1. CTI: The Process and Lessons Learned Pat Bryant, Pharm.D., FSCIP President, Society of Competitive Intelligence Professionals Director, Drug Information Center Clinical Associate Professor School of Pharmacy University of Missouri – Kansas City Canadian Technology Network, Canada Institute for Scientific and Technical Information and Federal Partners in Technology Transfer Competitive Intelligence Conference February 14, 2001

2. Overview Competitive Intelligence Development of a CTI Unit Key Success Factors/Lessons learned Questions Copyright 2001 PJ Bryant. All rights reserved.

3. Competitive Intelligence The legal and ethical collection, organization, analysis and interpretation of the activities going on with other organizations. The desired result of this process is a competitive advantage for your organization. Copyright 2001 P.J. Bryant All rights reserved.

4. COMPETITIVE INTELLIGENCE MODEL INTELLIGENCE INFORMATION DATA ORGANIZE ANALYZE Copyright 2001 P.J. Bryant All rights reserved.

5. COMPETITIVE INTELLIGENCE TECHNICAL INTELLIGENCE TECHNICAL INFORMATION TECHNICAL DATA ORGANIZE ANALYZE BUSINESS INTELLIGENCE BUSINESS INFORMATION BUSINESS DATA TECHNICAL EXPERTISE BUSINESS EXPERTISE TECHNICAL EXPERTISE BUSINESS EXPERTISE TECHNICAL AND BUSINESS INTELLIGENCE SOURCE: Krol, Coleman & Bryant, Drug Information Journal 1996;30:243-256. Copyright 2001 P.J. Bryant All rights reserved.

6. THE CTI/CBI PROCESS PLANNING COLLECTION ANALYSIS DELIVERY USE EVALUATION Copyright 2001 P.J. Bryant All rights reserved.

7. SOURCES USED Human Sources Print Sources Electronic Sources Technical Sources Copyright 2001 P.J. Bryant All rights reserved.

8. Precipitating Events Intelligence Products Context Objectives Operations Tools Results Uncertainties Findings Implications Develop Technical Strategy Develop Technical Strategy 2 4 5 Create Response Actions 6 Data Gaps Intelligence Information System Feedback 3 Idealized Intelligence Analysis Process Define Framework 1 Compile Inputs Materials Process Inputs Interpret Results Copyright 2001 P.J. Bryant All rights reserved.

9. CLIENTS FOR COMPETITIVE TECHNICAL INTELLIGENCE MARKET RESEARCH L & BD STRATEGIC DEVELOPMENT COMMERCIAL DEVELOPMENT R & D SENIOR MANAGEMENT CTI Copyright 2001 P.J. Bryant All rights reserved.

10. Development of CTI Unit CTI performed individually at least 5 years before formal unit established. Merger of Marion Labs and Merrell Dow. No literature on how to perform CTI. Modified existing CBI concepts, tools and techniques. Developed new analysis tools and techniques Copyright 2001 PJ Bryant. All rights reserved.

11. Development of CTI Unit First located in R&D. Primary clients were: - R&D Project Leaders - R&D Management - key decision makers in R&D. Copyright 2001 PJ Bryant. All rights reserved.

12. Development of CTI Unit Primary CTI products included: - pipeline analyses - identification of critical competitor products - continuous monitoring - technology forecasting - ad hoc questions Copyright 2001 PJ Bryant. All rights reserved.

13. Development of CTI Unit Next located in Strategy Development Primary clients included: - Upper Management - Strategic Planning - Strategic Business Analysis - Licensing and Business Development - Commercial Development - Marketing - Marketing Research - Sales - R&D Copyright 2001 PJ Bryant. All rights reserved.

14. Development of CTI Unit Primary CTI products included: - identification of licensing candidates/potential acquisitions - due diligence analysis - unmet needs forecasting - strategic alliance identification - research alliance identification - enabling technology identification - pipeline competitiveness - gap analysis - breakout analysis - portfolio analysis - modified delphi analysis. Copyright 2001 PJ Bryant. All rights reserved

15. Development of CTI Unit Third location was back to R&D Same primary clients with R&D as focus Same primary CTI products with R&D focus Buy-out by Hoechst - Roussel Copyright 2001 PJ Bryant. All rights reserved.

16. Development of CTI Unit Fourth location was Licensing & Business Development Primary clients were Licensing & Business Development, Strategy Development and R & D Primary CTI products included any of the previously mentioned with a strategic emphasis Copyright 2001 PJ Bryant. All rights reserved.

17. Lessons Learned Establish a clear direction and role for the CI function. Assure correct organizational structure Develop and maintain multiple Champions Identify key decision makers Copyright 2001 PJ Bryant. All rights reserved.

18. Lessons Learned Commit to finding work – “Will Work for Food” attitude Focus, prioritize and develop clients Prioritize high impact projects first Ask the “so what?” question Copyright 2001 PJ Bryant. All rights reserved.

19. Lessons Learned Act like a start-up company Capture perceptions of CI products produced….future improvements Measure competitive advantage provided Collection and analysis not the whole enchilada Copyright 2001 PJ Bryant. All rights reserved.

20. Lessons Learned Network your tail off….build business relations before they are needed Know your strengths and weaknesses Spend time advocating Be creative. Copyright 2001 PJ Bryant. All rights reserved.