Programme Day One

Opening remarks from the Chair

Keynote 1:
Looking into the crystal ball - forecasting developments in the industry and the role of CI in maximising your competitive edge

• Uncovering the latest trends driving the pharmaceutical and biotech industry
• Identifying increasing trends such as mergers and acquisitions and how they impact on the industry
• Addressing the threat of expiring patents, dry pipelines and a difficult economic climate and strategies that manufacturers are adopting to overcome these hurdles
• Assessing current and future CI challenges and forecasting trends for CI in the pharmaceutical industry
• Utilising intelligence information as a strategy determined to success in this competitive market

Better decisions through competitive intelligence – maximise your CI strategies

• Enhancing business decision-making and organizational performance through the skilled application of intelligence
• Learning from other industries – advanced CI strategies for a competitive environment
• Adapting the intelligence process to the changing business world

Unlocking the competitive intelligence potential of social networks and social media

• Describing  the current social networking landscape and how patterns of communication are changing
• Presenting examples of social networking in practice using examples from within and outside the pharmaceutical industry
• Analysing how  these evolving social networks can  be accessed and applied in a competitive intelligence context
• Assessing how to overcome potential intelligence “red herrings”  
• Exploring implications for the  pharmaceutical competitive intelligence professional

Case study: Developing global CI communities to anticipate competitors' moves and forecasting future trends & shifts

• Optimising CI by expanding from regional to global CI communities
• Building and structuring a network of internal experts
• Spreading the knowledge and analyses within the company through warning systems and reports

Exploring how text mining supports the competitive strategy of pharmaceutical companies

• Speeding up patent analysis to better evaluate freedom to operate opportunities, patent infringement and prior art
• Monitoring competitors mergers and acquisitions, drugs clinical status, licensing agreements and regulation approvals to maximise your CI strategies
• Identifying promising external growth opportunities to maximise the ROI of your CI efforts

From 0 to 100 or how to kick-start cutting-edge CI function using a knowledge management (KM) approach

• Identifying the role, place, difference and similarity of CI and KM (Knowledge Management)
• Uncovering the essential key basics for ‘mature’ and ‘young’ CI functions and outlining the positive impact on your CI performances
• How it is possible to kick-start cutting-edge CI function in just 3 months?
• Assessing if it is possible to integrate CI and MR (Market Research) functions for maximum efficiency

Drug development changes and implications for clinical competitive intelligence to maximise it’s outcome

• Outlining major changes and new trends in clinical drug development to ensure your CI strategies match the current trends
• Reviewing study design changes, recruitment practices, data collection, database management and data release practices to maximise your CI approaches for these areas
• Case study example to showcase real life situations and strategies to overcome challenges and hurdles
• Implications for conducting clinical competitive intelligence and how to optimise your clinical CI efforts
• Key learning’s for your pharma CI practice to ensure you keep your competitive edge

Integrating Competitive Intelligence: The Key Ingredient

• A New Paradigm for portfolio decision support by integrating  
• Market Assessment
• Drug Pipeline
• Clinical Trial Analysis
• Competitive Intelligence
• Intellectual Property
• Deals
• News
  
• Supports multiple stake holders
• Optimal resource - on shore/off shore hybrid model

War-gaming: an instrumental approach for testing strategy and tactics

• Structuring and scoping war-games to meet your customer needs
• Advancing war-gaming over the product life cycle
• Uncovering the benefits from war-games for your customers and the CI function
• Using key learning from war-games in decision making

Panel session:
Biosimilars and generics - using CI to counteract the threat

• Identifying the current trends in the global biosimilar and generic industry
• Utilising CI to counteract the effects and threats of biosimilars and generics
• Assessing the value of CI in patent loss planning to maintain your market share
• Outlining the current regulatory environment and the role of CI
• What we can expect - estimating if the pharmaceutical and biotech industry can be dominated by biosimilars and generics products in the future

Collaborating with CI agencies to maximize competitive insights from congresses

• Targeting congresses and defining/refining actionable KIQs
• Deciding on an Agency versus DIY approach: pros and cons
• Selecting and collaborating with CI agencies
• Congress planning and implementation
• Maximizing the value of congress CI through customer-orientated deliverables
• Follow-up on congress CI implications and outcomes

Challenges in understanding competitors in vaccines markets

• Understanding differences underpinning vaccines business models in specialised versus commodity vaccines
• Overcoming challenges in therapy areas with two direct competitors by leveraging key external stakeholders
• Assessing potential impacts of pandemic declaration on long-term seasonal vaccines businesses

Integrating your sales and customer service staff in CI gathering efforts

• Getting front line staff to support and contribute to your tactical CI strategy
• Helping sales representatives to ask the right questions and to look out for the competitive insights that really interest the head office
• Disseminating these insights and transforming them into intelligence
• Looking at your competitors through your customers’ eyes
• Integrating competitive intelligence in the culture of the organisation