COMPETITIVE

INTELLIGENCE

ANKIK PATEL12PMM 416

2ND SEM. DOPM,NIPER,MOHALI

JAUNT OF THE PRESENTATION

• BASIC COMPETITIVE INTELLIGENCE (CI) VIDEO • CI DEFINITION ,HISTORY,ADVANTAGE • RESOLUTION OF CI … MARKETING RESEARCH DILEMMA• PARTS OF CI • CI PROCESS IN PHARMACEUTICAL INDUSTRY • CI : ACTUAL PHASES IN PHARMACEUTICAL COMPANIES • CI TOOLS FOR 1) PRODUCT MANAGEMENT TEAM 2) MARKETING RESEARCH PROCESS

• PHARMCEUTICAL INDUSTRY ANALYSIS

HAVE A SNEAK PEAKKK . ..!!

BASIC COMPETITIVE INTELLIGENCE.wmv

COMPETITIVE INTELLIGENCE . .. There is a CHINESE saying for KARATE:

• Know thy-self, know thy competition, Get it right .. almost every time• Know thy-self, not know thy competition Get it right .. about half the time• Not know thy-self, not know thy competition, Get it WRONG ..almost every time

“It’s the process of ethically collecting, analysing & disseminating

accurate, relevant, specific, timely, foresighted & actionable intelligence regarding the implications of

-Business Environment -Competitors

-Organization itself”

- SOCIETY OF COMPETITIVE INTELLIGENCE PROFESSIONALS (www.scip.org)

COMPETITIVE INTELLIGENCE . .. HISTORY & WHY IS IT NEEDED ?

• In 1972 .. the Society of Competitive Intelligence Professionals (SCIP) was founded in the U.S. and grew in the late 1990s to around 6000 members worldwide, mainly in the U.S. and Canada,

• In 1980 .. Michael Porter published the study Competitive-Strategy: Techniques for Analyzing Industries and Competitors which is widely viewed as the foundation of modern competitive intelligence.

• Famous Intelligence Agencies . .. MOSAAD-ISRAEL INTELLIGENCE AGENCY,MI6-BRITISH SECRET INTELLIGENCE SERVICES,ISI-INTER SERVICES INTELLIGENCE(PAKISTAN),RAW(RESEARCH & ANALYSIS WING ) INDIACompetitive Intelligence Deptt. of PROCTER& GAMBLE,NOVARTIS are very famous.

WHYYYYY CI ? Playing the Game Differently New market opportunity New customers Develop/leverage new value chain strengths Playing the Game Better Focus on existing competitors/strategic position Incrementally improve existing strategies

MARKET RESEARCH … A PART OF CI

PARTS OF COMPETITIVE INTELLIGENCE

Strategic Intelligence It focuses on the longer term, looking at issues affecting a company’s competitiveness over the course of a couple of years. The actual time horizon for SI ultimately depends on the industry and how quickly it’s changing. Market Intelligence This highlights acquisition & analysis of information pertaining to trends, geopolitical issues and regulations in a firm’s market.

Technical Intelligence It entails examining every accessible research & development report and allied technical application in order to keep track of competitive technical know-how, make out business alternatives, and generate appropriate and well-timed warning signal to decision makers. Customer Intelligence It involves continuous identification & analysis of demographic factors, budget cycles, key internal influences & key focus areas of customers/prospects.

COMPETITOR INTELLIGENCE

This involves monitoring and analysis of key competitors, new competitors and probable competitors.

• Reasons for Monitoring Competitors :- Predict their next action Exploit their weaknesses Undermine their strength Blow up threats against them Undercut their opportunities

COMPETITOR INTELLIGENCE CONTD.

SOURCES OF DATA

ANALYSIS OF DATA

RECOMMENDATIONS

COMPETITIOR SENSITIVE

COMPETITOR INTELLIGENT

COMPETITIVE INTELLIGENCE PROCESS IN PHARMACEUTICAL INDUSTRY

• In a HIGHLY information sensitive industry like PHARMACEUTICAL INDUSTRY the goal of CI is to “Maximize OPPORTUNITY & Minimize RISK”

NEEDS

PLANNING &DIRECTIO

N

COLLECTION OF DATA

ANALYSIS,USE OF TOOLS

DISSEMINAT-ION

C I

PROCESS

PHASES OF PHARMACEUTICAL COMPETITIVE INTELLIGENCE

1)DRUG DEVELOPMENT

2)REGULATORY PHASE

3)COMMERCIALIZATION PHASE

STEPS OF CI PROCESS

1) • CLINICALTRIAL.GOV - ADVANCED SEARCH • RESULTS ON MAP • SEARCH BY TOPIC

COLLECTION OF DATA SECONDARY DATAIt is the secondary data that triggers the questions for PRIMARY DATA & creates a headroom for PRIMARY RESEARCH.

CLINICAL DATA DEVELOPMENT PHASE

• REGULATORY AGENCIES .. • Worldwide Government & Regulatory Bodies.pdf1)USA-FDA Approved Drug Products.pdf2)JAPAN-List of Approved Products _ Pharmaceuticals and Medical Devices Agency.pdf3)EUROPE - TEVA PHARMA REGULATORY APPLICATION.pdf CLIENT - The company/firm which needs this information. E.g. If STRYKER CORPORATION asks IMS HEALTH (INDIA) for MEDICAL DEVICE MARKET DATA, STRYKER CORPORATION is client of IMS HEALTH

VENDOR - The specialized organization which performs the particular PHASE or particular segment related task for clients . E.g. IMS HEALTH (INDIA) is a leading vendor which is prescription database provider in india

REGULATORY PHASE

COMMERCIALIZATION PHASE DRUG INFORMATION 1)PFIZER INDIA PRODUCTS LIST 2)DRUGSUPDATE.pdf3)Annual reports of Flamingo Pharmaceuticals Ltd.pdf4)DRL COMPANY INFO 5) Emerging Markets Information Service (EMIS).pdf

CI TOOLS FOR DIFFERENT DEPARTMENTS

• TOOLS FOR PRODUCT MANAGEMENT TEAM Get the Intelligence You're Missing Today on Competitors and Partners

Identify New Products and New Markets

Improve Launch Plans and Positioning

Keep Sales Team Current on Industry and Competitors

Speed Ramp Up of New Employees

Reduce Effort to Maintain Competitor Profiles

MARKETING RESEARCH TOOLS

EMPLOYEE INFROMATIONWWW.SPOKE.COM

WEBSITE INFORMATION

WWW.DOMAINTOOLS.COM/

COMPANY INFORMATION

WWW.ZOOMINFO.COM

MARKET TREND INFORMATION

WWW.TRENDWATCHING.COM

FINANCIAL INFORMATION

WWW.HOOVERS.COM

• OTHER SECONDRY INFORMATION RESOURCES

- MEDICAL SCIENCE LIASION - CONFERENCES,CONGRESS- KOL LECTURES

INDUSTRY ANALYSIS BACKBONE OF CI

• PORTER’S FIVE FORCE MODEL 1. Threats of entry posed by new or potential competitor (LOW)

-High entry barriers due to costs associated with research & development of new drugs (i.e. years of investment in R&D for a drug that may/may not work)-Government regulation (i.e. FDA)-The threat of entry posed by new or potential competitor is a LOW competitive force due to the above entry barriers & regulatory constraints.

2. Degree of rivalry among existing firms (HIGH)

-High rivalry among main companies in the industry. For example the current rivalry in the erectile dysfunction space where Bayer & GlaxoSmithKline claim that Levitra works Faster or Eli Lilly & ICOS claim that Cialis works longer than Pfizer’s Viagra-The degree of rivalry among existing firms is a HIGH competitive force

CONTD . .. 3. Bargaining power of buy ers (MEDIUM)• Hospitals & other health care organizations buy in bulk quantities and exert pressure on pharmaceutical companies to keep prices in check• Regular patients have lost bargaining power due to price increases in generic drugs• The bargaining power of buyers is a MEDIUM competitiv e force.

5. Closeness of substitute products (HIGH)• Demand for generic v ersus brand name drugs has increased because of the costs• Generic drug companies do not have the high costs associated with the research & dev elopment of new drugs and that allows them to sell at cheaper prices• The closeness of substitute products is a HIGH competitive force

4. Bargaining power of suppliers (LOW)• Sales for the pharmaceutical industry concentrate in a handful of large players and that has decreased the bargaining power of suppliers.• The bargaining power of suppliers is a LOW competitiv e force

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