Pharma Competitive Intelligence Landscape Assessment

Industries Profiled:
Medical Device; Pharmaceutical; Health Care; Diagnostic; Manufacturing; Biotech; Biopharmaceutical; Technology; Communications; Consumer Products; Banking; Financial Services; Insurance; Research; Marketing; Chemical; High Tech; Consulting; Service; Electronics; Internet; Distribution; Computer Software; Energy; Clinical Research; Laboratories; Computers; Utilities; Telecommunications; Engineering; Shipping; Professional Services; Logistics; Science


Companies Profiled:
3M Pharmaceuticals; Abbott; Abbott Nutrition; Abbott Laboratories; AbbVie; actavis; Aditya Birla Group; Adocia; Alcon; Alcon Laboratories; Alembic; Alkermes; Allergan; Alnylam Pharmaceuticals; Amgen; Amylin; Anoto; ApotheCom; ARIAD; Array BioPharma; Astellas; AstraZeneca; B.Braun; Bausch & Lomb; Baxter Healthcare; Baxter International; Bayer Healthcare; Bayer; Biocon; BioCryst Pharmaceuticals; Biogen; Biogen Idec; Biological E. Limited; BioMarin; Biovail; Bioventus; Boehringer Ingelheim; Bristol-Myers Squibb; Cadila Pharmaceuticals; Centocor; Inc.; Central Bank of India; Citibank; Colorcon; ConjuChem Biotechnologies; Covance; Covidien; CSL Behring; Cubist Pharmaceuticals; Daiichi Sankyo; Datamatics Financial Services; Dendreon Corporation; Dentsply International; Diners Club International; doTerra; Dr Reddy's Laboratories; Eisai; Eli Lilly and Company; EMD Serono; Emergent BioSolutions; Endo Pharmaceuticals; Essilor International S.A.; Ethicon Endo-Surgery Inc.; Ethicon; Johnson & Johnson; Ethos Health Communications; Farma Health; Ferring Pharmaceuticals; Genentech; GlaxoSmithKline ; Gilead Sciences; Glenmark; Grifols; Human Genome Sciences; IBM; Immunex; IMS Health; Indegene Lifesystems; Infosys; Inspire Pharmaceuticals; Intel; Intermountain Healthcare; Ipsen; Ironwood; Janssen; Jazz Pharmaceuticals; King Pharmaceuticals; Kodak; Lac Mac; Lilly; Lonza Inc.; Mallinckrodt; McKesson; MedImmune; Medtronic; Medrad; Merck; Merck Serono; MyDataBall; Novartis; Nova Nordisk; Oracle; Orion Pharmaceuticals; PDL; PDL BioPharma; Pfizer; Pharma Consulting; Phillips; Procter & Gamble Pharma; Progress Energy; ProStrakan; Purdue Pharma; Quintiles; Ranbaxy; Roche; Rxperts; Salt Creek Biosciences; Sanofi; Sanofi Pasteur; Sanofi-Aventis; Santen; SAS; Sequor; Shire; Stiefel; Sunovion; Syntel; Takeda Pharmaceuticals; Tata Technologies; Teleflex; Tesaro; Teva Pharmaceutical Industries Ltd; Theratechnologies; Torrent Pharmaceuticals Ltd.; Transform Strategy Partners; UCB Pharma; UPS; Upsher-Smith; Vertex Pharmaceuticals; Vifor Pharma; Vivus; VMware; Waters; Waters Corporation; Women's Choice Pharmaceuticals; Wyeth Nutrition/Nestle; Xanodyne Pharmaceuticals; Zydus

Study Snapshot

Best Practices, LLC captured data from ten of its benchmarking studies to conduct a landscape assessment for the biopharmaceutical sector to identify evolutionary insights for Competitive Intelligence structure, staffing and investment.

Key topics covered in this report include:

• Consensus definition of competitive intelligence
• Competitive intelligence business models
• Case studies to show management how best-in-class competitive intelligence functions contribute and add value
• Structure analysis
• Competitive intelligence staffing levels & skill sets in high-performing companies
• Competitive intelligence process excellence
• Competitive intelligence technology enablement and solutions
• Competitive intelligence as enabler of leadership and best decision making

• Competitive Intelligence Cornerstones: Competitive Intelligence models are built on four cornerstones, evolving from self-service towards more consultative approaches where experienced Competitive Intelligence staff increasingly provide future-focused analysis to inform senior leadership decision-making - Service Level, Staffing, Information Types, and Analytic Perspective.

• Most Important Competitive Intelligence Activities: Tracking of competitor products and clinical trials are the highest ranked general Competitive Intelligence activities.

• Competitive Intelligence Budget Allocation: Labor (29%) and vendor costs (22%) consume about half of the Competitive Intelligence budget.

• Competitive Intelligence FTE Levels: Competitive Intelligence FTE levels range from 0.23 To 3.5 FTEs per $1B in revenue supported, reflecting resource & portfolio differences.

• Top Delivery Formats for Competitive Intelligence Insights: Ad-hoc reports, early warning alerts, and scheduled Competitive Intelligence reports are the most impactful delivery formats for informing key leaders.

• Competitive intelligence definitions explain how companies transform intelligence into action
• Company-specific competitive intelligence definitions are influenced by company size, portfolio complexity and maturity

• High-performing competitive intelligence groups manage competitive intelligence as an integrated system serving multiple stakeholders
• Competitive intelligence models are built on four cornerstones
• Executive narratives on high-performing competitive intelligence groups becoming trusted, strategic internal advisors/consultants

• Competitive intelligence models predictably evolve to reflect portfolio complexity & global revenue growth
• Three structural forms accommodating various competitive intelligence models
• Structure of competitive intelligence group and general FTE range within each structure
• Competitive intelligence structural forms
• Key strengths and weaknesses within different competitive intelligence models

• Organization of benchmark partners’ commercial / marketing function
• What, when and why of CoE
• Key strengths of and weaknesses of CoE model
• Evolution of CoE models to suit different stakeholders needs for different types of competitive intelligence groups
• High-performing centers of excellence leverage specialists across global functions, therapeutic areas and regions
• Traits of a higher performing CoE competitive intelligence staffer

• All global competitive intelligence teams must answer critical questions regarding their global priorities and standards
• Governing competitive intelligence activities in three ways
• Global competitive intelligence structures must synchronize support across regions, business units and therapeutic areas / functional groups
• Case sample: Competitive intelligence services map for $25B global biopharma
• Level of centralized vs. decentralized support provided by global competitive intelligence staff

• Ranking of competitive intelligence activities in order of importance for optimal performance of the function
• Competitive intelligence activities to support R&D and clinical across the product development lifecycle
• Competitive intelligence activities to support commercial across the product development lifecycle
• Competitive intelligence activities to support manufacturing across the product development lifecycle
• Competitive intelligence activities to support the product lifecycle
• Case study: Competitive intelligence alerts to competitor’s “leapfrog” move at launch

• Competitive intelligence budget to revenue
• Competitive intelligence budget allocation
• Competitive intelligence budget per FTE / $1B in revenue and competitive intelligence budget as a percentage of revenue
• What’s the right resource level for your global competitive intelligence structure?
• Case study: Competitive intelligence saves $380 million in product development costs

• Competitive intelligence staffing levels rise as resources and product portfolios become more complex
• Number of FTEs per $1B in revenue and salary per competitive intelligence FTE
• Most important employee competencies for delivering maximum value performance
• Competitive intelligence staff’s soft skills and training needs

• Competitive intelligence ultimate reporting level
• Competitive intelligence staff responsibilities
• Competitive intelligence stakeholders
  Geographic span of responsibility of the competitive intelligence function represented by benchmark partners
• Case study: Competitive intelligence extends patent life of a blockbuster under generic attack

• High-performing competitive intelligence groups employ some form of the society for competitive intelligence professionals (SCIP) framework
• Start of competitive intelligence projects
• Questions for KIT/KIQ identification and questions to manage expectations
• Competitive intelligence RFP template for a $45B global biopharma
• Piecing together sources to address each KIQ directly or by proxy
• Executing a standard analytical framework
• Facets to consider in developing ethical guidelines and key components of an ethics guideline

• Competitive intelligence service levels provided to different leadership levels, units and functions
• Competitive intelligence staff selection to serve different leadership levels, units and functions
• Evolution of competitive intelligence service levels to serve more critical business decisions

• Competitive intelligence software and tools to accelerate productivity
• Potential technology applications across the entire competitive intelligence workflow
• Case study: Competitive intelligence safeguards assets and helps mitigate social media risks
• Key questions to be answered when planning for a new competitive intelligence technology or agent
• Case example: A competitive intelligence portal provides a one-stop solution competitive intelligence workflow
• Highly valued technology tools / platforms and vendors in the overall competitive intelligence / knowledge management system
• Case sample: Digimind
• Case sample: Cipher
• Case sample: WNS Integrate Edge
• Case sample: Intelligence2day

• New cognitive technologies to transform competitive intelligence collection, pattern spotting and decision support
• Application of cognitive technologies in three ways
• Artificial intelligence benefits and challenges
• Managerial framework for applying artificial intelligence to functional operations
• Developing a strategy to harness artificial intelligence technologies for competitive intelligence
• Rise of the data scientist role for leveraging artificial intelligence within the competitive intelligence group and across the enterprise
• Use of artificial intelligence with existing competitor field data to spot opportunities and threats

• Functional area of the person to whom the leader (direct manager) of the competitive intelligence function directly reports
• Competitive intelligence reporting and internal stakeholders
• Levels of management between competitive intelligence head and CEO
• Level of competitive intelligence head at large organizations vs. small-mid size organizations
• Competitive intelligence stakeholders

• Volume of competitive intelligence project requests from different departments
• Number of competitive intelligence service requests received in a month
• Breakout of competitive intelligence deliverable types
• Lessons learned from competitive intelligence professionals
• Top delivery formats for competitive intelligence insights
• Best channels for communicating landscapes and key intelligence
• Executive report delivery frequency and executive report component standards
• Addressing various stakeholders proactively

• Successful competitive intelligence types turn intelligence into insightful actions
• Competitive intelligence activities and types by importance
• Case sample: Therapeutic area competitive landscape and timeline for oncology
• Ranking of competitive intelligence activities
• Output of the competitive intelligence department / function
• Primary research sources used and the effectiveness of each research resource
• Case study: Competitive intelligence helps client inform decision to license a new compound

• Case: How best to communicate competitive landscapes to board of directors, executive committee and investors / analysts
• Case: Oncology landscape map
• Case: Savvy competitive intelligence leaders prioritize the factors that best inform leadership and the board installing them in their assessments
• Importance of general product or therapeutic area component as part of a 1-page competitive landscape template to help a senior leader understand critical dynamics of the market environment
  Refined landscape templates adding critical decision factors for each stakeholder group (risk, impact, economics, et. al.)
• Length of competitive landscape assessment template
• Key practices for delivering high-impact competitive assessments to senior leaders

• High-performers exhibit common key excellence indicators throughout the competitive intelligence process
• High-performers engage their customers
• High-performers use customer-focused strategies for success
• High-performers process harvest, digest and transform data into insights
• High-performing groups develop strong networks to build subject matter expertise
• Effectively disseminating insights is critical to competitive intelligence group success
• Veteran competitive intelligence staff develop communication skills to engage senior leaders