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Products & Services Competitive and Business Intelligence Structure and Alignment

Pharma and Biotech CI Excellence: Optimizing the Structure and Efficiency of Your Competitive Intelligence Function

ID: PSM-348


Features:

15 Info Graphics

26 Data Graphics

250 Metrics

2 Narratives


Pages: 50


Published: 2018


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
A robust Competitive Intelligence function helps set the strategic direction of an organization in the complex and ever-changing pharmaceutical marketplace. Therefore, organizations need to optimize the structure and capabilities of their Competitive Intelligence function to drive business excellence.

Best Practices, LLC undertook this benchmarking research to identify how leading pharmaceutical companies are improving the efficiency of their Competitive Intelligence function. In particular, this report delivers benchmarks around the structures, budget, roles and responsibilities of the Competitive Intelligence function. Additionally, this report establishes critical competitive intelligence benchmarks around vendor management, capabilities, key activities and use of Centers of Excellence.

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

Study Snapshot

Best Practices, LLC engaged 23 Competitive Intelligence leaders from 20 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

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


1.
Competitive Intelligence Function Structure: There is no ideal structure. A majority enjoy a structure that combines attributes of centralization and decentralization.

2. Managing Vendors:

  • Shift from client - vendor to partner - partner mindset helps increase the productivity of the relationship and speed up the learning process.
  • Information sharing, collaboration & sufficient resourcing are critical attributes of a partner-partner model.

Table of Contents

I.Executive Summary: Insights, Opportunities & Analysisp. 3
Research Overview: Objectives & Methodologyp. 3
Benchmark Classp. 4
Key Findingsp. 6
Demographicsp. 8
II.Competitive Intelligence Operating Modelp. 11
Operating Model Evolutionp. 13
Strengths and Weaknesses of Modelsp. 14
Best Practicesp. 16
Communication and Coordination Tacticsp. 17
III.Roles and Reportingp. 19
Reporting Roles and Functionsp. 20
Competitive Intelligence Stakeholdersp. 23
Geographic and Therapeutic Span of Responsibilityp. 24
IV.Activities and Budgetingp. 26
Competitive Intelligence Activitiesp. 27
Competitive Intelligence Activities Rankingp. 29
Effectiveness of Budget Modelsp. 30
V.Building Competitive Intelligence Capabilitiesp. 32
Competitive Intelligence Staff Hard and Soft skillsp. 33
Competitive Intelligence Trainingp. 34
  • Identifying and Prioritizing Skills Gaps
  • Training Types and Frequency
Centers of Excellence for Competitive Intelligencep. 41
  • Key CoE Strengths and Weaknesses
VI.Appendixp. 47

    List of Charts & Exhibits

    I. Operating Model
    • Operating model of benchmark companies’ Competitive Intelligence function
    • Evolution of Competitive Intelligence structures over time
    • Reasons for changing or not changing Competitive Intelligence structure within the next 24 months
    • Strengths and weaknesses of centralized and decentralized Competitive Intelligence models
    • Job title of the person who directly manages participants’ Competitive Intelligence group or function
    • Most effective tactics to coordinate work, data, and analyses within the function and for stakeholders
    • Most effective tactics to communicate insights and implications within the function and for stakeholders

    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
    • Key Competitive Intelligence stakeholders
    • Geographic span of responsibility of benchmark partners’ Competitive Intelligence function

    III. Activities and Budgeting
    • Activities conducted by the Competitive Intelligence function
    • Importance order of Competitive Intelligence activities for optimal performance of the function
    • Budget coordination for Competitive Intelligence activities
    • Key strengths and weaknesses existing within participants’ current budget model for their Competitive Intelligence operations

    IV. Competitive Intelligence Capabilities
    • Qualifications of current leader/head of Competitive Intelligence function
    • Soft skills possessed by Competitive Intelligence staff and most critical training topics for development of a strong Competitive Intelligence staff
    • Types of training provided to Competitive Intelligence staff
    • Delivery method of Competitive Intelligence training
    • Critical success factors in building successful relationships with Competitive Intelligence vendors: Moving from vendor - client model to partner-partner model
    • Frequency of training on Competitive Intelligence guidelines
    • Use of Competitive Intelligence Center of Excellence (CoE) model
    • Location of Center of Excellence within participating organizations
    • Benefits of Centers of Excellence
    • Strengths and weaknesses of using a CoE model for Competitive Intelligence operations