Pharma Competitive Intelligence Conference

Participants may choose 1 of 4 concurrent tracks

2:50-3:30	TRACK A	Crystal Ball 101: Predicting When a Competitor Drug Will Be Approved The ability to predict competitor moves has always been key to successfully achieving or maintaining a superior market position – in other words winning. You don’t have to look far to find examples of where a competitors knowledge of a rival’s move has transformed the outcome to their favor. Applications are rampant wherever there is competition – sports, war, business. With so much riding on the knowledge of competitor moves, it’s only natural that a competitor will keep their strategy very close to the vest. However, sometimes the nature of how business is conducted within a competitive market, forces a competitor to reveal their hand. In other words, the ramifications of not revealing their hand will have a larger impact on the products commercial development strategy. Pharmaceutical products undergoing clinical and commercial development fall under this predicament. Generally, drugs that are undergoing clinical trial development need awareness in order to recruit patients into clinical trials in a time sensitive manner. Each day delayed in reaching full recruitment is a day of missed sales opportunity post approval – millions of dollars a day. The choice facing pharmaceutical companies is to keep their product’s clinical trial development close to the vest with limited public awareness or open up their product’s clinical trial development by creating broad awareness . The former constrains the patient trial recruitment process but limits exposing your strategy to competitors while the latter expedites the recruitment process but exposes your strategy to competitors. Most choose the latter due to opportunity costs, which then opens up a wealth of competitive information that can be mined and transformed into competitive intelligence. In this presentation we review what pieces of information are needed to predict when a competitor agent will receive approval, how to get that information, and what to do with it once you have the information. At the end of this presentation you will be able to: Identify what competitor information exists on products undergoing clinical trials Identify key milestones to the clinical/commercial development of a pharmaceutical product and build a launch timeline predictor model Know how to quantify the time required to achieve clinical trial milestones Identify internal and external sources that can be used to populate your model Know how to back test your model Identify ways that you can continually fine tune your timeline hypothesis Identify various outputs that will drive strategic decision making Will Roettger Associate Director, Market Planning, Dendreon __________________________________________________________________________________________________________________
	TRACK B	Competitive Intelligence: Integration, Visualization and Collaboration The increasing amounts of Competitive Intelligence information can quickly overwhelm an organization with segregated data islands of information being distributed through various channels involving a lot of manual effort that is error prone and results in wasted time. This presentation outlines a Cloud-based approach to streamlining the flow and consumption of Competitive Intelligence, in a Collaborative environment. The presentation includes live demos that actually show various Integration and Visualizations of CI information. The presentation also highlights the power of using a Private Cloud for accelerated data sourcing, integration, analytics and collaboration. Ganesh Kanumalla CEO, IQ 20/20 Pharma co-presenter TBA __________________________________________________________________________________________________________________
	TRACK C	Links For Lives: From Competitive Intelligence to Collaborative Intelligence Imagine what would happen if all the medical data in the world were combined. Researchers and doctors wouldn’t lose precious time. Patients’ lives would improve radically. ONTOFORCE started to turn this vision into reality developing and deploying semantic technology based solutions with strong focus on the user experience. Linked data combined with gamification and design for a purpose truly empowers the mind shift to better data driven patient outcomes. After 1 year of prototyping, the first version is now available to make medical insights from across the globe accessible from one single gateway answering cross-domain questions in a fast, effective and simple way. Clinical researchers, regulators, drug hunters, health care professionals and patients are using the tool right now. In this talk we will explain and demo how easy and useful this is in the competitive intelligence area: mining new products moving into new phases, new molecules moving to the market and connected to a wealth of other R&D data at your fingertips. This presentation intends to expose the opportunities provided by a working linked data application and potential game changers in life sciences. It will cover: The collaborative intelligence extracted from linked data How to visualize a wealth of information for human consumption Engaging end-users with design for a purpose & gamification Testimonials for better patient outcomes via linked data Hans Constandt CEO, Ontoforce Pharma co-presenter TBA __________________________________________________________________________________________________________________
	TRACK D	Improving the Innovation Scouting and Valuation Process for Licensing and Acquisitions In today’s search/buy vs. discovery environment, pharmaceutical companies must understand how to dramatically change the way they identify and qualify new assets, their potential value, synergy with the R&D portfolio and the risk and cost of development—all well ahead of the competition. The most relevant information for determining the right valuation for licensing deals is often available but either scattered across the organization, with an external party, or even hidden in unstructured data—and it can take months of due-diligence to find it. Key competitive, scientific and business insights that could have affected asset valuation or deal terms are often missed. Moreover, many opportunities would have been pursued or abandoned earlier with less invested time and pursuit expense, if only the right information to make the judgment call were readily available for consideration. Paragon Solutions will discuss how technology can be applied to orchestrate the search, qualification and competitive review process to improve the speed, accuracy and quality of licensing and M&A decisions. John D’Antonio Director, Life Sciences Advisory Services, Paragon Solutions __________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

4:30-5:10	TRACK A	Leveraging Intelligence in the Strategic Decision Making Process An efficient Intelligence department assists an organization in addressing tactical issues as well as formulating global strategies. Yet, this may not be enough to raise the Intelligence organization to that of a decisive resource for increasing the company's performance. The main reason, for this limitation, is that the ultimate decision, on whether or not to implement a well-researched and finely polished strategy, rests in the hands of a few people sitting at the very top of the organization. To maximize their impact on the company's success, Intelligence professionals need to enhance their ability to understand internal decision making processes and shape their contribution accordingly. Robert Constable Director, Corporate Strategic Intelligence, Sanofi Pasteur __________________________________________________________________________________________________________________
	TRACK B	Integrated Competitive Intelligence Delivery – Next Generation Solutions Competitive Intelligence solutions need to deliver just the relevant information to just the right person at just the right moment. This information can come from multiple sources: commercial, public and internal but must be presented in a way that they can all work together to enable the end user to act on it. This session will look at how different approaches can be brought together to tackle the Big Data explosion and enable the next generation of CI solutions. Wendy Hamilton SVP Product Strategy and Operations, Thomson Reuters __________________________________________________________________________________________________________________
	TRACK C	Regulatory Intelligence and Competitive Intelligence – A Collaboration that Results in Comprehensive Intelligence for an Organization In this session, Penny and Andrea will first lay the foundation by defining RI and CI, comparing and contrasting their functions, and then share with you the positive value-add that can be brought to an organization through the collaboration of the information that comes from these two different function . Through real-world case studies, learn how RI and CI provide the pieces to the missing puzzle giving answers to key strategic questions optimizing strategic decision-making for an organization. Penny Levin Director Global Regulatory Intelligence & Policy, Teva Global Branded Products Andrea Mulford Head, Global Medicines Insight, Teva Branded Products __________________________________________________________________________________________________________________
	TRACK D	The Changing Healthcare Landscape and Implications for Pharmaceutical Strategy Capitalizing on the latest changes and trends to build a competitive advantage The U.S. healthcare delivery and reimbursement landscape has been undergoing a paradigm shift in which payers have become a critically important business stakeholder. Understanding how payers are approaching medical and formulary management in light of these changes holds strategic implications for marketing, brand planning and R&D. In this informative session, ORC International will outline elements of the Accountable Care Act and new models of healthcare delivery and reimbursement in motion, citing the important implications of these new changes and trends to pharmaceutical customer strategy, including payers, providers and patients. We will address important topics such as Accountable Care Organizations, Patient Centered Medical Homes, Comparative Effectiveness, Quality Metrics, and the upcoming exchanges. Dana Benini Managing Director, ORC International Joaquin Garcia Lopez Project Director, ORC International __________________________________________________________________________________________________________________

3:30-4:30

Networking & Refreshments in Exhibition Hall

Participants may choose 1 of 4 concurrent tracks

5:15-6:15	TRACK A	Panel Discussion: Intelligence to Insight and Decision Making – How do we Move up the Data- Knowledge Pyramid? Robert B. Lieberman Associate Director, Global Competitive Intelligence, Bayer Healthcare Pharmaceuticals Inc. Michele Maier Director, Market and Competitive Insights Group, Boehringer Ingelheim Pharmaceuticals Rafaat Rahmani President, Lifescience Dynamics Natasha Shah Associate Director, R&D Strategic Relations, Amylin Pharmaceuticals, Inc. Arjan Singh Director, Portfolio Strategy, Endo Pharmaceuticals, Lecturer, Strategy, Paul Merage School of Business, University of California Bryan Takasaki, Ph.D. Director, External Insights, AstraZeneca __________________________________________________________________________________________________________________
	TRACK B	Panel Discussion: Challenges for CI in Rare Diseases/ Orphan Drugs Eileen Faucher, PhD Associate Director, Business Development, Sarepta Therapeutics Dawn Kumiega Associate Director, Head of Competitive Intelligence Global Business Insights, Shire Human Genetic Therapies Jerry Kunze Associate Director, Market Research & Business Analytics, CSL Behring Marcio Souza Executive Director, Marketing, NPS Pharmaceuticals __________________________________________________________________________________________________________________
	TRACK C	PDUFA V/FDASIA + Sequestration = Pharma Industry Impact Pro-Active Steps for the Pharma Intelligence Professional Across-the-board sequestration of the US Government is causing mandatory budget cuts at the FDA. How might sequestration impact the implementation of PDUFA V/FDASIA? What is your role as the Intelligence Professional in applying information in an evolving regulatory environment? Moderator: Kim Belsky Executive Director Policy & Communications, Global Regulatory Affairs, Bausch + Lomb Speakers: Kim Quaintance Senior Director, Global Regulatory Policy and Intelligence Global Regulatory Affairs, Eisai, Inc. Mary Ann Sarao Director, Global Regulatory Intelligence, US Policy & Regulatory Intelligence, Pfizer Inc. __________________________________________________________________________________________________________________
	TRACK D	Boiling the Frog™ How to Expect Surprises and Overcome Them – The Findings of a Global Life Sciences Survey Like a frog sitting in the increasingly heated pot of water, life sciences companies often find themselves facing disruptive, highly uncomfortable and dangerous market shifts. This survey and report identifies the boiling pots – the different kinds of dangers facing the different life sciences players – and raises the question: Can life sciences executives, as rational actors, properly monitor the market and take action soon enough to help their companies avoid the frog’s fate? Why are company managements surprised so often by a rival’s move or a shift in market forces or an innovative new product or service that disrupts? Perhaps the better question is ‘Is a surprise really a surprise?’ In this interactive workshop Mr. Fuld will identify the disruptions over 200 life sciences firms from around the world have identified but may not have acted upon quickly enough. It also examines how the shortlists of imagined disruptions or industry shocks differ around the world. What concerns North American firms more may bother Europeans less, and may not even be on the list of the Asia-Pacific executives., Leonard Fuld will discuss: The different type of surprises (regulatory, operational, innovation) How and when you should anticipate them What you can do about them Leonard Fuld President, Fuld & Co. __________________________________________________________________________________________________________________

6:15-8:00

Evening Socializing Events! Reception & Networking

DAY 2: (Wednesday, September 18, 2013)
7:15-8:15	Registration & Networking Breakfast in Exhibition Hall _________________________________________________________________________________________________________________________________
8:15-8:20	Chairpersons’ Opening Remarks (Will occur within each separate track session)

Participants may choose 1 of 4 concurrent tracks

8:20-8:55	TRACK A	Introducing a New, Free Clinical Trial & Pipeline Intelligence Platform The volume and quality of data in publicly available repositories has increased significantly over the past few years. This shift led to the development of Larvol Sigma, a free clinical trial and pipeline intelligence online platform that enables faster, easier, and more focused access to clinicaltrials.gov and EudraCT We will explore how CI professionals can successfully leverage free resources, such as Larvol Sigma, to enhance trial monitoring in the current climate of limited budgets and resources We will examine novel strategies and unique resources to mine integrated trial databases and generate executive-ready analytics Bruno Larvol President, The Larvol Group __________________________________________________________________________________________________________________
	TRACK B	Role of CI in Analytics Typical interplay between primary, secondary, forecasting, business analytics, planning, etc, and how these responsibilities is managed in the context of product development and launch. And in this period, the need for more accurate data by leaning on CI, and thus the importance of the CI function. Aaron Furtado Senior Director, Business Planning, Market Research, & Business Analytics, Ipsen Biopharmaceuticals Linda Cherry New Product Development- US, Ipsen Biopharmaceuticals __________________________________________________________________________________________________________________
	TRACK C	The New Era of Big Data and the Affordable Care Act: What CI Professionals Need to Know The Life Science and Health industry is experiencing an unprecedented explosion of informatics and big data. Both the new landscape of the Affordable Care Act and rapid advances in information technology are driving constantly evolving initiatives in bioinformatics, drug library screening databases, combination dx/rx informatics, trial data management, patient health outcomes data, and many more areas. The impacts of big data are affecting the way drug candidates are identified, clinical trials are managed, diseases are identified, patients are treated, reimbursements are managed, and health outcomes are tracked. In the race to turn big data into smart data, your CI department plays a key role in studying competitors’ approaches and guiding your company’s initiatives. It also can establish early warning programs, identify new channel partners, and spot growth opportunities. Erik Glitman CEO, Fletcher/CSI __________________________________________________________________________________________________________________
	TRACK D	Top 15 Pharmaceutical Companies Research In order to clarify recent trends and current situation of pharmaceutical industry, we conducted researches and analyses on finance and sales, R&D pipeline, deals and activities of top global pharmaceutical companies based on various commercial databases and the companies’ disclosed information. Though this research, we have extracted their business/R&D trend that could be provided internal stakeholders as fundamental benchmarks for their discussions on business/R&D strategy making. And we picked up and introduced emerging technology/TA trends focused by global pharmaceutical companies. Norihisa Iwakami Manager of Scientific Intelligence, CMSO Office, Takeda Pharmaceutical Company __________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

9:00-9:35	TRACK A	Dissecting Trials with Positive Outcomes to Identify Drivers of Success What are your competitors doing and what seems to be working? This presentation will describe strategies for analyzing trial outcomes data to identify potential drivers of success. A detailed case study illustrating these strategies will be presented, and how this information can be utilized to drive better decisions will be discussed. Attendees will gain an understanding of: Strategies to dissect trials data to identify potential drivers of success Data visualization and analytic support tools that facilitate analysis How this information can be utilized to drive better internal decisions Sylvia Marecki Product Manager, SiteTrove, Citeline Pharma co-presenter TBA __________________________________________________________________________________________________________________
	TRACK B	Creating a Culture of Competitive Awareness for Pipeline vs. Approved Assets – Integrating Intelligence into Operations & Strategy Stephanie Fitch Executive Director, Commercial Operations, Regeneron Pharmaceuticals Omar Gaya Strategic Intelligence, Regeneron __________________________________________________________________________________________________________________
	TRACK C	Supporting Target Selection and Early Project with Competitive Intelligence There is the famous saying, ‘Drug discovery is easy- just pick the right target and the right compound’! Competitive intelligence (CI) is often perceived as being most applicable to late stage development but within AstraZeneca we practice CI across the drug development pipeline. The identification of new targets is one of the most important stages in the drug development process and there is a common belief that there is a limited number of viable druggable targets. To that end, we have a dedicated group of information scientists aligned to these strategic teams within our therapeutic areas to assist in the identification of new drug targets. In this presentation I hope to share some of the techniques, that are believed to be novel, that we have adopted in progressing target ideas to drug projects and giving them the best support to take them through to potential drug candidates. So Man Information Analyst, AstraZeneca __________________________________________________________________________________________________________________
	TRACK D	How Can Technology Streamline and Improve the Effectiveness of your Competitive Intelligence Programs? This talk will present case studies in the use of technology to help automate and improve various challenges in gathering and distributing high-quality competitive intelligence information. CI professionals rely on information from dozens of public, proprietary, and private sources to answer ad-hoc queries and provide insight into the competitive landscape. And the sources that are trusted most vary from question to question, from function to function, and from stakeholder to stakeholder. Traditional technology paradigms don't accommodate this diversity: they limit you to a small, fixed set of sources and a limited set of canned queries and reports. Semantic technology -- technology standards designed for the diversity of the World Wide Web -- overcome these limitations and provide the flexibility needed to rapidly deploy custom views, reports, and dashboards to different stakeholders, whether in an early-stage, late-stage, marketing, business development, strategy, or any other function. This talk will introduce these technologies and present several examples of how organizations are applying them to their competitive intelligence challenges. Lee Feigenbaum VP Marketing & Technology, Cambridge Semantics Pharma co-presenter TBA __________________________________________________________________________________________________________________

1:45-2:45	Networking Roundtables/Discussion (Led by an expert at each table placed throughout the conference space. Participants may freely move from one table to another in this open space environment.)
	ROUNDTABLE 1	Manufacturing Intelligence Kirsten Kliwinski Senior Director, DSM Pharmaceutical ________________________________________________________________________________________________________________
	ROUNDTABLE 2	The Interface between Drug and Companion Diagnostics Development Chandra Ramanathan Head, Early Pipeline Oncology, Bayer HealthCare ________________________________________________________________________________________________________________
	ROUNDTABLE 3	Frameworks and Tools in your CI Analysis Toolbox Jeff Southwood Adis BI Product Director, Springer ________________________________________________________________________________________________________________
	ROUNDTABLE 4	BD/Corporate Development and Licensing Opportunities Anthony Amato Vice President Business Development, Lupin Pharmaceuticals ________________________________________________________________________________________________________________
	ROUNDTABLE 5	CI in Medical Devices Christopher Perkins Head of Market Insights - Diabetes Care, Roche Diagnostics ________________________________________________________________________________________________________________
	ROUNDTABLE 6	Small Company “Development to Launch” Considerations Michael Mcfadden Vice President US Sales and Managed Markets, Avanir Pharmaceuticals ________________________________________________________________________________________________________________
	ROUNDTABLE 7	ROI David Stefanoni Head, Early Stage Commercialization, Upsher-Smith Laboratories ________________________________________________________________________________________________________________
	ROUNDTABLE 8	Doing More with Less Marjorie Norman Director, Pfizer ________________________________________________________________________________________________
	ROUNDTABLE 9	Developing Intelligent Insights Craig McHenry Managing Partner, Praetel, LLC ________________________________________________________________________________________________________________

10:35-11:35	TRACK A	In the Public Eye –Transparency & Access to Information Session will cover the type of publicly available information in EU, US, and Canada including what is made available by Health Authorities and other sources that may be less frequently accessed (e.g., Investor Relation Meetings, Company issued Annual Reports). Also provide examples of what information may/may not available from a public v. privately held company as well as a US v. non-US owned company. Linda Bowen, RAC, FRAPS Head of US Regulatory Policy and Intelligence, Global Regulatory Policy and Intelligence, Global Regulatory Affairs, Sanofi Mary Ann Sarao Director, Global Regulatory Intelligence, US Policy & Regulatory Intelligence, Pfizer Inc. __________________________________________________________________________________________________________________
	TRACK B	Panel Discussion: Building Relationships Internally/ Different Models of CI Chet Kitchen Director, Franchise Competitive Intelligence, Merck Dawn Kumiega Associate Director, Head of Competitive Intelligence Global Business Insights, Shire Human Genetic Therapies Marjorie Norman Director, Pfizer Christopher Perkins Head of Market Insights - Diabetes Care, Roche Diagnostics Natasha Shah Associate Director, R&D Strategic Relations, Amylin Pharmaceuticals, Inc. __________________________________________________________________________________________________________________
	TRACK C	Panel Discussion: R&D Intelligence & Its Impact on Your Company Eliot Bourk Consultant, Deallus Consulting Eileen Faucher, PhD Associate Director, Business Development, Sarepta Therapeutics Eric Gornstein External Insights, Innovative Medicines Strategy New Opportunities, AstraZeneca Charlie Ritrovato Executive Director, R&D Competitive Intelligence, Pfizer Indra Sethy-Coraci Principal Analyst, Boehringer Ingelheim Pharmaceuticals Friederike Wirtz-Brugger, PhD Director, CI Pharma Products, Sanofi __________________________________________________________________________________________________________________
	TRACK D	Presentation: The Importance of Drug Pricing and Reimbursement CI in the Evolving Health Care Marketplace; Will You Get The Commercial Reward for Your Innovation Steve Bloom Senior Vice President Commercial Strategy, Business Development and Advocacy Relations, ZIOPHARM Oncology __________________________________________________________________________________________________________________ Panel Discussion: Market Access David Benharris Senior Vice President, DARA Biosciences Jeff Henderson Vice President, Managed Markets, Vertex Pharmaceuticals Kevin McDermott Vice President, Managed Markets, Aptalis Pharma __________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

11:40-12:15	TRACK A	Building a CI Function How to build a CI function (focusing on people, process, and technology) What potential pitfalls to be aware of and avoid How to get buy in from Senior Leadership and other Key Stakeholders What initial high value deliverables to focus on and deliver Millie Cason Director, Competitive Intelligence, Astellas Pharma __________________________________________________________________________________________________________________
	TRACK B	Using Real-Time and Event Sensitive Analysis in CI CI requires up to the minute research and analysis. Listen to the heads of BioMedTracker and Datamonitor discuss best practices in utilizing real-time information to drive event sensitive analysis. Michael Hay Executive Vice President, BioMedTracker Product Director Ly Jatkoe Director of Product and Service Development, Datamonitor __________________________________________________________________________________________________________________
	TRACK C	High Impact Regulatory Intelligence How to use Novel Regulatory Generics and Biosimilar intelligence Sources to Optimize a Brand’s Lifecycle – a Client-Vendor Case Study Core Topics What are unique sources of regulatory intelligence, and how can you use them to anticipate generic companies’ planned or in-progress regulatory activities? How can use regulatory intelligence to optimize your lifecycle strategy? Concrete examples of how companies benefit from proactive country-level regulatory intelligence. Getting to the ROI Which regulatory intelligence issues and insights affect/help guide a company’s IP litigation team’s decisions directly? How can you establish a high-impact in-house regulatory intelligence function? As a close: Some key advice to shape your company’s future anticipatory regulatory intelligence activities to optimize a brand’s lifecycle strategy. What’s in it for you? At the end of this presentation you should be able to: Understand how targeted country-level regulatory intelligence insights affect your company’s IP litigation and brand teams directly and indirectly Understand country-level approval/launch timelines, number of upcoming competitors and impact on generic prices/reimbursement Assess the impact and multiple touch points solid actionable regulatory intelligence has on your company’s established brands, and how to present the regulatory analysis in conclusive ways to make strategic decisions Contribute significantly and tangibly to the future strategy of your company’s brands and, consequently, raise the profile and impact of your CI function on senior executives Marc Limacher Managing Director, I.S.I.S. - Integrated Strategic Information Services, Inc. Eric Sjogren Director, Strategic Business Intelligence, Merck & Co., Inc. __________________________________________________________________________________________________________________
	TRACK D	Managing LoE: an Integrated Insight Approach to Help Manage LoE Andy Rankin Vice President, Prescient Life Sciences __________________________________________________________________________________________________________________

9:35-10:35

Networking & Refreshments in Exhibition Hall

12:55-2:10

Networking Lunch

Participants may choose 1 of 4 concurrent tracks

General Session:
2:10-2:50	Niche Markets and Challenges it Brings for CI Paradigm shifted towards niche diseases Competitive dynamics is fiercer Regulatory outlook Demands on high-value CI is higher Tighter budget Squeezing more from secondary data Obtaining high quality primary data has become more difficult How to deliver real-value from CI CI research that is not fully funded or the data is not properly analyzed How to piece all of this secondary and primary data together into a high value picture of competitors’ strategies Summary and final takeaways Mike Ratcliffe Executive Vice President, Client Strategies, Lifescience Dynamics _________________________________________________________________________________________________________________________________
2:50-3:30	Are We Killing the Golden Goose? A discussion of damaging CI practices at medical congresses – and proposed solutions A majority of big pharma and biotech companies attend congresses to learn about the latest scientific advances, as well as to better understand their rivals. It is with regard to this second activity – collecting competitor information – that some attention needs to be applied by CI practitioners and their vendors in the life sciences industry. Overly aggressive collection behavior on the part of both companies and consultants at these conferences – sometimes violating conference rules - is rapidly approaching a tipping point when conference organizers could conceivably ban CI activity altogether. This discussion will air the challenges and problems, as well as proposed solutions for companies and consultants alike. In this session you will learn: What infractions often occur The effect of “bad behavior” on experts and overall conference dynamics Ideas for mitigating or eliminating the problem altogether How CI practitioners and consultants can once again meet their respective goals whilst ensuring that all attendees can gain value from the event Leonard Fuld President, Fuld & Co. Jodie Peake Vice President Life Sciences, Fuld & Co. _________________________________________________________________________________________________________________________________
3:30-4:00	Roundtable Leaders’ Summary and Key Takeaways _________________________________________________________________________________________________________________________________
4:00-4:15	Closing by Chairpersons Dr. Daniel Pascheles Vice President, Head, Global Competitive Intelligence, Merck & Co. Sue Ward Senior Director, Worldwide Competitive Intelligence, Pfizer _________________________________________________________________________________________________________________________________
4:15	Conference Concludes _________________________________________________________________________________________________________________________________

Participants may choose 1 of 4 concurrent tracks

12:20-12:55	TRACK A	Leveraging CI to Support Strategic Analysis Improve the ROI and sustainability of competitive intelligence in your organization by linking CI to Strategy using six analytical tools Heath Gross Managing Partner, Sedulo Group __________________________________________________________________________________________________________________
	TRACK B	How to Make Your CI Function more Agile – Sharing Important Learning From Other Industries Over the years, Competitive Intelligence teams have become an integral part of pharmaceutical research and development, as well as commercial functions. While data collection was a problem initially, the advent of new technology has made data abundant, giving rise to the next challenge, i.e., of integrating and analyzing vast amounts of information from diverse sources. The challenge now is not just to assimilate data but also analyze it in ways that are meaningful and, even more importantly, timely. The addressing of these challenges will ensure that such information is best used for your internal customers. Several other industries have faced similar challenges, following which they have evolved in different ways. Some of the evolution was driven by needs specific to their industry, but many a time it evolved due to a different mindset and by using a different approach. This talk will take up case studies from other industries that have key similarities with the pharmaceutical industry. The discussion will concentrate on the following: Is pharma different from other industries? If so, how different is it? Can we still learn from them? Case studies from other industries, to understand what they did differently in specific situations. What is relevant for you and how you can adapt? Raman Khatri Director in the US, Life Sciences and Healthcare, Evalueserve __________________________________________________________________________________________________________________
	TRACK C	Mobile Technology- How Do We Leverage the Mobile and Social Network Revolution The widespread adoption of mobile technology is already transforming the way we think about information retrieval and sharing in our personal lives. For us working in the insight and intelligence domain, it provides a great opportunity to transform both the way we share and disseminate our insight as well as the way we collect information. This talk will explore the opportunities, the barriers to change and steps we can take to overcome the challenges. Bryan Takasaki, Ph.D. Director, External Insights, AstraZeneca __________________________________________________________________________________________________________________
	TRACK D	Moving Strategic Intelligence to an Earlier Point in the Pharmaceutical (CI) Life Cycle A fundamental role exists for leveraging competitive intelligence in the pharmaceutical product lifecycle, often starting before launch and extending to end of patent exclusivity. For an in-line product, this includes not only monitoring for the activities of other companies and their competing products but also elements in their pipelines that could one day compete in the space. To the same extent, one also needs to monitor the same pipelines and competitor products in support of one’s own developmental assets in order to ensure that future products are differentiated from the competition and to establish a timeline before the next key competitors could follow. Given the relatively long developmental timeline for pipeline assets, which can take years of clinical development, this has generally allowed years for the collection of relevant facts required to make the appropriate competitive assessments. However, over the past 10-15 years, a new intensity has entered into the competitive environment, and companies are no longer willing to await all the facts before making key strategic decisions on where to move to gain the best competitive advantage. Indeed, new pharmacological classes might see a first product launched immediately followed by one or more subsequent same-class launches within months rather than years. This creates an importance for the collection of CI at the earliest possible stage of development – both for leaders hoping to bring a new product to market with the longest exclusivity and for the fast followers hoping to identify new areas where success can be made and gaps closed. Key to this process for leaders and fast followers is the ability to assess early competitor activities, assemble the relevant facts, identify the gaps in knowledge and then generate viable hypotheses that can fill in to complete the picture. For the CI professional, this creates an opportunity to leverage scientific and medical skills, along with an understanding of the marketplace and its drivers, in conjunction with the more commonly shared practices of intelligence gathering and analysis. The purpose of this discussion is to illustrate how the Pharma CI situation has evolved in recent years and how scientific and medical hypothesis can be and is integrated into the collection and analysis process. Main Thrust: The Pharmaceutical industry has evolved to a high degree of competitive intensity whereby the facts are no longer sufficient to provide actionable intelligence. For the CI practitioner, this requires that one leverage three key elements (scientific, medical and business acumen) to generate viable hypotheses that predict today what only can be proved down the road. Key Takeaways: Required success factors for the Pharma CI professional Examples where scientific and medical hypothesis are woven into the fabric of actionable intelligence Best practices and how to avoid pitfalls in the Pharma intelligence setting Alfred A. Reszka, PhD Executive Director and Head, Strategic Business Intelligence & Analytics Global Competitive Intelligence, Merck __________________________________________________________________________________________________________________

EAST BRUNSWICK, NEW JERSEY

HILTON EAST BRUNSWICK HOTEL

SEPTEMBER 17-18, 2013

PROGRAM AGENDA:

DAY 1 (Tuesday, September 17, 2013)
General Session:
7:15-8:15	Registration & Networking Breakfast in Exhibition Hall __________________________________________________________________________________________________________________________________
8:15-8:30	Conference Chairpersons’ Opening Remarks Co-Chair: Dr. Daniel Pascheles Vice President, Head Global Competitive Intelligence, Merck & Co Co-Chair: Sue Ward Senior Director, Worldwide Competitive Intelligence, Pfizer __________________________________________________________________________________________________________________________________
8:30-9:15	Too Big to Succeed: Where are Large Pharmas Heading? Over the past 25 years, large pharmaceutical companies have scaled up operations to increase market share, competitive positioning and global presence. But R&D productivity at industry’s largest companies has declined significantly. In fact, L.E.K. analysis shows that total sales and market cap of pharma companies are negative predictors of total shareholder returns. A pipeline productivity analysis also highlights that the number of product approvals required to achieve sufficient growth targets for large pharmas is most likely unachievable. To address these challenges, large pharmas may further consolidate to externally fill pipeline gaps, diversify beyond pharmaceuticals to access adjacent profit segments, deconsolidate, or restructure around a smaller revenue base of high value therapeutic areas. Understanding the key challenges of scale and applying the learnings from this analysis will enable large pharma executives to sustain growth and maximize shareholder value creation. David Barrow Vice President, L.E.K. Consulting Pierre Jacquet Vice President, L.E.K. Consulting Bob Lavoie Vice President, L.E.K. Consulting __________________________________________________________________________________________________________________________________
9:15-10:00	Overview of Current Issues and Trends in Global Market Access and Pricing Introduction and update Impact of healthcare reform and economic crisis Challenges ahead Achieving effective competitive intelligence Future outlook Kevin McDermott Vice President, Managed Markets, Aptalis Pharma __________________________________________________________________________________________________________________________________
10:00-11:00	Networking & Refreshments in Exhibition Hall __________________________________________________________________________________________________________________________________
11:00-11:45	Going Beyond Tactical Product Competitive Intelligence. The value of Competitive Intelligence when used as part of a multidisciplinary approach to support evidence based corporate strategy decisions Claudio D’Ambrosio Head of North America Operations, Deallus Consulting __________________________________________________________________________________________________________________________________
11:45-12:30	Innovation: Creating New Ways To Win & Add Value Biopharma and Medical Device companies have traditionally trumpeted their long traditions of innovation. However, many companies are – when reviewed against innovation benchmarks – not very innovative. Better news: there are more ways to innovate – at the portfolio, business unit, therapeutic area, operational function and team -- than companies often seem to appreciate! This presentation will share case examples from Best Practices®, LLC’s field work with healthcare clients that are seeking to assess and improve their innovativeness -- during a time of disruptive industry change. The talk will examine findings from a new innovation study probing consumer market research, technologies and analysis. The speaker will share field insights, critical pitfalls to avoid, and other case study observations valuable for intelligence professionals in small, mid-cap and large companies. Chris Bogan Chief Executive Officer, Best Practices, LLC __________________________________________________________________________________________________________________________________
12:30-1:45	Networking Luncheon __________________________________________________________________________________________________________________________________