COMPETITIVE

INTELLIGENCE
ANKIK PATEL
12PMM 416
2
ND
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



Its 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 ) INDIA
Competitive 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
companys competitiveness over the course of a couple of years. The actual time horizon for SI
ultimately depends on the industry and how quickly its changing.

Market Intelligence
This highlights acquisition & analysis of information pertaining
to trends, geopolitical issues and regulations in a firms 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
RECOMMEN
DATIONS


COMPETITOR
AWARE
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
&DIRECTION
COLLECTION
OF DATA
ANALYSIS,U
SE OF TOOLS
DISSEMINAT
-ION
C
I

P
R
O
C
E
S
S
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 DATA
It 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.pdf
1)USA-FDA Approved Drug Products.pdf
2)JAPAN-List of Approved Products _ Pharmaceuticals and Medical Devices
Agency.pdf
3)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.pdf
3)Annual reports of Flamingo Pharmaceuticals
Ltd.pdf
4)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
INFROMATION
WWW.SPOKE.COM
WEBSITE
INFORMATION
WWW.DOMAINTOOLS.C
OM/
COMPANY
INFORMATIO
N
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
PORTERS 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 Pfizers 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
THANK
YOU