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Products & Services Competitive and Business Intelligence Structure and Alignment

Optimizing the Competitive Intelligence Function: Operating Model, Roles and Reporting

ID: 5505


Features:

9 Info Graphics

12 Data Graphics

100+ Metrics


Pages/Slides: 29


Published: 2018


Delivery Format: Online PDF Document


 

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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.




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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: Click here to review a complimentary excerpt from “Optimizing the Competitive Intelligence Function: Operating Model, Roles and Reporting”

STUDY OVERVIEW


Intensifying competition, dwindling product pipelines and tightened regulatory scrutiny in the pharmaceutical sector have pushed the need for a high-impact Competitive Intelligence function. For the Competitive Intelligence function to be effective, it is important to optimize its structure and reporting relationships.

Best Practices, LLC conducted this benchmarking study to identify how leading pharmaceutical and biotechnology companies are maximizing the impact of their Competitive Intelligence function. In particular, this study provides benchmarks and insights around the appropriate structure, roles and reporting relationships of the
Competitive Intelligence function.


KEY TOPICS

  • Operating Model
  • Strengths and Weaknesses of Centralized and Decentralized Models
  • Functional Leadership
  • Effective Coordination and Communication Tactics
  • Reporting Level
  • Key Stakeholders
  • Geographic Span of Responsibility

KEY METRICS

  • What is the full job title of the person who directly manages your Competitive Intelligence (CI) group or function?
  • What is the job level and functional area of the person to whom the leader (direct manager) of your CI function directly reports?
  • Who are the key stakeholders for your CI function?
  • What is the geographic span of responsibility of the CI function that you represent?

SAMPLE KEY FINDINGS

  • Competitive Intelligence Function Structure: The Competitive Intelligence function has become increasingly decentralized over the last 10 years. In this study, 33% of the small-mid companies and only 8% large companies have a purely centralized Competitive Intelligence function. Many use some combination of a centralized and decentralized model. Insofar as utilizing a Centers of Excellence for Competitive Intelligence, 38% large and 20% small-mid companies have CoE.

METHODOLOGY


Best Practices, LLC engaged 23 Competitive Intelligence leaders from 20 biopharmaceutical companies through a benchmarking survey instrument and focus group interviews.


Industries Profiled:
Health Care; Pharmaceutical; Diagnostic; Biopharmaceutical; Biotech; Manufacturing; Medical Device; Clinical Research; Laboratories


Companies Profiled:
Abbott; Alkermes; Alnylam Pharmaceuticals; Amgen; Astellas; AstraZeneca; BioCryst Pharmaceuticals; Biogen; Bioventus; Ironwood; Orion Pharmaceuticals; Pfizer; Roche; Sanofi; Shire; Sunovion; Tesaro; Teva Pharmaceutical Industries Ltd; UCB Pharma

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.