Pharma Competitive Intelligence Conference

2011 PROGRAM AGENDA:

DAY 1 (Tuesday, September 13, 2011)
General Session:
7:15-8:15	Registration & Networking Breakfast in Exhibition Hall __________________________________________________________________________________________________________________________________
8:15-8:30	Conference Chairpersons’ Opening Remarks Co-Chair: Dr. Daniel Pascheles Vice President, Head Global Competitive Intelligence, Merck & Co Co-Chair: Sue Ward Senior Director, Worldwide Competitive Intelligence, Pfizer __________________________________________________________________________________________________________________________________
8:30-9:15	Keynote: Pharma 3.0 and the new health care ecosystem The pharmaceutical industry is continuing its evolution to Pharma 3.0, an ecosystem in which companies will need to shift from simply producing new medicines to demonstrating improvements in health outcomes and creating innovative new business models. Because the pharma ecosystem is growing more complex, Pharma 3.0 initiatives are expanding to include a broader scope of technologies, disease categories and stages in the cycle of care. Yet despite pharma companies' rapid increase in Pharma 3.0 initiatives, non-pharma companies -- new players in healthcare such as IT firms, telecommunications companies, data management firms, internet services companies and social media sites -- continue to invest more. What are the factors driving these changes and what are the trends? What are the challenges facing pharma companies in implementing change? What will it take to succeed in the new ecosystem? Ernst & Young __________________________________________________________________________________________________________________________________
9:15-10:15	Pharma Baby Boomer Strategies January 1, 2011 marked the first day of retirement for the baby boomer generation. Those born in post-war January 1946 are now 65 years of age. Each day over the next 20 years, in the US alone, an additional 10,000 boomers will hit 65. As the 79M in that generation transition to elderly, their drug consumption increases. The Healthcare Industry is positioned to benefit from the greater utilization of services, and many companies are already showing their strategic hands (CVS Caremark's acquisition of Medicare Part D division). The Pharma Industry has long anticipated this transition as well. What are the Pharma industry strategies and how are they unfolding? Moderator: Covance Panelists: sanofi-aventis Accenture __________________________________________________________________________________________________________________________________
10:15-11:15	Networking & Refreshments in Exhibition Hall __________________________________________________________________________________________________________________________________
11:15-11:45	European Healthcare Systems - Lessons Learned? With the changes planned for the US Healthcare System one can’t stop wondering how other nations are coping with exploding demographics and the increasing cost pressures. This presentation will take a closer look at selected European Healthcare Systems, their funding structure, the recent challenges and reforms introduced to beat bankruptcy. Self-directed care? Activity-based financing? Single-payor system? Has anyone found the ‘magic bullet’ yet? Fletcher/CSI Healthcare - ICOCI GmbH __________________________________________________________________________________________________________________________________
11:45-12:15	CI in Pharma 2021 – Emergence of the Competitive Strategy Industry Powerful trends are reshaping the pharmaceutical industry. As a result, the future definition, the role and the impact of Competitive Intelligence within Pharma will be largely redefined. To be ready to vie in the highly competitive markets of the future the relevant pharmaceutical managers and their supporting CI consultancies will have to undergo dramatic changes to ensure they will keep delivering value. Together with this transformative trend is wrapped the opportunity. Deallus will illustrate how the emergence of the Competitive Strategy industry (the opportunity) is already overpowering the standard CI industry and will provide evidence of the underpinning traits of successful players. Deallus __________________________________________________________________________________________________________________________________
12:15-1:30	Networking Luncheon Presentation: Rightsizing Your Organization across Changing Global Markets, Therapeutic Areas and Lifecycles Turbulent times have caused wrenching change for biopharma and medical device companies of all sizes. Large and small organizations are being challenged to determine their right size for growth and survival across diverse global market types, therapeutic areas and lifecycle stages. Savvy intelligence systems can inform the process, targets and outcomes. Without such insights, mistakes are easily made. This presentation will share field research findings regarding the rapid evolution -- in biopharma, medical device and generics -- of new benchmarks that are helping to inform evolving business models and the rightsizing of the new organization. Case examples will spotlight how best practice benchmarking intelligence insights can inform this process. Best Practices, LLC __________________________________________________________________________________________________________________________________
1:30-2:30	Networking Roundtables/Discussion (Led by an expert at each table placed throughout exhibition hall. Participants may freely move from one table to another in this open space environment.)
	ROUNDTABLE 1:	Collecting Generic CI from India and China Lifescience Dynamics _________________________________________________________________________________________________________________
	ROUNDTABLE 2:	Selecting a CI Vendor… and whether to partner with a Multi-Industry firm or Pharma specialist Aurora WDC _________________________________________________________________________________________________________________
	ROUNDTABLE 3:	Manufacturing Intelligence DSM Pharmaceutical Products _________________________________________________________________________________________________________________
	ROUNDTABLE 4:	Competitive Technical Intelligence Boehringer Ingelheim _________________________________________________________________________________________________________________
	ROUNDTABLE 5:	How to find information on challenging topics/ How do I… ? Pfizer _________________________________________________________________________________________________________________
	ROUNDTABLE 6:	Regulatory Intelligence Sanofi-Aventis _________________________________________________________________________________________________________________
	ROUNDTABLE 7:	Competitive Intelligence from Intellectual Property, Scientific and Financial Data Sources Innography _________________________________________________________________________________________________________________
	ROUNDTABLE 8	Getting Ready for Market Intelligence 2.0 To compete successfully in the marketplace today, companies need to understand potential threats from different forces: competitors, regulators, customers, and partners. To get a complete picture of these market forces and an early understanding of the potential threats, companies need to gather information from a wide variety of sources. The digital revolution has created a wide variety of potential sources, both internal and external. Information from both unstructured and structured sources needs to be filtered and aggregated to be relevant, specific, and actionable. New sources of information such as social media and videos, and new techniques such as sentiment analysis, can help increase a company’s competitive advantage when applied to market intelligence. Capgemini _________________________________________________________________________________________________________________
	ROUNDTABLE 9	Catalyst for Change: Key Imperatives for CI in Pharma 3.0 Environment An interactive discussion on changing healthcare environment and its challenges for CI professionals trying to get their organizations up to speed. Leading CI practitioners will share their thoughts at this "bridge" between opening and closing conference keynote presentations. BioXcel Corporation _________________________________________________________________________________________________________________
1:30-2:30	Viewing of Poster Exhibits __________________________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

2:30-3:15	TRACK A	The Future of Designer Foods: post-game predictions Most markets are complicated; the nutraceutical space is no different. Learn about the subtleties and predictions from the Fuld & Company national war game played out recently in Cambridge, and how the teams and the judges teased out a half-dozen insights you can benefit from. The lessons here are valuable for any pharmaceutical or biotech firm interested in entering the nutraceutical space. Each of the seven public war games run by Fuld in as many years have all accurately predicted market events. What the Financial Times (April 25, 2011) had to say about The Battle for Designer Foods and lessons it taught: “These games, structured analytical exercises that aim to give players an understanding of competitive threats, are already used in both companies and governments. They are used to sharpen employees’ abilities to anticipate moves by rivals and also to deepen understanding of the long-term consequences of decisions.” Fuld & Company __________________________________________________________________________________________________________________
	TRACK B	Visual Tools to Map Competitor Landscapes & Trials How can we effectively distill copious trial information into visually compact, useful analytics? What are some options for mapping competitors across a range of market segments and assessing their phase of development status? How can we efficiently assess and update the ever- changing numbers of trials in each market segment? What is the most meaningful way to evaluate and represent dead or ‘suspected discontinued’ agents? Specific case studies will be presented. The Larvol Group __________________________________________________________________________________________________________________
	TRACK C	The Future of Nutrition: Convergence of Science & Food Nutrition and health all converge in a unique symphony of the body. This presentation will discuss the orchestration between Food Science, Pharma Science, Genetics and Consumer “Likes” to create a nutritious product. Pfizer Nutrition __________________________________________________________________________________________________________________
	TRACK D	Better Answers Start with Better KIQs- Synopsis: This talk will address the importance and methodology of developing specific and actionable KIQs. It will include case studies comparing both the resource expenditure and results of broad, vague and/or poorly conceived KIQs versus highly refined KIQs. It will illustrate how correctly refined KIQs take fewer, not more resources to answer. And, it will also provide suggestions and methodologies for CI practitioners to help their clients/ end-users ask more specific, actionable questions. Bausch & Lomb __________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

4:15-5:00	TRACK A	How competitive analysis informs the M&A, licensing and VC due diligence process Understanding the unique nature of the IP behind an asset is of relevance for a VC investment, but it is very hard to evaluate the competitiveness in the future market space given the typical long development timeline, therefore the mantra for investments is generally restricted to 1) is this a unique and ground-breaking technology, 2) does it feed into a potentially lucrative market, and 3) is it a solid team of entrepreneurs. With M&A activity, assets are often in the market or near commercialisation and therefore competitive analysis is of higher value and a more important strategic constituent. The same would apply to licensing deals. Deallus __________________________________________________________________________________________________________________
	TRACK B	Predicting Clinical Trial Timelines to Achieve Better Competitive Intelligence Citeline’s newest offering, TrialPredict, fills critical gaps in trial reporting so that you can better predict your trial and clinical program, as well as track your competitors’ trials. TrialPredict employs a proprietary algorithm to select an unbiased benchmark trial set and perform a nonparametric analysis to forecast enrollment and study period durations for clinical trials – ongoing as well as completed trials that lack timing information. Citeline has captured critical, actual timing data over the past three years; among completed trials in TrialTrove with published results, only one-third report on enrollment duration. TrialPredict fills the gap in this reporting with statistically calculated predictions. For trials involving diseases that demand event-driven outcomes, less than one-quarter report actual study periods; TrialPredict also provides a most likely estimate for this critical period. Citeline __________________________________________________________________________________________________________________
	TRACK C	Gleaning competitive insights from clinical trial information Public clinical trial information can provide a wealth of competitive intelligence beyond assessing future changes in the clinical landscape. A proper analysis can uncover the messaging and positioning the competition is planning for drugs in clinical development. It can indicate how well a study drug will address an unmet medical need when launched. It can tell you how to take advantage of your drug’s strengths and capitalize on your competitors weaknesses. It can give you insight into secondary indications, combination potential, and other life cycle extending strategies. This presentation will provide the framework to provide these types of insights into competitor’s clinical programs. Wolters Kluwer Health __________________________________________________________________________________________________________________
	TRACK D	The key to survival and building competitive advantage in the new world of biologics and biosimilars Biologics represent some of the most costly drugs to develop and, in turn, are currently the most profitable on the market. Over the past three decades, with the advent of recombinant DNA technology, biologics have been an exponentially growing industry. Due to the vast spectrum of health benefits, biologics offer the industry continued growth; however, the exceedingly high cost of treatment has become an issue for payors and patients alike, putting pressure on manufacturers of both brand and biosimilar products. As such, how does CI support the development of strategies to minimize threats and take advantage of opportunities in this pharmaceutical segment? This presentation will highlight: The drivers and resistors to the development of biosimilars in the US, EU, and Japan, including particular interest is the current climate of regulatory agencies and legislation in the US and EU. Discussion surrounding the factors that will drive biosimilar uptake in the market and those that make companies more or less competitive in this market will also be covered. The impact of less regulated markets and companies doing business in these areas is an important factor that will come into play as the biosimilar market grows and will be touched on. A view of the types of products we expect to see enter the market in the near future, improvements on “biobetters” that will emerge, and the companies that are structured to become major players in the industry. Finally, the presentation will discuss the impact CI can provide in support of strategies to minimize threats and take advantage of the opportunities when making decisions around R&D, M&A, and the increasingly competitive marketplace. Fletcher/CSI __________________________________________________________________________________________________________________

3:15-4:15

Networking & Refreshments in Exhibition Hall

Participants may choose 1 of 4 concurrent tracks

5:00-6:00	TRACK A	Challenges for CI in Rare Diseases Market sizing with spotty epidemiology data, limited secondary and lots that isn’t know about diagnosis & treatment outcomes New/alternative sources of information – patient boards/patient advocates, Genetic Disorders Tracker, the challenge of everybody knows you (and you know them), the importance of one’s network to MSLs & medical directors, etc. CI when disease awareness is the focus – what else can/should a CI person be doing? (i.e. unmet need assessments, literature monitoring, patent monitoring, …) Biosimilars – how real a threat are they in rare diseases? Linking support for the business side with support for the science/development side? Genzyme Genzyme CSL Behring Actelion __________________________________________________________________________________________________________________
	TRACK B	Strategies and perspectives to position CI as a core, strategic partner (versus one of several support team): Some CI teams are considered "must have partners" while others are considered "good to have" find out why How can you and your CI team bring added value to the key decision-makers How to communicate more effectively to your key customers, the pharma exec Understanding how risk and uncertainty can be best assessed and evaluated in order to facilitate critical decisions Coria Laboratories, Division of Valeant Pharmaceuticals Bayer Healthcare Pharmaceuticals Inc. Astellas Pharma Boehringer Ingelheim Pharma Inc. Pfizer __________________________________________________________________________________________________________________
	TRACK C	Key Intelligence Topic: Manufacturing Panel members will discuss the fundamental categories of business decisions that benefit from Manufacturing Competitive Intelligence (C.I.): Global, regional and product manufacturing strategies Product Development and Commercialization Assessments including: timetables, forecasts based on capacity plans Panel Presentations will include: Case Studies (blinded) Tool Kit for developing manufacturing intel Audience Q & A Comments, experience, and ideas welcome Panel will also offer suggestions on how to address any general challenges for developing manufacturing C.I. Moderator: SAI Med Partners LLC Panelists: Merck & Co., Inc. Pfizer Quintiles Pfizer Nutrition __________________________________________________________________________________________________________________
	TRACK D	Identifying potential licensing/ M&A opportunities and partnerships through predictive intelligence Merrimack Pharmaceuticals Alexion Pharmaceuticals Bayer HealthCare Pharmaceuticals __________________________________________________________________________________________________________________

6:00-9:00

Evening Socializing Events! Casino Gaming, Reception & Networking

DAY 2: (Wednesday, September 14, 2011)
7:15-8:15	Registration & Networking Breakfast in Exhibition Hall _________________________________________________________________________________________________________________________________
8:15-8:20	Chairpersons’ Opening Remarks (Will occur within each separate track session)

Participants may choose 1 of 4 concurrent tracks

8:20-9:00	TRACK A	How Europe is potentially influencing US Healthcare Policy Examining the potential impact of NICE (National Institute for Clinical Excellence ) in the UK and IQWiG (Institute for Quality and Efficiency in Health Care) in Germany on the future development of the US’s PCORI and the global Pharma industry Gain an understanding how the work of NICE and IQWiG is influencing health policy in Europe and potentially the USA Understanding how the Patient-Centered Outcomes Research Institute (PCORI) will affect your own and your competitors’ corporate plans for pipeline development Early warning . Understanding the next wave of UK Healthcare reform and examining its potential to influence market places around the globe Fuld & Company __________________________________________________________________________________________________________________
	TRACK B	Engagement Management – Turning Good into Great Great engagement management is one of those things that isn’t truly appreciated until you have muddled through a subpar or unsuccessful project without it. It is in these moments of clarity when your boss is asking you why sales are down, why we didn’t know our competitors were doing that, or why deadlines are piling up and/or being missed that you realize the impact your CI engagement manager can have on your short- term and long-term success. In fact, your engagement manager is often an underestimated, underappreciated, and underutilized link to an entire network of people with industry experience and insight that you might not even know you have access to. Learn how to leverage your CI collaborator’s engagement manager as a sounding board, an early warning system, a safety net, and, most importantly, a strategic partner. This presentation will discuss: • Dimensions of great engagement management and why it is important • How to determine if your engagement manager is great and what happens when he or she isn’t • Getting the most out of your engagement manager’s resources and network • What you need to bring to the relationship to get the most out of your engagement manager • What your engagement manager should be bringing to the relationship Proactive Worldwide, Inc. __________________________________________________________________________________________________________________
	TRACK C	Leveraging Competitive Intelligence in preparation for a post LoE world Session Lead: Merck
		(8:20 - 9:00)	The patent cliff: leveraging CI in development of strategies and preparing for LoE Global Pharma Alliance ___________________________________________________________________________________________________
	TRACK D	How to Make Your CI Function more Agile – Bringing in the Next Stage of Value Addition For decades Competitive Intelligence has been focusing on gathering information. With the eased access to information through new media, data collection has become simpler. These days, success in the CI world alludes to how to bridge the gap between information and action, and the challenge shifted away from obtaining information towards integrating and analyzing it. Eventually only those who can provide their internal customers with insights as opposed to mere reports of current or past events will see sustained payoff. The pharmaceutical industry is slow in establishing an integrated methodology wherein internal and external information is systematically collected, integrated, analyzed, disseminated and re-used across teams. The lack of simple process steps (such as lack of systems to integrate tacit knowledge of employees) becomes an unknown impediment for CI functions to bring in the next stage of value addition. This talk will discuss how you can make your current CI set-up smarter, more nimble, and more insight-driven. Key points that will be addressed are: Common challenges in managing a competitive intelligence function Emerging trends in Competitive Intelligence Using smart and agile frameworks, tools and techniques to stay ahead of the competition Evalueserve __________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

9:00-10:00	TRACK A	Social Media Monitoring: Mining the Web for Maximum Value in the Pharmaceutical Industry The role of social media as a forum and reference for both patients and doctors is increasing. How can pharmaceutical players mine the web to create maximum value? What are the advantages and limitations of this medium? What specific considerations need to be taken into account from a legal and reporting perspective? What types of metrics are the most indicative of relevant consumer trends? How can social media analysis complement other traditional primary research sources? Moderator: The Larvol Group Panelists: Medtronic Bayer HealthCare Pharmaceuticals AVEO Pharmaceuticals Sanofi Pasteur __________________________________________________________________________________________________________________
	TRACK B	Building a CI Function Bayer Healthcare Pharmaceuticals Inc. Astellas Pharma Boehringer Ingelheim Pharma Inc. Helsinn Healthcare Merrimack Pharmaceuticals Endo Pharmaceuticals __________________________________________________________________________________________________________________
	TRACK C	Leveraging Competitive Intelligence in preparation for a post LoE world Session Lead: Merck
		(9:00 - 9:30)	Biosimilars: how originators and biosimilar developers can use CI to maximize the opportunity Prescient __________________________________________________________________________________________________
		(9:30 - 10:00)	Branded generics in the inhaled space: using CI to win in the respiratory markets Pennside Partners __________________________________________________________________________________________________
	TRACK D	Competition 2.0: Brands vs. Generics Over the past decade, innovator and generic companies have been on a collision course as they invade each other’s turf to compete more frequently and intensely than ever before. Brand vs. generic competition has grown dramatically and will surge globally as the pharmaceutical industry continues its transition into the competitive stage of its lifecycle. Increasing generic competition cuts across most products, lifecycle stages, and markets. This presentation will: Outline the various reasons beyond the patent cliff for increasing brand versus generic competition Describe three fundamental competitive factors that distinguish this competition Explain the resulting fusion of brand and generic commercial models Review examples and case studies of brand vs. generic competition Discuss winning strategies and approaches for innovator companies in this competitive collision Presenter: Bernard Associates, LLC Panel Discussion: Pfizer Diligence LLC Merck __________________________________________________________________________________________________________________

11:00-12:00	TRACK A (11:00-11:30)	Identifying Competitive Advantage Through Learning from Adjacencies The session will present and discuss a process to learn from developments in adjacent markets and how those developments can serve as a powerful proxy for future developments in your own markets. Discussion will focus on how developments in technology, business models, and demand migrate across market boundaries. The presentation will address steps participants can take to identify which adjacent markets are most relevant in terms of how they interact (or don’t) across segments and applications. Using standard business analysis models, the session will explore what it takes for a business practice in an adjacent market to migrate into new markets and what signals indicate that the migration is likely and which competitors will adapt the practice. The session will also discuss how regular monitoring of selected adjacent markets can provide an accurate early warning of developments and emerging competitive threats. Key take-aways from the session will be: A tool set to identify which adjacent markets are most useful for tracking A vision of how to use adjacent markets for early warning Examples of how adjacent market developments work in the real world Fletcher/CSI, LLC __________________________________________________________________________________________________________________
	TRACK A (11:30-12:00)	The Changing Role of Government in Healthcare Who controls the levers of power impacting the biopharmaceutical industry? How can the industry respond? How does the industry tell its side of the story? Recap of Healthcare Reform What is the outlook? What’s next? Millennium: The Takeda Oncology Company __________________________________________________________________________________________________________________
	TRACK B	Integrating information from intelligence functions across the business – regulatory and policy, technical, scientific, competitor, business intelligence Helsinn Healthcare Alexion Pharmaceuticals Bayer HealthCare Pharmaceuticals Boehringer Ingelheim Sanofi-Aventis __________________________________________________________________________________________________________________
	TRACK C	Influencing the Regulatory Environment Regulatory Intelligence as a driver Regulatory strategic planning Shaping the regulatory environment Act locally, effect globally Case Study Eisai, Inc Bausch & Lomb sanofi aventis __________________________________________________________________________________________________________________
	TRACK D	The Counterfeit Marketplace: How the Internet Undermines Your Brand In recent years the internet has facilitated an explosion in the development of consumer outlets for counterfeit pharmaceutical products. Ease of entry, lack of transparency and a perceived indifference from the industry and law enforcement create opportunities for counterfeiters to establish websites at will and target a stunning array of brands and products. This presentation will: Broadly define the extent of the problem Walk through the process an enterprising offshore counterfeiter would use to establish an outlet for counterfeit products Describe the difficulties faced by industry and law enforcement in identifying the actual operators behind an internet outlet Examine the steps that need to be taken to pursue and shut down a site operator Discuss how to establish a proactive rather than reactive approach to counterfeiting Presenter: Diligence LLC Panel Discussion: Pfizer Nutrition Merck __________________________________________________________________________________________________________________

12:00-12:30	TRACK A	The Automated Discovery of Strategic Business Meaning from Large Repositories of Market and Competitive Intelligence Content Mr. Seuss will present the opportunities and challenges associated with the automated analysis and discovery of strategic meaning from large repositories of market intelligence content. For example, how does one create systems that assist in finding meaningful market insight from volumes of news and market research reports? What if a market researcher could scan thousands of documents in a few seconds and have the software application summarize your competitors’ market trends, opportunities, and threats that are most significant to your company? Text analytics enabled with meaning extraction can greatly assist in this process, but using meaning extraction for strategic business research is a new frontier and there is little guidance out there for practitioners. Northern Light will present case studies and examples of meaning extraction at work and describe what works, and does not work, in this emerging technology for market intelligence research. Northern Light __________________________________________________________________________________________________________________
	TRACK B	How developing technologies will change the way you do competitive and market intelligence Given the competitive environment within the life science industry and the need to continually improve and reduce costs, many companies are looking for strategies to improve their business models and increase efficiencies. Recent technology improvements and developments are helping companies utilize effective and efficient tools to increase productivity, communications, and collaboration, while allowing for better analysis and decision making. This presentation will allow you to understand both current and forthcoming technology tools, and how they will affect all aspects of the way you do research design, intelligence collection, collaboration, data analysis, and information dissemination. Items covered: How technology is changing many aspects of the life science industry How technology will change business operating models Social platforms as a new source of business intelligence The role people play in data security and how it will be replaced by automated capabilities to detect, assess, and respond immediately New software and service platform technologies that help with growing volumes of data and their complexity Fletcher/CSI Healthcare Strategies __________________________________________________________________________________________________________________
	TRACK C (12:00-1:00)	Partnering with Regulatory Intelligence What is regulatory intelligence How we interact and engage with other intelligence groups Preventing duplicative efforts Case study ViroPharma Cephalon Johnson and Johnson __________________________________________________________________________________________________________________
	TRACK D (12:00-1:00)	Competitive Tips and Emerging Trends in the MD&D Space Using clinical database to track competitive product timeline Using Social Media to gain competitive insights Analyzing health care claims to help profile competitor strategy Increase in Pharm/Biotech/Med Device mergers Introduction of Prof Education being offered in emerging markets by local competition This discussion panel will share some approaches to monitoring the competitive environment while also discussing some of the recent trends developing in this space. The panel will also engage the audience to share experiences and best practices. Active participation is encouraged to get the most value out of this session. Ethicon, a Johnson & Johnson Company Medtronic Roche Diagnostics __________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

12:30-1:00	TRACK A	Then information collection, now analysis for decision: New challenges new opportunities arise from the surge of free web information. At the time collecting information from the Internet becomes highly common, new challenges rise for intelligence practitioners. Indeed, it’d never been a time when access to information is so wide-opened however this situation has some consequences: Volume. How to process those information flows in a timely manner, how to mine them to quickly extract relevant signals for upper management, how to share those bits of intelligence in a collaborative manner? The presentation will discuss how automated CI tools can work together for collecting, managing, analyzing, and structuring unstructured digital information and how corporations can leverage on those tools to increase their intelligence capabilities and their competitive edge. Digimind __________________________________________________________________________________________________________________
	TRACK B	Using Competitive Intelligence to improve your Customer Insights (the other CI) The session will briefly review: the concept of customer insights, a typical organization layout designed to focus in Customer Insights, and ways for Competitive Intelligence to orient to and enhance the process of creating genuine insights. Pfizer __________________________________________________________________________________________________________________
	TRACK C (12:00-1:00 Continued)	Partnering with Regulatory Intelligence What is regulatory intelligence How we interact and engage with other intelligence groups Preventing duplicative efforts Case study Viropharma Cephalon Johnson and Johnson __________________________________________________________________________________________________________________
	TRACK D (12:00-1:00 Continued)	Competitive Tips and Emerging Trends in the MD&D Space Using clinical database to track competitive product timeline Using Social Media to gain competitive insights Analyzing health care claims to help profile competitor strategy Increase in Pharm/Biotech/Med Device mergers Introduction of Prof Education being offered in emerging markets by local competition This discussion panel will share some approaches to monitoring the competitive environment while also discussing some of the recent trends developing in this space. The panel will also engage the audience to share experiences and best practices. Active participation is encouraged to get the most value out of this session. Ethicon, a Johnson & Johnson Company Medtronic Roche Diagnostics __________________________________________________________________________________________________________________

10:00-11:00

Networking & Refreshments in Exhibition Hall

1:00-2:00

Networking Lunch

Participants may choose 1 of 4 concurrent tracks

2:00-2:45	Get Your KIQs Here: Questions to Ask in Pharma 3.0 World This talk will first recap key 'pharma 3.0' themes from the conference, then develop from them a set of KIQs for consideration by CI practitioners and their decision-maker clients. The "take-away" will be a map of issues intended to facilitate discussion about this paradigm-changing scenario. The speaker will be aided by input from conference speakers and attendees. SCIP _________________________________________________________________________________________________________________________________
2:45-3:00	Closing by Chairpersons Dr. Daniel Pascheles Head, Global Competitive Intelligence, Merck Sue Ward Director, Competitive Intelligence, Pfizer, Worldwide Strategic Planning _________________________________________________________________________________________________________________________________
3:00	Conference Concludes _________________________________________________________________________________________________________________________________

PARSIPPANY, NEW JERSEY

HILTON PARSIPPANY HOTEL

Participants may choose 1 of 4 concurrent tracks

SEPTEMBER 11-12, 2012