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Products & Services Competitive and Business Intelligence Strategic Insights

Pharma Competitive Intelligence Landscape Assessment

ID: PSM-351


Features:

70 Info Graphics

33 Data Graphics

410+ Metrics

5 Narratives


Pages: 125


Published: 2019


Delivery Format: Shipped


 

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The biopharmaceutical industry has been witnessing drastic changes in recent years, prompting the need for a robust Competitive Intelligence function that can help organizations anticipate and deploy strategic responses to external threats and opportunities. The business model, structure, resources and activities of the Competitive Intelligence function have a significant impact on its effectiveness.

Best Practices, LLC conducted this landscape assessment using a meta-analysis approach to identify evolutionary insights and trends for Competitive Intelligence structure, staffing and investment. Insights in this research have been distilled from ten of Best Practices, LLC’s existing benchmarking studies.

This report delivers specific benchmarks around Competitive Intelligence business models, structure, policies, activities, investment, staffing, reporting levels, service levels, technology enablement, communication channels and frequencies, insight types, hallmarks of excellence, and use of centers of excellence.

Industries Profiled:
Medical Device; Pharmaceutical; Health Care; Diagnostic; Manufacturing; Biotech; Biopharmaceutical; Technology; Communications; Consumer Products; Banking; Financial Services; Insurance; Research; Marketing; Chemical; High Tech; Consulting; Service; Electronics; Internet; Distribution; Computer Software; Energy; Clinical Research; Laboratories; Computers; Utilities; Telecommunications; Engineering; Shipping; Professional Services; Logistics; Science


Companies Profiled:
3M Pharmaceuticals; Abbott; Abbott Nutrition; Abbott Laboratories; AbbVie; actavis; Aditya Birla Group; Adocia; Alcon; Alcon Laboratories; Alembic; Alkermes; Allergan; Alnylam Pharmaceuticals; Amgen; Amylin; Anoto; ApotheCom; ARIAD; Array BioPharma; Astellas; AstraZeneca; B.Braun; Bausch & Lomb; Baxter Healthcare; Baxter International; Bayer Healthcare; Bayer; Biocon; BioCryst Pharmaceuticals; Biogen; Biogen Idec; Biological E. Limited; BioMarin; Biovail; Bioventus; Boehringer Ingelheim; Bristol-Myers Squibb; Cadila Pharmaceuticals; Centocor; Inc.; Central Bank of India; Citibank; Colorcon; ConjuChem Biotechnologies; Covance; Covidien; CSL Behring; Cubist Pharmaceuticals; Daiichi Sankyo; Datamatics Financial Services; Dendreon Corporation; Dentsply International; Diners Club International; doTerra; Dr Reddy's Laboratories; Eisai; Eli Lilly and Company; EMD Serono; Emergent BioSolutions; Endo Pharmaceuticals; Essilor International S.A.; Ethicon Endo-Surgery Inc.; Ethicon; Johnson & Johnson; Ethos Health Communications; Farma Health; Ferring Pharmaceuticals; Genentech; GlaxoSmithKline ; Gilead Sciences; Glenmark; Grifols; Human Genome Sciences; IBM; Immunex; IMS Health; Indegene Lifesystems; Infosys; Inspire Pharmaceuticals; Intel; Intermountain Healthcare; Ipsen; Ironwood; Janssen; Jazz Pharmaceuticals; King Pharmaceuticals; Kodak; Lac Mac; Lilly; Lonza Inc.; Mallinckrodt; McKesson; MedImmune; Medtronic; Medrad; Merck; Merck Serono; MyDataBall; Novartis; Nova Nordisk; Oracle; Orion Pharmaceuticals; PDL; PDL BioPharma; Pfizer; Pharma Consulting; Phillips; Procter & Gamble Pharma; Progress Energy; ProStrakan; Purdue Pharma; Quintiles; Ranbaxy; Roche; Rxperts; Salt Creek Biosciences; Sanofi; Sanofi Pasteur; Sanofi-Aventis; Santen; SAS; Sequor; Shire; Stiefel; Sunovion; Syntel; Takeda Pharmaceuticals; Tata Technologies; Teleflex; Tesaro; Teva Pharmaceutical Industries Ltd; Theratechnologies; Torrent Pharmaceuticals Ltd.; Transform Strategy Partners; UCB Pharma; UPS; Upsher-Smith; Vertex Pharmaceuticals; Vifor Pharma; Vivus; VMware; Waters; Waters Corporation; Women's Choice Pharmaceuticals; Wyeth Nutrition/Nestle; Xanodyne Pharmaceuticals; Zydus

Study Snapshot

Best Practices, LLC captured data from ten of its benchmarking studies to conduct a landscape assessment for the biopharmaceutical sector to identify evolutionary insights for Competitive Intelligence structure, staffing and investment.

Key topics covered in this report include:

  • Consensus definition of competitive intelligence
  • Competitive intelligence business models
  • Case studies to show management how best-in-class competitive intelligence functions contribute and add value
  • Structure analysis
  • Competitive intelligence staffing levels & skill sets in high-performing companies
  • Competitive intelligence process excellence
  • Competitive intelligence technology enablement and solutions
  • Competitive intelligence as enabler of leadership and best decision making


Key Findings

Sample key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Competitive Intelligence Cornerstones: Competitive Intelligence models are built on four cornerstones, evolving from self-service towards more consultative approaches where experienced Competitive Intelligence staff increasingly provide future-focused analysis to inform senior leadership decision-making - Service Level, Staffing, Information Types, and Analytic Perspective.

  • Most Important Competitive Intelligence Activities: Tracking of competitor products and clinical trials are the highest ranked general Competitive Intelligence activities.

  • Competitive Intelligence Budget Allocation: Labor (29%) and vendor costs (22%) consume about half of the Competitive Intelligence budget.

  • Competitive Intelligence FTE Levels: Competitive Intelligence FTE levels range from 0.23 To 3.5 FTEs per $1B in revenue supported, reflecting resource & portfolio differences.

  • Top Delivery Formats for Competitive Intelligence Insights: Ad-hoc reports, early warning alerts, and scheduled Competitive Intelligence reports are the most impactful delivery formats for informing key leaders.

Table of Contents

1.
Common Definitions Of Competitive Intelligencepgs. 5-7
2.
Competitive Intelligence Business Modelspgs. 8-11
3.
Structure Analysispgs. 12-17
4.
Using Centers of Excellence (CoE) To Balance Efficiency & Expertisepgs. 18-24
5.
Global Structures And Policies Leading Local Functionspgs. 25-30
6.
Competitive Intelligence Activities Across Product Lifecyclepgs. 31-37
7.
Investment Trends In Global Competitive Intelligence Organizationspgs. 38-43
8.
Competitive Intelligence Staffing Levels And Skillspgs. 44-48
9.
Roles & Scope Of Competitive Intelligence Teamspgs. 49-54
10.
Competitive Intelligence Standards Of Excellence For Project Supportpgs. 55-62
11.
Competitive Intelligence Differentiated Service Levelspgs. 63-66
12.
Competitive Intelligence Technology Enablement & Solutionspgs. 67-77
13.
Artificial Intelligence & Competitive Intelligencepgs. 78-85
14.
Competitive Intelligence Reporting Levels & Relationship To Leadershippgs. 86-91
15.
Competitive Intelligence Communication Channels & Frequenciespgs. 92-100
16a.
Competitive Intelligence Insight Typespgs. 101-108
16b.
Competitive Intelligence Insight Types: Case Examplepgs. 109-116
17.
Hallmarks of High Performing Competitive Intelligence Professionals & Organizationspgs. 117-124

    List of Charts & Exhibits

    01. Common Definitions of Competitive Intelligence
    • Competitive intelligence definitions explain how companies transform intelligence into action
    • Company-specific competitive intelligence definitions are influenced by company size, portfolio complexity and maturity

    02. Competitive Intelligence Business Models
    • High-performing competitive intelligence groups manage competitive intelligence as an integrated system serving multiple stakeholders
    • Competitive intelligence models are built on four cornerstones
    • Executive narratives on high-performing competitive intelligence groups becoming trusted, strategic internal advisors/consultants

    03. Structure Analysis
    • Competitive intelligence models predictably evolve to reflect portfolio complexity & global revenue growth
    • Three structural forms accommodating various competitive intelligence models
    • Structure of competitive intelligence group and general FTE range within each structure
    • Competitive intelligence structural forms
    • Key strengths and weaknesses within different competitive intelligence models

    04. Using a Center Of Excellence (CoE) to Balance Efficiency & Expertise
    • Organization of benchmark partners’ commercial / marketing function
    • What, when and why of CoE
    • Key strengths of and weaknesses of CoE model
    • Evolution of CoE models to suit different stakeholders needs for different types of competitive intelligence groups
    • High-performing centers of excellence leverage specialists across global functions, therapeutic areas and regions
    • Traits of a higher performing CoE competitive intelligence staffer

    05. Global Structures and Policies Leading Local Functions
    • All global competitive intelligence teams must answer critical questions regarding their global priorities and standards
    • Governing competitive intelligence activities in three ways
    • Global competitive intelligence structures must synchronize support across regions, business units and therapeutic areas / functional groups
    • Case sample: Competitive intelligence services map for $25B global biopharma
    • Level of centralized vs. decentralized support provided by global competitive intelligence staff

    06. Competitive Intelligence Activities Across Product Lifecycle
    • Ranking of competitive intelligence activities in order of importance for optimal performance of the function
    • Competitive intelligence activities to support R&D and clinical across the product development lifecycle
    • Competitive intelligence activities to support commercial across the product development lifecycle
    • Competitive intelligence activities to support manufacturing across the product development lifecycle
    • Competitive intelligence activities to support the product lifecycle
    • Case study: Competitive intelligence alerts to competitor’s “leapfrog” move at launch

    07. Investment Trends in Global Competitive Intelligence Organizations
    • Competitive intelligence budget to revenue
    • Competitive intelligence budget allocation
    • Competitive intelligence budget per FTE / $1B in revenue and competitive intelligence budget as a percentage of revenue
    • What’s the right resource level for your global competitive intelligence structure?
    • Case study: Competitive intelligence saves $380 million in product development costs

    08. Competitive Intelligence Staffing Levels and Skills
    • Competitive intelligence staffing levels rise as resources and product portfolios become more complex
    • Number of FTEs per $1B in revenue and salary per competitive intelligence FTE
    • Most important employee competencies for delivering maximum value performance
    • Competitive intelligence staff’s soft skills and training needs

    09. Roles & Scope of Competitive Intelligence Teams
    • Competitive intelligence ultimate reporting level
    • Competitive intelligence staff responsibilities
    • Competitive intelligence stakeholders
      Geographic span of responsibility of the competitive intelligence function represented by benchmark partners
    • Case study: Competitive intelligence extends patent life of a blockbuster under generic attack

    10. Competitive Intelligence Standards of Excellence for Project Support
    • High-performing competitive intelligence groups employ some form of the society for competitive intelligence professionals (SCIP) framework
    • Start of competitive intelligence projects
    • Questions for KIT/KIQ identification and questions to manage expectations
    • Competitive intelligence RFP template for a $45B global biopharma
    • Piecing together sources to address each KIQ directly or by proxy
    • Executing a standard analytical framework
    • Facets to consider in developing ethical guidelines and key components of an ethics guideline

    11. Competitive Intelligence Differentiated Service Levels
    • Competitive intelligence service levels provided to different leadership levels, units and functions
    • Competitive intelligence staff selection to serve different leadership levels, units and functions
    • Evolution of competitive intelligence service levels to serve more critical business decisions

    12. Competitive Intelligence Technology Enablement & Solutions
    • Competitive intelligence software and tools to accelerate productivity
    • Potential technology applications across the entire competitive intelligence workflow
    • Case study: Competitive intelligence safeguards assets and helps mitigate social media risks
    • Key questions to be answered when planning for a new competitive intelligence technology or agent
    • Case example: A competitive intelligence portal provides a one-stop solution competitive intelligence workflow
    • Highly valued technology tools / platforms and vendors in the overall competitive intelligence / knowledge management system
    • Case sample: Digimind
    • Case sample: Cipher
    • Case sample: WNS Integrate Edge
    • Case sample: Intelligence2day

    13. Artificial Intelligence & Competitive Intelligence
    • New cognitive technologies to transform competitive intelligence collection, pattern spotting and decision support
    • Application of cognitive technologies in three ways
    • Artificial intelligence benefits and challenges
    • Managerial framework for applying artificial intelligence to functional operations
    • Developing a strategy to harness artificial intelligence technologies for competitive intelligence
    • Rise of the data scientist role for leveraging artificial intelligence within the competitive intelligence group and across the enterprise
    • Use of artificial intelligence with existing competitor field data to spot opportunities and threats

    14. Competitive Intelligence Reporting Levels & Relationship to Leadership
    • Functional area of the person to whom the leader (direct manager) of the competitive intelligence function directly reports
    • Competitive intelligence reporting and internal stakeholders
    • Levels of management between competitive intelligence head and CEO
    • Level of competitive intelligence head at large organizations vs. small-mid size organizations
    • Competitive intelligence stakeholders

    15. Competitive Intelligence Communication Channels & Frequencies
    • Volume of competitive intelligence project requests from different departments
    • Number of competitive intelligence service requests received in a month
    • Breakout of competitive intelligence deliverable types
    • Lessons learned from competitive intelligence professionals
    • Top delivery formats for competitive intelligence insights
    • Best channels for communicating landscapes and key intelligence
    • Executive report delivery frequency and executive report component standards
    • Addressing various stakeholders proactively

    16a. Types of Competitive Intelligence Insight
    • Successful competitive intelligence types turn intelligence into insightful actions
    • Competitive intelligence activities and types by importance
    • Case sample: Therapeutic area competitive landscape and timeline for oncology
    • Ranking of competitive intelligence activities
    • Output of the competitive intelligence department / function
    • Primary research sources used and the effectiveness of each research resource
    • Case study: Competitive intelligence helps client inform decision to license a new compound

    16b. Competitive Intelligence Insight Types: Case Example
    • Case: How best to communicate competitive landscapes to board of directors, executive committee and investors / analysts
    • Case: Oncology landscape map
    • Case: Savvy competitive intelligence leaders prioritize the factors that best inform leadership and the board installing them in their assessments
    • Importance of general product or therapeutic area component as part of a 1-page competitive landscape template to help a senior leader understand critical dynamics of the market environment
      Refined landscape templates adding critical decision factors for each stakeholder group (risk, impact, economics, et. al.)
    • Length of competitive landscape assessment template
    • Key practices for delivering high-impact competitive assessments to senior leaders

    17. Hallmarks of High Performing Competitive Intelligence Professionals & Organizations
    • High-performers exhibit common key excellence indicators throughout the competitive intelligence process
    • High-performers engage their customers
    • High-performers use customer-focused strategies for success
    • High-performers process harvest, digest and transform data into insights
    • High-performing groups develop strong networks to build subject matter expertise
    • Effectively disseminating insights is critical to competitive intelligence group success
    • Veteran competitive intelligence staff develop communication skills to engage senior leaders