The Programme

The stategic impact of Competitive Intelligence (CI) on Business developement

• How competitive intelligence impacts and contributes to the licensing process.
• Focusing on how companies can create and maximise competitive intelligence to help them make better and faster decisions during the licensing and M&A process
• Looking at the resources needed to undertake this effort

Driving growth through intellectual property acquisition: applying CI to pharmaceutical licensing

• Establish a framework for identifying in-licencing opportunities
• Learn the benefits of using CI to promote innovation through acquisition
• How to apply CI techniques to confirm the most valuable acquisition targets

Ensuring that the intelligence capability survives when the company is acquired

• Practical advice to ensure the survival of the intelligence capability
• Adding value to the acquisition and integration process
• Creating new customers and new deliverables
• Communicating the successes
• Lessons learnt - do's and don'ts

Examining generic developments in the US and EU

• A primer on generic industry market dynamics
• Roche-Bolar and Hatch-Waxman review
• The generic industry portfolio management process
• EU generic industry dynamics

Generic defence for a big pharma company by reducing or neutralising supply-side risk

• Assessment of the likely generic sources and levels of competition to the product in the coming years
• Measuring a supply-side strategy on how to best counteract competition threat
• Undertaking secondary and primary CI to assess the likely market attractiveness for generic competition
• Developing a proprietary rating system based on generic capability and intent to supply

The ins and outs of CI in Pharma: similarities, differences and resource prerequisites

• Overview of clinical intelligence tools and resources in Pharma
• Main similarities and differences between  tools and resources
• Case study example
• Resource prerequisites for clinical intelligence in Pharma
• Key learning for your CI practice

Developing the organisational and technical infrastructure to support the CI function

• Using performance management to elevate the benefits of business intelligence in your organisation
• Common problems and experiences in managing a business intelligence function
• Creating CI objectives: budget, organisational structures and pricing issues
• Best practice methods for managing processes and CI implementation

Competitor response modelling: a risk reduction tool

• Tools and techniques for competitor analysis
• From the external to the internal drivers
• War gaming made practical
• Natural partnership of market research and CI

War Gaming: a CI analysis tool for anticipating competitor actions

• Game theory and business – testing beliefs and assumptions about the pharma business environment
• Applying game theory suggestions to CI
• Identifying when to run strategy games
• The benefits of game theory on decision making and business development      

Delegates will be able to attend three one-hour roundtable discussion groups from a selection of key topics. Each session will be chaired by an industry expert who will facilitate an exchange of opinions, essential experiences and learning related to an aspect of Competitive Intelligence.

Bridging R&D and the role of the CI

• The need for change
• Establishing proof-of-concept based research
• Implementing translational sciences early in the process
• Optimising the role of CI in the process

The CI process in pharmaceutical strategic marketing

• Identifying critical issues: Which competitive events could seriously hurt the forecast? Which can be addressed by CI?
• Managing the key stakeholders: Who in the organisation holds specific information? Who ought to know what and when?
• Implementing relevant CI tools: When do competitive workshops, KIT/ KIQ tracking and competitor profiling add value?
• CI in pharmaceutical strategic marketing in practice: short case studies of perceived CI successes and failures

Using competitor data to drive strategy and market success

• Competitor profiling – knowing who to monitor and how to communicate with them
• Legal issues concerning business strategy and CI
• Keeping track of industry news and studies
• Creating an effective strategy to ensure market success