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- Examining the hottest concerns in competitive intelligence today -Identifying and overcoming the upcoming challenges to revenue streams through intelligent intelligence work
- Forecasting shifting competitor focus in the face of patent expiry to better anticipate market movements
- Predicting the effects of the patent cliff on competitive strategies to better forecast movements
- Accurately interpreting patent data to build a full picture and long-term timelines of potential generic competition
- Anticipating long-term competitor strategies through identification of causes and early warning signs
- Developing long-term perspectives on the implications of patent expiry
- Nich Guthrie, Head of Forecasting, Global Marketing, ASTRA ZENECA
- Examining the potential impact of the US healthcare reforms on the pharmaceutical industry and your CI priorities
- Outlining the major implications of the Patient Protection and Affordable Care Act (PPACA) and the knock-on effects to the pharma industry
- Understanding how the Patient-Centered Outcomes Research Institute (PCORI) will affect your own and your competitors' corporate plans for pipeline development
- Reassessing competitive strategies and product developments in the light of PCORI priorities and assessments
- Maximising opportunities for additional sales and minimising risks of competitive threats through tactical understanding of market movement and growth
- Re-evaluating R&D and sales and marketing strategies in the light of the PPACA to capitalise on potential opportunities to gain market share
- Michael Ratcliffe, Vice President, Healthcare and Pharmaceutical Practise, FULD & CO.
- Examining CI in research - delivering illuminating analyses to support all developmental areas through acknowledgement of early R&D programmes
- Exploring the challenges of CI support for early-stage R&D programmes
- Considering the differences in CI support for early-stage versus late-stage programmes to better direct intelligence efforts
- Monitoring the competitive environment: automation and training as tools for maximising analyst resource
- Coordinating resources to address intelligence questions and to provide proactive support
- Alex Roland, Manager, Library, Information Services & Competitive Intelligence, MEDIMMUN E LTD
- Exploring the convergence of diagnostic and pharmaceutical areas to develop your understanding of the future competitive landscape
- Identifying the key differences when delivering competitive intelligence in the diagnostic area
- Understand the implications of a new era of personalized therapies on partnerships in drug discovery
- Outlining the current implications of this convergence on your CI work
- Forecasting the mid-long term effects of this on the industry and competitive landscape
- Matias Garcia Acevedo, Market Intelligence, ROCHE DIAGNOSTICS SL
- Biosimilars: Understanding how competitive intelligence can support companies facing the challenge of a third market dynamic between original and generic products
- Understanding the generics companies' paradigm and methodologies
- Overview of patent challenges to best understand upcoming licensing and M&A activities linked with biosimilars
- Determining key differentiators in CI requirements between traditional generic, biosimilars and “biobetter” threats
- Understanding geographical regulatory differences and their implications for competitive intelligence
- Deciding on the optimal point at which to begin generics and biosimilars tracking
- Key learnings for your pharma CI practice
- Dr John Gladish, Managing Director, Europe, Pennside Partners GmbH
- PANEL DISCUSSION: Exploring the implications of developments in biosimilar and generic products from developed and emerging market landscapes; understand the legal and competitive implications and minimise their impact on your market share
- Understanding the legality and approach of patent challenges to best identify and predict their appearance
- Exploring patent “infringements” - recognising and managing the impact of these with effective CI
- Handling the implications of non-traditional competitors to best maintain your competitive edge
- Determining the emerging trends and strategies of new competitors to understand how to address differing business practices and competitive landscapes
- Forecasting future developments and assessing the significance of these changes for business and market models
- John McDonald-Dick, Former Senior Competitive Intelligence Manager, Biosimilars, F.HOFFMAN LA ROCHE
- Pablo Prados, Head, Scientific Competitive Intelligence, SANOFI -AVENTIS
- Achieving a consolidated intelligence effort through valuable internal communication, resource, and collaboration implementations
- Evaluating the suitability and rewards of various IT platforms to facilitate information sharing and intra-company efficiency
- Exploring the different platform options available to ease communication and collaboration
- Assessing the fitness of these platforms to different CI organisational setups
- Investigating how platforms can be tailored and built on according to the complexity of your needs
- Optimising and measuring the ROI of a new platform implementation
- Peter McMeekin , Director, Competitor Intelligence & Global Product Strategy IT , GLAX OSMITHKLIN E
- Enhancing the appeal of your CI deliverables through creative tailoring to specific users to add demonstrable value to your work
- Outlining the benefits and shortcomings of traditional delivery methods
- Exploring alternative formats and evaluating feedback from these
- Understanding how time demands and decision making processes aff ect the use of intelligence “products”
- Exploring the options, benefits and drawbacks of outsourcing in deliverables
- session reserved for global head of CI, BAYER HEALTHCARE
- “Squaring the circle - Optimising CI delivery with reduced staffing levels
- Maintaining a rewarding intelligence function with reduced personnel
- Finding innovative solutions to minimise disruption to intelligence services caused by resource cuts
- Leveraging synergies between primary MR and primary CI for highly effective decision support
- Determining the outlook into the future of the CI function at Actelion
- dr robert siegmund mBa, director, global Commercial analytics, CCTELION
- Maximising the productivity of new product planning and business development through optimizing competitive insights
- Highlighting the importance of the correct use of CI to fully understand market dynamics when launching a new product
- Making full use of CI to develop the marketing strategy launch plan
- Mapping current and future market trends, using CI insights to forecast and predict product life cycles
- Optimising CI information and strategic insights to improve business development
- Ana Perez, MBA, senior analyst, LUNDBECK
- Exploiting opportunities to improve the delivery of CI by exploring alternative set-ups and effective cost-saving implementations
- Identifying the best strategies to source competitive information in emerging market environments to improve the execution of your global intelligence function - lessons learned from the Acciona perspective
- Applying the CI function to the energy, construction and water business units
- Tackling the hurdles when sourcing new leads in unfamiliar territories
- Identifying key secondary information early and efficiently to speed the intelligence build
- Effectively sourcing primary intelligence in emerging competitive landscapes through overcoming language and cultural barriers
- Exploring the best methods to integrate CI for different business units into single, user-friendly deliverables
- Mario Esteban-Martinez, Innovation Manager & Head of Intelligence, ACCIONA
- Examining competitive intelligence work in the chemicals industry to assess how innovative thinking may be implemented in pharmaceutical CI to improve the efficiency of the function
- Although a growing and developing young function, CI in pharmaceuticals lacks the innovative tools and analyses of other industries. From a case study of this comparable business environment you will broaden your thinking and explore new possibilities in your future projects
- Examining the organisation of intelligence within the DSM Innovation Center
- Exploring how the embryonic nature of the topics at hand create further challenges
- Effectively tapping into new markets for which limited secondary research can be done
- Investigating the interaction with key decision makers within the company and its fundamental impact on group structure
- Thinking creatively about business models and identifying value potential
- Supporting, facilitating and challenging the way DSM evaluates its decisions to ensure informed decisions are made
- Ubald Kragten, Business and Marketing Group Head, DSM INN OVATI ON CENT ER
- Establishing a CI department in mid-size biopharmaceutical company
- Understand the steps you must take to assess and
- Outlining effective methods of hiring, training and coaching talents to build a “CI dream team”
- Delivering added value insights to effectively impact the business
- Broadening the CI scope to influence the company’s strategy
- Communicating and networking to improve the intelligence facility and reach “collective intelligence”
- Nicolas Py, Associate Director, Business Intelligence, DEBIOPHARM GROUP
- Determining the most practical guidelines to prove the value and returns on your CI work
- Review the methods by which CI and market insights teams can demonstrate their value to the brand and marketing departments
- Understanding management perspectives on key performance indicators and ROI
- Explore the methods and strategies of proving qualitative and quantitative ROI
- Building workable solutions to demonstrate the concrete importance of your work
- Dr Carole Brückler, Director, EU Operations, DEALLUS GR OUP
- Optimising resources through intelligent recruitment and retention of CI talent
- Gaining an advantage in the highly competitive marketplace for talent to ensure company needs are met
- Outlining the key skills required for superior intelligence work to facilitate effective identification of top recruits
- Exploring strategies to identify and recruit top CI human resources
- Understanding key factors to optimise retention of competent intelligence professionals
- Implementing the best methods to interact and engage with decision makers and the internal intelligence network
- Robin Kirkby, Director, Strategic Intelligence, NY COMED INT ERNATI ONAL MANAG EMENT GM BH
- Doing more with less - delivering valuable competitive intelligence work with a CI team of two
- Learn the steps you can take to increase the CI offering without increasing resource and recruitment demands
- Integrating your CI into other departments to improve specialisation of information
- Coordinating disparate intelligence for ease of use by decision makers
- Strategies for developing competitive intelligence offerings without increased investment
- Brigitte Deschamps, Competitive Intelligence Manager, IPS EN
- Assessing the possibilities in cross-departmental cooperation strategies to develop a more effective and coordinated intelligence function
- Exploring the possibilities, benefits and drawbacks to co-management of documentation and intelligence departments
- Creating cross-links with other knowledge, informatics and intelligence departments to facilitate information sharing
- Assessing the possibilities of shared project harmonisation to improve efficiency and diminish duplication of effort
- Encouraging coordination of questions and requirements from above
- Understand lobbying management for increased understanding of intelligence functions and the need for departmental integration
- Dr Jacques Ferte, Scientific Information & Competitive Intelligence, GALDERMA R&D
- Conducting competitive intelligence analyses across borders with intradepartmental and multi-national teams
- Optimising the function by moving beyond borders to answer key customer's needs
- Key strategies you can implement to establish a network of multinational and intra-department connections as a key success factor
- Explore the use of virtual teams and war games as effective tools to improve the integration of your competitive intelligence analyses
- Sara Panigone, Scientific Competitive Intelligence Adviser, CHIESI FARMACEUTICI SPA
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