医薬品業界における競合インテリジェンス：競合インテリジェンスの役割と目的の拡大

Abstract

Solidify competitive intelligence' s presence to optimize decision making

Pharmaceutical competitive intelligence (CI) helps drive decision-making processes across an organization. As a forward-thinking, proactive support function, CI influences business development and brand management, among other areas. CI identifies market risks as well as business growth opportunities.

Recent years have seen CI groups on the upswing. Their role is evolving and developing a greater emphasis on adding strategic value. At the same time, CI' s budgets and staffing are increasing. Recent trends in structuring have led to increased efficiency. These are certainly encouraging signs, and CI groups are adapting to the changes.

But there is still much work to be done. CI teams still must fight for resources to succeed. They must also demonstrate their value and trumpet their successes. To not only survive, but to thrive as a function, CI must attract top talent, increase its reach and create a CI culture within an organization.

Pharmaceutical Competitive Intelligence examines top companies' practices to provide a guide for improving CI efforts. This report presents the focal points of the research in three chapters:

• Structuring for Success - Provides details on CI structures, including global-level reporting lines and placements; ways in which CI team trumpet their successes and create CI cultures; and the career paths laid out to make CI teams breeding grounds for future pharma leaders
• Resourcing for Growth - Reveals CI department-level budgets and staffing; brand-level phase-by-phase spending and staffing, which groups fund CI; and how companies demonstrate ROI on CI
• Increasing CI' s Reach - Examines how companies communicate their strategic value to internal clients and the resources and tools for collecting CI

Table of Contents

CHAPTER 1: STRUCTURING FOR SUCCESS

• Empowering Competitive Intelligence through Effective Structure
  • Percentage of Companies with Formal Competitive Intelligence Groups
  • Company I' s Global Structure
  • Decentralized Approach to CI
  • Linking Decentralized CI Groups
  • Way in Which CI Groups are Aligned
  • Company H' s Expertise Based Alignment
• Developing CI Career Paths and Understanding Skills that Lead to Success
  • Typical CI Hierarchy
  • CI Career Path
  • Desired Skills of CI Professionals

CHAPTER 2: RESOURCING FOR GROWTH

• Supporting Competitive Intelligence with Budgets and Staffing for Growth
  • Global Competitive Intelligence Spending by Company
  • US Competitive Intelligence Spending by Company
  • CI Headcounts Covering the US
  • CI Headcounts Covering Rest of World
• Supporting Brands Through Development: Phase-by-Phase Brand-Level Spending, Staffing and Activities
  • Phase at Which Companies Begin Conducting Competitive Intelligence to Support Developing Brands
  • Average CI Budget Supporting a Developing Product by Phase
  • Average CI FTEs Supporting a Developing Product by Phase
  • CI Budgets and Headcounts (in FTEs) Supporting a Developing Product in Pre-Clinical Trials through Registration & Launch
• Spending Analysis:
  • Quantitative vs. Qualitative and Primary vs. Secondary Research Choices- US and Rest of World Data
• Outsourcing of CI
  • Percentage of Budget Outsourced (US Competitive Intelligence)
  • Percentage of Budget Outsourced (Rest of World Competitive Intelligence)
• Funding of CI
  • Percentage of Companies with Dedicated Competitive Intelligence
  • Budgets
  • Number of Functions Contributing to Competitive Intelligence Budgets for Departments without Dedicated Budgets
  • Functions Contributing to Competitive Intelligence Budgets for Departments without Dedicated Budgets
  • Breakdown of Competitive Intelligence Budget Contributions for Departments without Dedicated Budgets
• Demonstrating ROI and Gathering Feedback from Internal Clients
  • Rating CI' s Biggest Challenges
  • Methodology for Measuring ROI

CHAPTER 3: INCREASING CI' S REACH

• Internal Resources for CI
  • Departments Participating in Internal Competitive Intelligence
  • Departments Participating in Collecting Competitive Intelligence
  • Departments Participating in Analyzing Competitive Intelligence
  • Departments Participating in Implementing Competitive Intelligence
  • Secondary Research Resources
• Timeline for Using CI Collection Tools-Phases at Which Companies Use Tools
  • Conventions and Meetings
  • Internal Portals
  • Online Databases
  • Sales Team
  • Face-to-Face Interviews
  • Information from Government, Advocacy Groups, Payer Reps
  • Predictive Techniques
• CI Data Storage Systems
  • Percentage of Companies with a System in Place to Share Past CI Projects