Competitive Intelligence in Pharmaceuticals

Investigating Strategies to enchance CI productivity

• Understanding scenarios, trends and wargaming in order provide early warning into competitor actions
• Developing industry trends that affect how competitive intelligence is conducted
• Asessing megatrends changing how CI functions in order to stay ahead in the industry
• Evaluating specific implications to your intelligence actions to ensure success in CI wargaming Strategy

Bonnie Hohhof Director CI Research & Information, Society of Competitive Intelligence Professionals (SCIP)

Evaluating the rising importance of social media for early assessment of its implementation within your CI monitoring and research processes

• Defining social media tools for better pharmaceutical understanding and usage in Europe
• Identifying the prevalence of social network use within the European Pharma Industry
• Investigating European regulatory issues and developments to understand pharma industry use of social media
• Exploring the application of social media by Pharma companies to target their customers
• Understanding the extent physicians use social networks for professional purposes and patients use social networking to seek medical information
• Discovering which tools are available to monitor competitor social media activity to gain insight into how and what extent social media monitoring should be incorporated into CI programs

Eric Matthews Senior Manager, Business Intelligence, DAIICHI SANKYO EUROPE

Developing War gaming plans to discover if pharmaceutical companies are missing a trick in the Phase III Design

• Developing differential advantage in order to improve competitiveness and probability of success
• Investigating the vital role of war game before PH III clinical trial design in order to make more informed decisions about PH III trials
• Understanding the definition of a war game to strenthen insight into wargaming
• Examining the pros and cons of using war game to optimise PH III trial design
• Exploring successful company strategies in order to anticipate the potential impact of competitor actions and uncontrollable events

Neil Roger, Associate War Game Consultant, Lifescience Dynamics

Executing best practices for successful self quality control within CI Pharma departments to increase status

• Discovering how to create a proactive CI department in order to anticipate competitor movement and strengthen counter intelligence
• Uncovering the importance and beneficial impact of effectively tracking consumer feedback in order to assess your products against competitor products
• Increasing employee skills to filter and optimise reporting of only relevant information
• Using CI training to increase understanding of business priorities to ensure quick and adequate distinction between important and unimportant intelligence
• Reassessing the CI needs of other departments to successfully stay ahead of company quality control
• Finding ways to cope with weak CI team infrastructure in order to efficiently collect information and create a more robust system
• Practising efficient ways of gathering and sharing intelligence in order to effectively diffuse CI information

Dr. Morgane Regeard, Business Intelligence Manager, Debiopharm

Proving the added value of Competitive Intelligence in order to successfully position the CI department within company

• Establishing and demonstrating that CI can receive a good return on investment in order to justify further support and commitment
• Setting company perception of CI investment by proving its beneficial impact on revenue thus changing short term funding to long term investment
• Using Innovative methods to promote forward thinking in CI to company and increase trustworthiness
• Proving the necessity of CI for marketing and strategy departments to increase company-wide support
• Demonstrating practical benefits of CI in competitor and market forecasting in order to appease company doubt in long term CI investment
• Focusing on competitive intelligence credibility to prove its beneficial impact on marketing research
• Examining company restructure in CI to understand conceptions of managing interface with other departments

Francesco Antonio Colombo Business Intelligence Manager, Abbott

Uncovering the latest trends in gathering, summarising, and filtering incoming intelligence to enhance CI productivity

• Using efficient CI filtering methods in order to quickly gather information and reduce amount of time spent on sorting intelligence
• Differentiating between irrelevant and relevant CI gathering in order to maximise the amount of information gathered and reduce unnecessary information overload
• Creating a proactive approach to achieve high quality CI summarisation in order to anticipate competitor movements and stay a step ahead of the competition
• Discovering how to quickly acquire current information on validations of new concepts in order to achieve successful targeting
• Exploring various ways to effectively track competitor information and gain competitor product insight
• Investigating how competitors are gathering data, how they access data and the amount of time they spend on collecting and summarising to effectively evaluate your intelligence collecting strategies

Daniel Spilsbury, Account Manager EMEA, Digimind

Practising innovative methods to effectively track competitor movements in order to better your CI process

• Monitoring competitor human resource movements to enhance successful counterintelligence
• Acquiring practical methodology of how to keep track of who specifically are the market influences to effectively predict the success of future products
• Examining the importance of country and culture differences when tracking competitor CI processes and execution in order to interpret intelligence correctly
• Finding source elements used by competitors in order to access market intelligence sooner to forecast their future movements and strengthen counterintelligence
• Investigating different types of social network programmes and assessing the credibility of information in order to develop ways to use secondary programmes for CI

Luis Madureira, Co Founder of Portuguese Community of Competitive Intelligence

Investigating the latest changes in Pharma CI market to forecast possible impacts from a small affiliate perspective

• Examining the importance of applying CI to marketing in order to see maximum results of CI implementation
• Learning where and what type of research to target in order to adapt to pharma market changes and enhance overall competitive market research
• Evaluating the need for examining local intelligence to discover its necessity for proper CI implementation
• Studying how educating all employees about competitive behavior will add to overall CI productivity

Teresa Abecasis, Business Management Senior Manager, Sanofi-Pasteur

Day Two:

Executing quality competitive Intelligence with less time, resources, and money

• Incorporating efficient gathering methods to create quality CI and effectively work in an under resourced department
• Adapting examples of successful CI department structures and processes to successfully reformat your CI department
• Using your CI department to directly enhance research and marketing by implementing it in daily tasks
• Anticipating if a specific area of your CI department needs improvement
• Implementing CI in business planning to expand training on competitive intelligence across different departments and increase overall support of small CI teams

Fernando Del Moral Competitive Intelligence Manager, F. Hoffman La Roche Ltd. Strategic Analytics

Examining why Innovation in Private US Healthcare is relevant to European Pharma and Biotech? Companies

• Understanding the exploding innovation going on across the US healthcare market
• Appreciating how it is opening up new competitive opportunities and threats to pharma and biotechs worldwide
• Discovering how the private sector in the US healthcare market has been testing new ways to deliver value, but has needed data
• Assessing the impact of the nationwide deployment of an electronic medical record infrastructure and creation of new longitudinal treatment data sets
• Exploring new partnerships and services to analyze and use this data to drive value in the branded drug market

Michael Ratcliffe, Vice President, Fuld & Co

Enhancing CI performance with innovative solutions, platforms, and examples for acquiring CI information in current environment

• Determining which platforms to use for monitoring news outlets and publications in order to incorporate CI effectively
• Finding CI information gathering solutions that are end user friendly for easily searchable and accessible intelligence collecting and storage
• Investing in cost effective platform solutions to optimise CI performance with less money
• Using cross information research solutions in order to predict forecast impacts
• Exploring the different methodologies of organising data of competitors in order to assess and improve successful competitive intelligence implementation

Miguel Duarte Ferriera, Co Founder of the Portuguese Community of Competitive Intelligence, CPCI

Doing Successful competitive strategic marketing to adapt to the evolving pharma environment

• Embedding CI in marketing strategies to identify key objectives and increase success of products
• Finding and monitoring competitor market segment strategies in order to successfully optimise strategic planning
• Improving and executing development strategies for increased profit share return
• Exploiting timing of competitor product launches to gain insight into their strategies and perception of the pharma market
• Clarifying the origins of future trends in the market in order to successfully create practical CI development strategies

Esra Ozarpaci Business Intelligence Unit Manager, Pfizer Turkey

Applying social media for gathering and interpreting internal competitor product feedback as a way to approach pharmacovigilance challenges

• Integrating social media within internal CI analysis practices to support monitoring of patient product feedback
• Proving the benefits of incorporating social media (in relation to pharmacovigilance) by investing in blog monitoring amongst patient websites
• Evaluating patient perception of social media websites to examine usefulness of social media communication
• Exploring the importance of implementing social media to easily monitor communication between competitors and consumers
• Utilising online channels to communicate with patients and physicians for early detection of problematic products to avoid potential loss of reputation

Gilles Jourquin Business Intelligence Manager, Sanofi Pasteur MSD DV