scip.insight vol. 1 number 1

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	IT’S JUST AROUND THE CORNER, ONLY 3 MONTHS UNTIL

SCIP 2010 International Annual Conference & Exhibition

March 9-12, 2010 |
Marriott Wardman Park Hotel Washington, D.C.



	January 13 SCIP Update and Networking: Pennsylvania-Delaware Chapter

	January 14 Scenario Analysis: Greater DC Chapter

	January 19 Leverage Patent Information: Atlanta Chapter

	February 2 Networking and Wine Tasting: Oregon Chapter

	We Want Your Input

	Call for Papers

	To Advertise


Highlights from the latest issue of SCIP’s quarterly publication:
	Evolving Technology Intelligence into Decision Support

	Intelligence versus Policy

	An Automotive War Game



	CI News

	Job Board

	Event Calendar

	Webinar Archives

	SCIP Bookstore

	Board of Directors

	SCIP Chapters

Dear Competitive Intelligence and Strategy Professionals,

I am pleased to introduce you to the first issue of scip.insight, the new eBulletin produced by the Society of Competitive Intelligence Professionals. Every month we will present articles, interviews and other thought leadership covering many aspects of intelligence, providing you with different perspectives on the competitive environment in which we must all operate.

I encourage you to help us develop this eBulletin into a key vehicle for all intelligence professionals by providing us your feedback on the articles’ content and suggesting additional topics. If you’ve located a particularly valuable information source, developed a different way of applying analytical techniques or conducted unique intelligence research, please consider submitting an article.

I look forward to meeting you at SCIP’s 25th annual conference on
March 9-12, 2010, in Washington D.C.

	• Point of View	• Live Report
	• Competitive Insight	• Blast from the Past
	• Ask the Experts	• We Asked, You Answered

Sincerely,

Ken Garrison
CEO, SCIP

SCIP | www.scip.org


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	POINT OF VIEW By Bonnie Hohhof Director of Competitive Research, SCIP
	Communication vs. Presentation The efforts of many analytical projects today result in a deliverable consisting of PowerPoint slides, either used in a presentation or sent as a substitute for a written report. But is this ...


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	COMPETITIVE INSIGHT By Raoul Farcot Vice-President, Cipher Systems
	The Case for Decentralized Corporate Intelligence: An Increasing Need for Bottom-Line Driven Intelligence Although many competitive intelligence professionals work in a corporate environment, more and more of today’s companies are seeking to provide more decentralized and actionable intelligence at the business unit level ...


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	ASK THE EXPERTS Dr. Craig Fleisher and Babette Bensoussan
	On the Need for Effective Business Analysis In today’s information age, corporate decisionmakers must make sense of their competitive environments, organizations and strategies to be successful. Winning strategies are based on ...


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	LIVE REPORT
	European Summit 2009: The Delegates’ Perspective The SCIP 2009 European Competitive Intelligence Summit ended with still more rain in Amsterdam but sunshine inside the NH Krasnapolsky hotel. After starting with an energizing and ...


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	BLAST FROM THE PAST An article by Jon Glassford, from the archives of Competitive Intelligence Magazine
	The Analyst as Storyteller Intelligence analysts have a unique position and perspective within an organization. They must have an overall understanding of the entire business environment, the market and ...


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WE ASKED, YOU ANSWERED
By Frost & Sullivan

At Frost & Sullivan’s recent Chairman’s Series on Growth webinar, titled "Transforming Information into Profit — The CEO’s Perspective on Competitive Intelligence and Competitive Strategy," participants were asked the following question:

Which of the following best describes your company’s approach to competitive strategy?

A) We focus our time and resources where
areas of opportunity overlap with our own
best capabilities (53.6%)

B) We follow a specific process for assessing
our strengths, evaluating the competitive
situation, and formulating appropriate
responses (33.9%)

C) We believe that a competitive strategy is
ineffective if it fails to ultimately produce
top-line growth (14.3%)

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