醫療儀器競爭智慧

醫療儀器競爭智慧 是由出版商Cutting Edge Information在2010年11月所出版的。 這份英文市場調查報告書包含91 Pages 價格從美金7695起跳。

簡介

本報告為，以調查醫療儀器製造商結果，匯整醫療儀器產業競爭智慧團隊之結構及報告型態、預算、人員分配等概要、資源及職責、工具等，以下列摘要形式闡述。

實施概要

• 所介紹之企業
• 調查方式及定義
• 醫療藥品產業競爭智慧：成功所需之5大原則

預算、人員分配、績效評估

• 預算
• 人員分配及報酬
• 績效評估

透過有效結構之競爭智慧團隊授權賦能

競爭智慧所需之資源及職責、工具

• 整合競爭力之資源
• 競爭智慧之職責及分析
• 競爭智慧之工具

目錄

Abstract

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. And 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 the strategic impact of their competitive intelligence efforts.

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 more and more 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 decisionsupport 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 that show how medical device companies have implemented best practices to track the performance of their competitive intelligence teams and improve their impact.

Table of Contents

• 9 Executive Summary
• 14 Profiled Companies
• 15 Methodology and Definitions
• 16 Medical Devices Competitive Intelligence: Five Principles for Success
• 22 Budgets, Staffing and Performance Measurement
• 25 Competitive Intelligence Budgets
• 35 Competitive Intelligence Staffing and Compensation
• 50 Performance Measurement
• 56 Empowering Competitive Intelligence Teams through Effective Structure
• 70 Competitive Intelligence Resources, Responsibilities and Tools
• 72 Resources for Collecting CI
• 77 Competitive Intelligence Responsibilities and Analyses Performed
• 86 Competitive Intelligence Tools

KEY METRICS

Chapter 1: Budgets, Staffing and Performance Measurement

26 data charts provide benchmarks for CI teams' resource allocations:

• Competitive intelligence team 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
  • Resources for BRIC countries
• 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 for new hires
    • Traits sought in CI candidates for hire
    • 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
    • Experienced director compensation
    • Newly hired director compensation
    • Experienced manager compensation
    • Newly hired manager compensation
    • Experience senior analyst compensation
    • Newly hired senior analyst compensation
    • Experienced analyst compensation
    • Newly hired analyst compensation
    • 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
  • Time to complete different CI activities:
    • SWOT analysis
    • Scenario planning
    • War gaming
    • Stage-gate analysis
    • Financial modeling
    • Four corner' s analysis
    • Porter' s 5-forces model
  • Timeframes for using CI tools and resources:
    • 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

CHARTS AND GRAPHICS

Executive Summary

• 10 Figure E.1: Rating the Effectiveness Current Competitive Intelligence Practices
• 11 Figure E.2: Rating the Most Challenging Issues Facing Competitive Intelligence
• 18 Figure E.3: US Competitive Intelligence Budgets
• 18 Figure E.4: European Competitive Intelligence Budgets
• 19 Figure E.5: Internal Resources: Other Functions Regularly Collecting Competitive Intelligence

Budgets, Staffing and Performance Measurement

Competitive Intelligence Budgets

• 26 Figure 1.1: US Competitive Intelligence Budgets
• 26 Figure 1.2: European Competitive Intelligence Budgets
• 27 Figure 1.3: Rest of World Competitive Intelligence Budgets
• 28 Figure 1.4: Items Covered by Dedicated Budgets
• 29 Figure 1.5: Funding Sources: Percentage of Companies with Dedicated Competitive Intelligence Budgets
• 30 Figure 1.6: Funding Sources: Percentage of Competitive Intelligence Budgets Contributed by Other Functions
• 31 Figure 1.7: Percentages of US Budgets Outsourced
• 32 Figure 1.8: Percentages of European Budgets Outsourced
• 32 Figure 1.9: Percentages of Rest of World Budgets Outsourced
• 34 Figure 1.10: Percentages of Budget and Staffing Dedicated to Analysis of BRIC Countries

Competitive Intelligence Staffing and Compensation

• 36 Figure 1.11: US Competitive Intelligence Staffing
• 37 Figure 1.12: European Competitive Intelligence Staffing
• 38 Figure 1.13: Rest-of-World Competitive Intelligence Staffing
• 39 Figure 1.14: Average Years of Experience Within Competitive Intelligence Teams
• 40 Figure 1.15: Phase in Which Competitive Intelligence Begins Supporting a Developing Product
• 41 Figure 1.16: Competitive Intelligence Staffing Supporting Developing Products by Phase of Development
• 42 Figure 1.17: Hiring Profile: Years of Experience Required for New Hires
• 43 Figure 1.18: Hiring Profile: Level of Education Required for New Hires
• 44 Figure 1.19: Hiring Profile: Most Desirable Educational Backgrounds for New Hires
• 45 Figure 1.20: Hiring Profile: Most Necessary Traits to Succeed in Competitive Intelligence
• 46 Figure 1.21: Employee Annual Compensation: Directors
• 47 Figure 1.22: Employee Annual Compensation: Managers
• 47 Figure 1.23: Employee Annual Compensation: Sr. Analysts
• 48 Figure 1.24: Employee Annual Compensation: Analysts
• 49 Figure 1.25: Employee Compensation: Percentage of Compensation that is Incentive or Bonus-Based

Performance Measurement

• 51 Figure 1.26: Methodologies for Measuring Competitive Intelligence Performance

Empowering Competitive Intelligence Teams through Effective Structure

• 58 Figure 2.1: Percentage of Companies with a Dedicated Competitive Intelligence Team in Place
• 58 Figure 2.2: Number of Years Dedicated Competitive Intelligence Teams have been in Place
• 59 Figure 2.3: Types of Competitive Intelligence Teams in Place
• 62 Figure 2.4: Percentage of Companies Where Market Research Oversees Competitive Intelligence
• 64 Figure 2.5: Percentage of Companies Where Market Research Oversees Competitive Intelligence (Companies with Dedicated CI Teams)
• 64 Figure 2.6: Percentage of Companies Where Market Research Oversees Competitive Intelligence (Companies without Dedicated CI Teams)
• 65 Figure 2.7: Locations of Competitive Intelligence Teams not Under Market Research
• 67 Figure 2.8: Title of Leader Heading Dedicated Competitive Intelligence Teams

Competitive Intelligence Resources, Responsibilities and Tools

Resources for Collecting CI

• 73 Figure 3.1: Internal Resources: Other Functions Regularly Collecting Competitive Intelligence
• 77 Figure 3.2: Competitive Intelligence Responsibilities

Competitive Intelligence Responsibilities and Analyses Performed

• 78 Figure 3.3: Internal Clients: Percentage of Time Spent Performing Tasks for Various Functions
• 79 Figure 3.4: Activities/Tools Competitive Intelligence Performs
• 80 Figure 3.5: Time to Complete Competitor Benchmarking
• 81 Figure 3.6: Time to Complete SWOT Analyses
• 81 Figure 3.7: Time to Complete Scenario Planning
• 82 Figure 3.8: Time to Complete War Gaming
• 82 Figure 3.9: Average Months to Perform Stage-gate Analysis
• 83 Figure 3.10: Time to Complete Financial Modeling
• 83 Figure 3.11: Time to Complete Four Corners Analyses
• 84 Figure 3.12: Time to Complete Porter' s 5-Forces model
• 85 Figure 3.13: Activities for Which Products Teams Draw on Competitive Intelligence
• 86 Figure 3.14: Stage at Which CI Teams Begin Attending Conventions and Meetings

Competitive Intelligence Tools

• 87 Figure 3.15: Stage at Which CI Teams Begin Using Internal Databases
• 87 Figure 3.16: Stage at Which CI Teams Begin Using Internet Portals
• 88 Figure 3.17: Stage at Which CI Teams Begin Using Online Databases
• 88 Figure 3.18: Stage at Which CI Teams Begin Using Syndicated Research
• 89 Figure 3.19: Stage at Which CI Teams Begin Working with the Sales Team
• 89 Figure 3.20: Stage at Which CI Teams Begin Working with MSL Team
• 90 Figure 3.21: Stage at Which CI Teams Begin Using Direct (Face-to-Face) Interviews
• 90 Figure 3.22: Stage at Which CI Teams Begin Using Information from Government, Advocacy Groups, Payer Reps
• 91 Figure 3.23: Stage at Which CI Teams Begin Using Predictive Techniques

Press Release

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