ICI_Catalog_en

www.institute-for-competitive-intelligence.com
Spring / Autumn 2010
Korngasse 9
35510 Butzbach
Germany
February 2010

Institute for Competitive Intelligence (ICI) – Spring / Autumn 20102
“ICI-1 is a well organized introduction to CI, covering the topic from A to Z and providing a clear overview
of the limits and potential of CI.”
Ryuichi Hiratsuka, Siltronic AG, ICI-1
“ICI-1 Competitive Intelligence Basics (Bad Nauheim) strengthened my CI knowledge and made more
clear in which way my efforts should be directed to. ICI-1 is a workshop that offers extremely interesting
topics presented in a clear 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 recommend
this class ..."
Jim Hawley, Eastman Chemical, ICI-1
"So much more relevant than other CI classes I have attended ... The workshops ability to effectively
address on my specific CI needs and the accessibility of experienced real world instructors made this
workshop a really great experience!"
Meghan McLaughlin, The Collaborative Group, ICI-1
"The open forum ... and small class size made all the difference ... The instructors knew first hand what
they 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 corporate
environment. With the case study, time- and personnel expenditure issues are tackled as well as subtle
pitfalls 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, but
of actually having learned to apply the methodology and at the same time being able to realistically judge
the effort and potential pitfalls. Mr. Bill has applied scenario techniques several times with clients and
accordingly 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 industry
sectors and a really competent faculty leader who offers the beginner an excellent overview, but also
provides 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 Based
Reasoning". In order to continue to systematically develop CI in the scope of management theory, I believe
we will increasingly need corresponding (mathematical, statistical and methodical) reviews and tools in the
near future."
Ralf Heffner, BASF AG, ICI-23
"With the ICI workshop "Analysis Methods", one can learn Porter’s theories in a practical and
demonstrative way – thus the know-how can be implemented directly in one’s own business!"
Dr. Andre Stürzenbecher, Schering Germany GmbH, ICI-6
"The workshop informs in a practical way on the dangers that a company can be exposed to through
unknowing or negligent divulging of information. Besides the sensitization for the importance of the
subject-matter, ways and means are shown to recognize these dangers as prospects and to use CI as an
aid for one’s own positioning in the market. Specific procedures quickly help to establish the first steps in
the 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 independent
developing and presenting of proposed solutions makes this workshop an intensive and entertaining
experience. Interesting discussions and dialogs with the attendees excellently broadens one’s CI-horizon.
The workshop was a complete success and absolutely recommendable due to the professional
competence 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

Institute for Competitive Intelligence (ICI) – Spring / Autumn 2010 3
Get your Competitive Intelligence Certificate on a
part-time basis
Recently, the global competitive environment has
changed radically in all industries. To keep pace
with these changes and to stay one step ahead of
the competition, businesses and individuals collect
and analyze competitive information in increasing
frequency
Yet, according to an empirical survey supported by
the Institute for Competitive Intelligence (ICI)1
, 80%
of German (and most likely global as well)
companies don’t conduct competitive analyses at
all, or do so in only a rudimentary way! One reason
for this is the lack of education and training for
professional market and competitive analysts. In a
survey of CI-Professionals2
, only 10% of those
questioned specified that they had a formal CI
education – nearly 50% of CI Professionals
received their training “on the job”.
The Institute for Competitive Intelligence (ICI) was
established 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 need
for this qualification. Our attendees come from
many different industry sectors and work in diverse
internal 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 of
our courses.
Rainer Michaeli
Cf. Michaeli R (2005) Competitive Intelligence, Springer Verlag
Heidelberg
2
Ashton B (2003) New Sources and Methods for Competitive
Intelligence. Presentation SCIP Annual Conference, March 14,
Anaheim, CA
Content
The Institute for Competitive Intelligence (ICI)____4
Our services ______________________________5
The ICI certificates to become a CI-Professional__7
Course dates and fees _____________________ 9
Workshop descriptions ___________________ 11
Exam board ____________________________ 36
Faculty ________________________________ 37
Participation conditions ___________________ 38
Application form _________________________ 49
Rainer Michaeli
Director of the Institute for Competitive In-
telligence
Managing Partner
DIE DENKFABRIK GmbH
Board member of SCIP (2003-2005)
(Society of Competitive Intelligence Profes-
sionals)
College Lecturer
Competitive Intelligence,
University of Applied Sciences Darmstadt
What is Competitive Intelli-
gence?
“Competitive Intelligence” (CI) is the
process of transforming fragmented in-
formation on companies, industries and
markets into actionable knowledge on
the position, capability and intentions of
market attendees. This know-how is the
basis for strategic and tactical corporate
planning- and management.
Established knowledge on future market
trends, competitor activities and techno-
logical developments has become the
most important asset of businesses to-
day. Through systematic surveys and
professional analysis of relevant informa-
tion from primary and secondary sources,
a foundation for corporate success can
be laid.

The Institute for Competitive Intelligence (ICI)
The Institute for Competitive Intelligence was founded
to provide post-graduate professionals a solid and
flexible CI training program to become a certified CI-
Professional. Our workshops are available in German
and English. We serve three continents, nine countries
and 14 cities. No other organization runs more CI
workshops annualy than we do!
Our general principles are uncompromising quality of education and intensive, practically ori-
entated learning. Drawing on the experience and knowledge of renowned business experts, a
modular educational program was developed that prepares attendees for the high demands
placed on market and competitive analysts. You can select the comprehensive certificate
program or choose particular courses according to your interests or requirements. For
companies we prepare individual in-house training.
Your CI career begins here!
Quality and practically orientated learning
The Institute’s faculty are renowned experts,
established in the field of competitive
intelligence. Courses in the ICI program are
inter-related. Relevance and timeliness are
constantly reviewed by an international
advisory board.
Flexibility
You decide when to participate in which
course. You may begin by choosing to take
individual courses according to your
availability to begin with and decide to obtain
certification later. All courses are independent,
and as such are valuable assets in their own
right.
Case study methodology for the real
business environment
Case studies are the preferred concept of all
leading business schools. Through the
handling of case studies, you will not only
learn about many industry sectors and
methods, but also improve on your
interpersonal skills.
Certification
Your CI competence will be certified by a well-
known exam board. The course content and
the scope of the examination are in line with
leading academic institutions and accepted
practice.
Alumni network
Become part of the unique network of ICI
alumni. Here experience is shared and net-
working opportunities are provided. The
alumni website contains exclusive information
on current CI content and a discussion forum.
ICIattendees
Industry sector Company size

Our services
As a leading global CI educational institution, the Institute for Competitive Intelligence offers you
an appropriate range of training:
Certificate programs
The ICI educational programs were developed
to train highly qualified professionals to master
the core competences of the demanding CI
occupation and apply them directly in their
businesses.
Our lecturers are practitioners and leading ex-
perts in their fields. They convey proven CI
methods and the corresponding implementation
know-how – knowledge that will make you indis-
pensable to your business.
In-house training programs
The ICI offers customized in-house training for
companies. In preparation for the training, a
detailed assessment of the CI demands and
needs of your company will be completed.
Based on the assessment, a customised CI
program is developed, tailored to your needs.
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. from
sales, marketing and R&D. Competent
colleagues with a collective understanding for CI
are a major success factor.
Single courses
Are you already a CI-Professional and would like
to enhance your understanding of specific CI
tool and theories? Then book individual courses.
We shall give you advice on your specific
choices.
Any questions?
If you have questions on the training programs,
please contact Ms. Jaeger:
Tel: +49(0)6033 971377
E-Mail: jaeger@competitive-intelligence.com
Certificates & Professional
Memberships
Certified to comply the rules of Weiter-
bildung Hessen e.V.
Our Workshops and the Certificate of
Proficiency in Competitive Intelligence
(CPCI) are approved by the Administra-
tive Department of the German Federal
Armed Forces.
(www.bfd.bundeswehr.de)
We are members of the following profes-
sional associations:
• Society of Competitive Intelligence
Professionals (www.scip.org)
• Deutsche Gesellschaft für Informati-
onswissenschaft und Informations-
praxis
(German society for information
science and practice,
www.dgi-info.de)
• International Association for Intelli-
gence Education (www.IAFIE.org)
• Deutsches Competitive Intelligence
Forum e.V. (www.dcif.de)
Attendees according to function Age structure
ICIattendees

Our clients
Attendee's Satisfaction
1
1,5
2
2,5
3
3,5
4
4,5
5
2005 2006 2007 2008 2009 2010
1
1,5
2
2,5
3
3,5
4
4,5
5
Range best/worst result
Average
Median
Update: June 2010
Evaluation scale:
5 = very good ... 1 = very poor
Some references
3M ESPE ● Accedo Communications GmbH ● Altana Pharma AG ● 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
CropScience AG ● Bayer Healthcare AG ● BBE Retail Experts ● BBT Termotechnik GmbH ● BDO Stoy Hayward LLP ● BIO-
TRONIK GmbH & Co. KG ● BMW Group ● Bosch Rexroth AG ● BSRIA Limited ● Bundeswehr, Zentrum Operative Information
● Boehringer Ingelheim GmbH ● Böllhoff Verbindungstechnik GmbH ● CAI SISCO Ltd ● Carglas BeLux ● Carlsberg Breweries
A/S ● CAT – Cambridge Antibody Technology ● Carl Zeiss Meditec SAS ● CGG Veritas ● CGG Veritas services sa ● Chemi-
nova A/S ● Centres R&D Nestlé SAS - PTC Lisieux ● Centocor Inc ● Ciba Lampertheim GmbH ● CMC Markets ● Commerz-
bank AG ● Collcon ● Control Risks Deutschland GmbH ● Croatian Institute of Technology ● CTcon GmbH ● Dachser GmbH &
Co. KG ● DaimlerChrysler AG ● Dassault Systemes ● DATEV eG ● Degussa Construction Chemicals GmbH ● Deutsche
Bank AG ● Deutsche Lufthansa AG ● Deutsche Telekom AG ● Deutsche Börse 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 ● Dräger Safety AG & Co.KGaA ● Dresdner Bank AG ● DSM NBD ● DuPont Perfor-
mance Coatings ● DPWN Business Consutling GmbH ● EADS Deutschland GmbH ● Eastman Chemical Company ● Eccle-
siastical Insurance 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 ● Faure-
cia Kunststoffe Automobilsysteme GmbH ● Festo AG & Co. KG ● Feinguß 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 ● GEA Westfalia Sepa-
rator 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 Hilde-
brandt GmbH & Co.KG ● Horváth & Partner GmbH ● Hueck & Co. ● Hypercom GmbH ● IKK Sachsen-Anhalt ● IMI Norgren
GmbH ● Imperial Tobacco Limited ● Infineum UK Ltd ● Innofact AG ● infoline s.l.● Intelligit s.a.l. ● Interbrand Zintzmeyer &
Lux ● Intrum Justitia GmbH ● Janssen-Cilag GmbH ● Julius Bär Investment Funds Services Ltd. ● JohnsonDiversey ● Kemin
Health LC ● Kolbenschmidt Pierburg AG ● KWS SAAT AG ● Lanxess Deutschland GmbH ● LifeLabs Medical Laboratory Ser-
vices ● 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 ● McDonalds Ltd. ● Merck KGaA ● Merz Pharmaceuticals GmbH ● Mobilkom Austria AG ●
Mobily ● MTU Friedrichshafen GmbH ● MYLLYKOSKI SALES GmbH ● Nestle Nutrition ● Nicomed Deutschland GmbH ●
Northrop Grumman Mission Systems Europe Ltd ● Novartis Pharma Schweiz AG ● Oracle ● OMRON Europe B.V. ● Pfizer
Pharma GmbH ● Philips Intellectual Property & Standards ● Philip Morris International ● Parker Hannifin GmbH & Co. KG ●
Phoenix Solar AG ● Phadia GmbH ● Project Management Institute, Inc. (PMI) ● PTS München ● PURAC ● Randstad Deut-
schland 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
Systems AG ● Sachs Handel GmbH ● Sandoz GmbH ● Sankyo-Pharma ● Sanofi-Aventis Deutschland GmbH ● SAP Deut-
schland AG & Co. KG ● Sara Lee ● Sasol Olefins & Surfactants GmbH ● Sasol Synfuels International ● Saltigo GmbH ●
Schering AG ● Schering Detuschland GmbH ● Schunk Dienstleistungsgesellschaft GmbH ● Schroders ● SCHUFA Holding AG
● Serco ● SEW-Eurodrive ● Shell Global Solutions GmbH ● SICK AG ● Siemens AG ● Siemens Medical Solutions ● 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 Medical ● sunrise TDC Switzerland AG ●SVP Deutschland AG ●
SV-Versicherungen ● Swarovski AG ● Swisscom AG ● SWL BKK ● Syngenta Crop Protection AG ● Tecan Trading AG ● Te-
leAtlas Deutschland GmbH ●Testo AG● Ticona GmbH ● TJ Research Associates ● TMD Friction Services GmbH ● TNS Infra-
test Forschung GmbH & Co. KG ● T-Systems Enterprise Services GmbH ● Tronox Pigments Services GmbH ● TÜV Nord
GmbH ● UBS AG ● Uhlmann Pac-Systeme ● Umicore AG & CO. KG ● Union Asset Management Holding AG ● Universität
Paderborn ● Valeo Service Activity ● 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 ●
Due to our excellent trainers and our effective quality management, we are able to meet our cli-
ent’s high expectations perfectly.

ICI’s Certificates to become a CI Professional
Several surveys of CI among international
companies showed that the number of
companies that value competitive in-
telligence in the present and for the future,
or want to establish a CI department, is
increasing rapidly. However, the pool of
qualified hasn’t always kept up with
demand. The Institute for Competitive
Intelligence (ICI) offers a broad range of
certificate programs to meet this demand.
• Fundamental Certificate in Competi-
tive Intelligence - FCCI™
Fundamental certificate for all Competi-
tive Intelligence-related activities
• Certificate in …
• Competitive Intelligence
Research
Analysis
• Competitive Strategy
Management
• Certificate of Proficiency in Competi-
tive Intelligence - CPCI™
Comprehensive professional training
leading to the mastery level in Compet-
itive Intelligence
• Competitive Intelligence Engineer -
CIE™
FCCI level workshops and additional
Business Intelligence workshops for
those working at the interface of Infor-
mation Technology and Competitive In-
telligence
Participation requirements
Ideally, you should have at least 2 years of
work experience and either be employed as
a CI professional or aspire to become one.
Many of our attendees already work as
market 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 opens
up new career opportunities.
Certification
After concluding all courses of the res-
pective certificate program, you will have
the option of taking a certification exam.
• All final exams consist of a written part
(duration 4 hours)
• The CPCI candidates additionally need
to prepare a supervised write-up of a
competitive intelligence case and take
an additional oral exam.
• If a candidate fails an exam, he/she can
re-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 prior
to enrollment, as your schedule and fees
will be adapted accordingly. Note however
that exams will cover all the certificate sub-
jects.

Curriculum Overview
& 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 preferential
price.

Course dates and fees
(English language workshops)
An early registration discount (5% deduction from total fees) is available for all single course registrations
40 days prior to the actual workshop date.
# Fundamental Workshops Lecturer Date
Individual
fee
Place
P
g.
Fundamental Certificate in Competitive Intelligence - FCCI™ workshops
ICI-
1
Competitive Intelligence
Basics Workshop
Michaeli
Mar 1-2, 2010
Jun 21-22, 2010
Sep 9-10, 2010
Oct 11-12, 2010
Nov 8-9, 2010
€1090
(£790; $1500)
London, UK
Madrid, Spain
Philadelphia, USA
Paris, France
London, UK
10
ICI-
2
CI Projects Michaeli Oct 13, 2010
€590
(£425; $990)
Paris, France 13
ICI-
3
CI Reporting
Mc
Gonagle
Sep 15, 2010
€590
(£425; $990)
Philadelphia, USA 14
ICI-
4
CI Secondary Research Weiss Mar 23-24, 2010
€1090
(£790; $1500
London, UK 15
ICI-
5
Primary Research (HUMINT) Muth Mar 4-5, 2010
€1150
(£830; $1890)
London, UK 16
ICI-
6
Fundamental CI Analysis Methods Michaeli
Sep 13-14, 2010
Oct 14-15, 2010
€1090
(£790; $1500)
Philadelphia, USA
Paris, France
17
# Advanced Workshops Lecturer Date
Individual
fee
Place
P
g.
Certificate in Competitive Intelligence Research workshops
ICI-
25
Digital Intelligence
Prof.
Grothe
Nov 12, 10
€590
(£425; $990)
London, UK 22
ICI-
29
Text Mining and Document Mana-
gement
Zanasi Nov 11, 10
€590
(£425; $990)
London, UK 26
ICI-
35
Patents as a Competitive Instrument Motta Nov 10, 10
€590
(£425; $990)
London, UK 33
Certificate in Competitive Intelligence Analysis workshops
ICI-
22
Scenario Techniques Dr. Krampe Jun 23, 2010
€590
(£425; $990)
Madrid, Spain 19
ICI-
23
Decision- / Risk- and
Bayes’ Analysis
Michaeli Mar 3, 2010
€590
(£425; $990)
London, UK 20
ICI-
26
Psychology of Intelligence Analysis Prof. Jörs Mar 18, 2010
€590
(£425; $990)
London, UK 23
ICI-
28
Financial Analysis Murphy Mar 22, 2010
€590
(£425; $990)
London, UK 25
ICI-
32
Establishment and Operation of
Early Warning Systems
Dr. Krampe Jun 24, 2010
€590
(£425; $990)
Madrid, Spain 30
Certificate in Competitive Strategy workshops
ICI-
21
Analysis of Competitor’s Strategies Michaeli Nov 15, 10
€590
(£425; $990)
London, UK 18
ICI-
30
Business War Gaming Michaeli Nov 16, 10
€590
(£425; $990)
London, UK 27
ICI-
31
Instruments of Strategic Market
Analysis
Michaeli Nov 17, 10
€590
(£425; $990)
London, UK 29
ICI-
33
Development and Implementation of
Competitive Strategies
Prof.
Tovstiga
Nov 18-19, 10
€1150
(£830; $1890)
London, UK 31
Certificate in Competitive Intelligence Management workshops
ICI-
24
Design and Operation of an In-house
CI Centre
Nash Sep 16-17, 2010
€1150
(£830; $1890)
Philadelphia, USA 21
ICI-
27
Competitive Technical
Intelligence
Russow Jun 25, 2010
€590
(£425; $990)
Madrid, Spain 24
ICI-
34
Counter Intelligence – Protection
against Illegal Activities
Muth Mar 19, 2010
€590
(£425; $990)
London, UK 32
ICI-
36
Information Warfare Greiner Mar 17, 2010
€590
(£425; $990)
London, UK 34
Note: Invoices will be issued in the currency of the location’s 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)

Course dates and fees
(German language workshops)
An early registration discount (5% deduction from total fees) is available for all single course registrations
40 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) Michaeli
Sep 20-21, 10
Mar 10-11, 11
1090€
Berlin, Germany
Bad Nauheim, Germany
10
ICI-
2
CI Projekte Michaeli Sep 22, 10 590€ Bad Nauheim, Germany 13
ICI-
3
CI-Reporting (Inhalte, Stil,
Präsentation)
Wolf Oct 01, 10 590€ Bad Nauheim, Germany 14
ICI-
4
CI-Sekundärrecherchen Bill/Müller Sep 23-24, 10 890€ Bad Nauheim, Germany 15
ICI-
5
Primärrecherchen (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 Date
Individual
fee
Place
Pg
.
Certificate in Competitive Intelligence Research workshops
ICI-
25
Digital Intelligence Prof. Grothe Apr 27, 10 590€ Bad Nauheim, Germany 22
ICI-
29
Textmining Dr. Finkler Apr 23, 10 590€ Bad Nauheim, Germany 26
ICI-
35
Patente als Wettbewerbsinstrument Müller Apr 26, 10 590€ Bad Nauheim, Germany 33
Certificate in Competitive Intelligence Analysis workshops
ICI-
22
Szenariotechniken Bill Oct 26, 10 590€ Bad Nauheim, Germany 19
ICI-
23
Entscheidungs-/Risiko-/Bayes’sche
Analyse
Michaeli Oct 27, 10 590€ Bad Nauheim, Germany 20
ICI-
26
Psychologie der Intelligence-
Analyse
Prof. Jörs Oct 28, 10 590€ Bad Nauheim, Germany 23
ICI-
28
Finanzanalyse Wolf Oct 25, 10 590€ Bad Nauheim, Germany 25
ICI-
32
Frühwarnsysteme
aufbauen und betreiben
Dr. Krampe Apr 22, 10 590€ Bad Nauheim, Germany 30
Certificate in Competitive Strategy workshops
ICI-
21
Wettbewerberstrategien
analysieren
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 entwickeln
und umsetzen
Michaeli Mar 17-18, 11 1150€ Bad Nauheim, Germany 31
Certificate in Competitive Intelligence Management workshops
ICI-
24
Inhouse CI-Center aufbauen
und betreiben
Pfaffinger Apr 19-20, 10 1150€ Bad Nauheim, Germany 21
ICI-
27
Competitive Technical
Intelligence
Russow Nov 02, 10 590€ Bad Nauheim, Germany 24
ICI-
34
Counter Intelligence – Abwehr ille-
galer Maßnahmen
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 location’s 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)

Competitive Intelligence Basics Workshop (ICI-1)
Achieving competitive advantage through systematic
competitor 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 their
competitors when developing their strategic posi-
tioning.
Competitive analyses are essential to the
successful development of corporate strategy,
conducting anticipatory strategy planning and
gaining a measurable competitive advantage.
Competitive Intelligence, which brings in a
systematic analysis process, adds the decisive
edge to strategy.
This workshop conveys the fundamentals needed
to efficiently conduct research, master information
overload, use analytical tools intelligently, imple-
ment CI as a process in your business and make
strategic decisions with greater certainty.
Workshop foci
• What does Competitive Intelligence signify
for strategic corporate planning?
• How does CI influence the competitive
capacity 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 your
competition? Ask for decisive information on
companies, market sectors, products, meth-
ods, technologies, patents, etc.
• How is the competition positioned and how
does it differentiate itself?
The value of Competitive Intelli-
gence (CI) for your business
Analysis of one’s own company:
Where are we now and where do
we intend to go?

• Make or buy: What can external information
service providers accomplish? (information
broker, consultants, market research
agencies)
• How to test the quality and credibility of data
• Gaining CI information: observation, primary
research (human intelligence) and secondary
sources (Internet, online databases, print
media)
• 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, Porter’s 5 forces
industry structure analysis, SWOT analysis,
etc.
• Satisfy the critical information needs of the
decision 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 to
intranet solutions
• Trends, news and solutions of various CI
software 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

Competitive Intelligence Projects (ICI-2)
For the real world application of CI fundamentals you will work
on a complete CI case study
CI basics are taught in this workshop using a case
study. The CI process steps are practiced and CI
tools and techniques absorbed. With the training
from this course, typical process mistakes are less
likely, because participants gain practical aptitude
in applying CI methods and techniques. Through
team work, interpersonal work techniques are
encouraged and communication experiences
established.
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 different
sources and in different formats is provided,
but has to be processed and analyzed)
• Data processing (amongst others considering
as an example a full text researchable data-
base)
• Qualitative CI analyses (competitor profiles,
timeline analysis, SWOT, 5 forces industrial
structure analysis, value chain analysis,
competitive strategy analysis)
• Reporting (presentation of the results to the
attendees)
• CI-software and its use in support of the CI
cycle
The case study approach is an estab-
lished method, especially in well known
and respected business schools.
General questions should be clarified in
advance, so that the day of the workshop
can be used intensively.
In this workshop you will learn how to use
CI in practice. Independent preparation
on the case study and the familiarizing
with the applied analysis techniques is
necessary before the day of the work-
shop
Definition of the CI requirements
Execution of the CI cycle
Development of a continuous
competitive information system
Planning of the CI cycle

CI Reporting (ICI-3)
Content, style, presentation
CI reporting includes compilation of reports that
contain raw and analyzed data for the Intelligence
user. Consequently, the form, content and medium
of the report has to be adjusted based on the
needs of these users. In this workshop, the
essential reports or products of a CI department
are defined, as well as their form and structure
explained. The focus is on the content composition
of the Intelligence reports.
Besides written reports, the importance and
specifics 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.
Workshop foci
• Who needs what news and how should it be
formatted?
• Content of Intelligence reports: structure and
style 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
With the help of case studies, the independent compilation of Intelli-
gence reports for different user types is practiced.

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 by
search engines like Google. Comprehensive and
thorough 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 shown
with 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 Intelligence
topics, Collection Plan, Research, Evaluation
• Internet-Research
Surface web/Deep Web, structure/size, sta-
tistics, limitations
• Search engines
How search engines work, comparison of the
most important search engines and meta
search engines
• Specific search engines
Searching for news, blogs, podcasts, boards
and portals
• Expert search strategies
Generic search strategies, expert search,
searching tools/automated search
• CI-research
Website analysis, watching the competitor,
information reliability
• Searching online databases
Research process, hosts, support, costs
• Secondary research sources
patents, 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

Primary research (ICI-5)
Human Intelligence (HUMINT)
Competitive Intelligence is based on many
different types of information. A lot of exclusive
information can be obtained through human
sources (HUMINT). In conversation with a new
employee who formerly worked for a
competitor, with the collection of available
information on competitors in one’s own com-
pany, or at trade fairs. The opportunities to col-
lect valuable information through communica-
tion are manifold.
How do you structure communication to receive
the maximum relevant information?
In this course, the fundamentals of advanced
communication techniques are explained in
theory as well as practiced hands-on.
Workshop foci
• Goal-oriented communication to collect infor-
mation
• Preparation of an elicitation conversation
• Functionality of interpersonal communication
• Promotional and impeding conditions for
disclosure disposition
• Convincing an interview partner to converse.
The importance of the conversation beginning
to the conversation plan
• Effective methods of the reporter position
• Segmentation of a free report in action se-
quences
• The importance of different question formats
in each conversational phase
• Signals of dishonesty and evasion
• Reporting of HUMINT research
• Analysis of HUMINT research
Interview training for Competi-
tive Intelligence Professionals
During the workshop, video recordings of the attendees in simulated
conversational situations will be made. These recordings will be ana-
lyzed during the training and used as a contributor to the learning
goals.
Elicitation techniques
Experience and relevant research shows that
in our every-day communication, we are less
than optimal in obtaining information. Thus,
special techniques have been developed to
open up communication channels to gain the
maximum amount of information in conversa-
tional situations.
“Elicitation” is the umbrella term for these
conversational techniques which allow people
to carry out intensive information exchange in
a neutral environment.

Fundamental CI Analysis Methods (ICI-6)
SWOT, industry analysis, profiling, portfolio analysis, analysis
of competing hypothesis (ACH)
In this workshop, the fundamental methods of CI
analysis 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 is
necessary to provide the data required for each
analytical tool, and is only possible if one has
acquired at least working knowledge of CI analysis
techniques.
Workshop foci
Determining one’s own strengths and weak-
nesses as well as the opportunities and threats
from the competitive environment is by nature
one of the principal tasks of CI. A great amount of
competitive information is to be considered in this
respect. One’s own strategies can be derived
from a SWOT analysis.
The “classic" industrial structure analysis a-
ccording to Michael Porter is the foundation for
identifying the forces that act upon an industry
and that influence its future development. The
forces to be considered are: bargaining power of
the suppliers, bargaining power of the buyers,
rivalry among competitors, threats of new
entrants and threats of substitutes. Competitors,
with their activities, can then be classified with a
resultant improved ability to anticipate future
actions.
Competitor profiles are the foundation for the
evaluation of competitor potentials and intentions
in the competitive arena.
Different options of demonstration (tables,
databases, charts) are highlighted. Lastly, the
resulting analyses (e.g. reaction profiles, threat
potential, competitor strategies) are explained
and practiced.
Portfolio Analysis is a concept frequently used to
visualize complex data. Usefulness and limits of
several techniques are discussed based on
examples.
How to proceed, when at the end of your analysis
several (competing) hypothesis emerge? The
methodology of “analysis of competing
hypothesis” (ACH) is a structured, rational way
for selecting winning decisions.
SWOT
(Strengths/Weaknesses/ Oppor-
tunities/Threats)
Competitor profiling
Analysis of competing hypothe-
sis (ACH)
5 forces industrial structure
analysis/strategic groups, ac-
cording to Michael Porter
Portfolio Analysis (BCG Matrix,
McKinsey Business Screen, etc)

Analysis of Competitor Strategies (ICI-21)
The six perspectives of strategy reengineering
The most celebrated of CI analyses is the analysis
of competitor strategies. This workshop looks at
the companies within the competitor peer group
and how to analyze them from six perspectives.
These sub-analyses are then integrated into one
strategy evaluation.
Once competitors’ strategies are known, a
company can develop its strategy accordingly to
achieve long-term competitive advantage.
This therefore enables the company to avoid any
surprises caused through competitors’ activities. In
this way, an understanding of the internal view of
the competitor is built up. It is possible to derive
competitors’ future reactions through reaction
profiles, and build up competitor scenarios and war
gaming, 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 strategic
maneuvers
• Competitor strategy - wikis
• Competitive landscapes
• Strategy dice, strategy scorecards
• Maneuver maps
• Determination of a peer group
• Analysis and interpretation of competitor
analysis strategies
Monitoring competitor
strategies
Definition of a peer group
Perspectives of the competitor
strategy analysis
Case study
Visualization of competitor
strategies

Scenario Techniques (ICI-22)
Scenario Planning, Networked Thinking
”Networked Thinking” has proven itself to have
great value as an efficient analysis method, able to
accommodate complex, unstable market- and
competitive developments. It examines the inter-
dependencies of all relevant market factors and
categorizes them according to importance, active
influence and passive interference. This, produces
a coherent, complete, understandable and
communicable “business model” which can serve
as a basis for strategy development, scenario
development, early warning or business war
gaming.
Scenario techniques play a central and fun-
damental role among the methods of competitive
analysis.
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 the
future market environment (for this, different
methods of approach will be considered)
• Selection of key factors from a pool of
influencing factors (determining relevance)
• Formation of scenarios through the bundling
of key factors
• Selection and preparation of relevant goal
scenarios
• Deduction of implications of the scenarios for
the question of outcome (e.g. compilation of
prognoses)
• 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)

Decision, Risk and Bayes’ Analysis (ICI-23)
In order to make ideal decisions, you have to be able to
quantify the effects of your decisions and your goal criteria!
Among the many tasks of CI analysts and
managers is support of decision-making and active
involvement in strategic and operative processes.
Good decisions are based on the realistic
assessment of uncertainties and risks, the
identification of one’s own alternatives and
ascertaining the effects on one’s own company.
For the solution of complex decision tasks, with
numerous, reciprocally influencing decision
parameters and non-deterministic consequences,
the structured approach of “decision and risk
analysis” 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 analysis
projects
• 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

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 to
make important decisions in real-time. With such a
centre, a company can improve its
competitiveness in a sustainable way by timely
reaction to market and competitive developments
and by avoiding costly wrong decisions.
To avoid set-backs with the implementation of a CI
centre, consideration has to be given and
optimizations taken into account with resources,
design and implementation.
With a case study, the attendees will compile a
concept for an in-house CI-centre and evaluate the
chances of success for that concept.
Workshop foci
• Lessons learned from experience
• Information centre or intelligence service
headquarters – 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“
• 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
• Market survey
• Functions and features
• Sample presentation
• Selection
• Qualification
• Career planning
Role and tasks of a CI Centre
Forms of organisation
Software for a CI-Center
CI staff
Examples of successful CI Cen-
tres

Digital Intelligence (ICI-25)
Analysis Methods, Community Building, Trends
The analysis of digital communication makes a sig-
nificant contribution towards the generation of mar-
ket and competitor knowledge. The advantage of
the Internet, the quick, seismographic recording of
impulses and opinions, can be directly capitalized
upon.
The Internet has since become a marketplace for
opinions, a platform for testing and launching new
trends 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, journalists
and 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 digital
communication. By including and analyzing quantitative and qualitative insights, companies can
seize opportunities and avoid risks.
Topics and target groups are identified from their profiles, problems, positions, statements and
decision-making processes, and followed over time. Sustainable factors for success include the
development of dialog with relevant multipliers as well as suitably designed internal processes
and 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 and
subject 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
Recommended courses of ac-
tion
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 professionally
evaluate 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. You
will become familiar with examples of the SONAR, MONITOR and FOCUS analysis
formats.
• You will understand how to systematically analyze communication networks within
and outside of the company. You will discuss the cornerstones of community building
in order to be able to support your own networks.

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 in
many forms of media, closeness, and familiarity to
the analyst. Credibility, time sequence, and rele-
vance of the information is difficult to determine
directly and changes constantly during the course
of the research. Furthermore, conflicting informa-
tion as well as misinformation is part of the
everyday work of a CI analyst. To be able to ge-
nerate high quality results, despite these potential
cognitive perception mistakes and biases, the CI
analyst has to be able to reliably use preventive
tools and techniques for avoiding mistakes.
If the CI analyst doesn’t arrange for precautionary
measures, an opportunistic information analysis
will result.
In this workshop, pragmatic strategies to prevent
typical Intelligence analysis mistakes will be
described and tested with numerous examples by
the attendees in the exercises.
Workshop foci
• Expectation versus wishful thinking
• Dominance of mindsets
• Dynamics of information perception
• Preconception
• 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 blatant
and wrong decisions
• Lessons learned from completed CI projects
(feedback and performance measurement)
• Analysis of competing hypotheses (ACH)
• Mental tool kits
• Check lists
Perceptional mistakes with in-
formation processing and
analysis
Mistakes with Intelligence re-
porting
Typical decision making mis-
takes
Cognitive biases with data
analysis
Methods to avoid typical Intelli-
gence mistakes

Competitive Technical Intelligence (ICI-27)
Technology scouting, assessment and analysis
The goal of Competitive Technical Intelligence
(CTI) is to identify, competitive advantages in the
fields of marketing, product design and research
and development through technological leads.
For this, the development of new technologies is
continuously and systematically monitored and
their effects evaluated. This begins with technology
scouting, where only emerging technological
developments are identified and recorded. This
continues with technology assessment, which
determines the stage of maturity and the potential
of new technologies. The cycle ends with the
strategic analysis of the effects of new
technologies on customers, the business and on
competitors.
This workshop is the practical application of these
three steps and concludes with the added module
CTI process, where the application in the enter-
prise is discussed. The lecturing of this compara-
tively complex content is supported and loosened
up with live demonstrations and group tasks.
Workshop foci
What technological trends are recognizable?
• Information sources for technology scouting
(specialized press, research reports from
universities and research establishments,
patent databases, think tanks, conventions,
trade fairs, competitors, etc.)
• Classification of technological trends on the
basis of technical and commercial criteria,
“strong” and “weak” signals, early warning
systems, introduction of suitable structures
• Tools to support scouting, e.g. database
tools, mind mapping – and of course the
Internet
Technology Scouting

What technologies will decide on market success
in 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: life
cycle 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 technology
assessment 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 efficient
process (trigger, partial processes, activities,
interfaces and roles) that satisfy the demands
as well as the connection with the innovation-
and product lifecycle management process in
the business
• Implementation: procedure to introduce the
CTI process, aspects of change management
(piloting, communication, etc.)
Strategic Analysis
CTI Process
Technology Assessment

Financial Analysis (ICI-28)
Data source, processing, and interpretation
Financial analysis is the core to any interpretation
of financial reports (P&L, balance sheet, cash flow,
source and application of funds) as well as other
assessments of company viability and operations.
For the most part, key data is used to assure
comparability of companies in an industry or in a
strategic group. Also, the CI analyst carries out
individual company analyses to e.g. assess the
viability of a competitive strategy. Financial
analysis is one of the standard methods of CI
analysis.
Workshop foci
Besides the large range of publicized company
data, analysts also have a large number of finan-
cial reports available. If no such data is directly
obtainable, the financial analyst has to conduct
independent, primary research or do selective
calculations (for parts of a company).
The large number of key company data will be
examined in the workshop as regards to their us-
ability with CI analyses and some key figures will
be shown as examples. In this connection, not
only key figures that come from a “balance sheet
analysis” will be taken into account, but also key
figures that are generated for strategic bench-
marks. Established key data models such as the
DuPont key data hierarchy will be explained as
well as software tools for balance sheet analysis.
With a case study, the attendees will carry out a
competitive financial analysis. In doing so, selec-
tive calculations will be done and comparisons
will 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 a
professional database with competitive financial
analyses.
Data source and -processing
Interpretation
Reporting and documentation
Key data

Text Mining (ICI-29)
Controlling and managing the flood of data
Under the generic term text mining, many different
technologies used to index (unstructured) content
are grouped. On the one hand, these technologies
comprise of term extraction and aggregation as a
basis for semantic indexing, retrieval and
clustering solutions. On the other hand, cat-
egorization of documents, generation of abstracts
to the point of detecting patterns and relationships
between terms through steps of text analysis are
the main aspects. These results can be presented
in a “document warehouse” with methods from the
Semantic Web environment and displayed with
visualization tools.
Workshop foci
• “Information overload“ problem
• Text mining: Substantial challenges
• Text mining functions:
Text categorization, wrapper applications,
text summary, language identification, topic
clustering, 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 mining
system”
Basics of text mining for CI ana-
lysts
IT support for text mining
Implementation of text mining
systems

Business War Gaming (ICI-30)
Explorative strategy development
Business War Gaming (BWG) is used to predict
possible changes of markets as well as
competitor activities and based on this and to
develop the best possible reactions. With this
analysis, effective strategies with a distinctly
competitive oriented character can be formed.
Through BWG, the focus can be changed from
an internal to an external perception that has
the market and the competitors in view.
In addition, the following goals are tracked with
BWG.
Gaining a better understanding of the mar-
ket and of competitive dynamics
Developing realistic future scenarios for
both market and industry sectors
Sensitization of the attendees to weak sig-
nals that are the basis for an early warning
system
Development of the ability to role play the
position of competitors and anticipate their
actions and reactions
Identification and elimination of “blind spots”
in managers
Workshop foci
• Goals of BWG
• Variants of BWG
From the classic business game to the
“multiplayer simulator”
An established basis of information is a re-
quirement for BWG. This can be achieved with a
market 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
Business War Gaming
Business War Gaming (BWG) is a structured,
tool-assisted and team-oriented procedure for
strategy development. The fundamental idea
of this method is to test measures derived
from a strategy available or in development,
in a realistic context and through the evalua-
tion of the consequences, draw conclusions
on the effectiveness and robustness of the
strategy.
For this, the attendees take on the roles of
different 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 as
cyclical influences, crises and singular
events.
To determine the effects of the decisions,
they are analyzed with the help of a simula-
tor. In the easiest case, it revolves around a
body of rules and regulations, on the basis of
which a “market team” will assess the effects.
To achieve the most precise simulation of the
companies and their markets as possible,
computer-supported, dynamic business simu-
lations are increasingly used.

• Introduction to Systems Thinking
• Identification of the driving force of growth as
well as the central market drivers and
resources of businesses in the market
• Determining the most important
interdependencies between businesses and
their customers
• Representation of all influences and their
interdependencies in a networked model
(impact diagram, Causal Loop Diagram)
As with the cockpit of a simulated aeroplane, the
manager of a Management Flight Simulator has
the entire repertoire of steering options for the
business available. In the flight simulator, the
business and the market also react immediately
to the measures taken.
• Introduction into System Dynamics
• From impact diagrams to a Management
Flight Simulator
With a BWG process, the attendees take on the
roles of different market participants. Over a
simulated time period of several years, they steer
their businesses in the resultant market environ-
ment of intense competition that is also influ-
enced by external developments such as cyclical
influences, crises and singular events.
• Development of: scenarios and possible ex-
ternal shocks
• Preparation of the playbooks: setting, profil-
ing the market and market participants, role
descriptions and strategic levers
• Preparation of the teams (pre-war-briefing):
introduction of the storyline, roles and re-
quirements to the teams, presentation of the
course 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 of
results)
Management flight simulator
Business war gaming
Building of models

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, market
segments, profit potential, and the competitive
situation has to be known. Similarly, a prognosis of
the future development of these market
parameters is necessary. Results of the strategic
market analysis serve as a basis for the
development of product- and corporate strategies,
scenario planning and benchmarking analyses.
This workshop comprises of a comprehensive
demonstration of significant aspects of strategic
market analysis. The methodical fundamentals are
communicated without the theoretical ballast and
these are then applied directly with real-life case
studies.
Workshop foci
Overview and areas of application for strategic
market 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
analysis
Integration 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

Early Warning Systems (ICI-32)
Establishment and operation of early warning systems
Early warning is the timely identification of potential
risks for a business. Early warning constitutes the
subsequent assessment of this threat. The
application of these functions in a continuous
process is referred to as an early warning system.
The Intelligence fundamentals for the design of
early detection and warning systems will be shown
in this workshop and their implementation in a
business described. With a case study, the
attendees will develop a specific action plan and
build 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 with
a specific example
Design of early warning systems
Sensors
Theory of weak signals
Identification and applicability of
early warning indicators
Case study

Development and Implementation of Dynamic
Competitive Strategies (ICI-33)
Developing competitive strategies today to be successful
tomorrow
How can a company assert itself in dynamic
markets and benefit from competitive advantages
from this environment? The art of successful
strategy development lies within a continuous
build-up of knowledge and the right timing, speed
and sequence, when implementing this strategy.
An optimal strategy for dynamic markets results
from a combination of the achievement of current
objectives and the manoeuvrability potential of the
business. A business strategy has to ensure that
the full current market potential is tapped and that
new products and services are generated at an
early 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 the
market?
• Strength-weakness analysis, analysis of
competitive dynamics, competitor profiling,
trends and market scenarios
• Visualization of business strategies with strat-
egy maps and balanced scorecards
• How knowledge on markets and competitors
can 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 be
distributed 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?

Counter Intelligence (ICI-34)
Protection against illegal attacks on your enterprise
Information is a company asset which must be
categorized, quantified, and protected, just as
much as any other asset. The security and protec-
tion of information is a management topic, not a
technical problem. It is about people and proc-
esses. Technology can help to reduce the risks to
your information. Ultimately, it is people who
produce these risks. The majority of information
loss takes place not only within the organization,
but also through suppliers and customers who
have regular access to your information systems.
In this workshop, the fundamental forms of threats
by corporate espionage will be shown and its
defence (Counter Intelligence) will be introduced.
Workshop foci
• Identification and evaluation of information
risks
• Analysis of risks for the business against the
background of already implemented defence
measures
• 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 transferring
data
• Defending against attacks on communication
structures
• 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?

Patents as a competitive landscaping tool (ICI-35)
How to protect your innovations using intellectual property as
an economic asset
Intellectual property (IP) rights are powerful
economic assets. This workshop will give an
overview over the various types of intellectual
property rights including patents, trade marks,
designs, copyright, and outline strategies for
obtaining the best possible protection for
innovative ideas, for the enforcement of intellectual
property rights and for the economic exploitation of
such rights.
Using a case study, delegates will analyse a
situation of various competitors in an industry and
develop a patent strategy. By practising with real
world patent documents you quickly gain
experience 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

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 on
coordinated, two-way communication models, the
simple aim of an information warfare campaign is
to 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 in
order to discredit competitors through targeted CI
actions 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-
pany’s communication strategy should therefore be
critically reviewed from the perspective of informa-
tion warfare.
The workshop highlights strategies and models for
an intelligence professional’s typical information
warfare tasks. Finally the ethical aspects of infor-
mation warfare are discussed.
Workshop foci
• Introduction to the basics of information
warfare
• Corporate reputation as the target of
information warfare operations
• Possibilities for preventing and defending
against information warfare operations
• Ethical limits of information warfare
• Communication models in company
communication
• Links between strategy and communication
• Information operations as an integral
component of company information
• Information operations
• Issues management
• Perception management
• Exposure management
• Concepts for attacking and defending are
practiced in the workshop, on the basis of a
case study.
Communication Models and
Strategies
Basics
Information warfare
tactics
Game plan for ”strategy devel-
opment and information war-
fare”

Director of the Institute
Rainer Michaeli
ICI’s founder
and Director,
Managing
partner “DIE
DENK-
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. In
1993 he founded DIE DENKFABRIK GmbH, a
consultancy that specializes in competitive
intelligence services. Prior to this he worked in
various industries in marketing, sales and R&D.
In 2004 Mr. Michaeli founded the "Institute for
Competitive Intelligence (ICI)". He is a lecturer at
the University of Darmstadt on “Competitive In-
telligence” and “Competitive Dynamic
Strategies”.
Mr. Michaeli is author and co-author of several
publications covering Competitive Intelligence
topics, his text book “Competitive Intelligence”,
published in 2005, achieved instant acclaim and
become 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 the
board of SCIP (Society of Competitive In-
telligence Professionals), the global organization
for market and competitive researchers from
2003 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 Intelligence
Analysis (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 Counsel
Prof. Dr. C. S. Fleisher
Dr. Craig S. Fleisher is Chair of
Business and Public Affairs and
Professor of Management, Col-
lege of Coastal Georgia, USA
and Docent, Business Infor-
mation Management, Tampere
University of Technology, Finland. He has been
President of the Society of Competitive Intel-
ligence Professionals (SCIP), inaugural chair of
the Competitive Intelligence Foundation, Editor
of the Journal of Competitive Intelligence &
Management, and is a SCIP Meritorious Award
winner and Fellow. A former MBA director, dean,
area head, and endowed research chair, he is or
has been a member of university faculties in
Australia, Canada, New Zealand, South Africa,
Switzerland, and the UK. A recognized global
expert who has helped many leading mult-
inational companies and institutions improve
their CI, public affairs, performance measure-
ment and/or analysis processes, Craig has
authored or edited a dozen books and published
scores of refereed papers. He has facilitated
workshops or keynoted meetings in over three
dozen countries, supervised dozens of graduate
theses, and has received numerous executive
and graduate teaching awards/recognitions.
Prof. Dr. Utz Schäffer
Professor for Controlling und
Corporate Management at the
WHU - Otto Beisheim School of
Management.
The main research of Prof. Dr. Schäffer are
controlling instruments, controlling theory, plan-
ning and control as well as early warning. He is
one of the authors of the definitive book “Bal-
anced Scorecard & Controlling, Implementierung
– Nutzen für Manager and Controller”. Further-
more, he is an author of many articles in jour-
nals, conference proceedings and trade publica-
tions.
Sheila Wright
Competitive Intelligence &
Marketing Strategy, De Montfort
University, Leicester, UK
Elected Board member of SCIP
(2004-2006).
Besides her academic teaching and research
activities, Sheila Wright advises international
firms on introducing and implementing Competi-
tive Intelligence. She often appears as a speaker
at international conventions and has published in
books and journals on her areas of expertise.
She is Regional Editor for the Journal of
Competitive Intelligence & Management and is a
submission reviewer for several leading
European journals. In 2003 she was the recipi-
ent of the Vice Chancellor’s Distinguished
Teaching Award.

Faculty
Thorsten Bill
Consultant and project director
at DENKFABRIK,
Thorsten Bill studied computer
science with majors in systems
integration and operations re-
search.
His areas of expertise are balanced scorecard,
system dynamic analysis, scenario planning and
simulation as well as prognosis- and early
warning systems.
Thorsten Bill publicized articles as author and
co-author in books and specialized press and
often appears as a guest speaker and as a
workshop instructor at conferences, universities
and management seminars.
Workshops: ICI-4 Competitive Intelligence
Secondary Research (D),
ICI-22 Scenario Techniques (D)
Prof. France
Bouthillier
Prof. France Bouthillier has
been Director of the McGill
School 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 Service
Personnel since 1993. She received a Ph.D.
from the University of Toronto, graduated from
the University of Quebec in Education and
Business Administration, and obtained a master
in Library and Information Sciences from the
University of Montreal
Working on various consultancy projects Prof.
Bouthillier has supported public and industrial
institutions and organisations in information
analysis and information management issues.
She is a frequent speaker at conferences and
symposia, and contributes to academic
publications on current information management
matters.
Workshops: ICI-35 Patents as a Competitive
Instrument (E),
ICI-36 Information Warfare (E)
Dr. Wolfgang Finkler
Dr. Finkler is a graduate com-
puter scientist (University of
Saarbrücken). He was awarded
a doctorate and researched at
the German Research Centre
for Artificial Intelligence (DFKI
Saarbrücken) on the automated processing of
natural language. Since 1998, Wolfgang Finkler
has worked for the Deutsche Börse Systems
AG, the IT subsidiary of the Deutsche Börse
Group. As Senior Expert he is responsible for
the evaluation of new technologies, the exami-
nation of their applicability in the environment of
exchange systems and for the coaching of pro-
jects. He conceived and implemented the in-
house exchange Competitive Intelligence sys-
tem EXOTIC that is now being operated under
his supervision. Next to establishing this Com-
petitive Intelligence service, he accompanies
knowledge management activities. Wolfgang
Finkler is an active member of the Society of
Competitive Intelligence Professionals (SCIP)
and of the “Gesellschaft für Wissensmanage-
ment”.
Workshop: ICI-29 Text Mining (D)
Jens Greiner
Jens Greiner holds a
university degree in manage-
ment and economics
(Diplom-Kaufmann) and is a
freelance consultant with
focus on security-, crisis-,
and stakeholder manage-
ment. He studied economics
and organisation sciences at
the University of the German armed forces
(Bundeswehr) in Munich focussing on
international management. As a military officer
he held various leading positions, e.g. as
company commander, and instructor roles. In
addition, he is specialised as a military target
group analyst in providing advice on analysis of
psychological approaches and communication
strategies in the context of target group
management. Mr. Greiner advises and supports
different crisis teams mainly of international
companies. In support of (re-)action capabilities
of the crisis management systems he particularly
deals also with the core elements of robust
information and communication activities.
ICI-36 Information Warfare (D/E)
Dr. Everhard von
Groote
Team
psy-
chology
and
security
Dr. Everhard von Groote worked for 8 years as a
graduate psychologist of the North Rhine-West-
phalian police. Focuses of his occupation were
the criminal investigation advanced training, the
support and mission escort of special services
as 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 a
member of SCIP since 2003.
Workshop: ICI-5 Primary research (HUMINT) (D)

Prof. Dr. Martin
Grothe
Prof. Dr. Martin Grothe works at
the Institute of Electronic Busi-
ness, an institute affiliated with
the University of Arts Berlin,
where the main research is the
analysis of virtual communities. Prof. Dr. Grothe
deals with solutions for the goal-oriented man-
agement of high complexity in science and in
practice. At this, the structured connection of in-
teractive media and analytical methods (“Col-
laborative Intelligence”) characterizes his current
work.
Before his current occupation, he was employed
at otelo communications GmbH, I-D Media AG
and at NetSkill AG.
Workshop: ICI-25 Digital Intelligence (D/E)
Prof. Dr. Jörs
Prof. Dr. Jörs holds a profes-
sorship for business administra-
tion with the focuses “Informa-
tion Engineering and Manage-
ment”, Information Business
Administration and Controlling t
the University of Applied Sciences Darmstadt.
He is also responsible as part of the in-firm ex-
ecutive training of the Deutsche Telekom AG for
management training, planning techniques, ac-
counting/controlling and general business ad-
ministration.
Before these activities, Prof. Jörs was also at the
Metallgesellschaft AG assigned with the tasks of
information management, market and competi-
tive intelligence and corporate planning.
Workshop: ICI-26 Psychology of the Intelligence
Analysis (D/E)
Dr. Gerd Krampe
Dr. Gerd Krampe was Vice-
President and Managing Direc-
tor with Korn/Ferry International
in Frankfurt until 2004.
In the 12 years before that, he
was active in the retail sector and lastly
responsible for corporate planning, controlling,
logistics and information systems as member of
the board of directors for Asko/Metro; at the
same time he was Speaker of the Board of
Praktiker AG, a leading firm in the home im-
provement store industry in Germany.
Within the Rewe-Leibbrand Group – one of the
largest food store chains in Germany – he was
before 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 the
scenario planning division. In 1980, he had al-
ready developed and implemented strategic
early warning systems for industry and retail. His
last task in management was to lead the infor-
mation technology division, especially for military
applications. Dr. Krampe was a long-time mem-
ber of the Coca Cola Retail Research Group as
well as the Advisory Board of Andersen Con-
sulting (Accenture). In 1995, he was founding
member of the European ECR Board in Brus-
sels. He is member of the jury for the German-
speaking ECR Awards since 2002. He studied
Social Sciences and received a doctorate from
the Ruhr University Bochum.
Workshop: ICI-32 Establishment and Operation
of Early Warning Systems
ICI-22 Scenario Techniques (E)
John J. McGonagle, Jr.
John is the most prolific author on
competitive intelligence, being the
co-author of eight books on
competitive intelligence including
Protecting Your Firm Against
Competitive Intelligence, and
Bottom Line Competitive Intelligence. He has
also served as an expert witness on competitive
intelligence. He received the prestigious Fellows
Award in 1998 from SCIP, the Society of
Competitive Intelligence Professionals and its
Meritorious Award, SCIP’s highest award in
2007.
John has presented competitive intelligence
workshops, seminars and training sessions on 6
continents. He was a featured presenter at the
SCIP 1996, 1999 - 2002 and 2004 - 2007
Annual International Conferences.
John is the book review editor of SCIP’s
Competitive Intelligence Magazine. He also
serves as well as a regular columnist for
Competitive Intelligence Magazine and as a
member of the editorial board of the Journal of
Competitive Intelligence and Management
(JCIM).
John has been an adjunct lecturer at Lehigh
University and Allentown College (now DeSales
University), teaching competitive intelligence (a
course he developed) and business policy, as
well as an Assistant Professor at the Kutztown
University’s College of Business.
John holds a B.A. from Yale College (Economics
– Intensive), a J.D. from the University of
Michigan Law School (With Honors), an LL.M.
from the George Washington University (Urban
Legal Studies – With Highest Honors), and an
M.A. from the Wharton School of the University
of Pennsylvania (Business and Applied
Economics).
Reporting (E),
ICI-34 Counter Intelligence (E)

Milena Motta
Milena Motta has worked for
supporting companies in the
areas of innovation and
competitive intelligence since
1982, and in 1985 she started
her own business based on
her business-to-business market research
background.
Today, Milena is Managing Director and owner
of Strategie&Innovazione Srl, a consultancy
serving Italian and international companies. She
has served on the boards of directors of
innovative web companies, in the role of
Marketing and Strategy Advisor.
For more than 20 years Milena has been training
others in the use of patents as a key to
competitive advantage. She has helped
companies turn this technical information into
knowledge about technology trends and
competitor activity, and find a proper solution or
partner for enhancing their company’s innovation
activities.
Milena spreads her knowledge and usage of CI
tools through managerial training seminars,
speeches at national and international
conferences and lectures that form part of
courses including “Strategic Analysis of
Competition” at the post-graduate School of
Management at Bocconi University (Milan).
She founded SCIP Italia in March 1996 and acts
as the SCIP Italia Coordinator, promoting and
managing the international association’s local
activities.
In 2009 she received the SCIP Fellows Award
and before that the SCIP Catalyst Award in
1998. Milena chaired the 2008 and the 2004
European SCIP Conference and has been
involved in many SCIP conference program
committees.
Workshop: ICI-35 Patents as a competitive
Instrument (E)
Christopher Murphy
Christopher Murphy is a
director of business consult-
ancy Ravensbourne Research
Limited and been engaged in
competitive intelligence as-
signments ranging across the
whole span of the discipline for
the past 17 years. Clients he has worked with
encompass many public sector and not-for-profit
organizations and businesses in Western Euro-
pe, North America, the Middle East and China of
every size from start-ups through to multinational
giants.
Chris studied economics, history and political
science at the University of Hull, Birkbeck Col-
lege, London and the London School of Eco-
nomics.
He is a member of the Society of Competitive
Intelligence Professionals, the World Futures
Society, the UK’s Society of Business Econo-
mists and is a Fellow of the Royal Statistical
Society in London. His book on ‘Competitive
Intelligence’, commissioned by Gower, was
published late 2004.
Chris has presented numerous training courses
and workshops on competitive intelligence, the
interpretation of accounts, corporate finance,
economics, statistics, company law and other
topics in a great diversity of public and in-house
settings. As well as delivering courses at the
London, Manchester and INSEAD business
schools, he has trained on behalf of corporate
clients in Germany, Ireland, the Netherlands and
the USA.
Workshop: ICI-28 Financial Analysis (E)
Christian Muth
Christian
Muth is
a Senior
Consult-
ant at
audit and tax advisory firm
Ernst & Young, specializing in
white-collar crime and intel-
ligence. Previously he was
responsible for the areas of incident, issue and
reputation management as well as intelligence
coaching, and he primarily looked after stock-
exchange listed companies in competitive and
exceptional situations in both a freelance
capacity and also for a German consulting firm.
Besides obtaining a degree in Education and
Social Services, he also developed his expertise
during his role as an Officer in military
intelligence working on various special and
teaching assignments, such as the elicitation of
information through targeted conversation
(HUMINT).
Workshop: ICI-5 Primary research (HUMINT) (E)
ICI-34 Counter Intelligence (E)
Hans-Peter Müller
Hans-Peter Müller has a gradu-
ate degree in library science
and is in charge of the informa-
tion center at the University of
Applied Sciences Koblenz,
where research requests from
companies, educational and public institutions
are administrated. The focus of his research ac-
tivities are patent and business information. Im-
portant working media are online databases, the
Internet and print media.
At present, Mr. Müller is taking part in a distance
learning course to be qualified as a patent engi-
neer.
Secondary Research (D)
ICI-35 Patents as a Competitive Instrument (D)

J. Michael Nash
Michael Nash is an indep-
endent consultant providing
Aviation Market Analysis and
Strategic Business Support for
Winning Competitive Business.
Formerly the Assistant Dean
for Corporate Relations at the University of
Mississippi’s School of Engineering, Dr. Nash
recently retired from Lockheed Martin having
spent over thirty years in the aerospace industry
providing Strategic Business Planning and
Market Development in both the domestic and
international markets. Dr. Nash served as a Pro-
gram Manager and Senior Engineer at Lockheed
Martin’s Transportation and Security Solutions
organization in Rockville, Maryland where he
was responsible for strategic market
development including leading the facility’s
international Air Traffic Management market and
competitive analysis activities. Earlier he was
Strategic Planning Manager for IBM Federal
Systems Division in Gaithersburg, Maryland
prior to its subsequent acquisition by Lockheed
Martin. He holds a Ph.D. in Engineering Sci-
ence, is a Registered Professional Engineer,
and is a life member of SCIP.
Workshops: ICI-24 Design and Operation of an
In-house CI Centre (E),
ICI-32 Early Warning Systems (E)
Karl Pausch
Karl Pausch, born in 1966, is
information systems manager
and holds the following
certificates in the fields of IT
security and IT revision: CISA,
CISM, CISSP. Having served
for 12 years at the German
Federal Armed Forces with
national and international assignments, he
dedicated himself to the information technology.
In his position as project manager and
consultant with proficiency in IT security at
recognized IT enterprises, he dealt with various
facets of electronic information as well as with
their protection. Karl Pausch is managing
director of the Fink Secure Communication
GmbH, whose main focus lies upon counter-
intelligence, especially technical countermea-
sures, information & communication security und
competitive intelligence.
Workshop: ICI-34 Counter Intelligence (D)
Peter Pfaffinger
Peter Pfaffinger is Senior Man-
ager for Strategic Intelligence in
the Siemens Communication
division. The 47 year old from
Munich completed his studies in
computer science/optoelectron-
ics at the University of Applied Sciences Munich.
Furthermore, he pursued a postgraduate degree
in marketing while working full-time. He began
his career in 1981 as a sales engineer in the
company division Communication Networks at
Siemens AG. He has garnered a great deal of
experience in the field of information processing
and telecommunications in his over 20-year
career. He worked for enterprises such as
Siemens, BMW and Viag Interkom with different
job focuses. Amongst others, his last main task
was to build up the Competitor Intelligence
department at the Siemens ICN division. In ad-
dition, he works with different research groups.
Workshop: ICI-24 Design and Operation of an
In-house CI Centre (D)
Heiko Russow
Heiko Russow is responsible for
the IT strategy process within
the Lufthansa Passenger Air-
lines (a business unit of Deut-
sche Lufthansa Group). He is in
charge of strategic IT program
management, which includes
linking activities to Lufthansa‘s
corporate IT strategy and carrying out bench-
marking exercises. Furthermore, Mr. Russow is
a member of the Technology Innovation Core
Team of Star Alliance Services GmbH, which is
dedicated to identifying innovative uses of new
technologies in airline processes. Previously he
worked for TIMElabs - a strategic think tank of
the Diebold Management Consultancy. As a
consultant Mr. Russow focused upon market en-
try strategies, benchmarking, competitor anal-
ysis and strategy development. He was also in-
volved in analyzing and assessing future trends
within the retail and aviation sectors. Mr.
Russow worked as a research analyst at Gemini
Consulting, and at Lido GmbH, Lufthansa
Group, he was Manager of Quality Management
and Training. He studied Information and
Knowledge Management at the University of
Darmstadt. Since then he has worked as a
lecturer on “Trendscouting” and “Problem Solv-
ing and Knowledge Management”.
Workshop: ICI-27 Competitive Technical
Intelligence (D/E)

Prof. Dr. Georg
Tovstiga
Georg Tovstiga, a Canadian
and German national, is an
Associate Professor in
Henley Management Col-
lege's School of Growth, Innovation and Enter-
prise. He has extensive international experience
as management educator, industry practitioner,
author and consultant, with almost 20 years
industry management experience, notably in the
areas of R&D, innovation and engineering
management with Xerox Research (Canada)
and Bayer AG (Germany) and ABB (Switzer-
land) AG. Prior to joining Henley, George
consulted for Arthur D. Little (Switzerland) Ltd’s
Strategic Growth and Innovation Practice.
Professor Tovstiga's teaching and research
focuses on competitive strategy, and strategic
innovation and technology management.
He has authored numerous papers and book
contributions on these topics; His most recent
book “Capabilities for Strategic Advantage;
Leading through Technological Innovation”, co-
authored with David W. Birchall, was published
by Palgrave Macmillan in 2005. He is a frequent
speaker at conferences throughout the world.
Professor Tovstiga holds BASc and MSc
degrees in chemical engineering from the Uni-
versities of Ottawa (Canada) and Massachusetts
(USA), respectively; a docorate in engineering
sciences (Dr sc techn) from the ETH Zurich; he
studied business and and economics at the
London Business School (UK) and the University
of Twente (NL), from where he received an
MBA.
Workshop: ICI-33 Development and Implemen-
tation of Dynamic Competitive Strategies (E)
Arthur Weiss
Arthur Weiss is a managing
partner and founder of a con-
sultancy specialising in com-
petitive and marketing intelli-
gence, with services including
research and analysis, training
and CI strategy consultancy. Previously, he was
the European Marketing Information Manager for
a blue-chip information services company.
As well as being a specialist in Competitive In-
telligence strategy, he is also a popular speaker.
In addition, he has written numerous articles and
papers that have been published in a variety of
journals. He teaches the Marketing Research &
Information module for CIM’s Advanced Certifi-
cate in Marketing at Thames Valley University
Arthur Weiss is a member of the Society of
Competitive Intelligence Professionals and a
Chartered Marketer with the UK Chartered In-
stitute of Marketing. Educational achievements
include an MBA (passed with distinction), the
CIM Diploma in Marketing and a B.Sc in Bio-
chemistry.
Secondary Research (E)
Diana Wolf
Diana Wolf
holds the
position of
Director
Market Intelligence / Economic
Research at Tognum AG (formerly Daimler
Chrysler Off-Highway). She is responsible for
market and competitor analyses, monitoring of
industry drivers and trends as well as the area of
economic research. As a long-standing member
of SCIP she is also an associate lecturer at a
number of universities of applied sciences and
lectures on competitive intelligence at various
management institutes. She is vice president of
Deutsch-Schweizerischen Marketingrunde (DS-
MR) - an independent organization that brings
together marketing professionals from Germany
and Switzerland.
Reporting (D/E),
ICI-28 Financial Analysis (D)
Alessandro Zanasi
Alessandro Zanasi, advisor of
governments and companies in
Security and Intelligence topics.
Founder of ZANASI Alessandro
Srl and of Temis SA. Bologna
University Professor of
Knowledge Management and Data Mining.
Appointed Security Research Advisor of
European Commission through ESRAB and, in
2007, ESRIF membership.
He graduated in Nuclear Engineering (Bologna).
Then he was Carabinieri Officer at Scientific
Investigations Center in Rome; IBM Executive in
Italy, Paris (France) and San Jose Lab (USA)
leaving as IBM Market Intelligence responsible
in South Europe; META Group analyst.
Frequent speaker or chairman at int’l
conferences dedicated to intelligence topics.
Author of more than 100 publications on
automatic intelligence topics (the most known
one is the book: “Text Mining and its
Applications to Intelligence, CRM and KM”–
2007, WIT Press).
Workshop: ICI-29 Text Mining (E)

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