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» Products & Services » » Business Communications » Internal Communication Excellence

Optimizing Leadership Presentations: Crafting & Delivering High Impact Competitive Assessments and Development Briefs for Executives

ID: 5353


Features:

12 Info Graphics

14 Data Graphics

300+ Metrics


Pages/Slides: 33


Published: 2015


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • SPECIAL OFFER
Non-members: Click here to review a complimentary excerpt from "Optimizing Leadership Presentations: Crafting & Delivering High-Impact Competitive Assessments and Development Briefs for Executives"

STUDY OVERVIEW

Functions such as market research and competitive intelligence play an important role in informing senior leadership about strategic opportunities and challenges in the marketplace. To be effective, functions involved with making strategic presentations to company leadership must develop executive briefing templates that are clear, concise and impactful.

This study probes winning strategies and critical content elements for effectively informing senior leaders through Competitive Market Landscape Summaries and Clinical Development Profile Maps. In particular, the study explores the critical elements and best formats for two common briefing templates: 1) the Competitive Landscape Summary Map and 2) the Development Landscape Profile Map (often described as the Data Disclosure or Clinical Trials Progress Summary).



KEY TOPICS

  • Study Overview & Findings
  • Crafting a High-Impact Competitive Landscape Assessment Template
  • Crafting a High-Impact Clinical Development Assessment Template
  • Reporting Structures & Processes for Maximizing Competitive Assessment Impact

SAMPLE KEY METRICS

  • What category of products do you create Competitive Landscape Assessments for?
  • What role do these functions play in preparing Competitive Assessments for leadership?
  • What is the level of the executive who presents Competitive Landscape Assessments to these groups?
  • What is the frequency of presenting updated Competitive Landscape Assessments?
  • Number of pages in executive brief/template for Competitive Assessment presentations to executive committee, board of directors and investor relations
  • Number of pages in executive brief/template for Clinical Development Landscape Assessment presentations to executive committee, board of directors and investor relations
  • Rate the importance of these competitor insights for a 1-page competitive landscape template
  • List the three most essential components of a successful competitive assessment
  • Rate the importance of these new product timing components for a 1-page competitive landscape template
  • Rate the importance of these trial design strategy insights for a 1-page clinical landscape template
  • Rate the importance of these competitor market insights for a 1-page clinical landscape template
  • Effectiveness of these approaches for simplifying and improving senior leaders' understanding of landscape templates
  • Three best practices for maximizing usage and value attached to competitive assessments for leadership

SAMPLE KEY FINDINGS

  • Always Deliver Competitive Assessments via In-Person Presentations: The only proven way to gain traction with senior leaders, according to almost all survey respondents, is to present competitive assessments in-person, whether through formal executive meetings or in one-on-one appointments. Email can be used to communicate urgent disruptions to the competitive landscape, but should otherwise be avoided – as should intranet postings and other less effective approaches.
  • Deliver Competitive Assessment Presentations & Updates Quarterly – Or More Frequently if Necessary: Though 42% currently present competitive assessments every six months, savvy intelligence teams find ways to get in front of key leadership groups more regularly, either through quarterly and monthly meetings or to spotlight urgent changes in the competitive landscape.

METHODOLOGY

This study engaged 30 executives from 27 leading pharmaceutical, biotech, and life sciences companies. Twelve research participants represented large pharma organizations, while the remaining benchmark class emerged from mid-sized and smaller companies.


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


Companies Profiled:
Abbott Laboratories; Lac Mac; Eli Lilly; Pharma Consulting; actavis; Rxperts; Novo Nordisk; Roche; Daiichi Sankyo; Amgen; Shire; Genentech; Pfizer; Vivus; Mallinckrodt; Bayer Healthcare; Boehringer Ingelheim; Sanofi; Merck; Merck Serono; King Pharmaceuticals; Quintiles; ProStrakan; Ranbaxy; Cadila Pharmaceuticals; Zydus Cadila


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.