Non-members: Click here to review a complimentary excerpt from “Competitive Intelligence Excellence: Structure, Resources, Competencies and Customer Relationships”
An effective competitive intelligence function provides valuable insights that can help bio-pharmaceutical organizations to make better decisions, anticipate threats, and avoid corporate risks.
However, the 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 study provides benchmarks around the structure and leadership of the competitive intelligence function, appropriate budget and staffing levels, requisite employee competencies, and best practices for delivering customer value.
- CI Evolution & Trends
- CI Structure & Leadership
- CI Budget & FTE Levels
- “How Much" Is Competitive Intelligence Used in the Organization
- Top 5 CI Employee Skills
- CI Customers & Customer Relationships
- Best Practices & Lessons Learned
- Structure and Reporting of Competitive Intelligence (CI) Groups
- Budget Allocated to Key Competitive Intelligence Activities
- Top Activities Used by the Competitive Intelligence Function
- Use of Competitive Intelligence Output
- Effective Metrics for Evaluating the Performance of CI Personnel
- Top 5 Most Effective Formats for Delivering CI Insights to Internal Customers and Stakeholders
- Effective Methods for Evaluating Internal Clients Satisfaction
- Approaches Used by CI Groups to Promote their Corporate Value and Encourage Greater Usage from Internal Customers
SAMPLE KEY FINDINGS
- Structure of CI Function: At 42% of the benchmarked companies, CI function has a hybrid structure, wherein some activities are centralized, others are done independently by individual departments or functional lines of business. A quarter of the companies have centralized structure while around 20% have a de-centralized CI function.
Best Practices, LLC engaged 24 Competitive Intelligence leaders from 20 leading healthcare companies in this benchmarking study. Participants represented small, mid-size and large bio-pharmaceutical and medical device companies. Almost 60% of the participants work in U.S. locations.