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Products & Services Competitive and Business Intelligence Structure and Alignment

Optimizing the Structure and Efficiency of the Competitive Intelligence Function

ID: PSM-383


Features:

19 Info Graphics

29 Data Graphics

340+ Metrics

47 Narratives


Pages: 58


Published: 2022


Delivery Format: Shipped


 

License Options:


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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
The Competitive Intelligence function plays a crucial role at pharma and biotech companies, providing timely and actionable insights to enable strategic decision-making at every stage of the product lifecycle.

Organizations must optimize the structure and capabilities of their Competitive Intelligence function to achieve high impact and mitigate numerous market risks.

Best Practices, LLC undertook this benchmarking research to probe how leading pharmaceutical and biotech companies are improving the efficiency and effectiveness of their Competitive Intelligence function. This report establishes benchmarks around the structures, budget, roles and responsibilities, and performance of the Competitive Intelligence function. Additionally, this report delivers critical benchmarks around vendor management, capabilities, key activities,
technology advancement, and use of Centers of Excellence.

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


Companies Profiled:
Abbott; Alkermes; Alnylam Pharmaceuticals; Amgen; Astellas; AstraZeneca; BioCryst Pharmaceuticals; Biogen; Bioventus; Cerevel Therapeutics; Clovis Oncology; CSL Behring; Daiichi Sankyo; Genentech; Ipsen; Ironwood; Novartis; Novo Nordisk; Orion Pharmaceuticals; Pfizer; Roche; Sanofi; SCIEX; Servier; Shire; Sunovion; Takeda Pharmaceuticals; Tesaro; Teva Pharmaceutical Industries Ltd; UCB Pharma; Uintah Consulting LLC

Study Snapshot

Best Practices, LLC engaged 38 Competitive Intelligence leaders from 31 biopharmaceutical companies through a benchmarking survey instrument and focus group interviews.

Key topics covered in this report include:

  • Structures of Competitive Intelligence functions, strengths and weaknesses of different structures, best practices
  • Roles and reporting relationships: Competitive Intelligence stakeholders, reporting roles, reporting functions, geographic span of responsibility
  • Critical Competitive Intelligence activities, ranking and budget
  • Enhancing Competitive Intelligence capabilities: vendor management, soft and hard skills, skills gaps and skills ranking
  • Use of Centers of Excellence for Competitive Intelligence functions

Key Findings

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

  • Competitive Intelligence Reporting Roles and Functions: For the large company segment, 76% report to senior director or above. Meanwhile, 50% of small–mid companies report to vice presidents. Typically, Competitive Intelligence sits in the market research/business analytics function (large companies – 58%; small-mid companies – 38%).
  • Competitive Intelligence Activities: Competitor product/portfolio profiling and competitor clinical trial tracking are the two top activities for both large and small–mid companies.

Table of Contents

Sr. No.
Topic
Slide No.
I.
Executive Summary: Insights, Opportunities & Analysisp. 3
Research overview: Objectives & Methodologyp. 3
Benchmark classp. 4
Key findingsp. 5
Demographicsp. 9
II.
Competitive Intelligence Operating Modelp. 12
Operating model evolutionp. 14
Why CI functions are changing or not changing their structuresp. 15
Strengths and weaknesses of modelsp. 16
Effective communication and coordination tacticsp. 18
III.
Roles and Reportingp. 20
Reporting roles and functionsp. 21
Competitive Intelligence stakeholdersp. 24
Geographic span of responsibilityp. 25
IV.
Staffing, Activities and Budgetingp. 27
Staff size and CI group compositionp. 28
Competitive Intelligence activitiesp. 30
Competitive Intelligence activities rankingp. 34
Effectiveness of budget modelsp. 35
Budget coordinationp. 36
Strengths and weakness of budget modelsp. 37
V.
Building Competitive Intelligence Capabilitiesp. 38
Competitive Intelligence leader qualificationsp. 39
Competitive Intelligence soft skillsp. 40
Competitive Intelligence trainingp. 42
Training type
Training delivery and frequency
Centers of Excellence for Competitive Intelligencep. 50
Key CoE strengths and weaknesses
VI.
Technology Advancementp. 53
AI implementations and gaps
VII.
Appendixp. 55

    List of Charts & Exhibits

    I. Competitive Intelligence Operating Model

    • Operating model of Competitive Intelligence function - Large companies vs. Small-mid sized companies
    • Evolution of Competitive Intelligence structures over time
    • Why Competitive Intelligence functions are changing or not changing their structures
    • Strengths and weaknesses of centralized and decentralized models for Competitive Intelligence operations
    • Functional leadership of the Competitive Intelligence function
    • Most effective coordination tactics used by the Competitive Intelligence function to coordinate work, data, and analyses
    • Most effective communication tactics used by the Competitive Intelligence function to convey insights and implications

    II. Roles and Reporting

    • Job level of the person to whom the leader (direct manager) of Competitive Intelligence function directly reports
    • Functional area of the person to whom the leader (direct manager) of Competitive Intelligence function directly reports - Large companies
    • Functional area of the person to whom the leader (direct manager) of Competitive Intelligence function directly reports - Small-mid sized companies
    • Key stakeholders for the Competitive Intelligence function
    • Geographic span of responsibility of benchmark partners’ Competitive Intelligence function - Large companies segment
    • Geographic span of responsibility of benchmark partners’ Competitive Intelligence function - Small-mid sized companies segment

    III. Staffing, Activities and Budgeting

    • Total number of FTEs in the Competitive Intelligence function
    • Competitive Intelligence group composition - Large companies vs. Small-mid sized companies
    • Activities conducted by the Competitive Intelligence function - Large companies
    • Ranking importance vs. conduct of Competitive Intelligence activities - Large companies
    • Activities conducted by the Competitive Intelligence function - Small-mid sized companies
    • Ranking importance vs. conduct of Competitive Intelligence activities - Small-mid sized companies Importance ranking of Competitive Intelligence activities for optimal performance of the function
    • Budget coordination for Competitive Intelligence activities – Total benchmark class
    • Budget coordination for Competitive Intelligence activities – Large companies vs. Small-mid sized companies
    • Key strengths and weaknesses existing within participants’ current budget model for their Competitive Intelligence operations

    IV. Building Competitive Intelligence Capabilities

    • Qualifications of Competitive Intelligence leaders within benchmark companies
    • Soft skills possessed by Competitive Intelligence staff and most critical training topics for development of strong Competitive Intelligence staff - Large companies
    • Soft skills possessed by Competitive Intelligence staff and most critical training topics for development of strong Competitive Intelligence staff - Small-mid sized companies
    • Types of training provided to Competitive Intelligence staff at Large companies
    • Types of training provided to Competitive Intelligence staff at Small-mid sized companies
    • Delivery methods of Competitive Intelligence training – Large companies vs. Small-mid sized companies
    • Frequency of training provided to staff on Competitive Intelligence guidelines – Large companies vs. Small-mid sized companies
    • Critical success factors in building successful relationships with Competitive Intelligence vendors
    • Use of Competitive Intelligence Center of Excellence (CoE) model – Large companies vs. Small-mid sized companies
    • Use of CoE model against structure of the Competitive Intelligence function
    • Structure of Competitive Intelligence CoE
    • Benefits of Centers of Excellence to the Competitive Intelligence function
    • Other insights by benchmark partners
    • Strengths and weaknesses of using a CoE model for Competitive Intelligence operations

    V. Technology Advancement

    • AI implementations and gaps within benchmark companies