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Competitive and Business Intelligence » Strategic Insights
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Single User: Authorizes use by the person who places the order or for whom the order was placed.
Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.
Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.
But the non-traditional competitive intelligence function is often undervalued in corporations, and competitive intelligence leaders often find themselves struggling for attention and resources.
Best Practices, LLC undertook benchmarking research to identify best practices and innovative methods for improving the strategic role and impact of the competitive intelligence function within the bio-pharmaceutical industry. In particular, this report provides benchmarks around the structure and leadership of the competitive intelligence function, key competitive intelligence sources and activities; resource levels, use of third party vendors and requisite employee competencies.
Competitive intelligence leaders can use this report to evaluate and compare the performance of their function against industry standards.
Best Practices, LLC engaged 24 Competitive Intelligence leaders from 20 bio-pharmaceutical companies for this benchmarking research. Almost 60% of the participants work in U.S. locations.
1. Reporting: Brand teams, marketing, business development and market research are the primary internal CI customers, in line with this CI function reports to market research at 29% of companies. The CI heads report to vice presidents at 46% of companies.
2. Top 3 Sources and Tools: Participants cited a wide variety of CI sources and tools they must have to do their jobs effectively. Below are the top 3: