Competitive Intelligence



Competitive Intelligence






It is pardonable to be defeated, but never to be surprised.

–Frederick the Great


True competitive intelligence affects nothing less than the sheer survival and prosperity of the company.

–Ben Gilad, pharmaceutical executive (May 1998).


INTRODUCTION, DEFINITIONS, AND PURPOSES

Competitive intelligence (CI), also known as competitor intelligence, involves the collection and analysis of information and data that can affect an organization and enhance the quality of the plans and decisions it makes. CI involves the legal and ethical collection of information in the public domain to monitor one’s competitors and collect information to address a specific question. CI does not involve industrial espionage, and it is not illegal. It involves much more than simply collecting and analyzing information on competitors because the organization that does CI well strengthens its information base and should be able to develop competitive strategies that have a higher likelihood of being successful.

All areas or functions in a company can benefit from CI and it can help a company develop overall strategies to reaching decisions about specific tactics to use. The goal of CI is to enable the organization to function better and more rapidly than its competitors.

The areas where CI is used most often in the pharmaceutical industry are:



  • Market research (e.g., gathering business intelligence to help with sales and marketing strategies)


  • Research and development (R and D) (e.g., gathering technical intelligence)


  • Business development (e.g., gathering corporate intelligence, including information related to mergers, alliances, and acquisitions)


  • Licensing (e.g., due diligence, including information on competitors, both actual and potential)


  • Regulatory affairs [e.g., information about Food and Drug Administration (FDA) Advisory Committee members and their stands on various issues is an important part of preparation for a meeting]


  • Senior executives in the company (who can use CI information to help make important corporate decisions)

The data collected in the previously listed areas are then analyzed and interpreted to help identify trends, make forecasts, determine the status of competitors and their products, answer specific questions, and/or perform due diligence.

This chapter focuses on the activities within R and D, although there is significant overlap with marketing and all other functional areas in the company. A representative type of R and D question that involves marketing and other functions addressable in part by CI data is the choice of a new therapeutic area to enter and which specific diseases or conditions within that area to focus on. These decisions are based in part on the directions
that one’s competitors are taking and the status of investigational drugs that they have in development or are advancing toward clinical testing.


SOURCES OF INFORMATION


Face-to-face Interviews and Informal Discussions

Even a small company with 20 professionals has the ability through the networks of those staff to meet people who might be willing to share information. Also, the people in these networks might introduce staffers to someone else who might be able to provide the information desired. Even without direct (or even indirect) contacts, a person may attend a professional meeting, trade show, course, or other live session where multiple companies are represented. This venue provides opportunities to meet well-known and knowledgeable speakers as well as attendees from various companies. It is usually fairly easy during breaks or at exhibits to arrange an informal discussion, coffee, drinks, or possibly a meal at such times. The individual who is seeking information must be prepared to approach others in an honest manner, and this type of approach is often successful in obtaining valuable insights. It is often difficult to identify the people who may have the data or information one seeks. The author has heard of many cases where investigators have been quite open to discussing the clinical endpoints used in a study when raised in discussion, not as a question but in terms of pros and cons of different approaches. They understand that they are under confidentiality disclosure agreements, but what this means to each investigator differs, and their understanding of what is confidential also differs.

Another approach is to ask for an informational interview or a tour of a factory and to ask a number of questions as one proceeds on the tour. The tour guides are often knowledgeable scientists who may be more open in discussing the operations than the business managers would be. The author has heard of tour guides providing key information on the manufacturing equipment that a rival was seeking to buy when they were unaware of the pros and cons of the various choices. Tour guides often like to brag about their accomplishments and how they solved various issues or problems, some of which may be of particular interest to their tour group, and some topics may “innocently” be raised as questions.

Finding people who used to work at the company of interest is sometimes the most desirable individual to meet. The internet can assist in locating such people by checking resumes and job postings that are listed on the internet (e.g., monster.com). Discussion groups are another approach (e.g., dejanews.com tracks online discussion groups). Another source is corptech.com, which has information on over 150,000 executives and 40,000 high-tech companies. Other types of helpful people include university and government research librarians, journalists, consultants, and academicians.


Published Information

This category includes the medical literature, trade press, trade press databases, convention abstracts, patents, stock analyst reports, Securities and Exchange Commission (SEC) 10k filings, major newspapers, and local newspapers. Experts in CI frequently stress the importance of local newspapers near the headquarters or a plant of a company of interest because they generally follow the company’s activities very closely. In addition, they also have announcements of hirings and new positions, which are very helpful in targeting people to approach for information. They publish stories that often contain important comments on plans for the future as well as data and other material of interest. NewsLink has data on over 3,600 newspapers worldwide (newslink.org), and this source can also be searched by state. Another database for newspapers is newsworks.com.

Full-text articles are available from Vu/Text and Datatimes. Help wanted advertisements from a competitor may indicate the direction a company is moving if several ads are listed for a specific type of talent and background (e.g., in clinical, marketing, manufacturing, or information systems). Other types of advertisements of value are those advertising for clinical trial subjects.

Trade associations are a possible source of important information, and they can be identified by viewing the Encyclopedia of Associations. Published sources include patents, Wall Street analyst reports, SEC 10K filings, initial public offerings, trade press, ads for clinical trials, clipping services, medical literature, and Lexis-Nexis.

Other sources include the websites of the target competitors, which will contain press releases, information on press conferences that are sometimes of great interest, and job listings in some cases. By purchasing a few shares of a publicly traded company, one can obtain the company’s annual report, letters to shareholders, and the right to attend the annual meeting. Useful data may be obtained in this way. Assessing a competitor’s advertisements and press conferences for their messages (and any changes in these messages over time) can reveal useful information on new products, new positioning of a drug, line extensions being developed, and new problems that the investment community is being informed about.


Nonpublished Information

Apart from interviews, most of the nonpublished information from interviews that CI specialists use is obtained via the internet. A small number of such sources are mentioned to indicate the types of free data available, but every corporate CI group will have developed its own set of invaluable website addresses.

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Oct 2, 2016 | Posted by in GENERAL SURGERY | Comments Off on Competitive Intelligence

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