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Strategic Pharmaceutical Competitive Intelligence: Trends and Implications for the Future
Cutting Edge Information, Nov 2010, Pages: 148
Raise CI's Profile Within Your Organization!
Pharmaceutical competitive intelligence teams face unique challenges in today's market. Given the economy's turbulence since 2008, many companies have cut their CI teams entirely. But this study shows that organizations that retained their competitive intelligence groups through the tough times are gradually increasing resources for CI. Furthermore, they're elevating these teams' strategic positioning to deliver maximum impact.
Competitive intelligence teams succeed when they're visible, report to strategic planners and C-level executives and focus on pure CI-related activities. This study provides critical benchmarks to help your company:
- Restructure the CI team for success:
Make sure your team does not stay buried in the organizational structure. Learn how to develop proper reporting lines and implement a more strategic organizational structure that will provide greater visibility and generate greater strategic impact.
- Obtain higher CI budgets:
Did you know that CI team budgets have gradually increased since 2007? Has yours? Learn why top-notch companies are funding competitive intelligence with greater investments year after year - and how they reap the benefits of their increasingly important teams.
- Create a competitive intelligence culture:
Although competitive intelligence teams remain small, many companies do not rely solely on CI groups to do all the work. Learn how companies establish a culture of competitive intelligence to collect and share valuable information throughout the organization.
CHAPTER 1: POSITIONING COMPETITIVE INTELLIGENCE FOR MAXIMUM STRATEGIC IMPACT
17 data charts detailing competitive intelligence teams' structures, reporting lines and sample organizational charts:
- Dedicated vs. non-dedicated CI teams
- Four companies' organizational charts
- Level of executive leadership overseeing competitive intelligence activities
- Percentage of time dedicated by other functions to conduct competitive intelligence work
- United States and European comparisons
- Average age of competitive intelligence teams
- Reporting relationships to market research organizations
- Ties to C-level executives
CHAPTER 2: COMPETITIVE INTELLIGENCE RESOURCES
36 data charts focused on the following:
- Competitive Intelligence Collections:
-- Functions that collect competitive intelligence within the organization
-- United States and European comparisons
- Competitive Intelligence Team Responsibilities:
-- Team responsibilities in the US and in Europe
-- Studies and analysis performed by the competitive intelligence team in the US and in Europe
- Time to complete different activities:
-- SWOT analysis
-- Porter's 5-forces model
-- Four corners analysis
-- Competitor benchmarking
-- Competitor analysis
-- War gaming
-- Scenario planning
- Brand-level tasks that rely on competitive intelligence in the US and in Europe:
-- Setting the price
-- Developing marketing campaigns
-- Brand positioning
-- Determining patent protection strategies
-- Developing lifecycle management plans
-- Creating a risk-evaluation and mitigation strategy (REMS)
-- Investigating sales strategy
-- Identifying new thought leaders
-- Competitive intelligence tool timeframes:
-- Conventions and meetings
-- Sales team
-- MSL team
-- Internal databases
-- Internet portals
-- Syndicated research
-- Direct (face-to-face) interviews
-- Online databases
-- Information from government, advocacy or payer groups
-- Predictive techniques
CHAPTER 3: BUDGETS, STAFFING AND PERFORMANCE MEASUREMENT
38 data charts focused on the following:
- Competitive Intelligence Budgets:
-- United States and Europe
-- 2009 and 2010
-- Items covered by competitive intelligence budgets
-- Budget sources in the United States and Europe
-- Competitive intelligence resources for emerging markets
- Competitive Intelligence Staffing:
-- Team staffing data:
-- United States and Europe
-- 2009 and 2010
- Team make-up:
-- Years of experience for competitive intelligence team staffs
-- Desired experience level, traits sought and educational backgrounds for new hires
-- Support for developing products:
-- Timelines for determining when to begin supporting developing products with competitive intelligence
-- Staff support for developing products:
- Competitive intelligence team compensation levels:
-- Director compensation (experienced and newly hired)
-- Manager compensation (experienced and newly hired)
-- Senior analyst compensation (experienced and newly hired)
-- Analyst compensation (experienced and newly hired)
-- Bonus compensation percentage
Performance Measurement:
- Performance measurement methodology in the US
- Performance measurement methodology in Europe
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