Medical Device Competitive Intelligence (PH149)

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Published 2010
91 Pages
250+ Metrics
60+ Charts and Diagrams

Establish CI Within Your Organization

Medical device companies' competitive intelligence teams often number no more than one individual tasked with monitoring competitors' activities. But competitive intelligence has the potential to drive significant strategic change throughout the organization.

Without the proper resource support, CI teams at device companies may never reach the level of sophistication seen at other life sciences or consumer products organizations. In short, device companies can be doing much more to boost their competitive intelligence strategic impact.

Competitive intelligence teams succeed when they're visible, have appropriate funding and staffing resources and focus on pure CI-related activities. This study provides critical benchmarks to help your company:

Restructure the CI team for success

Make sure that your CI team does not remain buried in the market research organization. Learn how to develop proper reporting lines and implement a more strategic organizational structure that will provide the competitive intelligence team greater visibility and generate greater strategic impact.

Align CI with strategic goals

Some medical device companies are using competitive intelligence to inform business development and C-level executives' strategic decisions. These demands from high-level stakeholders require CI teams to align with corporate-wide goals, a practice that many device companies have yet to implement. Learn how to transform your competitive intelligence team into a sophisticated strategic decision-support function.

Improve CI performance

Performance measurement is a tricky prospect for many decision-support activities. The same is true for competitive intelligence. This study provides real world examples and case studies of how medical device companies have implemented best practices to track the performance of their competitive intelligence teams and improve their impact.

Medical Device Competitive Intelligence Metrics

Chapter 1: Budgets, Staffing and Performance Measurement

26 data charts focused on the following:

Competitive Intelligence Budgets

  • Budget breakdowns for:
    • United States
    • Europe
    • Rest-of-World
  • Items covered by CI budgets
  • Funding sources
  • Budget allocations for outsourced activities in:
    • United States
    • Europe
    • Rest-of-World

Competitive Intelligence Team Headcounts

  • Staffing breakdowns for:
    • United States
    • Europe
    • Rest-of-World
  • 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

Chapter 2: Empowering Competitive Intelligence Teams through Effective Structure

8 charts detailing competitive intelligence teams' structures, reporting lines and sample organizational charts:

  • Dedicated vs. non-dedicated CI teams
  • Average age of competitive intelligence teams
  • Prevalence of market research oversight for competitive intelligence
  • Titles for competitive intelligence leaders

Chapter 3: Competitive Intelligence Resources, Responsibilities and Tools

23 data charts focused on the following:

Resources for Collecting CI

  • Functions that collect competitive intelligence within the organization

Competitive Intelligence Team Responsibilities

  • Competitive intelligence responsibilities
  • Time to complete different activities:
    • SWOT analysis
    • Scenario planning
    • War gaming
    • Stage-gate analysis
    • Financial modeling
    • Four corners analysis
    • Porter's 5-forces model
  • Competitive intelligence tool timeframes:
    • Conventions and meetings
    • Internal databases
    • Internet portals
    • Online databases
    • Syndicated research
    • Sales team
    • MSL team
    • Direct (face-to-face) interviews
    • Information from government, advocacy or payer groups
    • Predictive techniques

Medical Device Competitive Intelligence Report Sample

The following excerpt is taken from Chapter 1, "Budgets, Staffing and Performance Measurement." The full report includes benchmarks for US, European and Rest-of-World budgets.

Functions Funding CI Budgets

Seeing the departments from which competitive intelligence teams draw funding often reveals a great deal about the groups that CI teams serve most and how these teams coordinate and reside within the organizational structure. Figure 1.6 shows the funding sources of surveyed competitive intelligence teams (Figure 1.6 appears in the accompanying summary). As shown, the largest and most common contributors to dedicated teams' funding are marketing and market research organizations. In fact, marketing groups fund 100% of CI's operations at two of the surveyed companies while market research funds 100% at another three surveyed companies.

Other functions that fund some level of competitive intelligence at participating companies include business development, strategic planning, knowledge management, new product planning and C-level executive teams. It is interesting to note the lack of consensus around funding sources among surveyed companies. Company A's funding source reveals that this team is part of a larger knowledge management group that oversees functions such as market research, competitive intelligence and library services.

Companies M and N — neither of which have dedicated competitive intelligence teams - fund CI activities out of a combination of marketing and new product planning (Company N) and market research (Company M). Market research's strong presence at Company M is not surprising as it is the most logical group from which to operate competitive intelligence in the absence of a dedicated team.

The following is excerpted from Chapter 2, "Empowering Competitive Intelligence Teams through Effective Structure." See the full report for detailed information on medical device companies' competitive intelligence team structures.

Create Director-Level (or Higher) Leadership to Increase Strategic Impact

Figure 2.8 shows the level of leadership heading competitive intelligence teams at surveyed medical devices companies (Figure 2.8 appears in the accompanying summary). As shown, 70% of the competitive intelligence teams surveyed have director-level or higher leadership in place. This arrangement is fortunate for medical device firms, as competitive intelligence teams led by positions lower than director generally have less access to strategic leadership.

A lack of access and strategic impact is one factor that most often leads to the cycle of staffing ramp-ups and downsizing among CI teams. Establishing a strong leadership position with access to strategic heads is the best method to break that cycle and empower CI.

The access to C-level executives and strategic planners by director-level heads allows competitive intelligence teams to communicate their findings to strategic leaders and demonstrate the impact of their recommendations to senior decision makers. Greater access also creates greater visibility for the competitive intelligence team's successes, thereby making the group less susceptible to downsizing.

When senior leadership at Company 6 realized that the manager of its competitive intelligence team had very little impact on the strategic direction of the company and no access to the executive team, the company created a director-level position to head competitive intelligence. The director of CI now has direct access to the company president.

Prior to the change, it was difficult for the less-elevated CI team to incorporate the strategic elements of intelligence gathering, according to an interviewed executive from Company 6. The teams' responsibilities included news article scans and pipeline analyses, but these responsibilities did not incorporate any strategic insights.

Now, with a director of competitive intelligence in charge, senior leaders send direct requests for strategic information to the team. This increases the reach of the team, makes it a more valuable piece of the overall strategic effort and helps the company make more informed decisions.

The following is excerpted from Chapter 3, "Competitive Intelligence Resources, Responsibilities and Tools." For detailed information on expanding CI teams' roles and responsibilities, please refer to the full study.

Make Field Reporting Easy by Incorporating Mobile Technology

Designated portals, databases and hotlines make it easier for mobile employees such as sales reps and business development professionals to report competitive intelligence when they come across it in the field. Without such tools, important competitive information can be lost. To garner the most success, interviewees report that portals need to be easily accessible via mobile devices like smartphones and PDAs.

Mobile technology, including smartphones, PDAs and laptops, has become commonplace for field forces. Training individuals to record intelligence on the spot ensures more accurate and detailed information — and more information, period. Waiting to get back to the office to log into a company database takes too long, and important details can be lost.

At one surveyed company, the CI team maintains a web portal and a telephone hotline that employees can access at any time if they come across pertinent data. An interviewee reports that making these portals accessible from the field was integral to the company's collection strategy.

Sales reps regularly input intelligence, but the gathering does not stop there. The CI team responds to virtually every input made by company resources. In this way, data collection "becomes a two-way street for information," according to an interviewed executive. When team members follow up with individuals who submit CI information, the advantages are two-fold. Employees see that their efforts contribute to a greater cause, and the CI team gets to probe further to glean the most detail from colleagues.

At Company 7, a formal system for collecting intelligence in the field is not yet in place, but CI leaders feel it would be useful. Still, the team does ask field forces to submit information via email or even by post-it note. However, an executive notes that "We need more formalized systems to be able to get those nuggets that are being seen and heard and bring that in to help bring a picture of what's really going on."

Medical Device Competitive Intelligence Report Sample

The following excerpt is taken from Chapter 1, "Budgets, Staffing and Performance Measurement." The full report includes benchmarks for US, European and Rest-of-World budgets.

FUNCTIONS FUNDING CI BUDGETS

Seeing the departments from which competitive intelligence teams draw funding often reveals a great deal about the groups that CI teams serve most and how these teams coordinate and reside within the organizational structure. Figure 1.6 shows the funding sources of surveyed competitive intelligence teams (Figure 1.6 appears in the accompanying summary). As shown, the largest and most common contributors to dedicated teams' funding are marketing and market research organizations. In fact, marketing groups fund 100% of CI's operations at two of the surveyed companies while market research funds 100% at another three surveyed companies.

Other functions that fund some level of competitive intelligence at participating companies include business development, strategic planning, knowledge management, new product planning and C-level executive teams. It is interesting to note the lack of consensus around funding sources among surveyed companies. Company A's funding source reveals that this team is part of a larger knowledge management group that oversees functions such as market research, competitive intelligence and library services.

Companies M and N — neither of which have dedicated competitive intelligence teams - fund CI activities out of a combination of marketing and new product planning (Company N) and market research (Company M). Market research's strong presence at Company M is not surprising as it is the most logical group from which to operate competitive intelligence in the absence of a dedicated team.

 

The following is excerpted from Chapter 2, "Empowering Competitive Intelligence Teams through Effective Structure." See the full report for detailed information on medical device companies' competitive intelligence team structures.

CREATE DIRECTOR-LEVEL (OR HIGHER) LEADERSHIP TO INCREASE STRATEGIC IMPACT

Figure 2.8 shows the level of leadership heading competitive intelligence teams at surveyed medical devices companies (Figure 2.8 appears in the accompanying summary). As shown, 70% of the competitive intelligence teams surveyed have director-level or higher leadership in place. This arrangement is fortunate for medical device firms, as competitive intelligence teams led by positions lower than director generally have less access to strategic leadership.

A lack of access and strategic impact is one factor that most often leads to the cycle of staffing ramp-ups and downsizing among CI teams. Establishing a strong leadership position with access to strategic heads is the best method to break that cycle and empower CI.

The access to C-level executives and strategic planners by director-level heads allows competitive intelligence teams to communicate their findings to strategic leaders and demonstrate the impact of their recommendations to senior decision makers. Greater access also creates greater visibility for the competitive intelligence team's successes, thereby making the group less susceptible to downsizing.

When senior leadership at Company 6 realized that the manager of its competitive intelligence team had very little impact on the strategic direction of the company and no access to the executive team, the company created a director-level position to head competitive intelligence. The director of CI now has direct access to the company president.

Prior to the change, it was difficult for the less-elevated CI team to incorporate the strategic elements of intelligence gathering, according to an interviewed executive from Company 6. The teams' responsibilities included news article scans and pipeline analyses, but these responsibilities did not incorporate any strategic insights.

Now, with a director of competitive intelligence in charge, senior leaders send direct requests for strategic information to the team. This increases the reach of the team, makes it a more valuable piece of the overall strategic effort and helps the company make more informed decisions.

 

The following is excerpted from Chapter 3, "Competitive Intelligence Resources, Responsibilities and Tools." For detailed information on expanding CI teams' roles and responsibilities, please refer to the full study.

MAKE FIELD REPORTING EASY BY INCORPORATING MOBILE TECHNOLOGY

Designated portals, databases and hotlines make it easier for mobile employees such as sales reps and business development professionals to report competitive intelligence when they come across it in the field. Without such tools, important competitive information can be lost. To garner the most success, interviewees report that portals need to be easily accessible via mobile devices like smartphones and PDAs.

Mobile technology, including smartphones, PDAs and laptops, has become commonplace for field forces. Training individuals to record intelligence on the spot ensures more accurate and detailed information — and more information, period. Waiting to get back to the office to log into a company database takes too long, and important details can be lost.

At one surveyed company, the CI team maintains a web portal and a telephone hotline that employees can access at any time if they come across pertinent data. An interviewee reports that making these portals accessible from the field was integral to the company's collection strategy.

Sales reps regularly input intelligence, but the gathering does not stop there. The CI team responds to virtually every input made by company resources. In this way, data collection "becomes a two-way street for information," according to an interviewed executive. When team members follow up with individuals who submit CI information, the advantages are two-fold. Employees see that their efforts contribute to a greater cause, and the CI team gets to probe further to glean the most detail from colleagues.

At Company 7, a formal system for collecting intelligence in the field is not yet in place, but CI leaders feel it would be useful. Still, the team does ask field forces to submit information via email or even by post-it note. However, an executive notes that "We need more formalized systems to be able to get those nuggets that are being seen and heard and bring that in to help bring a picture of what's really going on."