-in-class benchmarking: alive and well in Europe. (Principal, Gibson Kennedy & co.). st SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Gibson, David. Competitive benchmarking how to do it, (workshop) SCIP Annual conference, New York, April 30-May3, 2007. Benchmarking is recognized as an essential tool to improve performance and develop sustainable competitive advantage. This workshop will focus on providing attendees with the necessary tools to: design and structure a benchmarking project; select the benchmarking candidates; gather benchmarking information; do appropriate comparisons; develop competitive insights; and use analytical tools in order to conduct and complete successful benchmarking projects. Because CI practitioners' have a unique position where organizations rely on them to provide external information and insights, knowing how to conduct successful benchmarking projects is an integral set of skills that CI practitioners need in order to provide their organizations with a complete suite of CI services.

Gibson, David, CI supporting new business initiatives, Gibson & Kennedy (w bowman) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. To support a new business initiative CI practitioners must use the full extent of their CI skills to analyze markets, understand customers real needs and gauge competitors capabilities. This session will illustrate how CI techniques were used to creatively assist the successful launch of new businesses in widely different businesses [financial services, e-commerce and airlines] and markets [North America and Europe]. The presenters are experienced businessmen and CI practitioners, who will share their story, business case, CI techniques and applicable practices.

Gibson, David

Increasing CIs effectiveness through use of models. With Hunt, Paul.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Learn practical lessons on how to increase the effectiveness of Competitive Research and Analysis through the use of models. Understand practical lessons on how to incorporate modeling into critical CI activities. See examples of the use of models in a number of leading industries and CI applications
Gibson, David. Using CI to develop early warnings and thwart competitive strategies (Kaiser Associates) SCIP 8th European Conference, London, UK, October 22-24, 2003. The purpose of this workshop is to introduce CI techniques, research approaches and analytical tools that will help participants use CI in a predictive manner. Using a case, specially written for the workshop and based on an actual situation, attendees will go through the process of developing a set of signals, research methodology and analytical approaches that can be applied in their own organization. The program will be interactive and will include several exercises. There will be lots of time for discussion and fun. Gibson, David Using competitive intelligence to predict your competitors pricing actions, (workshop) w Paul Hunt. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Explore the ethical and legal issues prevalent around the area of competitive pricing. This course gives the attendee an excellent perspective on the subject of pricingthe single highest point of leverage in business.
Giese, Diane, Addressing competitive affairs: a survival manual for CI professionals, (Strategy Software) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. What do most organizations actually need when it comes to understanding their competitive environment? Does your approach to CI address the real-world issues that CEOs worry about? This presentation will open your eyes to the Competitive Affairs that happen every day, at all levels in nearly all organizations, and which offer tremendous opportunity for savvy CI professionals. By expanding awareness of Competitive Affairs, CI professionals can apply their specialized skills and talents in ways that achieve results and create measurable bottom-line value for their company. Effectively addressing Competitive Affairs has become a survival issue for many CI professionals. Giese, Diane, In through the back door; effectively grow your CI function in non-traditional ways. (Strategy Software) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Regardless of your current job title, duties or department, you can build a real CI function in your organization even from scratch! Making something out of 'nothing' takes a bit longer than being handed a major annual budget and staff for CI, but it can be done and is likely to be supported more strongly in the long run. Based on real-world lessons learned while trying to build a CI function in a non-traditional organization (religious health care system) from within an atypical department (government affairs, union relations, strategic communications and marketing), this session will walk through the trials and tribulations of that process. You'll learn how to identify organizational 'hooks' and critical outside pressures (competitors and beyond) useful to your cause, and receive specific examples of clear-cut actions you can take to build an understanding of CI within your organization. Here are all the tools you need to begin to grow a CI function that becomes well supported over time. Giese, Monika. Obtaining management commitment for CI open forum. Subject expert (Hoffman th Laroche) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Selling the value proposition; Education of management; Identifying the need; Establishing the role and responsibility; Stressing the independence of competitive intelligence; Putting together the business case; Use success/failure stories of other companies; Handling rejection Giese, Monika. Perception: the new fragrance for CI professionals. (Roche) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. There is a tome of documentation relating to CI theory and much has been written about avoiding the pitfalls. There is a wealth of untapped human experience that has not been documented. Those snippets of intelligence that provide the wow factor. This presentation will attempt to show in practical terms, how the wow factor can
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be introduced to grow their CI function to the next phase. We have captured the experiences and lessons shared amongst some of our CI colleagues the pharmaceutical industry. Using the perfumes as an analogy, we will highlight practical examples and suggestions to avoid the pitfalls associated with building up the CI function. Gieskes, Hans. If CI isnt part of a corporations strategy, then its just an interesting exercise. (keynote) st th (LexisNexis) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. In some companies, competitive intelligence has simply been a "binder exercise," that is, the findings sit on executives' shelves in three-ring notebooks, gathering dust. An effective CI organisation must be strategic in nature, supported by tactical information - where CI professionals spend less time gathering information and more time providing analysis, interpretation, and value.LEXIS-NEXIS Group's CI function enables the company to look forward and act on future trends as well as consider all environmental factors, such as: customer perceptions, market dynamics, channels, and competition. This presentation will explore how LEXIS-NEXIS as an organisation uses information and how the CI function at LEXIS-NEXIS operates. Gilad, Ben; The Ben and Jan show: aka an advanced intelligence training model. (workshop) With Herring Jan. (Academy of Competitive Intelligence) SCIP Annual conference: Knowledge-based strategies: surviving and st thriving in the 21 century. Chicago, IL, March 25-28, 1998. Gilad, Ben, The Ben, Jan, and Lenny show. (workshop) With Jan Herring and Leonard Fuld. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Gilad, Ben, the Ben Jan and Mike show, workshop (w herring and sandman) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati ,Ohio, April 3-6, 2002. What exactly does a CI professional do all day? In some companies, running a CI function means doing it all yourself; in others, it means supervising a team of 100. Whatever your situation, you need to know where and how to find the information, how to turn raw data into intelligence your company can use to make a meaningful decision, and how to manage the process. In three segments, three of the most famous names in CI will teach you what they know Gilad, Ben Beyond the obvious: the role of CI in strategy. (with Rosenkrans). SCIP 2006 Annual Conference Orlando FL. April 26-29, 2006. Strategy is loaded term for CI practitioners. On one hand, everyone recognizes the need for CI practitioners to be involved in their company's strategic planning processes and strategic decisions. On the other hand, few have stopped to think what exactly strategy is and, therefore, how specifically can CI add to it. Everyone intuitively understands that strategy which ignores competitors runs the risk of lower performance, but few stop to think why that role has been insufficient to entice executives. This session will attempt to clearly define and demonstrate the relationship of CI to strategy and strategic planning beyond the obvious. The presentation will start with a rigorous interactive discussion aimed at defining and understanding the essence of strategy beyond the terms colloquial and collective overuse, and then proceed to examine the practical aspects from the perspective of a business intelligence director turned strategy director. Gilad, Ben. Blinded. (Rutgers University). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Gilad, Ben. Building a superior intelligence capability. (workshop)(Academy of Competitive Intelligence) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Capability is the ability to do things well. Superior capability is the ability to do things much better than others. Can CI become a company's superior capability? This presenter claims it can, and with surprisingly little investment. All it takes is a change in senior management perception of the nature, role and scope of CI. The problem is executives are not aware CI can serve their needs, and therefore the challenge facing the CI professional is to make the case for upgrading CI to a level of core competence. Using many case studies and anecdotes, including several of the presenter's projects with leading global companies, this presentation attempts to give CI practitioners the ammunition they need to propose a restructuring of the CI role in the company's decision processes. This is not an easy process, nor guaranteed of success, but it can catapult the CI role to its natural strategic level. Gilad, Ben. Building a true intelligence capability and implementing an effective CI program. (workshop) (Rutgers Univ) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Gilad, Ben. Building a true CI capability, (workshop) (Rutgers) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Gilad, Ben. Building a true CI capability. (workshop). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997.
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Gilad, Ben. Building a true CI capability, (workshop) (Academy of Competitive Intelligence). SCIP st Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Gilad, Ben. Building a true CI capability, (workshop) (ACI) 1999 Acquiring the information is the easiest part of the CI professional's work; getting the organization to do something with the information is the toughest. To overcome low influence and high frustration, the CI function must be designed correctly right from the start, and the executives and CI professionals themselves must understand the real role of CI in corporate management. This understanding is neither easy nor intuitive. Once it is achieved, however, the effectiveness of the new function can be remarkable. This workshop will provide participants with specific design and operating principles based on the presenter's experiences designing intelligence functions for some of the world's leading corporations and researching the work of others in the USA and abroad. Gilad, Ben. Building a true CI capability. Workshop. (ACI) SCIP European Conference Bringing st th European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Acquiring the information is the easiest part of the CI professional's work; getting the organisation to do something with the information is the toughest. To overcome low influence and high frustration, the CI function must be designed correctly right from the start, and the executives and CI professionals themselves must understand the real role of CI in corporate management. This understanding is neither easy nor intuitive. Once it is achieved, however, the effectiveness of the new function can be remarkable. This workshop will provide participants with specific design and operating principles based on the presenter's experiences designing intelligence functions for some of the world's leading corporations and researching the work of many more. Gilad, Ben. Building a true intelligence capability. (workshop) (Academy of Competitive Intelligence) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Research: easy. Inspiring action: difficult. If a CI function is to be relevant, it must influence decisions made by the leaders of the organization. For this to happen, the CI process must be designed correctly from the start, and those producing and using intelligence must understand the role of CI in corporate management. Join Ben Gilad to learn how to avoid frustration and irrelevance in your job. Gilad, Ben. Building a true intelligence capability. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Gilad, Ben. Building an intelligence capability. (workshop). SCIP Annual conference: Keeping apace in th the CI race, 9 , Boston, Mass, April 27-30, 1994. Gilad, Ben, CIs next step: the risk management paradigm, workshop SCIP (Academy of Competitive Intelligence) Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 36, 2002. This presentation proposes, with specific cases and examples, an upgrade for the role of the CI professional in a typical company. For all seasoned CI managers who are asking themselves: Where do we go from here, and to the poor novices who were tasked with the dead-end job of "database information searches", this presentation offers a vision and a structure of a Strategic Early Warning system as practiced at some leadingedge companies, and describes a new era in the use of intelligence to manage company's risk. It lays down a new requirement for the CI professional in terms of skills and training. It details the effect on the way CI functions are organized in a multi-unit corporation and on the distribution of time and budget to various tasks. And finally, it gives the audience ammunition to take back to management and suggest a significant revision or expansion of the place, scope, modus operandi, organization and status of CI in the business. Public Health warning: This seminar makes occasional use of sarcasm. Gilad, Ben. Early warning anticipate market shifts, control risk (keynote). SCIP 11 European CI Summit, London UK, October 18-20, 2006. Ben Gilad, Ph.D., will open day two with an early warning to CI professionals: there are common themes among CI functions that do well, and common mistakes that doom other professionals to meaningless data pushing jobs. In his keynote address, Dr. Gilad will share 10 reasons CI people have succeeded, and the 10 that have made them fail. He promises some surprises as to conventional wisdom in this field. As an added bonus conference delegates will receive a complimentary copy of Dr. Gilads book, Early Warninga SCIP best seller Gilad, Ben The five most effective behaviors of CI managers and the five most destructive. With McGonagle, John (Helicon/ACI) SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. This forum will be an opportunity to learn common themes among CI functions that do well, as well as common mistakes that doom other CI professionals to meaningless, data pushing jobs - or worse. The session will feature a back and forth dialog between two CI veterans. Agreement is not guaranteed; lively discussion and analysis is. Gilad, Ben. Influencing organizational decisions. Open dialogue. With Rose. SCIP 8th European Conference, London, UK, October 22-24, 2003.
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Our ability to gain credibility and effectively communicate our products and services determines our ultimate success. Participants will share ideas and techniques for garnering executive support and increasing the influence of the CI/BI process. Gilad, Ben. Keynote. SCIP 8th European Conference, London, UK, October 22-24, 2003. Dr. Gilad is a former Rutgers University Professor of Strategy, and is a Founder of the Academy of Competitive Intelligence. Thoughtful, opinionated, often controversial, his views on Competitive Intelligence challenge current paradigms and always break new ground. As a highly sought after consultant to global businesses, Dr. Gilad will focus his remarks on understanding executive behavior with regard to business intelligence. Gilad, Ben;. Move your cheese. (workshop) and Fuld, Leonard. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. For way too many years, CI professionals have been pigeon-holed as information providers. Now its time to take charge and change the scope, role, organization, and tasks of the CI professional to the next stage: a full and legitimate participant in the strategy making and implementing process. The tool to do so? Creating a competitive (or strategic) early warning process. This workshop shows you exactly where to move your cheese. It will lay down: (1) the exact difference between a typical CI function and the Early Warning (EW) model, with juicy case studies in corporate early warning failures; (2) several examples from companies that have successfully moved from CI as information to CI as EW; (3) what the CI manager role is in an early warning process and what he or she needs to do differently from what they do now. It will recommend what books to read (the presenters, of course), and answer the question, what is the meaning of (CI) life? One thing it will not do it will not give one definite answer as to how to move the cheese. This is your challenge in your unique circumstances. With renewed motivation from this funny, loud, straight pep talk, you will find the best way to do so. Gilad, Ben. On the offensive: CI and competitors weaknesses. (Kenote) (ACI) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Gilad, Ben. The role of CI in strategy. (with Rosenkrans) (President, Academy of Competitive th Intelligence) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Strategy is a loaded term for CI practitioners. On one hand, everyone recognizes the need for CI practitioners to be involved in their company's strategy, and it is generally accepted that ignoring competitors runs the risk of lower performance. On the other hand, few people have stopped to think what exactly strategy is (and therefore how specifically CI can add to it), and why CI's role has been insufficient to entice executives). This session will attempt to define and demonstrate the relationship of CI to strategy and strategic planning. You will participate in a rigorous interactive discussion aimed at defining and understanding the essence of strategy beyond the term's colloquial and collective overuse. We will then examine the practical aspects from the perspective of a BI director turned strategy director Gilad, Ben. The 10 Most Effective Behaviors of CI Managers (and the 10 Most Destructive), Workshop. president, Academy of Competitive Intelligence; co-Presenter: John McGonagle, SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Effective competitive intelligence leads to higher visibility in the company, a greater impact on customers strategic thinking, more efficient management of time and budget, increased probability of promotion, and decreased probability of downsizing. Destructive CI behaviors lead to an overwhelmed CI manager, loss of CI influence, a dead-end career, lack of impact on the company, and unsatisfied customers. The workshop covers behaviors related to collecting, analyzing, and communicating intelligence as well as managing the CI cycle in the company. It includes real-world examples, a dialogue between the two presenters, and three interactive simulation exercises involving effective and ineffective behaviors. Gilad, Ben. Understanding the competition: the CEOs perspective. (special presentation) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.
Gilad, Ben 21-24, 2009 War gaming: CIs debutant party. With Paul Burke. SCIP09 International Annual Conference and Exhibition, Chicago IL April

Learn the kind of war games out there and the principles of war gaming based on role playing. Learn about the latest tools of predicting competitors' most likley moves. Learn how war gaming affected a company and what makes a war game a flop or success
Gilad, Ben. What should you tell management when they ask what is the value of CI? (Key topic) (ACI) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Gilad, Tamir. How to conduct an intelligence audit. Gilad associates. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Gilad Tamar . Obtaining intelligence from Russia and Israel: panel discussion. With Globerman, Moshe; Zavyalov, Kirill. SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992.

Gilmore, John. The competitive advantages achievable through the exploitation of satellite imagery. (poster session) (ERIM) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Eyes in the sky are watching you. Explore the issues surrounding acquiring and analyzing imagery from commercial satellites. Gilmore, John. CI insights form satellite imagery. (Veridian Systems), SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. We know what you did last summer. Satellites producing images with 1 meter resolution now provide CI professionals with the ability to legally monitor competitor's facilities or urban growth. This session will identify the level of information that can be extracted, the analysis that can be performed, and the types of imagery currently available Gilmore-Halliwell, Barbara. Drug portfolio assessments: role of secondary information. (Senior Business Information Specialist,) SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Secondary information is a critical component of the competitive intelligence information gathering process. Drug pipeline databases & other authoritative resources play a key role in our understanding of the competitive landscapes we operate in. Depending upon where a drug is in the development pipeline, access to the relevant information varies. Differences exist in coverage and content. This session will discuss how to best survey the competitive landscape relative to the stage of development. Draw insights for your own research as you aim to access information critical to your collaborative decision making processes as your companies develop portfolios of innovative therapies. Connect the dots from the places the information resides to the people who need it. Gilmore-Halliwell, Barbara. Theranostics: Use of Diagnostics to Facilitate Drug Development Enabling Personalized Medicine, (market research analyst, KAI Pharmaceuticals). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Escalating pressures on the pharmaceutical industrys R&D process to improve safety, speed clinical development, facilitate regulatory approvals, and increase the cost-effectiveness of pipeline and marketed drugs have paved the way for the development of a field called theranostics. Theranostics, or predictive medicine, is gaining momentum and will be used most extensively in therapeutic areas (TAs) where it is especially critical to identify the most beneficial treatment for a patient, get feedback on the treatment, and tailor an optimum regimen. Already, numerous personalized medical treatments exist in which diagnostic tests are linked to the drugs prescribed. This session will explore the principles of theranostics and its current and future applications, and will attempt to identify potential commercial opportunities for pharmaceutical and diagnostic companies. Glasgow, JiNan. Intellectual property CI: from research to results. (SPORE) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Intellectual property is an excellent source of competitive intelligence information. Nearly all industries are affected by intellectual property, especially patents and technical publications. Knowing the latest automated search tools, important databases (what to find and where), and concrete examples of how you can use and apply the results in different output formats will help you maximize the return on information for business decision-makers at all levels of an organization. Learn how to leverage intellectual property CI information for improved competitive positioning, how to improve decision-making, and how to apply the information for effective strategic planning. Gleason, Martha;. Managing the CI function: case studies and best practices. With Fehringer, Dale; Storms, Steven (Visa/Weyerhouser/BCBS FL) SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. Glitman, Erik. CI in the international environment: completing the project, with Elizondo, Noe. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. This session will discuss how an international CI project changes the management process compared to a domestic only project. Specific elements that will be covered include planning, execution, and analysis. The copresenters will provide real-life examples of successful CI efforts using multinational teams and analysis. To provide balance, examples of less successful projects will also be shared. Participants will benefit from the sessions through analysis of how to successfully plan for and run multi-national collection efforts, what types of analysis are best done from the field location and which are best done from the central location, and how to share in-progress information across geographic boundaries. Glitman, Erik. CI to Enhance Value Proposition Analysis, Workshop (Managing Director, Fletcher/CSI). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. This session will discuss the development of a value proposition analysis tool set which can be used to directly increase sales through stronger alignment between the value proposition presented to customers and the actual value needs of those customers. This tool set will build on Win/Loss analysis to construct a true customer value assessment. That assessment can then be matched to company capabilities and product characteristics in a way that is more closely aligned with customer requirements. Session participants will use Win/Loss analysis to create the customer value requirements and the competitors value proposition. At the conclusion of the session, participants will have a basic knowledge on how to use the value proposition analysis tool set to determine a competitors market positioning and to develop counters to those positioning. Since every customer

has slightly different value requirements, the session will discuss the five essential values needed to win in competitive environments and the one value that can lose a sale. The five essential values: Table, Bid, Winning, Differentiation, and Excess will be described and examples of each provided. In addition, detractive values, the ones that can lose a sale, will be discussed. Samples of each value, and the impact it had on the sale, drawn from real world sales efforts, will be used to illustrate the role of each value in the end outcome. Glitman, Erik. Global CI; operating across geographic boundaries. Fletcher/CSI (W elizondo) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. As corporations increasingly operate across national borders to access global markets, CI practitioners are challenged to develop data and analyze the competitive environment in different cultures. Even when geographically close, for instance the USA and Mexico, huge differences in information sources, language, culture, etc., present the CI practitioner with major challenges. This presentation will illustrate some of the major challenges faced by a CI professional undertaking an assignment that requires the collection and analysis of data on 2 companies in the NAFTA region -one Mexican and the other American - which distribute the same product in neighboring countries. Information infrastructure, language and cultural factors will be addressed Glitman, Eric. Integrating competitive intelligence to the new product development process. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. The session will explore the different ways that CI can be integrated into new product development. Using case studies, different applications of CI to the product development cycle will be presented and the relative merits of each identified. The session will also compare how product development uses CI in the U.S. and Europe. Different applications such as Patent Trees, Relationship Mapping, Tradename Monitoring, and Print Assessments will be presented and their applications to product development described. Goedendorp. Ronald. To catch a giant: David uses CI to catch Golaith. Predictive Research (w Mockus) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. CI is often thought about in terms of protecting your competitive position, but it can also be effectively used to advance your company to secure relationships with industry giants. CI becomes an invaluable tool for understanding the anticipated needs of these players in high speed - high change industries. This presentation examines the various ways a growing company can use competitive intelligence to secure relationships with the big players in their industry and leverage their strengths to outmaneuver your rivals. It also explores the ways you can use CI to arm business development with what they needs to land "Tier One" customers. As a small growing player, you can use CI tactics and systems to capitalize on the needs of large players. Also, as an industry leader, you need to be aware of the tools and tactics that are available to smaller companies and protect yourself accordingly. Goehrlich, Kai. Common CI mistakes to avoid open forum. Facilitator. (SAP Systems). Lack of sponsorship; Little feedback; Prioritising; Lack of dedicated budget and resources; Over emphasis on technology solutions; Differentiation from corporate library; Disconnected activity; Lack of visibility Goehrlich, Kai. Shared best practices of CI leaders. Open dialogue. (SAP) with Lippold. SCIP 8th European Conference, London, UK, October 22-24, 2003. In this open discussion, an agenda will be set on the primary challenges facing participants. In a collaborative, supporting environment, peers will help peers overcome problematic areas and achieve results. Goehrlich, Kai. Natures lessons: business ecology for CI practitioners. (SAP) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Business Ecology promises to use Nature's ideas for business purposes. Applying those rules to CI proves rather difficult for managers with no background in ecology or evolution. Despite the complexity of the issue Nature uses a set of rules that can be understood without a scientific background. The presentation outlines how business systems can be viewed from an ecological standpoint and shows which direction evolution takes for systems and species (companies). Having outlined the frame we will use a case study to compare the business ecology view with a classical Porter Five Factor analysis. Goehrlich, Kai . CI as reverse engineering of a public image the European perspective. (SAP CI) (with th Romppel) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Goenka, Lakshmikant. Intellectual Property: Leveraging the Knowledge Within, (director, Dolcera/ Co-Presenter: Samir Raiyani, CEO, Dolcera SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008 Primary sources of new and emerging technologies are small firms that are not typically on the radar of competitive intelligence tracking set up by large organizations. These firms usually lack visibility because of resource constraints. Another source of new and emerging technolgies is academia, where research is funded either by the government or by the university itself. Both typically file patents, speak at industry conferences, or publish papers. Systematic mapping of patenting activities, conference proceedings, and trade journals can help track emerging technologies from small companies and academia as well as from the leading competitors. Patents can also be used to track research collaborations; for example, between companies and external partners such as universities. While the research work may be secret, past work of those involved may provide clues about the technical areas they are currently focusing on. A second approach is to map patent intelligence to product specifications to predict emerging trends in the product line. Another application of this method,
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relevant to the consumer goods industry, is to map the ingredients of all products in a certain category to identify the popular ingredients, then watch patent and technical literature for the introduction of substitute ingredients. Goette, Ben. Get your management involved: how to develop key questions which direct and drive the intelligence process. (with VonPfeil) (Infosearch) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Goett, Ben. How to start and develop an integrated CI program. Workshop. SCIP European Conference st th Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. This workshop will give the participants a detailed overview of which methodologies and principles should be applied when setting up an effective CI function. The presenters will distil their experiences from a variety of consulting projects their company has carried out in the past three years.The presenters will address the following three areas and gives hand-on guidance to the best-practice methodologies within each area: Processes and Methods, Information Technology, and Human Factors: Motivation & Communication Goette, Ben, Using CI methods and creative analysis for stijmulating technology diversification and innovation projects.(Infosearch Ltd.). and Rupert von Pfeil. SCIP annual conference: Global Competitive Leadership in st the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. The first step in projects dealing with technology diversification or innovation (i.e., idea generation and research design) is crucial since the perceptions, ideas, and concepts developed in this phase direct all the money, time, and energy spent throughout the rest of the project. This session will illustrate how the combined use of CI research and creative analysis methods can generate faster and better solutions. Two case studies will be presented in which this methodology has been successfully applied in strategic technology diversification and innovation process stimulation. Golan, Dekel. When your markets and competition are all far away. (Dead Sea Bromine Group) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Goldberg, Joe, Career management at Motorola: assessing the fundamental qualities of a BI professional. Motorola. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Creation and institutionalization of a business intelligence (BI) career system targeted toward professional development, high-paying, meaningful, substantive jobs is essential. BI professionals must ensure that a functional career management system is in place. At last years conference we presented on the development of a Career Management system at Motorola. This presentation will-update the progress through case studies and metrics and provide insights into the core expertise required of a BI professional. Goldberg, Joe. Career planning for CI professionals key topic. (Motorola) (with Kalb) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI is an exciting yet little understood career path. You want to pursue this road but don't know which route to take? Join a discussion with senior CI practitioners who have hired, trained, and coached up and coming CI professionals. By attending this interactive discussion, you'll have a better understanding of how to leverage your CI knowledge, skills, and abilities for your career development Goldberg, Joe . From so what to what to do. (Director, Business Intelligence, Motorola) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Increasingly, decision-makers are asking CI staff to provide recommendations along with analysis. In some cases, this is a new role for the CI function, and it takes CI to a new value position with end-users. It also means looking for salient issues that make a difference to end-users, and communicating with key users in a different way. This session will cover this trend, using case studies and best practices for successfully meeting expectations. You will learn how to identify key issues and focus the intelligence impact. We'll review examples of successes and failures and see how to improve the overall impact of intelligence in your organization. Goldberg, Joseph. Professional development and career progression in business intelligence at Motorola. (Motorola). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. The most pressing issues facing business intelligence professionals are not the definition of the intelligence process, a new search tool, or knowledge management system. While they have a place, the most important issue is ensuring that the individual BI professional, many times grinding it out - under staffed, under resourced - has a meaningful and substantive job. It is the human factor, not the search engine, which makes the BI professional unique and valuable Goldhar, Joel. Creating competitive advantage through commitment to flexible decisn and manufacturing technology. (IIT) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Goldman, Jan. Creating an effective early warning system. (Defense Intelligence University) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago.
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This presentation will highlight how private-sector CI practitioners can learn from the government model about how to establish an effective Early Warning function in their companies - how they can set up a system to detect early indicators of changes in the market environment: emerging technologies, political or social trends, competitor actions, or changes in customer requirements. Goldstein, Marv. Case study: a CI system for a smaller company (poster session). (ESI International). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. If your CI budget is smaller than your salary, you need to know how to take advantage of off-the-shelf software and free Internet resources to build an effective intelligence system. Hear how one company with less than 250 employees did it, and find out how they successfully created a picture of the competitive landscape. Goldstein, Marv. Low-Cost Collection Options, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Designed for both the novice CI practitioner and the experienced professional who are interested in learning a few new tricks, this interactive session will enable the participants to learn about new websites and Internet sources that can provide valuable competitive information. The facilitators will create multiple small groups to encourage the sharing of the participants favorite sites. Entrance to the workshop requires attendees to be able to discuss at least two free or low price information sources and tools beyond Google. In addition, the facilitators will use case studies to encourage the participants to describe how they used human sources to complement the collection of published and Internet material. At the conclusion of the session, the facilitators will compile a list of valuable low-cost sources from all the participants. Goldstein, Marv Low cost collection options for novices and experts 11: social networks. With Fred wergeles Active dialog. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Capture a deeper understanding of how the combination of human source and published resources are used to satisfy intelligence requests Create a cadre of intelligence practitioners who are predisposed to continually searching for new/creative collection means. Be provided with
a set of low-cost resources and collection tools/techniques they will be able to use immediately upon returning to their offices

Gomila, Jose Vincente. Technology intelligence in small and medium sized enterprises, (with Gomila) (IMPIVA) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Gonzalez, Maria. Positioning for competitive advantage in financial services. (Royal Bank Canada) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31April 2, 1993. Goodman, Richard. Technology acquisition strategy. (UCLA) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Gordon, Ian. Competitive intelligence: focusing to do more with less. Woods Gordon. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Gordon, Ian. Competitive intelligence and shareholder value: how to increase shareholder value at the expense of competitors. (TCI Convergence) SCIP Annual conference: Knowledge-based strategies: surviving and thriving st in the 21 century. Chicago, IL, March 25-28, 1998. Gordon-Till, Jonathan. Incentivizing the CI process. (AON) SCIP European Conference: Bringing European CI st th into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Gorman, David. Chaos theory: implications for CI. (University of Illinois) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Graef Jean. Internet tools and techniques for the CI professional. (Monague Institute) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Graef, Jean. Internet tools and techniques for the CI professional advanced workshop. (workshop) (Montague Institute) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Graef, Jean. Knowledge management tools and techniques for CI. (workshop). (Montague Institute) st SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 2528, 1998. Greiner, Jens A military court jesters view of competitive intelligence a talk rethinking things, contemplation and thinking laterally. (Team Psychologie) With Muth. SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Crossing over from a structured and military-dominated environment into the harsh and reality-driven world of business this session will look into the jesters mirror to define the value that precisely defined principles,

methods and concepts bring. Considering that most authors agree on the military origins of the discipline, the speakers will attempt to break the pattern and discuss concepts such as intelligence collection versus intelligence gathering, to contribute towards the development of a competitive intelligence mindset. Griesinger, Vicki. Applying Ci to HR recruitment and executive search. (Washington Mutual) (with Houston and Wheatley) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Competitive intelligence is a tool for talent acquisition. A respected search consultant and one of his clients will describe the application of CI techniques to staff recruitment and executive search, and a corporate HR executive will describe the practical applications for the extension of this aspect of CI, known as talent research and sourcing. Griesinger, Vicki. Drowning in data (panel) (RivalScape Intelligence Consultants) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Many businesses are drowning in data, but starved for insight. New technologies such as XML, Semantic Web, and unstructured data mining promise to improve our collection efforts, but are they delivering on that promise? This moderated panel discussion will bring together CI practitioners and service providers to discuss the current state of technologies for secondary data collection, management, and dissemination. Attendees will have the opportunity to ask questions, share best practices, and stimulate additional debate. Griesinger, Vicki. Developing a best-in-class competitor alumni program (cap). (RivalScape Intelligence Consultants) th (with Houston) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Competitor alumni programs are a powerful tool to unlock and utilize the competitor knowledge in your workforce. Successful programs identify current employees and new hires who have worked at your firm's competitors. These employees are interviewed by the CI staff and interview results are entered into a keywordsearchable database for retrieval and analysis. The results can provide early warning of new threats and opportunities, and corroborate and validate other sources of intelligence. Griffie, Kethryn. CI as a negotiation tool. (workshop) SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Griffin, Robert. Just do it: establishing a corporate business intelligence function at IBM. (IBM)., and Paul st Slayton. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Grinnel, John Using customer opinions and your information to improve your competitive intelligence. (Markowitz & McNaughton) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992.
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Halligan, Mark. CI ethics in the new corporate environment (panel). (With Reis) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. In the wake of corporate legal scandals and the resulting Sarbanes-Oxley legislation and corporate scrutiny, it is more important than ever to conduct competitive intelligence operations in a way that is compliant with corporate guidelines - both legally and ethically. This panel features experts who will discuss the changing regulatory landscape and answer questions regarding CI that will keep you out of trouble. Halligan, Mark, Five years after the EEA. (Welsh & Katz) with Horowitz, Richard. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. It's been almost five years since the United States enacted the Economic Espionage Act. Despite the fears of many in the CI profession, SCIP cautioned that the act was not aimed to curtail the efforts of legal and ethical information gatherers. Were we right? Find out what types of cases have come to trial under the Act and what the impact has been on CI. Halligan, Mark. Counterintelligence: the other side of the CI coin key topics. (with DeGenaro) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. There is a growing demand from corporate executives for CI practitioners to help protect the intellectual assets of their organizations. Counterintelligence, sometimes described as "the other side of the CI coin," is the strategy and processes savvy CI pros can implement to help their organizaitons maintain a competitive advantage. Bill DeGenero and attorney Mark Halligan will lead a discussion on how to defend your organization from the CI efforts of competitors. Drawing on lessons from the legal and law enforcement arenas, the discussion will focus on systems and techniques that can be implemented to increase awareness and enhance the security of organizational knowledge. Hamel, Gary. Beyond growth: the quest to create new wealth (keynote). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. The future belongs to those companies that can move beyond incrementalism to fundamentally reinvent the rules in existing industries, or invent entirely new industries. The future belongs to the rule-breakers, the revolutionaires. Dr. Hamel will show that getting to the future first is not a matter of predicting the future, but of imagining a future that can be made to happen. The goal is less to forecast the future than to understand deeply the dynamics that are at work and within which reside opportunities to become the author of the new. Hamilton-Pennell, Christine. Creating and nurturing environment for entrepreneurs. (City of Littleton) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Economic developers dont create jobs, entrepreneurs do. The City of Littleton, Colorado focuses less on recruiting businesses to the city but rather on economic gardening, growing its own businesses by creating a nurturing environment for entrepreneurial activity. The citys economic gardening program has three areas of emphasis: developing an infrastructure and vibrant culture that attracts young professionals; providing sophisticated research, CI, marketing, and GIS services to new and existing businesses; and creating mutuallybeneficial connections within the business community, government, and nonprofit sectors. The results of the program have been dramatic:12,000 jobs have been created in the last 15 years, even during a recession. Sales tax revenues have tripled during the same period. This session will detail some of the tools and approaches used in our economic gardening program. Hampson, Thomas The commercial activities of the peoples liberation army of China: a business intelligence assessment. (Search International) With Heibel, Robert; Wong, Joseph. SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Hamrefors, Sven. Spontaneous environmental scanning the missing link in BI. (Stockholm School of Economics) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Hanafi, Ammar. Winning new technology markets: business development at Cisco. (keynote) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Acquisitions are a strategic growth vehicle for Cisco. Speeding Cisco's time to new markets and adding teams with unique talents are some of the key drivers for these acquisitions. Cisco's culture is one that embraces acquisitions, with one in five of our employees having joined the company via an acquisition. This unique culture sets Cisco apart and has enabled Cisco to successfully integrate new people, technologies, product and processes on an on-going basis. Acquisitions are a requirement for business success today, given how rapidly customer expectations change. Those companies that learn how to successfully partner and acquire will gain the competitive advantage necessary to become industry leaders Hannula, Mika. Research in intelligence Panel. (Professor, Tampere University of Technology) (with Badr, Prittmaki, Rideg) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006
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This past year has seen much work generated on intelligence practices around the world. In this session, authors of some of these leading edge studies will talk about their study results. Hear about intelligence in the pharmaceutical industry, in Canada, Finland, and results of a new global study Harari, Oren. Beep! Beep! Competing in the age of the Road Runner. (McLaren Graduate School of Business, University of San Francisco. (keynote). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Join us to hear Oren Harari, author of Beep! Beep! Competing in the Age of the Road Runner, help you and your company become road warriors in a new era of supercharged, superchanging business competition. If you're like most red-blooded business managers, you grew up watching a scruffy coyote futilely chasing a colorful bird. Now your're competing against companies started by twenty-two-year-olds who sleep under their desks. In today's business world, who is chasing whom? Hare, Kelsey. Collaboration and Coordination of CI through Development of Technology Tools, (market intelligence manager, Principal Financial Group). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 1417, 2008. This presentation will take the audience through the planning and execution phases of implanting a competitive intelligence technology solution at The Principal. The audience will learn how to determine when to implement a technology solution to support a CI function and will see the various ways technology can be used. An overview of the project process will follow, beginning with identifying and ranking key business requirements, which requires a clear definition of the tools audience and mission.. Key requirements of The Principal will be shared, as well as best practice suggestions for soliciting input on requirements from key users.. Sources for finding CI vendors will be identified, as well as tools for weighting key requirements and evaluating vendors. Once the technology tool is in place, it is important to follow up with key stakeholders. Kelsey will describe some of the planned and unplanned benefits The Principal received as a result of implementing Novintels Intelligence Portal. Finally, for a technology implantation to be successful, it must become part of the regular workflow process, which means developing training materials and marketing the tool to internal audiences. Hargreaves, Ruth. Strategic environmental analysis and intelligence. Pfizer, withSmart. SCIP 8th European Conference, London, UK, October 22-24, 2003. Pfizer (UK) as part of its strategy planning process carries out ongoing evaluation of its changing business environment. Richard Smart (Senior Manager in Strategic Development) and Dr Ruth Hargreaves (Category Medical Manager) conducted a review of this process with their key internal customers at a series of workshops. The resulting analysis was presented by the use of interactive mind mapping technology to communicate the research to the internal customers in an easily assimilated manner. Harkleroad, David. The decentralized intelligence agency: successful intelligence organizational models (The Futures st Group) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Harkleroad, David. Sustainable growth rate analysis. (The Futures Group) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Harkleroad, David. Actionable CI. (The Futures Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Harkleroad, David. Outthinking the competition: competitor response modeling. (The Futures Group) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Harkleroad, David. Designing and intelligence system that works. (The Futures Group). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Harkleroad, David. Competitor response modeling. (workshop). SCIP Annual conference: Keeping apace in the CI race, th 9 , Boston, Mass, April 27-30, 1994. Harris, Jeanne. Competing on analytics. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. More and more organizationsas disparate as the Boston Red Sox, Netflix, Amazon.com, Barclays, Capital One, Harrahs Entertainment, Procter & Gamble and Wachoviahave discovered the power of analytics to outthink and out-execute the competition. These market-leading organizations see their ability to exploit analytics as their distinctive capabilitythe integrated business processes and capabilities that together serve customers in ways that are differentiated from competitors and that create an organizations formula for business success. In this session, Jeanne Harris will explain why the frontier for using data has shifted dramatically and how highperformance businesses are now building their competitive strategies around data-driven insights that are, in turn, generating impressive business results. She will also outline how exemplars of the use of analytics are using new tools to trump rivals. Through analytics, these companies identify their most profitable customers,

accelerate product innovation, optimize supply chains and pricing, and identify the true drivers of financial performance. Harris, Robert. Obtaining competitive intelligence and creating competitive advantage through the public policy process. (Univ of California) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Hart, Clare;. Running a global CI function: practical advise in real time. (Factiva) with Long, Deborah; Thieke, Diane. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Hart, Clare. How to maximize competitive intelligence through effective use of your intranet. (Dow st th Jones) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Hart, Clare. Demystifying the technology behind the internet and intranets. (workshop) (Dow Jones st Publishing) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Hashemi, Sahar. Keynote. SCIP 10th Annual European Summit, London, November 9-11, 2005

Haselhorst, Doerte. How to protect your innovations using intellectual property as an economic asset. (Patent Attorney, Weickmann & Weickmann, Munich). SCIP 10th Annual European Summit, London, November 9-11, 2005 Intellectual property (IP) rights are powerful economic assets. This presentation will give an overview of the various types of intellectual property rights including patents, trademarks, designs, and copyrights and outline strategies for obtaining the best possible protection for innovative ideas, for the enforcement of intellectual property rights, and for the economic exploitation of such rights. The session will present comparisons between the legal systems of Europe and the United States relevant to planning strategic aspects of IP litigation. After a general overview of the legal aspects of IP, the session will cover prosecution strategies, including considerations of territoriality, costs, and patent versus know-how protection. The session will also discuss options for interactions with competitors, such as freedom-to-operate evaluation, inventing around, cooperation, licensing, and litigation strategies. In addition, the session will present different search strategies to obtain information on competitors IP. Hauxwell, Gerald. Competitor cost: the cornerstone for developing competitive strategies. Workshop SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Effective competitor tactics/strategies require a credible, detailed estimate of the competitor's cost position. Many estimates of competitors' manufacturing economics are based on published, grossly aggregated data, precluding development of the necessary understanding of real production cost. A process/procedure to assemble detailed estimates of competitors' production economics has been designed, refined, and successfully tested and employed repeatedly over the past 20 years. Estimates are based on the summation of calculated/estimated individual elements of cost and investment in a "bottoms-up" approach. Coupled with market data estimates, a good measure of the competitors' current, historical, and future financial performance can be developed. Sources of information will be identified; and the process/procedure based on basic fundamental cost and investment elements, will be described, illustrated, and experience in its employment discussed. Hauxwell, Gerald. The overlooked source of competitive information. (Adler Tech Consult) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Hauxwell Gerald. What are my competitors real costs? (workshop) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Hauxwell Gerald. What are my competitors real costs? (workshop). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Hawkins, Brent. Linking research agenda (panel) (Aukland University) (with Wright, Dishman, Pickton, th Badr) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The objective of the session is to provide a forum for SCIP members to learn about current academic research on competitive intelligence. In particular, interim results from a global research study will be presented highlighting differences in competitive intelligence practices. As well, opportunity will be provided for SCIP members to discuss with the panel where they would like to see the academics focusing their research activities. What research is important to the SCIP community? Have a chance to get your voice heard. Hayes, Kathrine. Career Management, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The active dialogue session on CI career issues, sponsored by WLC and open to all, will focus on CI from the perspectives of practitoners, managers and consultants. Participants are invited to exchange views on topics including these: CI Corporate Career - The right stuff & the right moves - Key skills & attributes for success Climbing the CI corporate ladder... or not Surviving downsizing, avoiding burnout Networking, alliances and other useful social/professional engineering CI Consulting.. Is it for you? Making the move Finding or creating

your niche Other Options - What's Out There? Transferable skills.. in and out of CI Does gender make a difference in CI? Hayes, Kathrine. CI techniques for a dotcom world (poster session). (ForeSummit Inc). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. In a dotcom world, you need to move quickly. Everyday you might have a new competitor, and mergers & acquisitions are happening at a frightening pace. You can't watch it all, so you have to watch what matters. Learn three techniques for taking the guesswork out of keeping track of your competitors. Hayes, Katherine. Ci analysis toolkit for the beginning professional. (key topic) (Cargill) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. First day on the CI job, you open your toolkitand all youve got inside is a hammer. You need some more tools to do this job. Build your collection with the basic analysis techniques in this hands-on session. Hayes, Katherine, Top 10 analysis: what about the other 125? (Eyeonit) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Youve heard there are more than 125 types of analyses that can be used by Competitive Intelligence professionals. How many do you actually know how to use and more importantly, know when to use? Like most CI practitioners, you are very familiar with the top ten analysis techniques which include techniques such as corporate profiling, financial analysis, or win-loss analysis. What about all these other specialized techniques? Are there some that you could or should be using? A comprehensive review of the analysis techniques literature will be presented. Along with this review, I will present a categorization of these 125+ techniques and show how this use of categorization can assist CI practitioners in the best selection of analysis techniques for the best end results. Haynes, Fred. The impact of global competition on US industry. (LTV Aerospace) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Heckendorrn, Mark. The scenario toolkit: supporting CI analysis. (workshop) (MDH & Associate)(with Allgaier) SCIP05 th 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Hedin, Hans. Analyzing the analysts creativity and competence development around CI issues. (Vice President, Global Business Development, Novintel) SCIP 10th Annual European Summit, London, November 9-11, 2005 So you know how to apply the techniques of value chains, benchmarking, response profile analysis, SWOT analysis, etc; but how well can you handle new business situations that requires different perspectives compared to the old dominant business logic? This presentation will focus on creativity as one of the necessary capabilities in order to conduct out-of- the-box thinking in order to view the business environment from a new perspective. This presentation will outline a framework for competence development for CI operations, consisting of: Competence, Creativity and lateral thinking, Communicative skills
Hedin, Hans Biomimicry analysis innovation and product development intelligence inspired by nature.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Understand the concept of biomimicry and how to benefit from it with regards to innovation and product development. Get ideas and inspiration from cases showing how companies have been able to innovate and develop new products and solutions that are different from existing solutions on the Market. Learn how to implement biomimicry analysis in your organization
Hedin, Hans. CI Activities Benchmark Among Peer Companies: Learn From Others,. (Vice President Business Development, Global Intelligence Alliance). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The Global Market Intelligence Survey 2008 was conducted to obtain a more focused picture on Market Intelligence operations with respect to two themes. First, the state of Market Intelligence operations in a number of industries and the differences between these were investigated. Second, differences in perception between Market Intelligence professionals and users of the operation were studied. To reach as many participants as possible, the research was conducted as a web based survey. A total of 439 respondents from 29 countries contributed. The result can thus be regarded as a unique and powerful statement of the current global state of Market Intelligence. Hedin, Hans. CI in Europe: a critical perspective (panel) (with tena, wright, Michaeli, hirvensalo Belkine) th SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Led by reputable CI professionals representing six European countries, this panel will discuss basic issues concerning the perception, practice and application of the CI discipline in their respective countries. The ultimate question of, "do we all perceive, practice and apply CI in the same fashion?", will be the focus of discussion. Both the Panel and audience will be challenged to explore uniformity in the way Europeans relate to CI and the practical consequences emanating from varying national perspectives. An open debate will allow attendees to question the panel, raise their own views, support or object.

Hedin, Hans, CI starter package. Workshop (Docere Intelligence) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. This workshop will provide the following: conceptual understanding of CI; understanding of key success factors for intelligence; show cases of successful intelligence operations; and an understanding of the importance of interaction with intelligence professionals and intelligence users. Hedin, Hans, Dont lose the forest for the trees: how to capture and analyze market signals, (Docere) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Hedin, Hans. Early warning indicator methodology: learn how to set up an EWI process. (Docere /w luthi th and Noren )SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. This workshop will provide the participants with a methodology in 10 steps of how to implement an Early Warning Indicator Solution. The methodology is based upon Porters and Faheys theories regarding market signals. The workshop will provide an analysis method; Market Signal Analysis to and with these issues. The result is a combined approach to quantitative and qualitative market signal analysis. Hedin, Hans. Globalizing intelligence best practices open forum. Facilitator. (Docere Intelligence) SCIP th Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Taking a phased approach; Transfer of ownership/sponsorship; Managing conflicts; Handling differences in culture; What are the breakthroughs; Identifying best practices in people, process, technology and content; Recruiting local champions Hedin, Hans. Improve your SWOT analysis through the resource based perspective. (Docere Intelligence) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 SWOT analysis is the most used method among intelligence professionals and market analysts. We can all, however, improve on how we use it. Many use it erroneously or at least not to its fullest extent. This presentation will present a SWOT model that integrates resource-based thinking into the picture, as well as providing an approach to strategy generation in the form of conversion strategies and matching strategies. A methodology through which SWOT is integrated with VRIO analysis, benchmarking, positioning analysis, and scenario analysis will also be described. The benefits that occur with this approach are important: integration of multiple analysis methods; cooperation possibilities increase between many analysts; and the SWOT analysis will be more actionable and result in more clearly defined business opportunities. Hedin, Hans. Lateral Thinking: Improve Your Creative Analysis, (Business Development, Novintel) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Understanding how to apply basic analysis methods is not enough in today's changing business environment. In order to identify business opportunities at an early stage, your CI team must be able to think new thoughts, see new paradigms and practice out of the box thinking. Lateral thinking is a way of improving ones creative capability which will improve the general analytical skills of any analysis team. Hedin, Hans. Leveraging information and knowledge culture: a prerequisite for successful intelligence. (poster session) (Docere) With Pettersson, Urban. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. CI culture clash? Discover how understanding information and knowledge culture within an organization is paramount in establishing an intelligence function. Hedin, Hans. Master your organizations early warning/opportunity system. (Director, Global Intelligence th Alliance) SCIP 11 European CI Summit, London UK, October 18-20, 2006. How can we avoid strategic surprises? How do we get more benefits out of our CI operations? How can we identify and understand change outside our industry? If you are struggling with these questions, then you should consider upgrading your CI system to an early warning/opportunity system. In this session, you will learn what is required from a methodological, structural and human standpoint to implement an EWS. The EWS methodology will work as a framework for integrating your competitor analysis, technology analysis, scenario analysis, etc. into a more coherent system for noticing and learning. Hefti, Elisabeth. Actionable CI in the e-business world (poster session). (Biotech Business Link). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Using the pharmaceutical industry as an example, discover how actionable intelligence can be gathered from esources. Find out how to deal with the twin problems of speed of verification and speed of interpretation, as well as how e-businesses will change the face of the healthcare industry. Hefti, Elisabeth. Customer relationship management for successful CI. (Biotech Busness Link) SCIP Europe th Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The presentation will discuss how the CI professional can best manage customer relationships that lead to successful CI and highly satisfied customers. Initial CI requests are frequently not well defined, and the CI professional has to learn how to communicate with the client to formulate and eventually answer relevant CI questions. Real life examples will be discussed that demonstrate the need to set expectations and limitations before the start of a CI project.

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Hefti, Elisabeth. Importance of Technical CI. (Biotech Business Link) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Analysis of science and technology intelligence is no longer needed only in science-based industries. The business impact of technology is felt everywhere, effective analysis is critical to success. The CI professional has to be ready and able to pursue different approaches to solve complex problems. The armoire of analytical tools has to include techniques developed for technology evaluations, due diligence and business forecasting based on technology-related assumptions. Each approach uses a high degree of intellectual curiosity and the willingness to take the extra step to fully understand the breadth of issues at hand. Heibel, Robert. The fight against terrorism: what will it mean for CI? Mercyhurst College (W Cisek) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The events of September 11th shocked most Americans from their complacency about terrorism being something that happens to someone else, somewhere else. Now no one doubts the threat, but many are unaware of its historic pattern in the U.S. and the lessons for the present that may lie therein. This presentation by Mercyhurst College professors Robert Cisek and Robert Heibel will examine not only terrorism patterns in the U.S., but also identify some of the major effects of September 11th on U.S. economic component activity and some of the opportunities created by the tragic attacks. Heibel, Robert. Finding qualified entry-level analysts. (Mercyhurst College). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Hendler, Hal, Customer-based global CI as a tool for locating winning strategies in a shrinking world. (Eric Marder Associates) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Heinrich, Anne, Building a competitive sales function, (Washington Researchers) ( w Breeding) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Henrich, Anne. Dialing for dollars: ethical telephone interviewing for great results. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Henrich, Anne. Predicting competitors near term moves. (Washington information group) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004 At its best, CI research turns up a variable blend of clues, suggestions, fragments, conflicts, uncertainty, and information that directly answers CI's most important questions about whether or not your competitor might do something to hurt you (and what you can do about it). This session provides the competitive analyst with a tool for determining if competitors' might follow a certain course of action in the near-term future. Key topics addressed include how to: determine the near-term for your issue or industry, develop competing hypotheses to test; determine what data is required to "fill in" the most likely hypothesis; translate those data needs into researchable questions; and draw conclusions of which action is most likely and how your company might react. This session is all about providing a practical tool for turning data and incomplete conjecture into insight that can drive decision-making. Designed primarily for CI managers and analysts, this course will also benefit researchers. Henrich, Anne Predicting competitors near term moves. (Washington Researchers) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This session provides competitive analysts with a tool to determe if competitors are likely follow a certain course of action in the near-term, and how to develop effective options for defending and growing your company's position. Learn how to determine a near-term timeframe for your issue or industry, and how to develop competing hypotheses to test. See how to unpack each hypothesis to understand what data is needed to evaluate its veracity. Explore how to translate ideal data needs into questions you can actually answer, and how to interprete data findings to 'tell the story' of a competitor's most likely moves. Henrich, Anne. What is a strength? (Washington Researchers) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Heres a real-world solution to the challenge of preparing useful, insightful, actionable SWOT (strength, weakness, opportunity, threat) assessments. Build your model by applying an easy-to-understand, five-step analytical process that shows how to identify your real strengths and opportunities, using data you can actually find. Then, use the results to develop effective strategies and tactics for your own business. Henry, Brian. Antitrust basics for competitive intelligence professionals. (Collier, Shannon). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994.
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Hermiz, Keith

Resume data mining. With Danki, Michael. SCIP09 International Annual Conference and

Exhibition, Chicago IL April 21-24, 2009

See a case study. Understand many of the issues involved. Determine if next steps may make sense for them to use the approach at their company

Herndon, Keith

C-level intelligence: executive interviewing for knowledge and insight.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Understand when you should consider using Executive Level intelligence. Learn what it takes to execute an Executive Level interview. Learn how to recruit Executive Level respondents
Herold, Arthur, Antitrust issues involved in data collection. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Herring, Jan, Adapting CTI design to the real world fitting program structure to the firm, (w. Luca, Tait) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Herring, Jan The Ben, Jan and Mike show, workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. What exactly does a CI professional do all day? In some companies, running a CI function means doing it all yourself; in others, it means supervising a team of 100. Whatever your situation, you need to know where and how to find the information, how to turn raw data into intelligence your company can use to make a meaningful decision, and how to manage the process. In three segments, three of the most famous names in CI will teach you what they know Herring, Jan. Competitors: who to watch, what to watch, who to ignore and how to tell the difference. st (workshop) SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996 Herring, Jan. Creating & Maintaining Two-way Communications with Your CI Users, (President, Herring & Associates) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. CI managers and practitioners have two opportunities to engage their customers: Initially when you help them define their intelligence needs, and ultimately when you deliver the resulting intelligence to them for their use. In both instances, the CI professional needs to establish effective two-way communication with users to ensure the real intelligence needs are being addressed. This session will first describe the use of the KIT user-needs identification process and the related action planning to establish two-way communications at the beginning of CI projects. How to use various measures-of-effectiveness (MOE) and other performance assessment tools to engage the user in continuing communications upon completion of the CI project will then be reviewed. The four basic quantitative MOEs (time saving, cost saving, cost avoidance and revenue increases) will be discussed. Herring, Jan Creating the CI program that meets your organizations current and future business needs. SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 Creating a competitive intelligence program in not an easy task if it were, all companies that wanted one would have one. They do not. There are a few successful programs that provide organizational models and lessons on how to establish and sustain effective intelligence operations. Applying those lessonslearned, however, is still not a simple task. It requires executive support and leadership and, equally important, a CI manager that knows how to organize and run a truly professional intelligence organization. This session will provide advice and insights on how to create a CI program that is both supported and used by your company's leadership and executive management.
Herring, Jan Creating the roadmap to world-class CI programs. (panel) with Clifford Kalb, Tim Kindler, Leavitt, Judy/

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

How leading CI program directors have developed and/or managed very successful corporate CI Programs. Some of the major problems they confronted and how they overcame them. An analytical framework for assessing your CI programs developmental progress and a developmental road map to World Class performance
Herring, Jan. Doing it the Right Way: The KIT User-Needs Identification Process, Full-Day Workshop. (President, Herring & Associates LLC; Co-Presenter: David Francis, Managing Principal, Mercator Consultants) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This workshop will provide a working-level understanding of the most effective user-needs identification process being used by CI professionals today. The key intelligence topics (KITs) process is based on both government and private-sector experience and has been successfully applied in a number of companies with the assistance of the presenters and is practiced by many others. Essentially, the CI professional, in face-to-face meetings, interviews the organization's key decisionmakers to identify their specific intelligence needs. The needs, which we call KITs, can be categorized as one of three types: 1) decisions and/or actions; 2) early warning topics; and 3) descriptions of competitor and/or other key marketplace players. Once the specific KITs are defined and prioritized, the CI manager must develop and execute an action plan for the necessary intelligence operations to collect, analyze, and produce the appropriate intelligence to meet those KIT needs

Herring, Jan. Forging a strategic alliance between your companys CI and legal departments. (w horowitz) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati,Ohio, April 3-6, 2002. This presentation will show you how to work with your companys attorneys to gain acceptance by your senior management for your CI activities. In addition to using the attorneys as your advisor on legal and ethical matters, you will learn how to partner with them to maximize your companys CI efforts. In the final analysis your joint efforts with the Legal Department should accomplish two very important objectives: giving senior management assurance that the companys CI operations are being conducted legally and ethically; and, increasing the overall benefit of CI to the company through its greater use by corporate executives Herring, Jan. Forging a strategic alliance between your legal and CI departments .workshop. (with Horowitz) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Only in the last few years have business executives begun to appreciate the value and utility that CI can play in their management responsibilities. Many senior executives still do not fully understand the value of CI and their role and responsibilities in using this new management tool. Some avoid it altogether, fearing it will put their company in some legal jeopardy. Forging a working relationship with your company's legal department can ameliorate these problems. This presentation will show you how to work with your company's attorneys to gain acceptance by your senior management for your CI activities. In addition to using your attorneys as your advisors on legal and ethical matters, you will learn how to partner with them to maximize your company's CI efforts. In the final analysis, your joint efforts with the legal department should accomplish two very important objectives: giving senior management assurance that the company's CI operations are being conducted legally and ethically; and increasing the overall benefit of CI to the company through its greater use by corporate executives Herring, Jan. The future of CI -- key topic. (with Egan) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Flexibility is key in maintaining a successful advantage in the fast changing business environment. Is CI changing for tomorrow's business environment? What are the future trends in CI? How can we maintain our competitive advantage today and in the future? Join this forum addressing the changing role of CI and providing an understanding of where the discipline is headed in the age of the knowledge worker. Herring, Jan. How to sustain your CI function. (Panel) With Selgas, Anne; Downham, Max; Holtsberg, Warren. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Herring, Jan. Keynote presentation. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Look at how the field of CI is likely to change over the next decade, as described by Jan Herring, one of its founders and professional builders. Using inputs from Peter Drucker, Richard D'Aveni, Bob Galvin and others, he will describe the major forces shaping both the production of CI and its use by future business executives. Mr. Herring will then define the challenges that such a future poses to all CI professionals - both new and old. That future will be heavily dependent upon advanced information technology for both the production of CI and its effective use, so much so, that Peter Drucker, who first coined the term "knowledge worker", has defined a new professional category that will be applied to many working in the future business intelligence field -- the "knowledge technologist." Herring, Jan. The KIT process for user-needs identification. (workshop) (Herring & Assoc) With Francis, David. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The most effective user-needs identification process being used by CI professionals today is Key Intelligence Topics (KITs). This process is based on both government and private-sector experience. It is well appreciated by both executives (the consumers) and those CI professionals who have successfully used it. The KIT process, which seems simple and straightforward in principle, can be surprisingly difficult in practice. For many CI professionals, the best learning experience comes from hands-on training with an experienced instructor and a peer-group of fellow practitioners. This workshop will address needs identification and operational planning, the two phases of the KIT process. The workshop leaders have written extensively on KITs in various SCIP publications Herring, Jan. The KIT process: user needs identification.(workshop)(Herring and Associates) (with th Francis) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The most effective user-needs identification process being used by CI professionals today is Key Intelligence Topics (KITs). This process is based on both government and private-sector experience. The KIT process, which seems simple and straightforward in principle, can be surprisingly difficult in practice. In a face-to-face meeting, the CI professional interviews the organization's key decision-makers to identify their specific intelligence needs. Once the specific KITs are defined and ranked, the CI manager must develop and execute an action plan for the necessary intelligence operations to collect, analyze, and produce the appropriate intelligence that meets those KIT needs. For many CI professionals, the best learning experience comes from hands-on training with an experienced instructor and a peer-group of fellow practitioners. This workshop will address the two phases of the KIT process, needs identification and operational planning. The workshop leaders have written extensively on KITs in various SCIP publications.
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Herring, Jan The KIT user-needs identification process. (workshop) With Francis, David. SCIP Annual conference, New York, April 30-May3, 2007. This workshop will provide a working-level understanding of the most effective user-needs identification process being used by CI professionals today. The key intelligence topics (KITs) process is based on both government and private-sector experience and has been successfully applied in a number of companies. It is well appreciated by both executives (the consumers) and those CI professionals who have successfully used it. The process, which seems simple and straightforward in principle, can be surprisingly difficult in practice. Essentially, the CI professional, in face-to-face meetings, interviews the organization's key decision makers to identify their specific intelligence needs. The needs, which we call KITs, can be categorized as one of three types: 1) decisions and/or actions; 2) early warning topics; and 3) descriptions of competitor and/or other key marketplace players. Once the specific KITs are defined and prioritized, the CI manager must develop and execute an action plan for the necessary intelligence operations to collect, analyze, and produce the appropriate intelligence to meet those KIT needs. The workshop will address both phases of the KIT process -needs identification and operational planning. This workshop offers hands-on training with experienced instructors and a peer-group of fellow practitioners. Herring, Jan. The KIT User-Needs Identification Process: Understanding and Using It, Workshop. (president, Herring and Associates LLC; Co-Presenter: David Francis). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This workshop provides experience with the Key Intelligence Topics (KITs) user-needs identification process. The CI professional interviews the organizations key decision makers to identify their specific intelligence needs, which are categorized as (1) decisions or actions; (2) early warning topics; or (3) descriptions of competitors or other key players. Once the KITs are defined and prioritized, the CI manager develops and executes a plan to collect and analyze the intelligence that will meet those needs. The workshop addresses both phases of the process needs identification and operational planning. It offers hands-on training with an experienced instructor. Herring, Jan The KIT user needs identification process: understanding and using it (workshop) with David Francis. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

This workshop will provide a working-level understanding of the most effective user-needs identification process being used by CI professionals today as defined by the Key Intelligence Topics (KITs) process, a method successfully applied in numerous companies.
Herring, Jan. Lessons learned from world class CI programs that you can use (Herring & Assoc) SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. It makes no difference whether you manage a small CI unit, a large department, or are the lone leader of your organization's CI effort; there are several critical activities that you must perform well to succeed. The best role model for that success comes from studying the characteristics and performance of world class CI programs. (See SCIP Magazine article, May-June 2006, World Class Intelligence Programs) This session will highlight a list of world class program characteristics presented in that article to define the critical success factors (CSFs) every CI manager must develop in order to have a successful intelligence effort. The attendees will engage in an on-going dialogue to help them better understand how they can develop and use those CSFs that might best meet their individual needs. The session, which might be described as a self-help workshop, will attempt to differentiate the learning based on the nature/size of the attendee's business organization, i.e. the lone CI manager, department, division and enterprise directors. Herring, Jan, Leveraging information for action: a look into the 1996 consortium benchmarking study. With Pegi Panfely (APQC), and John Prescott (University of Pittsburgh). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997 Herring, Jan. Managements role in producing analytical intelligence. (Herring & Associates) SCIP st Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Herring, Jan. Managing the intelligence operation v.2: applying the lessons learned in keeping apace. th (The Futures Group). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Herring, Jan. Managing the intelligence operation v.3: keys to professional management. SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Hering, Jan. Measurement and communications of intelligences effectiveness to management. (The Futures Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996

Herring, Jan, Measurement and communication of intelligences effectiveness to management. (Senior st Fellow, The Futures Group). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 1315 October 1996. Herring, Jan. New and Emerging Issues Confronting CI Managers, (president, Herring and Associates LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In todays fast-paced global business world, CI managers are hard-pressed just to stay on top of routine tasks. Seldom do they have the time to identify and research new problems and issues or new management practices, IT solutions, or intelligence methodologies being developed or applied by other CI managers. This session (which might be described as a self-help workshop) is designed to inform busy CI managers about emerging management issues and some of the new methodologies and management practices that are being developed or applied elsewhere. The format will include an introductory presentation framing three or four emerging issues, followed by an interactive discussion involving several practicing CI managers and attendees who are willing to share their experiences and ideas Herring, Jan. Producing future oriented actionable intelligence. (The Futures Group) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991 Herring, Jan. Producing CTI that meets managements needs and expectations, Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Herring, Jan. The 10 critical pitfalls to avoid in developing your intelligence program. SCIP Europe 5 London, UK. October 25-26, 2000. Creating and sustaining an effective CI programme is not an easy task - otherwise all businesses that want one would have one. By all accounts, less than 10% of organisations have effective and successful CI operations. The reasons for a new initiative's failure are often different than those for the demise of an established programme. Yet in the presenter's experience both are susceptible to many of the same types of operational or organisational problems. Herring, Jan. The twelve-month barrier open forum. Subject expert.. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Providing a business case; Meeting the expectation; Benchmarking other competitive intelligence successes; Building awareness; Extending the team; Using external consultants and vendors; What are the breakthroughs; What should you have achieved after one year; What should you be doing next? Herring, Jan. Why have a government track? (panel) With Mack, Chris; Lowenthal, Mark; Timm, Eric. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Intelligence activities carried out in the public and private sectors have, for the most part, been viewed as separate and distinct. However, government intelligence analysis is the genesis of much of todays CI discipline. Both sectors comprise the broader intelligence community, share common challenges, and each can be a resource for intelligence best practices and how intelligence can be championed effectively to decision-makers. Here is your chance to gain a greater understanding and respect for the synergy between private and public sectors in the intelligence discipline. Government and CI practitioners will explore how to mutually benefit from sharing their respective intelligence experiences and to use each other as an additional resource to enhance analytical effectiveness. Herescher, Penny. What Does Your CEO Really Care About. (CEO, firstRain) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. CEOs and CFOs of public companies have very specific intelligence needs. In this session, learn exactly what the CEO of a public ompany needs to know in order to make stategic decisions, so that you can provide the most targeted and relevant information. By having this insight, you can make yourself even more valuable to your CEO. This will also help you streamline your intelligence gathering and reporting process so that it is more targeted. See what type of intelligence is needed, but often overlooked, and what type helps make a "bulls eye" successful decision. Hesford, James. A Process-Oriented View of CI, (assistant professor, Cornell University; Co-Presenter: Kersi Antia) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Firms engage in competitive intelligence to compete more effectively in the marketplace. In this session, we examine how a firms competitive environment and strategy influence the CI process, which, in turn, affects organizational performance. The CI process is modeled in two stages: (1) CI administration and structure and (2) analysis and dissemination of information. Hession, James Identifying vulnerabilities and assessing real and potential threats to critical corporate data. th (workshop). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Heverin, Anne-Marie. Building a Global CI Community of Practice, (Director of Competitive Intelligence, JPMorgan Chase; Co-Presenter: Melanie Wing, Director of Financial Services, Proactive Worldwide) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. There are many ways that companies share information across lines of business, and a few of them have the impact of building a community of people who have common interests and face common challenges. This
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workshop will focus on the building of the CI community of practice at JPMorgan Chase. By building a community of practice, JPMorgan Chase has been able to improve its CI efforts through resource sharing, best practices implementation and training. This session will talk about the steps taken to develop a CI community of practice, a review of successes and challenges, key areas of focus, and, ultimately, how the CI community of practice will build competitive advantage for Chase. (Templates and documentation will also be shared with attendees.) Heydenreich, Gerald. Knowledge management as a new concept to optimize core processes in multinational companies. (Hoeschst AG). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998
Hicks, Lisa Sharpen your sales results with win/loss analysis best practices. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Gain an understanding of the scope that should be covered through win/loss analysis to serve both tactical (sales) and strategic (marketing) objectives, Review case examples of how to map the process and identify areas in need of improvement for their client. Review case examples of how to keep a program actionable and timely thereby continually providing important feedback for improved performance.
Hidding, Gezinus Sustainability analysis for CI: new measures for the new business landscape. (workshop) (Carnegie Mellon) with Jeffrey Williams. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Hill, Jim Due diligence for mergers and acquisitions. (workshop) with Wendorf, Nile. (Tactical Marketing st Associates) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998.
Himelfarb, Dan April 21-24, 2009 CI for due diligence. With Geert VanBrandt. SCIP09 International Annual Conference and Exhibition, Chicago IL

The definition of due diligence. Its application for CI professionals as it relates to mergers. What the due diligence process can provide for the CI professional and their stakeholders and clients
Himelfarb, Daniel. Using CI in M&A valuations/ special problems in acquiring privately held companies. (Markowitz & McNaughton), Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. CI is already an integral part of decisions made within marketing and planning. Yet, due to the high degree of leverage created between these and other corporate functions and the financial executive, CI should be used and understood by all corporate functions, including finance. Finance is a partner in the decision making process, and therefore an understanding for CI principles and capabilities will yield an enhanced set of tools with which to make better informed strategic decisions Hine, Doug. Making CI sence of the financial services industry. (poster session) (Deloitte) With Stara, Michael. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Money makes the world go round. Learn the unique skills and tools to make CI successful in the financial services industry. Hingst, Barbara, CI for strategic market planning, (w Johnson) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Hirschhorn, Beth. Q&A with MetLife: a look at an award winning Ci program. (MetLife) With Lanzoni, Gene; Tuller, Flynt; Vella, Carolyn. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. This is an intimate, moderated, question and answer session exploring some of the themes articulated by one of SCIP04s keynote speakers, Beth Hirschhorn, chief marketing officer, MefLife. MetLifes CI unit was one of six companies profiled in the American Productivity & Quality Center in its most recent CI best practices report. Joining Beth in this off-the-record session will be two members of MetLifes highly regarded team: Gene Lanzoni, vice president, Marketing Research, and Flynt Tuller, director, Market Intelligence. Hirschhorn, Beth Building a competitive intelligence process that drives business success. (Keynote) (Metlife) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Hirvensalo, Irmeli. CI in Europe: a critical perspective (panel) (with tena, wright, Michaeli, Hedin, Belkine) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Led by reputable CI professionals representing six European countries, this panel will discuss basic issues concerning the perception, practice and application of the CI discipline in their respective countries. The ultimate question of, "do we all perceive, practice and apply CI in the same fashion?", will be the focus of discussion. Both the Panel and audience will be challenged to explore uniformity in the way Europeans relate to CI and the practical consequences emanating from varying national perspectives. An open debate will allow attendees to question the panel, raise their own views, support or object.
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Hlava, Marjorie. Legacy database conversion. (workshop). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Ho, Helen. You've got Data. Now What? (Co-Presenter: Kim Burkhardt; Business Analyst, TELUS Communications) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 This session will enhance the ability of attendees to clearly understand, articulate, and apply the process of moving from CI data acquisition to data application in the CI context. While CI practitioners may specialize as researchers or analysts or both, the need to identify how data can be effectively managed and communicated is an essential skill. Should acquired market and competitor data be merely handed over to analysts in raw format, discussed in relation to its market context, and/or presented in pre-arranged formats specifically designed to meet the needs of analysts and end users? What types of presentation format types can best meet the needs of analysts and end users? Samples of successful data presentation options, drawn from actual experience, will be developed specifically for this session. Hock, Ran. Looking under the hood of internet search engines. (Key topic) (Online Strategies) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Have you ever used a search engine to find competitive information and found yourself bewildered as to why it took you where it did? Find out how those engines work, why they break down, and how to make them work for you. Hoeck, Bernd Go for the Juice! CI support for sales. (Director, GFT Solution). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. This presentation explains the use of CI technologies as a support to sales processes with a focus on sales related questions. Examples of issues that will be addressed are: What happened at customer A about issue B? Which issues are publicly discussed from my contact C? Who implemented a solution D for my customer E? What are our competitors communicating about a customer F? When analyzing these and other issues, the sales reps of GFT Technologies AG are supported by a CI system. The presentation will demonstrate features of the "mindaccess" solution as well their hands-on experience. Issues such as implementation strategies and increasing acceptance are discussed as well! (German Language) Hoetker, Glenn. A CI tour of Japan: tools and techniques. (workshop). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Hoetker, Glenn. A CI tour of Japan: tools and techniques. (University Michigan) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Hoetker, Glenn. A CI tour of Japan: tools and techniques. (workshop). SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Hoffman, Bill Enabling the front line in creating customer value via reciprocal relationships. (VP CI Bank of America) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 At most companies even Fortune 500 firms Sales staff and the Competitive Intelligence unit do not take full advantage of the natural synergies between them. This session will explore ways in which the two groups can form effective, reciprocal relationships that both create value for the sales staff and add tremendously to the strength of the CI function. Hoffman, Jean. Using CI to predict generic threats for innovator pharmaceutical companies. (workshop) With James Carroll. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Whos copying your homework? Pharmaceutical companies increase their product life cycles by anticipating threats such as new launches, generic competition, and patent challenges. Knowledge of the tools available for ethical and legal defense of your products is critical to maximize revenues. Learn how to gather CI on generic threats to branded pharmaceuticals through case studies and an exploration of specific strategies. Hoffman, Jens. Psychological profiling: concepts methods and application (with von Groote) SCIP 8th European Conference, London, UK, October 22-24, 2003. Profiling is a core CI discipline: information is first systematically collected, then through a rigid process, analysed to gain new insight into organisations or targeted personnel. This workshop will present profiling methods and techniques as well as its application to CI. How does profiling fit into CI? Based on secondary research, one can collect information on key executives about intentions, self-esteem, behaviour under stress and other key psychological variables. Based on this knowledge, experts can assess and partially predict the behaviour of the profiled persons. Given this knowledge, one can design strategies to influence this person, for example in upcoming negation sessions. Hogan, Scott. Moving at the speed of light: CI in high tech. Nortel Networks (W McQuillan) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati,Ohio, April 3-6, 2002. The rapid migration across the globe to the use of the Internet as the primary medium for data communications has resulted in an exponential growth of data traffic across the public communications networks. The growth in traffic and the adoption of data-intensive applications like e-commerce has fueled the unprecedented demand for bandwidth. The convergence of voice and data, and the promise of anywhere, anytime, any type of communication is driving the long-term growth potential and opportunities of the Next Generation Network. This

converged world presents a number of challenges to CI efforts. The presentation will discuss the current trends in a high-tech industry and how the rate of technological advancement impacts CI efforts. Hohhof, Bonnie. Best Practices in Developing CI Deliverables. (Competitive Intelligence Research and Information, SCIP) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 Creating an effective CI deliverable is a key step in the CI value chain. The impact of the best analysis and competitive insights can be blunted by using inappropriate formats or presentation schemes. If your analysis does not get a decision maker's attention or is delivered in a format that they do not easily absorb, then its value is compromised. Learn from the experiences of senior CI practitioners in major companies. Create a stronger CI impact by improving your choice of deliverable formats, branding your work, and sharpening your writing style. Hohhof, Bonnie. Building better deliverables. (SCIP) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Creating an effective CI deliverable is a key step in the CI value chain. The impact of the best analysis and competitive insights can be blunted by using inappropriate formats or presentation schemes. If your analysis doesn't get a decision maker's attention or is delivered in a format that they don't easily absorb, then its value is compromised. Create a stronger CI impact by improving your choice of deliverable formats, branding your work, and sharpening your writing style. Hohhof, Bonnie. Collection II: secondary collection techniques. (workshop) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. With the tremendous growth of information resources on the Internet, it is often a challenge to find the best place to begin your information gathering efforts. The sheer volume of available information can make even the smallest assignments grow to projects of overwhelming proportions. This workshop presents a two-fold focus: how to plan and organize your research processes, and how to use the right techniques to find, evaluate, and deliver competitive information. Emphasis is placed on using the invisible web for gathering information and the best ways to organize your data for analysis. Hohhof, Bonnie. Competitive information system development. (workshop). SCIP Annual conference: Keeping apace th in the CI race, 9 , Boston, Mass, April 27-30, 1994. Hohhof, Bonnie. Competitive Technical Intelligence: A Sample Exploration of Internet Resources, Critical Skills (director of competitive information and research, SCIP) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The internet is a primary source for competitive intelligence information collection efforts. Going beyond the standard search can identify more resources and unique information to support your analysis efforts. Using the example of competitive technical intelligence (CTI), this session will show you how to leverage and track through the multitude of information sources that are accessible on the web, and will describe the techniques you can use to identify, learn about, and acquire these sources. Using the search strategies developed for the SCIP Institute secondary search workshop, this session will show you how to apply a focused process to finding CTI resources on the web. Hohhof, Bonnie Developing CI support for the marketing function. (Moderator) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.
Hohhof, Bonnie Ethics in intelligence. With Richard Horowitz. (Active dialog) SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009
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How ethic underpins their daily CI activities. How CI ethics builds upon and interfaces with corporate and industry ethical standards. The diversity of ethical application in different industries, cultures and countries
Hohhof, Bonnie. Expanding into the analyst role. (Intelligent Info) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Hohhof, Bonnie. The information technology marketplace, (workshop) 1999 It is often difficult to know which CI vendors and products meet your needs. How do you know if a product will be the answer to your problems? What you need is an overview of the IT products that support intelligence and a basic understanding of the underlying technologies used. How do other organizations approach the task of implementing electronic information systems? How do you integrate your activities with knowledge management, intranets, and the Internet? Hohhof, Bonnie A SWOT of the CI internet search process, workshop (intelligent information) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Time is money and you can spend a fortune looking for the wrong information in the wrong places on the internet. Using the web effectively for competitive intelligence support requires an understanding of when it should be used, what information is available, where that information is most likely to be found, and how to evaluate it. This workshop provides a practical introduction to the strengths and weaknesses of internet based CI information searching and sources. It is designed for those CI practitioners who want to improve their understanding of how the internet can be used to solve their CI questions and to develop their skills in identifying and obtaining the necessary information. There is a world of information beyond Google.

Hohhof, Bonnie. Technologys role in producing intelligence. (Ameritech Services) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Hohhof, Bonnie. What employers want: an analysis of CI position requirements. (SCIP) SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Much has been written and discussed about the core skills required to effectively function as a competitive intelligence professional and the key responsibilities that employers expect a CI professional to execute. But rarely has this been analyzed and defined from the hiring organization's perspective. Based on an analysis of the 2006 job postings on SCIP's CI Career Center, this session provides an overview of common skills, experience, and educational requirements contained in actual job descriptions. This information will not only help attendees improve their resume and match themselves to available positions, but will provide an understanding of what CI skills are valued in other lines of work. Holder, Bob. Supporting discontinuous improvement to leap beyond your competitors. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Holley, Brian. Finding the information you need: a framework for planning and executing CI research. (Senior Competitive Intelligence Analyst, Ernst & Young). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 This presentation will provide a framework for considering competitive intelligence sources. The framework uses an organizational approach for leveraging sources that are available both inside and outside the organization. The presentation will divide competitive intelligence sources into three major categories based on where they reside relative to the organization. The presentation will outline the time frame needed for access, the cost and value of each major category of information. It will address what sources are most appropriate to tap early in the competitive intelligence project, and which sources should be tapped later. It will also outline how this approach can be used to increase the level of engagement from the competitive intelligence user, and in turn maximize the value of the intelligence provided to the competitive intelligence user. At the end of the session attendees will have an understanding of the framework and be able to apply it to their particular competitive intelligence situation. Holtzman, Jody. CI blindspots. (Strategy Dynamics Group) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Recent reports by the Senate Intelligence Committee and the 9/11 Commission identified significant intelligence failures due to "groupthink" and other blind spots on the part of government intelligence analysts.. For CI managers as well, blind spots are a key cause - - CI Blind Spots. This highly interactive session will provide an opportunity for participants to learn through real-world scenarios and exercises with their peers how to overcome CI Blind Spots, focus CI activities and incorporate advanced analytic techniques that illuminate the market opportunities and competitive threats of greatest relevance to senior management's strategic agenda. By improving your understanding of these techniques you can better set and achieve clear objectives for continuous improvement of your corporate CI capability, especially in analytical results and effective support to strategic decision-makers.
Holtzman, Jody Elevating competitive internally to reach key decision-makers. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009
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Learn to market the CI function to meet the needs of key clients. Learn tips for getting key decision-makers across the organization the CI they need. Understand how to overcome typical organizational constraints in reaching executives
Holtzman, Jody. Elevating your function: creating linkage between CI and strategy.(workshop) with Leeb, Scott SCIP 2007 annual conference, April 30 May 2, 2007. Marriott Marquis, New York. There are many good CI functions, but few great ones. A good CI function has access to decision makers and interacts with them regularly, yet is often absent from the decision-making process. A great CI function is an integral part of the strategic decision-making process, and influences the decision-makers and their chosen strategies. This workshop is designed to help practitioners become indispensable assets to their organizations by moving beyond simply pushing/pulling intelligence to being key players in the strategic decision making process. Each new concept introduced is reinforced with hands-on activities in either an individual or group setting. This workshop will introduce new tools and techniques that will allow participants to create more insightful and valuable products. Participants will get hands on experience with several analytic tools and work in small groups to create deliverables based on a contemporary business case. Participants will go through a live strategic planning process and closely examine where CI provides input and can create the greatest impact. Participants will learn to recognize organizational, orientation and analytical institutional barriers and will be given various tools to help them deal swiftly and constructively with them. Finally, the session will look at effective modes of communication because visibility is an essential element for any CI function and how you communicate is almost as important as what you communicate. Holtzman, Jody. The who, what, when, where, and wow of actionable intelligence. (workshop) (Strategy Dynamics th Group) (with Leeb) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago.

Hoppe, Magnus The Seven paragraphs of value adding intelligence. (lecturer, Malardalen University College). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. This presentation discusses how intelligence can be viewed as a tool for counteracting organizational drawbacks as myopia and bounded rationality that explains why organizations display blind spots. A checklist for value adding intelligence, co-developed with CI practitioners of Swedish multinationals and former intelligence personal from the Swedish armed forces will be the focus of this presentation. This inductive construct based on an empirical study carried out in 2006, identifies seven areas that must be addressed and tailored to achieve best organizational fit. The goal of these areas is to gain cultural acceptance and support for intelligence as a cultural phenomenon. Horne, Margaret. CI in the business valuation profession: a case study. (Am Business Appraisers) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. CI is not just about monitoring competitors actions. Learn how knowledge of economic, industry, and other conditions can help you see the whole picture. Horne, Margaret. Finding and interpreting public and private company databases. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Horowitz, Richard. CI, law, and ethics: avoiding pitfalls. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 This presentation explains the basics of CI collection techniques and trade secret law. Learn how to collect CI in a legal and ethical manner, how to identify what makes an act illegal, and how to recognize the line between law and ethics. Topics to be discussed include what is a "gray zone," and whether it is legal to overhear a competitor on an airplane, to pick up a competitor's lost document in the street, or to misidentify oneself as a student. The presentation also explains why abiding by the ethical standard will spare CI professionals and their companies potential legal problems and will explain why the Economic Espionage Act does not affect CI activities that are practiced in an ethical manner. Horowitz, Richard. CI, Law, and Ethics, (Attorney at Law) SCIP06 Annual International Conference, Orlando, Fl April 2629, 2006. This session will explain the basics of CI collection techniques and trade secret law. Learn how to collect CI in a legal and ethical manner, how to identify what makes an act illegal, and how to recognize the line between law and ethics. Topics to be discussed include what is a gray zone, and whether it is legal to overhear a competitor on an airplane, to pick up a competitor's lost document in the street, or to misidentify oneself as a student. The session will also cover why abiding by the ethical standard will spare CI professionals and their companies potential legal problems and explain why the Economic Espionage Act does not affect CI activities that are practiced in an ethical manner.
Horowitz, Richard April 21-24, 2009 Ethics in intelligence. With Hohhof, Bonnie. (Active dialog) SCIP09 International Annual Conference and Exhibition, Chicago IL

How ethic underpins their daily CI activities. How CI ethics builds upon and interfaces with corporate and industry ethical standards. The diversity of ethical application in different industries, cultures and countries
Horowitz, Richard. Forging a strategic alliance between your companys CI and legal departments (w Herrng) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This presentation will show you how to work with your companys attorneys to gain acceptance by your senior management for your CI activities. In addition to using the attorneys as your advisor on legal and ethical matters, you will learn how to partner with them to maximize your companys CI efforts. In the final analysis your joint efforts with the Legal Department should accomplish two very important objectives: giving senior management assurance that the companys CI operations are being conducted legally and ethically; and, increasing the overall benefit of CI to the company through its greater use by corporate executives. Horowitz, Richard. Forging a strategic alliance between your legal and CI departments .workshop. (with Herring) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Only in the last few years have business executives begun to appreciate the value and utility that CI can play in their management responsibilities. Many senior executives still do not fully understand the value of CI and their role and responsibilities in using this new management tool. Some avoid it altogether, fearing it will put their company in some legal jeopardy. Forging a working relationship with your company's legal department can ameliorate these problems. This presentation will show you how to work with your company's attorneys to gain acceptance by your senior management for your CI activities. In addition to using your attorneys as your advisors on legal and ethical matters, you will learn how to partner with them to maximize your company's CI efforts. In the final analysis, your joint efforts with the legal department should accomplish two very important objectives: giving senior management assurance that the company's CI operations are being conducted legally and ethically; and increasing the overall benefit of CI to the company through its greater use by corporate executives.
Horowitz, Richard Is the CI industry obsessed with ethics? SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn the legal and ethical validity of CI. Understand why acquiring competitive information is encouraged by the law. Learn why the CI industry is over-concerned with ethics and why this takes away from its effectiveness.
Horowitz, Richard. Law, ethics, and CI: the SCIP Economic Espionage Act polity analysis. (workshop) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Horowitz, Richard. Trade secret law, the EEA and CI. (Provocateur encounters) SCIP Annual conference: Knowledgest based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Horrigan, Donna Networking: the language of success. (Insights Learning) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Unlock the incredible power of your network. Use the Insights Discovery Personality Profile to identify the personality types within your network, and to provide and receive information for and from that network. By learning the different personal preferences people have, you are better prepared to adapt and connect for more meaningful relationships that can become a powerful alliance as you network for positive outcomes. Business is not about relationships...business IS relationships. Hosking, George. Competitor cost structure analysis. (Cameron Consultants) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Hostoff, Ronald. Database tomography for technical intelligence. (Office Naval Research) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. House, Douglas. Analyzing new market entry opportunities.(Washington Researchers) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. You've identified what seems to be an attractive new market. It's big, growing fast, and appears to be a good fit with your current capabilities and assets. You've begun developing your entry strategy and now one key questions remains: Will it work? In this session, we'll look at the keys to successful entry into a new product/service, customer, or geographic market, and explore how to use competitive analysis to make profitable new market entry strategies. You'll learn a practical, concrete methodology for evaluating the opportunities and challenges a new market presents, and how to answer critical questions using the types of data you can reasonably obtain. Finally, we'll discuss the critical errors companies most often make in entering a new market and give you the tools you need to craft winning strategies that avoid them. House, Douglas. Competitive strategies: understanding theirs, defining yours. (Washington Information Group). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Forget theory. Here's a real-world solution to the consistent challenge of finding out what your competition plans to do. Build a profile of your competitors' strategies by applying a straight-forward, 4-step analytical process to the types of data you can reasonably expect to find. House, Douglas,. How to define objectives: tools techniques and approaches. (Washington Information Group) and st Marianna Knight. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. House, Doug. Improving communications key topic. (Washington Information) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The dissemination of your intelligence efforts is one of the most important steps in the CI cycle, and one that is often overlooked. Personal influence and how you communicate is just as important as what you communicate. Join this discussion for tips and techniques for increasing the influence of your CI initiatives. House, Doug. Making sense of CI data. (workshop) (Washington Information Group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. House, Douglas. Seven steps to better CI research: a practical guide to improving your intelligence collection results (Washington Information Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. House, Lewis, CTI analysis within a dynamic business environment, workshop (w Mignogna) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. In this workshop presentation, two important concepts will be illustrated: the projection of the time history of future relative positions of competitors within an industry and the exploration of various competitive scenarios based upon the interactive response of competitors. Selected scenarios will be run on a computer system in the session to illustrate a dynamic competitive interaction between identified variables/attributes. Using these concepts an analyst can identify and address issues around rapidly changing hypercompetition. House, Lewis. Innovations in competitive technology intelligence. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.

Houston, Paul. Applying Ci to HR recruitment and executive search. (Results Mgmt) with Wheatley, Sandra; and Griesinger, Vicki. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Competitive intelligence is a tool for talent acquisition. A respected search consultant and one of his clients will describe the application of CI techniques to staff recruitment and executive search, and a corporate HR executive will describe the practical applications for the extension of this aspect of CI, known as talent research and sourcing. Houston, Paul. Developing a best-in-class competitor alumni program (cap). (Results Management th Consultants) (with Griesinger) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Competitor alumni programs are a powerful tool to unlock and utilize the competitor knowledge in your workforce. Successful programs identify current employees and new hires who have worked at your firm's competitors. These employees are interviewed by the CI staff and interview results are entered into a keywordsearchable database for retrieval and analysis. The results can provide early warning of new threats and opportunities, and corroborate and validate other sources of intelligence. Houston, Paul, Employ your CI skills in the recruiting/talent acquisition function, SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 1, 2007. The recruiting or talent acquisition function is a natural one for CI professionals to consider both for internal collaboration and for possible career opportunities. There are enormous reservoirs of competitive knowledge that reside in the talent acquisition staff and external recruiting networks. In addition, good recruiters and good CI people share many common traits and skills that would allow career crossover. Surveys show that these opportunities are often overlooked by both the recruiting and the CI professional communities. This session will: describe how recruiting fits into HR and some of the challenges it has being part of the broader HR function; explore the different types of recruiters, internal and external, contingency and retained; discuss various types of sourcing and search research firms who conduct CI from an HR perspective; and highlight the many similarities between the ways recruiters and CI people think and operate and the common skills they use. The presentation will conclude with recommendations about how CI professionals can build bridges to their recruiting functions and external recruiting networks. Houston, Paul Sunday collection: a conversation with Debra Pickett of the Chicago Sun Times. th (RivalScape Intelligence) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. From Madeleine Albright to Kareem Abdul Jabbar, Debra Pickett's "Sunday Lunch With . . . ." column has introduced Chicago Sun-Times readers to the true personalities (and table manners!) of some of the world's most interesting people. In this two-hour workshop, Pickett, an award-winning reporter and columnist, discusses the parallels between intelligence work and journalism, and shares her secrets for getting her lunch guests to open up and reveal their most private thoughts. From the logistics of tracking down hard-to-reach celebrities to the most useful techniques for moving media-savvy interviewees off their well-scripted talking points, Pickett's insights will be helpful to the novice collector and the seasoned analyst alike. After a moderated discussion with Ms. Pickett, attendees will have an opportunity to test their own collection skills in a facilitated workshop Hovis, John. Successful CI = impact. (keynote) (Avnet) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Howard, Deborah Ann. The CI challenge in Japan and implications for emerging Asian markets. (Japan Market) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Howard-Jones, Ted. Competitive response lifecycle. (Business Development Manager, Current Analysis) SCIP th 11 European CI Summit, London UK, October 18-20, 2006. With competitive pressures increasing across all industries, simply having access to competitive information is not sufficient to effectively chart a course to success. Companies must adapt by infusing competitive awareness throughout their organization, and into every business process that deals with customers and products. The cycle of gathering external information, analyzing it, determining an optimal response, and then engaging the business to execute, is called the competitive response lifecycle, and it is a critical process for companies of all sizes to understand. Howard-Jones, Ted. Delivering and maintaining tactical intelligence without getting flooded. (Current Analysis / th w Walker-Davis )SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 2527 October 2000. Research to date has shown that the smaller CI departments often can't cope with both the demands of strategic and tactical intelligence. CI professionals that need to support their sales, product marketing, marketing, and pricing teams with tactical intelligence on a consistent basis also need to cope with all the other pressures they face. How can one do everything without getting overwhelmed? This presenter will discuss the following: What is the importance of tactical intelligence to your company?; What are the skills and resources needed to deliver tactical intelligence?; Can outsourcing work and how do I add my own value?; What are the technologies that can help me collect and deliver tactical intelligence?; and What lessons can I learn from my peers?

Howard-Jones, Ted, Hard or soft: harnessing the value of soft information for business decision making, (partner, Individual UK; and Robin, Kirkby, Manager of Strategic Information, British Oxygen Company) SCIP in Europe: st Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Howard, William. Innovation and intelligence: matching development needs to information tasks. (keynote) (Motorola R&D) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Huang, Phoebe. Technology and the competitive analysis equation: an application of databse management. Aetna Life Insurance Company. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Hughes, Kent. Where does America stand in international competition? (Council on Competitiveness) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991.
Hunt, Paul Increasing CIs effectiveness through use of models. With David Gibson.

SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Learn practical lessons on how to increase the effectiveness of Competitive Research and Analysis through the use of models. Understand practical lessons on how to incorporate modeling into critical CI activities. See examples of the use of models in a number of leading industries and CI applications
Hunt, Paul Using competitive intelligence to predict your competitors pricing actions, (workshop) w David Gibson. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Explore the ethical and legal issues prevalent around the area of competitive pricing. This course gives the attendee an excellent perspective on the subject of pricingthe single highest point of leverage in business.
Hunter, Scott. Trade shows: your supermarket for competitive information. (MultiLink). SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Trade shows provide a remarkable opportunity to gather competitor and industry information. Trade shows are the arena for your competitors to promote their newest products and services...often unreleased information! A knowledgeable and aware CI professional can fill an entire "shopping cart" with valuable information on only one trip to the "store." This session will focus on practical actions that enable analysts to excel at trade shows. These techniques are applicable at shows of all sizes, either in the U.S. or internationally, and in any industry. Topics will range from preparation before attending a show, to actual hints and strategies while at the exhibit, along with tips for compiling the post-event report of your findings. Husar, KaSandra, Decision making under uncertainty, (Intel) SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. Decision making under uncertainty is often the situation most businesses face. In a world of ongoing economic fluctuation it is imperative for professionals in varied roles across an enterprise to practice efficient and effective application of environmental factors and future expectations to enable decision making under this level of uncertainty. At times BI and Market Research can leverage each other in order to increase their influence in key business processes. Business and Competitive Intelligence have a key role in answering a few key management dilemmas: 1) In which future state of the world will our products/services exist? 2) How will our competitors react to our offering? 3) How do we integrate key findings into decision making? There are two popular quantitative methods BI professionals use to deal with uncertainty: Scenario Planning and Game Theory. In this session we will show how a Business Intelligence team can utilize or facilitate the use of these methods for inclusion into the Strategic Planning process. Husar, KaSandra. Implementing a global market intelligence solution. (Market Intelligence Program Manager Intel) (with th Aslam) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Learn how Intel Corporation established the need for a market intelligence (MI) organization and how a global MI organization was ramped and producing results in less than 12 months. You will see how the MI staff taught Supply Chain Management professionals to 'fish' for intelligence, and discuss what intelligence to look for when sourcing from emerging markets. You will also see how Intel combined Benchmarking and Market Intelligence for maximum impact, and how they measure results of assimilation in the organization. Husar, KaSandra. Effective MI Team Dynamics, (materials market intelligence manager, Intel Corporation; CoPresenter: Jason Gad). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This session will provide the opportunity for attendees to learn how they can best build their influencing skills to achieve the highest level of results. Learn how the Intel Procurement organization utilizes the three stage influencing model to ensure strategic decision makers are effective in positioning the Intel supply chain as a competitive advantage.

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Inamdar, S. Noorein Does company scope reveal its strategy? (Harvard Business School, PhD candidate) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This session will demonstrate how the corporate strategy of a competitor can be inferred from its scope or the mix of businesses it chooses to compete in. Existing theory on organizational configurations, novel dataset and multivariate statistical techniques were used to empirically cluster 796 firms into five mutually exclusive groups. Each group had distinct scope characteristics from which was inferred a new taxonomy of five distinct corporate strategies for multibusiness health care firms. The distinctions among the five corporate strategies suggest notable implications for executive management, including a more complete assessment of their organization's strategic position relative to competitors and a means to evaluate the potential for performance improvement. Irvine, Harlan. Achieving maximum value from external CI resources. (Deloitte & Touche) SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Irwin, Deborah;. Establishing a strategic competitive intelligence unit, (Bank of Montreal) with Cliffe, st Rosemary. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Isaacs, Richard. Active versus passive intelligence gathering: crossing the line. (Emerging issues) (Lubrinco group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. "I can resist everything except temptation." Oscar Wilde. For CI professionals seeking the hottest information, the temptation to cross legal and ethical boundaries can be great. Learn the limits and how to stay within them Island, Jacques. Secrets revealed: telltale signs of your competitors agenda.(Inquesta Corporation) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The U.S. Economic Espionage Act of 1996 (EEA) that followed the thawing of the Cold War, addressed growing U.S. government fears of foreign threats targeting the U.S. economy and infrastructure, but it also applies to all persons and companies under U.S. jurisdiction. These laws have now been on the books long enough to have produced case law about trade secrecy. This session will review the EEA and take up case studies of companies that ran afoul of the EEA, contrasted with a case study of ethical research methods to achieve similar ends. The presentation will also provide guidelines for organizing a competitor research program that will keep your company legal and ethical. Isselmann, Margaret CI across business structures key topic. ( DuPont) (with Khan, Newhouse) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI should be part of every business function. CI is a unique discipline in that it affects many different areas within business. Find out how CI can be built into a cross-functional entity that has impact on strategic and tactical decisions. Join this discussion to learn about how CI impacts various aspects of business including Human Resources, IT, and Knowledge Management.
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Jackson, August Social network analysis for CI insight, (Evidence Based Research) with Richardson, Jim. SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. Social network analysis (SNA) is a robust analytical framework that enables modeling and understanding of complex inter-nodal relationships at both the formal and informal level. When applied in the service of competitive intelligence SNA can reveal details, such as: the interaction of organizations within supply and distribution chains to identify the most important organizations within a given industry's operations and vulnerable points; interlocking board memberships which may reveal prospective strategic partnerships, access to financing and other competitive factors; and instances of collaboration noted in patent filings to reveal key competitor research and development priorities. It is difficult to know how to appropriately define information requirements that will drive the research and collection of social network data, and this informative and interactive session will provide guidelines for overcoming the challenges of getting started with SNA. This session will show how to translate key intelligence topics into SNA research and collection requirements, identify technical methods and tools that enable SNA, and outline appropriate application of analytical methodologies that will provide the so what? that makes SNA relevant in a CI practice. Jackson, Tom, Find it produce it, deploy it: actionable CI in uncertain times. (Roadway express) ( w canale) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001 Jakobi, Reinhard. The making of success. (Manager, Project & Process Management, BASF AG - Engineering Plastics Europe) This session will present an overview of BASF's Regional Business Unit (RBU) "Engineering Plastics Europe". The session will describe changes in the environment and competition which affect BASF's success. Engineering plastics suppliers are in an ongoing consolidation process which will end up with only three to five backward integrated resin suppliers. Successfully operating companies will rely on innovation and will offer "added value" to their cusomers. Competitive Intelligence within "Engineering Plastics Europe" requires a comprehensive knowledge of market, competition and innovation. Research topics are determined through information measures such as acquisitions and strategic partnerships, selections of the right customers and sustainable applications, introduction of new assessment processes for new opportunities. The business model of "Engineering plastics" is based on Technical Competence, Customer Intimacy, Global Presence, Operational Excellence and BASF's unique "The Verbund". James, Charles. Antitrust pitfalls for competitive intelligence. (US Dept Justice) with Henry, Brian. SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. James, Silvia. Researching global companies. (workshop) SCIP Annual conference: Knowledge-based st strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Jaworski, Bernard. CI and bottom-line business performance: empirical evidence from three national studies. (keynote) (Univ Arizona) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Jethmalani, Arun. CI in India: Perspectives of a Local Practitioner, (Managing Director, ValueNotes Database Pvt Ltd). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Given Indias rapid growth and integration with the global economy, the growing interest in India is resulting in new opportunities for CI practitioners. Indian companies exploring overseas opportunities: a) Course will highlight the dramatic rise in global aspirations of Indian companies, and analyze the resulting opportunities for CI professionals, b) Based on a survey of large companies, will analyze current attitudes towards CI, awareness and decision-making, c) Suggest how best to work with Indian clients - use examples that will showcase common pitfalls and mistakes. Foreign companies exploring opportunities in Indian markets: Cover cultural and ethical Issues--Show how working in India is different, using real life examples. Information Availability: Work with an analysis/mapping on availability of data on Indian industries and companies, and learn how to tackle information gaps. Selecting and working with a Local Partner: Learn what to look for. Understand their constraints, in order to most successfully gather information.
Jethmalani, Arun The deep web unfolded: effective use of the invisible web stools for CI.

SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Understand the vast resources available to search the Deep Web. Learn how to identify useful resources. Learn how to optimize the time spent in getting the best results by innovative search techniques
Jin, Tao. Beyond Information: A Study on Work Activities of CI Professionals, (instructor, Louisiana State University; Co-Presenter: France Bouthillier) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The presentation will report on a study of the work activities of 28 competitive intelligence professionals in Canada. The purpose of the study was twofold to understand how CI professionals work and to explore the

mechanisms underlying the creation of CI. Three research questions guided the study: What do CI professionals actually do? How do they do it? What factors constrain or facilitate the completion of tasks and activities? The particpants in the study worked in 23 companies/organizations representing 12 industries. In semistructured interviews, they were asked to describe their daily tasks and activities. Volunteers were asked to keep a diary for one working week. The diary contained (1) a work activity log; (2) statistics on e-mails, phone calls, and meetings; and (3) a comments section. The research concluded with another interview to clarify what each participant had written in his or her diary. The framework assumes that intelligence is an intermediate state between information and knowledge. It draws on previous research on human information behavior and intelligence practices, and incorporates cognitive work analysis and activity theory. Johnson, Arik, Best practices in CI consulting and research subcontracting. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. SCIPs membership is a diverse breed of corporate CI practitioners and strategists, collection and library personnel, academics and students, software and information vendors, and CI consultants and research subcontractors. Since almost all CI programs in business today, eventually or occasionally, use research agencies, consultants and subcontractors to accomplish their objectives, its critical to competitive success at all levels to understand the nature of these relationships and established best practices in their application. In this session, we will examine the range of services, fee/service structures, specialties and guidelines for relationships between CI consultants and the clients they support, how these factors have changed over the years, international perspectives and how both clients and consultants can maximize their value in intelligence outsourcing and support. Johnson, Arik. Building the collaborative early warning system (with Frank) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. A pillar of every best-in-class competitive intelligence program is the Strategic Early Warning System, enabling the organization to avoid or absorb the impact of strategic surprises, while capitalizing on fleeting opportunities. At the same time, Weblogs have afforded a new level of intimacy and collaboration between decision-makers, analysts and research collection that makes rapid, collective response to early warning indicators a reality. By visualizing factors that produce forward-looking scenarios, collaborative early warning systems provide more timely visibility of unanticipated events in the external environment that are likely to have an impact on the firms strategic ambitions, business interests or security of market status.
Johnson, Arik CI2020: what might CI look like in the year 2020? Active Dialog. With Fleisher, Craig.
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SCIP09 International

Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Examine the potential alternative futures of the CI profession and construct a best-case, worstcase, most-probable and highest-impact matrix of evolving scenario visions. Apply techniques of collaborative "futuring" to develop foresight using the CI2020 case example and discuss what the analytical framework of the future will look like and how it can be optimized and automated. Learn from one another where CI is best positioned to succeed in the future and on which topics it should focus
Johnson, Arik. The CI software spectrum: connecting, automating and distributing intelligence across the th enterprise. (Founder & CEO, Aurora WDC) SCIP 11 European CI Summit, London UK, October 18-20, 2006. Competitive intelligence has always relied on software tools to automate and assist in the collection, communications, storage and processing of raw information for output to decision makers. In fact, CI might not be possible without the bridges that information technology that enables these tasks and never before has the spectrum of software possibilities available been so diverse, mature or powerful. Based on a new study to be published in 2007, this session will examine the scope and scale of CI software applications available commercially as well as adaptations of software originally designed for other purposes to meet CI's needs. Participants can also expect CI software vendors to be on hand to help answer questions from the audience and offer their advice and experience. Learn the range of options and technologies available as well as best practices in planning, acquiring, implementing, maintaining and upgrading CI software systems over time. Johnson, Arik. Deploying and benchmarking organizational CI programs in high-tech markets. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Johnson, Arik. How to get intelligence customers excited about your intelligence. workshop SCIP 8th European Conference, London, UK, October 22-24, 2003. This session focuses on identifying KITs (Key Intelligence Topics) to meet the organisations intelligence needs, as well as creating human networks within the organisation to facilitate the dissemination of CI to decision makers. Participants will learn about report templates, meeting types, and presentation skills for effective delivery of competitive intelligence. This session will also outline a process for Intelligence feedback. Johnson, Arik. Linking CI to decision making: operationalizing strategic analysis (active dialog) (Managing Director, Aurora WDC; Co-Presenter: Sheila Wright, Principal Lecturer, Leicester Business School, De Monfort University). SCIP 10th Annual European Summit, London, November 9-11, 2005

Learn how professionals use CI to make decision impacts more predictable based on the spectrum of analytical tools and techniques to build a playbook of options. These structured, interactive brainstorming sessions facilitated by industry experts will provide an opportunity to work with your peers on approaches to solving common challenges and sharing innovative ideas. Johnson, Arik. Sarbanes- Oxley Act and your board of directors. (Aurora WDC) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Section 409 of the Sarbanes-Oxley Act implicitly requires all publicly-held organizations to establish a CI function to enable compliant corporate governance. But what does that mean for CI practitioners? In this session, you will be briefed on the key issues related to the Sarbanes-Oxley Act from the corporate compliance officer's perspective as well as study a case analysis exercise to provide you with a demonstration of how the Act works in practice Johnson, Cynthia, CI for strategic market planning, (w Hingst) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Johnson, Mark. CSI: competitive sales intelligence. (workshop)(Vector Group Services) (with Toivonen) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Johnson, Mark. Defining and communicating competitive interactions to management. (Lilly)) SCIP Europe th Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Although the role of CI is becoming increasingly recognised, there are rarely generic or historic guidelines within companies which are capable of supporting the entry of up-and-coming CI managers. Because of this, CI managers often emerge as pioneers setting out to break the rules set by tradition. This presentation focuses on designing a concept geared to help CI managers shape and present their objectives to decision-makers, thus increasing the understanding and acceptance of this process. The presenter will help attendees: Design a competitive interaction process, which conveys your firm's external network; Identify the gaps in the internal process and apply methods to decrease them; and Determine the value your concept will add to the business process. Johnson, Mark L.. Leveraging an external perspective to impact the internal environment. (Eli Lilly) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. To avoid falling in such conceptual and theoretical traps, this presentation does not even attempt to answer these questions. Rather, it focuses on two individual case studies that took place in the German pharmaceutical industry. Both of these studies demonstrate how ideas that were either originated or improved in the external environment became a reality in the internal company environment. Key messages of this presentation definitely target a high respect for the initiation and shaping of ideas in the external environment. But even more attention will be given to the difficult task of managing processes necessary for translating these external ideas into the dominate language of the internal company environment. Lastly, the admittedly unsolved challenge of demonstrating the value of an external perspective to the business will be discussed in nontraditional terms. Johnson, Mark. Using financial data to predict and evaluate strategies. (SW Bell Telephone), SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Widely available, if not always easy to find, financial data can provide countless insights into the strategies of your competitors. Learn how to turn those numbers into decisions that will give your company a competitive advantage. Johnson, Pat. From signal to synthesis: the CI analytical process. (Compaq). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Garbage in, garbage out. Valuable competitive analysis can't be performed without the right information. Fortunately for the CI professional, companies are leaving larger trails of information as they become active in e-business. Uncover ways of tracking your competitors and turning the collected data into actionable intelligence. Johnston, Andrea. Leveraging industry analyst relations for CI. (CIBER) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Amidst the objectives of Competitive Intelligence, Marketing, Public Relations and other departments, Industry Analyst Relations professionals across the world are establishing themselves as savvy ambassadors for their organizations. While routinely working with top analysts at research firms such as Gartner, META, Giga, Forrester, Yankee Group and others, IAR specialists are ideally positioned for gathering competitive intelligence and building strong primary networks. This presentation is designed to showcase the synergies between CI and Industry Analyst Relations. Jordaan, Chris. Strategic intelligence: the missing link in the strategic DNA. SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. CI is generally seen as a close relative of marketing strategies. On the one hand, the concepts strategy and strategic planning have mainly been used in the context of organisational restructuring of companies. On the other hand, CI is seldom seen in relation to corporate strategies in regard to threats and geo-strategic
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positioning. The globalization of corporations and multi-nationals is an irreversible process and part of the restructuring of the developing global economy. This demands from CI professionals a rethink on the link between CI and competitive strategy Jors, Bernd The top topics of modern on and offline CI. (Professor, PH Darmstadt). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Joshi, Anil. Organizational adaptance to and acceptance of BI an exponential learning curve. (Origin st th Intl) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Judson, Tom. CI in the boardroom. (workshop) SCIP annual conference: Global Competitive Leadership st in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Juhari, Ariff Syah. Panel Presentation: Teaching Competitive Intelligence. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Jurgens, James. Competitive analysis in a consortium: an approach for competing companies working together. th (SemaTech) SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Jurisic, Mislav. Strategic competitive intelligence. (Croatian Telecom) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. The process of identifying opportunities and threats requires knowledge of internal strengths as weaknesses as well as the process of environment screening. In this session, practical examples focus on effective decisionmaking and identification of opportunities and threats, and are drawn from the pharmaceutical as well as telecom industries. You will see examples of different intelligence products that can be created in the pharmaceutical industry and a model that can help you detect threats coming from competitors based on creation of competitor-balanced scorecard.
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Kahaner, Larry, Helping everyone understand the importance of CI. (provocateur encounters) SCIP Annual st conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Kahaner, Larry. Helping everyone understand the importance of CI not just in our own company but st everywhere. (Kane Associates). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Kahaner, Larry. Wringing the internet dry for CI. (workshop) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Time is money. And you can spend a fortune looking for information in the wrong places on the Internet. Its also possible to waste time and effort gathering information long after you should have begun analyzing what youve found. This workshop covers the latest techniques for online research and offers a real-time look at the subject material via an Internet connection. Kahaner, Larry Wringing the internet dry for CI: the e-commerce frontier. (workshop) and John Quinn. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Kalb, Cliff. Career planning for CI professionals key topic. (Merck) (with Goldberg) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI is an exciting yet little understood career path. You want to pursue this road but don't know which route to take? Join a discussion with senior CI practitioners who have hired, trained, and coached up and coming CI professionals. By attending this interactive discussion, you'll have a better understanding of how to leverage your CI knowledge, skills, and abilities for your career development. Kalb, Cliff, The center for business knowledge (Merck) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This presentation will introduce three models of organizational structures for decision support departments in major multinational corporations: 1) Centralized; 2) Hub and Spoke; 3) Decentralized. A strong case will be made for the centralized structure. This will be based on the value it provides internal clients in providing direct access to analytical staff, internal synergies within the group, as well as the opportunity to build, maintain and utilize a central intellectual capital repository. Career development opportunities offered in such a structure will be discussed along with methods by which analytical talent is recruited, motivated and retained. Recommendations for adapting the analytical team structure to the unique corporate structure of your firm will be made as well. Kalb, Clifford. Core competencies for the CI professional: a practitioners view. (Merck) SCIP Europe th Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The speaker will review a series of knowledge areas, and skill sets and illustrate them with pragmatic activities that will enable one to evaluate competency in the field of competitive intelligence. These competencies were developed to assist those who want to build careers in this emerging field of business, to assess themselves against world-class performance standards in the field. The competencies were developed for use at a global pharmaceutical company, but could be applied to any multinational business analysis professional in virtually any discipline. The speaker will demonstrate that there are many competencies in this field that overlap other traditional business disciplines, while there are other competencies that are somewhat unique to this field.
Kalb, Clifford Creating the roadmap to world-class CI programs. (panel) with Herring, Jan; Tim Kindler; Leavitt, Judy.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

How leading CI program directors have developed and/or managed very successful corporate CI Programs. Some of the major problems they confronted and how they overcame them. An analytical framework for assessing your CI programs developmental progress and a developmental road map to World Class performance
Kalb, Cliff The E-business executive perspective. (moderator). Harari, Oren; George Paap (Motorola); Bob Sherwin, (Whizbang Labs) (panelists) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Kalb, Clifford. The ethics of CI gathering. (Merck) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Here is a practical, informative way to address real ethical issues. Youll review key elements of a major multinational pharmaceutical companys ethics guidelines for the collection of human intelligence, review a series of more than 25 actual case examples of ethical problems in a simple question and answer format, and discuss together an ethics case as you learn the appropriate behavior based on the guidelines of one corporation.

Kalb, Cliff. Is CI still CI? (Wood Mackenzie) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Is CI too narrowly defined in today's world? Should the definition be broadened to encompass and embrace professionals from a variety of related disciplines? In this session a seasoned CI professional and former SCIP president will lead an interactive discussion of the current and future setting for CI. You will learn about a provocative set of scenarios on how SCIP can evolve to take advantage of the changing environment by redefining itself over time. You will be part of this all-important discussion, and will come away with a renewed sense of what the future holds for competitive intelligence, and for you. Kalb, Cliff, Marketing case history: anticipating and outmaneuvering competition, (Merck) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. A fascinating case history in the pharmaceutical industry will be reviewed. The case involves the use of publicly available clinical trial data to predetermine a competitor's plans for marketing and positioning a new brand. Once anticipated, a pre-emptive counterstrategy was conceived and employed by the firm whose product was already marketed. The marketed product was repositioned into the space the new competitor was planning to occupy. Implementation required the new competitor to conduct new trials to reposition its brand. This resulted in a significant delay in market entry, allowing the marketed brand sustained growth and increased market share. Kalb, Clifford Navigating through the grey zone (before the subpoena arrives): the CI ethics dilemma in practice. (panel) (Merck), with Karen Eckman (3M), Joan Flesch (Cheesbrough-Ponds), Steven Storms (Weyerhauser), Alfonso Sapia-Bosch (Latin American Advisory Group), Robert Tancer (Ciber Center for International Ethics). SCIP st annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Kalb, Clifford Postcards from the leading edge: the good the bad and the ugly. (Director of marketing st business analysis, Merck & Co). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996.
Kalinowski, David Dont dut me or my CI budget: avoid becoming extinct. With Maag, Gary.

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SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Discover the key reasons why CI budgets get cut. Understand how to position yourself as a hero. Learn the five key steps to take to avoid you or your budget being cut ever again
Kalinowski, David. Expectation management for better CI results. (Proactive Worldwide) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The "need it yesterday" perspective defeats CI's very purpose: To produce a real effect on the bottom line. CI should always either save or make time, or save or make money. Any information that does not contribute to meeting at least one of these goals is a waste of both. Expectations among all parties -- corporate end users, internal CI coordinators, and external CI consultants -- must be managed. Managing expectations will result in a consistent, mutually beneficial relationship between CI users and providers. Kalinowski, David. Managing client expectations for better CI results. (Proactive Worldwide) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Communication between a CI group and its internal clients is crucial to successful CI, and often boils down to how well the client understands what actually can be delivered, the research gathering process, when results can be expected, and at what cost. It also depends on how well the CI facilitator understands what the client expects for the investment. Specific key activities can help manage expectations and develop a consistent winwin relationship between CI users and providers. We'll look at which expectations are most important, and how to convey them. We'll talk about how to eliminate senior management's 'get me whatever you can' mentality, and how to develop a mutually beneficial relationship between internal CI users and providers. Kalinowski, David. Managing expectations: will clients every fully understand? (Proactive) SCIP04 Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. So what happens if we dont practice expectations management? Chaos! There are lots of fire drills. Youre viewed as not having your act together. CI practitioners are unclear of their roles and what exactly they are to deliver and by when. Clients begin to want the impossible -- perhaps because they believe it to be possible since you have not told them differently. If no message of reasonable expectations is conveyed, the assumption is that what is asked for is achievable. Expectations among all parties -- corporate end users, internal CI coordinators, and external CI consultants -- must be managed. Learn several specific ways you can better manage expectations and develop a consistent win-win relationship between CI users and providers. Kalinowski, David. Reliable collection sources and techniques (active dialog). (President and Chief Operating Officer, Proactive Worldwide, Inc.; Co-Presenter: David Pickton, Head of Marketing Department, Leicester Business School, De Monfort University) SCIP 10th Annual European Summit, London, November 9-11, 2005 L earn how professionals authenticate and can come to depend upon a spectrum of CI research sources to assist in analytical needs for both monitoring and ad-hoc collection.
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These structured, interactive brainstorming sessions facilitated by industry experts will provide an opportunity to work with your peers on approaches to solving common challenges and sharing innovative ideas. Kalitka, Peter. Counterintelligence and US businesses. (workshop) (DIAC) with Williams, James. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Kaminski, Paul. Supply chain intelligence. (Millipore) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. As supply chain economics become increasingly important, a few companies are using intelligence to analyze their vendors finances and capabilities, and to provide a roadmap to protecting the viability of their supply chains in the future. Millipore has developed a robust supplier intelligence program that provides an example to CI managers of an expanding application for intelligence Kampas, Paul, Thriving on digital convergence using scenario planning techniques. (workshop) (Kampas st Research) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998 Kampas, Paul, Using modeling and visualization techniques to create competitive insight, strategy, and vision. (workshop) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Kanne, Ryan. How US government and internet resources can help with international market research. th (US Dept of Commerce) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. There are numerous tools available to help companies and individuals with international market research. Learn what tools are available to help companies to answer their questions on international markets in a cost effective manner. We will specifically review the various programs and services offered by the U.S. Commercial Service. We will also highlight valuable internet tools and resources for international market research. In addition, we will discuss tips and tricks for finding specific information. We will examine a case study of a company that needed international market research to make decisions and set a global strategy. Kappes, Kurt Trade secrets a legal update. With Wexler, Michael. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. This session will be a useful summary for the CI professional of current legal trends in trade secret law. It will include a discussion of identifying and protecting trade secrets, avoiding misappropriation claims, litigation issues, and remedies. Keen, Christine. Issues management: preparing for tomorrow today. (workshop). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Keiser, Barbie. Using R&D to turn competitors into allies. SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Kelly, Kim. A CI practice in which the mission is strategic and tactical analysis of the federal marketplace. (Loral Federal Systems) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Kelly, Matthew. Rapid dynamic competitor monitoring and positioning in the internet world. (Strategy Software). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. The Internet has radically lowered the barrier to entry for companies to create new products and services to compete with your business. Using real case studies from several e-businesses, develop a better understanding of the nature of competition in Internet space and learn specific survival skills for this dynamic environment. Kempfer, Hal. The role of CI in risk management. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 In the wake of the attacks of September 11th, much has been made of the world's vulnerabilities to terrorist strikes. The security industry thrives on building defenses against all manner of perceived threats, both real and notional. Meanwhile, almost all agree what is needed is better intelligence. As transportation, financial institutions, and whole industrial sectors quaked under the impact of 9-11, a new awareness of intelligence needs arose from the ashes of New York and Washington, D.C. Risk Management Intelligence (RMI) is the dedicated research and analysis support for risk management decision-making. It blends concepts found in CI, military intelligence and investigative intelligence. RMI builds upon the precepts found in hazard, vulnerability, and threat assessments. RMI is the cornerstone in any program to mitigate liability and reduce risk. Kennedy, Larry. The role of CI in business process re-engineering. (Digital Equipment) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.

Kennedy, Larry. The use of CI in balanced scorecards. (Digital Equipment). SCIP annual conference: st Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Kelley, James Business simulation: the dynamic analysis tool for competitive intelligence. (Business Simulations) with Ondash, Charles. SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Kerr, Roger, Effective marketing frameworks lead to outstanding results (workshop)(w Sharp) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Kersi, Anita. A Process-Oriented View of CI, (University of Wisconsin; co-presenter James Hesford) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Firms engage in competitive intelligence to compete more effectively in the marketplace. In this session, we examine how a firms competitive environment and strategy influence the CI process, which, in turn, affects organizational performance. The CI process is modeled in two stages: (1) CI administration and structure and (2) analysis and dissemination of information. Kesting, W. Roy. Expert systems for CI. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Khan, Rahman. CI across business structures key topic. ( Intel) (with Isselmann, Newhouse) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI should be part of every business function. CI is a unique discipline in that it affects many different areas within business. Find out how CI can be built into a cross-functional entity that has impact on strategic and tactical decisions. Join this discussion to learn about how CI impacts various aspects of business including Human Resources, IT, and Knowledge Management.
Khoo, Yeong Lee Dorfmeistger, Julia. Using the cultural orientation indicator to drive more effective elicitation strategies across the globe. With Kinsinger, Paul;

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how Cultural Orientation Indicator, a statistically validated self- assessment tool that measures work style cultural preferences across ten key dimensions, can be leveraged to improve core skills like diagnostics, elicitation, analyzing data, and communicating results that every CI professional must excel in to succeed in today's workplace. Learn how to use the COI's detailed country cultural preference profiles to help themdevelop more effective elicitation skills with regard to people from other culturesa key challenge in a diverse workforce and in the global economy. Learn how to apply the COI country cultural preference profiles in two case studies: China and the local Chinese business communities in Malaysia, Thailand, and Singapore, and in Germany and German-speaking Austria and Switzerland
Kight, Leila. Competitive intelligence for changing times. (Washington Researchers). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Kight, Leila. Finding facts about private companies, subsidiaries, and manufacturing facilities: state and st local filings. (Washington Researchers). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. When it comes to finding current, reliable information about competitors and other companies, some research targets prove far more challenging than others. Among the most frustrating are privately-held companies, subsidiaries of public companies, and individual production facilities. Nevertheless, those who know where to look can find a wealth of information about these tough research targets - much of it in the public domain. Savvy business researchers can reap huge benefits by tapping into state and local governments' files on companies, plants, and facilities. Virtually every company, domestic or foreign, operating in the U.S. must file information in the locations where it does business. If analysts know where and how to look, they'll find information they never dreamed was available, much less in the public domain. Kight, Leila, Finding reliable intelligence on privately held companies. (Washington Researchers) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Kight, Leila. How to find competitor intelligence on a limited budget. (workshop) (Washington Researchers) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Kight, Leila. How to predict your competitors and other companies future actions. (Washington Reseachers) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992.

Kight, Leila. How to research foreign competitors using domestic information sources (Washington Researchers) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Kight, Leila. Predicting competitors future moves: research sources and strategies that really work. st (Washington Researchers) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Kincannon, Ben. Competitive intelligence and crisis management. (Fleishman-Hillard) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. You dont have to be cooking the books to find yourself in a crisis management mode, nor do your competitors. Product safety issues, political shifts overseas, and the actions of regulators can create a crisis situation. When that happens in your industry, it opens up both risks and opportunities. This session will help you take advantage of the opportunities and understand the potential risks to your company and your industry and help you avoid the surprises that can lead to a crisis. Kindler, Timothy, Achieving a successful CI operation on todays corporate environment. (Kodak) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. CI is a rapidly-growing discipline in corporate America. It is, however, not easy to develop a CI unit and justify its on-going existence -- especially in a difficult economic environment where all costs and functions are closely scrutinized. This session will provide a primer on CI and explain why the discipline can be so valuable to a corporation. The intelligence process of collection, analysis, and communication will be reviewed, along with organizational issues, ethics, and most importantly, criteria for success. Kindler, Timothy. Achieving a successful CI operation in todays corporate environment.(Kodak) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI is a rapidly growing discipline in corporations around the world. It is not easy, however, to develop a CI unit and justify its ongoing existence -- especially in a difficult economic environment where all costs and functions are closely scrutinized. This session will provide a primer on CI and explain why the discipline can be so valuable to a corporation. The intelligence process of collection, analysis, and communication will be reviewed, along with organizational issues, ethics, and most important, criteria for success.
Kindler, Tim Creating the roadmap to world-class CI programs. (panel) with Herring, Jan; Kalb, Clifford; Leavitt, Judy.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

How leading CI program directors have developed and/or managed very successful corporate CI Programs. Some of the major problems they confronted and how they overcame them. An analytical framework for assessing your CI programs developmental progress and a developmental road map to World Class performance
Kindler, Timothy. Keynote SCIP 10th Annual European Summit, London, November 9-11, 2005

Kindler, Tim. Linking CI Strategy and Overall Company Strategy for Competitive Advantage, (director, corporate competitive intelligence, Eastman Kodak Company) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Competitive intelligence cannot be developed as an afterthought. For a CI program to have a strategic impact, the intelligence operation must be developed as an integral part of the overall strategic planning process in a company, and the goals of the intelligence program must to be in sync with those of the corporate strategy process. This session will detail a start-to-finish process for aligning CI with overall corporate strategy. Topics to be covered include organization structure and alignment, communication issues, key deliverables, and metrics for success. Kindler, Timothy. Productive relationships with CI service providers key topic. (Kodak) (with Parker, Fehringer, Fisher, Fiora) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Creating positive relationships with CI service providers is critical to any CI effort. A clear understanding of mutual expectations through each phase of the consulting cycle will result in a more satisfying experience for both parties. Learn the keys for success and the recipes for disasters from experienced service providers and practitioners. Join a peer-to-peer discussion on understanding the dynamics of the practitioner/service provider relationship.
Kinsinger, Paul Dorfmeister, Yeong Le Khoo. Using the cultural orientation indicator to drive more effective elicitation strategies across the globe. With Julia

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how Cultural Orientation Indicator, a statistically validated self- assessment tool that measures work style cultural preferences across ten key dimensions, can be leveraged to improve core skills like diagnostics, elicitation, analyzing data, and communicating results that every CI professional must excel in to succeed in today's workplace. Learn how to use the COI's detailed country cultural preference profiles to help themdevelop more effective elicitation skills with regard to people from other

culturesa key challenge in a diverse workforce and in the global economy. Learn how to apply the COI country cultural preference profiles in two case studies: China and the local Chinese business communities in Malaysia, Thailand, and Singapore, and in Germany and German-speaking Austria and Switzerland
Kirkby, Robin. European blindspots: why is CI different in Europe. (Director of Strategic Insight, Altana Pharma) SCIP 10th Annual European Summit, London, November 9-11, 2005 Competitive intelligence has become an accepted discipline within many local and international companies. There have been successes and failures along the way, but out of this discipline has grown considerable insight about what works and what doesn't for CI professionals. We have seen the emergence of some of the best practices in the people, processes, technology, and content of CI capabilities. In addition we have seen the maturity of the CI profession with long-term careers for CI professionals, the interest of academia, the publication of quality CI articles, and of course the establishment of a professional community SCIP. The speaker will share with you some of the identified best practices. In addition, he will analyze some of the differences in CI capability on both sides of the Atlantic. The advantages and blindspots of European CI compared with those of our American colleagues will be considered. This session will be valuable for anyone setting up an international CI capability, establishing a European CI capability for an America company, or just wanting to learn some of the better CI practices in Europe. Kirkby, Robin. Recruiting, traning and managing new CI professionals. Open dialogue. (Deloitte) SCIP 8th European Conference, London, UK, October 22-24, 2003. Managers responsible for leading CI/BI teams often have limited exposure to the discipline. Participants in this dialogue will discuss challenges and solutions to developing and leading an effective team Kirkby, Robin. What knowledge management can learn from CI. (IBM) SCIP European Conference: st th Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Kirkby, Robin. Where can I recruit the right people for my CI team? (Fuld) SCIP Europe 6 Munich Germany, October 24-26, 2001 Recruiting appropriate staff is one of the biggest challenges most CI managers face. This talk will provide answers to some of the following frequently asked questions . Kirsch, Gregory. Offensive and Defensive Use of Patents for Competitive Intelligence, (Shareholder, Needle & Rosenberg, P.C.; Co-Presenter: Charley Brown, Associate, Needle & Rosenberg, P.C.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. In this session, a brief background on patent theory will first be provided to ensure that the participants understand the nature and workings of patent law. With this foundation, the presentation will then turn to explaining how research and analysis of third-party patent activity may be used for both offensive and defensive purposes by the competitive intelligence professional. Specific real-world examples will be provided, using demonstrative charts, graphs and other related data Kirsch, Gregory. Turn third party patent activity into a competitive advantage. (Needle & Rosenberg) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The best way to prepare for a situation where your competitor receives a problematic patent is to already have a plan in place for dealing with it. By proactively researching and analyzing competitive patent activity, and by having a procedure in place within your organization for responding to this patent activity, your organization can exploit competitive patent intelligence, and minimize any harm that may come by merely stumbling across a competitor's patent. In this session, we will learn how to prepare for major patent findings, and how to deal with it when it happens. Kjeldsen, Anita. How to deal with the unexpected: the importance of a flexible attitude. (Strategie & Innovazione) (with Motta) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. It is important to be able to read information as it is gathered and have a flexible attitude to be able to change the hypothesis of work when necessary. This may require you to provide feedback to the client and to correct, if necessary, the objective of the research. By reviewing an actual case study, this session will focus on how a flexible attitude allowed new strategies to develop when the data suggested alternative strategic solutions not initially included in the original intelligence report. Kjeldsen Anita, How the internet facilitates information gathering on the Italian market (poster session). (Strategie & Innovazione). and Milena Motta. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Kjeldsen Anita. Patent analysis helps you redefine your companys strategies. (with Motta) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Based on a real life case, this session will demonstrate how research that was meant to verify competitor patents for a particular device led to the discovery of new and existing technological partnerships between small emerging companies and large multi-national companies, not yet disclosed publicly. In addition, the technology proved to be developing in a different way from what was supposed at the beginning of the research. By asking "Why? Who is doing what? And again why?", the research findings led to completely redefining the market's
th th th

competitive scenario and developing new strategies to enter the market segment. This case study illustrates how patent analysis can be used as a powerful CI tool to discover potential entrants into a competitive scenario. Klavans, Judith. Keeping up with information growth on the web. (workshop) (Columbia) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996 Klavans, Judith Multilingual information access: finding the facts in a global information age. (workshop) (Columbia University) with Tzoukerman, Evelyne. SCIP Annual conference: Knowledge-based strategies: surviving and st thriving in the 21 century. Chicago, IL, March 25-28, 1998. Klavans, Richard Advanced analytical tools and techniques. (Center for Research Planning; and Martha Matteo. st Boehringer Ingelheim Pharmaceuticals). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Klavans, Richard Analyzing a competitors science and technology platform. (Center for Research Planning) with Lane, st Peter. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Klavans, Richard. Assessing worldwide competitive R&D capabilities. (Temple University) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Klavans, Dick, How can you lead without a map? Orientating in knowledge space. Workshop. (w nd Rosenkrans) (workshop) Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Knowledge maps enhance R&D decision making by identifying positions (in knowledge space), the attractiveness of these positions, and the identity of the occupants (individuals, labs, organizations, and cities or nations) at each position. An overview of the knowledge map-making industry (Klavans) is followed by a case study of an application in R&D decision making at SmithKline Beecham (Rosenkrans). Klavans, Richard. Keeping up with information growth on the web (workshop). SCIP in Europe: Business Analysis the st European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996 Klavans, Richard. Mapping R&D. (workshop), SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997.
st

Klavans, Richard, Mapping research and development. (President, Center for Research Planning). SCIP in Europe: st Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996 Klavans, Richard. Maps and metaphors. (Panel) with Thomas, Ronald; Smith, Vincent. SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Klavans, Richard. Opportunity and threat assessment in an R&D Environment. (Center for Research Planning) with Matteo. SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Klavans, Richard. Paradigms for competitive advantage and the role of CI. (workshop) (Center for Research Planning) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Is CI history? SCIP and the CI profession are at a crisis point. Failure to articulate a paradigm for CI has led to a risk of marginalization. Evaluate the paradigms underlying CI and competitive advantage using Thomas Kuhns definition of paradigm in an interactive workshop. Explore techniques for framing CI to your peers and appreciate the challenges facing SCIP and CI professionals. Klavans, Richard. Techniques for identifying and evaluating acquisition/alliance partners. (Center for Research Planning) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Advanced bibliometric techniques are now being adopted by M&A professionals because they can identify alliance partners (Rosenkranz, 1998), predict the IPO value of biotechnology firms (Deeds, 1999), and anticipate success factors in pharmaceutical alliances (Lane, 1999). This workshop will provide an overview of these techniques. Existing techniques (citation, co-citation and co-author analyses) and emerging techniques (co-word analyses and methods from complexity theory) will be covered. The workshop will be organized into three parts: theory, measurement, and case studies. Klavans, Richard. Use of Knowledge Mapping to Track Patterns of CI Research, (academic consultant, SciTech Strategies, Inc.) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In this session, Richard will ask and answer the following three questions: What is the academic basis for competitive intelligence? What is the current role of SCIP in this research? How might SCIP expand its role in supporting CI research? Knecht, C. Kenneth Developing a world class market intelligence process: how Cisco did it. (Cisco) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Business Problem: An existing and efficient sales forces needs quick and immediate access to intelligence on customers, competitors, and technologies. Sales management and other functions require more strategic analysis on the same targets. Objectives: Make the sales teams aware of more customer opportunities, any

competitor vulnerabilities, and overall technological capabilities. Activities require impacts to the bottomlineincreased sales and increased profits. Solution: Develop, deploy, and constantly enhance a market intelligence process, which solves the business problem and satisfies the business objectives. And do it on a shoe-string budgetand soon. Knip, Victor. As the globe spins: a benchmark examination of CI in 15 countries.(Novintel) (with Fleisher) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Business is becoming increasingly global, and many organizations are now requiring that CI be conducted in multiple countries. In this presentation we will review a benchmark analysis that compares and contrasts CI in 15 countries around the world. Attendees will learn about key similarities and differences in regional and national CI, and will increase their knowledge about CI in different parts of the world. During the session, we will examine the practice of CI in various countries, with a view toward using this knowledge to enhance the capabilities of CI practitioners. Knipp, Victor. Bird Dogging, Jet Fighter Pilots and Thinking Chameleons - Metaphors and Analogies in CI, (Solutions Manager, Novintel Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Metaphors and analogies are effective communication and selling tools - probably the quickest way to get a thoughtful Hmmmm! from your target audience. The vernacular of the CI profession is full of rich, vivid metaphors. Internal CI practitioners and external consultants alike must convince senior executives and various functional leaders of the fundamental value of CI. Metaphors and analogies provide a compelling way to effectively achieve this critical objective of the CI profession. And let's face it, metaphors and analogies are fun! However, because metaphors and analogies are so powerful and accessible, they deserve careful thought and analysis to optimize their use. Knip, Victor. Panel Presentation: How to Teach CI Analytical Techniques, (Solutions Manager, Novintel ) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Knip, Victor. A year in the life of a global CI consultant: job shadowing 365 days in one hour. (Senior Consultant, Novintel Inc. and Global Intelligence Alliance). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 In many industries, a common career path for CI consultants is to settle down and accept a position with a client. This session will challenge the audience to adopt a contrarian career mindset and consider the opposite career move: from being a corporate CI practitioner to becoming a global CI consultant. The global CI industry is growing in leaps and bounds offering rich opportunity to corporate CI practitioners that are so ideally positioned to make the transition. This presentation will provide unique, first hand insights into global CI consulting as a compelling career path for corporate CI practitioners. The ultimate objective will be to provide the audience members with a realistic and balanced assessment of the positive and negative aspects of global CI consulting. The vehicle for yielding this insight will be a whirlwind tour of one year in the career of a global CI consultant. By year's end, the audience will be in a better position to answer that gnawing question: Is the grass really greener on the other side of the fence? Kogut, Bruce. CI and the web: what we know about knowledge management over distance. (keynote) (Wharton) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Kobel, Kurt. Setting Up and Maintaining a CI Department, (Manager Competitive Intelligence, Phonak Hearing Systems). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. This presentation takes you full circle from how to initiate the decision for a CI department for a small to midsized company to some of the tips and tricks on how to run it efficiently on a shoe-string budget. It starts by looking at the reasons for setting up a CI department both from a strategic and tactical side, by analyzing the companys market situation. Then it will investigate how the business environment and internal situation influence the set-up of a particular CI Department and where to position it within the corporation. We will discuss how to identify key intelligence needs. Using practical and pragmatic methods, we will evaluate useful tools of key intelligence needs, determine sources of competitive information which could be exploited, and learn which services could be outsourced, keeping limited resources in mind. Further on we will provide hints for your day-to-day business such as how to get staff to share their information, produce automated newsletters, or where to influence a produce life cycle process with competitive intelligence. To conclude, we will analyze our success in reaching our goals, and identify which tools we used to improve and fine tune our performance. The above will include a look at the future of CI operations at Phonak. Kober, Anja. Moving from tactical to strategic CI open forum. Subject specialist (Deutsche Telekom) th SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Is there ROI on strategic higher than tactical? How do you move from tactical to strategic? Prioritising work; Handling change in CI sponsorship; Achieving credibility with senior management; Setting & managing expectations; Overlap with other strategy teams - Planning, Strategy, Development, etc. Re-defining needs. Kober, Anja. Scenario analysis and the development of strategy. SCIP 8th European Conference, London, UK, October 22-24, 2003. This session will demonstrate the practical application of scenario planning with a number of case studies from different industries as well as illustrate the advantages and limitations of this technique. Software packages to support the scenario planning process will be demonstrated and the impact on efficiency and productivity of

using scenarios presented. One of the key ways to obtain buy-in to the process and have an impact on the decision making process is to implement an Early Warning System. Kolb, Guy. Practical approach for applying competitive intelligence in corporate tactical decisionth making. (Kalahana Resources Inc.) SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 2730, 1994. Kolb, Guy. Practical approach for brining competitor intelligence into corporate strategic planning. (Zibra Corp) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Kormanik, Martin. Sense making and CI: perfect together? (OD Systems) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. When a competitor makes a move that is initially seen as unexpected, we often look at the problem retrospectively and see "clear" indicators that were anything but clear at the time. "Why didn't we do that?" becomes the central question as we undertake the process of retrospective sense-making. Other, logical statements follow. "We should have been there first." "We could have done it so much better." "We could have eaten their lunch, if only we'd" As the saying goes, hindsight is 20/20. Unfortunately, contrary decisions were made based on the analysis of the same CI. Out of the chaos of information, what do we see? Why do we see it? Why do we miss market cues? Why are the missed cues so clear in hindsight? This workshop seeks to answer these questions by drawing from the experiences of the seasoned CI professional. Kossou, Leila. The Emergence and Uniqueness of Competitive Intelligence in France, (PH.D. Student,, Brest Management Institute of the University of Bretagne). Smith, Jaime. (Lecturer, ESC Rennes School of Business) SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Country reports on Competitive Intelligence have been numerous in Europe, but this presumably is the first English language review of French practices. The French paradigm has been slow to emerge, but by 2007 the government initiatives, support organizations, and company practices had raised Competitive Intelligence out of its niche. A review of the origins and emergence of Competitive Intelligence in France reveals a unique approach notable for government initiatives, the role of the Chambers of Commerce and Industry, and Regional Intelligence programs. State involvement in Competitive Intelligence reached a watershed in 2003 with the nomination of an inter-ministerial coordinator known as the High Representative for Competitive Intelligence. The CI projects discussed in this presentation are largely unique in that they represent extensions of French public and private initiatives. The cultural identity and national patriotic spirit have left their impact on CI in France and its historical development. In that sense it is not a model to be replicated but rather an example for other countries to examine and perhaps in part to follow. Krackhardt, David. Applications of network analysis to CI. (Carnegie Mellon Univ) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Kragten, Ubald The business intelligence network of DSM: how to manage business intelligence across borders. SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Business Intelligence is considered a key competence to achieve top performance Within DSM. This global operating company which is active in the production of nutritional and pharma ingredients, performance materials and industrial chemicals relies upon BI to support, advise and challenge management. Insight will be provided in how BI is set up and functions by operating unit, and how BI is cooperating over the units. DSM has established a Business Intelligence Network (BIND) and the role of this network will also be highlighted. Finally, insights will be given with respect to how DSM has organized its information disclosure process. Kramer, Andrew, Maximizing your CTI effort: data warehousing and data mining, (Future Analytics) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Krenek, William. Applying advanced benchmarking techniques. (workshop) (APQC) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Krishna, Malay Converting information into actionable intelligence. (VP CI PNC Bank) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 Knowing how to turn raw data from a variety of sources into intelligence that can be used in the creation of firm strategies and sales efforts is a critical skill. Data must be examined, dissected and put back together in order for it to be truly useful. Krizan, Lisa; Best practices in government intelligence analysis. (NSA) with Moore, David. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Many of the CI analytical techniques employed in private sector are patterned after techniques employed by government intelligence analysts. While there are clear differences in the goals and objectives of public sector and government intelligence analysis, there are basic principles of best practices that are common to both. This session will review and assess government intelligence best practices with special emphasis on how they can enhance CI effectiveness.
th

Kroll. Thomas. Leveraging your capabilities by outsourcing CI professionals-in-training. (Cydex) (with Bryant ) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Outsourcing CI capabilities can serve many purposes for large corporations, smaller businesses and/or consulting firms. This presentation will discuss the potential for outsourcing CI professionals in training using the program established at the University of Missouri - Kansas City School of Pharmacy Drug Information Center as a case study. Applying the curriculum development work done by SCIP in the past, the presentation will illustrate the minimal competencies required by a CI professional in training before outsourcing can be considered. Representatives from a major pharmaceutical corporation and a smaller drug delivery system company will describe their experiences using CI professionals in training on an outsourcing basis. A review of university-based CI professionals in training programs will be provided to help you identify potential outsourcing opportunities. Krol, Thomas. Linking CTI to business/commercial needs, (Hoechst Marion) Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997.

Krummenast, Christian The establishment of CI a European perspective.

Conference and Exhibition, Chicago IL April 21-24, 2009

SCIP09 International Annual

Learn the current established CI practices in Europe. Understand why the European definition, image, and general understanding of CI is different to that in North America. Learn the main results gained during a CI study in reference to definition and organization of CI activities, information requirements, users of CI information, technological and financial support, human resources, problems, problems duringinformation collection, and analysis and future outlook of CI activities
Krupa, James. Building CI capability in a merged firm: lessons learned from evolution of CI in the th combined BP/Amoco. (Amoco) SCIP Europe 5 London, UK. October 25-26, 2000. Mergers mean change. While often not "core," CI people can be key players in accelerating a merged firm's success. Care must be taken to capture CI strengths in a merger while reshaping for a new corporate character. This talk relates experiences as BP and Amoco merged and offers lessons learned. Kunigonis, Edward. Current Trends in Economic Espionage, (Security Advisor, The Boeing Company, International Security Activity). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This session is designed to increase awareness on recent trends in economic espionage in a global business environment. Increasingly sophisticated efforts, employee naivete, lack of a common strategy, and an acceptable risk mindset will be explored as contributing factors in federal prosecutions. Industry examples will be discussed. Countermeasures in the areas of travel, lodging, information and personal security will be covered in detail with real world examples and tried and tested methods to counter the various threats and vulnerabilities. Lesson learned will focus on corporate accountability and information sharing, and stimulating discussion for better cooperation among security professionals in private industry. Kurt, Richard, Analyzing and using patent data for CTI, (workshop) (3M) ( w Mogee) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. The speakers will present an integrated tutorial on patent analysis theory and practice. Mary Ellen Mogee will discuss patent analysis techniques, including the conceptual framework, where to get patent data, how to process them, and how to interpret the results. She will cover both basic techniques that companies can do themselves in house, and more sophisticated analyses developed by consulting firms. Richard Kurt will provide real-life examples using these patent analysis techniques for CTI, technology assessment, and R&D planning. Robert Cantrell will discuss a model of patent intelligence pricing based on the cost of data, the cost of analyzing data, and the cost of creating CTI from the data. Kurtz, C. Jay. Business wargaming. (workshop) (Kappa Group) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Kurtz, C.J. Competitive wargaming. (The Kappa Group) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Kurtz, Jay. Using Business War Gaming for Competitive Advantage, (president, KappaWest). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Whether youre new to the concept of Business Wargaming or an experienced practitioner and planner of such an intelligence activity, join your peers to discuss this topic in an open dialogue format. Facilitated by Jay Kurtz, Founder and President of KappaWest (a Business Wargaming advisory firm), this session will cover the spectrum of planning and facilitating a wargame without external support, to how to most effectively implement the actionable recommendations that surface from the wargame itself.

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Laap, Janet. Planting your feet in mid-air: guidance through turbulent change. (Keynote). (Laap & Associates). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Learn to thrive with change, retain optimism, and understand and anticipate new trends through the advice of Janet Lapp, author of Planting Your Feet in Mid-Air: Guidance through Turbulent Change. Dr. Lapp will guide you into the future to develop new skills and thinking for the 21st century, and help you let go of obsolete thinking and practices. Thrive with current and future workplace changes; Learn how to track trends and anticipate change; Cope with uncertainty and ambiguity; Feel optimistic about the future and one's role in it; and Overcome personal resistance to change with new thinking skills. Labonte, Daniel, Making CTI relevant to entrepreneurial high-tech firms: a two level approach for CTI in small and medium enterprises, (w Legendre) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Lambat, Iqbal, Competitive intelligence as the centerpiece of strategy. (Keynote) (Corporate th Development) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Lang, AnneMarie. How not to end up in hot water a roadmap of risks (with Langton) Reuters. SCIP 8th European Conference, London, UK, October 22-24, 2003. This session aims to outline some of the risks you should be aware of as a CI professional in order to protect yourself, your materials and your organisation. The presenters will discuss a straightforward approach to dealing with a range of legal issues including intellectual property, confidentiality, contractual issues, conflicts and competition issues, illustrated by practical examples. Lang, AnneMarie. Impacting business decisions with CI. (Director of Competitive Intelligence, Reuters). SCIP 11 European CI Summit, London UK, October 18-20, 2006. As CI professionals our role is to deliver actionable insights to decision makers. This session will explore some practical approaches to making CI relevant to decision making within organizations. First, you will learn how critical it is to understand your company culture and the way decisions are made in order to position yourself appropriately to impact decision making. Secondly, CI managers cannot and should not attempt to impact all decisions made in the company, therefore you will look at tools and techniques to ensure your time is spent on activities that will maximize the impact of CI. You will also discover some processes which have worked well in raising the profile of CI and influencing decisions within organizations. Finally, the session will explore the importance of making what you know about the external competitive environment relevant to the internal business challenges in order to develop a point of view and become recognized as an expert by the decision makers in your organization. Langermann, Christine. Establishing effective CI to support your business strategies. (Schering AG) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Langton, Timothy. How not to end up in hot water a roadmap of risks (with Lang) Reuters. SCIP 8th European Conference, London, UK, October 22-24, 2003. This session aims to outline some of the risks you should be aware of as a CI professional in order to protect yourself, your materials and your organisation. The presenters will discuss a straightforward approach to dealing with a range of legal issues including intellectual property, confidentiality, contractual issues, conflicts and competition issues, illustrated by practical examples. Larrat, Pierre. Panel Presentation: Teaching Competitive Intelligence. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Lassoury, Jacques. Challenges for Ci analysts in a global environment. (Commerce Evry) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Global can be a misleading word. Too many people believe that the fact you are global makes things easier. Competitors that are global, regional, or local may have different goals and behaviours according to the market and the geography they are in. Organising and managing CI in such an environment is a real challenge. This presentation will focus on the impact of a global environment on organisation, methodology, human resources, information/intelligence sources, networks, deliverables, and dissemination Lauria, John. Demystifying Counterintelligence: What It Is and How To Use It, (vice president, operations and co-founder, LCN Consulting, Inc.) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 1417, 2008. Business intelligence strives to improve organizational decision making. Intelligence can come in many forms for example, strategic, tactical, or R&D but it must be predictive and actionable to be of maximum value. The demand for business intelligence has increased as more end users realize the value of this function. Counterintelligence is an essential part of any business intelligence function. It is often misunderstood and
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considered to be unnecessary or unethical, so its tremendous value is not realized. This presentation demystifies the counterintelligence process by answering three questions: What is counterintelligence? Why do we need a counterintelligence program? How can we protect our valuable information from the competition? Lavendel, Giuliana How to succeed in hypercompetitive land: Silicon Valley voices. (Xerox), Andrew Garman (Xerox), Martin Haeberli (Netscape), Judy Larsen (Dataquest), Haim Mendelson (Stanford University), (Panel). SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Lawrence, Kenneth. Competitive strategies and barriers in the industrial process control industry. (Honeywell). SCIP th Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Lea, Patricia, Wall Street Analyst as a source for CTI, (workshop) ( w Sammon, Shah) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Leavitt, Judith. The CI buddy system. (Principal Market Research Analyst, Strategic Planning, Rockwell Collins) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. If handled properly, relationships between corporate practitioners and CI consultancies can help both parties. The presenters will review a case study where it worked to the advantage of both parties, and outline their 'Rules of Engagement.' You will learn how to benefit from applying outside best practices to your work environment, and will receive CI templates that can help both the corporate and consultant operations. An interactive section will let you practice what you've learned by pairing with a CI consultant or CI practitioner. You will walk away with a fresh CI viewpoint and a list of best practices that can immediately be applied to your own environment.
Leavitt, Judy Creating the roadmap to world-class CI programs. (panel) with Jan Herring, Clifford Kalb, Tim Kindler.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

How leading CI program directors have developed and/or managed very successful corporate CI Programs. Some of the major problems they confronted and how they overcame them. An analytical framework for assessing your CI programs developmental progress and a developmental road map to World Class performance
Leavitt, Judith Just do it! The Nike school of CI for librarians. (Rockwell Collins) with Light, Stacy. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Corporate librarians face an ever-changing business environment and can greatly impact their corporations market and industry competitiveness by moving up the CI value chain and proactively participating in CI activities in their corporations. The librarians entry into the CI value chain varies from corporation to corporation, and librarians must take into account their organizational culture as well as their own role within the organization to realize their best fit with the CI function. The speakers provide helpful hints for those who want to make the transition from information professional to CI professional or who want to combine the two roles. Leavitt, Judith. Mapping Enterprise Risks with Porter's Five Forces to Develop a CI Early Warning System, (Principal Market Research Analyst, Rockwell Collins, Inc.) SCIP06 Annual International Conference, Orlando, Fl April 2629, 2006. Enterprise risk management (ERM) is a portfolio-based approach to align risk management investments with organizational objectives. ERM intersects with competitive intelligence, requiring systematic scanning of the internal and external environment for potential risks or the increasing likelihood of identified risks. Rockwell Collins ERM team was charged with identifying enterprise risks, determining risk management gaps, and proposing a solution for integrating enterprise risk management into the company culture. The ERM team conducted top-down and bottom-up enterprise risk management interviews throughout the company to capture enterprise risks and evaluated the risks based on these characteristics: frequency of risk, potential impact to enterprise objectives, and current risk mitigation plans. This session will define ERM, outline the process Rockwell Collins took to identify enterprise risks, and share how it developed a CI early warning system by mapping enterprise risks to Porters Five Forces model. Enterprise risks in one of eight categories: product integrity, financial integrity, physical and human assets, performance and execution, intellectual capital, growth, operational integrity, and corporate reputation. At the end, attendees will understand the process of developing a CI early warning system that can be used to continuously monitor an organizations internal and external environment for risks to the organizations objectives. Leavitt, Judith. The Rockwell Collins Ci community of Practice: collaborating, cooperating, and th communicating for competitive advantage. (Rockwell Collins) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. In contrast to the often-stated belief that a CI function must be mandated and directed by executive management, the Rockwell Collins CI Council, the CI Web site/repository, and the companys CI processes and templates evolved from grass-roots efforts and are sustained by all the members of the Rockwell Collins CI community. CI Council members are moving from hoarding knowledge to sharing knowledge and are developing a culture of CI at Rockwell Collins.

Leavitt, Judy. The Seven Highly Effective Steps to Establishing a Successful CTI Program, (market research manager, Rockwell Collins). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Many forward-looking technology companies have established competitive technical intelligence (CTI) or technology scanning programs to help them grow their businesses. The companies with the most successful programs have well-defined CTI processes with clear-cut objectives. These companies take into consideration the need to address the people part of the equation; that is, how to engage scientists and engineers in the collaborative efforts necessary for a successful CTI program. This session will use the focus-executiondiscipline principle as a framework for discussing seven steps to establishing a successful CTI program: (1) develop your customer requirements; (2) design a detailed scouting plan (with templates to streamline the work); (3) conduct effective CTI collection activities; (4) systematically evaluate CTI findings for threats and opportunities; (5) engage scientists and engineers in the scouting process; (6) foster an organizational culture of continuous innovation, using rewards and recognition, and (7) continuously monitor for potential disruptive technologies Lee, Vivian. CI value: the relationship between e-business information and CI. (Capella University) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Research in Vancouver, Canada explored the relationship between e-business information and CI. In this session, we will show how CI activities travel in three dimensions (speed, width, and depth) over five digital networks (internet, intranet, extranet, virtual community and electronic marketplace). We will review research findings which show that few executives and managers were aware of and used CI, and see that many were using only physical communication methods. You will derive a working definition of 'CI value,' and discuss how to measure and evaluate it. In addition, you will learn a concept called 'CI Pulse,' which measures intelligence using the five digital networks. Lee, Vivian. Credible Warnings or False Alarms. (Cappella University) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Leeb, Scott Elevating your function: creating linkage between CI and strategy.(workshop) with Jody Holtzman. SCIP 2007 annual conference, April 30 May 2, 2007. Marriott Marquis, New York. There are many good CI functions, but few great ones. A good CI function has access to decision makers and interacts with them regularly, yet is often absent from the decision-making process. A great CI function is an integral part of the strategic decision-making process, and influences the decision-makers and their chosen strategies. This workshop is designed to help practitioners become indispensable assets to their organizations by moving beyond simply pushing/pulling intelligence to being key players in the strategic decision making process. Each new concept introduced is reinforced with hands-on activities in either an individual or group setting. This workshop will introduce new tools and techniques that will allow participants to create more insightful and valuable products. Participants will get hands on experience with several analytic tools and work in small groups to create deliverables based on a contemporary business case. Participants will go through a live strategic planning process and closely examine where CI provides input and can create the greatest impact. Participants will learn to recognize organizational, orientation and analytical institutional barriers and will be given various tools to help them deal swiftly and constructively with them. Finally, the session will look at effective modes of communication because visibility is an essential element for any CI function and how you communicate is almost as important as what you communicate.
Leeb, Scott 24, 2009 How to use CI for growth initiatives. Active Dialog. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21th

Learn how CI can drive growth initiatives within your organization. Learn how to select the right initiatives to create the greatest impact. Learn how to measure the value of your efforts
Leeb, Scott So what? How to develop your CI elevator pitch. (McGraw-Hill) ( with Berry) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Have you ever tried to explain your CI function to someone who just didn't get it? Does senior management introduce you as the company spy? Do people recognize CI analysis, but not where it came from? You are not alone. The CI function is all too often regarded as vital to the organization, yet it's hard to get across to the sales force, senior management and other intelligence end-users just what you do, what you DON'T do, and most important, your value-add to them and to the company. This session is designed to give you the tools to develop your "elevator pitch," that 30-second "window of opportunity" you have to explain your work, your role or your value - or all three! Leeb, Scott. The who, what, when, where, why and wow of actionable intelligence. (workshop) (Senior th Director, Business Intelligence, The McGraw-Hill Companies) (with Holtzman) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. It is a fact and dilemma of the CI manager's life that creating and delivering value-added intelligence that is of strategic value to the CEO and senior management is a guessing game. Too often, CI managers falter because of a complexity of organizational, analytic, and communications obstacles. In addition, CI managers often have limited contact with the CEO and senior management and are removed from the decision-making process. As a result, they do not understand the executives' perspective and reality, their intelligence requirements, and the best way to communicate information and intelligence, and they have little opportunity to validate their senior clients' CI needs and preferences. Utilizing case studies, best practices and individual and group exercises, this

highly interactive workshop will provide CI managers with the tools and techniques needed to add the strategic value and market insight that CEOs and senior management require to achieve competitive advantage in the market place. A key thread running through the workshop will be how to navigate and overcome organizational, analytic and communications land mines Legendre, Richard. Competitive technology intelligence in small entrepreneurial firms. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004 Building a well-balanced competitive technology intelligence (CTI) capability can provide real and significant advantage to small entrepreneural firms (SEF). The challenge is to find genuine solutions for their own situation and informational culture. Drawning on the speaker's 10 years of coaching CTI teams within SEFs, participants will see different examples from very basic CTI teams up to almost full time CTI responsibles. A global model will demonstrate how an SEF can afford and benefit from a CTI team. Which elements makes the difference between implementing CTI and basic Competitive Intelligence? An IQ (Information Quotient) Test can develop a picture of the natural BI already existing within a firm and create a better understanding of how employees from production, sales and R&D use CI. Building a well-balanced CTI Team will make it possible to create a CTI virtual team in small and medium sized businesss with real results. Legendre, Richard, Making CTI relevant to entrepreneurial high-tech firms: a two level approach for CTI in small and medium enterprises, (w Labonte) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Legendre, Richard. Planning of the unexpected to add to your BI process. SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Japanese are recognized for using the report of the unexpected within their culture and within their BI. Mostly ignored in OECD countries, this approach gives interesting and surprising results. Plan a zone for the "unexpected" within your BI activities. The "unexpected" allows the early detection about germination of changes. What sounds out of tune and is outside the casual normality should alert you. By systematizing some activities about the unexpected you will increase the benefits of serendipity and help you to find the new good questions that eventually will need to be answered. Put a peripheral vision to your BI process with a good dosing of "unexpected" awareness. Lehovd, Teresa Advanced forecasting for CI. (Global Market intelligence, Wallenius Wilhelmsen Logistics). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Is creating advanced forecast models an enhancement of companys competitive edge or a waste of energy? Assessing the size and developments of a future market is a challenging task, and if done properly, is a powerful competitive advantage for any company. There are many approaches to achieve the goal, and the process is usually long and complex. In the rapidly changing world, however, the results may not always be valid for a long time, but the process is a great value in its self. Join this session to understand the world of forecasting. Lehovd, Teresa. Global Trade Data and Regulations A Valuable Tool for CI Specialists Researching Emerging Economies. (Chief Analyst - Heavy Equipment Industries, Wallenius Wilhelmsen Logistics). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Getting good quality data in order to assess market potential in emerging economies is a challenging task. Emerging economies often do not have established data reporting systems, or report data at highly aggregated level. If the data exists, the quality is often defective. Global trade data (exports/imports statistics) can be a very useful tool for analyzing market trends in emerging economies, forecasting and calculating market shares by international companies exporting their goods to emerging economies or planning to enter the emerging markets by establishing an assembly or full production. Understanding the complexity of international systems of classification of globally traded products is challenging, but essential and rewarding for CI analysts. Changing trade regulations (tariffs and other entry barriers) by new and emerging countries make business entry risky. Monitoring trade-related issues and geopolitics is key to a CI specialist. Leonard, Jim. Forecasting competitive strategies through financial analysis: a case example. Adolph Coors Company. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Lewis, Barbara. Analytic techniques in entrepreneurial decision making. (Centurian Consulting) and Dan st Otto. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Levy, Michael. How to meet tight CI deadlines, (Product Marketing Manager, OneSource Information th Services) (with Eastman) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Most CI professionals know how to obtain information, analyze it, and create a meaningful deliverable -- given enough time. But where can you go when you don't have time? Where can you get information that is already collected, collated, or analyzed? This session looks at sources of information that can be helpful in generating quality intelligence in a short time frame (24 hours or less). You will see which web sites can help, and which primary sources of information can be used when deadlines are tight. And we will talk about how to approach those sources to be most productive. Levy, Steve, Adding CI effectiveness to bottom line corporate pricing models, (Fletcher CSI) (w Savage) (workshop) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001.
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Whether a company's strategy department, marketing department, or pricing department is responsible for building pricing models, CI enhances the model's overall effectiveness. This workshop will take the participant through the significant steps necessary to effectively apply CI to their company's pricing programs. The focus is on actual company pricing programs that have incorporated CI to impact and build their company's pricing models. Pricing program successes and shortcomings will be discussed, and pricing intelligence models representing each of the perspective industries will be presented. Participants can use the workshop to benchmark their own company's pricing/intelligence initiatives or lay the groundwork necessary to demonstrate the value and direct impact CI can have on their company's sales and marketing pricing programs. Levy, Steve, The many faces of sales, or who are yours sales people and why do they yell so loud? (w Patty) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Levy, Steve. Sales and marketing intelligence (key topic forums) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 Many CI community members support decisionmaking within the marketing, new product development or sales functions of their organizations. The diverse needs of the Sales and Marketing Intelligence (SMI) community require a grassroots effort to identify their specific needs and to create a mechanism to generate on-going dialogues on common challenges. Whether strategic or tactical, decision support in the SMI community can serve as an example for the greater CI community. This discussion will serve as a starting point to create and move forward an active SMI agenda and problem solving solutions. Levy, Steve, Sales technology tools: applications and implications, (Fletcher CSI) (w Chaberlain, Wallen) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Li, Qiutong, Intensified power CI: new challenges from e-commerce, (Aon) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Liebowitz, Jay. Teaching CI: how should it be taught (panel with Miller, Dishman) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Describes four distinct approaches to CI education. offers a chance for CI educators to swap syllabi and course materials; encourages open sharing of pedagogy-related interests and concerns. Lim, Garry. CI in China: challenges and opportunities. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. This presentation will give an overview of my experience of conducting CI work in China in the past years. This covers a wide range of industries, including industrial, commercial and consumer products. There are many seemingly insurmountable problems. For starters, there are very few local sources of secondary information available. Even if they are available, they are found to be so inaccurate and unreliable. The changes are happening so rapidly that any published information is obsolete fairly quickly. Limacher, Marc Actionable CI at Visa: a real life case study. ISIS (W boland) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. How do you get buy-in from key stakeholders when embarking on a CI mission? What type of CI analysis will make a difference? How should such data be presented most effectively? How do I select the best qualified outside CI vendor to collect human intelligence? How can I develop and cultivate a resourceful outside panel of human intelligence sources? To what extent should the outside CI consultant be involved in scenario definitions and strategic action planning? These are some of the key questions this very hands-on presentation will address, using an actual case study to illustrate the most important "how to" points. You will hear both the client/user side of the CI equation (Visa International) and the CI consultant's side (I.S.I.S., Inc.) The presentation will lead you from CI data requirements definition through the actual RFP and CI consultant selection process, the mechanics of gathering one-time and ongoing human intelligence data through the most effective ways of presenting key CI data points to top management and other internal clients for lasting impact. The presentation will also elaborate on the tools and techniques of assembling a reliable outside panel of human intelligence sources, borrowing from the time-proven principles of investigative reporting tactics. Linville, Robert CI bootcamp. (workshop) with Szeliga Matthew. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Linville, Robert. Market intelligence and commodity councils within the government. (IBM Business th Solutions) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chcago. In this session you will learn about the market intelligence that exists within the US government's commodity council procurement process. We will walk through the steps of that process, which includes market research, evaluating and assessing the current market, and analyzing and forecasting future demands. We will show the critical link between commodity councils and market intelligence within a government entity, and learn how to strengthen the supply chain and achieve savings through market intelligence. We will also discuss a process developed for market intelligence, and how to involve other government agencies. Lippold, Reto. Shared best practices of CI leaders. Open dialogue. (Roche) with Goerlich. SCIP 8th European Conference, London, UK, October 22-24, 2003.
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In this open discussion, an agenda will be set on the primary challenges facing participants. In a collaborative, supporting environment, peers will help peers overcome problematic areas and achieve results Little, Mark. The fast track CI manager. Workshop. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Designed to satisfy the needs of CI managers charged with implementing a CI system in their organisations, this workshop will focus on how to develop and maintain CI as an invaluable, irreplaceable contribution to the executive decision-making process. Little, Mark. Strategic intelligence: aligning CI solutions with organization objectives. SCIP Europe th Conference, 7 , Brussels, Belgium, October 16-18, 2002. Strategic Intelligence: How to get there and stay there. What is "strategic intelligence"? And how do we link CI to the overall corporate goals? What exactly is senior management looking for when they say strategic intelligence? This presentation will address both these questions and the resolution to the obstacles faced while developing and maintaining a strategic intelligence position within a corporation. Where appropriate, case studies will illustrate key points of interest. Lowenthal, Mark. National intelligence and the global competitivness in the post cold war world. (Congressional Research Service) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 2527, 1992. Lowenthal, Mark. Open source intelligence: the promise of a shared intelligence resource. (CIA) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Open source intelligence (OSINT) is an important resource for government intelligence organizations worldwide, although not one that has always been used to full advantage. It is also the single intelligence source that both the government and business intelligence communities share. This session will discuss what is meant by OSINT (essentially, any source that is not classified or proprietary), how the US Intelligence Community is moving to make fuller use of OSINT, and where the private sector comes into play. Attendees will be challenged to identify areas of research that both the public and private sectors might engage in and profit from. Lowenthal, Mark. Trial tongues: intelligence consumers, intelligence producers. (Congressional Research Service) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Lowenthal, Mark. Tribal tongues: intelligence consumers, intelligence producers. (Congressional Research Service). th SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Luca, Christiaan, Adapting CTI design to the real world fitting program structure to the firm, (w Herring, Tait) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. (Shell)
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Lukas, Bryan. The impact of market intelligence on the new product development process. (California st State University). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Lucas, Gregory, The critical role of intelligence in the sales bid process, (Futron) (w Williams) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Luthi, Bernhard. Early warning indicator methodology: learn how to set up an EWI process. (Docere /w hedin and th Noren )SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. This workshop will provide the participants with a methodology in 10 steps of how to implement an Early Warning Indicator Solution. The methodology is based upon Porters and Faheys theories regarding market signals. The workshop will provide an analysis method; Market Signal Analysis to and with these issues. The result is a combined approach to quantitative and qualitative market signal analysis Lutz, Steve. Business perspectives on cyber security and intelligence, Panel. (President, WaySecure th Consulting, Inc) (with Boni and Anderson) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This panel gathers three leading security and intelligence experts to discuss perspectives on 21st century security challenges faced by both public and private Sectors. In their common struggle to address the new risks arising from the vast increase in connectivity and communications they will discuss new threats that must be appreciated and key protective measures that should be emphasized. The session will emphasize the critical importance of shaping an effective global response to economic cyber issues and deploying human and technical resources to address the cyber security issues.

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Maag, Gary. The CI, BI, decision support customer bill of rights an innovative framework for crystallizing clients understanding. (Proactive) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. This interactive session will introduce the concept of a Bill of Rights and Responsibilities by highlighting a corollary example of how it was created and applied in the healthcare industry for patients. With an overview of the prevailing market structure and competitive forces, an actionable path for increasing the business value and overall appreciation for the professional nature of CI, BI and decision support will be presented. an outline will also be discussed of what a CI, BI orDS leader should demand in an outsourced provider tools and techniques for assuring they perform relevant comparisons and make the decision that provides best value for their business requirements.
Maag, Gary Dont dut me or my CI budget: avoid becoming extinct. With David Kalinowski.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Discover the key reasons why CI budgets get cut. Understand how to position yourself as a hero. Learn the five key steps to take to avoid you or your budget being cut ever again
Maag, Gary. High performance war gaming, (workshop) with Derenfeld, Carl. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. In today's hyper competitive and fast-paced information era, business intelligence and decision support become an even more critical driver of your business growth and financial success. Having consistent, crisp and deeply penetrating insights that facilitate prediction and can be married into your business planning process can catapult your company or brand from merely having a presence in a market space to owning an extraordinary and sustainable competitive advantage that catalyzes explosive growth. Business war gaming is a technique that simulates business operations and marketplace competition in the truest sense. The competition involves a number of simulated companies and/or brands vying for market share and profits in a realistic virtual environment. At the heart of a business war gaming is the simulated environment that challenges the teams to analyze and make critical decisions that will affect their company's standing in the market and bottom line. Participating in business war games allows a company to adopt preferred strategies and identify contingency alternatives. In this simulated environment, participants will see and experience the effect actions and decisions have on bottom line results. Maag, Gary The Holy grail: a true framework for measures of effectiveness (MOE) and ROI.(workshop) with David Kalinowski. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009
How do you demonstrate the value of your CI function? Find out with this new ROI model, used as a framework that can be modified to fit different situations and organizational cultures

Maciorowski, Susan. Competitive simulation: a key to competitive advantage. (Decision Architects) with Raiche, Daniel. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. MacCoshe, Paul Scenario analysis and CTI. (Strategic Info CI, Glaxo Wellcome) (with Tessun) SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Mack, Chris. Public sector CI: working with the private sector to improve industry and economic competitivenesss. (Alberta Agriculture and Rural Development) (with McMullen) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. How can the public and private sectors work together to use CI to improve industry and economic competitiveness? The CI units within the Agriculture and Economic Development departments of the Government of Alberta have been working on this topic since their inception in the mid-1990s. While the two units share the same mandate and many approaches to improving industry and economic competitiveness, some different approaches have evolved as a result of the focus on clients in a single sector in one case, versus multiple sectors in the other. Given these different client bases, the speakers will outline CI activities in their departments and discuss their approaches to working with private sector clients to deliver the following products: effective provision of strategic/business intelligence to drive industry development; external skill development by training companies/associations to learn and support the CI process and apply them successfully in their business activities (e.g. trade shows); and internal (government) skill-development to better achieve results. The audience will also be invited to participate in a discussion of best practices. Madhaven, Ravi. Mapping network analysis. University of Pittsburgh (with Prescott) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This workshop will provide a powerful set of concepts and tools, based on social capital and network analysis, for understanding and assessing the impact of relationship networks on the effectiveness of CI. Based on an understanding of how the structure of a CI professional's network affects the quality of intelligence and the influence of the CI function, you will learn how to assess, build, and leverage human networks for effective CI.

You will receive a network analysis resource directory, and take away a personalized action plan for enhancing the efficiency and effectiveness of the CI network through "network re-engineering." Madhavan, Ravi. Mapping who knows who and who knows what: network analysi for CI. (Univ Illinois) with Prescott, John. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Madhavan, Ravi Mapping who know who and who knows what network analysis for CI. (workshop) and John Prescott. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Capitalize on your CI connections! Learn to assess, build, and leverage human networks for effective CI. Explore concepts and tools drawn from network analysis that may be used for understanding and assessing the impact of relationship networks on the CI analysts effectiveness. Develop a personal action plan for enhancing your effectiveness and efficiency through network re-engineering and receive a network analysis resource directory. Madhavan, R. Mapping who knows who and who knows what, workshop (w Prescott) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This Workshop will provide a powerful set of network analysis concepts and tools for understanding and assessing the impact of relationship networks on the CI analyst's effectiveness. Based on an understanding of how the structure of a CI professional's network affects the quality of information exchanges and their benefits, participants will learn how to assess, build and leverage human networks for effective CI. The intended "takeaway" is a personalized action plan for enhancing the efficiency and effectiveness of the analyst's network through "network re-engineering." Participants will receive a network analysis resource directory. Madhavan, Ravi, Mapping who know and who knows what: network analysis for CTI (workshop) (w. Prescott) nd Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998 Network analysis provides a powerful set of concepts and tools for understanding and assessing the impact of relationships. In this workshop, we will begin by overviewing the basic principles of network analysis. Then, we will explore how the structure of a CTI professional's network affects the quality of information exchanges and their benefits. Using this foundation, the participants will learn how to assess, build, and use human networks for the practice of CTI. We will then develop an action plan for enhancing the structure of your human network. The workshop will use network software for illustrating applications. A network resource directory will be provided to all participants. Magnin, John, Intelligence success at Sun Microsystems, (Sun) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Magnin, John, Tracking technology as warp speed meeting the challenge of CTI in technology companies, (Panel) (W Richardsin, Germeraad, Schwartz) (Sun) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Mahoney, Neil. CI Role in Analyzing Regulatory and Legal Impacts on Market Dynamics, (CEO and President, GBMC). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. This presentation will review some major regulatory and legal acts that dramatically impacted the dynamics of the pharmaceutical industry on a regional and global basis. Through a review of government local and global agreements, the impact on industry dynamics regarding portfolio strategies, regional and global allocation of resources, and competitive reactions will be examined. This presentation will then reflect on the role that the competitive intelligence department played in defining these changes and how this input was included in portfolio planning to help optimize key product performances on a global basis. Maltz, Elloit. Market-driven scenario planning. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 710, 2001. Maltz, Elliot. Market driven scenario planning; (workshop) (Willamette Univ) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The CI crystal ball. When time pressures limit your CI data collection and analysis processes, use scenario planning to demonstrate to senior managers the potential outcomes of various strategic moves. Explore how limited information can be analyzed using key decision parameters to develop scenarios. Learn how to structure your data collection for future scenario planning. Mann, Robert. Competitive technology visioning to enhance executive decision making. (Director of th Consulting/Managing Director, The Wharton School GCP/Milestone Consulting ) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The CI profession needs to "maniacally" focus on enhancing executives' decision experiences to thrive in business environments wrought with considerable uncertainty. This is particularly true in technology and new product environments where significant investments in future technologies can impact corporate performance for several years. This session will introduce a series of CI tools that enhance executives' decision experiences while reducing uncertainty and risks inherent to such decisions. Moreover, the session will help CI practitioners

appreciate their unique position to introduce and utilize these integrative tools within their environments, thereby enhancing the value of CI to the rest of the company. Mann, Robert. Financial ratio analysis for competitive insights. (workshop) (Wharton) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Many CI professionals possess excellent skills with a strong qualitative toolbox, but need to build deeper quantitative capabilities to support managerial decisions. Additionally, CI professionals with good financial skills need to hone their approaches to financial analyses to ensure that insights are relevant to support managerial "decision experiences." This workshop will develop participants' financial ratio analytical skills in a context that ensures usefulness and relevance to their constituencies. After participants diagnose the state of their skills against a stages of excellence scale for practitioners, they will be introduced to CIFRAP ("CI financial ratio analytical process"). CIFRAP will demonstrate the linkage between key business priorities, KITs, managerial decision-making and relevant financial ratio analyses. In addition to deepening the financial ratio toolbox that practitioners possess, more advanced techniques will be introduced to make CI professionals that much more valuable when executing financial ratio analyses (i.e., sensitivity analyses, weighted scorecard techniques, time series analyses). The session will employ at least one case study demonstrating the use of CIFRAP to support executive decisions. Mann, Robert. CIFRAP (competitive intelligence financial ratio analytical process) for Better Executive Decisions, (Full-Day Workshop). (Managing Principal/Director of Consulting and Strategy, Milestone/The Wharton School GCP) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Many CI professionals possess excellent skills with a strong qualitative toolbox, but need to build deeper quantitative capabilities to support managerial decisions. Additionally, CI professionals with good financial skills need to hone their approaches to financial analyses to ensure that insights are relevant to support managerial "decision experiences." This workshop will develop participants' financial ratio analytical skills in a context that ensures usefulness and relevance to their constituencies After participants diagnose the state of their skills, they will be introduced to CIFRAP (competitive intelligence financial ratio analytical process). CIFRAP will demonstrate the linkage between key business priorities, KITs, managerial decision-making and relevant financial ratio analyses. In addition to deepening the financial ratio toolbox that practitioners possess, more advanced techniques will be introduced to make CI professionals that much more valuable when executing financial ratio analyses (i.e., sensitivity analyses, weighted scorecard techniques, and time series analyses). The session will employ at least one case study demonstrating the use of CIFRAP to support executive decisions. Mann, Robert. Triangulation metrics: the art of measurement science in CI. I(Wharton) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Mansfield, Jeffrey. Are Your Secrets As Safe As They Ought to Be, ( Senior Consultant, Consumer and Industrial Goods, Proactive World Wide). With Bernaiche, Michael (Strategic Planning Manager - Competitive Intelligence, Dunkin Brands, Inc.) SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Are your company secrets and strategies vulnerable to the intelligence gathering efforts of your competitors? You may be surprisedAs more and more companies are realizing the need for world class CI, your competition is likely to be gathering intelligence on your company. Where are they finding their information? How easy are they finding it? Is the information they are finding actionable? Is it counter acting your strategy? This session will provide attendees with a practical, easy to follow framework to assess their competitions CI capabilities, determine your companys level of vulnerability and will illustrate steps that can be taken to reduce the level of vulnerability so that your companys competitive intelligence function can have the most effective impact on strategy and tactical execution. The session will cover a realistic process and attendees will walk away with the following knowledge to bring to their roles: what type of threats to look for, getting internal buy-in to move forward on implementing Counter Intelligence, competitive assessments, prioritizing the threat findings using a threat assessment model and various solutions to improve the level of vulnerability in their companies. Marcoux, Jean-Guy. A digital information infrastructure for CI. (C3NERGy, Inc.). SCIP annual conference: st Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Margulies, Robert. Making competitive intelligence relevant to the user a case example. Douglas Aircraft Company. and Gibb, Andre. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Margulies, Robert; Panel discussion: SCIP a global perspective. With Meurisse, Mike; Nakagawa, Juro. SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Marin, Stephen, Intelligence analysis professionalism. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Intelligence analysis has been practiced more as a craft reliant on the intrinsic skill and expertise of the individual analysts than a profession with structured personnel practices to select for and develop desired characteristics, skills, and behaviors. This is because intelligence analysis entails a mix of art and science, or intuitive ability combined with structured knowledge. However, as the 'science' of analysis grows--including recent developments in process, doctrine, and theory--this knowledge can form the foundation for the
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professionalization of intelligence analysis. In addition, the medical profession--which has a much longer history than does intelligence analysis--can provide a model for how to increase analytic professionalism over time. Markowitz, Zane;. Application of competitor baseline assessment to new product introduction and ongoing competitor analysis. (Markowitz & McNaughton) with Powell, Guy. SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Markowitz, Zane. The utilization of Competitive intelligence in the acquisition process. Markowitz and McNaughton. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Marling, George;. Beyond English: global CI for global competition. (MITRE) with Hoetker, Glenn. SCIP Annual conference: Chicago, IL, March 25-28, 1998.

Marren, Patrick. If you cant live without me, why arent you dead yet? (The Futures Group). SCIP annual conference: st Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997.
Martell, Jesper 21-24, 2009 How does a CI company do its own CI? SCIP09 International Annual Conference and Exhibition, Chicago IL April

Learn from the practical experiences of a large telecoms company and software firm. Find out how CI differs between large multinationals and SMEs and how to pick the best of both worlds. Understand where you should focus your CI efforts to achieve maximum impact
Martell, Jesper. Integrating external content into a competitive intelligence portal. (Chief Executive Officer, Comintell AB) SCIP 10th Annual European Summit, London, November 9-11, 2005 Many CI systems are flooded with content from external sources (news feeds, Internet pages, e-mail, market research, broker reports, etc.). How do you make all this digestable and easier to analyze? This presentation will show you how you can retrieve, normalize, structure, index, and quality-check content from many different external sources. Best practice cases from leading European companies (such as Ericsson, TeliaSonera, Tetra Pak, and Volvo Cars) will be used as examples to give inspiration and practical ideas to attendees. Marti, Yves Michel Business and technology for kings, Egideria (W Serres,) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Modern BI practitioners can learn greatly from past history. In the 16th century, Queen Elizabeth Ist decided that the foundations of English power should be based on "Intelligence and Trade." The Royal Society was then created as a technological intelligence service. The knowledge process has remained the same for 400 years: (1) Define a strategic focus as a set of questions, (2) Send students, explorers or navigators abroad (nicely called "merchants of light"), (3) Analyze the written reports by a committee of experts, (4) Debate in public conferences, and (5) Follow through questions and answers in a scientific journal. Marti, Yves-Michael. Obtaining management commitment for CI open forum. Facilitator. (EDIGERIA) SCIP th Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Selling the value proposition; Education of management; Identifying the need; Establishing the role and responsibility; Stressing the independence of competitive intelligence; Putting together the business case; Use success/failure stories of other companies; Handling rejection Marti, Yves-Michel. Performing CI on dotcom companies: war stories and ethical issues. (Egideria). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Hear about three case studies of real CI projects performed on dotcom companies (an ISP, a credit portal, and a B2B exchange). Learn what traditional CI techniques worked and what new tools were developed for information gathering and analysis on these Internet-based businesses. Marti, Yves Michel Unconventional tools for analysis and synthesis of information. (Egideria) SCIP Annual conference: st Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Marti, Yves-Michel. Unconventional tools for analysis and synthesis of information. (EGIDERIA). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Marti, Yves-Michel. What can one learn from the intelligence systems of the Roman Catholic church. (Egideria) SCIP st annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Marti, Yves-Michel, What can one learn from the intelligence system of the Roman Catholic church. (director, st EGIDERIA). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996.

Mathews, Robert Interviewing and networking. (workshop) (Kirk Tyson) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Go ahead, ask! Telephone interviewing and face-to-face interviewing require unique skills and techniques. Increase your effectiveness for gathering primary information inside and outside your company. Live scenarios and generic examples will supplement explanations of direct and suggestive statements, challenging and bracketing tactics, and responding to objections Matteo, Martha. Benchmarking for insights on R&D productivity, a case study. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Is "benchmarking" merely a way to become as good as the "best" was yesterday? Or can it be used to realize significant change in the context of one's own culture and strengths? Dr. Matteo will present five case studies in which benchmarking was used to affect productivity throughout an organization, from local practice to the structure of a high level management group. In each case, she will relate the methods used to the question at hand/ the decision to be supported. She will describe how her team achieved 'buy in' from the target group and what impact each study produced. In these examples, the benchmarking process ranges from the traditional formal, questionnaire driven process to a more formal approach based mostly on secondary sources and vendor interviews. Matteo, Martha Expert Talks: Strategic Intelligence. (SCIP President). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Strategic Intelligence How to link and integrate strategic decision making and competitive intelligence? Expert sessions are designed to provide you with an opportunity to exchange experiences with colleagues and to address CI issues not covered in depth during the session presentations! Be prepared to contribute actively and passionately or simply enjoy the high calibre exchange of CI best practices. Matteo, Martha. Opportunity and threat assessment in an R&D Environment. (BoehingerEngelheim) with Klavans. SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997.
Matteo, Martha Tales from the trenches: bridging the technology business interface.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Understand role of competitive technical intelligence (CTI) in companies whose products have a technology basis. Appreciate the importance of bridging the technology-business interface, with emphasis on communication, translating the technical issues to ensure access by both echnology and business management . Learn of six actual cases, illustrating what can happen when this bridging is/is not effective, with clear lessons learned for CTI and CI analysts alike
Matula, Richard Monitoring technology and product strategy. (Lucent Technologies) with Carter, SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Maybury, Mark. Next generation analyst tools, (MITRE) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The effective application of information technology is at the heart of intelligence analysis in both the public and private sectors. Elements of highly sophisticated IT applications in the public sector can have implications for private IT solutions. This is your opportunity to interact with a senior professional responsible for directing some of the most sophisticated IT initiatives supporting government intelligence today. Explore how to apply those initiatives to support intelligence initiatives in the private sector. Maybury, Mark. State-of-the-Art Tools for More Efficient Info Discovery and Analysis, (Executive Director of Information Technology Division, MITRE). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Intelligent information access encompasses a wide-range of technologies. Typically analysts have to perform data searches, extract information from the data, summarize and interpret the results, and form conclusions based on the results. In intelligent information access, tools can facilitate these activities throughout the process, decreasing task time and increasing comprehensiveness and accuracy if tools are appropriately chosen and applied. This session will provide an overview of five intelligent information access technologies: information retrieval, summarization, information extraction, text clustering, and question answering. This session is intended for analysts, tool builders, and program managers who want to get a solid understanding of the range of capabilities available to intelligently access information, and for researchers and practitioners interested in using or designing intelligent information access systems. While the presentation will not make specific tool recommendations, it will provide participants with a list of Internet or commercially available tools in each of these categories. Maziarz, Michael. 90 day intelligence: a look into a newly formed CI team. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Starting a formal CI function can be confusing and difficult. This one-hour presentation will take the participants through the embryonic stages of building a CI function in a software firm. Specifically, participants will walk through a case study addressing the following topics: pitching a formal CI and research team; hiring the right people; building out a CI services roadmap that fits your company needs; engaging CI vendors; budgeting; and

completing an initial assessment. The case study will be based on the experience of one company and will include mistakes as well as successful ideas. Time will be allocated towards the end of the session for facilitated group discussion. McDowell, Denice, Linking CTI to CI and technology management, (w Dishman) (American Microsystems) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. McGonagle, John. Best practices in building and maintaining internal CI networks. (Helicon Group) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Experience has shown that well-functioning internal networks play a critical role in the growth and development of effective CI programs. In fact, they are absolutely vital to the very survival of such units. This session will provide an integrated look at best practices in developing internal CI networks. We'll look at how networks grow and are grown, how they are maintained, and how they deal with common threats to their survival. The presentation is practice-based, providing direct examples and hands-on tips on how to develop networks, as well as how to keep them strong. It also provides attendees with the chance to discuss the issues, and even to debate the presenter. McGonagle, John, Bottom line success: how to pull the complete CI process together for ling-term survival and growth. (The Helicon Group; with Tyson) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. CI units are often quick to get started, but slow to develop, and sometimes hard to sustain. Once past the first years of excitement and chaos, the CI unit and its personnel must look towards institutionalizing themselves and the entire CI process. At the same time, they must prepare to respond to changes in the firms competitive environment, in the way CI is conducted, and particularly to changes in the firm for which they work. Without such planning, CI units almost eventually become marginalized and vanish. Among the topics to be covered are: the evolve or die dilemma (Why you need to plan the development and institutionalization of the CI process), the most critical moments of a CI unit, the most common reasons CI units fail and how to avoid those traps, locating places where CI could fit in your organization now and in the future, and measuring CIs impact - how to measure the ROI of CI? McGonagle, John. Creating world class CI unites: lessons from the best. Workshop. SCIP Europe 5 London, UK. October 25-26, 2000. This workshop will present many practical lessons taken from the SCIP Award of Excellence process. It will allow CI professionals to draw from a global base of proven successes. If applied correctly, the award's process and documents can become a template for the creation of a world-class CI unit, or for the immediate improvement of an existing unit. The presenter will illustrate how to apply the many practical lessons taken from the award's process as well as integrate the findings from other benchmarking studies into this hands-on workshop McGonagle, John. Creating world-class CI units: lessons from the best. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. McGonagle, John Evolve or die: best practices lessons. Workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. McGonagle, John. The five most effective behaviors of CI managers and the five most destructive. (Helicon/ Gilad, Ben ACI) SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. This forum will be an opportunity to learn common themes among CI functions that do well, as well as common mistakes that doom other CI professionals to meaningless, data pushing jobs - or worse. The session will feature a back and forth dialog between two CI veterans. Agreement is not guaranteed; lively discussion and analysis is. McGonagle, John. Fractal management analysis (Helicon Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. McGonagle, John. How did they find that out? Stopping Internet homepage exploitation.(The Helicon Group). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Even though the information on homepages is being exploited by competitors, businesses are reluctant to stop providing that information to customers, suppliers, stakeholders, and employees. Gain insight into the nine precepts of a proven technique called cloaking to deflect your competitor's efforts while making your homepage better and more user friendly. McGonagle, John Human collection: obtaining and protecting. (Helicon/ w Nolan) Competitive Technical nd Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Human collection is required to maximize your CTI efforts. Guidelines and approaches to conduct human collection will be presented by John Nolan based on his extensive experience in this area. John McGonagle will present the concept of "cloaking", described in his recent book, as an approach to minimize your competitors' human collection efforts.
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McGonagle, John. Legal management issues for the CI manger. (workshop) (The Helicon Group) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The challenge is twofold. CI managers are responsible for ensuring that they produce intelligence that decision makers need, and that their group remains within legal and ethical boundaries. Working with consultants can help you meet the basic challenge, but introduces hurdles of its own. This workshop will equip you with the skills youll need to keep a CI function productive and problem-free. McGonagle, John. Protecting Against Competitive CI, (managing partner, The Helicon Group;Co-Presenter: Carolyn Vella) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. CI practitioners learn how to identify and extract information from a wide variety of individuals to develop truly actionable CI for their clients. Even if they do not do all of it themselves, they must increase the amount they do. That will increase the value of the finished CI they produce, as well as enable them better to manage outside contractors when they are necessary. That requires that CI practitioners learn and master the following: How to identify to whom you should speak, and when. How to prepare for an interview. How to get to your target and get your target to talk with you. How to extract the maximum value in the minimum amount of time. How to follow-up on an interview to get the greatest return: getting one target from another, effectively capturing what really happened, and communicating that to others. McGonagle, John, Protecting your company while you gather human intelligence, (Helicon) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. McGonagle, John. The 10 Most Effective Behaviors of CI Managers (and the 10 Most Destructive), Workshop. (managing partner, The Helicon Group; co-Presenter: Ben Gilad) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Effective competitive intelligence leads to higher visibility in the company, a greater impact on customers strategic thinking, more efficient management of time and budget, increased probability of promotion, and decreased probability of downsizing. Destructive CI behaviors lead to an overwhelmed CI manager, loss of CI influence, a dead-end career, lack of impact on the company, and unsatisfied customers. The workshop covers behaviors related to collecting, analyzing, and communicating intelligence as well as managing the CI cycle in the company. It includes real-world examples, a dialogue between the two presenters, and three interactive simulation exercises involving effective and ineffective behaviors McGrath, William. Managing the information function for a competitive intelligence program. McGrath and Petzel. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. McHenry, Craig. Leveraging Manufacturing Know-How For More Comprehensive CI, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Understand how to harness your own internal manufacturing knowledge and apply that information to the competitive landscape. Evaluating various technical manufacturing procedures allows an organization to not only track their own progress and evaluate their position in the market, but also to track the progress of competitors and develop counter-strategies based on projected launch dates. This session discusses regulatory and manufacturing concepts, policies, and procedures that will allow you to understand your competition better. McKenna, Michele. Listen to the customer. (Market Analytics International) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Customer needs and insights are an often overlooked, but are an essential part of the intelligence gathering process. Learn how CI professionals can 'be the customer' and 'speak with customers' to gain powerful insights and integrate findings into company strategy. Review innovative approaches to traditional primary research that will help gather the needed information including mystery shopping, contact center calls, customer intercepts, telephone surveys to both customers and competitor's customers, and speaking with those closest to the customer. Review client examples and case studies and participate in creating scenarios to gather required intelligence. McKenna, Michele. Open dialogue: think different! Learning from the customer experience. Market Analytics. (facilitated th discussion) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Customers provide companies valuable information to improve their offerings and service. But an often overlooked way to gather information about companies and their strategies is through the "eyes and ears" of the customer. This presentation will focus on how a CI professional can "be the customer" and "speak with customers" to gain powerful insights. Innovative approaches to traditional primary research and scenarios that will help gather this information include becoming a customer, mystery shopping, contacting center calls, conducting customer intercepts and telephone surveys to both customers and competitor's customers and speaking with those closest to the customer. Client examples and case studies will demonstrate scenarios created and information gathered. Finally, real examples of CI requirements will be provided with audience participation to create scenarios to gather the required intelligence McKenney, Peter, Applying global hedge fund research techniques to the CI problematic. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Global Hedge Fund Research professionals are applying innovative and powerful research techniques to identify and evaluate global investment opportunities as well as potential threats in a wide range of industry
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sectors. The objective of this presentation is to provide an overview of the leading research methodologies and investigation approaches used by Global Hedge Fund research analysts and to demonstrate how they can be applied and utilized by Competitive Intelligence professionals, focusing on the Telecommunications and the Health Sciences industries. The presentation will be based on a series of applied case studies showing how the research methodology implemented by Hedge Fund analysts is highly relevant and applicable to day to day CI assignments such as competitive/technology profiling, market assessments or SWOT analysis. Specific aspects/techniques covered in this will include: o Defining and prioritizing research assignments based on their strategic importance and potential ROI; o Identifying, recruiting and maintaining global panels of Subject Matter Experts in selected industry sectors; o Surveying, analyzing, tabulating and effectively communicating information extracted from Subject Matter Expert panel interview sessions to professional investors and decision makers. McKenney, Peter. Electric utility CI: lessons from the front, (workshop) (Cipher Systems) 1999 In the USA and elsewhere, electric utility companies face the prospect of competing in suddenly deregulated markets. Many will be competing for the first time. The pace of deregulation is rapid. In the USA, most states plan to have completed the transition to a deregulated electricity industry by 2002. The approximately 300 electricity companies in the USA are confronting this uncertain future with a variety of strategies, including merging and diversifying. As yet, however, few have created CI programs. The need for CI in the electric utility industry is acute. The primary focus of this workshop will be how to meet the unique CI needs of the electric utility industry. McKenney, Peter. On the Job CI: A Proactive Approach to Career Development, SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Competitive intelligence often goes by different names within various organizations. Spread across functions like marketing, planning and strategy development, the core competencies you bring to the table may not be recognized if you label them only as CI-specific skills. In fact, some companies still do not call out CI as a separate discipline. So you need to carefully define your value while at the same time opening your eyes to hidden opportunities to get ahead in the field. In this session you will learn how to leverage your CI skills and tradecraft in mainstream corporate functions. Real examples and proven prescriptive advice will help both new and seasoned practitioners maximize their potential either within their current industry or in transition to a new field. McKenney, Peter. An Update on Applying Global Hedge Fund Research Techniques to CI. (CEO, Cipher Systems LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Private equity and global hedge funds exert tremendous influence on the business sector but are not well understood. In the UK, for example, one in five nongovernment employees works for a firm owned by a private equity. This presentation will provide an overview of the leading research methodologies and investigation approaches used by global hedge fund analysts and will demonstrate how they can be applied and used by competitive intelligence professionals, focusing on the telecommunications and health sciences industries. Specific aspects/techniques covered will include defining and prioritizing research assignments on the basis of their strategic importance and potential ROI; identifying, recruiting, and maintaining global panels of subject matter experts (SMEs) in various industry sectors; identifying experts; surveying, analyzing, and tabulating information extracted from SME panel interview sessions; and effectively communicating it to professional investors and decision makers. McKenney, Peter. Workgrouping intelligence: advances in information technology supporting CI. (workshop) st (Cipher Systems) (w Aker) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. McKenney, Peter. Your CI and KM toolbox a view from the top. (Cipher Systems). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. With it's thousands of analysts, the U.S. Government is the largest single investor in collection and analysis methods and tools. We will present findings from a multi-million dollar research effort during this session using NASA sponsored concept map software. Attendees will leave with a practical framework for tools selection, and see best practice methods and tools in use. McMillan, Gregory. Two case studies of balancing policies of openness versus secrecy. (Penn State) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Resolve the disparate concepts of confidentiality and disclosure within your firms labor pool. Develop your privacy plan by examining two leading companies intellectual property policies. McMullen, Doug. Public sector CI: working with the private sector to improve industry and economic competitivenesss. (Alberta Agriculture and Rural Development) (with Mack) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. How can the public and private sectors work together to use CI to improve industry and economic competitiveness? The CI units within the Agriculture and Economic Development departments of the Government of Alberta have been working on this topic since their inception in the mid-1990s. While the two units share the same mandate and many approaches to improving industry and economic competitiveness, some different approaches have evolved as a result of the focus on clients in a single sector in one case,

versus multiple sectors in the other. Given these different client bases, the speakers will outline CI activities in their departments and discuss their approaches to working with private sector clients to deliver the following products: effective provision of strategic/business intelligence to drive industry development; external skill development by training companies/associations to learn and support the CI process and apply them successfully in their business activities (e.g. trade shows); and internal (government) skill-development to better achieve results. The audience will also be invited to participate in a discussion of best practices. McMullen, Doug. What now? The impact of government on business opportunities. (Alberta Agriculture) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Youve already tapped into various tax incentives and taken advantage of export assistance programs, so you think the government cant have any more significant impact on your business. Wrong. Whether its through trade agreements, procurement policies, or product safety requirements, there are many more government impacts to consider. Using examples from the agri-food industry, such as the recent mad cow crisis, this session will help you look again at what government programs affect your business and how you can anticipate and interpret government action. McNeilly, Mark. Sun Tzu and the art of business (provocateur encounters) (IBM) SCIP Annual conference: st Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. McNeilly, Mark. Sun Tzu and the Art of business. (IBM) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. The ancient Chinese general Sun Tzu's classic book on strategy, The Art of War, contains insights invaluable to today's CI professionals. Unfortunately, many western business people pick up the book and, with a superficial reading, are unable to understand how its concepts could apply to today's business world. Mr. McNeilly makes Sun Tzu's approach to strategy easy to understand and intriguing to learn about by organising his concepts into six principles, using business examples extensively, and presenting the information in a straightforward manner. McNeilly, Mark. Sun Tzu and the Art of business. (IBM) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. McNeilly, Mark. Sun Tzu and the art of business: Six strategic principles for managers. (IBM). (workshop) Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. The ancient Chinese general Sun Tzu's classic book on strategy, The Art of War, contains insights invaluable to today's CI professionals. Unfortunately, many western business people pick up the book and, with a superficial reading, are unable to understand how its concepts could apply to today's business world. Mr. McNeilly makes this approach to strategy easy to understand and intriguing to learn about by organising Sun Tzu's concepts into six principles, using business examples extensively, and presenting the information in a straightforward manner. McQuillan, J. . Moving at the speed of light: CI in high tech. (W Hogan) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The rapid migration across the globe to the use of the Internet as the primary medium for data communications has resulted in an exponential growth of data traffic across the public communications networks. The growth in traffic and the adoption of data-intensive applications like e-commerce has fueled the unprecedented demand for bandwidth. The convergence of voice and data, and the promise of anywhere, anytime, any type of communication is driving the long-term growth potential and opportunities of the Next Generation Network. This converged world presents a number of challenges to CI efforts. The presentation will discuss the current trends in a high-tech industry and how the rate of technological advancement impacts CI efforts. Meeker, Colleen. The cultural adoption model: a benchmarking approach for CI. ( W settecase) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati,Ohio, April 3-6, 2002. Meeker, Colleen. Engaging Non-CI Staff for CI Support, (manager, Market and Competitive Intelligence Services, Ernst and Young; co-presenter Fred Wergeles) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. A critical success factor for any competitive intelligence practitioner is to leverage internal and external networks to strengthen support for the intelligence needs of executives. This presentation will provide a number of models for organizing the corporate CI function to incorporate pockets of knowledge and resources effectively and efficiently. Fred and Colleen will describe a number of case studies of successful CI teams and identify the critical factors that contributed to their success. They will explore the similarities and differences between CI teams in large and small companies Mena, Jesus. Data mining: using AI for CI. (Icebreaker). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Menon, Anil; Moving from a tactical to a strategic orientation in CI. (workshop) (Emory University) with st Wilcox, James. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Menon, Anil;. Wilcox, James. 1999 Moving from a tactical to a strategic orientation in CI. (workshop) (Emory University) with

Do your data collection efforts really enhance the knowledge your company possesses? Can your company use its knowledge effectively? The industrial/service economy is being replaced by the knowledge economy. To be competitive in the knowledge economy, a firm must not only generate intellectual capital, it must also be able to convert intellectual capital into an organizational asset. Successful firms will be those in which data and information about competitors, customers, and environmental factors are quickly and efficiently transformed into market understanding and vision. Participants new to CI will gain the necessary conceptual framework to develop an appreciation and understanding of the discipline. More-experienced practitioners will learn a new way of conduct and management for the CI role and function. Come to this workshop to measure your company against this model Menon, Anil. Moving from a tactial to a strategic orientation in CI. (workshop) (Emory Univ) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Do your data collection efforts really enhance the knowledge your company possesses? To be competitive in the new knowledge economy, a firm must not only generate intellectual capital, it must also be able to convert intellectual capital into an organizational asset. This workshop will discuss what it takes to be a successful firm in which data and information about competitors, customers, and environmental factors are quickly and efficiently transformed into market understanding and vision. Menon, Anil. Moving from a tactical to a strategic orientation in CI. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Menon, Anil; Predicting competitive actions and reactions: conceptual and research tools (workshop) (Emory University) with Wilcox, James. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Menon, Anil. Predicting competitive actions and reactions: conceptual and research tools. (workshop). st SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Menon, Anil, Transforming competitive sight into competitive advantage in a knowledge economy. st (Emory University Goizueta Business School). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Messina, Romuald. Weak signals: from data gathering to CI. (Air Liquide) SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. The identification of weak signals is the result of a process: the use of Internet and database search software, the management of information, and the capacity to construct and use a human network. This presentation will encompass: Definition of weak signals in CI; The main difficulties encountered to discover the signals; Which interests discover the weak signals; How you discover these signals; and The useful software for CI. Messore, Ben. How to improve the efficiency and performance of CI. (Director of Planning and Strategic th Intelligence, France Telecom Group). SCIP 11 European CI Summit, London UK, October 18-20, 2006. How to improve the efficiency and performance of CI in the context of a large internationally diverse organization will be the focus of this presentation. The transformation program managed within France Telecom will be highlighted to identify the CI resource across the group, assess its effectiveness, and recommend a new organizational solution. The presentation will draw upon key learnings extracted from the transformation program to inform CI professionals in other organizations of the risks and opportunities associated with adopting a coordinated approach to CI in a large organization. Metayer, Estelle. Managing strategic information and establishing the links with the decision making process for maximum impact on your company and its future. (Strategic Analysis and Business Development, CAE Electronics). rd SCIP European Conference, 3 annual, Hotel Steingenberger, Berlin, 11-13 November 1998. Metayer, Estelle. Attaining management buy-in and direction for your CI initiative. (Executive Resource) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Obtaining buy-in from senior management is crucial, not only for success, but also for survival. Learn proven techniques to gain management buy-in and to give your CI function momentum. Methvin, Brian;. Cost structure analysis: identifying what really matters and using it to make a difference, with Amann, Robert. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Meyer, Herbert Beyond collection. (Real World Intelligence) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Miao, Qihao IL April 21-24, 2009 CI in China (workshop) SCIP09 International Annual Conference and Exhibition, Chicago
th

China, and its field of competitive intelligence, is growing at a phenomenal pace. Gain insight into this historic growth and its effect on your business and CI management.
Michel, Kay-Uwe Sustainable knowledge exchange to enable enriched and high-content CI education. With Reinhold, Dirk.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Gain a broad view on problems and emerging demands for an effective CI education and how the gap between practice-related academic education and the demand for professionals from a market point of view affects the evolution of professional CI education. Be provided with a framework that allows him to identify his own position and requirements for an enhancement of mentoring and training programs through learning relationships towards a sustainable knowledge exchange. Be able to take-away implications how to encounter increasing demand-oriented CI education
Michaeli, Rainer. Advanced Ci analysis with tailored business simulators. (Die Denkfabrik) SCIP European st th Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Michaeli, Rainer. Applications in science and technology intelligence analysis. Workshop. (with Mignogna) SCIP th Europe 6 Munich Germany, October 24-26, 2001 Assessing a competitors technological capabilities and forecasting the direction and rate of technological advance are critical elements in science and technology (S&T) intelligence. This workshop will illustrate some practical examples and applications of quantitative techniques in technology intelligence collection and analysis. Michaeli, Rainer, Applied quantitative concepts for the CI analyst ABC of trade shows. Workshop (Die Denkfabrik) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati ,Ohio, April 3-6, 2002. This workshop will demonstrate the potential of applying often overlooked, quantitative concepts to the CI analyst. If done properly, the goal of producing better CI products by utilizing appropriate analytical techniques will be achieved. Attendees will gain hands-on experience in applying these concepts and learn how to understand the cost/benefit ratios of these concepts. The workshop will provide both mathematical background and small exercises (case studies). Participants will be asked to provide input into problem solving exercises and perform several calculations on their own. Designed to be taken in conjunction with Rich Mignogna's workshop on Applications in Science & Technology Intelligence Analysis (though the two workshops may be taken separately), this session will provide a hands-on approach to qualitative concepts, while Mr. Mignogna's workshop will focus on practical applications of many of the quantitative methods discussed in this session. Michaeli, Rainer. Applied quantitative concepts for the CI analyst. Workshop. SCIP Europe 6 Munich Germany, October 24-26, 2001 The workshop presenter will demonstrate the potential of applying, often overlooked, quantitative concepts to the analysis of CI. If done properly the goal of producing better CI products by utilizing appropriate analytical techniques will be achieved. Attendees will gain hands-on experience in applying these concepts and learn how to understand the cost/ benefit ratio of these concepts. Michaeli, Rainer. Applied quantitative concepts for the CI analyst. Workshop. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 This workshop will demonstrate the potential of applying often overlooked, quantitative concepts to CI analysis. You will gain hands-on experience in applying these concepts and learn how to understand their cost/benefit ratios. It is understood that this workshop cannot substitute for math courses from universities; hence it will include some mathematical formulas, but no "rocket science." Ideally yours should have some "mathematical" inclination or at least the willingness to be open-minded from a quantitative CI point of view. Michaeli, Rainer. CI in Europe: a critical perspective (panel) (with tena, wright, hedin, hirvensalo Belkine) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Led by reputable CI professionals representing six European countries, this panel will discuss basic issues concerning the perception, practice and application of the CI discipline in their respective countries. The ultimate question of, "do we all perceive, practice and apply CI in the same fashion?", will be the focus of discussion. Both the Panel and audience will be challenged to explore uniformity in the way Europeans relate to CI and the practical consequences emanating from varying national perspectives. An open debate will allow attendees to question the panel, raise their own views, support or object. Michaeli, Rainer. Foundations of CI (workshop) (Founder, DIE DENKFABRIK GmbH). SCIP 10th Annual European Summit, London, November 9-11, 2005 The value of competitive intelligence (CI) for your business. What does CI signify for strategic corporate planning? How does CI influence the competitive capacity of the company? Ethical and current legal conditions. Differences between competitive intelligence and market research. How does the CI cycle (planning, collection, analysis, reporting) look in detail? Handling the information overload and testing the quality of data. Make or buy: buying data or collecting it in-house? What can external information service providers accomplish (information broker, consultants)? How to test the quality and credibility of data. Gaining CI information:
th th

observation, primary research (human intelligence), and secondary sources (Internet, online databases, print media). Cost-benefit aspects with data collection. Building up and cultivating information networks (internal and external). The critical information demand? concept as an aid in the ocean of data. Michaeli, Rainer. Foundations of CI (workshop). (Managing Director, DIE DENKFABRIK GmbH). SCIP 11 European CI Summit, London UK, October 18-20, 2006. In times of increasing competition and complex, fast moving competitive environments, it is important to be one step ahead of the competition. Businesses have to anticipate the activities of their competitors when developing their strategic positioning. Competitive analyses are essential to successful development of corporate strategy, conducting anticipatory strategy planning and gaining a measurable competitive advantage. Competitive Intelligence, which brings in a systematic analysis process adds the decisive edge to strategy. This workshop conveys the fundamentals needed to efficiently conduct research master information overload, use analytical tools intelligently, implement CI as a process in your business, and make strategic decisions with greater certainty.
Michaeli, Rainer From indicators to facts: an intuitive explanation of Bayesian reasoning.
th

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Understand that inductive reasoning can be accomplished using the Bayes Theorem, Learn to apply the Bayes Theorem for typical CI tasks (Early Warning, assessment of likelihood based on indicators). Learn to categorize indicators by their key characteristics
Michaeli, Rainer. How to use early warning systems to increase global competitiveness (poster session). (Die Denkfabrik). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Using a case study of a German automotive parts supplier, this session will explore the advantages of an ITbased early warning system. The presenter will discuss how to link global CI to local decision making, as well as discuss how such a system fits in well with the time and information demands of an e-commerce environment. Michaeli, Rainer. Panel Presentation: Teaching Competitive Intelligence. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. How do you bring competitive intelligence into the classroom? This interactive session will present several ideas on how to teach intelligence. This session will include a curriculum exchange (pick up course outlines), and ideas on who to introduce participants to the concept of intelligence. Topics include, Technology teaching and CI, the relationship between Competitive Intelligence, Contingency Theory and Environmental Scanning Modes, and The Origins of Competitive Intelligence, a fundamental extension of CI education. Michaeli, Rainer, Tools for understanding dynamic technical environments: business simulations and technology trend analysis, (Die Denkfabrik) ( w Mignoga) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Michaeli, Rainer. Wargaming: strategy, intelligence and analysis in action. (Die Denkfabrik) SCIP Europe Conference, th 7 , Brussels, Belgium, October 16-18, 2002. Dynamic competition, technological discontinuities and uncertainty about the future development of markets are the ingredients of tough competitive intelligence cases. Tailored Business Simulators, which are developed with off - the - shelf simulation software packages, offer the CI - analyst a powerful tool to analyze competitors' activities and their potential impact on his own company. A typical Business Simulators application is the development of dynamic strategies using scenario planning and war - gaming approaches.
Michaels, Alan Global competitive intelligence on Demand. With Arsen Pereymer. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Better understand how to analyze any portion of the global economy in terms of the top 10,000 industries - each of which is defined using a common methodology that leverages ideas from Michael E. Porter and his five forces analysis. Appreciate how to combine industries to analyze industry groups and their competitors (for example: corporate banking, pharmaceuticals, specialty chemicals, etc.) while still maintaining Porters strategically-relevant industry framework. Learn how to analyze and compare companies side-by-side, at the line-of-business level where true competition takes place
Michitti, Marjorie. Gathering human intelligence over the telephone: a hands-on primer for Ci managers and consultants. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The Internet and news clippings tell only a little. Acquire the most useful information by identifying knowledgeable individuals and effectively developing your telephone interviewing technique. Mignogna, Ricard, Advanced topics in Science and technology intelligence analysis. (workshop) with Boroush, Mark. SCIP 2001 conference. E business and the Knowledge professional, Seattle, March 7-10, 2001

Mignogna, Richard.. Analytical techniques in technology forecasting for CTI. (workshop) (TEMI) with Boroush, st Mark. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Mignogna, Rich. Advanced topics in science and technology intelligence analysis. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Mignogna, Rich. Applications in science and technology intelligence analysis. Workshop. (with Michaeli) SCIP Europe th 6 Munich Germany, October 24-26, 2001 Assessing a competitors technological capabilities and forecasting the direction and rate of technological advance are critical elements in science and technology (S&T) intelligence. This workshop will illustrate some practical examples and applications of quantitative techniques in technology intelligence collection and analysis. Mignogna, Rich. Applications in science and technology intelligence analysis. Workshop (Technology/Engineering Management) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Arrticulating the present state of the art, assessing competitor's technological capabilities and forecasting the direction and rate of technological advance are critical elements of science & technology intelligence. This workshop focuses on the application of quantitative techniques in technological forecasting and science & technology intelligence. Designed to be taken in conjunction with Rainer Michaeli's introduction to quantitative analysis in competitive intelligence (though the two workshops may be taken separately) , this session will focus on practical applications of the quantitative methods discussed by Mr. Michaeli. Mignogna, Richard, CTI analysis within a dynamic business environment, workshop. (w House), Competitive Technical nd Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. In this workshop presentation, two important concepts will be illustrated: the projection of the time history of future relative positions of competitors within an industry and the exploration of various competitive scenarios based upon the interactive response of competitors. Selected scenarios will be run on a computer system in the session to illustrate a dynamic competitive interaction between identified variables/attributes. Using these concepts an analyst can identify and address issues around rapidly changing hypercompetition. Mignogna, Rich. Technological forecasting for competitive technology intelligence. Workshop. SCIP European st th Conference Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Forecasting the direction and rate of technologic advance is a critical component of the CI process supporting strategic technology planning, R&D management, and corporate governance. Commonly used quantitative and qualitative techniques will be taught with regard to how these techniques can help a CI professionals predict future directions and likely developments in a given technology, and assess the technological capability of the competition. Mignogna, Rich Technology forecasting for CTI, (consultant) With Boroush. SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Mignoga, Richard, Tools for understanding dynamic technical environments: business simulations and technology trend analysis, (w Michaeli) (TEMI) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Miller, Jerry Academic roundtable: moderator (w Dishman) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati,Ohio, April 3-6, 2002. Miller, Jerry. The status of CI across the globe. (Simmons College; and Jonathan Calof University of st Ottawa). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Miller, Jerry., Teaching CI: How Should it be Taught? Syllabus Swap Shop, (panel) (Simmons College, th with Liebowitz, Dishman) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Describes four distinct approaches to CI education. offers a chance for CI educators to swap syllabi and course materials; encourages open sharing of pedagogy-related interests and concerns. Milligan, Herman. Evaluating CI Providers, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. One of the greatest challenges any CI practitioner will face early in their career, and continue to face even as they become among the industrys most experienced, is learning how to effectively evaluate CI vendors. From Research to Consulting to Software, SCIPs exhibit hall is flooded with vendors seeking your business. This Active Dialog is designed to share best practices with your peers in terms of making sure you ask the right questions and make good vendor decisions for your organizations and, ideally, ones that will not compromise your job security Milliken, Frances. Organizational silence: what employees may not be speaking about and why. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007.

The reality is that employees often do not speak to their bosses about the issues or problems they notice in the course of doing their jobs. Further, this silence is often collective -- many people are aware of the problem and are choosing to be silent. I will argue that such silence is common rather than rare. This session will focus on three major issues. First, we will explore the reasons that employees give for being silent about important issues or problems they notice in the organization. Second, we will explore the role of power and how this may be related to creating silence. Third, we will look at these dynamics from the perspective of organizational learning. Silence represents information or intelligence that is lost to the organization. The key to uncovering such information will be understanding the dynamics that create and maintain silence and changing the culture to facilitate the upward communication of information. Miree, Cynthia, Coordinating strategic and tactical intelligence in the sales and marketing function (w Prescott) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Mitchell, Gordon. Using computer forensics to uncover insiders working for the competition. (Future Focus). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Note to security professionals, dumpster diving is out (with certain newsworthy exceptions). In its place is the kind of computer crime we all fear: insiders passing secrets through computer networks to our competition. Learn what tools are available to find evidence of this illegal activity within your company and put a stop to it immediately. Mitchell, K. CI and the Canadian business environment (w Perrault) workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Mitchelson, Laura. The Why and How To of Competitive Intelligence in China, (Strategic Director, Amber-China). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The session is split into two parts: Part One offers a comprehensive introduction to the impact of China intelligence on the world of global business. Using 3 different case studies, the presentation will focus on bringing to life the need for business intelligence in China. Each project showcases a different set of circumstances and challenges faced by U.S. and European companies. Access to the latest market developments in China has now become an important aspect of empowering sales and business development teams in China. Clients equipped with this intelligence are increasingly differentiating themselves from their competitors. The session will also focus on the specific threats posed by Chinese competitors and will refer to the recent bestseller Dragons at your Door, by Ming Zeng and Peter Williamson, which examines the very real threat posed by these companies in China. Part Two takes a look at the challenges that exist in China, from a consultants perspective. Anecdotes and case studies will illustrate the challenges of gathering and analyzing market and competitive intelligence in an environment which is less familiar with the concept of any research conducted in the B2B environment. We explore the unique reasons for this, the changes that are expected in the near future and how they will impact the intelligence profession. Mockus, D. To catch a giant: David uses CI to catch Golaith. (w Goendendorp) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. CI is often thought about in terms of protecting your competitive position, but it can also be effectively used to advance your company to secure relationships with industry giants. CI becomes an invaluable tool for understanding the anticipated needs of these players in high speed - high change industries. This presentation examines the various ways a growing company can use competitive intelligence to secure relationships with the big players in their industry and leverage their strengths to outmaneuver your rivals. It also explores the ways you can use CI to arm business development with what they needs to land "Tier One" customers. As a small growing player, you can use CI tactics and systems to capitalize on the needs of large players. Also, as an industry leader, you need to be aware of the tools and tactics that are available to smaller companies and protect yourself accordingly. Moed, Jacques. Integration of business strategy and CI. (MOED BV). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Mogee, Mary Ellen, Analyzing and using patent data for CTI. (workshop) (Mogee Research (w Kurt) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. The speakers will present an integrated tutorial on patent analysis theory and practice. Mary Ellen Mogee will discuss patent analysis techniques, including the conceptual framework, where to get patent data, how to process them, and how to interpret the results. She will cover both basic techniques that companies can do themselves in house, and more sophisticated analyses developed by consulting firms. Richard Kurt will provide real-life examples using these patent analysis techniques for CTI, technology assessment, and R&D planning. Robert Cantrell will discuss a model of patent intelligence pricing based on the cost of data, the cost of analyzing data, and the cost of creating CTI from the data. Mogee, Mary Ellen. A practical primer on patent analysis for CI. Workshop. (Moogee research) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001.

Mohammed, Abdul. Patent analysis and market intelligence = competitive omniscience, SCIP with Raiyani, Samir. 2007 annual conference, Marriott Marquis New York, April 30-May 1, 2007. In today's competitive world where information is easily available, companies are making information-based decisions to gain an edge over their competitors. On the battlefield of intellectual property rights (IPR) competitors are using technical information and a tool called patent analysis to gain technological/market supremacy. At the same time, patents provide an excellent source of competitive information when juxtaposed with data from other sources. In general, patent analysis involves extracting data from patent document literature and analyzing this data using different criteria. The patent database is a rich source of competitive information, but it has two major limitations: 1)new patents are not publicly released until 18 months after the filing date and 2) patent information is extremely unstructured and written in multiple ways with no consistency across topics or inventors. By combining the best of human analysis with the latest collaborative tools, there is now a sophisticated process that gives you a very deep, thorough and current understanding of the entire competitive landscape. Molano, Anastasio. Technology Showcase, (EMEA Business Development Director, Denodo Technologies), with Ducreux. Clement. (Senior Consultant, Digimind). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Todays smart organizations are leveraging Enterprise Data Mashup technologies to build corporate intelligence and vigilance solutions adapted to the new scenarios made possible by Web 2.0. Their ability to incorporate information from any source (including Hidden Web data), to process structured, semi-structured, or nonstructured information in an integrated manner and from a single platform, and combine it with information from corporate systems using solutions that are agile, flexible and self-adapting, make these technologies indispensable when dealing with the information explosion generated by the New Web. Moll, Sandra Technology focused competitive analysis why specialize? (Dir emerging technologies, Fidelity Investments) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 Technological advancement has been one of the greatest instruments of change within the financial services industry. It has permanently altered the way we do business, creating new opportunities, new competitors and new risks. How companies navigate this rapidly changing environment dictates their success. The morning will be spent exploring how competitive analysis can and should contribute strategically to a company's long-range technology planning. Montgomery, David. The Japanese as competitors. (Stanford) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Moore, David. Best practices in government intelligence analysis. (NSA) (With Krizan) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Many of the CI analytical techniques employed in private sector are patterned after techniques employed by government intelligence analysts. While there are clear differences in the goals and objectives of public sector and government intelligence analysis, there are basic principles of best practices that are common to both. This session will review and assess government intelligence best practices with special emphasis on how they can enhance CI effectiveness. Moore, David. Getting Intelligence Right: It takes a complex adaptive system to cope with a complex adaptive system. (Technical Director, NSA/CSS Senior Intelligence Authority) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Complex systems describe 21st century adversaries behaviors and make getting intelligence right even more difficult. Fortunately, just as complexity confounds intelligence sense-making, it also offers some means of mitigating the confusion by offering novel and emergent means of characterizing and considering adversaries, their capabilities, and their intentions. This presentation will briefly review the cognitive impediments, discuss complexity, and explore the interactions between the two. Attendees will leave with a (1) greater understanding of what complexity is, (2) ways they can characterize their issues in terms of complex adaptive systems, and (3) places to go for more information and help. Moore, David. Hyatt Regency Chicago. 21 century intelligence. SCIP05 20 Annual International Conference, April 6-9 2005,
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Moore, David. 21st Century Intelligence Analysis, (Technical Director, Office of the NSA/CSS Senior th Intelligence Authority, National Security Agency) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Recent events raise questions about intelligence analysis tradecraft. Why does it fail to provide policymaking customers with what they want to know? Both government and business have the same charge -- tell the customer what she needs to hear. There are stunningly bad examples of when this has not happened. One solution involves partnering and this presentation offers some observations, thoughts, and vignettes to get us thinking about this issue. Morgan, Alice. When its not business as usual. (Cambridge Strategic Management) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991.

Motta, Milena. How the internet facilitates information gathering in the Italian market. Strategie & Innovazione (with Anika Kjeldsen) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. To understand Italy, you must understand the language and the local market structure and laws. Learn practical tools to perform CI in this important G7 country. Motta, Milena How to deal with the unexpected: the importance of a flexible attitude. (Strategie & Innovazione) with Kjeldsen, Anita. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. It is important to be able to read information as it is gathered and have a flexible attitude to be able to change the hypothesis of work when necessary. This may require you to provide feedback to the client and to correct, if necessary, the objective of the research. By reviewing an actual case study, this session will focus on how a flexible attitude allowed new strategies to develop when the data suggested alternative strategic solutions not initially included in the original intelligence report. Motta, Milena Management of the innovation: how CI helps in shaping the company strategy, 3 International conference SCIP Czech, Hotel Cechie Praha, Prague, Czech Republic November 26-27, 2007
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Motta, Milena. Patent analysis helps you redefine your companys strategies. (with Kjeldsen) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Based on a real life case, this session will demonstrate how research that was meant to verify competitor patents for a particular device led to the discovery of new and existing technological partnerships between small emerging companies and large multi-national companies, not yet disclosed publicly. In addition, the technology proved to be developing in a different way from what was supposed at the beginning of the research. By asking "Why? Who is doing what? And again why?", the research findings led to completely redefining the market's competitive scenario and developing new strategies to enter the market segment. This case study illustrates how patent analysis can be used as a powerful CI tool to discover potential entrants into a competitive scenario. Muir, Andrew. Getting strategic with internet CI. (Cyveillance) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. On the Internet, competitors are telegraphing their growth and marketing strategies to the world. But how can CI professionals gather salient intelligence from a sea of useless data on the Net? With the right tools, companies can gain a competitive strategic advantage by understanding the reach and influence of competitors across the Net, who competitors are partnering with and what consumers and employees are saying about competitors online. During this informative session Andrew Muir will outline the risks and opportunities on the Net, the types of CI that can be best leveraged and how this information can be used for strategic advantage Mullinix. Linda; Developing a successful CI program. (APQC) with Prescott, John. SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Munshi, Kersi. Benchmarking. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Murphy, Bill, Competitive sales strategies through war gaming, (w Arias) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Musser, Ray. Industry and FBI partnership for counterintelligence.( Director of Security, General th Dynamics) (with Szady) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Protection of critical information from foreign countries and companies is vital to our security. The FBI is refocusing its counterintelligence resources to protect businesses and academia from this economic espionage threat. Through a new partnership program, the FBI is expanding its relationship with the business sector to increase awareness, training and develop countermeasures. The details of this new initiative will be premiered to the private sector at the SCIP conference. Muth, Christian A military court jesters view of competitive intelligence a talk rethinking things, contemplation and thinking laterally. (FINK security consulting) With Greiner. SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007.
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Nadarajah, Manjula. Technology mapping for management. (Shell) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The oil industry is driven to find new resources in increasingly difficult circumstances: more difficult geologic formations, deeper wells, and offshore environments. Major oil companies seek to develop competitive advantage through the modeling technology they deploy. In an industry characterized by co-opetition and geopolitical complications, understanding where technology is going is only half the task; understanding other aspects of the competitive landscape is a key to success. Shell Exploration and Production has an active technology positioning group that provides valuable lessons for CI managers. Nadarajah, Manjula Technology mapping for strategic decision making. (Technology strategy advisor, Shell International). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. The oil industry faces great and challenging change. The era of easy oil is disappearing and the industry must now focus on extracting oil and gas from more difficult, complex and harsher environments that require innovation in technology. In addition, industry dynamics are in flux, with greater competition from suppliers, niche players and customers. The ability to position and differentiate on a technological basis is becoming critical. Understanding the competitive environment is not enough; leveraging that understanding to develop strategic options for technology development is key. Shell International Exploration and Production has an active technology strategy and planning group that supports strategic decision making and can provide valuable lessons for other CI and Competitive Technical Intelligence (CTI) managers. Nadarajah, Manjula. Technology mapping for strategic planning. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The oil industry faces great and challenging change. The era of easy oil is disappearing and the industry must now focus on extracting oil and gas from more difficult, complex and harsher environments that require innovation in technology. In addition, industry dynamics are in flux, with greater competition from suppliers, niche players and customers. The ability to position and differentiate on a technological basis is becoming critical. Understanding the competitive environment is not enough; leveraging that understanding to develop strategic options for technology development is key. Shell International Exploration and Production has an active technology strategy and planning group that supports strategic decision making and can provide valuable lessons for other CI and Competitive Technical Intelligence (CTI) managers. Nail, Francois. Labor market and competitive intelligence: Polands case. (President NAJ International) st SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Nakagawa, Juro. The borderless world. (Nichimen Corp) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Nakagawa, Juro Global competition a view from a Japanese trading company (Nichimen Corp) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Nanda, Asish. Testing ethical Boundaries. (Harvard) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Using a Harvard Business School case study, Professor Nanda will lead the session through an engaging and highly relevant discussion of the ethical challenges facing CI managers, including potential misrepresentation, conflicts of interest, and internal issues such as overselling CI findings. This will be an interactive and useful session led by an expert in business ethics.. Narin, Francis. Invisible enemies: identifying future technological competitors. (CHI Research). SCIP th Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Nasbe, Roderick. The visual analyst: digital imaging redefines traditional business analysis tools. (poster session) (Markowitz) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Smile! Photography is not only useful on summer holiday. Learn how to integrate the under-utilized medium of photography legally and ethically into your CI function. Nash, Michael Developing price to win analytical models. (managing partner, ATC market analysis). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Senior management in major aerospace and defense companies recognize the importance of effective Competitive Intelligence in their competitive marketplace. While several companies responding to a Request for Tender may be competent to provide the required products or services, most of the time the winner is not the company with the most creative bid, but the one with the best price while meeting the program's basic requirements. Success in such a marketplace requires a process for determining the price to win for every competitive bid. Making this determination is often the responsibility of the CI organization. This session presents an approach to developing a family of price to win analytical models. These were developed by the presenter using case studies and refined based on successful, and some not so successful, international program competitions. Attendees will be provided an overview of price to win and how the analytical models

were developed. Included will be analysis of customer behavior, competitor company performance prediction, and model refinements. Examples and lessons learned will be taken from international tenders for air traffic control system composed of mixtures of hardware, software, and training services. Nash, Michael. Structuring an effective CI organization. ( managing partner, ATC Market Analysis) (workshop) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. This workshop will provide guidance for structuring an effective CI organization to support both strategic business and tactical proposal requirements. The morning session will begin by defining a Business Development process developed for pursuit of competitive contract opportunities. Organizational responsibilities will be introduced for both the CI organization and for other organizations supporting the business development process. Common 'building blocks' of reusable Competitive Intelligence will be defined and a structured approach will be presented for developing Strategic Market Analysis and Strategic Competitive Analysis and for mapping products of these CI activities to specific Business Development Process milestones. The afternoon session will introduce tactical proposal CI work products including opportunity modeling and price-to-win. Reusable CI 'building blocks' created for earlier strategic activities will be expanded to include more specific detailed information. This will be used to develop CI work products describing tactical competitive market position, probable competitive proposal offerings, and probable competitive pricing. Process CI models for predicting competitive proposal offerings and price-to-win developed by the presenter and used for international aerospace competitive bids will be described. Naylor, Ellen, Advanced Sales Intelligence, Workshop (CEO, Business Intelligence Source). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. This workshop will help organizations understand why support of sales intelligence is critical to success, the positive impact it can have on the organizations sales results if brought to an advanced level, and how to effectively capture CI from Sales throughout the Sales process. Participants will learn how to gain senior management buy-in, key requirements for gaining cooperation from the sales force and how to set up workable collection processes. 2. We will also focus on how CI and other managers can create Psychological Income by working with Sales to give back information that assists them in order to engage them in the process and build high motivation levels. 3. We will provide tips to help attendees train Sales on how to collect market intelligence more effectively and to protect key corporate intelligence, including elicitation role play exercises. 4. We will also share some innovative techniques attendee and client companies have used to acquire, manage, communicate and analyze the information so it can be actionable, some of which use technology in innovative ways to make the task easier. 5. Sales Intelligence techniques will be highlighted including Win/Loss Analysis, Sales Intelligence Studies, Sales Support Tools and the use of rewards and incentives.
Naylor, Ellen Build a sustainable early warning process through cooperative connection.

SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Learn how to build an early warning process that is sustainable, including elements of electronic monitoring and people connections. Learn how to connect and stay connected with the right people to enhance your CI operation. Assess if you have the right mix of contacts in your network and their responsiveness to you-- to ensure against blind spots in your early warning detection process
Naylor, Ellen Capture ci from sales and customers for lucrative product development.

SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Learn the motivation behind sales people to become regular contributors of CI, beyond the usual give to get motivation many CI managers engage in. Learn how to engage sales in product development, a key competitive advantage for any company. Learn how to train sales people to be good interviewers and elicitation experts to uncover what products customers will buy from you, so your product managers develop the right product features and positioning, as well as where the competition is strong and weak.
Naylor, Ellen Capturing Ci through your sales force, (w Schultz) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Naylor, Ellen, Capturing CI through your sales force, (BIS) ( w Schultz) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Naylor, Ellen. Cooperative Communication: How to Get Your CI Message Heard, (CEO, Business Intelligence Source) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This presentation will focus on developing the right communication skills to elicit data from your companys employees and to convey your findings to them in a user-friendly way. You can do everything right in CI collection and analysis, but if you dont use the right format to communicate your findings, or you communicate too often or not often enough, you may find that your hard work disappears into the Black Hole. How can you conduct an effective needs analysis interview to get communication flowing? How do you discern what your CI clients really need, if they dont know themselves? How often do people want to hear from you? Do they really want a weekly newsletter when nothing of significance happened? Do they want a long PowerPoint deck when

you could get your point across in a few slides? How do you conduct a face-to-face meeting or teleconference with a small group versus a larger one? What do executives really care about, and how do you communicate with them? What about capturing CI from sales and other hard-to-communicate-with CI sources in your company? How do you know whether your deliverables are useful? How do you write e-mails that will get opened and acted upon? Naylor, Ellen. Cooperative intelligence: beyond networking develop your CI leadership and communication skills and assess your network effectiveness. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Many people focus on the process, tools and techniques of effective competitive intelligence but without strong leadership and a cooperative attitude, CI processes are doomed. This is even more important today as many companies rely on a sole CI practitioner to coordinate the company's entire CI practice. This is compounded since CI practitioners need to be in touch with so many more people, to influence our companies to innovate. Regardless of what type of company we support, CI professionals cannot afford to be passive data collectors, who merely monitor competitors and identify new targets. We need to pro-actively help our companies identify new markets, new technologies, and ways to expand current markets. The Internet, secondary databases and trade journals are essential sources to monitor the competitive landscape and to locate people. However, if we don't connect with people, and connect people with each other, we will fail in our CI efforts over the long-term. In this session, you will learn how to pro-actively connect with the right people to be an excellent CI professional who enables your company to innovate and support your company's KITs. Naylor, Ellen. Getting to constructive CI. (workshop) (Business Intelligence Source) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. At each phase of building a CI process, you have the opportunity to develop positive relationships as you interact with people by solving your customer's business problems. Elevate your role in CI by focusing on organizational excellence and best practices to build constructive relationships with your internal and external contacts at each step in the CI process, and whenever you interact with people. You will be encouraged to think beyond your client's specific questions, and to focus on being creative and flexible by considering the interests, emotions, perceptions or problems that led up to their questions. You will learn some specific actions and attitudes you can adopt to build lasting, constructive relationships with internal contacts (sales, marketing, product development, R&D, the executive suite) and external contacts (customers, regulators, suppliers, reporters, industry analysts). You will be asked to share your live examples, and the class will collectively suggest process improvements for them Naylor, Ellen, Impact strategic decision-making by using Ci and analytical tools. (workshop) (Business Intelligence Source) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. A CI professional undertakes a specific process each time he chooses to be involved in a strategic decisionmaking project. First is an assessment of the viability of the projects strategic direction, and a determination if the analyst wants to participate. Case examples highlight difficult areas such as the politics involved in helping companies make strategic decisions, and how to identify and deal with the tough people issues such as which side of the decision key decisionmakers/ influencers are on, why, and how you can motivate change. This workshop reviews processes companies have developed to make key decisions, the steps they took to arrive at these decisions, and the impact that CI had in affecting these decisions. The analytical tools and research summaries that were used to influence decision-making are shared, as well as the politics, whether it was to push forward an acquisition or not to develop a certain product. Naylor, Ellen. Interviewing and Elicitation Techniques to Improve Your Companys CI Collection, Workshop (CEO, Business Intelligence Source). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Many CI professionals and other company employees are uncomfortable conducting primary intelligence collection. By the end of this workshop you will become more confident about collecting intelligence since we will teach the process and motivation behind sharing as well as give attendees ample opportunity to role play using these techniques. Participants will be taught very methodically how to use interviewing skills to collect CI. For training purposes, we will only use questions for the interviewing portion of this training. During the elicitation training portion, we will use only conversational techniques to collect information. In reality, a CI professional mixes both approaches in collection: questions and conversation. Attendees will be introduced to the process and motivation to encourage others to share intelligence whether through interviews or elicitation. The two key reasons many do not succeed in primary CI collection are: lack of interview/elicitation organization and not considering the motivation behind others to share with you. We will consider how to enlist and train other company employees to collect CI which might include technical and market intelligence. We will focus on those in sales and marketing, since they are most apt to have the opportunity to collect information due to their constant interaction with customers and other external sources. In todays increasingly competitive environment, you must use company resources to help you collect CI! Even Sales doesnt automatically collect CI: just whats necessary to close deals. You need to train and motivate them to broaden their horizons to collect answers to key strategic or marketing questions, and better yet engage Sales to help shape those questions. Naylor, Ellen. A SWOT of the CI automation providers. Workshop. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001.
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Naylor, Ellen, Using CI to gain lost business: a step by step guide to creating a win/loss process. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Win:loss analysis links tactical CI results to strategy. The analysis gives management an opportunity to objectively assess Sales performance, and coach Sales accordingly. Effective win:loss analysis will increase sales! More strategically, this analysis guides managements direction in product development, mix, distribution or alliances. This is a practical discussion about win:loss. Learn how to develop win:loss and the issues that surround its implementation. Learn the benefits of the instructive analysis you can develop if you invest the time to conduct win:loss analysis at your company. The presenter has conducted win:loss analysis both as a practitioner and as a consultant. Naylor, Ellen Winning partnerships: integrating sales and CI. (workshop) with Clayton, Claudia. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Sales intelligence is practical, necessary and provides tangible ROI impact and measurement of the value of CI in your organization. Case studies of organizations that have used sales intelligence effectively indicate that the financial impact can be very high. At every stage of the sales process including target segmentation, prospect identification, CI can be a very effective tool. Despite the challenges of collecting information from your sales force, it is possible to win their support and to integrate them into the CI process. This workshop will show you how to create buy-in from management and from sales, how to set up a workable collection process that will encourage participation and highlight results, and how to build recognition for you based on that impact. Key requirements like minimizing the work required by the sales force, effective incentives, and feedback on results are critical elements we will address to show how you can establish a mutually beneficial sales intelligence process. Practical guidelines to capture CI from sales, to integrate this information into the overall CI process, and to enhance and augment the information captured will be provided. Specific techniques and opportunities will be covered, including a proven process for maximizing CI learning from win/loss analysis, trade show information collection, client intelligence studies and their impact on sales and integrating CI into the RFP process. Attendees of this interactive workshop will learn how to increase win rates, improve top-line revenue, shorten sales cycles, retain major accounts and learn what clients and customers want. Overall, we will show participants how to gain an advantage over the competition using sales intelligence. Neal, William. Using perceptual mapping to understand the competition. Sophisticated Data Research. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Neugarten, Michael Expert talks: competitive technical intelligence. (Manager business intelligence, IAI). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Competitive Technical Intelligence (Re-engineering, Analysis Tools, Patents, Source, Mapping etc) Expert sessions are designed to provide you with an opportunity to exchange experiences with colleagues and to address CI issues not covered in depth during the session presentations! Be prepared to contribute actively and passionately or simply enjoy the high calibre exchange of CI best practices. Neugarten, Michael. Looking at CI and BI: an optical perspective. (Israel Aircraft Industries) SCIP Europe th Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. The presenter's background as an optical engineer allows him a number of insights that apply to his daily CI work. His premise is that CI can be viewed as the "seeing-eye." During his session he will illustrate the following: Why looking too hard can be counterproductive; The importance of cultural and "soft" issues and their impact on CI activities; and How metaphors taken from the field of optics can illuminate CI activities Neugarten, Michael. Marginalizing the Periphery: Backing Off and Defocusing in Competitive Intelligence, (Manager, Business Intelligence, Israel Aerospace Industries Ltd). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Since Ansoffs work on strategic surprise by attending to weak signals, the focus has been to focus on what we focus on, which may lead to over-focusing, tunnel vision, and loss of context. A wider perspective is needed: some say it is time to focus on the periphery. But we must resist this temptation if we are to reap the benefits of peripheral vision. In vision as in CI, peripheral vision is better than foveal vision at sensing changes, fulfilling an early-warning role, directing attention to what may be shortly of critical significance. Organizational peripheral vision must stay defocused and marginal to better notice the mundane, despite the privileging of central and focused vision. Parallels of CI with vision show how to balance a small central focused area of vision with a larger but lower quality, peripheral field of regard, to help make sense of our external competitive environment. Neugarten, Michael. Seeing and Noticing: Enhancing Awareness in the Practice of CI, Workshop (Business Intelligence Manager, Israel Aerospace Industries). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Looking at different aspects of human vision and blindness, and regarding vision as active and not simply a passive receptive process, can help us better understand how to make sense of our external business environment. By looking differently at our business environment, we may sometimes, like Sherlock Holmes, see that which others do not. Indeed both entrepreneurship and CI are about awareness of business opportunities (or threats) that others do not notice. As Proust wrote: the only true voyage of discovery would be not to visit strange lands, but to possess other eyes." Parallels are drawn between how we or organizations see, and how we or organizations are blind whether optically, or metaphorically. Using visual examples,

analogies and metaphors, and CI- and KM-related examples, this workshop shows how individual CI practitioners and their organizations can enhance their focused and peripheral vision to notice better Nevanlinna, Jussi. Both sides of the CI story: key issues from a former practitioner and current users perspective. th (Nokia) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. In his role as the head of CI at Nokia Mobile Phones, Mr. Nevanlinna was involved in providing competitive intelligence to the key decision makers within all four key Nokia Mobile Phone's business processes: the strategy process, the product development process, the logistics process, and the sales & marketing process. His personal focus was on the strategy process and the senior management while others in his team dealt with the other processes. Drawing from his extensive, hands-on knowledge, this session will focus on the key success factors for CI, both as a user and as a producer Nevanlinna, Jussi, Culture embedded CI framework and practice, (Nokia) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Nevanlinna, Jussi. Culture embedded CI: framework and practice. (Nokia). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Niederer, Daniel. Building up ABBs business intelligence program. (Asst VP, ABB Group Function Corporate Strategy). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. This session will provide attendees a glimpse into the inner workings of ABBs Business Intelligence Framework. Learn how the program currently operates, and what the future holds. Noble, Robert. Profiting from the intersection of the public and private sectors. (Canadian Consulate General) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. You are trying to get a handle on a competitor abroad and its strategies and business activities, but are having the worst time in getting the information through some of your more traditional sources. Have you ever thought of the government as a source? Could government resources actually do some of the CI for you? This session will show how government and public sector practitioners are an overlooked resource, that may actually be a critical component of your collection activities. Nolan, John, Competitive assurance: protecting the firms information advantage. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati,Ohio, April 3-6, 2002. Once upon a time, there was Competitive Intelligence. It was all about collecting and analyzing information. Some people thought there was more to it - that we should also have a role in protecting information and intellectual capital. Yet, most CI types simply thought that protection was the province of the gates and guards, guns and dogs types in the security department. By the middle 1990's however, CI professionals emerged in some organizations as having a protection role as well. By 2001, integrating the CI role with the CA role became more and more common in forward-thinking companies with mature Business Intelligence departments. Nolan, John. Elicitation: the subtle art of getting information from people in the know. Workshop. SCIP th Europe 6 Munich Germany, October 24-26, 2001 By contacting primary sources you can learn the most up-to-date and often the most reliable information. Such contacts often spell the difference between success and failure. Elicitation allows the collection of specific information without resorting to questions. Direct questions tend to raise questions themselves. They also signal intentions and areas of specific interest, and usually reduce the level of cooperation. Elicitation techniques are couched within seemingly innocent and simple conversations. They're designed to collect information from those who have it and who may not otherwise be inclined to divulge such things in response to direct questions Nolan, John. Eliciting the information you want and need. (workshop) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998. This workshop is designed to assist the CI professional in obtaining information without resorting to direct or indirect questions. Questions that typically raise more questions than answers. This workshop will introduce 15 separate and time-tested techniques demonstrated through video-vignettes. Nolan, John. Eliciting the information that you want and need. Workshop. (Phoenix Consulting) (with Weber) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Intelligence professionals know that direct questions often conceal more information than they collect and are not always the most effective way of obtaining information from all sources. Therefore, seasoned practitioners rely on established methods and advanced tools of elicitation - the right techniques for the right source for the right reasons. This interactive workshop gives you an understanding of the differences between interviewing, interrogation, and elicitation. Relying on an understanding of the psychological underpinnings of interpersonal communications, more than a dozen specific techniques are matched to different types and characters of sources. Video examples highlight techniques in an organized, coherent, rigorous format that promises maximum impact. You will learn distinct approaches, plus when and how to use them appropriately within the context of professional standards of conduct.

Nolan, John;. Eliciting the information that you want and need: the psychological aspects of information collection. (workshop) (Phoenix Consulting) with Weber, Marta. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Direct questions often conceal more information than they collect and are not always the most effective way of obtaining information from all sources. Therefore, seasoned practitioners rely on established methods and advanced tools of elicitation the right techniques, for the right source, for the right reasons. This interactive workshop gives you an understanding of the differences between interviewing, interrogation, and elicitation. Relying on an understanding of the psychological underpinnings of interpersonal communications, more than a dozen specific techniques are matched to different types and characters of sources. Video examples highlight techniques in an organized, coherent, rigorous format that promises maximum impact. You will learn distinct approaches, plus when and how to use them appropriately within the context of professional standards of conduct.. Nolan, John. Eliciting the information you want and need. (workshop). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. This workshop is designed to assist the CI professional in obtaining information without resorting to direct or indirect questions - questions that typically raise more questions than answers. Attendees will learn to employ elicitation techniques that are the stock in trade of professional intelligence officers and others who need to obtain their information in the least threatening way possible. This workshop will introduce more than 20 separate and time-tested techniques. For the most part, they are demonstrated through video vignettes to aid in the learning experience. Conducted in a highly interactive and challenging format, this program is adapted from one that is presented to U.S. federal intelligence officers on a regular basis. Nolan, John. Eliciting the information you want and need, (workshop) SCIP Annual conference: st Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Nolan, John. Eliciting the information you want and need. (workshop) (Phoenix Consulting) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Nolan, John, Eliciting the information you want and need, workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. By contacting primary sources you can learn the most up-to-date and often the most reliable information. Such contacts often spell the difference between success and failure. Elicitation allows the collection of specific information without resorting to questions. Direct questions tend to raise questions themselves. They also signal intentions and areas of specific interest, and usually reduce the level of cooperation. Elicitation techniques are couched within seemingly innocent and simple conversations. They're designed to collect information from those who have it and who may not otherwise be inclined to divulge such things in response to direct questions. Nolan, John. The emerging role of competitive counterintelligence: light years beyond security. (Phoenix Consulting) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 2730, 1996. Nolan, John Human collection for the information searcher. (Phoenix Consulting) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Tradeshows, conferences, the telephone. What do these three things have in common? They are all great tools for collecting information from people. Learn how human-source intelligence can enhance traditional information gathering. Nolan, John. Human collection: obtaining and protecting. (Phoenix/ w McGonagle) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Human collection is required to maximize your CTI efforts. Guidelines and approaches to conduct human collection will be presented by John Nolan based on his extensive experience in this area. John McGonagle will present the concept of "cloaking", described in his recent book, as an approach to minimize your competitors' human collection efforts. Nolan, John, Human intelligence collection: a career intelligence officers perspective, (Phoenix) nd Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998 Nolan, John Primary Source Information: Human Sources and Ethics, SCIP Inst, Collection, workshop. th (Phoenix Consulting) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. An organized collection plan is key to primary collection success. Not only must you correctly determine where to get the information you need, you must also create a strategy for systematically collecting and preparing it for analysis. In this workshop, participants will explore techniques for collecting information from internal company sources, as well as effective strategies for gathering information from external sources, including representatives at trade shows, the vendor community, and industry analysts. You will learn effective strategies to overcome the roadblocks that inhibit the collection process and special emphasis will be placed on understanding the legal and ethical issues faced by professionals conducting primary collection operations.

Nolan, John. Trade show and congress intelligence operations. Workshop. (Phoenix Consulting) SCIP th Europe 6 Munich Germany, October 24-26, 2001 Few environments permit the opportunity to gather information from those who know what you want than trade shows, congresses, and professional meetings. In this workshop, you will learn what world-class business intelligence organizations do to gather such information. You will learn how to maximize your intelligence return on your meeting budget, and how your approach differs substantially depending on the type of meeting attended Nordhoy, Erik. CI in Eastern Europe. (Analysis Europe) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Noren, Joakim. Early warning indicator methodology: learn how to set up an EWI process. (Docere /w th hedin and Luthi )SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. This workshop will provide the participants with a methodology in 10 steps of how to implement an Early Warning Indicator Solution. The methodology is based upon Porters and Faheys theories regarding market signals. The workshop will provide an analysis method; Market Signal Analysis to and with these issues. The result is a combined approach to quantitative and qualitative market signal analysis Norling Perry. A small price to pay: competitive technology intelligence before a merger or acquisition. (keynote) (DuPont) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Some 2 billion dollars in acquisitions went down the drain when it was ultimately found that the technologies of the acquired companies were not what they were thought to be. How can one be assured that this will not happen again? Where does competitive technology intelligence fit in the financial negotiations? Where does technology evaluation fit after the merger or acquisition? We will try to answer some of these questions with several case histories. Norling, Perry, Technology intelligence: what makes it tick? (keynote) (DuPont) Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. North, Ken, Case studies in CTI a prophetic legacy, (North Assoc) Competitive Technical Intelligence nd Symposium, 2 , Philadelphia, Oct 29-30, 1998. This presentation will highlight a series of significant CTI case studies from the early stages of the Industrial Revolution to the current period with an emphasis on chemical, pharmaceutical, and telecommunications sectors. These case studies will underscore the largely unrecognized "primacy" of CTI in the last three centuries of commercial intelligence endeavors.Using an inductive approach, this presentation will showcase recurring themes, implied principles, and the hard "lessons learned" that remain particularly insightful for current CTI practitioners. North, Ken. CI and crisis management: managing opportunities and risks. (workshop) (North & Assoc) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. North, Ken. Counterintelligence as a hidden advantage. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Even if your companys CI initiatives are best in class your competitions CI resources are probably equally intensive. Strategically grounded counterintelligence has the potential to decisively break that impasse. The abiding challenge is for you to know far more about the competition while they know far less about you. Creating and maintaining this knowledge gap requires an understanding of the time proven fundamentals of counterintelligence that are relevant in the e-commerce arena. The presenter will integrate the information technology, process management, and e-commerce elements of counterintelligence protocols into a working template that participants can immediately deploy in their own competitive environments. North, Ken. Safeguarding technical information: who doesnt need to know? Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Nugent, John. Foreign competitive intelligence: a personal view. (AT&T) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992.

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Obermeyer Lance, Range and power of web information gathering, (U of Texas) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. New content management software is improving the focus, and thereby the utility, of information gathered from the Web. Because of the broad scope of first generation Internet crawlers, important results were often overwhelmed by the sheer amount of information received, making targeted analysis nearly impossible. New software products automatically extract specific targeted information. Additionally, they automate revisiting information, enabling the collection of dynamic information over time, and the identification of trends. A range of aggregation and delivery capabilities will be discussed with respect to data gathering, text summarization and categorization, and automated monitoring of sites to create special alerts. Obrien, Ginny; Around the (information) world in 240 minutes: how to follow the global information trail. (workshop) (fuld) with LaPointe, Juen. SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Ochse, Gareth. Understanding absolute information: a new framework for CI in the information age. SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997.
Ochsner, Neal 21-24, 2009 Building whole industry financial models. SCIP09 International Annual Conference and Exhibition, Chicago IL April

Learn how to vastly improve the use and application of CI. Identify opportunities for targeted marketing, improved supply chain and operational management, and cost reduction. Learn specific powerful CI analysis and bench marking techniques
Ochsner, Neal. Using Geographic Information Systems for CI, (president, Ochsner Consulting Group; CoPresenter: Roberta Brody). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Geographic information systems (GIS) are location-based software and databases in which central organization and data are keyed to locations on a map. Most people have used Google Earth, MapQuest, or a car GPS system all of which incorporate GIS but it is also possible to use easy-to-learn, inexpensive GIS software programs to create insightful competitive analysis. A major benefit of GIS as an analytical tool is that graphic representations are interesting to people and tend to reveal relationships that may not be apparent in numeric or textual analyses. Because GIS enable multiple layers of data to be associated with locations, they are far more than points on a map. Market sizing, facility locations, product/service pricing, supply chain decisions, transportation logistics, and vulnerability analysis are all enhanced by GIS. Examples will be provided of how GIS are used in various industries, including retail and service businesses, transportation, infrastructure (i.e., telecommunications), insurance, and homeland security. Action-oriented strategic and tactical analysis can be generated by creating GIS maps that merge an organizations supply chain and operational or customer data with those of competitors; examples will be given of such industry maps. Attendees will be introduced to off-theshelf GIS packages ranging from inexpensive to more robust. OGorman, David. Applied Memetics: Getting into the Heads of Competitors, (Memetic Profiles LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Recent advances in the behavioral sciences can help us understand and predict our competitors behavior. Human behavior is driven by genes and memes: genes are our hardware, and memes are our software. The new field of memetics grew out of evolutionary biology. Memes are ideas or beliefs that are transferred from one mind to another, somewhat like a virus. In any organization, people tend to pay attention to the bosses we are genetically oriented to adopt the memes of our top managers. Since we know that this dynamic is occurring in our competitors organization, we can use the memes of its top managers to look into the organization. If we can identify the leaders memes, we can predict their future actions. This approach is not perfect but it provides insights into what they will do if conditions are favorable. The session will conclude with a practical exercise in which each participant will analyze the memes of a real-world organization OGuin, Michael, Developing and using intelligence to win a sales campaign, (workshop) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999 OGuin, Michael. Using CI to win contracts. (Knowledge Link). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. OGuin, Michael, Using personality analysis to win more sales, (Knowledge Link) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Organizations do not buy. People do. To win, you differentiate your solution from the competition on those attributes most important to the customer. If you are able to predict on what basis a customer will make their buying decision, you can then tailor your offering and your sales messages toward their needs. By building your strategy around satisfying key customer decision-makers, you significantly improve your chances of winning a

sale. This approach has been used by many companies, and has resulted in contract wins totaling over one billion dollars. OGuin, Michael. Using psychological analysis to predict decision maker behavior. (Knowledgelink) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Psychological analysis of key decision-makers can be a powerful tool to decipher a competitor's future actions. Organizations do not make decisions, individuals do. This presentation will describe: the basics of psychological analysis and how it can be used to predict future actions; how to identify key decision-makers and conduct an indirect assessment of them to predict a competitor's actions; a framework for performing the analysis and tools required using a case study; how to conduct the two key components of a decision-maker analysis -- historical analysis and a personality type assessment; the information required to understand a target's decision-making pattern and where to obtain it; how to identify a target's personality type; how this insight is used to enhance the decision-making assessment. The presentation will also concentrate on providing knowledge and practical tools to enhance an analyst's CI skills. OGuin, Michael, Winning more sales with CI, (Knowledge Link) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Olaru, George. Benchmarking and valuation of intellectual property, (Mold Masters). (with Germeraad) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Assessing the value of a patent portfolio is both a science and an art, which has only been mastered by a select number of companies. In order to understand and monitor the strength of a patent portfolio, it is critical to learn the building blocks of patenting science. These building blocks evolve over time, with changing patent laws and improving technologies. The objective of this three-part workshop is to provide basic knowledge and tools to analyze the intellectual capital of a company and its impact during critical corporate events. Real life case studies from the most visible hi-tech industries illustrate patent analysis strategies tailored to the needs of financial market experts. Olaru, George. Developing R&D strategies using CI data from the global patent literature. (Mold-Masters th LTD) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Surveys indicate that established and startup HiTech corporations are more recently developing proactive or offensive R&D strategy using CI data gathered from monitoring competitors patenting landscape. This workshop discusses general and particular offensive R&D strategies applicable to the telecommunications, semiconductors and opto-electronics industries that have traditionally benefited from scientific and business CI data extracted from patents. An overview of CI strategies and tools useful to extract global patent data from Internet sites will support a discussion of mergers and acquisitions where patents have played a significant role. Examples of seminal patents generated by universities and hi-tech spin-offs will be used to illustrate their significant impact on the global R&D environment Olk, Paul. Strategic alliance formation. (Univ of California) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Olmer, Lionel Intelligence in the modern era. (Paul, Weiss, Rifkin, Wharton) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Omura, Glenn. Evolution of competitor thinking: the multinationals strategic thinking. (Michigan State University) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Opperman, Georg A CI system in the recently de-monopolized energy sector. (E.ON / E.ON) with Weinstock, Katrin. th CIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The opening of the European electricity market through the EU-Directive 1997 was the start for the development of a new business field: electricity trading. The session will give an overview about the enormous changes of the market structure and the new competitors on this market. It will outline the key factors of success for energy trading. In a market where the only differentiation characteristic is the price, the most crucial assets are information and knowledge. The session will give an overview about the role of CI within electricity trading. Orszulak, Dorothy. The masterful networker: career buoyancy for the intelligence professional. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. As an intelligence professional, you need many core competencies to be successful, but networking stands above the rest. It helps to ensure your career buoyancy in the intelligence profession and gain a distinct competitive advantage. You will find that people actually want to help you, as you build strong trust-based relationships. As your network grows in size and strength, the help may precede your very call, a sign of a proactive source network in motion. Learn how to build this spontaneous web, both inside and outside your work community. Leave this session armed with a roadmap and tactics that will reinvigorate your CI development and career opportunities. Orszulak, Dorothy. Social network analysis. (Executive and Career coach) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago.
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Social network analysis (SNA) is an evolving field in the social sciences that can help intelligence professionals find and motivate people to share content and access to others. Using real-world examples of CI applications of SNA, you will learn how to apply the metrics of activity, betweeness, and closeness and to identify network nodes, boundary spanners, and peripheral players who will be the most prolific and influential actors in your collection network and knowledge management initiatives. Leave this interactive session armed with a foundational application of SNA along with practical tips and tactics on how to best to nurture and cultivate your key contributors. Osterman, Riku. Structuring intelligence to analyze current and future trend. (Head of Industry Intelligence, Nokia). th SCIP 11 European CI Summit, London UK, October 18-20, 2006. In this session you will learn to: Use scenarios as the platform for recognizing emerging trends; Manage intelligence data points as early warning signals; Monitor competitive landscape focused on tracking changes in the marketplace; Analyse trends to integrate them into future products and services; Anticipate the disruptions in order to prepare for them in time

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Paap, George. How Motorola is outsourcing and integrating its intelligence function with its web host. (Motorola). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Paap, Jay. Anticipating Breakthrough Technologies: Using CTI to Leverage Technical Innovations, (President, Paap Associates) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Firms are moving from the defensive stance of attempting to anticipate disruptive technologies that threaten their business models to a more pro-active offensive posture. Specifically, they are realizing that one organization's disruption is someone else's breakthrough. Working to identify potential disruptions so they can be the first to effectively commercialize the technology allows them to be the driver of the new business models. Drawing on 40 years experience in helping firms be more innovative, and numerous case examples of how firms used a combination of customer intelligence, technical intelligence, and competitor intelligence to anticipate innovative shifts, provide a framework for developing an intelligence program that helps position a firm's technical, product, and business developments to take advantage of tomorrow's breakthroughs. It is not enough to simply monitor technical progress in universities, government labs, and the entrepreneurial communities. Such intelligence on emerging technologies is essential but has no meaning without putting it into an innovative framework that links those advances with the drivers of technology. Paap, Jay. Beyond primary and secondary: a comprehensive strategy for data collection. (key topic) (Paap Assoc) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Theres more to information gathering than just newsfeeds and phone calls. Discover how to create a wideranging strategy for data collection that will meet the needs of your entire organization Paap, Jay. Competitive technical intelligence (key topics forum) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The CTI community represents both CI professionals whose primary responsibility is supporting technical groups (e.g., R&D and new product development), and general CI practitioners who occasionally need to find and assess technical intelligence to support business decisions. This session will discuss new techniques for uncovering and analyzing technical intelligence, building on traditional CTI sources and methods such as patent and scientific literature mapping, collection at professional meetings, and technology forecasting. Through an interactive dialogue, participants will clarify an agenda and discuss ways to build the CTI community, increase the influence of the CTI team, and explore new ways to support product, technology, and business development initiatives. Paap, Jay. Technical intelligence in the corporate setting: crafting a program that works. (workshop). st SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Paap, Jay. Technical intelligence in the corporate setting: crafting a program that works. (workshop) (Cal Tech) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 2730, 1996. Paap, Jay. Using technical intelligence to enhance technical decisions and stimulate innovation. (workshop) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The lifeblood of innovation is intelligence on articulated and unarticulated customer needs, on current and emerging technologies to meet those needs, and competitors technical efforts that define the context in which innovation takes place. This workshop explores the nature of creativity, shows how technical intelligence (TI) can stimulate ideas, and introduces collection and analysis tools particularly suited to TI. Topics include collection at professional meetings, technology forecasting frameworks, and state of the art assessments of patents and the scientific literature. Drawing on several decades of experience with industry and government in designing, implementing, and supporting innovative programs, the session will provide numerous examples of how intelligence played a role in launching new initiatives, and present proven techniques for using TI to promote a firms technical development programs. Paap, Jay. Using technical intelligence to stimulate innovation. SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The lifeblood of innovation is intelligence: on articulated and unarticulated customer needs, on current and emerging technologies to meet those needs, and on your competitors' technical efforts that define the context in which innovation takes place. This workshop explores the nature of creativity, shows how technical intelligence (TI) can stimulate ideas, and introduces collection and analysis tools particularly suited to TI. Topics include collection at professional meetings, technology forecasting frameworks, and state of the art assessments of patents and the scientific literature. Drawing on several decades of experience with industry and government in designing, implementing, and supporting innovative programs, the session will provide numerous examples of how intelligence played a role in launching new initiatives, and present proven techniques for using TI to promote a firm's technical development programs.
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Paap, Jay. Technical intelligence in the corporate setting: crafting a program that works, (workshop) st (Paap Associates) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Paap, Jay. Technical intelligence in the corporate setting: crafting a program that works. (workshop) (Paap Assoc) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Paap, Jay. Technical intelligence in the corporate setting: structuring the intelligence process to th enhance technical decisions. Workshop. SCIP Europe 5 London, UK. October 25-26, 2000. Got competitive advantage? Are you sure? A key to competitive advantage is exploiting new technologies as well as anticipating competitors' technological developments. You need to be able to identify competitive technologies that might challenge your firms' core capabilities. This workshop will provide you with a model of technological change and innovation to explore frameworks, tools, and techniques to create an effective competitive technical intelligence (CTI) programme. Paap, Jay. Techniques and processes for linking CTI to upper managements needs. Panel nd discussion: Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. CTI practitioners will share their experiences in keeping CTI initiatives focused on the needs of R&D managers so that it is both relevant and actually used. They will discuss how they organize their function and networks to ensure that their customers have the right intelligence at the right time. Paap, Jay. Using competitor intelligence to identify high potential technical investment. (workshop). th SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Paap, Jay. Using technical intelligence to drive innovation and enhance technical decisions. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Paap, Jay Using technical intelligence to drive innovation and enhance technical decisions. Workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002 Paap, Jay. Using technical intelligence to enhance technical decisions and stimulate innovation. Workshop. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 The lifeblood of innovation is intelligence: on articulated and unarticulated customer needs; on current and emerging technologies that might meet those needs; and on competitor's technical efforts that define the context in which innovation takes place. Dr. Jay Paap will explore the nature of creativity, show how Technical Intelligence (TI) can help stimulate ideas, and introduce collection and analysis tools particularly suited to TI. This session will cover, among others, human collection at professional meetings, technology forecasting frameworks, and state of the art assessments of patents and scientific literature. Drawing on several decades of experience with industrial and governmental organizations in designing, implementing, and supporting their innovative programs, this session will provide numerous examples in which intelligence played a role in launching new initiatives, and present proven techniques for using CI to promote a firm's technical development programs. Paddock, Sean. Court records: increasing the effectiveness of the due diligence effort. (LexisNexis) (with Bartlett) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Summary court dockets are useful for all industries and functions, i.e., business development, M&A, supply chain analysis, etc. With the online court docket access search services now available, searching court dockets should be considered a primary resource for all due diligence efforts conducted by a CI professional. By contributing to the CI due diligence processes, the analysis of court records can significantly enhance the quality of business decisions. Paine, Lynne. Competitor intelligence: the ethical dimension. (Harvard) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Palka, Marty, Cisco systems CTI role in M&A and alliances. (Cisco) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Palka, Martin. CI deliverables at Cisco Systems. (Cisco Systems) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Learn how CI is delivered at Cisco Systems, including daily deliverables, monthly measurements, quarterly questions, and the yearly yardstick. What makes CI delivery especially effective is that Cisco strives to make sure that all deliverables follow the SMART acronym: specific, measurable, actionable, relevant and timely. You will see how consistent internal and external messaging can be delivered, and how Cisco measures both the value of intelligence and the impact of decisions made. You will be encouraged to apply and leverage the deliverables used at Cisco Systems to your own organization. Palka, Marty Creating the internet ecosystem Cisco Systems CFI role in M&A and alliances, (Cisco) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000.
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Learn CFI's role in creating a new competitive paradigm--the internet ecosystem. Cisco uses internal development (about 14% of sales in FY99); M&A (48 acquisitions from 1993 to 1999 up to 25 more planned for year 2000); and partnering (the internet ecosystem) to meet customer requirements. CFI, in conjunction with a Competitive Intelligence Virtual Team, examines the competitive landscape, time to market, and core competencies to determine which course to pursue. Effective partnering enables a horizontal business model that beats a vertical business model every time. Palka, Martin. E-commerce best practices at Cisco (poster session), (Cisco Systems). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. If you want e-commerce experts, then look no further than Cisco. More than 85% of Cisco's revenues come through the Web and its market capitalization is higher than Microsoft's. Learn what makes the company so successful at doing business through the Internet and take that knowledge back to make sure your company follows on the same path. Palka, Marty. Prophet from profits: the evolution of financial competitive analysis (Cisco Systems). SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Prophet from profits- discover how financial competitive analysis will evolve over the next five years, from new ways of looking at metrics to defining customer value. Today's leaders should have new ways of looking at metrics: we must invent new ways of creating trust in financial results. Why continue to have payment terms of "net 30" in the Internet age? If customers can order, pay and have products delivered very quickly, why not have single-digit Days Sales Outstanding? When used properly, debt can generate greater returns, but lessons from telecom consolidation, and the dot-com bust will make debt a negative metric. The evolution of financial CI over the next five years will encompass significant contribution to defining the value of your solution to your customers. This is your opportunity to be ahead of the curve Palka, Martin. The role of CI in mergers and acquisitions (panel with Dishman and Storms)). (Chief th Intelligence Analyst, Cisco Systems) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. After years of relative quiescence, analysts are predicting in increase in M&A activity in the coming years. Competitive Intelligence is an excellent tool to support corporate acquisition, divestment and partnering opportunities. Intelligence can be an integral part of the discovery and due diligence process and can help corporations investigate integration scenarios. Our panel of experts will provide guidance and answer questions on CI techniques that can support M&A activities. Palka, Marty. Top 10 Lessons Learned from Competitive Losses, (chief intelligence analystinvestor relations, Cisco Systems). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. An organization can learn more from its failures than from its successes, and a competitive loss can spur an organization to take positive action to improve its win rate. Marty will examine the top 10 lessons learned from competitive losses: (1) anyone but your company when the customers decision is based on price, second source, or a solution you dont have; (2) losing to your sometimes partner balancing cooperation and competition; (3) temporary setback or really a loss; (4) competing against a bundled solution; (5) the stakes are higher with your reference account customer; (6) really listening to the customer; (7) competing against a new business model; (8) strategy, vision, and execution looking for the weak link; (9) the best solution doesnt always win; and (10) competitive intelligence didnt come through. Learn how to gather information about competitive losses. A learning experience from a competitive loss may painful, but it can help an organization take positive action. Lets learn to fail fast, cut our losses, learn our lessons, correct our course, and improve our success rate. Palka, Martin. Your legacy: maximizing shareholder value via effective CI. (Cisco) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Managements highest priority is maximizing long-term shareholder value. But, perhaps a more meaningful personal legacy will be when one of your associates says You made us all look smarter. CI professionals can achieve both goals. Doubling your organizations effectiveness, making everyone else look smarter, is a critical success factor for maximizing shareholder value. CI plays critical roles in creating value, dispersing value among shareholders, customers, and partners, and deriving a sustainable competitive advantage. The session includes a case study discussion of Cisco Systems plans to double productivity and maximize shareholder value. Participants will effectively use a valuation model that inputs great intelligence insights, and outputs maximizing shareholder value. Palka, Marty. Which one wins, your business model or theirs? (Chief Intelligence Analyst, Cisco) SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 The business model drives how a company interacts. The unique potential competitive advantage of every company is its interaction with its customers, employees, suppliers and investors. This session will cover the hard points of the roadmap and preparing you for the detours? The ending point of the roadmap is having your business model as a sustainable competitive advantage Palop, Fernando, Technology intelligence in small and medium sized enterprises, (with Gomila) (IMPIVA) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997.

Palubiak, R. Craig. CI for smaller firms: where is the value? (Optim Consulting). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Pandick, Mark. The AT&T information research center: helping AT&T to become a successful global competitor. (AT&T) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Parolini, Cinzia. The value net: a tool for business analysis.(Modena and Reggio Emilia University) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. The changes we have witnessed in the last few years in the economic paradigm, are leading to profound reconfigurations in the structural characteristics of industries and the strategic management of companies. This will require an equally profound revision of the traditional concepts and tools of strategic analysis. The paper presents the "Value Net" a tool for the analysis of industries. Parker, Beverly. CI at Lexis-Nexis. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Parker, Beverly. Productive relationships with CI service providers key topic. (LexisNexis) (with Kindler, Fehringer, Fisher, Fiora) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Creating positive relationships with CI service providers is critical to any CI effort. A clear understanding of mutual expectations through each phase of the consulting cycle will result in a more satisfying experience for both parties. Learn the keys for success and the recipes for disasters from experienced service providers and practitioners. Join a peer-to-peer discussion on understanding the dynamics of the practitioner/service provider relationship. Parker, Derek. Using government CI to bolster regional competitiveness (poster session). (Alberta Agriculture, Food and rural Development). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Separation between church and state. In some countries, that applies to business and government as well. In Canada, however, the two are trying to co-exist, each using its unique CI talents to benefit the whole. Learn what works and what doesn't in this unique model. Passos, Alfredo. Global perspectives on CI (key topic) (ESPM University) (with Reid) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 How is CI perceived around the world? Do we understand each other? What is the impact that culture has on CI practices? Business leaders must have a global perspective as the international business community continues to expand its reach. Join three leading global CI professionals as they discuss the challenges, as well as their perspectives on competitive intelligence in a global economy. Passos, Alfredo, How philosophy can improve your CI program, (Knowledge management company) SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. What are your competitors doing? How will their actions affect your company`s plans? Are there new competitors on the horizon? The purpose of this session is to introduce participants to the three fundamental questions of traditional philosophical inquiry: 1) what and how can I know with certainty?; 2) in light of the limits of human knowing, what can I believe?; and 3) what ought I to do? The presentation will develop participants' ability to think about their CI program and how to improve it in ones world by examining classical discussions of ways of knowing, why companies implement CI programs and how you make CI a long-term activity, the conflict of world views, differing systems of meaning and value, and effective use of language to express experienced reality. Patchett, Valerie. Azurix: what went wrong? (Thames Water) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Azurix was formed by Enron to acquire, manage, and develop water and wastewater businesses around the world, using its experience with the deregulation of the gas and electricity markets. Azurix aimed to pursue a diversified growth strategy focusing globally on three complementary areas: asset management, services and resource development, and management. It targeted both municipalities and industrial customers. But all did not go to plan: Azurix stumbled almost from the start, partly hurt by a slower-than-expected deregulation of world's water markets. Enron made a number of fundamental mistakes about the nature of the water industry, the true value of its pivotal acquisition, Wessex Water, and the strength and determination of its key competitors, Suez and Vivendi. Why was this? Put quite simply, Enron failed to do its homework first. Using a range of analytical techniques, we will study how Enron could have avoided the Azurix debacle. Patty, Jim, The many faces of sales, or who are yours sales people and why do they yell so loud? (w Levy) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Payne, Colleen. CI entrepreneurship: do unto yourself as you would do unto others. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007.
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Whether you are contemplating the big move to practice CI in your own firm or are already struggling to do so, the smart professional must define and manage their own venture utilizing the very same strategies they regularly recommend to corporate clients. This session will feature lessons learned in establishing and growing a profitable practice. It is very easy to become overwhelmed with unprofitable administrative tasks, spending inefficient (read: not-billable!) time with clients and research tasks, and ignoring the need for effective marketing and pricing schemas. This session provides real solutions to the CI professional in becoming focused on their service and their bottom-line. Learn how applying laws of comparative advantage and out-sourcing functions free you, the owner-practitioner, to do higher-billing tasks. These focused skills will improve your business and in doing so, your life. Time management strategies will be covered as unique to analytical practice. Participants will come away with immediately usable skills and resources to effect efficiencies and profitability in their own venture. Achieving successful entrepreneurship has always been a challenge. Learn how to best utilize your expertise to do so in this highly quantitative and competitive service industry.
Payne, Ed Opposition research: what politicaians can teach CI professionals about early warning. With Singh, Arjan.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how CI is conducted in Political Campaigns. Understand how campaign staff prepares a candidate for the unexpected. Determine how you can use these techniques in your organization
Peabody, Nora. Face to face: getting Ci through in-person interviews. (Washington Information Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Peabody, Nora, Face to face: getting International CI through in-person interviews, (Washington Information Group) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997.
Pearl, Sharon Chicago IL April 21-24, 2009 Challenged faced and value of CI during turbulent times. SCIP09 International Annual Conference and Exhibition,

Develop a better understanding of the importance of CI during a challenging market Environment. Determine how to best leverage the value that CI can bring to the organization for the long-term. Develop a deeper understanding of the need for the CI organization to be flexible and rapidly adjust to meet the changing needs of the business
Pearson, John. Intelligence Howlers and how to avoid them. (Founder & CEO, Competitive Intelligence & Consulting). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007. This session will describe some of the pitfalls, booby traps and howlers that the CI professional could make and must avoid - at each stage in the CI process: planning and needs identification, information collection, analysis and insight, storage and communication, actionability and feedback. The importance of each stage in the intelligence process will be illustrated with give case examples of CI staff getting it wrong. Attendees will receive a summary of key learnings, including a simple checklist of early indicators that something in their CI process is amiss. Pederson, Jonas Strategic gaming (workshop). (Executive Director, Deallus Ltd.) with Richard Withers (Managing th Director, Deallus Ltd.) SCIP 11 European CI Summit, London UK, October 18-20, 2006. Management loves strategic gaming (war gaming and scenario analysis) because it actively involves the application of competitive intelligence to decision making, strategy, and planning. Companies that run great strategic games get great results; companies that run poor games get poor results. Perel, Mel. Fast focused a headlight view of competitive technology intelligence, (Battelle) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997.
Pereymer, Arsen Global competitive intelligence on Demand. With Michaels, Alan/ SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Better understand how to analyze any portion of the global economy in terms of the top 10,000 industries - each of which is defined using a common methodology that leverages ideas from Michael E. Porter and his five forces analysis. Appreciate how to combine industries to analyze industry groups and their competitors (for example: corporate banking, pharmaceuticals, specialty chemicals, etc.) while still maintaining Porters strategically-relevant industry framework. Learn how to analyze and compare companies side-by-side, at the line-of-business level where true competition takes place.
Perrault, L CI and the Canadian business environment (W Mitchell) workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Perry, Brad, Use of agents in technology assessment and competitive analysis, workshop ( w fowler) nd Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Technology has produced numerous innovative electronic collection and analytical tools for the CTI professional. This workshop will consist of an overview of some of the more important types of electronic tools

available. Case studies will be presented to illustrate how these tools can be combined to maximize your CTI collection and analysis process. The presenters will then design the optimal combination of electronic tools to solve specific problems unique to the individual participant's situations. Petit, Raymond. Metrics that matter; drivers of financial performance. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 One of the greatest potentials that enabling technology systems can sustain is the power to unleash creative business intelligence and analysis. By bringing together disparate silos of data - and making this data accessible to analysts, researchers, knowledge workers, and managers - enabling technology drives the supporting platform for enterprise business intelligence activities. The result is that new and sophisticated 'metrics that matter' can be developed, integrated, and used throughout the business. The emerging understanding is that both hard and soft measures - tangibles and intangibles - are key to an effective and efficient assessment, evaluation, tracking, and trending of company business, IT/CRM valuation, and investment decisions. The understanding is emerging, yes, but the word is filtering down slowly and is not necessarily stimulating discussions between important factions of the corporation. However, there is a solution and it is within reach of those companies willing to explore and exploit it. Pfaffinger, Peter. Competitive intelligence in the real world the difference between theory and practice. (Siemens AG) SCIP2007 annual conference, Marriott Marquis New York, April 30-May2, 2007. cancelled Phelps, Roger. The CI buddy system. (Rockwell Collins) (with Leavitt) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Phelps, Roger. Connecting the dots between intelligence topics and primary intelligence resources. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The session will focus on the specific process for understanding the relationship between key intelligence topics (KITs) definition and primary intelligence. For those projects in which at least a portion of the sourcing is primary, specific steps will be outlined for defining the likely sources of information, locating the key people who possess that information, and engaging the sources in effective intelligence gathering. While some attention will be paid to trade-show intelligence, the majority of this session's attention will be paid to the process leading up to telephone and in-person interviewing. To illustrate the linkage between KITs and the identification of intelligence sources, many case studies will be used. In addition to the traditional categories of primary research, the session will identify new and unconventional sources unavailable until just recently. Phelps, Roger Effective and efficient human intelligence collection (with a clear conscience) w Paul Dishman. (workshop) SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009
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Anyone who uses interviews as part of their research should jump at this opportunity to learn more about human intelligence, which will provide an introduction to elicitation techniques, social network development, and specific skills and techniques to garner accurate information.
Phelps, Roger. Innovative and Effective Phone Interviewing Techniques to Maximize Competitive Knowledge, (President, Phelps Business Solutions, LLC) SCIP06 Annual International Conference, Orlando, Fl April 2629, 2006. Effective phone intelligence can improve the success rate of getting information from competitors about their companies operations and plans. The session will focus on the three critical stages of competitive phone intelligence: 1) determining who to call, how to call them, and how to get them to call you back; 2) structuring interview content, scope, and pace to maximize results; and 3) analyzing competitive interviews and using appropriate templates to make them meaningful in client presentations. The majority of the session will disseminate specific ideas and proven tactics for improving cooperation rates in the difficult arena of competitor interviews. Using legal and ethical procedures, it will show how competitors can be led to disclose important information that can lead to competitive advantage.
Phelps, Roger Social networking and its role in competitive intelligence. With Suki Fuller.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

See profiles of the most commonly used social networks in CI. Hear real-life examples of social networking has been tapped by CI professionals. Share experiences on how social networking has benefited attendees.
Phillips, James. The key to competitive advantage is customer satisfaction. (keynote) (McDonnell Douglas) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31April 2, 1993. Phillips, J. David, Window on the world: inside Microsofts market intelligence knowledge engine, (Microsoft Canada) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Underlying this rare look at sales and market intelligence inside the world's leading software manufacturer are some basic, tried and true principles that have made Microsoft one of the most successful companies in history:

1) speed and simplicity are the keys to a competitive edge, 2) the market is so dynamic that nothing can ever be perfect, 3) what gets measured gets done and, 4) the Web separates the winners from the losers in business. Participants will learn how Microsoft gathers, shares and analyzes myriad data and information, converts it into knowledge, and integrates it into strategic and tactical planning, driving informed decision-making and managed risk. Issues addressed will include: how to use the Web, how to develop intranets and public folders to share knowledge, how to create interdependence between sales and marketing, and how to approach scenario-based sales and marketing intelligence. Phillips, Melissa. Upgrading your CI software: the case of AAAs lessons learned. (AAA) ( with Atkinson) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The American Automobile Association (AAA) needed to upgrade its competitive intelligence database and selected the Viva Intelligence Portal for its Information Gateway. The AAA (a not for profit organization), had developed an internal application, based on Microsoft Access, for the storage and retrieval of its market research and competitive intelligence products; however, it was rapidly outgrowing the technical capabilities of this internally produced solution. Following its selection of a replacement solution, internal procedures needed to be adjusted and technological integration as well as database conversion became key to the success of the project. The lessons learned from this IT project are universally beneficial to CI professionals who are looking to introduce or upgrade their CI software. Piccoli, Roberta. Branding; the key to CI success. (J. Walter Thompson). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997 Piccoli, Roberta, Gaining the maximum return fo your information investment. (J Walter Thompson) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Pickton, DaviD. CI with a seeing eye. (Leicester Business School) with Sheila wright. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Analysis is becoming more and more quantitative with little regard for the 'hunch' or 'gut feel' that makes successful organisations take risks. Too many fail to see that following exactly the same models as the competition produces largely identical answers. This is hardly a recipe for innovation. The practice of CI should not be hide bound by these quantitative rules, and CI practitioners are superbly placed to encourage a shift in attitude, if only they were allowed to. This session will examine why it is necessary to loosen up the analytical approach and will show how the tried (or should that be tired!) and tested models have resulted in predictability and stagnation. Arguments will be presented which will assist CI practitioners to adopt a more creative outlook, in spite of what is seen to be accepted methods. Pickton, David. How to Teach CI Analytical Techniques, Panel Presentation. (Head of Marketing, Leicester Business School) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Pickton, David. Improved competitive strategy though value added CI. (De Montfort University). and Sheila Wright. Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Pickton, David. Linking research agenda (panel) (De Montford University) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Pillsbury, Leland Competitive analysis in the creation of Fairfield Inns. (Marriott Corporation/ and Leigh, Thomas University of Georgia). SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988 Pitcher, Michael. Leadership in the new millennium. (i2GO.com). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. In the last three years more than 30,000 books and articles have been published on the subject of leadership. During a recent search for "leadership" on Amazon.com more than 12,000 books were available for purchase. While there is no shortage of literature on the subject, many would argue there is indeed a shortage of effective leaders in business today. Billions of dollars are spent every year on management and leadership training, and yet, leaders appear to be in short supply. Why?.
Pitts, Mark Fast changing face of CI in Asia. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009
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Understand the current state of CI in Asia and highlight the differences of approach in China and India. Current CI threats vs. CI opportunities. Comprehend the adoption quotient of Asia corporate executives towards CI related methodologies and their perceptions on CI as a corporate function. Learn essential and practical tools to conduct CI maneuvers in Asia
Plante, Jean-Paul. Do you get the most out of your business network? (Quebec Industrial Research Center) SCIP st Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998.

Pode, Adam. Tools for the decision-making process. (Loughborough University Business School) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Pollard, Andrew. All things to all people: producing tailored CI for different customers. (EMP) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Pollard, Andrew. The 5 Ps of CI: key practical success factors. (EMP) SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Forget consultant jargon and vendor spin. What really matters in running a CI operation successfully? Not just the obvious, but the vital and frequently overlooked. Many critical skills are rarely mentioned at conferences. The presenter will discuss the following: Practical solutions to important problems; Systematic techniques for running a CI system; and How to implement these teachings on your return to the office Pollard, Andrew. Fundamentals of CI. Workshop. (EMP Intelligence) SCIP 8th European Conference, London, UK, October 22-24, 2003. As a key component of strategy, competitor analysis is often performed unsystematically and without a true understanding of how intelligence is to be used to the benefit of the organisation. In this session we will define the analytical tools and techniques that are most helpful to understanding the competitive landscape. Participants will learn to separate practical analysis from fashionable fads, and discuss the usefulness of traditional models like Porter's Five Forces in today's competitive environment No false magic or academic convolutions. Just real world practical steps for using competitor analysis to transform information into actionable intelligence. . Pollard, Andrew. Is European CI superior? (EMP) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Is European CI less prone than American CI to consultants hype and glitzy buzzwords, CIA analyst gobbledegook and boring old academic models? Certainly recent CI developments in Europe are more business focused and more bottom line related than many American techniques which prefer to revel in arcane analysis or which treat CI as an end in itself. This presentation will reveal the new tools and techniques European CI managers use to put them much more in the real business world than their US friends. There are common but irrational obsessions which prevent CI from being treated by senior managers as a mainstream management process, some of which appear to originate from the American love of technology. This hard hitting presentation focuses on really practical work-even-on-a-bad-day tools and techniques Pollard, Andrew. Key success and failure factors for running a successful CI system. (workshop) SCIP in Europe: st Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Pomerance, Richard. Keeping other peoples egg of your face: profiling CI business associates.workshop. (Pomerance & Associates) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Ethical considerations require us to know with whom we are doing business. The usual cursory data screens are not enough. We must understand our target's personality so that we can estimate the probability that he will act straightforwardly in all relevant areas. This is an inexact discipline, but our use of it is mandatory and forcedchoice: we choose NOT to do it only at extreme risk to ourselves. First, we must screen for obvious personality defects. But this is the EASY part. Each person must also be understood in the context of: his roots, personal and business history; his industry; and the social and business context of the times. This done, we can begin to answer critical questions, e.g.: How much will he/she 'go along to get along'? How is he/she likely to behave under competitive stress? What actually motivates him/her? and -- perhaps most important -- How likely is he/she ultimately to self-destruct, and take us with him/her? Porter, Alan Technology opportunities analysis. (Georgia Tech) with Rzeszotarski, Peter. SCIP Annual st conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Porter, Alan. Why dont managers want our technological intelligence? (Georgia Tech; and Nils Newman Intelligent Information Services). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Benefit from the experiences of five companies that collaborated on a three-year project to enhance the utility of technology analyses. Explore what causes resistance among managers, and discover solutions to enhance the acceptance of competitive technical intelligence. Porter, Dan. Naval perspectives on CI: knowledge superiority assurance. (United States Navy). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Post, George, CTI and the evolution of R&D strategy at SmithKline Beecham (keynote) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Potter, Kent. Elicitation techniques: core tools for human source collection. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001.
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Potter, Kent. If I only had a brain: information systems support to intelligence analysis. (workshop) and st Kenneth Sawka. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Potter, Kent. Making sense of decision maker profiling ((Phoenix Consulting Group) and Weber, Marta. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. From Myers-Briggs testing to studying an executive's decision making history, there are many tools available to better understand how a competitor's management (or a sales prospect) will react in a certain situation. Learn what instruments work best in leadership and team profiling, and understand what you can expect to find out. Potter, Kent. Practical Tools for Early Warning - Half-Day Workshop. (Managing Director, BennionRobertson; Co-Presenter: Nancy Potter, Director, Bennion-Robertson). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. "Early warning" was originally a term applied nearly exclusively by the national security establishments of governments. As applied to CI, early warning has come to be a catch phrase for all sorts of techniques, and all designed to help the analyst be the first to hear about key developments. A core problem has been the lack of any real systemization of these techniques into repeatable procedures that anyone could use, in any industry, to move from futuring guess work, to intelligence collection, to real analysis and implication reporting. Over the past 12 years, "indicator tree" methodology has bridged much of this gap. A particularly unique aspect of this methodology is the collection "outline" that filters information as it is gathered. These tools are now used in many different industries to help analysts and executives alike to boil down big questions into digestible chunks, testable through a concerted intelligence collection effort Potter,Kent, Practical tools for early warning. (workshop) with Potter Nancy. SCIP 2007 annual conference, New York, Marriot Marquis, April 30-May 2, 2007. 'Early warning' was originally a term applied nearly exclusively by the national security establishments of governments. As applied to CI, early warning has come to be a catch phrase for all sorts of techniques, all designed to help the analyst be the first to hear about key developments. A core problem has been the lack of any real systemization of these techniques into repeatable procedures that anyone could use, in any industry, to move from futuring guess work, to intelligence collection, to real analysis and implication reporting. Over the past 12 years, indicator tree methodology has bridged much of this gap. A particularly unique aspect of this methodology is the collection outline that filters information as it is gathered. These tools are now used in many different industries to help analysts and executives alike boil down big questions into digestible chunks, testable through a concerted intelligence collection effort. Potter, Kent. Re-modeling CI: moving to greater value. (BennionRobertson) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Within most companies, there is little chance for grand CI, the conduct of best practice collection, analysis, and production that end in the effective use of crucial intelligence. To get the job done, CI managers must often carve out time and resources for CI from other tasks. There is little time to learn and apply advanced practices. CI managers have several options to enhance the impact and acceptance of CI within their company. During this session, we will introduce practical steps to immediately improve the quality of the CI they produce, while improving rapport with their boss, and increasing the extent to which other company personnel are engaged in CI. We will focus our comments on no-cost to very low-cost options within the context of the four pillars of CI programs: people, processes, enabling technology, and content. Potter, Kent. Reading body language to get the whole story. (workshop) Bennion Robertson) SCIP05 th 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Potter, Nancy Reading body language to get the whole story. (workshop)(Bennion Robertson) SCIP05 th 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Don't you wish you could look at that client and know just what she was thinking? Or your supplier, or new manager? How can you tell if that salesman you're debriefing after the trade show is giving you the real "skinny" on what happened? Spoken words are just the tip of the iceberg. In face-to-face interaction, we convey most of our meaning using non-verbal cues. Understanding true feelings, meanings, or intentions are key skills for debriefing sources, tailoring presentations for key executives, and building rapport and acceptance for CI within your organization. You need a whole world of information about the people you work and meet with -- you could spend years getting to know them. But if you can't wait, this course provides vital shortcuts. It also includes a segment on detecting deception, to improve participants' abilities to detect and interpret the cues that signal deceit in business communications. It specifically helps information collectors understand when a source is "holding back" good information, and to better judge the value of the information they've already provided. Powell, Tim, A practical framework for knowledge management, (workshop) (TW Powell Company) st SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 2528, 1998. Powell, Timothy. Competition in business intelligence. (Kirk Tyson) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.

Powell, Tim. Digital Darwinism: using CI to survive in the new economy. Workshop. SCIP Europe 5 London, UK. October 25-26, 2000. E-commerce - the union of digital technologies with competitive strategies - is arguably the most exciting and critical development in business today. But too many companies, large and small, enter into e-commerce without adequate knowledge of the competitive space in which they are playing. Later, they find that their ecommerce initiatives did not provide the hoped-for paybacks. The single most important thing an e-commerce venture can do to stay competitive is to continually scan the environment for current developments and trends. In other words, it must have a process to produce strategic intelligence that is structured, accurate, and realtime. This is clearly a role for CI. Powell, Tim. The e-commerce intelligence process. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001 Powell, Tim. Increase Your Intelligence ROI Using the Knowledge Value Chain, Workshop (president and managing director, The Knowledge Agency). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 1417, 2008. Are you grinding out intelligence and brilliant analysis, but no one seems to care? At SCIPs 2007 conference, 46 percent of participants said that a major problem is communicating how they create value for their organization. The Knowledge Value Chain a one-day MBA for intelligence producers can teach you to think like a businessperson: calculating risks, spotting threats and opportunities, and moving forward with imperfect and incomplete information. Youll learn to anticipate your clients needs rather than just reacting to their requests. Your intelligence ROI will improve when you use the tools you will learn about in this workshop Powell, Tim. Intellectual Property, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. According to Wikipedia, Intellectual property (IP) is an umbrella term for various legal entitlements which attach to certain names, written and recorded media, and inventions. IP takes several forms, including copyrights, trademarks, patents, industrial design rights, and trade secrets. In many countries, these entitlements (also called intellectual property rights) are protected by a series of national and/or state or regional laws, and by registrations of the IP assets thereby protected. IP plays a significant role in the competitive strategy of many industries. In some industries (for example, pharmaceuticals manufacturing and software publishing) intangible assets, including IP, may constitute well over half of the value of the company and its products. For this reason, any organizations IP assets are likely to be the targets of both legitimate competitive activities and illegal activities like industrial espionage and product counterfeiting. Powell, Tim Knowledge advantages sales and marketing (KASM) the challenges ahead, (with Allgaier) (TW Powell) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Powell, Tim. Knowledge, the engine of value. Workshop. SCIP European Conference Bringing st th European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Knowledge management (KM) is significantly more complex than installing a new technology like Lotus Notes or an intranet. These technologies are facilitators of process-based solutions - not solutions themselves. Many companies install these technologies hoping they will transform the knowledge culture of the company. They typically are sorely disappointed. The workshop presenter will discuss ways to effectively use KM to: rationalise research and other knowledge-based processes; form the catalyst for strategic planning, and increase shareholder value. Powell, Tim. The knowledge value chain: a new model for competitive intelligence. Workshop (TWPowell Co) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The Knowledge Value Chain is a model that provides such understanding, and has been well-received by audiences worldwide. Simple to understand, this model enables the user to (1) understand the total CI process, including user needs; (2) allocate his/her own time and resources, as well as that of his direct reports; (3) quality-control the intelligence process; and (4) identify skills he/she needs to become a more effective intelligence resource.The KVC is basically a manufacturing model applied to knowledge work. It was inspired by the value chain model popularized by Professor Michael Porter of Harvard Business School. One reviewer has mentioned that it is reminiscent of elements of the "Intelligence Cycle" used by US government and military intelligence. As part of this workshop, we will compare and contrast these two approaches. Powell, Tim. The knowledge value chain (KVC) a tool for improving the ROI of CI. Workshop SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI professionals and operations that do not link directly with the value-creating aspects of their businesses are vulnerable to budget cuts-if not complete elimination. The Knowledge Value Chain (KVC) is a simple supplydemand model that links what knowledge workers-including CI professionals-produce with what decision makers do with that product. It treats the development of strategic information as a type of manufacturing process. Powell, Tim. The knowledge value chain: boosting the ROI of intelligence. (workshop) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007.

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Now that you know your business sources and retrieval techniques, what do you do with these sources and techniques? Who are your decision-maker clients, how do they think, what information are they looking to you for, and why? Intelligence itself creates little of value. Decisions must be made, resources committed, and actions taken for true value to be achieved. But too often, CI practitioners limit themselves to the production and distribution of intelligence, without considering how it creates value for the client-user and for the organization as a whole. This single omission threatens the fundamental value of intelligence work and the careers of those who perpetuate this way of thinking. The Knowledge Value Chain(KVC) is a model that links what intelligence producers produce with what intelligence consumers do with that product. It treats the development of strategic intelligence as essentially a specialized type of manufacturing process-with raw materials, intermediate products, and finished goods. The model describes both intelligence execution and intelligence planning. It systematically examines each of eight steps in this process, and for each step explores how its value-creating potential can be enhanced or eroded. In other words, it gives each participant a roadmap to the entire intelligence process, complete with warning signs and weather forecasts. Powell, Tim. Sales and marketing intelligence: how to make your sales force love you. (workshop) (w Allgaier) (Pine Ridge) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 Across nearly all industries and organizations, sales and its cousin, marketing are activities that rank among the top as sources of value to the organization. They may go under different names, but the core activities (identifying target markets, creating awareness of ones product offering, developing and maintaining customer or client relationships) remain essential to organizational success. One of the major defining processes within sales and marketing is the sales cyclethe process that takes you from identifying what kinds of customers you might target, all the way to winning new business. To fully and effectively support sales, you must understand this cycle. Armed with this understanding, you can craft supports that optimally benefit each phase of the cycle Powell, Tim. Securing the BrandSpace: The Role of Intelligence in Fighting Brand Piracy, SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Competition has changed. Where classical competition had major players lined up in competitive struggle for market share, modern competition also includes a new force the asymmetric competitor. Just as military intelligence officers are learning to deal with the threats from networks such as al-Qaeda, so are businesses going to have to learn to deal with asymmetric threats to their brands and business models. Some of these include networks of small operators who produce counterfeits of branded products, then sell them through the Internet and other channels. These networks are succeeding in compromising the supply chains of major corporations, using a variety of tactics. Powell, Tim, SMI in the e-commerce era: challenes and opportunities, (TWPowell) (w Allgaier) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Powell, Tim, Technologies for sales and marketing intelligence, ( w allgaier) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999 Powell, Tim. Threat Awareness: What's CI Got To Do With It? (with Karshner), SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. The Business Threat Awareness Council (www.btac.us) was formed in 2004 under the auspices of the U.S. National Counterintelligence Executive (NCIX), who reports directly to the Director of National Intelligence (DNI). BTACs mission is to create a non-partisan, non-commercial forum for information exchange among business and government leaders directly concerned with immediate threats to businesses. BTAC defines economic security as a major determinant of national security. The group holds regular meetings, and is developing an electronic forum for the exchange of non-classified threat-related information. BTAC addresses a spectrum of threats to business, including those from rival businesses, foreign governments, terrorist groups, and economic pirates. These threats have mutated far beyond their traditional boundary of economic espionage, and now include threats to data security, to workforce security, to physical infrastructure integrity, and to intangible assets? like brand equity. Even in the post-9/11 environment, corporate CI and security functions continue to act as estranged cousins. In this session, a much tighter linkage between the two functions will be advocated and described. Powell, Tim, Turning competitive intelligence into sales, (workshop) (w Allgaier) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Powell, Tim. Use Intelligence to Protect Your Companys Intellectual Property, (president and managing director, The Knowledge Agency). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This session will cover the basics of intellectual property (IP) and how to defend it. IP includes such intangible assets as copyrights, trademarks, and patents. Some leading corporations (IBM, for example) have even set up a dedicated intelligence specialty called IP intelligence. The best way to ask the right questions is to follow the money. If you know how a company creates value and makes money, you know what is important for intelligence. IP-driven companies in various industries rely on different kinds of IP for competitive strength. For example, the pharmaceutical industry relies heavily on patents to create value. Publishing and media companies rely on IP in the form of copyrights on written material and electronic media. Consumer goods companies rely on trademarks and brands. Technology companies typically have an IP strategy based on a mix

of the three primary types of IP: patents for new technologies, copyrights for software code, and trademarks for branding. Leading companies are under almost continuous IP attack, which takes a huge economic toll. Poysti, Kaija. Breaking the language barrier in global CI. (Blue White Venture) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. As companies become more global, theyve identified a strong need to operate in a multilingual environment. For CI, this poses a key challenge, because a significant amount of information is available in multiple languages. Information can be translated, but for CI the traditional human translation is often just too slow. Various language technologies, such as Machine Translation (MT) were first introduced over 30 years ago. There have been big promises, great expectations and often huge disappointments. This presentation will discuss the applicability of Machine Translation and other language technologies for global CI and present a sampling of MT and natural language solutions available in the market. Pozza, Ilaria Dalla. Can CI optimize customer-based strategies? (Politecnico of Milano) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The concept of customer relationship management (CRM) holds great promise for most telecommunication companies, and it remains a key for competitive advantage despite the high failure rates for CRM initiatives. In this session you will learn the main critical success factors that affected the outcome of a CRM project in the telecommunications industry. You will also understand the importance of CI optimizing a customer based approach. The case studies will show that the implementation of a well-structured decision-making process is critical for CIsuccess, and data management is a fundamental and key step that presents many challenges to overcome. Preatorious, Jeorg. Secondary collection. workshop with Weiss. SCIP 8th European Conference, London, UK, October 22-24, 2003. This session will illustrate a range of information sources that can be used for intelligence collection. In addition, it will give guidance on how to organize secondary collection, and cover skills such as knowledge discovery, text mining, nuggeting, document management in order to uncover hidden relationships. Prescott, John. CI practices in emerging markets: the China Case (poster session). (University of Pittsburgh) and Quingjiu Tao. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Understanding the CI practices in emerging market economies has enormous practical implications for CI practitioners around the world. Using in-depth case studies of China, the group will explore the differences between Chinese and U.S. CI practices, as well as the opportunities those differences bring to light. Prescott, John, CI Research setting the research agenda for the next 20 years (panel). (with Wright, th Fleisher) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Prescott, John, Coordinating strategic and tactical intelligence in the sales and marketing function, (w Miree) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Prescott, John. Establishing a CI capability.(with Comai) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. This paper discusses how the principles and techniques of project and program management can be applied to the establishing a competitive intelligence capability. You will review outcome statements which highlight key choices that define what CI capability is best suited to the needs of an individual organization. A model will provide a road map to help define an appropriate CI destination and select an effective route to get there. This model has potential benefit for anyone considering setting up or modifying a competitive intelligence function, and for CI consultants offering advice to client organizations. Prescott, John. The first twelve months of CI open forum. (subject expert) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Key areas to focus on; Advantages & Disadvantages of Profiles, KITS; Developing a business plan for competitive intelligence; Implementation plan - what to do and what to avoid; Coping with limited resources, alternative types of CI function. Prescott, John. Future directions in intelligence, panel. (Thomas O'Brien Chair of Strategy, University of Pittsburgh) (with bouthillier, brouard) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 Where is competitive intelligence research going? Where should it go? This is your chance to discuss what research is needed to help improve intelligence practice. This session will start with a look at how intelligence research has evolved over the years as well as what research is currently in progress. It will end with the audience discussing where they want the future of intelligence research to go.
Prescott, John How to set up a world-class CI function.(workshop) with Alessandro Comai.
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SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Apply a world-class competitive intelligence model to your organizations current method of competitive intelligence management. Participants will

benchmark their companies development, current status, and future plans.

Prescott, John, Mapping network analysis. University of Pittsburgh (with Madhaven) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This workshop will provide a powerful set of concepts and tools, based on social capital and network analysis, for understanding and assessing the impact of relationship networks on the effectiveness of CI. Based on an understanding of how the structure of a CI professional's network affects the quality of intelligence and the influence of the CI function, you will learn how to assess, build, and leverage human networks for effective CI. You will receive a network analysis resource directory, and take away a personalized action plan for enhancing the efficiency and effectiveness of the CI network through "network re-engineering." Prescott, John, Mapping who knows who and who knows what workshop (w Madhavan) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. This Workshop will provide a powerful set of network analysis concepts and tools for understanding and assessing the impact of relationship networks on the CI analyst's effectiveness. Based on an understanding of how the structure of a CI professional's network affects the quality of information exchanges and their benefits, participants will learn how to assess, build and leverage human networks for effective CI. The intended "takeaway" is a personalized action plan for enhancing the efficiency and effectiveness of the analyst's network through "network re-engineering." Participants will receive a network analysis resource directory. Prescott, John, Mapping who knows and who knows what: network analysis for CTI (workshop) ( w nd Prescott) Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Prescott, John. Network analysis for CI: tools and techniques. (workshop) with Madhavan, Ravi. (University of Pittsburgh) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Prescott, John. Pathways to a CI world class function. (workshop) and Comai, Alessandro. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. This workshop provides a hands-on approach for establishing a world-class competitive intelligence capability. In Phase 1, participants use a diagnostic tool to assess their level of CI capability in nine areas central to worldclass status. Phase 2 engages participants in a dialogue involving the activities and skills necessary to achieve world-class status in each of the nine factors. Phase 3 utilizes the outcomes of the previous phases as inputs into creating a pathway to enhancing and evolving participants' CI functions. The nine-factor framework was developed based on interactions with world class CI functions and existing literature. The framework has been applied and enhanced through interactions with CI functions in North America, Europe and Asia. Participants will be provided with the diagnostic tool, prescriptive activities and skills required for success in each of the nine factors and a pathway template. Prescott, John. Results of the 1987 survey of competitor intelligence professionals. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Prescott, John. Science and technology intelligence. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. How do firms protect, acquire and leverage their science and technology capabilities? This presentation addresses this question. The results of the consortium benchmarking study focusing on science and technology intelligence conducted in conjunction with the American Productivity and Quality Center (APQC.org) and SCIP is presented. There has been little attention devoted to understanding how science and technology intelligence (STI) programs have been structured in organizations. Utilizing a new CI tool, namely the technology intelligence matrix, four STI models were developed. The four models are illustrated using indepth case studies of Kodak, Motorola, The National Technology Transfer Center and Boehringer Ingelheim. The technology intelligence matrix can be used to assess the science and technology thrusts of competitors thereby leading to a better understanding of how competitors protect, acquire and leverage science and technology. Prescott, John. SCIP and CI education, (University Pittsburgh) 3 International conference SCIP Czech, Hotel Cechie Praha, Prague, Czech Republic November 26-27, 2007 Prescott, John. Setting the Research Agenda for the NEXT 20 Years, Panel (w Fleisher, Wright) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Beginning with a review of the published literature, this session provides a retrospective look at the emergence of CI as a knowledge domain as reflected in papers published in CI Review and JCIM, as well as a look at CI books and articles published elsewhere. These publications reflect the research agendas of the past 20 years that contribute to shaping the CI research agenda for the next 20 years. Panelists will describe past and current published research, suggest directions for future research that would advance the field and offer new insights into how to perform CI research that is publishable in juried venues.
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Prescott, John. The strategy confection: visualization of competitor strategies and implementation th processes. (Director of the Doctoral Program, Katz Graduate School of Business at the University of Pittsburgh) SCIP 11 European CI Summit, London UK, October 18-20, 2006. A strategy confection combines diagrams, pictures, words and any other form of media to reveal cause-effect relationships regarding a firms strategy, tactics and implementation processes. A strategy confection is a visual presentation that tells a multivariate performance-based story in the flatlands of paper. This presentation overviews the objective(s) of a strategy confection, the process steps for visualizing strategy, the benefits of strategy confections, presents example of strategy confections and provides a resource directory for visualization and diagramming techniques.
Prescott, John April 21-24, 2009 SWOT upside down. With Alessandro Comai. SCIP09 International Annual Conference and Exhibition, Chicago IL

Learn how to apply a TOWS analysis to a business issue. Develop an implementation plan for the TOWS analysis. Monitor progress toward the achievement of the implementation plan
Prescott, John. Training the CI analyst: the Texas Instrument experience. (poster sessioin) (Univ Pittsburgh) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. How do you train a CI analyst? Explore the results (and the curriculum based upon them) of a Texas Instruments study on the skills required of a CI analyst. Prescott, John. User driven CI: crafting the value proposition. (University of Pittsburgh) (With Williams) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 This session reports the results of the consortium benchmarking study completed in conjunction with the American Productivity and Quality Center (APQC). The primary objective is to gain a deeper understanding of the extent and manner in which CI is integrated into decision-making and implementations. The study's focus areas included: developing a close working relationship with CI users; how users apply CI during strategic and tactical implementation; and measuring the value of CI from a user's perspective. Best practice firms studied include BP, BT, IBM, Kodak and MetLife. The presentation will focus on the implications of the study results. Press, Gil. Business intelligence: is it worth the investment. (DEC) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Prittmaki, Virpi. Research in intelligence Panel. (Tampere University of Technology) (with Badr, Hannula, Rideg) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 This past year has seen much work generated on intelligence practices around the world. In this session, authors of some of these leading edge studies will talk about their study results. Hear about intelligence in the pharmaceutical industry, in Canada, Finland, and results of a new global study Proian, Charles. How can you set up a network of key users to boost the value of Ci throughout the enterprise. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. With the near limitless range of commercial and non-commercial information sources available today, one of the challenges now facing enterprises is less that of obtaining information than it is to know how to disseminate it internally to the right people at the right time. Furthermore, information purchased by CI is often richer than what any CI department can 'digest' and communicate upon. The enterprise has resources which can be empowered and equipped to relay or find decision support information in a format, content and timing best suited to the specific needs of their home business units, with minimal investment. Prudom, Melanie. Liberating others: putting ci secondary resources on the corporate intranet (W Andrako) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Good CI projects rely on current, complete and easy-to-find secondary data. This session introduces you to the possibilities of liberating your CI resources by moving closer to clients via your corporate intranet. Making it easy to get good information empowers employees to draw their own insights, can lead to better designed projects, means less wasted time and creates results that are more actionable. Liberating access means employees can spend 20% of their time getting information and 80% of their time analyzing it, versus the reverse. Intranet-available information also frees up the CI staff to work on more important, larger or difficult projects. A move to the corporate intranet brings a host of challenges including technology, branding, vendor and IT relations, budget implications and job skills. Once achieved, customer attitude change and acceptance must follow. Then on-going support and training become real issues for the CI department. Attendees will learn about Wyeths Commercial Information Research (CIR) team and its successful intranet site, VIBE (Virtual Information Business Environment).

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Quinn, John OPS security and CI countermeasures. (workshop) (Quinn International) with Glennan, st Stephen; Pattakos, Arion. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Quinn, John. Profiling the Japanese competitor. (consultant). SCIP Annual conference: Keeping apace th in the CI race, 9 , Boston, Mass, April 27-30, 1994. Quinn, Lucia, Scenario building methodologies. (Digital Equipment Co). SCIP Annual conference: th Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994.

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Raiyani, Samir Patent analysis and market intelligence = competitive omniscience, with Mohammed, Abdul. SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 1, 2007. Raiyanim, Samir. Intellectual Property: Leveraging the Knowledge Within, (CEO, Dolcera; copresenter Lakshmikant) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Primary sources of new and emerging technologies are small firms that are not typically on the radar of competitive intelligence tracking set up by large organizations. These firms usually lack visibility because of resource constraints. Another source of new and emerging technolgies is academia, where research is funded either by the government or by the university itself. Both typically file patents, speak at industry conferences, or publish papers. Systematic mapping of patenting activities, conference proceedings, and trade journals can help track emerging technologies from small companies and academia as well as from the leading competitors. Patents can also be used to track research collaborations; for example, between companies and external partners such as universities. While the research work may be secret, past work of those involved may provide clues about the technical areas they are currently focusing on. A second approach is to map patent intelligence to product specifications to predict emerging trends in the product line. Another application of this method, relevant to the consumer goods industry, is to map the ingredients of all products in a certain category to identify the popular ingredients, then watch patent and technical literature for the introduction of substitute ingredients. Ramirez, Rafael. How CI links to future scenarios. (Fellow in Strategic Management, University of Oxford, Sad th Business School; Co-Presenter: Daniel Grnquist, Partner, NormannPartners). SCIP 11 European CI Summit, London UK, October 18-20, 2006. Scenarios highlight how critical combinations of key uncertainties may play out. Scenario indicator tracking helps the organisation to, on a continuous basis, be prepared for the different scenarios emergence, leading to continuous learning and thus better planning. Tracking borrows methods from Competitive Intelligence monitoring processes, but the findings are related to the scenarios, to their gates and indicators rather than the current marketplace and business landscape in general. A successful tracking solution includes not only monitoring and scanning for information, news and events available here and now, above the surface, but also systematising, visualising and qualitatively analysing the findings with the deeper structure of the scenarios. It is in this iterative process of analysis feeds strategic conversations to enhance their quality, thus better connecting to todays strategic agenda at any given point in time. Ramsey, Gregory. Gloal competitive intelligences: the best on the planet.; (Strategic Analysis) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Redlinger, Lawrence Moles and other subterranean creatures. University of texas at Dallas. and Cooper, H.H.A. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Reed, Michael. CI leadership workshop. (SCIP) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Leadership is more than a buzzword for business journals and bestseller lists. Leadership behaviors can be studied, learned, practiced, and developed. This interactive workshop will help you discover your leadership strengths and create a personal plan for your development. We will review the truths and myths of leadership; discuss leadership in team environments; and learn strategies and techniques for developing leadership in others. Regardless of your current position within the organization, this workshop will help you reach your full potential as a leader. Reeves, Roxanne. Intelligence and strategic planning organizations in todays sluggish global markets. (British Telecom) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Regino, Thomas. Competitive benchmarking of R&D and new product development practices: a case study (workshop) (Kline) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Rehak, Tomas, There are two kinds of libraries, (Dir Municipal Library of Prague) 3 International conference SCIP Czech, Hotel Cechie Praha, Prague, Czech Republic November 26-27, 2007
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Reichenbach, John. Competitive intelligence: the Alpha and Omega of strategic planning. (PPG Industries). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Reid, Clifford. New developments in competitive information management systems. (Verity) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993.

Reid, Edna. Global perspectives on CI (key topic) (Nanyang Technological University) (with Passos) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 How is CI perceived around the world? Do we understand each other? What is the impact that culture has on CI practices? Business leaders must have a global perspective as the international business community continues to expand its reach. Join three leading global CI professionals as they discuss the challenges, as well as their perspectives on competitive intelligence in a global economy.
Reinhold, Dirk Sustainable knowledge exchange to enable enriched and high-content CI education. With Kay-Uwe Michel.

SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Gain a broad view on problems and emerging demands for an effective CI education and how the gap between practice-related academic education and the demand for professionals from a market point of view affects the evolution of professional CI education. Be provided with a framework that allows him to identify his own position and requirements for an enhancement of mentoring and training programs through learning relationships towards a sustainable knowledge exchange. Be able to take-away implications how to encounter increasing demand-oriented CI education
Reis, Martha. CI ethics in the new corporate environment (panel).( VP Corporate Ethics, Boeing Co.) th (With Halligan) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. In the wake of corporate legal scandals and the resulting Sarbanes-Oxley legislation and corporate scrutiny, it is more important than ever to conduct competitive intelligence operations in a way that is compliant with corporate guidelines - both legally and ethically. This panel features experts who will discuss the changing regulatory landscape and answer questions regarding CI that will keep you out of trouble. Reyes, Gloria. Avoiding disclosure: how companies keep information under wraps and what the CI th professional can do. (President, Reyes Consulting). SCIP 11 European CI Summit, London UK, October 18-20, 2006. One of the hardest nuts to crack in the CI business involves companies who avoid giving information about their owners, financial status and activities. What strategy are they following by remaining inscrutable? What tactics are being used? And what are the chances of cracking the nut? The focus of this session is to gain an understanding of avoidance tactics in the U.S. and Europe, using concrete examples. Although all eyes are turned to China, India and Russia at the moment, most of the major businesses in these areas are actually registered in the U.S. and Europe. It may be near to impossible to examine the inside of the nutshell, yet we will discuss research methods will which allow CI professionals to make good approximations of the company insides. The session will also show how these same disclosure avoidance tactics can be used in counterintelligence, to thwart the efforts of competitors in getting information on our own company Reyes, Gloria. Behind Closed Doors: Getting Information on Companies in Countries with Limited Disclosure Laws, (Director, Reyes Consulting). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Quite often, companies have a subsidiary or are even the headquartered in an exotic, faraway place with few disclosure requirements. It's difficult to discover the turnover or even the owners. In this session, learn how understanding the motivation for setting up a company in such a country can lead to some clues. Focusing on selected countries, the session will examine the incorporation types used and the research resources available. The difference between corporate entities, trusts, and foundations will be discussed in regards to tax and disclosure consequences. Two cases will be reviewed to illustrate how much can actually be discovered about a company and its intentions - even while standing before closed doors. This exercise has a great bearing on CI research; most U.S. corporations use a number of these schemes. In Europe, in spite of new legislation, a great number of possibilities for avoidng disclosure still exist, tax havens and offshore possibilities still abound. Reyes, Gloria. Knowledge management: gleaning internal knowledge and integrating it with external data st expanded duties for the CI manager. (consultant) SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Data about our competitors is worth so much to us that large sums are spent for consultants, research reports, and database searches. Yet much of the knowledge concerning competitive strengths, weaknesses, and propensities resides within the company.The presenter will cover the basic steps within the knowledge management process: capturing knowledge; filtering data information; monitoring information; distributing data, information, and knowledge; and integrating knowledge. Reyes, Gloria. Knowledge management process how to make the best use of the knowledge you already possess. (Reyes consulting) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Reyes, Gloria. Profiling Family-Owned Companies, (Director, Reyes Consulting). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Family-owned companies pose one of the most difficult nuts to crack when looking at competitors. They often choose incorporation forms which require no disclosure of their financial activities or ownership structure; oftentimes, they avoid incorporation altogether. So how can we approach this Black Box and get enough information together to understand the inner workings of an entity? Each culture has its own preferred forms of

running a family-owned business. Tax laws, inheritance laws and disclosure requirements determine the form of business. Most of the time, family-owned companies use these instruments because they want to avoid scrutiny. There is little need for them to give interviews, or expose themselves to the public, and they are often in a tightly knit community which warily eyes attempts to get information. Profiling targets of this type requires a different approach from that towards listed companies, especially those in new or emerging economies. We will concentrate on secondary information sources, and then outline primary source techniques such as interviews and observations. Most of these sources are familiar, but are used in an imaginative way. Numerous sources will be cited. Rhoads, Michael. CI: a 20 year perspective 1987-200. (Pennside Partners). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Richardson, Jim;. Social network analysis for CI insight, (Evidence Based Research) with Jackson, August. SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. Richardson, Jim. Software produces CIright? (Cipher) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Discover the future of CI automation. Assess the CI processes that current technologies support and consider the importance of human intelligence in the CI field. Richardson, John, Tracking technology as warp speed meeting the challenge of CTI in technology companies, (Panel) (w Fornes, Germeraad Magnin, Schwartz) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Richardson, Victor. War rooms and fire drills: fast and furious CI. (Evidence Based Research) (with Shaker) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. How do you address critical intelligence questions on short notice? More importantly, how do you identify and evaluate potential threats before they become critical to your business? Having an effective early warning capability is becoming increasingly important in today's complex and changing world. Early warning systems can alert organizations to the indications of technology developments, corporate mergers, acquisitions, partnerships and alliances, regulatory changes, and other important events. The session will begin with an interactive presentation on early warning methodologies and systems and how they can be applied to a wide array of competitive intelligence applications, leading to early warning systems in action
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Richterman, Nadine. Conference collection in the Pharma industry. (NR Communication Resources Inc.) (with th Zagozewski) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Properly collecting and reporting at conferences requires a carefully planned and organized system and process. This case study from the pharma industry will walk you through the process, components of which can be applied across industries. You will be shown templates to assist in planning and executing a conference collection, and a team structure to enable success. We will also discuss the significance of adding implications to collected information to provide insight to the client. Rideg, Thomas Research in intelligence Panel. (InfoAmericas) (with Badr, Hannula, Prittmaki) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 This past year has seen much work generated on intelligence practices around the world. In this session, authors of some of these leading edge studies will talk about their study results. Hear about intelligence in the pharmaceutical industry, in Canada, Finland, and results of a new global study Ridge, Helen. CI challenges from a local company perspective. (President, Fresh Insight Consulting). th SCIP 11 European CI Summit, London UK, October 18-20, 2006. In two scenarios, this session will investigate the challenges of providing CI services from a local operating company/affiliate perspective, particularly in the environment of limited resources and little or no support from the wider global company. Scenario 1: Help, my affiliate is being targeted for intelligence and global doesnt see the value in CI. This component will cover: what needs to be addressed immediately; near to mid-term CI actions; demonstrating value/integration to a reluctant global department. Scenario 2: Help, Ive inherited a CI department and have six months to demonstrate that it shouldnt be disbanded. Elements covered will be: identifying a champion; quick hits in the near to mid-term; leveraging other affiliates; raising profile Ridge, Helen. Getting the most from a CI agency: experience from both sides of the great divide. (Fresh Insights Consulting). SCIP 10th Annual European Summit, London, November 9-11, 2005 This session will present an overview of experiences of the company/agency relationship from both the client companys and the CI agencys perspectives. It will offer practical insights into managing the relationship more effectively to achieve the most from it. Riecke, Wolfgang Webintelligence. (Ex Dir Public Affairs, Ford Werke Deutschland) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007.

Rizzi, Caterina TRIZ for Better Competitiveness (Professor, University of Bergamo) with Conley, David. (S11X Program Manager, Intel Corporation). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The presentation will introduce basic concepts about TRIZ methodology. TRIZ underlying idea is that invention has logical rules and principles that lead from problem to solution i.e., there are common patterns (called Inventive Principles) in ways of solving problems that, extracted and coded, technologists and researchers can use to obtain the capability to solve problems creatively. Case studies will be also described to show the potential of this methodology. TRIZ/Systematic Innovation Usage in Industry Session Synopsis: This session will discuss the breadth of application opportunities of systematic innovation (TRIZ) within industry including a brief overview of some of the organizations profiting from the usage of TRIZ. Further, some TRIZ tools and methods are especially powerful in their ability to greatly enhance an organizations competitive position. These tools and methods can be used to circumvent patents, leap existing products and services, and accurately forecast product and market trends. Companies employing systematic innovation enjoy keen insight to the successful coordination of their products and services with natural market evolution and revolution. Some of the competitive positioning tools and methods will be illustrated in order to reveal how they can be used to enhance an organizations capabilities and products and therefore enrich its competitive posture. Rizzi, Caterina. TRIZ: Better Competitiveness Through Systematic Innovation, (Professor, University of Bergamo) with Cascini, Gaetano. (Professor, University of Firenze). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. (Italian) Even talented people with deep expertise in their fields of activity waste time and money in neverending trials and errors. TRIZ, the theory for Systematic Innovation, teaches how to make the solution of an inventive problem a "routinary task." Rodenberg, Joseph. Case study: strategic marketing under uncertainty. (Robenbert Tillman Assoc) SCIP th Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. This is a case study from one of the leading global companies in production and technology, focusing on how future potential markets have been identified before competition became a real threat and how future potential markets were made transparent and linked with strong competitive marketing strategies. Using the model strategy under uncertainty this company was able to become one of the biggest contributors to the creation of the new market. Rodenberg, Joseph. The complete practical solutions and implementations of CI in the organization via the five st th phase model. SCIP European Conference Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. This presenters will demonstrate how CI can be implemented in the organisation through the Five Phase Model of Implementation will be explained and demonstrated. Participants will be shown how to recognise the barriers, and that the practical change from knowledge is power to shared knowledge and intelligence is power. Case studies from several European companies operating in different industries will be used to demonstrate the model. Rodenberg, Joseph, Why position CI on a par with functions that report directly to the board?(Rodenberg rd Tillman) 3 International conference SCIP Czech, Hotel Cechie Praha, Prague, Czech Republic November 26-27, 2007 Rogers, David. Competitive financial intelligence: an essential skill. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. A major gap in many CI professionals' toolkits is an understanding of a competitor's financial strategy. The competitor can only do as much as its financial circumstances allow. Money is the underlying driver: what the competitor has, what can be acquired and how it might be used. By tearing apart public financial statements, you can develop considerable knowledge about the financial reality competitors face that forms the basis for key management decisions. As you trace the competitors' financial decisions, you start to understand not only what they have done but what they can do in the future. Rogers, David. Competitive Financial Intelligence: Essential Skill, Often Omitted, (principal, David C. D. Rogers Associates LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. A major gap in the toolkit of many competitive intelligence professionals is an understanding of financial strategy. A competitor can only do as much as its financial circumstances allow. Money is the underlying driver what a company has, what can be acquired, and how it might be used. By dissecting public financial statements, you can develop considerable knowledge about the financial reality of competitors that is the basis for key management decisions. The presentation begins with a fast overview of P&Ls, balance sheets, and cash flow statements. Then we will study Microsofts 2006 financials, to determine what the firm really earned. Next we will examine IBMs published statements, which reveal a dramatic (and many would say disastrous) strategic shift from renting to selling computers. We will also show how analyzing a single sentence in a 1999 Enron 10Q might have led to the exposure of the 3,500 illegal spies (special purpose entities) two years before journalists forced the initial corporate confessions. In addition, a little thought about the size of Enrons reported cash from operations (relative to net income) might have uncovered the so-called Mahonia Cash Merry-Go-Round. If time permits, we may include examples of competitive financial intelligence insights from other firms.

Rogers, David. Financial analysis for the financially challenged workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. What's your competitor's cost structure? Wouldn't you like to know? You can - and you don't have to be an accountant to learn how! In this workshop you will learn tools to discover: the actual cost structure; experience curve; predicted costs; EVA (economic value added); cash profits; "undoctored" earnings; inflated assets; hidden debts; and real market value of your public or private competitors. This workshop will cover the subtle signals that spell financial disaster - using Enron and Lucent as examples - and the amazing divergences between U.S. and overseas statements. Rogers, David. Financial intelligence and analysis, (workshop) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Designed for the experienced financial analyst and neophyte alike, this dynamic, highly interactive workshop unmasks the juicy CI secrets to be found in financial statements, credit reports and other publicly available financial reporting documents. The presenter brings 45 years consulting and top management experience to CI analysts who need to improve their financial sleuthing skills. His enthusiasm and broad financial knowledge help make each example relevant to participants, even those who may be intimidated by number crunching activities. The workshop will cover the field of forensic accounting in sufficient depth for participants including those with little or no previous financial background to use the tools and techniques immediately. Rogers, David. Numbers that expose your competitors secrets. (workshop) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Whats your competitors cost structure? Wouldnt you like to know? Well you can, and you dont have to be an accountant to learn how. This session will teach the techniques leading companies use to determine the cost structure, market value, and cash earnings of other firms. Rogers, David. Numbers that expose your competitors secrets. (workshop). SCIP Annual conference: th Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Rogers, David. Numbers that texpose your domestic and international competitors secrets. (workshop) SCIP Ann ual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Rogers, David. Numbers that expose your domestic and international competitors secrete. (workshop) st SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 2528, 1998. Rogers, David. Numbers that expose your domestic and international competitors secrets. (workshop) th (President, David C.D. Rogers Associates LLC) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Designed for the experienced financial analyst and neophyte alike, this fast-paced, dynamic, and interactive program will equip you to unravel your competitors' publicly available financial statements -- or at least spot potential problems. The workshop covers the field of forensic accounting in sufficient depth for participantsincluding those with little or no previous financial background-to use the tools and techniques immediately. Topics covered will include: how to determine your competitors' cost structure utilizing the experience curve from published data; deciphering the mine field of "unusual items;" clarifying EBITDA vs. Profit vs. Cash; "profits from heaven;" games with inventories, accounts receivable and payables; profits from pensions; mergers as purchases; creating phantom assets; the valuation problems of option compensation; the curse of foreign reserves; and the imbecility of EPS decisions. It will end with a step-by-step illustration of what perceptive CI professionals can see from a credit report. Being able to explain clearly and concisely the Special Purpose Entities (SPEs) and other off-balance sheet entities should at least provide fodder for a dinner conversation! Rogers, David. Numbers that expose your domestic and internal cometitors secrets. (workshop) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Rogers, David. Numbers that expose your domestic and international competitors secrets. (workshop). st SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Rogers, David. Numbers that expose your domestic and international competitors secrets. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Rogers, David. Numbers that expose your domestic and international competitive secrets. Workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. What's your competitor's cost structure? Wouldn't you like to know? You can - and you don't have to be an accountant to learn how! In this workshop you will learn tools to discover: the actual cost structure; experience curve; predicted costs; EVA (economic value added); cash profits; "undoctored" earnings; inflated assets; hidden debts; and real market value of your public or private competitors. This workshop will cover the subtle signals that spell financial disaster - using Enron and Lucent as examples - and the amazing divergences between U.S. and overseas statements.

Roger-Machart Jacques Electricite de Frances International strategy. (Director of Business Development, st International Division, Electricite de France). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Romppel, Andreas. CI as reverse engineering of a public image the European perspective. (Osicon) (with Goehrlich) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Although their audiences are different, Public Relations (PR) and CI have a lot in common. Both deal with facts, care about opinions and want to create a certain view of reality. And both need the attention of decision makers. In this session, we will describe the differences between American and European PR methods and functions, and reveal the methods of one of the most successful PR agencies in Germany. We will look at how to reverse engineer public appearance of a competitor, and review a case study of a major PR fake which caused nationwide public attention for a formerly unknown company. We will also explore how to apply PR concepts to solve CI needs. Rooms, Luc. Management Reporting as a Catalyst to Bring Market Intelligence to Executives Level, (Director of Market Analysis & Management Reporting, Belgacom). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Start to show how my team is structured and in particular show how we combine both management reporting and market intelligence (and the relationship with business intelligence and market research teams within the company). Management reporting allows us to continuously remain in contact with top management and to relate our own business performance with whats happening on the market and to give our opinion on the topics. Constant link with top management forces us to focus on hot topics, investigate relevant questions and measure and follow-up key performance indicators. From this perspective, we are also related with strategy (how will key indicators and market evolve), marketing (which actions, taken by our competitors, are influencing our figures, whats happening on P&S developments) and finance (challenge forecasts and budgets based on our market and competitor knowledge). Each type of internal customer gets tailor-made outputs through specific channels. In order to be close to whats happening in the different business units, we created a virtual MI team with people from the internal customers. In the presentation I will highlight how this works Rose, Karl. Influencing organizational decisions. Open dialogue. With Gilad. (Shell) SCIP 8th European Conference, London, UK, October 22-24, 2003. Our ability to gain credibility and effectively communicate our products and services determines our ultimate success. Participants will share ideas and techniques for garnering executive support and increasing the influence of the CI/BI process. Rose, Karl. Scenario planning. (Senior Strategy Advisor, Royal Dutch Shell Group). SCIP 10th Annual European Summit, London, November 9-11, 2005 Energy companies, more than most businesses, need to take a long-term view. That is why Shell has been producing global scenarios for more than 30 years. These scenarios are different from forecasts --they provide a tool that helps Shell explore the many complex business environments in which it works and the factors that drive changes and developments in those environments. At times the world can look so complex and unpredictable that it becomes difficult to make decisions. Scenario planning is a discipline for breaking through this barrier. Scenarios are a tool for focusing on the critical uncertainties, the unexpected discontinuities or unknown possibilities that could transform the business environment. Using scenarios helps us to recognize new opportunities, assess strategic options, and make long-term decisions. Success requires good? scenarios and a receptive corporate culture. However, actual events often fall outside the scenario range, and scenarios can be misused to justify bad strategy. Potentially, scenarios are a very powerful tool not a panacea. Rosenberg, Michael; Driving the technology enablement of the CI function: a case study. (JPMorgan Chase) with Gerard, Jean-Pierre. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The design, development and implementation of the BI intranet site requires a careful balance between push and pull technology. JPMorgan Chase has developed intranet query and reporting tools targeted to sales and product management. Key elements of the program will include: overall business objectives, information and delivery requirements, design of the supporting databases, and the technical collaboration required to store and deliver the intelligence. The specific functionality of the searchable databases allow criteria to be selected to get to the relevant information quickly. Most importantly, the discussion will also focus on the systems challenges and key benefits. Rosenkrans, Wayne Beyond the obvious: the role of CI in strategy. (with Gilad). SCIP 2006 Annual Conference Orlando FL. April 26-29, 2006. Strategy is loaded term for CI practitioners. On one hand, everyone recognizes the need for CI practitioners to be involved in their company's strategic planning processes and strategic decisions. On the other hand, few have stopped to think what exactly strategy is and, therefore, how specifically can CI add to it. Everyone intuitively understands that strategy which ignores competitors runs the risk of lower performance, but few stop to think why that role has been insufficient to entice executives. This session will attempt to clearly define and demonstrate the relationship of CI to strategy and strategic planning beyond the obvious. The presentation will start with a rigorous interactive discussion aimed at defining and understanding the essence of strategy beyond the terms colloquial and collective overuse, and then proceed to examine the practical aspects from the perspective of a business intelligence director turned strategy director.

Rosenkranz, Wayne. Continuous scenarioing and strategic early warning in pharmaceuticals. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 The CI professional deals with trends everyday, but how can he/she move past trends analysis and confront the indeterminacy of the future? A quick look at the recent history of the pharmaceutical industry clearly demonstrates the danger of basing long-range planning on mere extrapolations of the past. Long-range scenarioing can become the basis for future-proof strategic planning, and an ongoing strategic dialog with normally reticent senior managers. It is an ideal springboard for true SEW linked to continuous scenarioing and strategy. This session will explore aspects of scenario generation, socialization, strategy development, SEW structuring and ongoing Early Warning using case studies from work currently under way Rosenkrans, Wayne, Developing a CI resume. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Rosenkrans, Wayne, How can you lead without a map? Orientating in knowledge space. (w Klavans) (workshop) nd Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Knowledge maps enhance R&D decision making by identifying positions (in knowledge space), the attractiveness of these positions, and the identity of the occupants (individuals, labs, organizations, and cities or nations) at each position. An overview of the knowledge map-making industry (Klavans) is followed by a case study of an application in R&D decision making at SmithKline Beecham (Rosenkrans). Rosenkrans, Wayne. The role of CI in strategy.(with Gilad) (Business Strategy Director, Medical Affairs Division, th AstraZeneca) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Strategy is a loaded term for CI practitioners. On one hand, everyone recognizes the need for CI practitioners to be involved in their company's strategy, and it is generally accepted that ignoring competitors runs the risk of lower performance. On the other hand, few people have stopped to think what exactly strategy is (and therefore how specifically CI can add to it), and why CI's role has been insufficient to entice executives). This session will attempt to define and demonstrate the relationship of CI to strategy and strategic planning. You will participate in a rigorous interactive discussion aimed at defining and understanding the essence of strategy beyond the term's colloquial and collective overuse. We will then examine the practical aspects from the perspective of a BI director turned strategy director. Rosenkranz, Wayne. Through the looking glass: better living through scenarigames. (AstraZeneca) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Scenario Planning, Strategic Early Warning, Wargames and Technology Simulations all constitute interesting and valuable means of developing and assessing strategic options. But can these techniques be combined in new and interesting ways to generate new and interesting solutions? This presentation will examine the potential for Scenarigames (or SEWSIMS) using case studies from the pharmaceutical industry. Rothberg, Helen. E-business and the intelligence challenge. (HNR Associates; and Scott Erickson SUNY Oneonta). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Web-based value chain management will only work if data is managed well and shared with both internal and external participants. Using examples from actual firms, this session focuses on e-activities across the value chain. Rothberg, Helen. From new economy knowledge to next economy intelligence: sustaining advantage with shadow teams. (Assoc Professor Strategic Management, Marist College). Strategic Competitive Intelligence: proactively drive your business decisions and achieve competitive advantage. (IIR), Hyatt on Printers Row, Chicago, November 5-7, 2003. Rothberg, Helen; Improving performance with Ci and KM. With Erickson, Scott. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The fields of competitive intelligence (CI) and knowledge management (KM) have a number of similarities. Most notably, both deal with collecting and analyzing knowledge and information. This presentation will reflect what we know about both fields, how an understanding of each can improve results in both, and how developing an all-encompassing knowledge strategy including both CI and KM (CIKM) can enhance organizational performance. This presentation will include liberal use of practical examples and insights that can lead to immediate action. Though firmly grounded in theory, it is targeted to decision-makers in the field. Rothberg, Helen. It's a Risky Business: Developing and Protecting Knowledge Assets in a CI World, th (President/Associate Professor, HNR Associates/Marist College) (with Erickson) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago For most organizations, knowledge assets have become integral to attaining and sustaining competitive advantage. While conventional wisdom suggests that sharing knowledge assets within the organization and with partners is good, it can also render it vulnerable to CI incursions. How does a firm know when enough is enough? Strategic Protection Factor (SPF) provides a guidepost for determining optimum levels of collaboration and protection within the firm and across its network of partners. Learn what SPF is, and how your organization can use it to fine-tune its knowledge assets. Review case studies, with implications for engaging intellectual capital and counterintelligence activities.

Rothberg, Helen MI: the proactive ingredient for product development and sustainable advantage. (HNR Assoc) (w Simon) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. This highly interactive and participative workshop, including case history presentation, focuses on developing a thorough understanding of shadow teams and the collaborative process that is essential in creating a competitive edge. Shadow teams are innovative cross-functional groups that gather, integrate, and disseminate marketing intelligence from customers, markets, regulators, and technologies. They serve as the key integrators for leveraging the firm's knowledge and competitive intelligence activities in product development processes. The A2D4 Self Design model optimizes organizational adoption/adaptation of the shadow team strategy and assists in the development of the collaborative behavior that is essential in sustaining advantage in a knowledge economy.
Rothwell, Karen CI staffing challenges in the 21st century. With Fiora, William; Sawka, Ken. Active Dialog.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn about new staffing models including off- shore and outsourcing arrangements. Identify challenges in managing diversified and remote teams including required organization structure, and considerations around required media, tools, etc. Learn tips in managing new CI teams including what is required from a training, oversight and communication standpoint
Rothwell, Karen Intelligence technology: a consumers showcase key topic. (with Singh and Fuld) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Nearly everyone who has ever managed a corporate intelligence process needs to decide on which technology he or she will need. Most shopping is done with little information or with a limited set of knowledge. Approximately three years ago, Fuld & Company issued the first "Intelligence Software Report" to partly meet this need. This Forum is designed for the corporate consumer to compare and contrast several different software tools available in the CI marketplace. Each vendor will offer insights on each tool in a common forum with the goals pre-designed by Fuld to allow audience to make objective comparisons. This program will offer the SCIP participant to hear the latest trends, as well as have vendors describe their products so the corporate consumer can find the right tool to meet their intelligence needs. Rothwell, Karen. Providing Persuasive Intelligence: Early Warning, Workshop. (director, Outward Insights LLC; copresenter Kenneth Sawka,) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Early warning can be the most valuable benefit of a companys competitive intelligence function, but it is often a moving target. CI practitioners must use incomplete information to see the implications for an industry and must communicate the warning in a way that compels management action. This workshop demonstrates effective early warning techniques, including how to develop indicator lists, tools for early warning analysis, and tips and tricks for communicating intelligence in a credible and persuasive manner. Participants benefit from the presenters business and government intelligence backgrounds, including experience in early warning intelligence analysis in a government watch center. Rottele, Manfred. Development in implementation of competitor intelligence at AgrEvo. (keynote) (Hoechst) SCIP st th European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Developing concepts and visions on Competitor Intelligence is easy compared to its implementation. I intent to share experience we accumulated in the area of concept development and implementation. Implementing Competitor Intelligence is never finished and needs to be considered as a moving target. Key success factor is that the whole company develops a competitor focus and the organisation is willing to share information Rouach, Daniel. The ten commandments of CI management in the net economy: what matters most for companies th who use CI as a new core competency. (keynote) (paper) (ESCP-EAP Business School) SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. CI management may be defined as the art of identifying, collecting, processing and storing information and relevant signals (weak or strong), which will percolate through the firm and allow it to shape its future. CI helps the firm to safeguard its present and future against attacks from competitors. It is carried out in all legality and follows a code of good conduct. Discussions include: A typology of CI practitioners in France and Europe (Shell, ABB, Nokia, Nestle, L'Oreal, Gemplus, Thomson Multimedia, etc.); Limitations and Right conditions for effective CI management; and The Ten Commandments of CI management. Roy, Siddhartha. Changing economic context and wargaming. (Tata Services Ltd) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Businesses in emerging economies are increasingly subject to a complex interplay of domestic and international competition, and as they move towards a more market-oriented economy they may have to benchmark differently. We will look at the process of reverse engineering competitive strategies, and how it is useful to start with scenarios that incorporate the impact of regional trade arrangements and WTO compulsions. You will look at how war gaming and other interactive techniques are more successful when the participants are briefed about emerging economic realities, and when they develop the assumptions regarding emerging scenarios. You will also see how war gaming followed by quantitative simulation can help develop a more robust competitive strategy.
th

Roy, Siddhartha. Competitive Leveraging of Global Free Trade Agreements, (Economic Advisor, Tata Services Limited ) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. As more and more firms get drawn into the vortex of international business, a proper understanding of free trade agreements (FTAs) and regional trading arrangements (RTAs) is becoming crucial. Discussions and experience with well-known international companies, however, suggest this is a blind spot for many of them. This session will review a current case study of an emerging country firm, which when confronted with a web of FTA and RTA arrangements, managed to leverage the opportunities enabled by these arrangements for restructuring its supply chain. Roy, Siddhartha. Winning over non-consumers: CI for emerging markets. (Economic Advisor, Tata Services Ltd) SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Developing competitive advantage through new product introduction calls for not only an understanding of the technology, but also a deep consumer insight. The main objective of this presentation is to highlight, through case studies, how CI can facilitate the process of new product introduction in emerging economies. These case studies will focus on fast moving consumer good and automobile products. An understanding of technology is important; however, if not buttressed by an understanding of the local consumer, the product introduction may not be successful. Traditionally, economists have tried to explain effective demand in terms of income and price elasticities. Much of the econometric modeling is done around these two concepts. Marketeers on the other hand are more pre-occupied with the segmentation of the known target consumers. In emerging economies the success of many new products depends on the conversion of the non-consuming segments into consuming segments. Russel, Anke. Cross cultural global management experience within the development of a global CI team. (Business Intelligence Specialist, Mars & Co, UK) SCIP 10th Annual European Summit, London, November 9-11, 2005 Join Anke Russell as she shares actionable practical hints that can contribute to successful global, crosscultural CI research project management (best practice, based on empirical experiences). Attendees will also explore the direct relationship between CI (Cultural Intelligence) and CI (Competitive Intelligence) . Ms. Russell will share her techniques for cross-cultural perception training and the harnessing of heightened awareness within a CI context from her experiences at Mars. Russell James. Measuring the value of Ci to customers; a pilot study. (poster session) (GlaxoWellcome) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. How would you score? Learn the details of a pharmaceutical company's pilot program to measure customer satisfaction with CI services. Rubli, Edward Diversification in the new economic reality new challenges for CI. (professor of business administration at the Institute for Research in Business Administration, University of Zurich; and Sachs Sybile, Associate st profession, University of Zurich) SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Ruh, William. Optimizing CI functions and their management through information technology. (workshop) (MITRE) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Ruoff, Carl. Market driven quality at IMB (key for global competitiveness) (IBM) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Ryan, Cormac Case study: American Airlines rise in maintenance and engineering operations. (President, TMA International) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. This session will feature a case study that addresses developing information networks. American Airlines achieved a dramatic turnaround in its Maintenance & Engineering business after five years of significant losses. Through an extensive best practices CI effort, American was able to implement significant operational efficiencies and cost savings not only to address its own maintenance needs, but to become a major outsourcing organization, servicing other airlines. Ryan, Cormac. Knowledge is Power: Utilizing CI to Improve Strategic Planning, (TMA International) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006 This session will focus on actual experience rather than theory. Instead of methodology, the emphasis will be on planning CI efforts (how to design for maximum success and impact on companies' business) and application of the outcomes (how to relate to strategic goals and business plans in analysis and presentation). Ryan, Cormac What happens next? An executive panel. (general session) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Many programs feature case studies, which by definition must look backward. This panel discussion is designed to look forward, Senior executives from prominent companies in the regin are invited to look into the future, and discuss what they anticpate will be the future challenges facing their companies and industries. Also, they will forecast the role of competitive intelligence in helping them surmount these challenges. They will offer answers to five specific questions: What are the key challenges facing your company/industry in the future? What are the key competitive challenges you expect to encounter? What role will competitive intelligence play in

addressing these challenges? How will your companys competitive intelligence function change in the future? What should your company's management do to help make this successful?

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Sahbti, Noam. Establishing a Global CI Function That Delivers Impact and Relevant Content, (director of business intelligence and strategic planning, MAG Industrial Automation Systems; Co-Presenter: Jouko Virtanen) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Sakamoto, Hiroki. What Japan offers. (JETRO) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Salmon, Robert. CI: scanning the global environment. (Loreal) (paper) SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Scanning is the act of identifying trends in the environment in which your organisation operates that affect it now or will affect it in the future. CI means being proactive in the face of such environmental trends - creating events instead of just reacting to them. Being proactive gives organisations a competitive advantage over other organisations that are still reacting, especially in today's rapidly changing complex environment. CI could be viewed as a new cognitive map, a powerful tool that helps companies take their place in the coming era, and provides them with a new frame of mind in keeping up with trends currently emerging in the environment. Salvati, Juliette CI model for analysis of European companies (poster session). (Futron Corp.). and Linda Williams. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. With the expansion of global markets, gathering effective intelligence on foreign competitors is more necessary than ever. Don't let barriers of language, culture, and politics hinder your efforts; learn proven techniques for conducting a competitive analysis of European-based companies. Sammon, William, Bringing Wall Street to Main Street. Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Sammon, Bill. Tapping Wall Street as a source of CI. (Pfizer) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Tapping Wall Street as a Source of CI Effectively accessing the Wall Street "sell-side," "buy-side," and company networks requires the support of company experts, an appreciation of SEC rules, and the prudent use of online investment research and financial data. This workshop addresses: The Company-Wall Street relationship: opportunities and pitfalls; techniques for networking investment community sources: digital and personal; The strengths and shortcomings of institutional investment research; techniques for evaluating, organizing, and maintaining online sources of investment research; How to filter, integrate, and focus investment analyst research into timely business intelligence; and The use of financial portfolio analysis techniques to profile competitors' current position, portfolio/pipeline strength, and strategic potential. Sammon, Bill, Tapping Wall Street as a source of business intelligence. (Pfizer). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. If you think institutional investment research is only for senior executives, investment bankers, and the finance department, you're missing out on a valuable, cost-effective source of quantitative and qualitative competitor information. But effectively accessing the Wall Street "sell-side", "buy-side", company intelligence network requires the support of company experts, an appreciation of SEC rules, and the prudent use of on-line investment research and financial data. Sammon, Bill, Wall street analyst as a source for CTI, (workshop) ( w. Lea, Shah) Competitive Technical nd Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. This workshop will describe technology assessment of competitors by Wall Street analysts and will explore the types of data and sources used in these evaluations. Case examples will be drawn from the pharmaceutical/biotech industry, however the CTI collection and analytical techniques described in these examples by two seasoned investment analysts are relevant to all high-tech industries. In addition, a strategic planner from a major pharmaceutical company will describe a competitive analysis model that draws on Wall Street financial analysis and is used to gauge the relative productivity of competitor R&D programs Sanders, Irene. Chaos theory and complex thinking models. (key topic) (Univ Colorado) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. A butterfly flaps its wings in China and a hurricane smashes the Bahamas. Weve all heard the basic idea of chaos theory, but in this session youll uncover the depth of chaos theory and how complex models can be applied to CI. Sandman, Michael Advanced applications for competitive analysis. Workshop. SCIP Europe 6 Munich Germany, October 24-26, 2001
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Competitive analysis professionals today have little difficulty finding data - many complain that they are drowning in data. The key to making sense of the vast amount of information available today is to use an effective analytical model. There are many models that can be applied to competitive analysis, from Porters industry analysis to SWOT studies to competitive benchmarking. This course will review the models that are most applicable to competitive analysis. Workshop attendees will learn when to use each model, what key information is important, and how to find that information. The presenter will illustrate each model with real world examples. Sandman, Michael. The Art of the War Game, Full-Day Workshop. (Senior Vice President, Fuld & Company Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. It takes understanding, organization and skill to run a war game, and in this workshop, participants will learn how to do it, from preparation to facilitation to follow-up. This workshop is derived from the well-received IowaIllionois-Wisconsin SCIP full-day chapter meeting held in Galena, Ill. on May 20, 2005 Sandman, Michael, The Ben, Jan and Mike show. Workshop. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. What exactly does a CI professional do all day? In some companies, running a CI function means doing it all yourself; in others, it means supervising a team of 100. Whatever your situation, you need to know where and how to find the information, how to turn raw data into intelligence your company can use to make a meaningful decision, and how to manage the process. In three segments, three of the most famous names in CI will teach you what they know Sandman, Michael, CI101. (workshop) SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Sandman, Michael;. CI101. (workshop) (Fuld) with Sweeney, Mark. SCIP Annual conference: Knowledgest based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Sandman, Michael, CI 101. (workshop) (Fuld) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29April 1, 2000. Sandman, Michael. CI 101. (workshop), SCIP 2001 Annual Conference: E Business and the Knowledge Professional -how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Sandman, Michael. CI101. workshop. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Hundreds of people have taken SCIP's CI 101 workshop, a day-long learning experience for practitioners with one year or less of CI experience. At CI 101, you'll learn what competitive intelligence really is, sources of information, how to turn information into intelligence, and how to construct an ongoing CI process. The workshop also covers an overview of technology tools for CI research, analysis, and management. Sandman, Michael. CI 101 workshop. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Hundreds of people with one year or less of CI experience have found this day-long workshop the best way to learn what CI really is, identify the best sources of information, discover how to turn information into intelligence, and construct an ongoing CI process. The workshop also covers an overview of technology tools for CI research, analysis, and management. Sandman, Michael. CI 101. (workshop) (Fuld) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Hundreds of people with one year or less of CI experience have found this day-long workshop the best way to learn what CI really is, identify the best sources of information, discover how to turn information into intelligence, and construct an ongoing CI process. The workshop also covers an overview of technology tools for CI research, analysis, and management Sandman, Michael. CI 101. (workshop) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Hundreds of people with one year or less of CI experience have found this day-long workshop the best way to learn what CI really is, identify the best sources of information, discover how to turn information into intelligence, and construct an ongoing CI process. The workshop also covers an overview of technology tools for CI research, analysis, and management. The foundation of the course is built on the shared knowledge of practitioners and consultants. The tour of intelligence sources starts with the world of secondary sources and moves on to techniques for talking to people to obtain human intelligence (primary research). One of the key objectives is for participants in the course to leave with a good understanding of whom they should be talking to inside and outside their companies. The course covers ethical and legal issues, and it has recently added information about the rules governing competitive intelligence in the European Union. As a fringe benefit, the class leader gives "a lifetime guaranty that I'll answer your short questions about CI by e-mail," (although he declines to specify whose lifetime the guaranty refers to). Sandman, Michael. CI 101: Your Introduction to Competitive Intelligence (workshop) (Fuld) (co presenter Todd Welda, Whirlpool) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008.
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CI 101 is the most popular course in SCIPs portfolio. The survey of intelligence sources covers secondary sources as well as techniques for talking to people to obtain human intelligence (primary research). Participants learn whom they should be talking to inside and outside their companies. The course evolves each year according to changes in the business intelligence field. For example, as CI software tools have become more powerful and user-friendly, the course has devoted more time to their selection and use. The course also covers ethical and legal issues, including the rules governing competitive intelligence in the European Union

Sandman, Mike

CI101 (workshop) with Todd Welda. SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

This full-day workshop offers professionals new to competitive intelligence a comprehensive introduction to the field, learning the primary and secondary resources available to you and how to access them.
Sandman, Michael. Financial accounts: the fourth falsehood. Workshop. (fuld) SCIP European Conference Bringing st th European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. There are substantial differences from country to country in business accounting rules, tax laws, and in other forms of legislation. Some of these rules are being co-ordinated across EU countries, but significant variations remain. These variations have a major impact on strategic choices companies make. This workshop will alert participants to the key differences between countries in both government regulations and accounting rules, but it is not a workshop on accounting rules! It is a workshop on how rules affect strategy. Although the workshop cannot be an exhaustive description of regulatory or accounting differences, it will alert CI professionals to the major issues and provide a methodology for understanding their impact. Sandman, Michael, Going beyond the traditional due diligence check list, (Fuld) (with wendorf). Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. CI can play an important role in extending your knowledge of a target company beyond that covered in a "typical due diligence check list." This workshop provides the attendee with an understanding of the techniques and outcomes one can expect from using CI to examine a target company's position in the marketplace, relationships with its customers, and the acquirer's assumptions about what factors drive the financial performance of a target company. In addition to discussing techniques and CI processes, the workshop will also focus on how to use this information as input to the valuation modeling step for an M&A evaluation. Sandman, Michael. The internet: how to control analytical chaos. (Fuld) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.
Santos, Javier Chicago IL April 21-24, 2009 Offshoring: benefits and challenges of offshoring CI. SCIP09 International Annual Conference and Exhibition,

Discover how off shoring will impact CI. Learn the benefits and challenges of offshoring parts of your CI. Discover how your company can gain a competitive advantage by leveraging offshoring
Savage, Bryan, Adding CI effectiveness to bottom line corporate pricing models, (Bank One) ( w Levy) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Sawka, Kenneth. Achieving actionability: how to give management the intelligence it wants and will use. (Outward th Insights) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. How often have managers critiqued CI as little more than 'good background information,' or failing to convey new insights? This session will show how closer alignment between CI practitioners and management can help avoid this situation. We will explore the role CI analysts can play in turning facts and data into information that can't be ignored, and we'll look at the balance between intelligence capabilities and reasonable management expectations. We will talk about how CI professionals can maintain analytic objectivity in light of pressures to skew intelligence to support a preferred strategic direction, and how to 'speak truth to power.' Sawka, Ken. Analysis 1 (workshop, certificate program) Deloitte Consulting. (with Fiora) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI is more than just synthesizing information. Decision-makers are looking to their CI analysts to apply specialized methodologies to add insight to industry information. In this workshop, the presenters will introduce attendees to four highly effective analysis techniques, and demonstrate their application through case studies and exercises. The four techniques to be illustrated are: Analysis of Competing Hypotheses; Porter's FiveForces Analysis; Win-Loss Analysis; and Scenario Planning. Participants will have the opportunity to work with each technique, and consider how each is relevant to their job responsibilities. Sawka, Kenneth. Analysis 1: industry analysis. (workshop) (Outward Insights) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. CI is more than just synthesizing information. Decision makers are looking to their CI analysts to add insight to industry information. In this workshop, you will be introduced to four highly effective analysis techniques, and see how they are best applied through case studies and exercises. In addition, you will have the opportunity to
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work with the techniques - Analysis of Competing Hypotheses; Porter's Five-Forces Analysis; Win-Loss Analysis; and Scenario Planning - and consider how each one is relevant to your own job responsibilities. Sawka, Kenneth. Beyond SWOT: Developing True Competitive Strategies, (managing partner, Outward Insights LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. A mainstay of corporate competitive intelligence programs is their ability to assess rivals competitive positioning and strategic intent. Analytic tools such as strengths-weaknesses-opportunities-threats (SWOT) analysis are widely used to help CI practitioners identify competitor capabilities, objectives, and likely future behaviors. However, these models have been inadequate to generate counterstrategies to help companies maneuver around competitors, exploit their weaknesses, and achieve unique competitive positioning. This presentation will draw on the works of Michael Porter, Adrian Slywotzky, and others to demonstrate how CI practitioners can increase the value they bring to their companies by going beyond preparing competitor assessments to contributing to the development of true competitive strategies. It will include several case studies that show how companies were able to benefit from these techniques and outmaneuver competitors and achieve a differentiated strategic position in their industries
Sawka, Ken. CI staffing challenges in the 21st century. With Fiora, William; Rothwell, Karen Active Dialog.

SCIP09 International

Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn about new staffing models including off- shore and outsourcing arrangements. Identify challenges in managing diversified and remote teams including required organization structure, and considerations around required media, tools, etc. Learn tips in managing new CI teams including what is required from a training, oversight and communication standpoint
Sawka, Kenneth Competitors: who to watch, what to watch, who to ignore, and how to tell the difference. (workshop) (The Futures Group) with Herring, Jan. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Sawka, Ken Competitors: who to watch, what to watch, who to ignore and how to tell the difference. st (workshop) SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Sawka, Ken, Conducting comfort intelligence with scenario analysis Fuld. (w Fehringer) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Uncertainty abounds. Effective CI practitioners need advanced methods to help executive management minimize the risks associated with strategic decisions. At Visa International, competitive intelligence contributes to executive decision risk management by providing early warning of emerging and established competitor activity. This presentation will relate a recent case where Visa International, working with Fuld & Company, relied on Scenario Analysis to evaluate the competitive threat posed by a new competitor. It will show how senior management used the results to determine its most effective courses of action no matter how the competitive threat evolved. Sawka, Kenneth. Contemporary applications of Ci to strategic development. (key topic) (fuld) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. If strategy is a road map that guides your company to success, then CI is a set of signs along the way that tell you when to change routes, shift speeds, and do all the little things to stay on course. Learn how CI is being applied to strategy at todays top companies. Sawka, Kenneth. Dont shoot the messenger: the unique challenge of early warning intelligence. (The Futures Group). st SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Sawka, Ken E-I-E-I-Oy Vay! Why your e-business demands intelligent strategy. (Fuld and Company; and Bill Fiora. Zefer). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. New e-business plays, whether they are startups or from Fortune 500 companies, rarely include a strategic plan that extends more than a month into the future. Along comes the harsh reality or external challenges, and these e-businesses are unprepared. Learn a new type of strategy that depends on flexibility and up-to-date knowledge to help e-companies succeed.
Sawka, Kenneth From implication to implementation: executing strategic intelligence insights. (workshop) with William Dragon.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Wondering what to do with the insights your competitive intelligence function generates? This workshop provides a practical, hands-on approach to insights from their generation to using them to implement well-considered actions.

Sawka, Ken, Letting your CEO sleep at night: adding rigor and confidence to intelligence analysis. st (Senior consultant The Futures Group) SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Sawka, Kenneth. Letting your CEO sleep at night: adding rigor and confidence to intelligence analysis. (The Futures Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Sawka, Ken. More information, less intelligence: how the information revolution has hindered the intelligence process. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The proliferation of information available on the Internet, combined with the myriad of IT tools available to help manage that information, is creating new challenges for intelligence professionals and decision-makers alike. Does the proliferation of low-cost information help or hinder the intelligence process? Why do companies still struggle to assess and interpret competitors and competitive situations despite the abundance of available information? Is intelligence analysis made easier or more difficult as information sources multiply? This presentation will illustrate the difference between information and intelligence, and debunk the myth that the availability of faster, cheaper information is improving the intelligence that decision-makers receive. It will draw comparisons between information, knowledge and intelligence and demonstrate how the job of creating relevant, actionable intelligence is made harder, not easier, by increasing volumes of information. It will offer tips for managing large volumes of information -- including a look at the role software and IT systems play in information management. Sawka, Ken. A new look at scenario planning. (workshop) SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. Scenario planning is a tested tool to help companies develop concrete, actionable strategies today, even though the exact nature of the future marketplace remains uncertain. The objective of the workshop is to illustrate how scenario planning can be utilized in the short-term for immediate impact. Short-term scenarios look three to five years out via four to five distinct worlds based on problem-specific drivers and current intelligence often focus on the pending success of a specific product, product line or division field indicators that feed the early warning intelligence process The workshop will stress how to use scenario planning to develop resilient strategies that anticipate and prepare for a variety of opportunities and potential challenges from competitors, regulators, and other external forces. The half-day session will consist of detailed instruction on the five stages of scenario planning. The instruction portion of the workshop will be followed by team break-out sessions simulating scenario planning based on a topic/industry to be determined. Sawka, Ken. Ostriches and Eagles: Why Some Companies Soar at Competitive Intelligence and Why Others Just Don't Get It. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. While a majority of U.S.-based companies claim to use competitive intelligence (CI) to guide their decisionmaking processes, a surprising number either underutilize intelligence or use it the wrong way, according to a recent Outward Insights survey of corporate executives. This excludes nearly 30% of corporate "ostriches" that do not even have, or feel the need for, a CI system, despite today's ultra-competitive environment. This session will examine the factors that make some companies embrace, support, and rely on competitive intelligence, and the factors that make other companies poor users or non-users. The presentation will draw on a groundbreaking research study conducted by Outward Insights and published in 2005 that examined the state of competitive intelligence in U.S. companies. Incorporating the results of that research and interviews with executives at leading companies, the presentation will identify specific factors and conditions that leading intelligence users possess, and identify the factors that diminish the effectiveness of competitive intelligence, or prevent it altogether. The presentation will include case studies of companies that research has shown consistently use and value competitive intelligence. Sawka, Kenneth. Providing Persuasive Intelligence: Early Warning, Workshop. (managing partner, Outward Insights LLC; Co-Presenter: Karen Rothwell). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Early warning can be the most valuable benefit of a companys competitive intelligence function, but it is often a moving target. CI practitioners must use incomplete information to see the implications for an industry and must communicate the warning in a way that compels management action. This workshop demonstrates effective early warning techniques, including how to develop indicator lists, tools for early warning analysis, and tips and tricks for communicating intelligence in a credible and persuasive manner. Participants benefit from the presenters business and government intelligence backgrounds, including experience in early warning intelligence analysis in a government watch center. Sawka, Ken. Provocateur encounter: unlocking CIs value. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Sawka, Kenneth. So youre your companys CI manager. Now what? (The Futures Group) SCIP Annual conference: Chicago, IL, March 25-28, 1998.
Sawka, Kenneth Spotting tomorrows opportunities: building a strategic early warning function.

SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how to impact the development of growth strategies by spotting and assessing future competitive threats and opportunities. Understand the unique aspects of a growthoriented strategic early warning system, and its relationship to the CI function. Learn the fundamental components of a strategic early warning system, and how to implement them
Sawka, Ken. Strategy and planning intelligence (key topic forums) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 Members of the strategy and planning community use CI in a variety of ways to create an atmosphere of no surprises for their clients. Starting with a discussion of the value of scenario planning and the implementation of early warning systems, the moderator will lead the group into identifying the greatest challenges to supporting an organizations strategic initiatives, and methods for meeting those challenges. Forum participants will create and follow an agenda based on common needs and work to design processes for ongoing problem solving and interaction. Sawyer, Deborah. Customers: analyzing the hidden dimension of competition. (workshop) SCIP annual conference: st Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Sawyer, Deborah. Taming the hydra: defining competition in the services sector. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Saxton, Todd. Advantage through strategic alliances: when to partner with competitors. (Barnegat Group) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Saxton, Todd. Using third parties in strategic decisions: why, when and how. (Barnegat Group). SCIP th Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Sayre, Michelle. From traditional industry to the internet industry: becoming an e-business CI specialist. (Sun Microsystems). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Hear from someone who has successfully made the transition from a bricks-and-mortar manufacturer to a pure e-company. Discover how she got the attention of senior execs busy taking the company public, and learn from her experience coping with the 180-degree change from the traditional work environment. Scanlon, Lenore Early warning systems in financial services (Fuld) with Fuld. SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 The promise of early warning systems and the benefits they can deliver is a real promise, but one that cannot be taken lightly, especially in the fragmented world of financial services. With so many competitors vying for the same share of wallet, the same shelf space, and the same share of brand equity, it becomes exceptionally difficult to envision a method to apply early warning programs in an effective manner. And yet, through thoughtful planning and selection, early warning systems can be highly targeted to focus not on random competitive threats, but on real and identifiable threats. This session will help you develop early warning programs that carry weight, deliver significant, relevant analysis, while at the same time learning about valuable tools and techniques to support the process. Schimmel, Daniel. Meeting a multifaceted need: Technologys role in an effective competitive intelligence system. st (OneSource Information) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Schindler, Eduardo. Financial analysis for the CI analyst. (New Century Bank) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Financial analysis is a fundamental tool to assess the strategic standing of any company - yours and those of your competitors. This lecture will highlight the most important analytical frameworks currently in use and provide examples on how to interpret the strategic importance of results. Finally, we will address the most likely - perhaps even compulsory - evolution of key financial indicators in view of the overall structural changes affecting both capital markets and the lending habilities of banking institutions around the world. Schneider, Claudine. The strategic path to becoming King of the Hill. (keynote) (Former US Rep) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Schneider, Wayne, What does a university have in common with trucking? (Kent State) SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. In this session attendees will learn how a 15 year SCIP member transitioned from the highly competitive transportation and energy markets to higher education - an industry facing significant environmental challenges. The tools and techniques that make for a successful competitive intelligence career are transferable to other career fields. Attendees will learn that actionable intelligence is needed in all areas of analysis and the skills
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used to manage the knowledge gained from competitive analysis can be used to improve outcomes in any industry. The attendees will be presented with specific examples of how a university's institutional research office was transformed from providing data dumps to providing strategic direction for enrollment management, strategic planning and student persistence. They will be shown how providing actionable recommendations, along with the numbers and analysis, helped move the IR office to a more prominent position within the university. The attendees will also be shown that there are many career opportunities in higher education for CI professionals. That the need for analysis, strategic planning and environmental scanning is becoming ever more important in an era of declining federal and state support and increasing competition for students. Schroepfer, Andrew. How and when to interpret movements in a companys stock price relative to actual business events and strategy, SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The stock market is a great mechanism for tracking the value of a company in real-time over the long-term. However, in the short term, stocks are volatile and can be hard to interpret or even rely upon as representing an overall investor opinion to news, events, or trends. This session will walk through some case studies of companies where stock movements correctly or incorrectly moved in the direction of a fundamental event/development in advance or in synch with new information. The purpose of each case study will be to help CI professionals understand the types of things one should consider when trying to interpret a stock's reaction or non-reaction. Schroyer, Amy, Using competitive intelligence to predict industry consolidation: a case study. SCIP2007 annual conference, Marriott Marquis New York, April 30-May2, 2007. This session will focus on how to create strategic insight using multiple methods of analysis. Examples from the banking marketplace within the last five to six years will prompt discussion on how to assess and predict a changing competitive landscape, specifically as it results in industry consolidation. Competitive intelligence analysts in any industry can use professional tools and insights to make critical predictions crucial to a company's short and long-term strategy. There are hundreds of specific models of analysis used in today's business environment. Each can collect different information and display strategic implications in a different way. However, when performed successfully, multiple analytical frameworks can be used to successfully predict industry behavior. Schultz, Stephen, Applying Perceptual Mapping for Successful Competitive Positioning, SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This session will explain perceptual mapping and how it differs from and complements traditional CI. Using a current case study of a merger and subsequent need for repositioning with traditional and new competitors, attendees will review strategy problems to which the technique applies and step-by-step instructions for doing so. Schultz, Steve, Capturing CI through your sales force, (w Naylor) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Schultz, Steve, Capturing CI through your sales force, (Deluxe corp) ( w Naylor) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Schultz, Stephen. Combining CI, market research and library science.( Director, UnitedHealth Group, Optum Division) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Most of us have been asked to do more with less, and this session shows how one organization was able to do it. This case study reviews how three related functions (CI, market research and library) were combined into one, and how the combined function operates at the Optum Division of United Health Group. You will see how combining functions creates a more customer intimate department, and how you can face the related challenges and issues. Schulz, Stephen. Understanding and implementing a CI goldmine: win/loss analysis. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Have you ever heard your CI colleagues talk about win/loss analysis and wondered what it really is and whether it is something you should be doing? Win/loss analysis can provide rich insight into not only your competitors strategies and tactics, but also how your own company performs relative to the competition. In this session, the presenter will define win/loss analysis, share his findings on how other companies have conducted win/loss analysis, and share his experience in creating the process and implementing it in a $1.2 billion company with which he was formerly employed. He will describe the design process and key options and considerations, and will include a discussion on survey design, analysis, and reporting. The benefits of doing win/loss analysis as well as the potential pitfalls will be part of this session. CI managers and analysts who interact with Sales and Marketing should attend Schwartz, Lawrence. Analysis of the intellectual property trends in e-business. (Aurigin Systems). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. From Amazon.com to Priceline.com, e-businesses are taking advantage of the opportunity to patent business practices. Explore how the patent landscape has changed and where it is heading in order to understand how to use patents to give your company a competitive advantage.

Schwartz, Larry, Tracking technology as warp speed meeting the challenge of CTI in technology companies, (Panel) (w Richardson, Germeraad, Magnin, Schwartz) (Aurigin) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Schwartz, Peter. Will there be global economy in the 1990s? (Global Business Network)O SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Scott, Curtis, Intelligent marketing and foresighted sales practical CI for the marketplace. (Applied Business Intelligence) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Marketing and sales have changed fundamentally in the past 10 years with the advent of the Internet for common use and the diffusion of marketing venues and supporting media processes. Speed to market is also becoming increasingly important, demanding an intelligence process that is effective and efficient. This session will provide a "bag of intelligence tricks" - techniques for competitive analysis of markets, measuring market potential, and assessing market behavior - all designed to create an actionable and measurable intelligence process for marketing and sales management Seidler-de Alwis, Ragna Competitive intelligence in German companies comparing large-scale enterprises with middle sized companies. (professor, Cologne University). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Increasing competition and information overload generated through globalisation and the proliferation of technology, directs more and more companies to deal with the subject of structured information brokering. This presentation will show how differently medium-sized businesses and large-scale enterprises organize and administer their business information and how they deal with competitive intelligence within their companies. (In German) Selgas, Anne. CI in todays corporate environment. (Kodak) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Sell, Suzanne. Ci and customer research = powerful decision making. (Poster session) (MarketPower) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The customer is always right. Discover how integrating customer research into your CI can lead to a more complete understanding of the market, your competitive position, and emerging opportunities. Sellery Stephen. Forecasting competitive pricing. (FIND/SPV) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Senkiw, Roman. Use of commercial intelligence by subnational government retention and attraction programs. (Ontario Ministry) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Serpa, Luis. Business intelligence theory: trends and questions for future research (Banc do Brasil SA). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Serres, J. Business and technology for kings. (w Marti) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002.

Seth, Sanjay Introduction to psycho-metric research intelligence and visual data intelligence. (workshop) SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Smart organizations use customer-based competitive intelligencegathering methods to monitor latent emotional and psychological factors that cause customers to switch to competitors. Participants will learn how to "fix" the common weakness of survey research by using psychometric tools and techniques. Anyone involved in conducting or use results of any kind of questionnaire based survey research, would benefit significantly and learn why results of traditional surveys of customers, employees, competitors, and brands are not effective.
Seth, Sanjay. Knowledge-Coach Beyond Competitive Intelligence Gathering, ( Lecturer, KnowledgeCoach). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. In the era of Web 2.0, a CI consultant/practitioner can act as a Knowledge-Coach. CI professionals could learn new framework and then teach others how a system for converting information into knowledge, in various areas of life including business, profession, health, education etc., can be developed. By acting as a KnowledgeCoach, information encounterers could be helped to become super-encounterers

Settecase, Michelle The cultural adoption model an internal benchmarking approach for CI. ( w Meeker) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Have you tried to tell your organization that the CI unit is effective? Have you had trouble identifying your progress internally to document that effectiveness? Here's one approach that may help. The Cultural Adoption Model is designed to help internal CI units benchmark their effectiveness in changing or becoming part of the culture of their organization. This model can be used not only for the unit to identify new areas of the organization to work upon in establishing champions, increasing collection efforts as well as internal projects to support that area of business. This model also helps the organization and CI management understand the progress made in acculturating CI into its systems and approaches. When used with other measurements, this model is highly effective and accurate in demonstrating the value of CI to the organization using the organization's own actions as evidence. Based upon 5 dimensions with 5 stages, the model is easy to use and has been proven in the field at all levels of dynamic organizations. This presentation will not only give participants an opportunity to walk through and learn to utilize the system, but will also cover the supporting materials that go along with the model, including the action steps needed for each category and dimension, suggestions for tying the model to other metrics and discussions of how the model was and is being used at Ernst & Young and Cap Gemini Ernst & Young. Settlecase, Michelle, There is more on campus than ivy and athletics. (Kent State) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Learn how to use your local, regional, and national universities and colleges as resources and networks for improving competitive intelligence. Find out how to develop relationships with faculty and staff members that will expand your resource list, be it for your industry or a specific geographic region. Youll take home general tips on the types of secondary and other sources available, along with pointers on how to enhance both collection and analysis through what you can learn from students individually or from entire courses. And, youll hear how academics and educational institutions can be strong extensions of a CI unit or process. Settecase, Michelle Using existing networks to enhance the CI effort. (workshop) (Kent State) with Meeker, Colleen. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004 Participants in this workshop will develop integrated networking plans and skill sets through hands on exercises and executive briefing style discussions. Partnering across the organization, regardless of size or complexity, enhances competitive intelligence. Because CI is so deeply enriched by the identification and collaboration of networks, capturing the energy and synergy within communities is vital to the success of a CI effort. It is also the best value for internal consulting and service to the organization as a whole. Sgalari, Giorgia. Implementation of Technological Competitive Analysis at Pirelli Tyre: Key Activities and Lessons Learned, (Competitive Analyst and Open Innovation Manager, Pirelli Tyre). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The key activities and the main lessons learned during the development phase (the implementation started ex nihilo only 5 years ago) will be presented. Some technical aspects will be mentioned, as well as the methodologies used to increase the value added by the service as well as the company recognition. In the specific context of a medium-sized, strongly centralized company which roots its Competitive Advantage on the high technical content of its products, the CTI has revealed its usefulness even when performed with limited resources fully company integrated as testified by various indicators. Further developments of the function with integration of other aspects of Competitive Analysis will also be mentioned. In particular the natural extension of CTI throughout the supply chain value will be exemplified in case of global companies confronting the challenge of new markets. Shah, Hemant, Wall street analyst as a source for CTI. (workshop) ( w Lea, Sammon) Competitive nd Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. Shaker, Steven. CI: the next generation. (WarRoom Research) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Shaker, Steven The quarterback technique: collecting intelligence at conferences. (workshop) with Kardulias George. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Shaker, Steven War rooms and fire drills: fast and furious CI. (Evidence Based Research) (with th Richardson) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. How do you address critical intelligence questions on short notice? More importantly, how do you identify and evaluate potential threats before they become critical to your business? Having an effective early warning capability is becoming increasingly important in today's complex and changing world. Early warning systems can alert organizations to the indications of technology developments, corporate mergers, acquisitions, partnerships and alliances, regulatory changes, and other important events. The session will begin with an interactive presentation on early warning methodologies and systems and how they can be applied to a wide array of competitive intelligence applications, leading to early warning systems in action. Sharp, Seena. The competitive advantage of foresight: new techniques for detecting market trends and shifts (Sharp Information) SCIP Annual conference: Chicago, IL, March 25-28, 1998.

Sharp, Seena. Data development and analysis hard vs soft information. (Sharp Info) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Sharp, Seena, Effective marketing frameworks lead to outstanding results, (workshop) (w Kerr) Sales and Marketing Intelligence Symposium, Marriott Ohare, Chicago, June 10-11, 1999. Sharp, Seena. Fine-Tune Your Radar: Discover Growth Opportunities Hidden in CI. (principal, Sharp Market Intelligence) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The big question for business is Whats next?. With the right techniques, you can become the visionary in your organization, the one who spots growth opportunities that are not on anyone elses radar. Successful companies seek answers to such questions as Where are the growth opportunities for my industry? Are there customers who dont fit our target profile? How can we leverage our capabilities and repackage our current offering for an alternative purpose? and Are there different distribution channels that are acceptable to our customers? You can uncover this kind of strategic intelligence if you use techniques that capture an unpredictable world. Learn why contradictory, unconventional, weird, and silly information is worth pursuing. Learn about successful ideas you can adapt (not copy!) from other industries. Learn about customers who arent recognized by your company but are buying your products or services instead of being ignored, they could be the basis of a niche market. You need new, better techniques that fit a changing business environment. This session will change your thinking, challenge industry assumptions, and help you develop creative ideas about what your company can do today to seize opportunities and grow with less risk. Sharp, Seena. How to predict, prepare, and profit from change. (Sharp Information ) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Sharp, Seena. Missed warning signals. Workshop. (Sharp Market Intelligence) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. On a daily basis we see headlines of Missed Warning Signals - indicators that were ignored, underestimated, or not recognized. There's no reason for companies to be surprised or blindsided, and in this fast-paced, provocative session you will learn about more effective techniques to overcome the shocks that business reality produces. While no one can predict the future, it is imperative that CI professionals incorporate foresight into their analysis. In this workshop, you will learn about: the early warning signs of market shifts and trends; alternative uses for your product or service; customers you don't know about and don't market to because they don't fit your target profile; different distribution channels; customers' constantly changing demands; unconventional resources for capturing hints and clues; and why focusing on competitors is dangerous. Seize the competitive advantage of foresight by learning today what your competitors will discover tomorrow Sharp, Seena. Predictive CI: gain the edge in a changing marketplace. (workshop) (Sharp Information) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Sharp. Seena. Predictive market intelligence: seize the competitive advantage of foresight. Workshop. th SCIP Europe 5 London, UK. October 25-26, 2000. Nobody can predict the future, but CI professionals have to try. Simply reporting on what other firms are currently doing dooms a company to forever playing catch-up with more astute competitors. Historical information can build a foundation of understanding, but cannot support expansive, future-focused perspectives. CI analysis without foresight is simply insufficient Sharp, Seena Surviving in weird times: learn early warning signs of reality. Workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Sharp, Seena. Swear off the hard stuff: how soft information is changing CI. (Sharp Information th Research). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Sheen, Gary. Case Study in Organizational Issues.(Market Intelligence Manager, Post Office Ltd.) with Airey, Lexi. (Head of Market Intelligence and Complaints Analysis, Post Office Ltd). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Case study: How Post Office Ltd built from scratch a competitive and market intelligence team that has continued to grow in size over the last four years despite organizational down-sizing. Post Office Ltd is one of the largest retail networks in Europe and serves 24 million customers per week. The market and competitor remit covers all of Post Office Ltds business areas including their full financial services and travel portfolio, telecoms, government and mails strands. Shelfer, Katherine Strategic planning: identifying, developing, and deploying successful CI systems. (Drexel University) and June Verner. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. When developing a comprehensive CI system, organizations can't afford mistakes. Minimize your challenges by learning from professors at the school ranked by U.S. News and World Report as the best for the study of information systems. Understand their five-stage development process employing techniques such as gap and stakeholder analysis.

Shemwell, Scott. Structural modeling techniques for analyzing market dynamics. (Halliburton energy). SCIP annual st conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Shen, Xiao-Yan. Drowning in data. (with whitfield, cahill) (Strategic Research/Analyst Relations Program th Manager, Hewlett-Packard) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Many businesses are drowning in data, but starved for insight. New technologies such as XML, Semantic Web, and unstructured data mining promise to improve our collection efforts, but are they delivering on that promise? This moderated panel discussion will bring together CI practitioners and service providers to discuss the current state of technologies for secondary data collection, management, and dissemination. Attendees will have the opportunity to ask questions, share best practices, and stimulate additional debate. Sherman, Jeremy. Intellectual asset management: from information to intellectual property to profit. (Adaptive Strategies) (with Fine) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 Global companies in every industry are focusing on intellectual assets to increase top-line revenue, reduce bottom-line expenses, improve business processes, and increase competitive advantage. This session looks at the goals, strategies and tactics of intellectual asset management, with specific emphasis on the leadership role of CI professionals in developing a strategic approach that will make the most of their organization's valuable intellectual capital. We discuss the interdisciplinary convergence of business, legal, R&D, HR, finance, marketing, sales and technological expertise needed to identify intellectual assets, uncover hidden value, and create new assets that capitalize on market opportunities. Each component of the intellectual asset value creation process is described with real-world examples of how a company can capture more intellectual assets, protect them better and get maximum advantage from them, and also demonstrate a larger IP portfolio. We will work with case studies that bring to life the challenging quest for optimum intellectual asset value and management. Shopalovich, Gwyneth. A CI function your sales force will love. (Strategic Product Manager, Tyco Safety Products) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Your sales force is a natural customer for CI, and a very appreciative one. They're also a good source of industry and competitor intelligence. In this session, a case study will show how a successful sales-centric CI operation was established at Tyco Safety Products, a large manufacturer with a technical product line. Find out how to tap into sales force knowledge by providing them with relevant and actionable CI. See how the intelligence you provide can be easy to use, easy to access, on-going and how it can help the sales force close more business, at better margins. Siconolfi, Leslie. Managing a strategic Global project: the impact of agency selection on successful outcomes. (hoffman-Laroche) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. The pressure is on! Managing a complex global CI project with critical ramifications for your company is an enormous challenge, even under ideal circumstances. And what are the chances that circumstances will EVER be ideal? Selecting the wrong agency could mean disaster for your company and your credibility. Selecting the agency best suited for your project can lead to strategy best applied against your competitor. How do you engage and fully focus an agency for global CI projects? What motivates an agency to deliver? Does the agency REALLY have global capabilities? Are you prepared to negotiate, direct, support, let go, and get out of the way -- while always communicating? You must be confident enough in your selection to allow an agency to generate creative solutions that will contribute to successful project outcomes. Let's look at how to improve the odds in your favor and create a strategy to choose the right CI agency for delivery of credible, actionable results. Sienko, Dennis. Creating a new CI function where one did not previously exist. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Creating a new CI function involves understanding people and their most pressing needs. This session will examine how to get and how critical it is to obtain senior or executive management support. This needs to be done early in the process of setting-up CI, and, as a lone CI practitioner, you need everyone's help. We will examine techniques of how to get buy-in from the rest of your team, as well as techniques for trade shows and gaining visibility. We will also discuss how one needs to dismiss the notion of CI as being industrial espionage early-on. And why it is much better to just say no to ethical infringements as you will lose in the long-run and you can get the information you need without them. Being involved in strategic decision making is vital to maintaining a long-term, effective CI function, so the session will emphasize how you can maintain your visibility, stay within the realm of trusted executive advisors and get your role to be seen as vital to the health of the organization. Sim, Murray. Help make CI happen: tactical CI for energy companies. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Simon, Lothar Expert Talks: Knowledge management and CI tools. (Eidon Products and Services), SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Knowledge management and CI tools for Competitive Intelligence: Sharepoint et al. What to expect? Expert sessions are designed to provide you with an opportunity to exchange experiences with colleagues and to

address CI issues not covered in depth during the session presentations! Be prepared to contribute actively and passionately or simply enjoy the high calibre exchange of CI best practices. Simon, Neil; Emerging issues in competitive intelligence : advanced shared practices session. (Business development Group) with Fick, John. SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993 Simon, Neil, Emerging issues in competitor intelligence: professional shard practices. (workshop) and th Albert Blixt. SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Simon, Neil. Enhancing the role of competitive intelligence in your organization intermediate shared practices session. (Business Develop corp) with Fick, John. SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Simon, Neil, MI: the proactive ingredient for product development and sustainable advantage, (Business Development Group) ( w rothberg) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 1819, 2001 Simon, Neil, Self designing your business analysis process. (Business Development Group) (workshkop) Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 1113 November 1998. 2 4 This workshop is an overview of the A D Self-Design Organisation Model 1996, which can be used to design and implement business analysis processes. This model involves employees at all levels in the design and implementation of improvements, or establishing a new unit. The self-design aspect of this model will enable participants to develop strategies to implement change in their existing business analysis processes or establish a new unit, both of which will be more easily accepted and supported. Simon, Neil, Self designing your CI process. (workshop) (Business Development Group) SCIP Annual st conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Simon, Neil. Self designing your CI process. (workshop). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Simpson, Carol The process of persuasion: how to guide your audience to your point of view. (workshop) (Georgetown University) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Simpson, Helen. Convergence of market research, CRM and CI industries. (Director, IPSOS UK). SCIP 10th Annual European Summit, London, November 9-11, 2005 The knowledge economy is here: there is strong evidence that knowledge-creating activities are absorbing a higher proportion of firms expenditures and that knowledge, particularly of markets, customers, and competitors, are increasingly important assets for firms in their quest for growth. Firms recognize this and are converging their market research, competitive intelligence, CRM, and data-mining capabilities into multidisciplinary teams that provide an integrated and coherent source of insights to underpin innovation and create sustainable competitive advantage. The CI industry provides a key information input into a firms knowledge base but it is not the only input, nor is it a comprehensive source. This session presents a case study of the challenges and opportunities this convergence created for information suppliers to one of Australias employer association giants, Australian Business Limited, and the lessons other firms may need to heed as they embark down a similar path. Singh, Arjan. Human intelligence collection elicitation techniques. workshop (fuld) SCIP 8th European Conference, London, UK, October 22-24, 2003. This session will demonstrate how the backbone of any CI data collection is effectively organised: HUMINT. Through real life examples the audience will learn how to identify, approach, elicit and assess human sources, as well as learn how to check for creditability and reliability of such sources. Principles of elicitation psychology will be described as well as ethical do's and don'ts. Be prepared to actively participate in classroom exercises. Singh, Arjan. Intelligence technology: a consumers showcase key topic. (with Rothwell and Fuld) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Nearly everyone who has ever managed a corporate intelligence process needs to decide on which technology he or she will need. Most shopping is done with little information or with a limited set of knowledge. Approximately three years ago, Fuld & Company issued the first "Intelligence Software Report" to partly meet this need. This Forum is designed for the corporate consumer to compare and contrast several different software tools available in the CI marketplace. Each vendor will offer insights on each tool in a common forum with the goals pre-designed by Fuld to allow audience to make objective comparisons. This program will offer the SCIP participant to hear the latest trends, as well as have vendors describe their products so the corporate consumer can find the right tool to meet their intelligence needs
Singh, Arjan Opposition research: what politicaians can teach CI professionals about early warning. With Ed Payne.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn how CI is conducted in Political Campaigns. Understand how campaign staff prepares a candidate for the unexpected. Determine how you can use these techniques in your organization
Sitt, Axel. 18, 2002. Risk management and CI. SCIP Europe Conference, 7 , Brussels, Belgium, October 16In recent times risk management has become a major topic for senior executives. This lecture will concentrate on the potential utility of CI's joining forces with risk management. While the two topics may seem identical to CI professionals, they are not. They are complementary instruments to assure the survival of a company and improve its performance. After a brief introduction of current risk management issues and exploration of common objectives on the one hand and differences in approach and perspectives on the other, CI will be put into the context of a risk management system. CI may thereby both take advantage of the methodologies used by risk management and capture some of the current attention that risk management receives. Attendees will benefit from a broader perspective that helps to pursue opportunities more effectively. Skryzowski, Lauren. Building a CI network from scratch. (ChoicePoint) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. This presentation will demonstrate the methods and strategies you need to build an effective company-wide CI network and develop relevant CI tools from scratch. Regardless of your educational background and business experience, you can develop and sustain a CI program using some basic tactics. Since a good CI program relies on effective communication between all levels in an organization, the presentation will also address ways to improve the communication of your intelligence and the manner in which you interact with various divisions of your company. Skryzowski, Lauren;. Uncovering the data jewels in the rought and how to make them shine. (Sun Microsystems) with Brown, Scott. SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Do you have any templates for CI reports or presentations? is a commonly-asked question at SCIP conferences. This is your chance to learn how to open the door to hidden data sources and find the secret gems inside your organization. Build the intelligence dissemination structure that showcases your treasures in a way to win the buy-in of your audience. This presentation will discuss step-by-step methods to find, organize, and present competitive information to four audience levels: executive, middle management, product teams, and sales teams. Slayden, Kevin. Benchmarking R&D. (Kaiser Associates). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Slayton, Paul. CI Lessons from the Silver Screen, Part Deux. (market intelligence manager, IBM) SAP SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In southern California, just down the road from Hollywood, it is instructive (and fun!) to look at how Hollywood portrays competitive intelligence both the practice and the professionals in films. From Henry Fonda in Battle of the Bulge and Julia Roberts in Erin Brockovich to Nemo and Harry Potter, Hollywood has been capturing the intelligence process on film for many decades. Some portrayals are accurate and represent realworld best practices, but even unrealistic portrayals of competitive intelligence (e.g., the James Bond series) can teach us something. This follow-on to the highly rated SCIP03 presentation will use new examples from the cinema to show how to ethically collect, synthesize, and defend qualitative intelligence in a business context, using the traditional intelligence cycle as a point of reference. Slayton, Paul The good, the bad and the Ugly: CI lessons from the silver screen. (IBM) (With Sperger) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. From Henry Fonda in Battle of the Bulge to Alec Baldwin in The Hunt for Red October and Julia Roberts in Erin Brockovich, Hollywood has been capturing the intelligence process on film for decades. This presentation will use examples from the cinema to demonstrate ethical collection, analysis, and defense of qualitative intelligence in a business context, using the traditional intelligence cycle as a point of reference Smart, Richard. Analysis and creativity in strategic intelligence. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. It is always a challenge setting up an intelligence function - Richard Smart's experience relates specifically to Strategic Intelligence in a Strategic Development Department at Pfizer (UK). This presentation reviews what it felt like for the first eighteen months and the progress made. More important for the intelligence practitioner, it looks at the tools and techniques that have proved useful and those that just have not worked in a practical manner. The review will cover STEPPLE and stakeholder analysis, rich pictures and SODA, scenario planning, competitor analysis, shadow plans and war gaming. The speaker sees intelligence analysis and interpretation both as an analytical and creative exercise. Smart, Richard. Strategic environmental analysis and intelligence. Pfizer, with Hargreaves. SCIP 8th European Conference, London, UK, October 22-24, 2003. Pfizer (UK) as part of its strategy planning process carries out ongoing evaluation of its changing business environment. Richard Smart (Senior Manager in Strategic Development) and Dr Ruth Hargreaves (Category
th th

Medical Manager) conducted a review of this process with their key internal customers at a series of workshops. The resulting analysis was presented by the use of interactive mind mapping technology to communicate the research to the internal customers in an easily assimilated manner. Smith, Celeste. Building the perfect beast: establishing a competitive analysis organization. (AT&T) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Smith, David. Mining Lawsuit Filings for Competitive Advantage, (research analyst, Hogan and Hartson LLP) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In 2006, more than 335,000 civil lawsuits were filed in the federal court system. This presentation provides insight into mining this valuable resource for competitive advantage. The discussion begins with a survey of case search tools, such as PACER, Courtlink, CourtExpress, and the web. Mary and David will give examples using these tools to find cases by company or topic; the discussion will include a critique, as the search tools vary widely in cost, complexity, and search capabilities. By researching these filings, participants can gain significant competitive advantage, such as insight into their competition's operations or holdings, or the ability to locate industry experts. The presentation will also demonstrate ways to leverage information across numerous filings to identify trends and possible liabilities. This will include a survey of CI reports offered by Westlaw and Lexis. The presenters will describe several tools that monitor courts for new cases or that monitor cases for new materials. Smith, Jaime. The Emergence and Uniqueness of Competitive Intelligence in France, (Lecturer, ESC Rennes School of Business). Co-Presenter: Leila Kossou, PH.D. Student,, Brest Management Institute of the University of Bretagne). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Country reports on Competitive Intelligence have been numerous in Europe, but this presumably is the first English language review of French practices. The French paradigm has been slow to emerge, but by 2007 the government initiatives, support organizations, and company practices had raised Competitive Intelligence out of its niche. A review of the origins and emergence of Competitive Intelligence in France reveals a unique approach notable for government initiatives, the role of the Chambers of Commerce and Industry, and Regional Intelligence programs. State involvement in Competitive Intelligence reached a watershed in 2003 with the nomination of an inter-ministerial coordinator known as the High Representative for Competitive Intelligence. The CI projects discussed in this presentation are largely unique in that they represent extensions of French public and private initiatives. The cultural identity and national patriotic spirit have left their impact on CI in France and its historical development. In that sense it is not a model to be replicated but rather an example for other countries to examine and perhaps in part to follow. Smith, Judith, Currency of information and its importance, (Robert Gordon Univ) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Smith, Judith. Current search technologies on the internet and their success in the world of CI. (Robert st Gordon University) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Smith, Michael, An intelligent use of intelligence for Americas commercial expert interest. (SJS Adv. Strategies) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Smith, Vincent. Technological competitive intelligence. (workshop). SCIP Annual conference: Keeping th apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Smith, Vincent. Technology indicators for assessing global corporate performance. (CHI Research) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Sodt, James Assessing internet search engines as CI spring boards for disruptive technologies. (Susquehanna University; and Daniel OConnor. Rutgers University), SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Disruptive technologies are among the most dangerous strategic threats a company can encounter. Learn how Internet search engines are tools for identifying and tracking developments in two disruptive technologies: quantum computing and search engines themselves. Sonal, Asish. E-platforms in Emerging Economies, (CEO, Orkash Services Pvt Ltd). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. A major characteristic of emerging market economies, from a CI point of view, is a general lack of reliable sources of information, cultural complexities, and changing soci-economic dynamics. While experiencing high growth, a large number of business sectors in these economies are either immature or yet evolving. On one side these issues tend to create major challenges in finding information, interpretation and validation, and on the other, business decisions of competitor are often based on as diverse inputs as rumors to questionable influence on policy and political decision-making. The presenter has provided intelligence and risk management solutions to international and local corporations for many years in India. This presentation would showcase an interdisciplinary approach to CI for emerging markets, built around three distinct disciplines:

Speh, Marcus. Knowledge management and CI future perspectives. (Shell) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. It can be argued that CI and KM are two sides of the same coin, both of them disciplines on whom the success in the new economy fundamentally depends. Dr. Speh will discuss a future in which existing business organizations will absorb KM, while CI remains a specialized discipline with a distinct professional flavor. However, the increased awareness of industry for sharing and using knowledge, brought about by the great interest and activity around KM, will change the practice of CI forever.Dr. Speh will outline what the future holds for the two disciplines of CI and KM, and how you can ensure job security in the ever-changing world of intelligence. Sperger, Michael, Calculating the net worth of your newsletter. IBM. (W Berry) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Newsletters are not always sexy, but they can serve as the centerpiece of an effective event-driven intelligence program. This presentation will discuss valid reasons for creating or perpetuating a newsletter deliverable. It will also provide a framework for evaluating ROI derived from newsletter efforts, options for improving an existing event-driven program, and best practices for newsletter development at both strategic and tactical levels. Included in the presentation is a scorecard approach to validating a newsletter program, which will provide the CI practitioner with a decision tree for creating or continuing a newsletter program, and help determine whether to commit internal resources to its production, or to outsource the work. Our goal is to help participants transform their event-driven intelligence from a mundane repetition of facts to an exciting catalyst for effective decision making. Sperger, Michael. Case competition finals. (with Rosenkrans, Herring, Wing and Sandman) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. SCIP celebrates its 20th anniversary with its first-ever Case Competition for analysts. In this session, hear live briefings from the top five teams in the competition, as they present their findings and recommendations to a panel of CI legends and experts. The winners from the finals will be announced during Day Two of the main conference, and will present their briefing once more at the SCIP general session. Expect the finals to be full of top-shelf analysis from the teams and challenging questions from the panel. Attendees will also have an opportunity to ask questions of each team. Sperger, Michael. From zero to insights in three hours. (workshop) (IBM Global Services) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. On the first day of a new assignment, your boss calls at 9:00 a.m. and wants you to brief her on a key competitor - at noon. You've never heard of the company before. Where do you begin? What do you focus on? This hands-on workshop offers practical training for performing fast, accurate assessments of competitors, from initial research to the in-person briefing or teleconference. CI vendors will provide real-world research materials for the exercise, and outside executives from the Chicago area will attend the final briefing to lend an air of authenticity. This session is ideal for new CI practitioners working in complex competitive environments. Attendees will come away with practical experience as well as a formal methodology to guide future efforts. Sperger, Michael. From zero to insights in three hours. (workshop) (IBM) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. On the first day of a new assignment, your boss calls at 9:00am and wants you to brief her on a key competitor at noon. Youve never heard of the company before. Where do you begin? What do you focus on? This handson workshop offers practical training for performing fast, accurate assessments of competitors, from initial research to the in-person briefing or teleconference. CI vendors will provide real-world research materials for the exercise, and outside executives from the Boston area will attend the final briefing to lend an air of authenticity. This session is ideal for new CI practitioners working in complex competitive environments. Attendees will come away with practical experience as well as a formal methodology to guide future efforts. Sperger, Michael. The good, the bad and the Ugly: CI lessons from the silver screen. (IBM) (With Slayton) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. From Henry Fonda in Battle of the Bulge to Alec Baldwin in The Hunt for Red October and Julia Roberts in Erin Brockovich, Hollywood has been capturing the intelligence process on film for decades. This presentation will use examples from the cinema to demonstrate ethical collection, analysis, and defense of qualitative intelligence in a business context, using the traditional intelligence cycle as a point of reference. Sperger, Michael. Marshalling resources for the intelligence function. (Director, SAP). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Securing resource commitments for the intelligence function is one of the most important responsibilities of the CI manager. Managers must learn how to acquire funding and talent, often in budget-constrained environments, to support the intelligence requirements of the business. These skills, while vital, are often quite different from the skills that distinguish a successful CI analyst. This session will discuss issues of budgeting, recruiting, and salesmanship that are universal to all CI functions, regardless of size or organizational location. Sperger, Michael. One if by Land: Early Warning in Maturing Industries, Half-Day Workshop (Senior Market Intelligence Specialist, IBM Global Services). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006.
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The year is 1968, and you are the CEO of General Motors. Your mighty firm is 40 years away from the brink of collapse. In the U.S. domestic market, a Japanese company has just started selling an ugly duckling called the Toyota Corolla. Knowing what you know today, would you do anything differently? This interactive workshop will give attendees an opportunity to explore the stormy relationship between insights and action. Beginning with a discussion of how the basis of competition changes as industries move from formation to terminal growth, we will explore several historical cases that illustrate common problems for incumbent competitors, such as how to respond to new competitors with lower cost structures. Cases will be drawn from manufacturing, transportation and logistics, pharmaceuticals, and information technology. The workshop will then move into a scenario exercise involving all attendees. Based on extensive research, teams will re-enact the roles of the major automakers from the 1960s through the 1990s, battling for market share and learning that. Attendees will leave the workshop with a new perspective on how to use competitive insights to compel executive action in a maturing industry. Spitzer, T. Quinn. Critical thinking to improve your strategic odds. (keynote) (Kepner-Tregoe) SCIP Annual conference: st Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Staker, James. Competitive benchmarking: what, why, and how. (workshop) (Strategic Planning Institute) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Stanat, Ruth. The challenge of global data collection. (SIS International Research) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. In the changing landscape of worldwide economies, the challenge of international data collection has become increasingly complex. You have just been given a new assignment to determine the global market and the current and potential competitors for the production of a new product, which is manufactured and sold in multiple markets throughout the world. Stanat, Ruth. How to find high quality information on overseas competition. (workshop) (SIS) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31April 2, 1993. Stara, Michael Financial services CI in the new economy (poster session). (East Coast Consulting Group; and Doug Hine. Deloitte & Touche). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Coping with a changing regulatory environment, merger activity, the e-commerce phenomenon, and increased global competition are just some of the challenges facing the CI professional today. This session will help practitioners in the financial services field better handle the stress of the New Economy. Steele, Robert. The CIO redefined: competitive intelligence officer. (workshop). SCIP Annual conference: th Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Steele, Robert. Strategic directions for national and corporate intelligence. SCIP Annual conference: th Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Steinhardt, Susan. Postcards from the leading edge: the good, the bad, and the ugly. (special presentation) with Kalb, Clifford; Lam. Alan; Selgas, Anne. (Sponsored by CB CI) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Stelman, Randy IBMs competitive information databases and platform. (IBM) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Stephens, Derek. Panel Presentation: Teaching Competitive Intelligence. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Stern, John. CI and the introduction of foreign business in Japan the experience of US information technology companies. (Asian Technology Information Program). SCIP annual conference: Global Competitive st Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Stevens, Gregory. CI in China: road blocks and solutions. (Strategc Analysis). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Stewart, Sue. Competitive intelligence at JC Penney Financial Services: the strategic marketing information system. (JC Penney)SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Stocks, Julian. Open dialogue: business intelligence in a multi-national organization. (Rettig Heating th Group) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. In this open session, attendees will have the opportunity to share their experiences in working for and with multinational organizations. The facilitator will also draw upon examples from Rettig, based in Helsinki. Discussion will include getting to better decision-making by understanding how Business Intelligence efforts are affected by the following factors: Organizational complexity, Product segmentation, Geographical coverage,

Supply chain length, Identification of key trends and drivers, Explosive growth in the number of information sources Stolte, John, Using local market analysis to identify profitable business opportunities, (with Friendly) (Allstate) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. Stone, Timothy. Producing relevant competitive intelligence for decision makers. Motorola. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Stone, Tim. Quality metrics and the linkage to intelligence. (Provizio) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. There are important lessons to be learned by CI professionals about the ways in which process quality concepts can be used to develop intelligence. Based on his experiences at Motorola, Tim Stone will describe how Six Sigma and similar quality initiatives can be used in the CI profession. Storms, Steve. Business ethics (key topic) (Weyerhauser) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 The role of Ethics as a discipline has risen to the top in the past year due to the shocking number of corporate scandals complete with tarnished executives. Confidence in the business community has plummeted. How can we ensure that our corporate policies and fellow executives maintain ethical business practices? Come join this emotionally charged discussion on the role of ethics in the new business order Storms, Steve. The role of CI in mergers and acquisitions (panel with Dishman, Palka). (Weyerhauser) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. After years of relative quiescence, analysts are predicting in increase in M&A activity in the coming years. Competitive Intelligence is an excellent tool to support corporate acquisition, divestment and partnering opportunities. Intelligence can be an integral part of the discovery and due diligence process and can help corporations investigate integration scenarios. Our panel of experts will provide guidance and answer questions on CI techniques that can support M&A activities. Storms, Steven; Managing the CI function: case studies and best practices. (Fehringer, Dale Visa/Weyerhouser/ Gleason, Martha, BCBS FL) SCIP2007 annual conference, Marriott Marquis New York, April 30-May 2, 2007. Stott, Mark. Interpreting the global business press (Motorola) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Stotter, James. Using economics in CI. (workshop) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Stulb, David Maintaining global competitive advantage through intelligence gathering: the age of the CI st Executive. (Price Waterhouse) and Whyte, Lindsey. SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Sturtzel, Anke. Management of competitive information within a global company. (DaimlerChrysler st th Aerospace) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Sugawara, Tsutomu. Capture the market with strategic information products: how Japanese companies use CI. st (I3 International). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Sulzberger, Markus, CIB: a new management tool in modern global banking. (Senior Vice President, Union Bank of st Switzerland). SCIP in Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Susong. W. Michael. Globalizing intelligence best practices open forum. ( Fujitsu Network) SCIP Europe th Conference, 7 , Brussels, Belgium, October 16-18, 2002. Taking a phased approach; Transfer of ownership/sponsorship; Managing conflicts; Handling differences in culture; What are the breakthroughs; Identifying best practices in people, process, technology and content; Recruiting local champions Susong, W. Michael, Handmade intelligence for high tech SMI programs, (Fujitsu) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. You are charged with starting or reinvigorating a sales and marketing intelligence program. What are the intelligence priorities for supporting sales and marketing in a high technology company? What is the right balance between automation and the human touch in the intelligence cycle? Market research, customer intelligence, and technical analysis...how do you address each? How do you collect valuable intelligence from the sales teams without distracting them from their revenue targets? How does the intelligence team produce the deliverables that help win business in uncertain times? These questions, and more, will be addressed in this highly practical session

Swanson, Jennifer Critical paths in your CI professional development: a panel discussion. (fuld) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. What is a CI professional? This panel of four speakers will offer different visions of CI, based on their career path to date. The panel speakers represent four different aspects of CI practices: 1) veteran CI professional from corporate world; 2) young practitioner that graduated from a CI program; 3) veteran CI pro working as a consultant; and 4) long-time independent CI practitioner with own company. Aimed at the CI practitioner just starting a career or wanting to change paths, the panel of four women, most of whom are members of the Women's Leadership Council (WLC), will briefly give a quick review of their career and how they ended up where they are now. Then the panel, led by a moderator, will be open to questions and discussions about many different topics, including: a description of different working environments; the background and skills recommended to move up the CI ladder; pros and cons of different CI professional paths; the benefits of attending a CI/analysis program; and how to move into an analyst position. The ultimate goal is to offer an informal venue where CI professionals can explore different options as they develop their career. The WLC's goal is to show how membership in SCIP will benefit the CI professional as we move up the CI career ladder. Swanson, Jennifer. The morphing of CI. (Gartner Group) SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. CI professionals need to promote the growing importance of intelligence as it supports the overall corporate strategy and the management of knowledge. As the rest of the world catches up with what we have been telling them for years about the importance of CI, this is an opportunity to expand the horizons of CI and create a new and broader intelligence paradigm by the morphing of KM and BI. Swanson, Scott. Analyze This! Assessing Corporate Vulnerabilities, (Director Global CMI, SAP) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This session will stress the methods of identifying the vulnerabilities of today's global corporations to the hostile targeting of intellectual property, corporate employees, and physical proprietary property. These threats go outside internal security from an early warning perspective and can be a lower level interest to national intelligence agency priorities. Attendees will learn the basics of conducting evaluations in order to develop a threat assessment; analysis of current capabilities to mitigate the identified threats; and prepare a formal vulnerability assessment. Swanson, Scott. Avoiding the taboo of pricing intelligence. (Oracle) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. In an ever-changing marketplace, keeping abreast of competitors and their offerings is a daunting task, and their pricing or licensing models can be even more so. Obtaining pricing information is often considered particularly complex because of proprietary intellectual property and non-disclosure agreements. Here is your chance to learn solid legal and ethical ways to obtain the pricing intelligence you need for guiding corporate leaderships decision making strategy or providing tactical insight for sales representatives. Swanson, Scott. What is the question? Defining user needs. (Director Global Business Intelligence Oracle) SCIP05 th 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Has this ever happened to you? You get an intelligence request, you do a bang-up job completing it, then the requester says it's missing detail or missed the objective altogether? It's happened to most of us, and there are ways to avoid it in the future. This session looks at assessing needs and defining requirements for less specific Indications & Warning ( I&W) analysis that seem to go outside of Key Intelligence Topics (KITs) and Questions (KIQs). It is focused on improving the initial process of needs definition and understanding key components, thereby building a more solid framework for the intelligence project. We will study models of I &W intelligence requirements definition from corporate and government intelligence practices. You will learn how improved communication and better deliverables can save resources and cause fewer frustrations. Swartz, Jeff. Beyond CI: Best Practices in Competitive Response, (CEO, Current Analysis, Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. With competitive pressures increasing across all industries, simply having access to competitive information is not sufficient to effectively chart a course to success. Companies must adapt by infusing competitive awareness throughout their organization, and into every business process that deals with customers and products. The cycle of gathering external information, analyzing it, determining an optimal response, and then engaging the business to execute, is called the competitive response lifecycle, and it is a critical process for companies of all sizes to understand. The concept of competitive response will be introduced and best practices shared from current examples in leading companies. Sweeney, John. Breaking New Ground with CI, (Managing Director, CIC Inc.) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. The benefits of practicing CI in the well-worn marketing and strategic planning have long been acknowledged. The use of profiles, market studies, intranets and analysis tools are firmly entrenched in mature companies with an established market share. For CI practitioners opportunites exist to apply tools and techniques to other parts of the business value chain. Using practical examples and case studies the paper outlines a few of the more obscure areas for the practice of CI and assesses its impact
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Szady, David. Industry and FBI partnership for counterintelligence, (Assistant Director of th Counterintelligence, FBI) (with Musser) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Protection of critical information from foreign countries and companies is vital to our security. The FBI is refocusing its counterintelligence resources to protect businesses and academia from this economic espionage threat. Through a new partnership program, the FBI is expanding its relationship with the business sector to increase awareness, training and develop countermeasures. The details of this new initiative will be premiered to the private sector at the SCIP conference.

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Tait, Bob. Discovering value in CI, KM, and e-business. (workshop) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Arlington VA, March 27-30, 1996. Tait, Bob, Adapting CTI design to the real world fitting program structure to the firm, (w Herring, Luca) (Shell) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Tarlin, Jonathan. CI for Fun and Profit in the Federal Market, (Vice President and CKO, ifour LLC). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Companies selling into the federal market are faced with a myriad of challenges and opportunities impacting the market and competitive landscape. Shifting government priorities driven by political and economic events, mergers and acquisitions, maturing commercial technology markets, and technology innovation change the way government contractors need think about themselves, their customers, and competitors. Competitive and market intelligence techniques, sources, and methods must adapt to this evolving landscape. Shifting customer priorities mean that companies must have processes in place to understand the underlying forces and track, predict, and shape government agency requirements. The dynamics of mergers and acquisitions, as well as teaming, increase the complexity in defining the competitive environment and developing appropriate strategies. At the same time, maturing commercial technology markets have drawn new players into the federal marketplace as these companies attempt to diversify their revenue streams at the expense of incumbents. Finally, evolving and disruptive technologies need to be considered in the context of the government customer and how they will impact the competitive landscape. Taylor, Hamish. Achieving breakthrough strategies (keynote). SCIP 11 European CI Summit, London UK, October 18-20, 2006. Hamish Taylor, has a CV that includes leadership positions at some of the worlds greatest brands including: Proctor & Gamble, PriceWaterhouse, British Airways, Eurostar, and Sainsburys. Mr. Taylor brings a unique perspective on how successful organizations achieve breakthroughs by looking outside their current environment. Tena, Joaquin. Anticipate Your Competitive Intelligence Landscape Using an Early Warning Process: Three Case Studies, (associate professor, University of Pompeu Fabra;co-Presenter: Comai, Alessandro). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Anticipation is an essential key to strategy. Any proactive intelligence process should incorporate advanced analysis techniques that can define the risky terrain of the business landscape. Strategic environmental analysis is a tool for ascertaining what is happening in the context that is relevant to the firm. Its main objective is to help anticipate the future and encourage the decisions that are most likely to lead to success. This session is aimed at experts as well as a wider audience interested in understanding the benefits of building an early warning system and how it works in practice. Three case studies are used to illustrate such a system. Tena, Joaquin. CI in Europe: a critical perspective (panel) (with wright, michaeli, hedin, hirvensalo Belkine) th SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Led by reputable CI professionals representing six European countries, this panel will discuss basic issues concerning the perception, practice and application of the CI discipline in their respective countries. The ultimate question of, "do we all perceive, practice and apply CI in the same fashion?", will be the focus of discussion. Both the Panel and audience will be challenged to explore uniformity in the way Europeans relate to CI and the practical consequences emanating from varying national perspectives. An open debate will allow attendees to question the panel, raise their own views, support or object. Tena, Joaquin. Focused versus Unfocused Early Warnings, (Associate Professor, University of Pompeu Fabra). With Comai, Alessandro (Associate Professor, University of Pompeu Fabra). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Global and technological firms are facing a new challenge consisting of detecting opportunities and threats from every single angle of the environment. If you are aware that potential issues may come soon and affect your environment, then you are prepared to utilize the unfocused Early Warning. This presentation will demonstrate how important it is to combine a focused and an unfocused early warning, and how to apply several techniques and tools. It also presents several tips and tricks for building a successful early warning system according to your organization style and culture. Some short case studies of companies will also be presented. Tessun, Franz. Common CI mistakes to avoid open forum. Subject expert. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Lack of sponsorship; Little feedback; Prioritising; Lack of dedicated budget and resources; Over emphasis on technology solutions; Differentiation from corporate library; Disconnected activity; Lack of visibility
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Tessun, Franz. A new approach for supporting key decision makers. (keynote) (Daimler-Benz). SCIP rd European Conference, 3 annual, Hotel Steingenberger, Berlin, 11-13 November 1998. Tessum, Franz Scenario analysis and CTI. (VP MR Daimler Benz Aerospace) (with MacCoshe) SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Tessun, Franz. Scenario analysis and early warning system within Daimler-Benz Aerospace. (DaimlerBenz) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997 Tessun, Franz. Scenario planning and early warning. Workshop. (FT&T) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. It is becoming more and more difficult to work out future strategies for the industry since the dynamism of the political, economic, social and technological environment has increased dramatically and is still increasing. When decisions are to be made with effects reaching far into the future, there are at the same time many uncertainties about the development of relevant factors in the surrounding fields. Still, staging the future is one of the main management tasks. When you empirically derive some influencing factors that can be projected into the future via scenarios, the enterprise is able to discuss different possible strategies, opportunities and risks in a very systematic way. Texier, Philippe. Benchmarking the publishing business on information networks for CI. (Air Liquide) SCIP Europe th Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. Information to alert is vital to Industrial companies for differentiation within a highly competitive environment. Investigation (Intelligence) is a key strategic factor to Industrial companies for supporting decisions in a fast changing worldwide operation theater. Alert and Investigation are common practices for Publishing business (News agencies, Press) since more than 2 centuries. A given experience of benchmarking Thieke, Diane, Using CI to close more deals how knowledge transfer between CI and sales and marketing fuels both sales and business decisions, (Factiva) (w deSouza) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Thieme, Jens Centralization of market and competitive intelligence: challenges, obstacles, path to success. (Global head of market and competitive intelligence, Ciba Specialty Chemicals). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. In an effort to answer the call for increased global competitiveness many corporations consider improved integration of competitive intelligence into their decision processes. However, since information, knowledge, data and intelligence have always been the base for any decision by senior managers and executives many organizations struggle to recognize the need for radical change. This session reflects on the experience and progress made at a multinational company to fight fragmentation, uncontrolled spending and inefficient use of information and intelligence. It focuses on the obstacles that were overcome, the buy-in that was created, support granted and some tactics applied that helped to align the organization behind this new idea to harmonize market and competitive intelligence. Thomas, Charles. Future tense: using scenario-based planning to relax in the face of uncertainty. (workshop) SCIP st annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997. Thomas, James Communication of CTI results (Battelle) with Wright, SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Thomas-Ward, Constance. A journalists approach to competitive knowledge management at International congresses and conferences. (Hoffman-La Roche). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Thome, Michael. Financial statement analysis for the non-financial CI practioner. (Rockwell) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Thompson, Joe Competitive culture: three ideas from the arts. (Mass Museum Contemporary Art) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. The business of the arts has become immensely complex. As exhibitions and performances have become content and as cultural institutions have assumed a vast programmatic range (from restaurants and retail to concert halls and community centers), the culture of culture has changed dramatically. Picking up trends in culture and packaging them for the public requires a uniquely sensitive set of antenna in the marketplace of ideas. Heres how one museum director looks out three years. Get the inside scoop on the competitive environment of the arts today. Tiri, Anna Maria. Developing global business intelligence operations: exploring the Uponor Oyj case. Novintel Oy. th (with Vilhunen) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. This session presents a case study of how the current business intelligence (BI) function was systematically developed and launched in a large global company. Uponor's Business Intelligence supports the group management and facilitates both operative and strategic decision-making. Its systematic BI approach, which
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included developing an analytical business intelligence portal, was introduced in 2002-2004 and is now closely linked to every day decision-making, with even the very top management actively using its services.The presentation highlights the key lessons learned while systematically developing and launching a business intelligence function and presents future development paths. It includes how BI functions can be developed as group-wide functions in global companies and how BI can be integrated into decision-making. Toivonen, Barbara. CSI: competitive sales intelligence. (workshop) (SBC Communications)(with Johnson) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. One of the very best ways to demonstrate value with Competitive Intelligence is to drive sales. Sales intelligence has excellent ROI, and can help CI become a key component of your company's future success. Good CI is a critical tool in every phase of the sales process including lead generation, mapping the decision process, facilitating the decision, closing sales and learning how to successfully repeat the process. This workshop will focus on the unique brand of CI that is needed to support sales. Salespersons are rarely tolerant of distractions from the corporate offices requesting information. You will look at the unique requirements of different kinds of sales teams and develop a personalized template analyzing their sales organization and industry. In addition, you will learn techniques for developing good long-term relationships with sales to identify and meet their needs as well as enlisting their help and developing good win/loss data. We will also work on ways to disseminate your CI so that the sales force can get the maximum benefit from your research investment. Toren, Peter Competitive and counterintelligence in an age of risk. (Partner Sidley Austin) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 In recent years a number of state and federal laws have been enacted which create legal obligations and present risks for the Financial Services community engaged in competitive and counterintelligence. This session will address the relevant state and federal laws and steps that companies can take to assure that their competitive and counterintelligence programs do not afoul of these laws. Trendelenburg, Oliver CI and strategic marketing in the pharmaceutial industry. (Schering AG / Bermudez, st th Eduardo Schering AG) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Trippe, Anthony. Text and Data Mining--Together at Last (Senior Scientist, CAS) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Many available techniques and tools allow analysts to take fielded (structured) data and perform statistical analysis. More recently, a great deal of excitement has been generated with regards to the analysis of textual (unstructured) data which exist in a variety of places and forms. A variety of approaches have developed to help organizations work with this type of data. Traditionally, these two forms of analysis would be performed separately, with little possibility for the value and strengths of these two approaches to be combined. New advances allow rigorous data mining elements such as bar charts and 2-D matrices to be used in conjunction with text mining elements, especially concept clustering and mapping. Newly developed tools allow analysts to generate interactive bar charts and matrices which are linked to one another and are also linked to a conceptbased landscape. These tools provide rapid insights into competitive intelligence questions not possible using data mining or text mining techniques individually. The individual strengths and value that each form of analysis possesses can now be used in combination to provide unique new analysis possibilities. Trotter, Stephen. Patent and Innovation Global Survey, (IP Consultant, Thomson Reuters Scientific). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Innovation is truly global and the competitive landscape is experiencing change - no longer is it sufficient to monitor competition in traditional markets such as Europe, US, and Japan because there are many emerging competitors appearing from further afield including China, India, South Korea, and Taiwan. This session will review global patenting trends, show techniques that can help you identify, monitor and stay ahead of competitors working close to your technology. The techniques will be demonstrated through case study examples. Tschirge, Oliver. Technical competitive benchmarking. (Team leader, DaimlerChrysler) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Tsuruoka, Kengo. Japanese/ North Asian e-commerce business models. (Netmining Japan; and John Quinn, Quinn International). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. As a major player in the New Economy, CI professionals need to understand Learn the background and development of e-commerce in Japan, the government's views on e-commerce, and the role Japan is playing in developing e-business in Asia. Tucotte, Frederic. How the new era of e-business can improve the use of CI. (poster session) (KPMG) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Business is becoming more virtual every day. Learn how e-business can help CI to prosper, and what challenges this new virtual world will present to your organization.
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Tuller, Flynt How to prove the value of CI through its impact on the bottom line. (Dir Mkt Intelligence, Metlife) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 Historically, one of the biggest challenges of competitive intelligence has been the measurement of its value or its ROI. Hard data is often difficult to come by in this area, but that shouldnt stop you from demonstrating the impact your CI function has on the bottom line. The trick is to use a variety of methods to prove to the powers that be that what you do matters, and that your enterprise would be at a disadvantage if they didnt have your CI services. Tyson, Kirk. Bottom line success: how to pull the complete CI process together for long-term survival and growth.(workshop) (The Perpetual Strategist; with McGonagle) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. CI units are often quick to get started, but slow to develop, and sometimes hard to sustain. Once past the first years of excitement and chaos, the CI unit and its personnel must look towards institutionalizing themselves and the entire CI process. At the same time, they must prepare to respond to changes in the firms competitive environment, in the way CI is conducted, and particularly to changes in the firm for which they work. Without such planning, CI units almost eventually become marginalized and vanish. Among the topics to be covered are: the evolve or die dilemma (Why you need to plan the development and institutionalization of the CI process), the most critical moments of a CI unit, the most common reasons CI units fail and how to avoid those traps, locating places where CI could fit in your organization now and in the future, and measuring CIs impact - how to measure the ROI of CI? Tyson, Kirk. CI includes customers too! (Kirk Tyson International). SCIP annual conference: Global st Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 2831, 1997. Even though the "ive" at the end of "competitive" suggests ongoing monitoring of all competitive forces in the market, many CI professionals continue to focus solely on competitors. Customers are too often forgotten or considered the exclusive territory of the sales group. As a result, important pieces of the CI jigsaw puzzle are missing and the resulting management decisions are not as complete as they could be. The presenter will discuss the need for continuous monitoring of customers to augment CI activities. Continuous customer intelligence augments ongoing customer satisfaction surveys by revealing more of the "truth." Case examples will illustrate: the HOW-TOs of conducting objective customer intelligence activities; how "loyalty" intelligence is often better than "satisfaction" intelligence; and how customer intelligence often results in more invitations to the offices of senior management. Tyson, Kirk. CI process development: what works? What doesnt? (workshop) (Kirk Tyson International) with Sienkiewicz, Jeffrey; Kuciunas, Todd. SCIP Annual conference: Knowledge-based strategies: surviving and thriving st in the 21 century. Chicago, IL, March 25-28, 1998. Tyson, Kirk. Conducting CI on privately held companies. Workshop. (Tyson Chicago) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. You've run the database searches and searched the Web. You've got nice information, but not much intelligence. For advanced practitioners as well as beginners, conducting CI on privately held companies can certainly be a challenge but they are NOT impossible! Through this highly interactive workshop, the presenter will demonstrate how to gather the most difficult-to-obtain information from privately held companies. In fact, he invites you to bring your most difficult problems to this workshop, and work together as a group to solve them. Tyson, Kirk. Focusing on Your Internal Customer to Maximize CI Success, (founder and consultant, Perpetual Strategist) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. By now, most companies have implemented some form of competitive intelligence, although with varying degrees of success. Unfortunately, some have developed a process that will not survive the next reorganization or budget cut. Continuous reengineering is necessary to keep the CI focus on scoring successes in the marketplace. Using concepts, practical how-tos, and a case study, Kirk will discuss how a renewed emphasis on the internal customer can turn CI activities into a value-added decision support process that links directly to strategic and tactical decision making. He will discuss issues to address, the necessity of creating a perpetual strategy mind-set, and the importance of people and relationships for long-term success. You will learn how to interview executives to determine their CI needs; how to determine what keeps them awake at night; how to interpret their unspoken words; how to counter the request for all information on all competitors; how to choose the right media (hard copy versus electronic); how to focus on the most important intelligence; how to link your intelligence to their decisions; and how to develop customer relationship management strategies for CI success Tyson, Kirk. Lessons from the experts (the practitioners!).(with DAnna Budd, VanLinden) (workshop) th (The Perpetual Strategist) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. After you have implemented your CI process, it is still evolving, and the "ideal" seems further and further away. There are one or two sticky problems that are keeping you from scoring the kinds of successes you know you're capable of. In this workshop, we invite you to bring your toughest problems, and we will work together as a group to solve them. Three practitioners, representing telecom, insurance and health care, will share their successes and failures as well as provide specific recommendations on how you can maximize your CI success.

Tyson, Kirk. Maximizing CI success: cutting through the fog. (Consultant, Perpetual Strategist) SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 Those new to CI, or those trying to develop the ideal CI process with virtually no staff, often have difficulty achieving true success. What starts out as a relatively simple process can quickly get distorted by unrealistic management expectations and too many of the latest/repackaged CI tools and techniques. With thousands of databases, a huge number of Web sources, dozens of analytical techniques, lots of software packages, and differing opinions among academics and consultants regarding best practices, it is no wonder that CI newbies and wannabes are confused. This presentation will show participants which activities will yield the maximum bang for the buck and will highlight the five most common problems in developing or fine-tuning the CI process. You will learn five specific techniques for freeing up 80 percent of your time to focus on the 20 percent of activities that will lead to maximum success, leading to increased credibility with senior management and a CI process that provides true added value. Tyson, Kirk, Networking and interviewing: how-tos for maximum success, (Tyson) (workshop) Sales and Marketing Intelligence Symposium, Palm Beach FL, October 18-19, 2001. After the database searches are run and other published information is gathered, the next step is gathering "nonpublished" information. Unfortunately, most people do not feel comfortable talking directly to competitors to gather intelligence. Through a highly interactive case study and several one-on-one role plays, this workshop will be a workout (and lots of fun). You will learn and practice proven conversation and interviewing techniques that will help guarantee your success and get you feeling more comfortable about approaching your competitors. You will also learn where and how to network so you can apply these techniques for maximum success - at trade shows, professional meetings, with industry sources, and even with your fellow employees Tyson, Kirk. Perpetual evangelism: how tos for maximum CI success, workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Tyson, Kirk. The perpetual strategist: linking intelligence with strategic and tactical decision making. (Kirk Tyson Intl) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993.
Tyson, Kirk 21-24, 2009 positioning competitive intelligence to executives.(workshop) SCIP09 International Annual Conference and Exhibition, Chicago IL April

Your internal executive customer thinks in strategic management terms, not in CI terms. By better understanding the strategic management process, a CI practitioner can better manage executive expectations and understanding of intelligence.
Tyson, Kirk. Reengineering CI for maximum success. (Kirk Tyson International). SCIP Annual th conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Tyson, Kirk. The strategic link: a framework for the 1990s. The Competitor Intelligence Group. SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988.

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Vaarnas, Markko Developing value-adding CI products. (workshop) and Jouko Virtanen.SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Many companies have existing CI products that reflect a defined output of the CI process but dont produce that output as actual intelligence. The products lack foresight and analysis, and need to be presented in an actionable form. The aim of this workshop is to go through a structured method of how to develop CI products that add value for decision makers. A combination of presentations and group work will be used. By the end of the workshop, attendees will have developed a CI product and learned the process of how to develop products based on their organizations intelligence needs and available resources. Valder, Claudia Creating a CI unit at DuPont. (DuPont Performance Coatings). SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007 Vanasse, Bruno Interviewing techniques for a competitive environment. (HumanSource) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000.
VanBrandt, Geert 2009 CI for due diligence. With Himelfarb, Dan. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24,

The definition of due diligence. Its application for CI professionals as it relates to mergers. What the due diligence process can provide for the CI professional and their stakeholders and clients
Van Honschooten, Beryl Wijnberg, Development and establishment of an international CI system. (Wartschila) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Van Linden, Michaelle. Lessons from the experts (the practitioners!).(with DAnna Budd,Tyson) (workshop) (NDC th Health) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Van Spijker, Arent Optimizing the One Man Show, (Chief Executive Officer, Astragy). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. The presentation will introduce the problem that many small CI practitioners are faced with: the difficulty to collect and structure the volumes of information that enter their office. Although many "low end" office tools and applications are available, they are forced to spend much time on the processing of data in and between applications. Additionally, management of output is equally time consuming. The problem is explained through the practical case of one Astragy customer: The "before scenario." Next, the situation of the customer is analyzed to see what the needs were, where the bottlenecks were, and what the options were to solve them. It will become clear that the solution was created not so much by providing "more features" but by providing the necessary structure that allowed the analyst to create a higher quality output to the organization. The case presents how the situation changed after the new process, and where the positive effects were visible. The conclusion is that focus on the time spent on analysis through the use of effective tools quickly increases Return On Intelligence. Vavassori, Carla. Dalla Ricerca di Mercato alla Competitive Intelligence: Come Aumentare le Relazioni tra le Due Discipline e Migliorare la Cooperazione tra le Funzioni", (From Market Research to Competitive Intelligence: How to Increase Relationships Between the Two Disciplines and Improve Cooperation Between Functions, Workshop ) (Consulente CI, Strategie & Innovazione) SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. ENGLISH TRANSLATION: Competitive Intelligence (CI) is often confused with, or viewed to have overlapping elements with Market Research. The two disciplines have surely many synergies, but they are not equal: Market Research often focuses on ONE category of players on the market (generally, customers) and on specific information needs, CI provides a complete picture of the competitive environment, including competitors, customers and market. Moreover, Market Research is focused on the past and present, while CI is strictly oriented to the future. Furthermore, Market Research aim is to measure," while CI scope is understanding and predict." By analyzing the differences between the two disciplines, youll discover how these two functions can work together: working in CI, youll recognize that Market Research is an important information source for your work; on the other side, if you are a market researcher, you will learn which are the specific competences and the tools you may have to develop to perform a CI activity. Interactive presentation: attendees will be encouraged to share experiences, based on some case studies and best practices well present. Vavassori, Carla, Moving towards CI as a strategic decision support. Zambon Group. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Changing the role of CI from a pure documentation function to strategic support for organizational decisionmaking represents a challenge due to existing barriers and criticism that exist within many organizations. Top
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management should drive and facilitate the process, but it's not enough: you must work hard to be integrated in the business planning process, to ensure a good reputation and to increase the visibility of the CI activity. Through the use of a case study, this session will focus on the CI capability was developed in the Zambon Group, a multinational pharmaceutical and chemical company, where the company-wide CI activity plays a significant role in strategic decision support. Common denominators for successful CI development in other companies are explored along with ongoing challenges and plans for future development. Vella, Carolyn. Protecting Against Competitive CI, (founding partner, The Helicon Group; Co-Presenter: John McGonagle) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Vibert, Conor. Practicing online due diligence: case study of an application provider. (Acadia Univ) SCIP th Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. A case study of an American application service provider will demonstrate how free online commercial and regulatory databases can be used to train CI analysts in the practice of due diligence. Due diligence may be practiced by answering the following questions in relation to a particular organisation: Assess its financial ability to live up to future commitments; Assess the strength of its top management team; and Assess the soundness of its previous critical strategic decisions and existing management systems. The presentation will also highlight how Internet and communication technologies such as ICQ are enabling real time case analysis in fully wired, laptop based teaching environments. Vilhunen, Janne. Developing global business intelligence operations: exploring the Uponor Oyj case. Upononor (with th Tiri) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. This session presents a case study of how the current business intelligence (BI) function was systematically developed and launched in a large global company. Uponor's Business Intelligence supports the group management and facilitates both operative and strategic decision-making. Its systematic BI approach, which included developing an analytical business intelligence portal, was introduced in 2002-2004 and is now closely linked to every day decision-making, with even the very top management actively using its services.The presentation highlights the key lessons learned while systematically developing and launching a business intelligence function and presents future development paths. It includes how BI functions can be developed as group-wide functions in global companies and how BI can be integrated into decision-making. Virtanen, Jouko Developing value-adding CI products. (workshop) and Markko Vaarnas.SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Many companies have existing CI products that reflect a defined output of the CI process but dont produce that output as actual intelligence. The products lack foresight and analysis, and need to be presented in an actionable form. The aim of this workshop is to go through a structured method of how to develop CI products that add value for decision makers. A combination of presentations and group work will be used. By the end of the workshop, attendees will have developed a CI product and learned the process of how to develop products based on their organizations intelligence needs and available resources. Virtanen, Jouko. Establishing a Global CI Function That Delivers Impact and Relevant Content, (president, Novintel Inc; Co-Presenter: Noam Sahbti). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. This presentation includes a framework for rapid deployment of a CI function, a case study, and a group discussion. Jouko will describe the rapid deployment of a global CI function, and Noam will describe how the model works in a global company, MAG-Industrial Automation Systems (IAS). The emphasis will be on fulfilling management needs by providing relevant content to support decision making and everyday business operations. Topics covered in the case study will include a methodology for needs assessment; design and implementation of a system for 360-degree market monitoring; building a quick-response capability for ad hoc strategic decision-making support; and rollout of a global CI desk and an internal network. Noam and Jouko will share the global intelligence desk tool designed at MAG-IAS and success stories from the first year. The importance of the internal network and of gathering internal insights will be emphasized. The primary message of the presentation concerns the quick rollout of a CI function that delivers real impact. Virtanen, Jouko. Internal human intelligence networks: from development to utilization. (Viva Business). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. What are human intelligence networks and how can they contribute to CI? Find out in this session including how to reduce the time of decision making through effective networking. Von der Horst, Michael Market intelligence at Cisco (keynote). (Managing director, Cisco Systems) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Cisco is known for its strong rebound after the Internet crisis in 2001 and the successful entering of new markets such as security, IP communications or consumer connectivity products. One important element of this success is a structured and multi-faceted approach towards competitive intelligence. Dr. von der Horst will give an overview of the different elements of Cisco's activities in competitive intelligence and how they support Cisco's strategy formulation and execution.

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Wagner, Ralf. The dark side of CI: CI technocrats at work. (Professor, Universitat Kassel) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. A main scope of his research is modeling and analyzing market interactions, e.g., consumer response to particular measures or vendors responses to competitors threads. Moreover, he investigates the usage of modern information and communication technologies for marketing purposes. In addition to technical aspects he challenges the acceptance of such measures in different cultural contexts. In field of competitive intelligence professor Wagner combines data mining, machine learning and artificial intelligence with innovative statistical methods. This enables the fusion of information from different sources and, thus, provides an embracing overview of the competitive arena. In addition to the lectures at the University of Kassel he serves a visiting professor Academy of National Economy in Moscow, the University for Information Technologies and Management in Rzeszow (Poland) and the International Business School at the University of Vilnius (Lithuania). Before joining the DMCC at The University of Kassel Professor Wagner was engaged at the Faculty for Economics and Management of the Bielefeld University, Germany. To keep in touch with real business problems he offers consulting services with respect to entering and developing foreign markets as well as customer retention and competitive intelligence. Walker, Jennie . Fundamentals of CI in non-profit organizations. (Boys & Girls Clubs) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Increasingly, the competition for charitable donations is fierce. Benefit from CI strategies developed in the forprofit arena and worry not about next years budget.
Walker, Tim CI in a web 2.0 world. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn about opportunities that accompany Web 2.0. Understand tactics for avoiding traps. Learn how companies can formulate successful business plans by using new technologies
Walker-Davis, Fiona Delivering and maintaining tactical intelligence without getting flooded. (Equant / w th Howard-Davies )SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 2527 October 2000. Research to date has shown that the smaller CI departments often can't cope with both the demands of strategic and tactical intelligence. CI professionals that need to support their sales, product marketing, marketing, and pricing teams with tactical intelligence on a consistent basis also need to cope with all the other pressures they face. How can one do everything without getting overwhelmed? This presenter will discuss the following: What is the importance of tactical intelligence to your company?; What are the skills and resources needed to deliver tactical intelligence?; Can outsourcing work and how do I add my own value?; What are the technologies that can help me collect and deliver tactical intelligence?; and What lessons can I learn from my peers? Wallen, Jan, Sales technology tools: applications and implications, (Castle Group) (w chamberlain, Levy) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Walters, T. Special delivery presentation skills for intelligence professionals. Workshop SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati ,Ohio, April 3-6, 2002. Wang, Yuquan. Gathering and analyzing information and avoiding pitfalls in China. (Beijing Consultech) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Yuquan Wang is president and co-founder of Beijing Consultech, the leading market consulting firm in China. As president of Consultech, he has established long term cooperation's with many large multi-national consulting firms. With many years of experience in marketing and market analysis, he has also managed to establish an exchange and cooperation with a number of business associations including the American Marketing Association, SCIP, Business Marketing Association, and the Public Relations Society of America. In 1995, he published the first on-line news release in China, The Chinese Medical News. Wang, Yuquan. Gathering intelligence about Chinese markets. (Frost & Sullivan) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. An increasing number of western companies would like to know more about various markets in China, but getting relevant, accurate and up-to-date information about the Chinese market has proven to be problematic. Based on our experience running a market consulting company in China, competition strategy is the key to the full usage of the market information and to the success of the competition. The most popular book about competition strategy from China is the well-known book, The Art of War. In fact, there are many ancient Chinese books dealing with competition strategy, including some famous war and philosophic works. Most of the strategies these books discuss are still unknown to the West. This presentation will give a systematic introduction of some of these books, their competition strategies, and how to adopt those strategies to our modern market competition. All the theories are followed with case studies from real-life businesses from around the world.

Ward, Constance. Communicating CI to Shania Twain. (Zurich Financial Services) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002 This career cross-fertilization is not a bad thing. This is a good thing. "Losing" a CI professional to another field can actually help to spread and embed the CI mentality in other areas of an organization. And that is what happened, to some degree, after I left F. Hoffmann-LaRoche Pharmaceuticals and became head of organizational learning/internal communications at Zurich Financial Services in Switzerland. It may seem that CI and IC have little in common besides being mirror-image acronyms, but the two fields have parallels that might surprise you. In my new role, I have often found myself applying CI techniques to enrich internal communications with our 70,000 employees. The goal of this presentation, on the other hand, is to introduce you to some IC techniques that can improve how you sense, respond to and disseminate CI, particularly to an audience with an attitude reminiscent of Shania Twain's hit song "That Don't Impress Me Much." The presentation will focus on Zurich's case study in strategic communications during a prolonged crisis period. Ward, Constance Thomas. Raising your CI quotient at information congresses and conferences. ( Hoffmann-LaRoche) th SCIP Europe Conference, 5 annual, Competitive advantage: how to get it and maintain it. London, 25-27 October 2000. Competitive Intelligence Quotient (CIQ) combines intelligence and emotional intelligence quotients with learned skills in competitive analysis and area-specific knowledge. Can companies raise their CIQ's? Can CI professionals help them do so? Does nature or nurture determine how CI savvy a firm can be? CI-savvy companies realise the value of international congresses and conferences for building a CI knowledge base as well as for blocking leaks of confidential internal information. CI professionals realise that such events offer great potential opportunities for raising their company's CIQ. These events should be viewed as a showcase to demonstrate visible, even measurable results of a full collection and protection CI operation Warrack, Peter. Primary sources as intelligence assets across national boundaries. (Royal Bank Canada) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. While networking is the term generally used to describe the dynamic process by which contacts are cultivated, all too often the process is ad hoc, unstructured, poorly managed, and without regard to the strategic intelligence objectives of the organization. And when it crosses cultures, it can be particularly complex. Intelligence mapping is the process of first identifying intelligence needs in line with identified objectives and then proactively putting mechanisms in place to achieve and manage these through the creation of intelligence gateways. It offers a proven way to treat contacts as an asset of the business and manage them to support focused intelligence objectives, with an emphasis on quality and the ability to obtain information in a timely manner. Wasson, Mark. Using document metadata for information retrieval and knowledge discovery. (poster session) (LexisNexis) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. Trying to find a needle in a haystack? Discover how document metadata can help in finding information and how it relates to the emerging area of knowledge discovery in text and text-based data. Waters, Thomas. Special delivery: presentation strategies for intelligence professionals. (Lexis-Nexis). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Cutting edge intelligence is meaningless if the customer is unable to absorb the information. Learn how to customize intelligence materials and present information in different ways to best address a range of customers. Waters, Thomas. Special delivery: presentation skills for intelligence professionals. Workshop. (Phoenix Consulting) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. The current literature contains a great deal about intelligence collection and a growing volume on analysis. There is little however in the area of intelligence communication. How do intelligence managers present their product to company decision makers? When speaking before them what should be on the slide? What should be spoken? What hidden agendas will the audience have that could block retention of the information you are presenting? This session will focus on combining visual displays and public speaker narration to effectively transfer intelligence materials in a timely and efficient manner. Weber, Marta. Career Management, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The active dialogue session on CI career issues, sponsored by WLC and open to all, will focus on CI from the perspectives of practitoners, managers and consultants. Participants are invited to exchange views on topics including these: CI Corporate Career - The right stuff & the right moves - Key skills & attributes for success Climbing the CI corporate ladder... or not Surviving downsizing, avoiding burnout Networking, alliances and other useful social/professional engineering CI Consulting.. Is it for you? Making the move Finding or creating your niche Other Options - What's Out There? Transferable skills.. in and out of CI Does gender make a difference in CI? Weber, Marta. Eliciting the information that you want and need. Workshop. (Applied Behavioural Sciences) (with Nolan) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. Intelligence professionals know that direct questions often conceal more information than they collect and are not always the most effective way of obtaining information from all sources. Therefore, seasoned practitioners rely on established methods and advanced tools of elicitation - the right techniques for the right source for the right reasons. This interactive workshop gives you an understanding of the differences between interviewing,

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interrogation, and elicitation. Relying on an understanding of the psychological underpinnings of interpersonal communications, more than a dozen specific techniques are matched to different types and characters of sources. Video examples highlight techniques in an organized, coherent, rigorous format that promises maximum impact. You will learn distinct approaches, plus when and how to use them appropriately within the context of professional standards of conduct. Weber, Marta. Eliciting the information that you want and need: the psychological aspects of information collection. (workshop) (with Nolan) (Phoenix Consulting) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Direct questions often conceal more information than they collect and are not always the most effective way of obtaining information from all sources. Therefore, seasoned practitioners rely on established methods and advanced tools of elicitation the right techniques, for the right source, for the right reasons. This interactive workshop gives you an understanding of the differences between interviewing, interrogation, and elicitation. Relying on an understanding of the psychological underpinnings of interpersonal communications, more than a dozen specific techniques are matched to different types and characters of sources. Video examples highlight techniques in an organized, coherent, rigorous format that promises maximum impact. You will learn distinct approaches, plus when and how to use them appropriately within the context of professional standards of conduct.. Weber, Marta. Making sense of decision maker profiling. ((Phoenix Consulting Group) (with Potter) SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. From Myers-Briggs testing to studying an executive's decision making history, there are many tools available to better understand how a competitor's management (or a sales prospect) will react in a certain situation. Learn what instruments work best in leadership and team profiling, and understand what you can expect to find out. Weber, Marta Profiling financial services personalities for competitive advantage. (Applied Behavioral Sciences) SCIP Competitive intelligence for financial services, Warrick Hotel, New York, September 8-10, 2004 Human behavior in particular, the behavior of key decisionmakers lies at the heart of every CI inquiry, whether recognized or not. The ability to anticipate the actions of decision-makers in the financial services industry is crucial to effective analysis. This session will present the rationale, methodology and demonstrated value of profiling, using realworld examples; why we do it, and how it delivers competitive advantage. Weber, Marta. Profiling key decision makers for competitive advantage. (Applied Behavioral Sciences) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Human behavior in particular, decision-making by key leaders lies at the heart of every CI inquiry, whether recognized or not. Thus, the ability to anticipate the actions of decision-makers is crucial to effective analysis across the entire range of competitive assessment. This session will present the rationale, methodology and demonstrated value of profiling key decision-makers, using real-world examples: why we do it, how we do it, and how it delivers competitive advantage. Depth analysis of decision-making styles, motivators and other drivers will be presented through a flash-test profile exercise. Weckstein, Kenneth. Hiring employees from competitors: the aftermath of General Motors vs. Lopez. (Epstein, th Becker). SCIP Annual conference: Keeping apace in the CI race, 9 , Boston, Mass, April 27-30, 1994. Weckstein, Kenneth. Legal aspects of obtaining competitor intelligence. (Epstein, Becker & Green) SCIP Annual conference: Global competitiveness: gaining advantage through insight. New Orleans, LA, March 6-8, 1991. Weckstein, Kenneth. Protecting trade secrets in foreign business transactions. (Epstin Becker & Green) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Weinstein, Art. Analyzing business markets: new ideas in strategic planning to find competitive advantage. st (Nova Southwestern University) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Weinstein, Art. Redefining technology markets: strategic insights for CI professionals (Nova Southeast Univ) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Weinstock, Katrin. A CI system in the recently de-monopolized energy sector. (E.ON / E.ON) With Opperman. SCIP th Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The opening of the European electricity market through the EU-Directive 1997 was the start for the development of a new business field: electricity trading. The session will give an overview about the enormous changes of the market structure and the new competitors on this market. It will outline the key factors of success for energy trading. In a market where the only differentiation characteristic is the price, the most crucial assets are information and knowledge. The session will give an overview about the role of CI within electricity trading Weiss, Arthur. Chasing the money: basic financial analysis for CI. (AWARE) SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001.
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Analysing company financials should be a basic skill for all CI professionals. However many CI analysts come from non-financial backgrounds and are wary of doing the analysis themselves leaving the analysis to non-CI professionals. This session will help by showing some things to look for, analysis pitfalls, and how financial analysis can lead to an understanding of how a company uses assets, renews machinery, its cash-flow, its relationship with banks and lenders, R&D expenditure, its overall financial controls and management as well as potential weaknesses and actual strengths. Weiss, Arthur. A CI portal to Porters five forces analysis. (AWARE) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Michael Porters Five Forces model has become a standard analysis tool for CI professionals. However, most analysts still see the model as it was originally described, even though later work has further developed the concept of external forces acting on an industry. The links between PEST analysis and Porter analysis are often ignored or not given full weighting. Even worse, many have misunderstood certain aspects of the concept so some people believe, for example, that the analysis looks at external forces acting on the company itself rather than on a whole industry. These and other similar errors will be examined, along with a discussion on how to correctly do a Porter Analysis of an industry. Weiss, Arthur. CI: tactical information or strategic wisdom? SCIP Europe 5 London, UK. October 25-26, 2000. CI should help companies compete successfully in the future. Yet much of competitive analysis only uses historical evidence of competitor activity based on the signals given out to the market. Such analyses cannot meet this need for future planning safely, and as a result the information provided is essentially tactical rather than strategic. Although such intelligence can be crucial in enabling businesses to compete and retain competitive advantage today, it is questionable whether this is the case for tomorrow. Techniques do exist that can help companies prepare for the future but they are not yet widely known within the CI community. Such tools include game theory, inferential scanning, and scenario planning. Weiss, Arthur. Frogs and tadpoles: six secrets to identifying industry change. (Aware) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Similarly, in business, it is possible to anticipate industry change - the secret is knowing where, how and what to look for. This session will examine six different but inter-related approaches to identifying such changes, and give approaches to establishing an early warning system capable of detecting industry change. If companies are to survive in the long-term they need to establish systems that can spot opportunities before competitors, and protect against threat from both existing and new industry players. The session will conclude with an overview of what is needed in early warning systems, that can spot competitive innovation, industry change and help companies keep up with industry transformations. Weiss, Arthur Game theory a tool to anticipate competitor actions. (Managing partner, AWARE) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Weiss, Arthur. Game theory a tool to anticipate competitor actions and reactions. SCIP 2007 annual conference, Marriott Marquis New York, April 30-May 1, 2007. Game theory is an analysis technique that helps business analysts understand the rules of the game and how to play it. Essentially the technique looks at strategic situations where players choose different actions in an attempt to maximize their returns. As such, it is ideally situated to looking at competitive strategies available to organizations - and indeed has been used to select the best strategies in a number of commercial conflicts. Game theory differs from the similarly named techniques of war gaming and strategic gaming (which, in fact, are completely different and more akin to scenario planning techniques) in that the amount of information required is considerably less. This makes the technique particularly useful where information is incomplete as is typical for most competitive intelligence situations. Instead the technique makes assumptions that rivals behave within a logical framework (although sometimes these frameworks may not be the same for all players). From this, a risk assessment is made with the idea that players seek the maximum return for the lowest acceptable risk. Although the technique can seem difficult to apply in complex situations, the principles are quite simple and for two-player situations usually quite straight-forward. Weiss, Arthur. Getting the Most from a Not-So-Secret Weapon: The Internet, Half-Day Workshop. (AWARE). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This workshop will look at how, why, and when the Internet should be used as a tool for competitive intelligence research, and examine various search tools and their differences, providing advanced techniques for finding information. Finding hidden or less accessible information includes searching in the deep Web, tracking changes over time, locating unindexed pages and concealed content. The workshop covers how search engines work, why key information may not be found in the first 100 hits of a simple search, and how it can be found. The workshop will also look at specialist tools for finding information on people, news, and selected industries ; how to benchmark an organization's Web presence and assess its online performance; when to pay for information and what to pay for; and when to stop, move on and use primary research approaches. Weiss, Arthur. How to search for competitor intelligence on the web. (workshop) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004.
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CI professionals often believe that they are efficient users of the web - knowing how to search effectively. Yet many still depend on Google alone - without even using some of its advanced features fully. In fact there are many other approaches to finding competitive intelligence on the web which require an understanding of: How search tools work and index their results; What is likely to be found and why; Where to look Weiss, Arthur. Identifying risk and opportunities for your company by effective use of SWOT analysis. SCIP 8th European Conference, London, UK, October 22-24, 2003. It is not sufficient to simply focus on the Strengths, Weaknesses, Opportunities and Threats associated with your organisation. To undertake an effective SWOT analysis it is critical to understand why you are conducting the analysis. Weiss, Arthur. Lets SWOT on SWOT. SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003 SWOT analysis is one of the most popular techniques used by business professionals. It is also often done badly without adequate preparation, or an understanding of its place as a management tool. This session looks at SWOT analysis: strengths and weaknesses; where and how it fits strategically in the business planning process; related techniques such as the TOWS matrix and PEST analysis; the dangers of reinforcing blind spots with poor SWOT analysis. The session also addresses a key issue in effective SWOT analysis, namely identifying real strengths and weaknesses, and prioritizing their actual rather than perceived importance to the business. In this context, you'll learn about an alternative, more systematic approach to SWOT that allows a degree of ranking and quantification, working through key business areas rather than random perceptions of strengths and weaknesses derived from a brainstorming process. Weiss, Arthur. Sea Eye: Christopher Columbus and the Intelligence Process, (Partner, AWARE ) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. More than 500 years ago, Christopher Columbus sailed west from Europe and discovered America. Many major advances have been similar -- they come from an ability to spot the unexpected, and realize the meaning of the opportunities presented. Yet this approach goes against the idea that says that research needs to be planned and the organization's intelligence requirements should be pre-defined. This session will examine the types of knowledge available to organizations, presenting a variation on the Johari window, and showing how this can be applied to CI. It will examine four categories of knowledge and how these each play a role in the CI process, with the KIT process only providing answers to two of these categories. Different approaches are needed for the remaining two, including blindspot analysis and the leap into the unknown type approach illustrated by Columbus. Weiss, Arthur. Searching for CI on the internet. (workshop) (Managing Partner AWARE) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. There are many approaches to finding competitive intelligence online that include the public Internet but also other subscription based sources. Understanding when and how to use these is crucial for effective searching. Finding the nuggets that add real value to the CI effort requires an understanding of how search tools work and index their results, what is likely to be found and why, and knowing where to look. The workshop will examine the various search tools and their differences, techniques for finding information beyond the straight-forward, and online search strategies. Finding hidden or less accessible information includes searching in the deep web, tracking changes over time, locating unindexed pages and hidden content. Part of the session covers how search engines work, and why key information may not be found in the first 100 hits of a simple search. Such understandings also help in benchmarking web-sites and assessing competitor web-site performance. Several illustrations and case studies show how a dependence on traditional online sources can result in key information that was publicly available on the Interent being missed. Weiss, Arthur. Secondary collection workshop. (Aware) with Preatorious. SCIP 8th European Conference, London, UK, October 22-24, 2003. This session will illustrate a range of information sources that can be used for intelligence collection. In addition, it will give guidance on how to organize secondary collection, and cover skills such as knowledge discovery, text mining, nuggeting, document management in order to uncover hidden relationships. Weiss, Arthur. Secondary source information (workshop). SCIP 10th Annual European Summit, London, November 9-11, 2005 With the tremendous growth of information resources on the Internet, it is often a challenge to find the best place to begin your information gathering efforts. The sheer volume of available information can make even the smallest assignments grow to projects of overwhelming proportions. This course presents a two-fold focus: how to plan and organize your research processes, and how to use the right techniques to find, evaluate, and deliver competitive information. Emphasis is placed on understanding effective web-searching principles and why information is or isnt found, with appropriate use of the invisible web, the various search engines and payto-use sites Weiss, Arthur. Using the internet and online sources for competitive intelligence. (workshop) SCIP 2007 annual meeting, New York, April 30 May 2, 2007. This workshop will look at how, why, and when the Internet and online sources should be used for competitive intelligence research. The workshop will examine various Web search tools and the range of online sources, and their differences, and provide advanced techniques for finding information. The morning portion covers how
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search engines work, why key information may not be found in the first 100 hits of a simple search, and how it can be found, including the use of deep Web searches. The session will cover: specialist tools for finding information on people, news, and selected industries; when to pay for information and what to pay for; evaluating the quality of Web-based material; finding new developments; and when to stop, move on and use primary research approaches. The afternoon session will build on the morning session, looking at ways of benchmarking a competitor's Web presence, and techniques for finding hidden information on Web pages, unindexed pages, and Web promotional strategies. In addition, we will work through more in-depth examples showing the ways that online sources and the Internet can provide valuable and actionable competitive intelligence and also inform and improve primary research - ranging from topic familiarization, identifying potential interview contacts, and obtaining available financial and product data on different types of organization. Both the morning and afternoon workshop segments will include a range of case studies and examples to illustrate the learning points. Weiss, Arthur. Using the internet and online sources for competitive intelligence. (workshop) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Game Theory is an analysis technique that helps business analysts understand the rules of the game and how to play it. The technique looks at strategic situations where players choose different actions in an attempt to maximize their returns. It is ideally situated to looking at competitive strategies available to organizations - and has been used to select the best strategies in a number of commercial conflicts. The concepts behind game theory are ancient; its use as an analysis approach, is new. Game theory differs from the similarly named techniques of war-gaming and strategic gaming because the amount of information required is considerably less. This makes the technique particularly useful where information is incomplete - typical for most competitive intelligence situations. This session will outline what game theory is - giving a brief background of the subject and its development, with an emphasis on its use in understanding competitor rivalry. Weiss, Arthur. Using the Internet and Online Sources for Competitive Intelligence, Workshop (managing partner, AWARE) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The workshop will look at how competitive intelligence professionals should use online sources for research. Participants will learn how search engines work, why you may not find key information in the first 100 hits of a simple search, and how to conduct deep web searches. The session will cover tools for mapping relationships among topics; how to find information on people, news, finances, and selected industries; when to pay for information; how to evaluate the quality of web-based material; and when to use primary research approaches. Case studies will show how online sources can provide valuable competitive intelligence. Weitsz, Marijke. Pitfalls and problems of CI in the workplace: practially reality overcoming theory. (copresenter: Steve Whitehead) SCIP 10th Annual European Summit, London, November 9-11, 2005. Many CI practitioners struggle with how to enhance CI and how to demonstrate its value to decision makers. CI practitioners start out with a motivated and aggressive mind-set to demonstrate its value, but often succumb to the common causes of CI failure by not meeting expectations or objectives. A gap is created between the theoretical what could be and the practical what is. Once this materializes, CI is labeled a failure. The question is, how can the bridge between theory and practical issues be narrowed, and what are the underlying symptoms and practical methods that can circumvent common CI failure? The presentation will address key issues on how CI practioners can overcome the what is to what could be. Welda, Todd. CI 101: Your Introduction to Competitive Intelligence (workshop) (Whirlpool) (co presenter Michael Sandman Fuld) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. CI 101 is the most popular course in SCIPs portfolio. The survey of intelligence sources covers secondary sources as well as techniques for talking to people to obtain human intelligence (primary research). Participants learn whom they should be talking to inside and outside their companies. The course evolves each year according to changes in the business intelligence field. For example, as CI software tools have become more powerful and user-friendly, the course has devoted more time to their selection and use. The course also covers ethical and legal issues, including the rules governing competitive intelligence in the European Union.

Welda, Todd

CI101 (workshop) with Mike Sandman. SCIP09 International Annual

Conference and Exhibition, Chicago IL April 21-24, 2009

This full-day workshop offers professionals new to competitive intelligence a comprehensive introduction to the field, learning the primary and secondary resources available to you and how to access them.
Welda, Todd Evaluating CI vendors. Active Dialog. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Understand why you should work with a vendor and what they can help you with. Understand what can go wrong. Determine how you can ensure success
Welda Todd. How Can I Leverage Sales Skills to Advance CI and My Career?, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008.

Wells, James. Who are your competitors Constructing a competitor matrix. (John Alden Life Insurance) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. Wells, Steve. Getting recognition, building an influential team. ( Co-Presenter: Jonathan Calof) SCIP th 11 European CI Summit, London UK, October 18-20, 2006. These structured, interactive brainstorming sessions facilitated by industry experts will provide an opportunity to work with your peers on approaches to solving common challenges and sharing innovative ideas. Wells, Steve. Outside in thinking: bringing the external world to strategy development. SCIP 10th Annual European Summit, London, November 9-11, 2005. For all organizations, identifying the opportunities and threats of the external environment and identifying organizational strengths and weaknesses represents the bread and butter of strategic planning. However, collecting information on the external environment is only part of the issue. Understanding processes and behaviors is crucial to the organization successfully utilizing information and insight to support actionable outcomes. This session will describe Steve Wells experiences enabling an organizational approach to the journey from environmental scanning to strategic action. Wells, Steve. Partnership for competitive advantage. SCIP 11 European CI Summit, London UK, October 18-20, 2006. This will be an interactive, appreciative session on the development and implementation of true partnerships as a way of generating competitive advantage. We will agree on the key partnership principles that we would expect to see in a real business partnership and also use those same principles for shaping the interactions between us during the session. Our approach will be to focus on the positive partnership experiences that we will have had as a way of sharing best practice and developing partnership ideas as solutions to a range of business issues. Once we have agreed our partnership principles we will address the following questions.Having considered these questions, we will have an opportunity to look at a selection of your business issues and run them through this process to determine if partnership could be an appropriate approach to generating competitive advantage for your business. Throughout the workshop you may also want to consider what sort of information you would need to adequately assess the suitability of a potential partner. Welsh, Charlie . Using CI to Originate Dealflow How To Beat Your Competition to the Next Best Thing, (editor-in-chief and co-founder, Mergermarket, Ltd.; Co-Presenter: Wilson Chu) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Although coverage of mergers and acquisitions (M&A) is extensive in the mainstream press, much of it is after the fact. Such news is of limited value to corporations looking to buy or sell businesses, because the parties involved are already in position and the terms of the deal have largely been agreed upon. This presentation will introduce a number of tools and techniques that will enable companies to identify, evaluate, and act on earlystage dealflow opportunities. Attendees will learn how to detect deal activity and originate value-added transactions.. The primary topics covered are the origination process, finding the right information, analyzing data to uncover opportunities, and acting on your findings. Wendorf, Nile. CIs role in screening candidates for mergers, acquisitions and alliances. SCIP European st th Conference Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Recent research on alliances suggests their failure rate is between 25% and 35%. Studies of mergers and acquisitions (M&A) suggest a failure rate between 65% and 75%. There are many reasons for these failures, but a consistent theme is that companies don't devote enough care to identifying and screening merger, acquisition, or alliance candidates.It is possible to increase your chances of success. The insights provided by CI professionals, valuable at all times, can be especially useful as decision makers negotiate mergers, acquisitions, an alliances. At this workshop, you'll learn how CI can help and how CI professionals can avoid the trap of toiling at some of the low-payoff work involved in this process. Wendorf, Nile; Due diligence for mergers and acquisitions. (workshop) with Hill, Jim. (Tactical Marketing st Associates) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Wendorf, J. Nile, Going beyond the traditional due diligence check list. (4advantedge) (with Sandman) Competitive Financial Intelligence Symposium, Marriott New York, Nov 10-11, 2000. Wergeles, Fred. CI on a shoestring. (Fred Wergeles & Assoc) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Are you trying to run your CI efforts by yourself and with almost no budget? Have you been asked to do more with less, and yet you know that your organization needs you now more than ever? If the answer is yes, this session is for you. We will review four low-cost techniques for maximizing the value of your modest CI effort. We'll see how to identify key management issues and build a network of intelligence sources. We'll identify lowcost options for collecting and analyzing market and competitor information. And we'll look at a way to build an early warning system with a small staff and budget.
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Wergeles, Fred. CI on a shoestring: four techniques to tune up your operation. (Wergeles & Assoc) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. While most Fortune 1000 companies have at least some formalized internal CI functions, few mid-tier (< $1 billion) companies have even a modest CI capability due to the perceived expense of developing and sustaining such an initiative. Unless they rigorously monitor and analyze industry trends, emerging technologies, and existing and new competitors, these companies may miss important early warning signals about future market developments and unexpected competitor activities. In this presentation you will learn about proven low-cost techniques that can be used by smaller firms to establish and maintain a modest CI effort. Wergeles, Fred. CI on a shoestring: low cost techniques to identify opportunities, manage risks and win business. (President, Fred Wergeles & Associates LLC). SCIP 2007 Annual conference, Marriott Marquis New York, April 30 May 2, 2007 As the role of CI in many companies changes, many CI programs have seen reductions in both personnel and funds. CI practitioners are frequently asked to do more with less, and many smaller firms struggle to devote even one full-time employee to conduct the competitive intelligence function. This session will inform sole practitioners in both large and small firms about proven low-cost techniques that can be used to establish and maintain an effective CI effort, even with modest resources. Participants will learn how to identify key management issues, build a network of intelligence sources, and identify low-cost options for collecting and analyzing market and competitor information Wergeles, Fred. Engaging Non-CI Staff for CI Support, (principal, Fred Wergeles and Associates LLC; Co-Presenter: Colleen Meeker, manager, Market and Competitive Intelligence Services, Ernst and Young SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. A critical success factor for any competitive intelligence practitioner is to leverage internal and external networks to strengthen support for the intelligence needs of executives. This presentation will provide a number of models for organizing the corporate CI function to incorporate pockets of knowledge and resources effectively and efficiently. Fred and Colleen will describe a number of case studies of successful CI teams and identify the critical factors that contributed to their success. They will explore the similarities and differences between CI teams in large and small companies Wergeles, Fred. Low-Cost Collection Options, Active Dialog SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Designed for both the novice CI practitioner and the experienced professional who are interested in learning a few new tricks, this interactive session will enable the participants to learn about new websites and Internet sources that can provide valuable competitive information. The facilitators will create multiple small groups to encourage the sharing of the participants favorite sites. Entrance to the workshop requires attendees to be able to discuss at least two free or low price information sources and tools beyond Google. In addition, the facilitators will use case studies to encourage the participants to describe how they used human sources to complement the collection of published and Internet material. At the conclusion of the session, the facilitators will compile a list of valuable low-cost sources from all the participants. Wergeles, Fred Low cost collection options for novices and experts 11: social networks. With Goldstein, Marv. Active dialog. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Capture a deeper understanding of how the combination of human source and published resources are used to satisfy intelligence requests Create a cadre of intelligence practitioners who are predisposed to continually searching for new/creative

collection means. Be provided with a set of low-cost resources and collection tools/techniques they will be able to use immediately upon returning to their offices.
Wergeles, Fred. Providing CI to Small Businesses: The CT-EGG Approach, (president, Fred Wergeles and Associates LLC) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. The Connecticut Economic Gardening Group (CT-EGG) was created to provide a variety of information services and operational support to help small, high-potential Connecticut businesses thrive. Businesses that are poised for growth by exploiting emerging technologies or new business processes are the best candidates for CTEGGs services. CT-EGG has established a relationship with the University of Hartfords Barney School of Business and its Institute of Entrepreneurship and Economic Development that allows undergraduate and graduate students to work with small business owners under direct mentoring from faculty and consultants. This arrangment helps business owners grow their companies and gives students a hands-on learning experience. The services CT-EGG provides include competitive and business analysis, and market assessments and recommendations for action. Written and oral reports typically include a description of the market, products and services, market metrics, and business needs assessments. Participating university students, faculty, and consultants conduct an assessment for each business and provide actionable recommendations to the business owners relating to general firm resources, marketing, sales, customers, pricing, competition, inventory, and human resources.

Wergeles, Fred. Turning intelligence into action: the tools and techniques of effective communication. (workshop) with Butterfield, Pamela. SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. You've done all the research, put together some great insights about your market and competitors' next moves, and still you cannot seem to get your manager's attention. Learn the special techniques that will make your intelligence consumers sit up and take notice. By using a proven process and supporting tools, you will develop an ability to communicate more effectively across all levels of your organization - from sales reps and engineers to senior executives. By learning what to do, when to do it, how to do it, and why to do it, this workshop will help you accomplish the primary goal of an intelligence officer: delivering the right information to the right people at the right time - and the right way - to the decision makers. Each participant will receive approximately 24 pages of very specific information about how he/she behaves and communicates in the workplace. For a CI professional, self-knowledge is power - if you apply it. Participants will learn to recognize difference in communication styles and behaviors in others. This workshop will provide each participant with an opportunity to use a process and supporting tools to develop an influencing strategy for specific people in their organization. Wessner, Charles. International business information: how to use the US government to acquire it. (US Dept Commerce) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. West, Chris. CI for new CI professionals 1. workshop (CIS) SCIP 8th European Conference, London, UK, October 22-24, 2003. Business professionals who wish to understand the fundamental process of transforming information into intelligence will learn how to identify the organisation's intelligence needs, and establish a plan of action for making full use of intelligence available within the organisation, and collecting primary and secondary information from external sources. Attendees will discuss sourcing, evaluating and preparing information for analysis. They will also discuss the ethical dimension within which competitive intelligence takes place. West, Chris. CI for new CI professionals 2. workshop SCIP 8th European Conference, London, UK, October 22-24, 2003. Organising for intelligence is crucial particularly when it comes to key deciding what you can do yourself and how much can or should be purchased from external CI vendors. Once information has been collected, it must be analyzed, interpreted and distributed. Whether tactical or strategic, intelligence must be delivered to the people who can use it to create a competitive advantage. In the second half of this fundamental program, you will discuss the types of CI organisation that work well, how to get the best from external suppliers, the analysis of information and the methods, tools and techniques that may be leveraged for CI success. The protection of your organisation's information will also be discussed, as well as tips for measuring value to the business. West, Chris J. Mapping the competitive landscape. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. West, Chris. Mapping the competitive landscape. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Two of the major problems to be confronted in competitive intelligence analysis are making sense of the data at a strategic level and communicating the results to management in an interesting format that is easy to assimilate. Direct intelligence on competitors' strategies is difficult, if not impossible, to obtain and the analytical techniques that have been developed so far are weak when it comes to translating data into an interpretation of competitors' probable strategies. Competitive landscaping, a geographer's response to this problem, relies on identifying the landforms (competitors), categorising and describing their shape and structure, describing the internal and external forces that are acting upon them and the effect that those forces are having in how they are evolving. The geographer's skills in visualising complex data can also be readily translated into some key aspects of competitive analysis. West, Chris. Researching competitors: a market research-based approach. (Competitive Intelligence st th Services) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Wetterhall, Scott. Pattern recognition: analytical tools and techniques. (key topic) (CDC) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. 2,4,8,16 What comes next? CI is about recognizing patterns in information and deciding what those patterns mean for your company. Discover the tools to break through and find the right patterns to achieve competitive advantage Wexler, Joseph. Organizing and managing benchmarking. (workshop) (APQC) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993.
Wexler, Michael Best practices for gathering intel and sealing leaks. With Robert Milligan.
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SCIP09 International Annual Conference

and Exhibition, Chicago IL April 21-24, 2009

Gain a better understanding of the current legal trends in trade secret law around the nation. Acquire a more developed appreciation of trade secret issues and other legal

issues as they apply to CI professionals. Have an opportunity to ask questions to experienced trade secret practitioners about current trends in trade secret law and a discussion of ways to minimize risk and avoid liability as a CI professional.
Wexler, Michael Trade secrets a legal update. With Kappes, Kurt. SCIP 2007 annual conference, Marriott Marquis, New York, April 30-May 2, 2007. Wheatley, Sandra. Applying Ci to HR recruitment and executive search. (SAP America) (with Houston and Griesinger) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Competitive intelligence is a tool for talent acquisition. A respected search consultant and one of his clients will describe the application of CI techniques to staff recruitment and executive search, and a corporate HR executive will describe the practical applications for the extension of this aspect of CI, known as talent research and sourcing. Wheaton, Kristan. Early warning in the age of information overload: beyond government solutions. (Mercyhurst) SCIP Annual conference: CI is the future: intelligence drives success. Boston, Ma, March 25, 2004. Traditional government solutions to the problem of early warning are expensive and time-consuming. This is not, however, a good reason for businesses to abandon the idea of early warning. What CI professionals need is a general, inexpensive model that describes how crises evolve. This, in turn, can help provide the answers to a variety of key questions that arise in every crisis (Do I have enough information? When is the right time to make a decision?). Based on the book The Warning Solution: Intelligent Analysis In The Age of Information Overload, the session will describe a system that can do both. Explained in clear, easy to follow terms and diagrams appropriate for the beginning or intermediate practitioner, The Warning Solution provides a sound foundation for developing an early warning capability. White, Larry Nash. CI performance metrics. (Orgdoctors.com) (with Awazu) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. CI managers need such metrics in order to respond to stakeholder demands for increased accountability. Improving performance measurement processes can lead to more effective resource utilization and improve service quality. The use of relevant metrics also allows CI manager to effectively collect, assess, analyze, report, and implement corrective actions that are aligned with organizational goals and values. In this session, Dr. White discusses his dissertation on performance metrics and his on-going work in the development and use of effective performance measurement systems. White, Larry Nash. Engaged knowledge management (with Desouza, Awazu) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Whitehead. Steve. Counterintelligence, security and CI. (CBIA) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Corporate counterintelligence is necessary in an organised manner to protect a company's information and secrets. A counterintelligence capability, effective policies and procedure will add value and allow companies to compete with more confidence in the global marketplace. In this regard the old saying "prevention is better than cure" is specifically true. . Competitors do not all abide by an ethics code and many misrepresent them or break laws to get information about their competitors. The danger of business espionage is often underestimated, as most of the time there are no overt signs or indications of the attack against a company, making it difficult to spot. This presentation will cover the scope of the problem, possible indicators of business espionage, integrating counterintelligence with CI and much more. Whitehead, Steve. Pitfalls and problems of CI in the workplace: practially reality overcoming theory. (copresenter: Marijke Weitsz) SCIP 10th Annual European Summit, London, November 9-11, 2005. Many CI practitioners struggle with how to enhance CI and how to demonstrate its value to decision makers. CI practitioners start out with a motivated and aggressive mind-set to demonstrate its value, but often succumb to the common causes of CI failure by not meeting expectations or objectives. A gap is created between the theoretical what could be and the practical what is. Once this materializes, CI is labeled a failure. The question is, how can the bridge between theory and practical issues be narrowed, and what are the underlying symptoms and practical methods that can circumvent common CI failure? The presentation will address key issues on how CI practioners can overcome the what is to what could be. Whitehead, Steve. The twelve-month barrier open forum. Facilitator. SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Providing a business case; Meeting the expectation; Benchmarking other competitive intelligence successes; Building awareness; Extending the team; Using external consultants and vendors; What are the breakthroughs; What should you have achieved after one year; What should you be doing next? Whitfield, John. Drowning in data.( Senior Research & Intelligence Analyst, Microsoft ) (with shen, cahill) th SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago Many businesses are drowning in data, but starved for insight. New technologies such as XML, Semantic Web, and unstructured data mining promise to improve our collection efforts, but are they delivering on that promise? This moderated panel discussion will bring together CI practitioners and service providers to discuss
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the current state of technologies for secondary data collection, management, and dissemination. Attendees will have the opportunity to ask questions, share best practices, and stimulate additional debate. Whitney, Catherine. Finding hidden intelligence in SEC findings. (10K Wizzard/ Fullerton, Barbara,Thomson) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. The variety of raw data that can be discovered in a filing from the SEC today is amazing. With a new awareness of over 700 different SEC forms for public U.S. and international companies, participants will learn what are the most common filings and what information is included in the filings, such as 10Ks, 10Qs, Proxy Statements, 8Ks, Registration Statements, and Insider Tracking. Researchers can gather information on: company officers, directors, and certain shareholders; salaries and executive compensation; transactions between company and management; financial statements; descriptions of security to be offered for sale; subsidiaries; information on accountants; legal proceedings; bankruptcies; bylaws; material contracts; shareholders' votes; tender offers; and disciplinary actions. CI researchers can repackage this information with other data gathered from other resources to help their clients gain knowledge that will affect important decision making issues. This information can be utilized for a variety of competitive research, such as company's legal representation, business development, conflicts checking, market trends, financial decisions, and possible mergers. Wieandt, Heiko From market research to knowledge management: the market research portal of T systems. (Marketing service center, T-Systems Enterprise Services) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Knowledge - especially the management of knowledge and its focused application -gains more and more recognition as a competitive advantage of companies. Although knowledge determines success, unfortunately many companies are simply not aware of their existing information, let alone available knowledge. Knowledge in this sense could comprise of employees' knowledge, market research studies or knowledge from the attendance of conferences. Providing pertinent and validated information about markets, customers and competitors at any time for employees becomes a critical key success factor for companies. Wilcox, ? Predicting competitive actions and reactions: conceptual and research tools. (workshop). SCIP in st Europe: Business Analysis the European Dimension. (1 ) Wien Hilton, Vienna, 13-15 October 1996. Williams, James. i (Direct Information Access). SCIP annual conference: Global Competitive Leadership in the 21 Century competitive analysis for winning strategies, San Diego, California, May 28-31, 1997.
st

Williams, Jeffrey Sustainability analysis for CI: new measures for the new business landscape. (workshop) (Carnegie Mellon) with Hidding, Gezinus. SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996. Williams, Linda. CI analytical tools and techniques used for customized advanced technology products. (Futron Corp) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. The skys the limit. Using a space-industry case study, learn the unique challenges for CI in the deregulated field of customized advanced technology products. Williams, Linda CI model for analysis of European companies (poster session). (Futron Corp.). and Juliette Salvati. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. With the expansion of global markets, gathering effective intelligence on foreign competitors is more necessary than ever. Don't let barriers of language, culture, and politics hinder your efforts; learn proven techniques for conducting a competitive analysis of European-based companies. Williams, Linda, The critical role of intelligence in the sales bid process, (Futron) ( w Lucas) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Williams, Myra. Application of information resources/technology; linking CTI efforts to business decisions. nd (Mollecular applications group) Competitive Technical Intelligence Symposium, 2 , Philadelphia, Oct 29-30, 1998. This presentation will discuss the benefits of a well developed relationship between the information resource and CTI groups. Specifically, case studies will be provided to illustrate how the relationship can be established with an emphasis on hurdles/challenges that can be predicted. These case studies will also describe how the two groups can work together to assist in the development of R&D strategic plans and key decision-making processes. Williams, Rachele CI across business structures key topic. (APQC) (with Khan, Newhouse) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003. CI should be part of every business function. CI is a unique discipline in that it affects many different areas within business. Find out how CI can be built into a cross-functional entity that has impact on strategic and tactical decisions. Join this discussion to learn about how CI impacts various aspects of business including Human Resources, IT, and Knowledge Management. Williams, Rachele. User driven CI: crafting the value proposition. (University of Pittsburgh) (With Prescott) SCIP03 Annual Conference, Leading for results, Anaheim California, March 12-15, 2003

This session reports the results of the consortium benchmarking study completed in conjunction with the American Productivity and Quality Center (APQC). The primary objective is to gain a deeper understanding of the extent and manner in which CI is integrated into decision-making and implementations. The study's focus areas included: developing a close working relationship with CI users; how users apply CI during strategic and tactical implementation; and measuring the value of CI from a user's perspective. Best practice firms studied include BP, BT, IBM, Kodak and MetLife. The presentation will focus on the implications of the study results. Wilson, Barbara, Digging up the dirt on your competitors, (Rohm and Haas) ( w Wing) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Wilson, John Hughes. Business lessons from military intelligence blunders. SCIP 8th European Conference, London, UK, October 22-24, 2003. some of the world's most disastrous military mistakes, whether caused by faulty information, bad interpretation, cunning plans to deceive the intelligence gatherers, or leaders who won't listen to what they are told. Col. Hughes-Wilson will conduct an analysis of the "intelligence cycle" that turns raw data into useful information about capabilities and intentions and then brings it to the attention of the decision-makers. Using historical examples from extraordinary decisions and deceptions to show how often and badly things can go wrong, Col. Hughes Wilson will discuss possible implications for today's CI professionals. Wilson, Owen. Turbo CI: using knowledge management. (CMG UK). Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Wilson, Toni. Achieving Competitive Advantage Through Creative CI Collection, Workshop. (founding partner and principal consultant, MarketSmart Research Services) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. To identify the most productive intelligence sources and glean findings that will contribute to a companys competitive advantage, the competitive intelligence professional must stay current about sources, tools, and techniques, and understand how to apply findings from the vast amount of available information. This workshop focuses on unique sources of four types of information traditionally used by CI professionals: news and business content; legal and regulatory information; intellectual property; and public records. Participants will learn how to search web-enabled information sources using specific tools and techniques available in the commercial services and web search engines. Wilson, Toni. CI practitioners roundtable: best practices infoshare SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. Wilson, Toni. Excellent adventures in CI collection exploring new and creative sources, tools, and techniques. (workshop) SCIP 2007 Annual conference, Marriott Marquis, New York, April 30-May 2, 2007. With all of the requirements of CI professionalism, it is challenging at best to become and remain current and knowledgeable regarding the available sources, tools and techniques for productive CI collection - which is at the foundation of what we do and how we learn about our respective marketplaces. While the commercial online services are adding thousands of documents on a daily basis, along with features and functions that attempt to differentiate the services from each other, thousands of documents (at least) are being posted to the Web and the search engines are developing new and more sophisticated ways of searching them. At the same time, information required as a result of new legislation and regulations is being made available in the public domain. Even the brightest and most capable CI professionals struggle to stay on top of these growing and evolving resources. This workshop will focus on the vast collection of materials available in the public domain with specific advantages for the CI professional, across three major categories: 1) commercial online databases and subscription services; 2) special Web sites; and 3) others, including print publications and FOIA documents. Within these categories, particular emphasis will be placed on four types of CI sources: news and business content; legal and regulatory information; intellectual property; and public records Wilson, Toni. Getting the Most from Your Public Source Research, (MarketSmart Research Services; CoPresenter: Christine Wunderlin,) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Through specialized public sources of information, CI professionals can go further than ever before with building their marketplace knowledge -- beyond news articles and company profiles that simply provide background for larger research projects or a list of interview sources. They can develop an intelligence collection and compilation of rich knowledge regarding their competitive environment. Insights can be gained, leading to productive and successful problem solving and decision making, taking advantage of the recent information explosion rather than struggling with it. No single researcher has the time, resources or expertise to stay current and knowledgeable regarding the sources, tools and techniques available to them, particularly those that will meet their specific needs. This session will provide a shortcut for understanding the relevant public sources and research tools and techniques available currently, some of which have been developed only in recent years. Recommendations will be tied to specific research exercises in order for the audience to gain a practical perspective and knowledge they can apply immediately.
Wilson, Toni Optimizing your CI collection where pubINT meets humINT and beyond. SCIP09 International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

Learn to understand how published intelligence (PubINT) and human intelligence (HumINT) come together to create a comprehensive big picture of the competitive

environment. Learn about how current technologies and evolving means of communication are enabling a more productive and ultimately successful CI collection effort. Identify information sources, tools and techniques for collecting and analyzing information through PubINT and HumINT, and the research approach that falls between the two.
Wilson, Toni. Understanding the Value of Public Records Information for CI Research, (principal consultant, MarketSmart Research Services) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. As companies become increasingly subject to federal, state and local government and legal and financial requirements for filing information about their operations, CI professionals are able to take greater advantage of the availability of these resulting public records.. In this session, we will explore the various types of public records sources and why they are important and relevant to the CI researcher/analyst. We will focus specifically on the information available regarding U.S. companies both public and private and intelligence that can be derived regarding their financial resources and capabilities, corporate relationships, and potential weaknesses and challenges, among other types of information. Join us to learn how to find and use corporate filings, real and personal property information, court filings and government agency filings to gain useful insights regarding your competitors. Wilson, Toni. Validating competitor information from the internet. (key topic) (lexis.Nexis) SCIP Annual conference: Retune your brain. Atlanta, Georgia, March 29-April 1, 2000. If you believe Bill Gates will send you $5 for forwarding an e-mail, then maybe you trust the Internet just a little too much. Theres some great information and great lies floating around. Find out how to separate the truth from the fiction Wing, Melanie. CI in a newly competitive market: a case study of the electric utility industry. (Delmarva st Power) SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Wing, Melanie, Digging up the dirt on your competitors, (First USA) ( w Wilson) Sales and Marketing Intelligence Symposium, Marriott, New Orleans, June 22-23, 2000. Wing, Melanie. Digging up the dirt: finding info about your competitors (poster session). (FirstUSA Bank). SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Through a detailed case study, learn how to compile a dossier on your competitors and find out which are the best sources of information. Wing, Melanie. Evaluating CI Providers, Active Dialog. SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. One of the greatest challenges any CI practitioner will face early in their career, and continue to face even as they become among the industrys most experienced, is learning how to effectively evaluate CI vendors. From Research to Consulting to Software, SCIPs exhibit hall is flooded with vendors seeking your business. This Active Dialog is designed to share best practices with your peers in terms of making sure you ask the right questions and make good vendor decisions for your organizations and, ideally, ones that will not compromise your job security! Wing, Melanie. Improve CI Effectiveness Through Internal Networks and CI Communities, (Director of Category Insights, Whirlpool Corporation; co-presenter Dale Fehringer). SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Dale and Melanie will use their experience as competitive intelligence practitioners to show the importance of developing and maintaining good internal networks to gather and share industry and competitive intelligence. They are both strong believers in the importance of CI communities within organizations; they will show how these communities help organizations understand and appreciate the value of CI and help CI survive in organizations in turmoil. Using case studies and best practices, they will give real-life examples of how to develop networks and communities. An interactive format will allow attendees to ask questions and add their own experiences to the discussion. Wing, Melanie, Ten steps to creating high impact deliverables, workshop (FirstUSA Bank) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. In this workshop, participants will get very practical advice on how to create deliverables that have a high impact on decision-makers. It will focus on skills for creating and giving presentations, constructing newsletters and reports and effective company profiles. This workshop is intended to be partially a lecture on technique with best practices from several companies as well as an interactive workshop that allows people to actively participate in the creation of high impact deliverables. We will go through the most important things to remember when creating a presentation to the factors that need to be considered when creating reports, company profiles and newsletters.

Wing, Melanie

Using management profiling to predict future competitor strategies. With Dale Fehringer.

SCIP09

International Annual Conference and Exhibition, Chicago IL April 21-24, 2009

See examples from Fortune 500 organizations that show how who the leaders of a company are affects how they compete. Understand how management profiling can help CI analysts assess competitors' leadership, managerial, and decision-making styles and anticipate likely strategies and market initiatives. Take home practical techniques for conducting profiles on executives at their competitors' organizations
Withers, Richard. Developing CI core competencies. (Fuld) SCIP Europe Conference, 7 , Brussels, Belgium, October 16-18, 2002. Developing CI Core Competencies If we assume that the demand for CI is growing then the challenge for your organisation is all about meeting the demand for if your business cannot and the competitor can then they will make better and quicker decisions than you! Is it easy satisfying this demand or is it hard? If your firm believes that the principle outputs of its CI manager are company profiles then I suggest that almost anybody in your organisation can fill the vacancy. However, if your firm seeks someone to catalyse it into make great and brave decisions based on industry insight and foresight, then you have a tougher assignment on your hands. This talk will help clarify what you need and how to find and nurture it. Withers, Richard. Moving from tactical to strategic CI open forum. Facilitator. (Spectra CCS) SCIP Europe th Conference, 7 , Brussels, Belgium, October 16-18, 2002. Is there ROI on strategic higher than tactical? How do you move from tactical to strategic? Prioritising work; Handling change in CI sponsorship; Achieving credibility with senior management; Setting & managing expectations; Overlap with other strategy teams - Planning, Strategy, Development, etc. Re-defining needs. Withers, Richard. Strategic gaming (workshop). (Managing Director, Deallus Ltd. th Co-Presenter: Jonas Pedersn, Executive Director, Deallus Ltd.) SCIP 11 European CI Summit, London UK, October 18-20, 2006. Management loves strategic gaming (war gaming and scenario analysis) because it actively involves the application of competitive intelligence to decision making, strategy, and planning. Companies that run great strategic games get great results; companies that run poor games get poor results. Withers, Richard. Strategic gaming (workshop) (Director, Deallus Ltd.) SCIP 10th Annual European Summit, London, November 9-11, 2005 Management loves strategic gaming (war gaming and scenario analysis). It actively involves the application of competitive intelligence to decision making, strategy, and planning. Companies that run great strategic games get great results; companies that run poor games get poor results.This workshop will enable delegates to: Prepare for and run strategy games; Identify the best times to run strategy games; Tailor games to suit their specific business requirements; Uderstand the key concepts and business tools most commonly used in strategy games; Identify the qualities required in strategy game facilitation; Learn some of the "tips" of facilitation; Learn the benefits vital to "selling" strategic gaming to management. Withers, Richard. i. (Director, Deallus Ltd.) SCIP 10th Annual European Summit, London, November 9-11, 2005 Strategic Games are critical to businesses as they provide the opportunity for management to make the best possible decisions. Strategic Games are critical to Competitive Intelligence Managers as they provide the opportunity to demonstrate immense value and to lock-in to the organisations strategic planning and decision making processes. Strategic Gaming encompasses Scenario Analysis, Wargaming, Brainstorming and a lot inbetween. Gaming is really about bringing together the right people, the right information and the right framework(s) to deliver the desired output Wittmann, Andreas. How to monitor trends and detect weak signals through a new method of categorization. th (Merck ) with Ehmer. SCIP Europe Conference, 6 annual, Exceeding expectations. Munich, 24-26 October 2001. The work of a BI/CI manager often consists of analysing competitive information from a partly unknown field. A web-based full-text retrieval results in a huge amount of unstructured information. Our daily work is therefore often reduced to canalise the information stream to make it accessible to systematic analysis. This is often done manually, the data is then categorised manually and individually. Therefore, it would be beneficial to have an automated tool that generates categories according to the relevant words within a given text via "fingerprinting". This is done by the generation of (what we call) "descriptors, combinations of words that appear with statistical significance within the text. Using this method it is possible to detect trends (via "birth" of new descriptors), changes of interests ("slow death" of descriptors) and to detect omitted topics as well as unexpected connections Woessner, Walter. Practical applications of competitor analysis techniques, and approach to studying competitors in depth. (AT&T) SCIP Annual conference: Globalization and its impact on competitiveness. Washington, DC. March 25-27, 1992. Wolters, Karen. Linking disparate element in the external network through data collection and analysis to identify market intelligence. (Southwestern Bell) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993.
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Womack, Alexandria Assessing knowledge management in your organization, (Workshop) (APQC) and Stephanie Carlin. 1999 It's not difficult to find advice about how to implement knowledge management in your organization. The difficult challenge is measuring your success in doing so. At this workshop, you'll have an opportunity to benchmark your knowledge management efforts, using the Knowledge Management Assessment Tool (KMAT) developed by the American Productivity and Quality Center (APQC). Wong, U-Yun. State of CI in Asia. (with Fish) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Session participants will review a summary of CI practices and the status of the discipline in Asia. Case studies and best practices will be used to demonstrate the state of the industry, based on the presenter's experiences when auditing selected clients' CI systems and capabilities in the region. Attendees will gain an overview of the progress of CI in Asia and benefit from reviewing and discussing best practices in that rapidly growing region. Wormell, Irene. Informatrics and webometrics for measuring impact, visibility, and connectivity. (Centre for st th Informatric Studies) SCIP European Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Wright, Sheila A cascade of analysis for business insight. (workshop) (with Fleisher). (Lecturer, De Montfort University) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Wright, Sheila. Competitive intelligence: principles and practice. (workshop) (with Fleisher) SCIP/DCIF European Competitive Intelligence Summit, Frankfurt, Germany, October 24-26, 2007. Wright, Sheila CI in Europe: a critical perspective (panel) (with tena, michaeli, hedin, hirvensalo Belkine) th SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Led by reputable CI professionals representing six European countries, this panel will discuss basic issues concerning the perception, practice and application of the CI discipline in their respective countries. The ultimate question of, "do we all perceive, practice and apply CI in the same fashion?", will be the focus of discussion. Both the Panel and audience will be challenged to explore uniformity in the way Europeans relate to CI and the practical consequences emanating from varying national perspectives. An open debate will allow attendees to question the panel, raise their own views, support or object. Wright, Sheila. CI Research setting the research agenda for the next 20 years (panel). (with Fleisher, th Viviers, Prescott) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Beginning with a review of the published literature, this session provides a retrospective look at the emergence of CI as a knowledge domain as reflected in papers published in CI Review and JCIM, as well as a look at CI books and articles published elsewhere. These publications reflect the research agendas of the past 20 years that contribute to shaping the CI research agenda for the next 20 years. Panelists will describe past and current published research, suggest directions for future research that would advance the field and offer new insights into how to perform CI research that is publishable in juried venues. Wright, Shelia. CI with a seeing eye. (Leicester Business School) with David Pickton. SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. Analysis is becoming more and more quantitative with little regard for the 'hunch' or 'gut feel' that makes successful organisations take risks. Too many fail to see that following exactly the same models as the competition produces largely identical answers. This is hardly a recipe for innovation. The practice of CI should not be hide bound by these quantitative rules, and CI practitioners are superbly placed to encourage a shift in attitude, if only they were allowed to. This session will examine why it is necessary to loosen up the analytical approach and will show how the tried (or should that be tired!) and tested models have resulted in predictability and stagnation. Arguments will be presented which will assist CI practitioners to adopt a more creative outlook, in spite of what is seen to be accepted methods. Wright, Sheila Competitor profiling: why, how and what for? (workshop) SCIP European Competitive th Intelligence Summit 11 , October 18, 2006. This interactive workshop will instruct delegates on how to use competitor profiling tools and techniques to better inform the strategic decision making process. It will be of particular interest to intermediate level practitioners who are making the transition from data collection tasks to full analytical capability with an eye to demonstrating how CI can make an impact in their organization. The workshop will start with input from the presenter and cover the topics of: why competitor profiling is important, where and how competitors communicate, who the current and future competitors are, competitor vulnerability, and which competitors to monitor and why. Delegates will be introduced to some well accepted tools of analysis, in addition to those which have been developed by the presenter, proven to be effective in this task. These tools assist in the production of a competitor profile and guidance will be given on how to use, rather than simply report on, information obtained. Delegates will be invited to apply these tools to their own situation and as a consequence will enhance their CI skill set in an appropriate context. The workshop will conclude with instruction and guidance on how to feed competitor profiles and likely competitor action into what-if analysis, scenario planning, and strategic decision making
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Wright, Sheila. Competitor Profiling - Why? How? When?, Half-Day Workshop. (Principal Lecturer, Leicester Business School). SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. This inter-active workshop will instruct delegates on when, why, and how to use competitor profiling tools and techniques to better inform their strategic decision making process. It will be of particular interest to intermediate level practitioners who are making the transition from data collection tasks to full analytical capability with an eye to demonstrating how CI can make an impact in their organization. Wright, Sheila. Competitor Profiling: Why, How, and What For?, Workshop. (principal lecturer, De Montfort University) SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. In this interactive workshop, participants will learn how to use competitor profiling tools and techniques to better inform the strategic decision-making process. The workshop is of particular interest to intermediate-level practitioners making the transition from data collection to full analytical capability with an eye to demonstrating how competititve intelligence can help their organization. Participants will look at how competitors communicate, assess current and future competitors, examine competitor vulnerability, and decide which competitors to monitor. They will be introduced to tools of analysis and will learn how to feed competitor profiles into what-if analyses, scenario planning, and strategic decision making. Wright, Sheila. How to Teach CI Analytical Techniques, Panel Presentation. SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Talk of analysis is consuming much talk in intelligence these days. The objective of this session is to learn more about analysis and how to use these techniques both in organizations and in the classroom. Practitioners and leading edge academics will present analytical techniques and teach participants how to teach the techniques. The goal of this panel presentation is to impart three additional techniques the audience can bring into the classroom with teachable materials. This panel will presented in two parts. Part one will be presented from 11:00 AM to 12:00 PM, part two will be presented from 1:00 PM to 2:00 PM. Material for this session will be presented by authors of academic papers of significant importance to the CI community Wright, Shelia. Improved competitive strategy though value added CI. (De Montfort University). and David Pickton Third Annual SCIP European Conference, Business Analysis For Winning Strategies, Berlin, Germany, 11-13 November 1998 Wright, Sheila. Improved competitive strategy through value-added CI. (with Badr) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Wright, Shelia. Integration of CI activities into all stages of marketing strategy formulation. (Leicester th Business School) . (with Ahmad Badr) SCIP 9 annual European Conference, Milan Italy, October 27-29, 2004. The complexity and difficulties experienced by competitive intelligence (CI) managers in integrating and managing the relationship between CI and other functions in the organisation have inspired research efforts in a wide range of disciplines. This presentation examines the working relationship between CI and Marketing Strategy Formulation (MSF) in European companies. There are misunderstandings known to be inherent in many organisations regarding the use of CI; which raises issues in the application, resource commitment and infrastructure necessary for a successful outcome. Bases on the findings of a recent study that compare general attitudes and perceptions, you can learn how European CI managers perceive the most important issues in the MSF integration issue. The beneficial link of CI to marketing strategy formulation will be clearly demonstrated. Wright, Sheila. Linking research agenda (panel) (Leicester Business School) (with Dishman, Badr, th Pickton, Hawkins) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. The objective of the session is to provide a forum for SCIP members to learn about current academic research on competitive intelligence. In particular, interim results from a global research study will be presented highlighting differences in competitive intelligence practices. As well, opportunity will be provided for SCIP members to discuss with the panel where they would like to see the academics focusing their research activities. What research is important to the SCIP community? Have a chance to get your voice heard. Wright, Sheila. Selecting, Engaging, and Enhancing In-House Analysts, (principal lecturer, De Montfort University; Co-Presenter: Craig Fleisher), SCIP08 Annual Conference and Exhibition, San Diego, CA, April 14-17, 2008. Organizations need to identify people who are likely to be good at analysis, and these people should be recruited and placed in a context in which they can develop and succeed. Finding skilled analysts is difficult enough; retaining them, developing their capabilities, and keeping them excited about their work is even harder. Very few trained competitive/strategic analysts come through the educational system, so firms have to be flexible and creative in finding them. This may require an adventure into associated business functions such as marketing research, cost accountancy, R&D, manufacturing, IT, or operations management. So what does the firm do? This presentation is aimed at two audiences: (1) analysts who want to develop their careers and are looking for a stimulating corporate environment, and (2) CI managers who need to hire and develop analytical talent. The presentation will suggest ways to encourage the analyst and configure the corporate environment to the benefit of all concerned. Wright, Sheila. Smarter strategy through value added CI (with Badr) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago.
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A critical appreciation of the CI task and its potential to impact on strategic decision making is presented using the concept of value-added competitive intelligence (VACI). Different form functional or relevant CI, VACI encourages a firm to use its CSFs to design the entire CI effort and subsequently, a smarter strategy. Identifying CSFs is not especially easy, but that simply reinforces the need for it to be done. left unattended, the danger of internal and/or external surprises is ever present. To help conceptualize the blind spots, and highlight the hot spots, we will introduce our Johari CI window. Suggestions for encouraging creativity and a less structured approach to analysis will also be put forward. To support VACI, a borderless? attitude is recommended. We illustrate how firms can capitalize on the resultant relationships. Wright, William Communication of CTI results (Visible decisions) with Thomas, SCIP Competitive Technical Intelligence Symposium, Boston Copley Plaza, Feb. 20-1, 1997. Wunderlin, Christine. Getting the Most from Your Public Source Research, (MarketSmart Research Services; CoPresenter:Toni Wilson) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Through specialized public sources of information, CI professionals can go further than ever before with building their marketplace knowledge -- beyond news articles and company profiles that simply provide background for larger research projects or a list of interview sources. They can develop an intelligence collection and compilation of rich knowledge regarding their competitive environment. Insights can be gained, leading to productive and successful problem solving and decision making, taking advantage of the recent information explosion rather than struggling with it. No single researcher has the time, resources or expertise to stay current and knowledgeable regarding the sources, tools and techniques available to them, particularly those that will meet their specific needs. This session will provide a shortcut for understanding the relevant public sources and research tools and techniques available currently, some of which have been developed only in recent years. Recommendations will be tied to specific research exercises in order for the audience to gain a practical perspective and knowledge they can apply immediately. Wunderlin, Christine, The value of getting involved: leadership opportunities at SCIP. SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. If you have always wanted to find out how to volunteer your time and knowledge, but were not quite sure where to start, this presentation is for you. During this one and one-half hour session we will explore the opportunities SCIP offers at the chapter level. We will discuss the various leadership opportunities that are available, how to get started, the time commitment for each level, the qualifications, and much more. You will also find out what it takes to become a steering committee member for your local chapter and how they help the chapter coordinator with idea generation, logistics, member relations, public relations, etc. Have you ever thought about what it takes to become a chapter coordinator, or how to reactivate a dormant chapter or start a new chapter. Been there, done that? How about the regional coordinator? These folks (9 of them) help out chapter coordinators in their regions and are the first contact for any questions the local chapter coordinator may have. Sound interesting? Want to find out more! Join me for the presentation and get all your questions answered

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Yip, George. Creating competitive advantage through global strategy. (UCLA) SCIP annual conference: Creating competitive advantage flexibility, sustainability, commitment. Los Angeles, Ca. March 31- April 2, 1993. York, Gerry Collection 1: primary collection techniques. (workshop) (Phoenix Consulting) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. An organized collection plan is key to primary collection success. Not only must you correctly determine where to get the information you need, you must also create a strategy for systematically collecting and preparing it for analysis. In this workshop, participants will explore techniques for collecting information from internal company sources, as well as effective strategies for gathering information from external sources, including representatives at trade shows, the vendor community, and industry analysts. You will learn effective strategies to overcome the roadblocks that inhibit the collection process and special emphasis will be placed on understanding the legal and ethical issues faced by professionals conducting primary collection operations. Young, Melissa, Enterprise information portals: CI solutions in practive. (Lucent Technologies) with Jane DeHaven and Tom Jevec. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. Discover how a leading high-tech company harnessed portal technology to provide seamless information across the enterprise. For the technically minded, learn about taxonomy construction, metadata, and the integration of internal knowledge and external information. Youngblood, Ava. Aspirin for CI managers: curing those tough leadership headaches (Conference Board council on competitive analysis) (provocateur encounters) with Steinhardt, Susan; Kalb, Clifford; John Newbold; Karen Eckman; st Breakfield; Conway, Frank. SCIP Annual conference: Knowledge-based strategies: surviving and thriving in the 21 century. Chicago, IL, March 25-28, 1998. Youngblood, Ava. A Lotus Notes architecture for conducting CI. (workshop) (W Aker) (The Futures Group) SCIP Annual Conference: Incorporating actionable intelligence into the organization. Arlington VA, March 27-30, 1996.
Yount, Shane Chicago IL April 21-24, 2009 Scorecards: how to educate, facilitate, and motivate. SCIP09 International Annual Conference and Exhibition,
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Learn the key concepts of business scorecards and understand why scorecards are receiving so much attention in the corporate and government business sectors. Learn how to create connectivity for all employees through the scorecard process. Learn how a scorecard system can drive business performance and accountability throughout any organization
Yushchuk, Evgeny. CI in Russia, (Associate Professor, The Higher School of Economics at Ural Branch of Russian Academy of Sciences). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. As time goes by more and more European and international CI practitioners will be facing the need to approach the Russian business scene from a professional angle without really knowing how to go about it. We will discuss some of the following issues which come to mind: How does the traditional Russian social culture affect its business practices? What is the legacy of the security and intelligence practices so dominant in the times of the Soviet Union in the current Russian business environment? To what extent is CI, as practiced in European and international business communities, apparent in the current Russian economy? What are the particular characteristics of CI as practiced today in Russia? What should non-Russian CI practitioners know about the way CI is practiced in Russia? Do we all speak the same professional language?What are uniquely Russian legal and ethical constraints a non-Russian practitioner should be aware of and alerted to? How can nonRussian CI practitioners manage themselves to be better prepared when establishing dialogues with their Russian counterparts?

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Zagozewski, Sharlene. Key lessons for a start-up CI effort. (W Baird) SCIP Annual conference: CI gets real real world strategies for competitive advantage. Cincinnati, Ohio, April 3-6, 2002. During the first year or two that a CI function exists in an organization, many opportunities as well as obstacles present themselves. This session presents those early days and the experiences that lead to Key Lessons as we begin our CI effort. Attendees may benefit by avoiding potential conflicts, or budget costs, or by realizing opportunities to solidify their new effort as one valued by their organization. Zagozewski, Sharlene. Conference collection in the Pharma industry. (Director of Business Intelligence, th Boehringer Ingelheim) (with Richterman) SCIP05 20 Annual International Conference, April 6-9 2005, Hyatt Regency Chicago. Properly collecting and reporting at conferences requires a carefully planned and organized system and process. This case study from the pharma industry will walk you through the process, components of which can be applied across industries. You will be shown templates to assist in planning and executing a conference collection, and a team structure to enable success. We will also discuss the significance of adding implications to collected information to provide insight to the client. Zanasi, Alessandro, CI in the advanced information age. (IBM Samea) SCIP In Europe: Succeeding in global markets: advanced business analysis. Hilton, Brussels, 29-31 October 1997. Zanasi, Alessandro. European Commission Funding for Intelligence and Security: The Text Mining Case, ESRIF Member, ESRIF (European Security Research and Innovation Forum). SCIP Europe, 2008 European Competitive Intelligence Summit, Rome, Italy, October 20-22, 2008. Public and private security, after 9/11, is facing new threats for which new arms, and new intelligence, are necessary. The interest to text mining technology has been boosted in the last years for its capability of detecting information regarding the new security threats: industrial and economic espionage, financial crimes, terrorism, organized crime, trafficking, smuggling, proliferation of weapons of mass destruction. This capability pushed the European Commission to rank text mining as a primary technology to be funded through its new specific funding line dedicated to security and intelligence technologies, endowed of several billion Euros and started in 2007. Typical text mining users are intelligence analysts, in business, political or military fields. Real cases will be presented regarding intelligence for industries and government as well as highlights of EC funding to security and intelligence technologies. Zanasi, Allessandro. From data mining to information mining: the new CI frontier. (IBM) SCIP European st th Conference: Bringing European CI into the 21 century. 4 annual, Amsterdam, 3-5 November 1999. Zanasi, Alessandro. Text mining; applications for success (TEMIS) SCIP 8th European Conference, London, UK, October 22-24, 2003. Demonstration of data / text mining software and the tangible benefits that can be delivered to the organisation. Real life case studies from renowned companies will demonstrate cost / benefits of text mining projects. This session will conclude with an outlook of recent advances in research topics. Zingaro, Jaime, Sharing technology intelligence at warp speed using internets, intranets, and customer portals to speed the transfer of intelligence. (W Erlandson, Furnas) (WL Gore) Competitive Technical Intelligence Symposium, San Francisco June 9-10, 2000. Zour, Ben. Understanding and developing the role of competitive intelligence in your organization. (Eastman Kodak Company.) SCIP 3rd Annual meeting, Atlanta Georgia, March 23-25, 1988. Zangwill, Willard. New Software for Decisions and Analysis, (Professor, University of Chicago; Co-Presenter: Kristan Wheaton, Professor, Mercyhurst College) SCIP06 Annual International Conference, Orlando, Fl April 26-29, 2006. Do the people in your firm always make the best decisions? You want them to apply the best methodology in their decision making and analysis. Decision Breakthrough Technology (DBT), with its patent pending innovations, has capabilities and features like no other to help make the best decisions. Particularly for complex situations, it is a useful tool for: 1) revealing risks, biases and assumptions; 2) ensuring nothing important has been missed; and 3) indicating new opportunities. DBT can help identify and reduce risks and dangers in possible actions, and eliminate discrepancies and erroneous assumptions in financial projections. The software tool has been used in both government and in industry, impacting millions of dollars in savings. Zlotin Boris Finding failures before they find you: predicting failures associated with e-commerce. (Ideation International.) and Svetlana Visnepolschi. SCIP 2001 Annual Conference: E Business and the Knowledge Professional -- how to win competitive advantage in the new economy, Seattle, Washington, March 7-10, 2001. eCompany magazine recently suggested that 95% of dotcoms will fail. In this session, you'll discover a structured process for predicting those failures and, if the process is applied on your own e-business, possibly preventing your company's demise.