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Products & Services

Best Practices In Competitive Intelligence: Policies & Guidelines That Reduce Corporate Risks

ID: PSM-260


Features:

5 Info Graphics

23 Data Graphics

129 Metrics

16 Narratives

3 Best Practices


Pages: 52


Published: Pre-2014


Delivery Format: Shipped


 

License Options:
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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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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Competitive Intelligence (CI) groups play an important part in helping organizations compete in a complex and ever-changing marketplace by providing insights that help set strategic and tactical direction for commercial operations. In the biopharma sector in particular, companies improve their chances for success in a volatile business environment by using both primary and secondary Competitive Intelligence research to help them anticipate and respond strategically to external change. This makes it critical for organizations to have policies and guidelines in place for conducting CI that reduce corporate risk - and yet enable gathering of critical information - in a closely regulated pharmaceutical industry.


Best Practices, LLC undertook this timely study to identify the key benchmarks of world-class companies for optimizing CI operations and working with the Legal department to develop policies. The research also delivers insights into the best practices for collection, use and sources of primary data - including employment of third party vendors for primary data collection. It also provides benchmarks around CI resources, staffing and structure. CI leaders can use this research to help create or maintain policies and guidelines regarding CI operations as well as to compare their data collection practices and resource/structural benchmarks with those of leading organizations.


Industries Profiled:
Pharmaceutical; Biotech; Consumer Products; Medical Device; Research; Health Care


Companies Profiled:
Abbott Laboratories; Amgen; Astellas; Bausch & Lomb; Baxter International; Boehringer Ingelheim; Biovail; Covance; Covidien; Daiichi Sankyo; Eisai; EMD Serono; Ethicon Endo-Surgery Inc.; Inspire Pharmaceuticals; MedImmune; Merck; Novo Nordisk; Pfizer; Sanofi-aventis; Takeda Pharmaceuticals; Xanodyne Pharmaceuticals


Study Snapshot

Primary research was conducted through an online survey instrument and in-depth interviews. 27 leaders of Competitive Intelligence and related functions at 22 leading pharmaceutical companies had participated. More than 60% of the respondents hold positions of Director level or above.

This benchmarking study provides effective guidelines for optimizing Competitive Intelligence (CI) operations and working with Legal department to develop policies. The research also draws specific insights into the best practices for collection, use and sources of primary data - including employment of third party vendors for primary data collection, CI resources, staffing and structure.

Sample Key Findings

  • Primary research helps CI groups fill information gaps - 92% of the benchmark participants do primary research as part of their CI programs. The top three uses of primary data collected by CI are competitors’ product profiling, competitors’ company profiling and scenario development and planning.
  • Internal groups also contribute intelligence to CI – The marketing, business analytics and medical affairs are the leading internal sources of CI. However, those sources for primary CI are neither as frequently used nor as highly valued as the top external sources. Top three most valued internal sources include employees who previously worked for competitors, market research and business analytics.
Table of Contents

Executive Summary, p. 3
Research Overview, p. 4
Benchmark Participants, p. 5-6
Key Findings, p. 7-12
Definitions & Abbreviations, p. 13
CI Data Sources & Activities, p. 14-23
Developing Effective CI Guidelines & Policies, p. 24-37
Structure of CI Organizations, p. 38-47
Best Practices in CI Management, p. 48-51

List of Charts & Exhibits

KEY TOPICS
  • CI data sources & activities
  • Developing effective CI guidelines & policies
  • Structure of CI organizations
  • Best practices in CI management

SAMPLE KEY METRICS
  • Best internal & external sources for primary CI data
  • Key primary data sources used by third- party CI vendors
  • Uses of primary CI data
  • Processes for developing effective CI guidelines and policies
  • Legal involvement with CI guidelines
  • Frequency of CI guidelines training
  • Training venues
  • CI structure and organizational leadership
  • CI resources, including average number of FTEs
  • Pitfalls and lessons learned
  • Best practices for CI management