ICI Catalog En

8/8/2019 ICI Catalog En

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www.institute-for-competitive-intelligence.com

Autumn 2010 / Spring 2011

Korngasse 935510 Butzbach

Germany

July 2010


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Institute for Competitive Intelligence (ICI) Autumn 2010 / Spring 20112

ICI-1 is a well organized introduction to CI, covering the topic from A to Z and providing a clear overviewof the limits and potential of CI.Ryuichi Hiratsuka, Siltronic AG, ICI-1

ICI-1 Competitive Intelligence Basics strengthened my CI knowledge and made it clearer where my futureefforts in CI should be directed. ICI-1 is a workshop that offers extremely interesting topics presented in aclear and enjoyable way.

Marco Paone, DaimlerChrysler AG, Competition Research and Analysis, ICI-1

"Exceeded all my expectations ... Real world experiences made all the difference ... I highly recommendthis class ..."Jim Hawley, Eastman Chemical, ICI-1

"So much more relevant than other CI classes I have attended The workshop effectively addressed myspecific CI needs and the availability of experienced real world instructors made this workshop a reallygreat experience!!Meghan McLaughlin, The Collaborative Group, ICI-1

"The open forum ... and small class size made all the difference ... The instructors knew first hand whatthey were teaching."Glen Roberts, Siemens, ICI-1

"As opposed to other programs that remain on an abstract level, the workshop "Scenario techniques" (ICI-22) conveys a very good understanding on how to conduct scenario techniques in a corporateenvironment. With the case study, time- and personnel expenditure issues are tackled as well as subtlepitfalls pointed out in vivid detail. Also very helpful is the use of scenario software. At the end of the day,one doesn't have the impression of just having listened to interesting theories and abstract examples, butof actually having learned to apply the methodology and at the same time being able to realistically judgethe effort and potential pitfalls. Mr. Bill has applied scenario techniques several times with clients andaccordingly is a competent moderator."Claudia Sternberg, Voith, ICI-22

"This is the kind of workshop one would always wish to attend: well versed attendees from all industrysectors and a really competent faculty leader who offers the beginner an excellent overview, but alsoprovides specialists with new insights."Dr. Klaus Marquardt, Wacker Specialties, ICI-1

"The ICI course in Bad Nauheim that means for me: Interesting and very relevant topics for my work,expertly and competently demonstrated. Thus, absolutely recommendable! "Dr. Carsten Deus, Deus Consulting, ICI-5

"I want to congratulate you for your academic review of the topic Decision Theory/Evidence BasedReasoning". In order to continue to systematically develop CI in the scope of management theory, I believewe will increasingly need corresponding (mathematical, statistical and methodical) reviews and tools in thenear future."Ralf Heffner, BASF AG, ICI-23

"With the ICI workshop "Analysis Methods", one can learn Porters theories in a practical anddemonstrative way thus the know-how can be implemented directly in ones own business!"Dr. Andre Strzenbecher, Schering Germany GmbH, ICI-6

"The workshop informs in a practical way on the dangers that a company can be exposed to throughunknowing or negligent divulging of information. Besides the sensitization for the importance of thesubject-matter, ways and means are shown to recognize these dangers as prospects and to use CI as anaid for ones own positioning in the market. Specific procedures quickly help to establish the first steps inthe development of a structured CI."Gerhard Fraune, CTcon GmbH, ICI-1

"A far from grey theory, this workshop is practically orientated, working with a case study. The independentdeveloping and presenting of proposed solutions makes this workshop an intensive and entertainingexperience. Interesting discussions and dialogs with the attendees excellently broadens ones CI-horizon.The workshop was a complete success and absolutely recommendable due to the professionalcompetence of Mr. Michaeli."Andrea Rehm-Dober, SV- Versicherungen, ICI-6

"I very much enjoyed my participation in this workshop - very well organized and valuable networking.Essence, value and process of CI are a lot clearer to me now. The Dolce is a great place".Melani Zeller, Marketing Analyst, OMRON Europe B.V., ICI-1


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Institute for Competitive Intelligence (ICI) Autumn 2010 / Spring 2011 3

Get your Competitive Intelligence Certificate on apart-time basis

Recently, the global competitive environment haschanged radically in all industries. To keep pace

with these changes and to stay one step ahead ofthe competition, businesses and individuals collectand analyze competitive information in increasingfrequency

Yet, according to an empirical survey supported bythe Institute for Competitive Intelligence (ICI)1, 80%of German (and most likely global as well)companies dont conduct competitive analyses atall, or do so in only a rudimentary way! One reasonfor this is the lack of education and training forprofessional market and competitive analysts. In asurvey of CI-Professionals2, only 10% of thosequestioned specified that they had a formal CIeducation nearly 50% of CI Professionalsreceived their training on the job.

The Institute for Competitive Intelligence (ICI) wasestablished in 2004 to provide post-graduate pro-fessionals specific CI know-how on a part-time ba-sis. The rising demand for our Competitive-Intelli-gence-Professional-Certificate confirms the needfor this qualification. Our attendees come frommany different industry sectors and work in diverseinternal functions (cf. pages 4-5).

In this catalogue, we will like to introduce you to

the ICI, its program and its faculty.We hope to welcome you soon, as an attendee ofour courses.

Rainer Michaeli

Cf. Michaeli R (2005) Competitive Intelligence, Springer VerlagHeidelberg2Ashton B (2003) New Sources and Methods for CompetitiveIntelligence. Presentation SCIP Annual Conference, March 14,Anaheim, CA

Content

The Institute for Competitive Intelligence (ICI) ____ 4Our services ______________________________ 5The ICI certificates to become a CI-Professional __ 7Course dates and fees _____________________ 9

Workshop descriptions ___________________ 11Exam board ____________________________ 36Faculty ________________________________ 37Participation conditions ___________________ 38Application form _________________________ 49

Rainer Michaeli

Director of the Institute for Competitive In-telligence

Managing PartnerDIE DENKFABRIK GmbH

Board member of SCIP (2003-2005)(Society of Competitive Intelligence Profes-sionals)

College LecturerCompetitive Intelligence,University of Applied Sciences Darmstadt

What is Competitive Intelli-

gence?Competitive Intelligence (CI) is theprocess of transforming fragmented in-formation on companies, industries andmarkets into actionable knowledge onthe position, capability and intentions ofmarket attendees. This know-how is thebasis for strategic and tactical corporateplanning- and management.

Established knowledge on future markettrends, competitor activities and techno-logical developments has become themost important asset of businesses to-

day. Through systematic surveys andprofessional analysis of relevant informa-tion from primary and secondary sources,a foundation for corporate success canbe laid.


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The Institute for Competitive Intelligence (ICI)

The Institute for Competitive Intelligence was foundedto provide post-graduate professionals a solid andflexible CI training program to become a certified CI-

Professional. Our workshops are available in Germanand English. We serve three continents, nine countriesand 14 cities. No other organization runs more CIworkshops annually than we do!

Our general principles are uncompromising education quality and intensive, practical-orientedlearning. ICI offers a modular educational program that prepares attendees for the highdemands placed on market and competitive analysts. You can select the certificate program orchoose particular courses according to your interests or requirements. For companies weprepare individual in-house training.

Your CI career begins here!

Quality and practically orientated learning

The Institutes faculty are renowned expertswith long histories in corporate environments.All courses can either be completed as part ofintegrated certificate programs or can be com-pleted as stand-alone classes. The relevanceand timeliness of all courses are constantlyreviewed by an international advisory board.

Flexibility

You decide when to participate in whichcourse. You may begin by choosing to takeindividual courses according to your availabili-ty to begin with and decide to obtain certifica-tion later. All courses are independent, and assuch are valuable assets in their own right.

Case study methodology for the realbusiness environment

Case studies are the preferred teachingmethod of all leading business schools.Through case studies, you will not only learnabout many industry sectors and methods, butalso improve on your interpersonal skills.

Alumni network

Become part of the unique network of ICIalumni. Here experience is shared and net-working opportunities are provided. The alum-

ni website contains exclusive information oncurrent CI content and a discussion forum.

CertificationICI confirms that its highest certification level the Certificate of Proficiency in CompetitiveIntelligence (CPCI) comprehensively co-vers the competencies identified by the Socie-ty of Competitive Intelligence Professionals(SCIP) Body of Knowledge (BOK) educationprogram.

SCIP is the leading global membership orga-nization dedicating to promoting professsionalstandards in Competitive Intelligence. TheBOK program of core competency domains

was developed in 2008 to define the core skillset for CI professionals.

ICIattendees

Industry sector Company size


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Our services

As a leading global CI educational institution, the Institute for Competitive Intelligence offers youan appropriate range of training:

Certificates & Professional

Memberships

Certified to comply the rules of Weiter-bildung Hessen e.V.

Certificate programsICI has developed seven certificates for highlyqualified professionals to master the corecompetencies of the demanding CI professionand employ them directly in their businesses.

ICI confirms that its highest certification level(CPCI) comprehensively covers all competencies ofthe SCIP Body of Knowledge. Our lecturers arepractitioners and leading experts in their fields.They convey proven CI methods and thecorresponding implementation know-how knowledge that will make you indispensable to

your business.

In-house training programs

ICI offers customised in-house training forcompanies. In preparation for the training, adetailed assessment of the CI demands andneeds of your company will be completed.Based on the assessment, a customised CIprogram will be developed, tailored to yourindividual needs.

Our Workshops and the Certificate ofProficiency in Competitive Intelligence(CPCI) are approved by the Administra-tive Department of the German FederalArmed Forces.

(www.bfd.bundeswehr.de)

Not only the employees of the CI department(s)of your company are trained, the program is also

offered to the internal CI user network, e.g. fromsales, marketing and R&D. Competentcolleagues with a collective understanding for CIare a major success factor.

We are members of the following profes-sional associations:

Society of Competitive IntelligenceProfessionals (www.scip.org)

Deutsche Gesellschaft fr Informati-onswissenschaft und Informations-praxis(German society for informationscience and practice,www.dgi-info.de)

International Association for Intelli-gence Education (www.IAFIE.org)

Deutsches Competitive IntelligenceForum e.V. (www.dcif.de)

Single courses

Are you already a CI professional and would liketo enhance your understanding of specific CItools and theories? Then book individualcourses. We will give you advice on availableoptions.

Any questions?If you have questions on the training programs,please contact Ms. Jaeger:

Tel: +49(0)6033 971377

E-Mail:[email protected]

Attendees according to function Age structureICIattendees
http://www.scip.org/http://www.dgi-info.de/mailto:[email protected]:[email protected]://www.dgi-info.de/http://www.scip.org/mailto:[email protected]


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Our clientsDue to our excellent trainers and our effective quality management, we are able to meet our cli-ents high expectations perfectly.

Some references

3M ESPE Accedo Communications GmbH Actelion Alcatel-Lucent Altana Pharma AG AlterVista Allied Vision

Technologies GmbH AMGEN, Inc. Arvato Systems GmbH ATC Market Analysis, LLC Atos Worldline GmbH Axpo

Vertrieb AG B.A.D GmbH BASF AG Bayer Animal Health GmbH Bayer CropScience AG Bayer Healthcare AG

BBE Retail Experts BBT Termotechnik GmbH BDO Stoy Hayward LLP BIOTRONIK GmbH & Co. KG BMW Group

Bosch Rexroth AG BSRIA Limited Bundeswehr Boehringer Ingelheim GmbH Bllhoff Verbindungstechnik GmbH CAI

SISCO Ltd Carglas BeLux Carlsberg Breweries A/S CAT Cambridge Antibody Technology Carl Zeiss Meditec SAS

CGG Veritas Cheminova A/S Nestl SAS Centocor Inc Ciba Lampertheim GmbH CMC Markets Commerzbank AG

Collcon complexium GmbH Control Risks Croatian Institute of Technology CTcon GmbH c. deus consulting

Dachser GmbH & Co. KG DaimlerChrysler AG Dassault Systemes DATEV eG Degussa Construction Chemicals

GmbH Deutsche Bank AG Deutsche Lufthansa AG Deutsche Telekom AG Deutsche Brse Systeme AG DFS

Deutsche Flugsicherung GmbH Diakonisches Werk Dolmar GmbH Doosan Babcock Energy Limited Dow Jones /

STOXX Ltd. Deutsche Post World Net Business Consulting GmbH Drger Safety AG & Co.KGaA Dresdner Bank AG DSM NBD DuPont Performance Coatings EADS Deutschland GmbH Eastman Chemical Company Ecclesiastical In-

surance Office Plc Eckart GmbH & Co. KG Egypt Foreign Trade Training Centre E.ON Ruhrgas AG Ernst & Young AG

Essilor International Ethad Etisalat Mobily Eurex Frankfurt AG Evonik Degussa GmbH Evonik Industries AG Fau-

recia Kunststoffe Automobilsysteme GmbH Festo AG & Co. KG Feingu Blank GmbH Fischerwerke GmbH & Co. KG

Fink Secure Communication GmbH FIZ Karlsruhe FUCHS PETROLUB AG Fujitsu Siemens Computers Fraunhofer

Gesellschaft (IFF) Fresenius Kabi Deutschland GmbH Fresenius Medical Care Deutschland GmbH Gas Natural Fenosa

GEA Westfalia Separator GmbH General Dynamics AIS Germanischer Lloyd AG Glen Dimplex Deutschland GmbH

GN Resound GRENKELEA-SING AG GRUNDFOS Management A/S H. Lundbeck A/S Halcrow Group Limited Hauni

Maschinen bau AG Haupt Pharma AG Heidelberger Druckmaschinen AG Hella KGaA Henkel AG & Co. KGaA HIMA

Paul Hildebrandt GmbH & Co.KG Horvth & Partner GmbH HP Enterprise Services Hueck & Co Huntsman Advanced

Materials Hypercom GmbH IKK Sachsen-Anhalt IMI Norgren GmbH Imperial Tobacco Limited Infineum UK Ltd In-

nofact AG infoline s.l. Intelligit s.a.l. Interbrand Zintzmeyer & Lux Intrum Justitia GmbH Janssen-Cilag GmbH Julius

Br Investment Funds Services Ltd. JohnsonDiversey Kemin Health LC Kolbenschmidt Pierburg AG KWS SAAT AG

Lanxess Deutschland GmbH LifeLabs Medical Laboratory Services LILLY FRANCE Lockheed Martin Space Systems

Company MAC Carpet MANFRED FINK Security Consulting MAFCO Business Intelligence Mager & Partner GmbH

MANN+HUMMEL GMBH Maschinenfabrik Reinhausen GmbH medical relations GmbH MB-technology GmbH McDo-

nalds Ltd. Merck KGaA Merz Pharmaceuticals GmbH Michael Hanne Sanierungsberatung Mobilkom Austria AG

Mobily MTU Friedrichshafen GmbH MYLLYKOSKI SALES GmbH Nestle Nutrition Nicomed Deutschland GmbH

Northrop Grumman Europe Ltd Novartis Pharma Schweiz AG Oracle OMRON Europe B.V. Pfizer Pharma GmbH

Philips Philip Morris International Parker Hannifin GmbH & Co. KG Phoenix Solar AG Phadia GmbH Project Man-

agement Institute, Inc. (PMI) PTS Mnchen PURAC Randstad Deutschland GmbH & Co. KG Ratiopharm GmbH

Rennes International School of Business REpower Systems AG Research in Motion UK Ltd. Rijk Zwaan Welver GmbH

Robert Bosch GmbH Roche Diagnostics Rockwell Automation RWE Energy AG RWE Systems AG Sachs Handel

GmbH Sandoz GmbH Sankyo-Pharma Sanofi-Aventis Deutschland GmbH SAP Deutschland AG & Co. KG Sara Lee

Sasol Olefins & Surfactants GmbH Sasol Synfuels International Saltigo GmbH Schering AG Schering Detuschland

GmbH Schott Consult Schunk Dienstleistungsgesellschaft GmbH Schroders SCHUFA Holding AG Serco SEW-

Eurodrive Shell Global Solutions GmbH SICK AG Siemens AG Siemens Enterprise Communication GmbH & Co. KG Siemens Healthcare Siemens VDO Trading GmbH Sika Services AG Siltronic AG Solvay Pharmaceuticals GmbH

Suez Cement Stahlgruber Otto Gruber GmbH & Co. KG Street One Holding GmbH & Co. KG S-Refit AG St. Jude Med-

ical Suez Cement sunrise TDC Switzerland AG SVP Deutschland AG SV-Versicherungen Swarovski AG Swisscom

AG SWL BKK Syngenta Crop Protection AG Tecan Trading AG TeleAtlas Deutschland GmbH Testo AG Ticona

GmbH TJ Research Associates TMD Friction Services GmbH TNS Infratest Forschung GmbH & Co. KG T-Systems

Enterprise Services GmbH Tronox Pigments Services GmbH TV Nord GmbH UBS AG Uhlmann Pac-Systeme

Umicore AG & CO. KG Unilever PLC Union Asset Management Holding AG Universitt Paderborn Valeo Service Activ-

ity ViaSys Healthcare Viesmann Werke GmbH & Co. KG Voestalpine Stahl Voith AG VonRoll Deutschland GmbH

VR-LEASING AG Wacker Specialities Wallenius Wilhelmsen Logistics WellPoint Inc. White & Case ZF Trading

GmbH

Attendee's Satisfaction

1

1,5

2

2,5

3

3,5

4

4,55

2005 2006 2007 2008 2009 2010

1

1,5

2

2,5

3

3,5

4

4,55

Range best/worst result

Average

Median

Update: June 2010

Evaluation scale:

5 = very good ... 1 = very poor


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ICIs Certificate ProgramsSeveral surveys of CI among internationalcompanies showed that the number ofcompanies that value competitive in-telligence in the present and for the future,or want to establish a CI department, isincreasing rapidly. However, the pool ofqualified hasnt always kept up withdemand. The Institute for CompetitiveIntelligence (ICI) offers a broad range ofcertificate programs to meet this demand.

Fundamental Certificate in Competi-tive Intelligence - FCCIFundamental certificate for all Competi-tive Intelligence-related activities

Certificate in Competitive Intelligence

Research Competitive Intelligence

Analysis Competitive Strategy Competitive Intelligence

Management

Certificate of Proficiency in Competi-tive Intelligence - CPCIComprehensive professional trainingleading to the mastery level in Compet-

itive Intelligence

Competitive Intelligence Engineer -CIEFCCI level workshops and additionalBusiness Intelligence workshops forthose working at the interface of Infor-mation Technology and Competitive In-telligence

Participation requirements

Ideally, you should have at least 2 years ofwork experience and either be employed as

a CI professional or aspire to become one.Many of our attendees already work asmarket researchers, in business develop-ment or as in-house consultants, but with-out having received a specific CI education.Our certificate programs allow a compre-hensive expansion of your skills and opensup new career opportunities.

Certification

After concluding all courses of the res-

pective certificate program, you will havethe option of taking a certification exam.

All final exams consist of a written part(duration 4 hours)

The CPCI candidates additionally needto prepare a supervised write-up of acompetitive intelligence case and takean additional oral exam.

If a candidate fails an exam, he/she canre-sit the exam a further two times.

Exemption from workshops

If a candidate can prove expertise in a cer-tain subject area, he/she might be ex-empted from attending the related courses.Make sure that you address this issue priorto enrollment, as your schedule and feeswill be adapted accordingly. Note howeverthat exams will cover all the certificate sub-jects.


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Curriculum Overview& Prices& Prices

Before taking a certification exam, you

need to attend the highlighted workshops.When booking an entire certification pro-gram, you will be granted a preferentialprice.


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Course dates and fees(English language workshops)

An early registration discount (5% deduction from total fees) is available for all single course registrations40 days prior to the actual workshop date.

# Fundamental Workshops Lecturer Date Individualfee Place Pg.

Fundamental Certificate in Competitive Intelligence - FCCI workshops

ICI-1

Competitive IntelligenceBasics Workshop

Michaeli

Sep 9-10, 2010Oct 11-12, 2010Nov 8-9, 2010Feb 7.-8, 2011

Feb 24.-25, 2011May 19.-20, 2011

1090(875; $1290)

Philadelphia, USAParis, FranceLondon, UKLondon, UK

Madrid, SpainParis, France

10

ICI-2

CI Projects MichaeliOct 13, 2010Feb 09, 2011

590(475; $725)

Paris, FranceLondon, UK

13

ICI-3

CI ReportingMc

GonagleSep 15, 2010Feb 14, 2011

590(475; $725)

Philadelphia, USALondon, UK

14

ICI-4

CI Secondary Research Weiss Feb 15-16, 20111090

(875; $1290)London, UK 15

ICI-5 Primary Research (HUMINT) Muth Feb 17-18, 2011 1150(925; $1375) London, UK 16

ICI-6

Fundamental CI Analysis Methods MichaeliSep 13-14, 2010Oct 14-15, 2010Feb 10-11, 2011

1090(875; $1290)

Philadelphia, USAParis, FranceLondon, UK

17

# Advanced Workshops Lecturer DateIndividual

feePlace

Pg.

Certificate in Competitive Intelligence Research workshops

ICI-25

Digital IntelligenceProf.

GrotheNov 12, 10

590(475; $725)

London, UK 22

ICI-29

Text Mining and Document Mana-gement

Zanasi Nov 11, 10590

(475; $725)London, UK 26

ICI-35

Patents as a Competitive Instrument Motta Nov 10, 10590

(475; $725)London, UK 33

Certificate in Competitive Intelligence Analysis workshopsICI-22

Scenario Techniques Dr. Krampe May 24, 2011590

(475; $725)Paris, France 19

ICI-23

Decision- / Risk- andBayes Analysis

Michaeli May 26, 2011590


ICI-26

Psychology of Intelligence Analysis Prof. Jrs May 23, 2011590


ICI-28

Financial Analysis Murphy May 27, 2011590


ICI-32

Establishment and Operation ofEarly Warning Systems

Dr. Krampe May 25, 2011590


Certificate in Competitive Strategy workshops

ICI-21

Analysis of Competitors Strategies Michaeli Nov 15, 10590

(475; $725)London, UK 18

ICI-30

Business War Gaming Michaeli Nov 16, 10590

(475; $725)London, UK 27

ICI-31

Instruments of Strategic MarketAnalysis

Michaeli Nov 17, 10590

(475; $725)London, UK 29

ICI-33

Development and Implementation ofCompetitive Strategies

Prof.Tovstiga

Nov 18-19, 101150

(925; $1375)London, UK 31

Certificate in Competitive Intelligence Management workshops

ICI-24

Design and Operation of an In-houseCI Centre

NashSep 16-17, 2010

Feb/Mar 28-1,20111150

(925; $1375)Philadelphia, USA

Madrid, Spain21

ICI-27

Competitive TechnicalIntelligence

Russow Mar 2, 2011590

(475; $725)Madrid, Spain 24

ICI-34

Counter Intelligence Protectionagainst Illegal Activities

Muth Mar 3, 2011590

(475; $725)Madrid, Spain 32

ICI-36

Information Warfare Greiner Mar 4, 2011 590(475; $725)

Madrid, Spain 34

Note: Invoices will be issued in the currency of the locations country according to this price list.Prices are excl. VAT and subject to change.

Schedule: 9:00 to 18:00 (Meet & Greet from 8:30)


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Course dates and fees(German language workshops)An early registration discount (5% deduction from total fees) is available for all single course registrations40 days prior to the actual workshop date.

# Fundamental Workshops Lecturer Date

Individual

fee Place

Pg

.Fundamental Certificate in Competitive Intelligence - FCCI workshops

ICI-1

Basis-Workshop CI (Grundlagen) MichaeliSep 20-21, 10Feb 21-22, 11Mar 10-11, 11

1090Berlin, GermanyWien, sterreich

Bad Nauheim, Germany10

ICI-2

CI Projekte Michaeli Sep 22, 10 590 Bad Nauheim, Germany 13

ICI-3

CI-Reporting (Inhalte, Stil,Prsentation)

Wolf Oct 01, 10 590 Bad Nauheim, Germany 14

ICI-4

CI-Sekundrrecherchen Bill/Mller Sep 23-24, 10 890 Bad Nauheim, Germany 15

ICI-

5

Primrrecherchen (HUMINT)Dr. von

Groote

Sep 29-30, 10 1150 Bad Nauheim, Germany 16

ICI-6

Grundlegende CI-Analyse-verfahren

Michaeli Sep 27-28, 10 1090 Bad Nauheim, Germany 17

# Advanced Workshops Lecturer DateIndividual

feePlace

Pg.

Certificate in Competitive Intelligence Research workshops

ICI-25

Digital Intelligence Prof. Grothe Mar 21, 11 590 Bad Nauheim, Germany 22

ICI-29

Textmining Dr. Finkler Mar 23, 11 590 Bad Nauheim, Germany 26

ICI-35

Patente als Wettbewerbsinstrument Mller Mar 22, 11 590 Bad Nauheim, Germany 33

Certificate in Competitive Intelligence Analysis workshops

ICI-

22Szenariotechniken Bill Oct 26, 10 590 Bad Nauheim, Germany 19

ICI-23

Entscheidungs-/Risiko-/BayesscheAnalyse

Michaeli Oct 27, 10 590 Bad Nauheim, Germany 20

ICI-26

Psychologie der Intelligence-Analyse

Prof. Jrs Oct 28, 10 590 Bad Nauheim, Germany 23

ICI-28

Finanzanalyse Wolf Oct 25, 10 590 Bad Nauheim, Germany 25

ICI-32

Frhwarnsystemeaufbauen und betreiben

Dr. Krampe Apr 22, 10 590 Bad Nauheim, Germany 30

Certificate in Competitive Strategy workshops

ICI-21

Wettbewerberstrategienanalysieren

Michaeli Mar 14, 11 590 Bad Nauheim, Germany 18

ICI-30

Business War Gaming Michaeli Mar 15, 11 590 Bad Nauheim, Germany 27

ICI-31

Strategische Marktanalyse Michaeli Mar 16, 11 590 Bad Nauheim, Germany 29

ICI-33

Wettbewerbsstrategien entwickelnund umsetzen

Michaeli Mar 17-18, 11 1150 Bad Nauheim, Germany 31

Certificate in Competitive Intelligence Management workshops

ICI-24

Inhouse CI-Center aufbauenund betreiben

Pfaffinger Autumn 2011 1150 Bad Nauheim, Germany 21

ICI-27

Competitive TechnicalIntelligence

Russow Nov 02, 10 590 Bad Nauheim, Germany 24

ICI-34

Counter Intelligence Abwehr ille-galer Manahmen

Pausch Autumn 2011 590 Bad Nauheim, Germany 32

ICI-36

Information Warfare Greiner Oct 29, 10 590 Bad Nauheim, Germany 34

Note: Invoices will be issued in the currency of the locations country according to this price list.Prices are excl. VAT and subject to change.

Schedule: 9:00 to 18:00 (Meet & Greet from 8:30)


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Competitive Intelligence Basics Workshop (ICI-1)

Achieving competitive advantage through systematiccompetitor and market analyses

In times of increasing competition and complex,fast-moving competitive environments, it is impor-tant to be one step ahead of the competition. Busi-nesses have to anticipate the activities of theircompetitors when developing their strategic posi-tioning.

Competitive analyses are essential to thesuccessful development of corporate strategy,conducting anticipatory strategy planning andgaining a measurable competitive advantage.Competitive Intelligence, which brings in asystematic analysis process, adds the decisiveedge to strategy.

This workshop conveys the fundamentals neededto efficiently conduct research, master informationoverload, use analytical tools intelligently, imple-ment CI as a process in your business and makestrategic decisions with greater certainty.

Workshop foci

What does Competitive Intelligence signifyfor strategic corporate planning?

How does CI influence the competitivecapacity of the company?

Ethical and current legal conditions

Differences between Competitive Intelli-gence and market research What do the CI cycle, planning, collection,

analysis and reporting look like in detail?

How is your business positioned in the mar-ket?

What do you already know about yourcompetition? Ask for decisive information oncompanies, market sectors, products, meth-ods, technologies, patents, etc.

How is the competition positioned and howdoes it differentiate itself?

The value of Competitive Intelli-

gence (CI) for your business

Analysis of ones own company:

Where are we now and where do

we intend to go?


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Make or buy: What can external informationservice providers accomplish? (informationbroker, consultants, market researchagencies)

How to test the quality and credibility of data Gaining CI information: observation, primary

research (human intelligence) and secondarysources (Internet, online databases, printmedia)

Building up and cultivating information net-works (internal and external)

Tools and techniques that allow you to com-plete your daily CI analysis: competitor pro-filing, competitor portfolios, financial analy-ses, timeline analysis, Porters 5 forcesindustry structure analysis, SWOT analysis,etc.

Satisfy the critical information needs of thedecision maker/receiver: editing of informa-tion and intelligence reporting

Objective and intelligence demand analysis Who are the users of intelligence? (when,

what, by what date, how often and in what

format) How to implement CI in your organization

(roles, responsibilities, technical implementa-tion and budgets)

Solution approaches to develop a Competi-tive Intelligence Center in your business:from simple desktop solutions through tointranet solutions

Trends, news and solutions of various CIsoftware providers

Determining realistic CI success criteria How do you secure the know-how of your

own business (counter intelligence)?

Handling the information over-

load and testing data quality

Analytical methods to determine

the competitive and market

situation

Successful implementation of a

CI system in a business


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Competitive Intelligence Projects (ICI-2)For the real world application of CI fundamentals you will workon a complete CI case study

CI basics are taught in this workshop using a casestudy. The CI process steps are practiced and CItools and techniques absorbed. With the trainingfrom this course, typical process mistakes are lesslikely, because participants gain practical aptitudein applying CI methods and techniques. Throughteam work, interpersonal work techniques areencouraged and communication experiencesestablished.

In this workshop you will learn how to useCI in practice. Independent preparationon the case study and the familiarizingwith the applied analysis techniques isnecessary before the day of the work-shop

The case study approach is an estab-lished method, especially in well knownand respected business schools.General questions should be clarified inadvance, so that the day of the workshopcan be used intensively.

Workshop foci

The context of the decision Customer needs

Determining KITs and KIQs Key Intelli-gence Topics and Questions

Defining Intelligence goals, definition of a sur-vey strategy, mapping of sources

Data collection (raw information from differentsources and in different formats is provided,but has to be processed and analyzed)

Data processing (amongst others consideringas an example a full text researchable data-base)

Qualitative CI analyses (competitor profiles,timeline analysis, SWOT, 5 forces industrialstructure analysis, value chain analysis,competitive strategy analysis)

Reporting (presentation of the results to theattendees)

CI-software and its use in support of the CIcycle

Definition of the CI requirements

Execution of the CI cycle

Development of a continuouscompetitive information system

Planning of the CI cycle


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CI Reporting (ICI-3)

Content, style, presentation

CI reporting includes compilation of reports thatcontain raw and analyzed data for the Intelligence

user. Consequently, the form, content and mediumof the report has to be adjusted based on theneeds of these users. In this workshop, theessential reports or products of a CI departmentare defined, as well as their form and structureexplained. The focus is on the content compositionof the Intelligence reports.

Besides written reports, the importance andspecifics of Intelligence presentations (briefing,fixed date) are looked at in detail.

An outlook on CI reporting systems and their re-porting generators rounds off the workshop.

With the help of case studies, the independent compilation of Intelli-

gence reports for different user types is practiced.

Workshop foci

Who needs what news and how should it beformatted?

Content of Intelligence reports: structure andstyle elements

Layout of reports: rules of design and soft-ware tools

CI portals with dynamic reports

Reporting pyramid Escalation procedures Prioritization Dissemination of reports (push versus pull)

Competitor profiles (strategic profiles) Situational analyses Research results Strategic analyses Example for reports in CI software tools

Independent compilation of reports

Demand analysis of the Intelli-

gence recipient

Closer examination(examples)

Exercises

Development of CI reporting


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CI Secondary Research (ICI-4)

Internet, online databases and print media

The most important competence of a CI Resear-cher is retrieval of relevant data. Even profession-

als tend to act on the next best results given bysearch engines like Google. Comprehensive andthorough results cannot be expected this way.

Learn the principles of CI research from initial de-termination of the research problem to the pres-entation of results. The specifics of different infor-mation media and research strategies are shownwith live demonstrations, reinforced with exercises.

This workshop is geared towards professional re-searchers, analysts, information brokers and jour-nalists, who regularly search for market, competi-tor, financial or technological information.

Workshop foci

Role of the research process within the com-petitive intelligence cycle

Effective Research: 4 steps: Key Intelligencetopics, Collection Plan, Research, Evaluation

Internet-ResearchSurface web/Deep Web, structure/size, sta-

tistics, limitations Search engines

How search engines work, comparison of themost important search engines and metasearch engines

Specific search enginesSearching for news, blogs, podcasts, boardsand portals

Expert search strategiesGeneric search strategies, expert search,searching tools/automated search

CI-researchWebsite analysis, watching the competitor,

information reliability

Searching online databasesResearch process, hosts, support, costs

Secondary research sourcespatents, market research, statistics, finances,legal information, books, academic papers,newspapers, people, strategies, mar-ket/technology trends

Resource indices for CI-professionals

Each research step is carried out with an in-dustrial competitive research case study

Organizing the research process

Searching the Internet

Professional Research is not

surfing the web

(including 50 information re-

sources)

Using online databases

Resources for the professionals

(including resource indices for

all industries

Case study


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Fundamental CI Analysis Methods (ICI-6)

SWOT, industry analysis, profiling, portfolio analysis, analysisof competing hypothesis (ACH)

In this workshop, the fundamental methods of CIanalysis are taught and practiced with examples.Command of these analysis techniques is a pre-requisite for all subsequent "higher-order" ana-lytical processes. To plan efficient CI projects, it isnecessary to provide the data required for eachanalytical tool, and is only possible if one hasacquired at least working knowledge of CI analysistechniques.

Workshop foci

Determining ones own strengths and weak-nesses as well as the opportunities and threatsfrom the competitive environment is by natureone of the principal tasks of CI. A great amount ofcompetitive information is to be considered in thisrespect. Ones own strategies can be derivedfrom a SWOT analysis.

The classic" industrial structure analysis a-ccording to Michael Porter is the foundation foridentifying the forces that act upon an industryand that influence its future development. The

forces to be considered are: bargaining power ofthe suppliers, bargaining power of the buyers,rivalry among competitors, threats of newentrants and threats of substitutes. Competitors,with their activities, can then be classified with aresultant improved ability to anticipate futureactions.

Competitor profiles are the foundation for theevaluation of competitor potentials and intentionsin the competitive arena.Different options of demonstration (tables,databases, charts) are highlighted. Lastly, the

resulting analyses (e.g. reaction profiles, threatpotential, competitor strategies) are explainedand practiced.

Portfolio Analysis is a concept frequently used tovisualize complex data. Usefulness and limits ofseveral techniques are discussed based onexamples.

How to proceed, when at the end of your analysisseveral (competing) hypothesis emerge? Themethodology of analysis of competinghypothesis (ACH) is a structured, rational wayfor selecting winning decisions.

SWOT

(Strengths/Weaknesses/ Oppor-

tunities/Threats)

Competitor profiling

Analysis of competing hypothe-sis (ACH)

5 forces industrial structureanalysis/strategic groups, ac-

cording to Michael Porter

Portfolio Analysis (BCG Matrix,McKinsey Business Screen, etc)


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Analysis of Competitor Strategies (ICI-21)

The six perspectives of strategy reengineering

The most celebrated of CI analyses is the analysisof competitor strategies. This workshop looks atthe companies within the competitor peer groupand how to analyze them from six perspectives.These sub-analyses are then integrated into onestrategy evaluation.

Once competitors strategies are known, acompany can develop its strategy accordingly toachieve long-term competitive advantage.

This therefore enables the company to avoid anysurprises caused through competitors activities. Inthis way, an understanding of the internal view of

the competitor is built up. It is possible to derivecompetitors future reactions through reactionprofiles, and build up competitor scenarios and wargaming, for example.

The participants will carry out a complete competitor analysis on the

basis of a case study.

Workshop foci

Analysis of company and market similarities Sources and quality of data

Diversification Internationalization Financial, profit and assets position Capital market performance Strategic maneuvering Company strategies

Processes for continual analysis of strategicmaneuvers

Competitor strategy - wikis

Competitive landscapes Strategy dice, strategy scorecards Maneuver maps

Determination of a peer group Analysis and interpretation of competitor

analysis strategies

Definition of a peer group

Perspectives of the competitor

strategy analysis

Monitoring competitorstrategies

Visualization of competitorstrategies

Case study


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Scenario Techniques (ICI-22)

Scenario Planning, Networked Thinking

Networked Thinking has proven itself to have

great value as an efficient analysis method, able toaccommodate complex, unstable market- andcompetitive developments. It examines the inter-dependencies of all relevant market factors andcategorizes them according to importance, activeinfluence and passive interference. This, producesa coherent, complete, understandable andcommunicable business model which can serveas a basis for strategy development, scenariodevelopment, early warning or business wargaming.

Scenario techniques play a central and fun-

damental role among the methods of competitiveanalysis.

Workshop foci

Overview of long-term prognoses methods Expert-based methods for

Data acquisition

Examination of analogies Estimating the potential

Areas of application

Identification of factors which influence thefuture market environment (for this, differentmethods of approach will be considered)

Selection of key factors from a pool ofinfluencing factors (determining relevance)

Formation of scenarios through the bundlingof key factors

Selection and preparation of relevant goal

scenarios Deduction of implications of the scenarios for

the question of outcome (e.g. compilation ofprognoses)

Overview of software for scenario techniques

Basics of networked thinking System dynamic analysis Overview of commercial simulation software Realization of simulation projects Modelling of competitive situations Case study: strategy development with a

War Gaming simulator

Overview of long-term progno-

ses

Scenario technique:

Developing competing future

perspectives

Competitor prognoses through

multi-parameter models (War

Gaming)


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Decision, Risk and Bayes Analysis (ICI-23)

In order to make ideal decisions, you have to be able toquantify the effects of your decisions and your goal criteria!

Among the many tasks of CI analysts andmanagers is support of decision-making and activeinvolvement in strategic and operative processes.Good decisions are based on the realisticassessment of uncertainties and risks, theidentification of ones own alternatives andascertaining the effects on ones own company.For the solution of complex decision tasks, withnumerous, reciprocally influencing decisionparameters and non-deterministic consequences,the structured approach of decision and riskanalysis is of high value in practical experience.

Workshop foci

What are risks and uncertainties? Monte Carlo simulations Impact diagrams and decision trees Presentation of results

Planning and realization of decision analysisprojects

Probability distributions Conversion of observations and expert

evaluations into distributions Correlations and conditional dependencies

Approaches to problem structuring Analysis (Monte Carlo simulation) Interpretation of results (risk profile, sensitiv-

ity analyses) Value of further Intelligence

Approaches to problem structuring Analysis of the decision situation Presentation of results: Optimal decision

strategy for the given risk preference

Open questions and feedback

Fundamentals of risk- and deci-

sion modelling

Introduction into the fundamen-

tals of probability theory and

statistics

Case study 1: Risk analysis of a

product introduction

Case study 2: Investment deci-

sion with and without intelli-

gence

Forecast on further methods

and final discussion


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Design and Operation of an In-house CI Centre(ICI-24)Tasks, Organization, Software, Staff

A CI centre is the command centre of a company.Here, enterprise wide information flows in order tomake important decisions in real-time. With such acentre, a company can improve itscompetitiveness in a sustainable way by timelyreaction to market and competitive developmentsand by avoiding costly wrong decisions.

To avoid set-backs with the implementation of a CIcentre, consideration has to be given andoptimizations taken into account with resources,design and implementation.

With a case study, the attendees will compile aconcept for an in-house CI-centre and evaluate thechances of success for that concept.

Workshop foci Lessons learned from experience

Information centre or intelligence serviceheadquarters what is the role of a CI Cen-tre in a company?

What are the needs of a CI user? Determining the Return-on-Intelligence

Examples of successful CI Cen-

tres

Centralized vs. decentralized forms of organi-sation

Co-operation with internal departments Co-operation networks CI cultures in companies Strategies to enhance Corporate Intelligence The 10 critical success factors for the devel-

opment of a CI Centre Steps of implementation for a CI Centre

Role and tasks of a CI Centre

Forms of organisation

Market survey Functions and features Sample presentation

Selection Qualification Career planning

Software for a CI-Center

CI staff


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22 Institute for Competitive Intelligence (ICI) Autumn 2010 / Spring 2011

Digital Intelligence (ICI-25)

Analysis Methods, Community Building, TrendsThe analysis of digital communication makes a sig-nificant contribution towards the generation of mar-

ket and competitor knowledge. The advantage ofthe Internet, the quick, seismographic recording ofimpulses and opinions, can be directly capitalizedupon.The Internet has since become a marketplace foropinions, a platform for testing and launching newtrends and an influential component in the competi-tive arena. Digital communication is important. Be-cause it is available, because it is growing and be-cause it influences target groups such as consum-ers, patients, voters, decision makers, journalistsand activists etc.

The drivers are primarily investigative multipliers, authors of blogs and opinion leaders in net-

works. Digital intelligence describes the search for early signals, patterns and trends in digitalcommunication. By including and analyzing quantitative and qualitative insights, companies canseize opportunities and avoid risks.Topics and target groups are identified from their profiles, problems, positions, statements anddecision-making processes, and followed over time. Sustainable factors for success include thedevelopment of dialog with relevant multipliers as well as suitably designed internal processesand networks.

Workshop foci

Collective intelligence

Digital communication Introduction: The Shampoo Case

Searching for information Understanding of content (Social) network analysis

Focus: Development of target groups andsubject areas

Monitor: Recognition of changes over time Sonar: (Early) detection of risks

Networks and community building From observation to Social Media

Management

Basics

Application scenarios and ex-

amples

Areas of analysis

Results The workshop includes an overview of the current developments in digital communi-

cation (Web 2.0 and Social Media Management), enabling you to professionallyevaluate potential for CI projects.

The workshop introduces innovative analysis methods, enabling you to identify valu-able quantitative and qualitative patterns and early signals from the digital noise. Youwill become familiar with examples of the SONAR, MONITOR and FOCUS analysisformats.

You will understand how to systematically analyze communication networks withinand outside of the company. You will discuss the cornerstones of community buildingin order to be able to support your own networks.

Recommended courses of ac-tion


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Psychology of Intelligence Analysis (ICI-26)Techniques to avoid mistakes with information collection, -analysis,

-reporting and decision making

Information for CI analysis comes from multiple

sources that have different references and come inmany forms of media, closeness, and familiarity tothe analyst. Credibility, time sequence, and rele-vance of the information is difficult to determinedirectly and changes constantly during the courseof the research. Furthermore, conflicting informa-tion as well as misinformation is part of theeveryday work of a CI analyst. To be able to ge-nerate high quality results, despite these potentialcognitive perception mistakes and biases, the CIanalyst has to be able to reliably use preventivetools and techniques for avoiding mistakes.

If the CI analyst doesnt arrange for precautionarymeasures, an opportunistic information analysiswill result.

In this workshop, pragmatic strategies to preventtypical Intelligence analysis mistakes will bedescribed and tested with numerous examples bythe attendees in the exercises.

Workshop foci

Expectation versus wishful thinking Dominance of mindsets Dynamics of information perception Preconception

Perceptional mistakes with in-

formation processing and

Mistakes with the assessment of evidence Mistakes with the perception of cause and ef-

fect Mistakes with the estimation of probabilities Blind spots

Deliberate and unconscious manipulation of

results Basic principles of reporting

Why even intelligent people can make blatantand wrong decisions

Lessons learned from completed CI projects(feedback and performance measurement)

Analysis of competing hypotheses (ACH) Mental tool kits Check lists

analysis

Mistakes with Intelligence re-porting

Typical decision making mis-

takes

Cognitive biases with data

analysis

Methods to avoid typical Intelli-

gence mistakes


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Competitive Technical Intelligence (ICI-27)

Technology scouting, assessment and analysis

The goal of Competitive Technical Intelligence(CTI) is to identify, competitive advantages in thefields of marketing, product design and researchand development through technological leads.

For this, the development of new technologies iscontinuously and systematically monitored andtheir effects evaluated. This begins with technologyscouting, where only emerging technologicaldevelopments are identified and recorded. Thiscontinues with technology assessment, whichdetermines the stage of maturity and the potentialof new technologies. The cycle ends with thestrategic analysis of the effects of new

technologies on customers, the business and oncompetitors.

This workshop is the practical application of thesethree steps and concludes with the added moduleCTI process, where the application in the enter-prise is discussed. The lecturing of this compara-tively complex content is supported and loosenedup with live demonstrations and group tasks.

Workshop foci

What technological trends are recognizable? Information sources for technology scouting

(specialized press, research reports fromuniversities and research establishments,patent databases, think tanks, conventions,trade fairs, competitors, etc.)

Classification of technological trends on thebasis of technical and commercial criteria,strong and weak signals, early warningsystems, introduction of suitable structures

Tools to support scouting, e.g. databasetools, mind mapping and of course the

Internet

Technology Scouting


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What technologies will decide on market successin the future? Assessing the potential of new technologies

(What can the technology achieve?): per-formance parameters, ABC analysis, appli-cations, substitution potential (technologies),synergy potential, technology comparisons,Delphi method

Description of technological development: lifecycle analyses, s-curves, learning curves,roadmaps

Environment analyses, this means the in-volvement of non-technical influencing fac-tors on the development of new technologies(political and social trends)

How can competitive advantages through a tech-nological lead be achieved? Assessing the potential of new technologies

(from the view of the enterprise: what oppor-tunities and risks can result from technolo-

gies?): portfolio analyses, substitution poten-tial (products), new markets Competitive analysis: technological SWOT

analyses, benchmarks, specific (core) com-petence analyses

Technological scenarios Strategic implications: investment strategy,

segmentation strategy, product development,performance leadership, synergy strategy,cooperation strategy

How can a continuous, systematic technologyassessment in a company be implemented? Analysis: determining goals that can be

achieved with a CTI Process, deriving de-mands on the process, identification of al-ready ongoing CTI activities and their inte-gration into the process

Design: definition of a preferably efficientprocess (trigger, partial processes, activities,interfaces and roles) that satisfy the demandsas well as the connection with the innovation-and product lifecycle management process inthe business

Implementation: procedure to introduce theCTI process, aspects of change management

(piloting, communication, etc.)

Strategic Analysis

CTI Process

Technology Assessment


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Financial Analysis (ICI-28)

Data source, processing, and interpretation

Financial analysis is the core to any interpretationof financial reports (P&L, balance sheet, cash flow,source and application of funds) as well as otherassessments of company viability and operations.For the most part, key data is used to assurecomparability of companies in an industry or in astrategic group. Also, the CI analyst carries outindividual company analyses to e.g. assess theviability of a competitive strategy. Financialanalysis is one of the standard methods of CIanalysis.

Workshop foci

Besides the large range of publicized companydata, analysts also have a large number of finan-cial reports available. If no such data is directlyobtainable, the financial analyst has to conduct

independent, primary research or do selectivecalculations (for parts of a company).

The large number of key company data will beexamined in the workshop as regards to their us-ability with CI analyses and some key figures willbe shown as examples. In this connection, notonly key figures that come from a balance sheetanalysis will be taken into account, but also keyfigures that are generated for strategic bench-marks. Established key data models such as theDuPont key data hierarchy will be explained aswell as software tools for balance sheet analysis.

With a case study, the attendees will carry out acompetitive financial analysis. In doing so, selec-tive calculations will be done and comparisonswill be drawn to other businesses. Finally, prog-noses will be made on further competitor devel-opment.

Finally, methods will be discussed on how to pre-sent and archive the results of a financial analysis a continuous Competitive Intelligence calls for aprofessional database with competitive financial

analyses.

Data source and -processing

Interpretation

Reporting and documentation

Key data


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Text Mining (ICI-29)

Controlling and managing the flood of data

Under the generic term text mining, many differenttechnologies used to index (unstructured) contentare grouped. On the one hand, these technologiescomprise of term extraction and aggregation as abasis for semantic indexing, retrieval andclustering solutions. On the other hand, cat-egorization of documents, generation of abstractsto the point of detecting patterns and relationshipsbetween terms through steps of text analysis arethe main aspects. These results can be presentedin a document warehouse with methods from theSemantic Web environment and displayed withvisualization tools.

Workshop foci Information overload problem Text mining: Substantial challenges Text mining functions:

Text categorization, wrapper applications,text summary, language identification, topicclustering, information extraction, text analy-sis

Text mining and Competitive Intelligence

Information freedom law Software tools to improve the efficiency of re-

search Displaying analysis methods Cost-benefit optimization, aspects of adding

value Information flow diagrams Filing system Reporting of data, information and facts Improving the impact of researched results

Case study Implementation of a text miningsystem

Basics of text mining for CI ana-

lysts

IT support for text mining

Implementation of text miningsystems


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Business War Gaming (ICI-30)

Explorative strategy development

Business War Gaming (BWG) is used to predictpossible changes of markets as well ascompetitor activities and based on this and todevelop the best possible reactions. With thisanalysis, effective strategies with a distinctlycompetitive oriented character can be formed.Through BWG, the focus can be changed froman internal to an external perception that hasthe market and the competitors in view.

In addition, the following goals are tracked withBWG.

Gaining a better understanding of the mar-

ket and of competitive dynamics Developing realistic future scenarios forboth market and industry sectors

Sensitization of the attendees to weak sig-nals that are the basis for an early warningsystem

Development of the ability to role play theposition of competitors and anticipate theiractions and reactions

Identification and elimination of blind spotsin managers

Business War Gaming (BWG) is a structured,tool-assisted and team-oriented procedure forstrategy development. The fundamental ideaof this method is to test measures derivedfrom a strategy available or in development,in a realistic context and through the evalua-tion of the consequences, draw conclusionson the effectiveness and robustness of thestrategy.For this, the attendees take on the roles ofdifferent market participants. Over a simu-lated time period of several years, they steer

their businesses in the resulting market envi-ronment of intense competition that is also in-fluenced by external developments, such ascyclical influences, crises and singularevents.To determine the effects of the decisions,they are analyzed with the help of a simula-tor. In the easiest case, it revolves around abody of rules and regulations, on the basis ofwhich a market team will assess the effects.To achieve the most precise simulation of thecompanies and their markets as possible,computer-supported, dynamic business simu-lations are increasingly used.

Business War Gaming

Workshop foci

Goals of BWG Variants of BWG

From the classic business game to themultiplayer simulator

An established basis of information is a re-quirement for BWG. This can be achieved with amarket and environment analysis that corres-ponds with demands. The task of securing quality, relevant

information on the company, its strategy,competitors and customers, is vital for BWG

Identification of system limits

Introduction

Business Intelligence


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Introduction to Systems Thinking Identification of the driving force of growth as

well as the central market drivers andresources of businesses in the market

Determining the most importantinterdependencies between businesses andtheir customers

Representation of all influences and theirinterdependencies in a networked model

(impact diagram, Causal Loop Diagram)

As with the cockpit of a simulated aeroplane, themanager of a Management Flight Simulator hasthe entire repertoire of steering options for thebusiness available. In the flight simulator, thebusiness and the market also react immediatelyto the measures taken. Introduction into System Dynamics From impact diagrams to a Management

Flight Simulator

With a BWG process, the attendees take on theroles of different market participants. Over asimulated time period of several years, they steertheir businesses in the resultant market environ-ment of intense competition that is also influ-enced by external developments such as cyclicalinfluences, crises and singular events. Development of: scenarios and possible ex-

ternal shocks Preparation of the playbooks: setting, profil-

ing the market and market participants, roledescriptions and strategic levers

Preparation of the teams (pre-war-briefing):introduction of the storyline, roles and re-quirements to the teams, presentation of thecourse of events

BWG: execution of moves, coaching, work-shops

Documentation and follow-up: summary,presentation and discussion of the results,deduction of strategic consequences, devel-opment of recommendations for action, de-termining further action (implementation ofresults)

Management flight simulator

Business war gaming

Building of models


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Strategic Market Analysis (ICI-31)Prognoses, potentials, life cycles, segmentation

Often, the CI analyst is called on to judge the

market potential of new products. For this, marketsegments, profit potential, and the competitivesituation has to be known. Similarly, a prognosis ofthe future development of these marketparameters is necessary. Results of the strategicmarket analysis serve as a basis for thedevelopment of product- and corporate strategies,scenario planning and benchmarking analyses.

This workshop comprises of a comprehensivedemonstration of significant aspects of strategicmarket analysis. The methodical fundamentals arecommunicated without the theoretical ballast andthese are then applied directly with real-life casestudies.

Workshop foci

Overview and areas of application for strategicmarket analysis methods:

The following assessments are conducted with a

case study:

Product portfolio analysis (BCG, McKinsey) Evaluation of the market potential and vacant

segments for a new product Determination of market segments and their

volumes Assessment of the competitive situation Design of a product- and customer life cycle

analysisIntegration of expert knowledge

Delphi-interviews PERT-estimates

Technology- and market potential analyses Trend analyses S-curve-analyses

Assessment of future developments (prognoses)through Extrapolation (time series analysis) Regression Multi-level-prognoses Identification of short-/mid-/long-term trends

Practical exercises


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Early Warning Systems (ICI-32)

Establishment and operation of early warning systems

Early warning is the timely identification of potentialrisks for a business. Early warning constitutes thesubsequent assessment of this threat. Theapplication of these functions in a continuousprocess is referred to as an early warning system.

The Intelligence fundamentals for the design ofearly detection and warning systems will be shownin this workshop and their implementation in abusiness described. With a case study, theattendees will develop a specific action plan andbuild a complete early warning system for a com-pany.

Workshop foci

Ansoff approach to early warning Analogies from military early warning Technological early detection Early warning and risk management

Methods to identify indicators Calculation of the applicability of an indicator,

specificity and sensitivity

Design, cost-benefit optimization, IT-support Steps of implementation Operation and continued performance re-

views

Primary and secondary sensors From Business Intelligence to early warning Management of an early warning system

Preparation of an early warning system witha specific example

Design of early warning systems

Sensors

Theory of weak signals

Identification and applicability of

early warning indicators

Case study


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Development and Implementation of DynamicCompetitive Strategies (ICI-33)

Developing competitive strategies today to be successful

tomorrowHow can a company assert itself in dynamicmarkets and benefit from competitive advantagesfrom this environment? The art of successfulstrategy development lies within a continuousbuild-up of knowledge and the right timing, speedand sequence, when implementing this strategy.

An optimal strategy for dynamic markets resultsfrom a combination of the achievement of currentobjectives and the manoeuvrability potential of thebusiness. A business strategy has to ensure thatthe full current market potential is tapped and that

new products and services are generated at anearly stage.

Workshop foci Difference between dynamic and classical

competitive strategies How do dynamic competitive strategies influ-

ence the competitiveness of a business?(Corporate Intelligence)

Strategic development cycle

How do you position your business in themarket?

Strength-weakness analysis, analysis ofcompetitive dynamics, competitor profiling,trends and market scenarios

Visualization of business strategies with strat-egy maps and balanced scorecards

How knowledge on markets and competitorscan be used when formulating dynamic busi-ness strategies

Continuous Competitive Intelligence, identify-

ing and evaluating opportunities and risks

Tools, techniques: Business War Gaming(BWG), real option planning, dynamic sce-nario planning, early warning

Formulation of a strategy Implementation of strategy with a Balanced

Scorecard (BSC)

Apply the shown tools and techniques in or-der to formulate a dynamic competitive strat-egy for a business. (The case study will bedistributed for individual preparation before

the workshop.)

Intelligence the requirement

Case study

Methods to develop dynamic

competitive strategies

The benefits of dynamic com-

petitive strategies

Analysis of your own company

and its environment: Where do

you stand and in which direction

do you want to go?


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Counter Intelligence (ICI-34)

Protection against illegal attacks on your enterprise

Information is a company asset which must becategorized, quantified, and protected, just as

much as any other asset. The security and protec-tion of information is a management topic, not atechnical problem. It is about people and proc-esses. Technology can help to reduce the risks toyour information. Ultimately, it is people whoproduce these risks. The majority of informationloss takes place not only within the organization,but also through suppliers and customers whohave regular access to your information systems.

In this workshop, the fundamental forms of threatsby corporate espionage will be shown and itsdefence (Counter Intelligence) will be introduced.

Workshop foci

Identification and evaluation of informationrisks

Analysis of risks for the business against thebackground of already implemented defencemeasures

Monitoring information risks Electronic eavesdropping: Eavesdropping of

rooms a reality or fiction?

Eavesdropping on own employees Back-door recruitment into a company Use of external personnel Pretext calls Recruitment Analysis of weak spots and prevention Employee training Strategies against Social Engineering

Attack vectors against data and communica-tion networks

Weak spot analysis: human factor Opportunities and limits of technical solutions

Secure and insecure methods of transferringdata

Defending against attacks on communicationstructures

Minimizing the risk of communication

Safe research Movement of records and data transfer Dealing with harmful software

IT- and TelCo security

Safe communication

Identification of threats

Social engineering

The Internet: a threat?


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Patents as a competitive landscaping tool (ICI-35)

How to protect your innovations using intellectual property asan economic asset

Intellectual property (IP) rights are powerfuleconomic assets. This workshop will give anoverview over the various types of intellectualproperty rights including patents, trade marks,designs, copyright, and outline strategies forobtaining the best possible protection forinnovative ideas, for the enforcement of intellectualproperty rights and for the economic exploitation ofsuch rights.

Using a case study, delegates will analyse asituation of various competitors in an industry anddevelop a patent strategy. By practising with realworld patent documents you quickly gainexperience in assessing and analysing patents.

Workshop foci Patents Trade marks Utility models Design patents Copyright law

Territoriality / Jurisdiction Costs Patent vs. Know-How Patent strategies

Freedom-to-Operate-Analysis Scope-of-Protection-Analysis Inventing around Co-operation

Licensing

Litigation strategies Comparison between the legal systems of

Europe and the United States

Patent databases Search strategies Analysis of patent statistics

Protection of intellectual prop-erty

Patent Investigation

Intellectual property

Prosecution strategies to pro-tect intellectual property


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35Institute for Competitive Intelligence (ICI) Autumn 2010 / Spring 2011

Information Warfare (ICI-36)

Information Warfare is used to describe strategic communica-tion whereby information is understood as a means for chang-ing opinions on a subject and then effecting changes in beha-vior.

While the concept of public relations is based oncoordinated, two-way communication models, thesimple aim of an information warfare campaign isto successfully develop ideas and opinions on top-ics and companies. For the information profes-sional, this involves identifying and analyzing in-formation and generating valuable intelligence inorder to discredit competitors through targeted CIactions in the scope of information operations.

Opinions that are "formed by competitors, influ-ence customers, suppliers and industry experts.Your company can derive either advantage or dis-advantage from these circumstances. Your com-panys communication strategy should therefore becritically reviewed from the perspective of informa-tion warfare.

The workshop highlights strategies and models foran intelligence professionals typical informationwarfare tasks. Finally the ethical aspects of infor-mation warfare are discussed.

Workshop foci

Introduction to the basics of informationwarfare

Corporate reputation as the target ofinformation warfare operations

Possibilities for preventing and defendingagainst information warfare operations

Ethical limits of information warfare

Communication models in companycommunication

Links between strategy and communication

Information operations as an integralcomponent of company information

Information operations Issues management Perception management Exposure management

Concepts for attacking and defending arepracticed in the workshop, on the basis of acase study.

Communication Models andStrategies

Basics

Information warfaretactics

Game plan for strategy devel-

opment and information war-

fare


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Director of the InstituteRainer MichaeliICIs founderand Director,Managing

partner DIEDENK-FABRIK, Advisory Services in

Business and Technology.

Mr. Michaeli is an aeronautical engineer(Technical University of Brunswick, Germany)and an MBA (INSEAD, France) by profession. In1993 he founded DIE DENKFABRIK GmbH, aconsultancy that specializes in competitiveintelligence services. Prior to this he worked invarious industries in marketing, sales and R&D.In 2004 Mr. Michaeli founded the "Institute forCompetitive Intelligence (ICI)". He is a lecturer atthe University of Darmstadt on Competitive In-telligence and Competitive DynamicStrategies.Mr. Michaeli is author and co-author of severalpublications covering Competitive Intelligencetopics, his text book Competitive Intelligence,published in 2005, achieved instant acclaim andbecome a Financial Times Germany Top 3 best-seller in 2006. He is a frequent speaker at con-ferences in Europe and the USA.Rainer Michaeli was an elected member of theboard of SCIP (Society of Competitive In-telligence Professionals), the global organizationfor market and competitive researchers from2003 to 2005. In 2003 he received the SCIP

Catalyst award.

Workshops:ICI-1 Competitive Intelligence Basics Workshop(D/E),ICI-2 Competitive Intelligence Projects (D/E),ICI-6 Fundamentals Competitive IntelligenceAnalysis (D/E),ICI-21 Analysis of Competitor's Strategies (D/E),ICI-23 Decision and Risk Analysis (D/E),ICI-30 Business War Gaming (D/E),ICI-31 Strategic Market Analysis (D/E),ICI-33 Competitive Strategies (D/E)

Advisory CounselProf. Dr. C. S. FleisherDr. Craig S. Fleisher is Chair ofBusiness and Public Affairs andProfessor of Management, Col-

lege of Coastal Georgia, USAand Docent, Business Infor-mation Management, Tampere

University of Technology, Finland. He has beenPresident of the Society of Competitive Intel-ligence Professionals (SCIP), inaugural chair ofthe Competitive Intelligence Foundation, Editorof the Journal of Competitive Intelligence &Management, and is a SCIP Meritorious Awardwinner and Fellow. A former MBA director, dean,area head, and endowed research chair, he is orhas been a member of university faculties inAustralia, Canada, New Zealand, South Africa,Switzerland, and the UK. A recognized globalexpert who has helped many leading mult-inational companies and institutions improvetheir CI, public affairs, performance measure-ment and/or analysis processes, Craig hasauthored or edited a dozen books and publishedscores of refereed papers. He has facilitatedworkshops or keynoted meetings in over threedozen countries, supervised dozens of graduatetheses, and has received numerous executiveand graduate teaching awards/recognitions.

Prof. Dr. Utz SchfferProfessor for Controlling undCorporate Management at theWHU - Otto Beisheim School ofManagement.

The main research of Prof. Dr. Schffer arecontrolling instruments, controlling theory, plan-ning and control as well as early warning. He isone of the authors of the definitive book Bal-anced Scorecard & Controlling, Implementierung Nutzen fr Manager and Controller. Further-more, he is an author of many articles in jour-nals, conference proceedings and trade publica-tions.

Sheila WrightCompetitive Intelligence &Marketing Strategy, De MontfortUniversity, Leicester, UKElected Board member of SCIP(2004-2006).

Besides her academic teaching and researchactivities, Sheila Wright advises internationalfirms on introducing and implementing Competi-tive Intelligence. She often appears as a speakerat international conventions and has published inbooks and journals on her areas of expertise.She is Regional Editor for the Journal of

Competitive Intelligence & Management and is asubmission reviewer for several leadingEuropean journals. In 2003 she was the recipi-ent of the Vice Chancellors DistinguishedTeaching Award.


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37Institute for Competitive Intelligence (ICI) Autumn 2010 / Spring 2011

Faculty

Thorsten BillConsultant and project directorat DENKFABRIK,Thorsten Bill studied computerscience with majors in systemsintegration and operations re-search.

His areas of expertise are balanced scorecard,system dynamic analysis, scenario planning andsimulation as well as prognosis- and earlywarning systems.Thorsten Bill publicized articles as author andco-author in books and specialized press andoften appears as a guest speaker and as aworkshop instructor at conferences, universitiesand management seminars.

Workshops: ICI-4 Competitive IntelligenceSecondary Research (D),ICI-22 Scenario Techniques (D)

Prof. FranceBouthillierProf. France Bouthillier hasbeen Director of the McGillSchool of Information Studies(SIS) in Canada since 2004,where she has been lecturing

in Business Information, Competitive Intelli-gence, Information Agency Management,Financial Management and Information ServicePersonnel since 1993. She received a Ph.D.from the University of Toronto, graduated fromthe University of Quebec in Education andBusiness Administration, and obtained a masterin Library and Information Sciences from theUniversity of Montreal

Working on various consultancy projects Prof.Bouthillier has supported public and industrialinstitutions and organisations in informationanalysis and information management issues.She is a frequent speaker at conferences andsymposia, and contributes to academicpublications on current information management

matters.

Workshops: ICI-35 Patents as a CompetitiveInstrument (E),ICI-36 Information Warfare (E)

Dr. Wolfgang FinklerDr. Finkler is a graduate com-puter scientist (University ofSaarbrcken). He was awardeda doctorate and researched atthe German Research Centrefor Artificial Intelligence (DFKI

Saarbrcken) on the automated processing ofnatural language. Since 1998, Wolfgang Finklerhas worked for the Deutsche Brse SystemsAG, the IT subsidiary of the Deutsche BrseGroup. As Senior Expert he is responsible forthe evaluation of new technologies, the exami-

nation of their applicability in the environment ofexchange systems and for the coaching of projects. He conceived and implemented the in-house exchange Competitive Intelligence sys-

tem EXOTIC that is now being operated underhis supervision. Next to establishing this Com-petitive Intelligence service, he accompaniesknowledge management activities. WolfgangFinkler is an active member of the Society ofCompetitive Intelligence Professionals (SCIP)and of the Gesellschaft fr Wissensmanage-ment.

Workshop: ICI-29 Text Mining (D)

olds a

I-36 Information Warfare (D/E)

y

Dr. Everhard vo o

orkshop: ICI-5 Primary research (HUMINT) (D)

Jens GreinerJens Greiner huniversity degree in manage-ment and economics(Diplom-Kaufmann) and is afreelance consultant withfocus on security-, crisis-,and stakeholder manage-ment. He studied economicsand organisation sciences at

the University of the German armed forces(Bundeswehr) in Munich focussing oninternational management. As a military officerhe held various leading positions, e.g. ascompany commander, and instructor roles. Inaddition, he is specialised as a military targetgroup analyst in providing advice on analysis of

psychological approaches and communicationstrategies in the context of target groupmanagement. Mr. Greiner advises and supportsdifferent crisis teams mainly of internationalcompanies. In support of (re-)action capabilitiesof the crisis management systems he particularlydeals also with the core elements of robustinformation and communication activities.

IC

Dr. Everhard vonGrooteTeampsy-chologand

n Groote wsecurity

rked for 8 years as agraduate psychologist of the North Rhine-West-phalian police. Focuses of his occupation werethe criminal investigation advanced training, thesupport and mission escort of special servicesas well as projects on profiling and negotiations.For several years now he has worked for differ-ent international companies in the areas of secu-rity management and crisis consulting. Dr.

Groote has further training in NLP, in CISM(Critical Incident Stress Management) and is amember of SCIP since 2003.

W


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Prof. Dr. MartinGrotheProf. Dr. Martin Grothe works at

analysis of virtua

his current occupation, he was employed

gital Intelligence (D/E)

a profes-

o

activities, Prof. Jrs was also at the

orkshop: ICI-26 Psychology of the Intelligence

e-c-

the 12 years before that, hen

ne of the

orkshop: ICI-32 Establishment and Operation

(E)

Bottom Line

has presented competitive intelligence

r of SCIPs

s been an adjunct lecturer at Lehigh

ge (Economics

orkshops: ICI-3 Competitive Intelligence

ntelligence (E)

the Institute of Electronic Busi-ness, an institute affiliated with

the University of Arts Berlin,where the main research is thel communities. Prof. Dr. Grothe

deals with solutions for the goal-oriented man-agement of high complexity in science and inpractice. At this, the structured connection of in-teractive media and analytical methods (Col-laborative Intelligence) characterizes his currentwork.Beforeat otelo communications GmbH, I-D Media AGand at NetSkill AG.

Workshop: ICI-25 Di

Prof. Dr. JrsProf. Dr. Jrs holdssorship for business administra-tion with the focuses Informa-tion Engineering and Manage-ment, Information BusinessAdministration and Controlling tf Applied Sciences Darmstadt.

He is also responsible as part of the in-firm ex-ecutive training of the Deutsche Telekom AG formanagement training, planning techniques, ac-counting/controlling and general business ad-ministration.Before these

the University

Metallgesellschaft AG assigned with the tasks ofinformation management, market and competi-tive intelligence and corporate planning.

WAnalysis (D/E)

Dr. Gerd KrampeDr. Gerd Krampe was VicPresident and Managing Diretor with Korn/Ferry International

in Frankfurt until 2004.

Inwas active i the retail sector and lastlyresponsible for corporate planning, controlling,logistics and information systems as member ofthe board of directors for Asko/Metro; at thesame time he was Speaker of the Board ofPraktiker AG, a leading firm in the home im-provement store industry in Germany.Within the Rewe-Leibbrand Group olargest food store chains in Germany he wasbefore a member of the executive board respon-sible for controlling. Before his career in the re-tail sector, he worked 12 years with the Battelle-Institute in Frankfurt, amongst others, in thescenario planning division. In 1980, he had al-ready developed and implemented strategicearly warning systems for industry and retail. Hislast task in management was to lead the infor-

mation technology division, especially for militaryapplications. Dr. Krampe was a long-time mem-ber of the Coca Cola Retail Research Group aswell as the Advisory Board of Andersen Con-sulting (Accenture). In 1995, he was foundingmember of the European ECR Board in Brus-sels. He is member of the jury for the German-

speaking ECR Awards since 2002. He studiedSocial Sciences and received a doctorate fromthe Ruhr University Bochum.

Wof Early Warning SystemsICI-22 Scenario Techniques

John J. McGonagle, Jr.John is the most prolific author oncompetitive intelligence, being theco-author of eight books oncompetitive intelligence including

Protecting Your Firm AgainstCompetitive Intelligence, andCompetitive Intelligence. He has

also served as an expert witness on competitiveintelligence. He received the prestigious FellowsAward in 1998 from SCIP, the Society ofCompetitive Intelligence Professionals and itsMeritorious Award, SCIPs highest award in2007.Johnworkshops, seminars and training sessions on 6continents. He was a featured presenter at theSCIP 1996, 1999 - 2002 and 2004 - 2007Annual International Conferences.

John is the book review editoCompetitive Intelligence Magazine. He alsoserves as well as a regular columnist forCompetitive Intelligence Magazine and as amember of the editorial board of the Journal ofCom

Documents

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