Smart Services Forum

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The Transition to a Connected Services Business
February 14-14, 2007 San Francisco, CA

This two-day conference will feature content-rich sessions and interactive workshops addressing device networking, remote managed services and related M2M activities. Smart Services opportunities transcend the traditional notion of a device and its role in the enterprise, presenting entirely new ways of doing business. The forum will focus on emerging applications and the market disruptions they are causing. It will also examine how companies are changing the way they do business to position themselves strategically in this changing landscape.

For more details and to register go to www.harborresearch.com.

Agenda

Wednesday, February 14
Registration and Breakfast
Opening Remarks Glen Allmendinger – President, Harbor Research
Making the Case for Smart Services Thomas Oelsner – Services and Strategy, Heidelberg & Thomas Odenwald – Research Director, SAP
Overcoming Organizational Challenges Deb Anderson – Sr. Global Marketing Manager, Abbott Diagnostic
Coffee Break
Innovation With Pervasive Systems Hakan Kostepen – Global Prod. Planning, Panasonic & Mickey McManus - Pres. and CEO, MAYA Design
Lunch
Application Opportunities for Smart Services Robin Duke-Woolley – Managing Director Europe, Harbor Research
Game Changing Marketing & Value Propositions Steve Pazol, GM Machine-to-Machine Business, Qualcomm Wireless Business Solutions

Harbor Research Interactive Workshops

A) Developing a Smart Services Value Proposition
Leader: Jack Levin
The shift towards Smart Services is a disruptive change where traditional segmentation ends and real innovation begins. Buying behavior-based segmentation is not a replacement for information about size, industry, and geography; it augments it. It is an attempt to characterize potential customers by the things that relate most closely to how they buy, what they buy, and why they buy it – their needs. Organizations increasingly view a window on their major customers’ needs and behavior as an essential ingredient of success.

B) New Business Innovation
Leader: Russ Sabo
Using a multi-step, staged investment approach, Harbor works with clients by leveraging a multi-disciplinary model that includes competencies in human sciences/design, engineering, strategy and market relationships. This approach allows clients to significantly mitigate risk, generate new intellectual property and deploy high-value solutions in record time.

C) Alliance Development for Product OEMs
Leader: Glen Allmendinger
In business, the companies that survive and prosper in the era of “smart things” will be those that embrace the disruption and respond to it with genuinely new thinking about alliances and value-creation in a world of nearly “perfect information.” Cooperation is a minimum requirement for success. Well-constructed alliances can provide the opportunity to cross-breed capabilities, particularly across disparate markets and geographies.

Reception

[an error occurred while processing this directive] Thursday, February 15
Breakfast
Recap of Day One and Look Ahead Glen Allmendinger – President, Harbor Research
Best Practices for Implementing Smart Services Jim Glueck – VP Global Support Operations, Cisco Systems
Smart Services Impact on Go-To-Market Systems Ron Black – CEO, Wavecom
New Corp. Dev. Mode for Smart Services Ron Pierantozzi – New Business Development, Air Products and Chemicals
Coffee Break
Smart Service Developments In Key Venues Glen Allmendinger & Guests
Lunch
Roundtable: Technology Impact - Data Mgmt. & IT Challenges
Thomas Odenwald – Research Director, SAP
Jim Lee – President and CEO, Cimetrics
Hesh Kagan – Wireless Business Development, Invensys
Ian McPherson, VP Marketing, Apprion

Harbor Research Interactive Workshops

A) Developing a Smart Services Value Proposition
Leader: Jack Levin
The shift towards Smart Services is a disruptive change where traditional segmentation ends and real innovation begins. Buying behavior-based segmentation is not a replacement for information about size, industry, and geography; it augments it. It is an attempt to characterize potential customers by the things that relate most closely to how they buy, what they buy, and why they buy it – their needs. Organizations increasingly view a window on their major customers’ needs and behavior as an essential ingredient of success.

B) New Business Innovation
Leader: Russ Sabo
Using a multi-step, staged investment approach, Harbor works with clients by leveraging a multi-disciplinary model that includes competencies in human sciences/design, engineering, strategy and market relationships. This approach allows clients to significantly mitigate risk, generate new intellectual property and deploy high-value solutions in record time

C) Alliance Development for Product OEMs
Leader: Glen Allmendinger
In business, the companies that survive and prosper in the era of “smart things” will be those that embrace the disruption and respond to it with genuinely new thinking about alliances and value-creation in a world of nearly “perfect information.” Cooperation is a minimum requirement for success. Well-constructed alliances can provide the opportunity to cross-breed capabilities, particularly across disparate markets and geographies.

End of Conference

For more details and to register go to www.harborresearch.com.

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