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New Commercial Model in Life Sciences Online survey ,[object Object]
Background ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Survey outline ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Participants ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Sales and Drug development will undergo most of the change by 2010. Interestingly, manufacturing (and less so, marketing) are not seen as areas that will see major changes.
Segment analysis ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Priority 1 Priority 2 Priority 3
41% of respondents see mergers happen more frequently than in the past – only 26% see a decline. Despite the absence of big mergers (and the absence of tangible merger benefits) in recent years, the current pressures on pharma are seen to lead to a new wave of big mergers and consolidation. The trends are very similar for the segments; however, Finance/L&A and individual contributors see even more consolidation going forward.
Health economics/market access is the key area where significant investments will be made. Pharma is putting its bets on health economics and R&D. The more traditional units that have delivered success of the past will face a disinvestment strategy. Average growth rate in %
Urgency to shift resources to adapt to the new environment is highest among the senior levels... ,[object Object],[object Object],Average growth rate in % expected in next 5 years Red Nbrs = Avg growth rate deviating >30% from the Overall average growth rate
Summary Results by segment Average growth rate in % expected in next 5 years Red Nbrs = Avg growth rate deviating >30% from the Overall average growth rate Except for the functional level (see previous slide), most other segmentations yield similar outcomes; another noticeable exception is low-growth companies, which are divesting more across the board with the exception of HE/market access.
Improving relationships is key for S&M Delta % from average score of  Account management, customer centricity and new services are seen as key levers for success. Somewhat surprisingly, digital marketing is not among the key trends and also the new stakeholders score below the “noise level” they are generating. The same goes for contract salesforces, which is a big trend in the real world – perhaps less well known by our sample?
Summary S&M focus areas by segment Rank nbr. - Lowest 3 ranking vs  Top 3 rank
Summary S&M focus areas by segment ,[object Object],[object Object]
R&D: efforts are focused around building economical relevant medicine and developing niche markets Average weight Health Economics is once again a clear winner, followed by the human genome. Inlicensing is expected to decrease, while the probability of running more trials in emerging markets is seen is very remote. Delta % from average score
Summary R&D focus areas by segment Rank nbr. - Lowest 2 ranking vs  Top 2 rank
Summary R&D focus areas by segment ,[object Object],[object Object],[object Object],[object Object],[object Object]
Manufacturing: efforts are focused around plant consolidation and offshoring to low-cost countries Average weight Delta % from average score Consolidation of pharmaceutical plants is the clear winner; at the other extreme, most respondents believe chemical plants have been optimized already. Outsourcing & offshoring is seen as less important.
Manufacturing: efforts are focused around plant consolidation and offshoring to low-cost countries Average weight Delta % from average ,[object Object],[object Object]
Most  respondents expect little if any change going forward…and find it difficult to relate to other-industry models Average weight Delta % from average Delta % from average score
Executives are not in line with their colleagues with regard to the dominant business model.  Average weight ,[object Object],[object Object]
Despite the fact most see limited change, most participants feel the company should reinvent itself.
This is particularly the case with the  executives, marketing and larger companies ,[object Object],[object Object],[object Object]
Most organizations have a programme in place – but it often fails to fully engage the employees Companies clearly invest in communicating the change but are not always specific enough.
Programs around the new commercial model are more frequently in place at large and low-growth companies. Sales seems least aware of these projects. ,[object Object],[object Object]
Respondents in sales, lower functional ranks and smaller companies rate the communication as insufficient ,[object Object],[object Object],[object Object],= +
The adoption of the new way of working is mixed and requires an acute boost.
Once again, sales and lower-level staff feel themselves in a vacuum ,[object Object],[object Object]
Conclusions ,[object Object],[object Object],[object Object],[object Object]
Conclusions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
MCE view ,[object Object],[object Object],[object Object],[object Object],[object Object]
Contact ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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MCE Survey On New Business Model in Pharmaceuticals

  • 1.
  • 2.
  • 3.
  • 4.
  • 5. Sales and Drug development will undergo most of the change by 2010. Interestingly, manufacturing (and less so, marketing) are not seen as areas that will see major changes.
  • 6.
  • 7. 41% of respondents see mergers happen more frequently than in the past – only 26% see a decline. Despite the absence of big mergers (and the absence of tangible merger benefits) in recent years, the current pressures on pharma are seen to lead to a new wave of big mergers and consolidation. The trends are very similar for the segments; however, Finance/L&A and individual contributors see even more consolidation going forward.
  • 8. Health economics/market access is the key area where significant investments will be made. Pharma is putting its bets on health economics and R&D. The more traditional units that have delivered success of the past will face a disinvestment strategy. Average growth rate in %
  • 9.
  • 10. Summary Results by segment Average growth rate in % expected in next 5 years Red Nbrs = Avg growth rate deviating >30% from the Overall average growth rate Except for the functional level (see previous slide), most other segmentations yield similar outcomes; another noticeable exception is low-growth companies, which are divesting more across the board with the exception of HE/market access.
  • 11. Improving relationships is key for S&M Delta % from average score of Account management, customer centricity and new services are seen as key levers for success. Somewhat surprisingly, digital marketing is not among the key trends and also the new stakeholders score below the “noise level” they are generating. The same goes for contract salesforces, which is a big trend in the real world – perhaps less well known by our sample?
  • 12. Summary S&M focus areas by segment Rank nbr. - Lowest 3 ranking vs Top 3 rank
  • 13.
  • 14. R&D: efforts are focused around building economical relevant medicine and developing niche markets Average weight Health Economics is once again a clear winner, followed by the human genome. Inlicensing is expected to decrease, while the probability of running more trials in emerging markets is seen is very remote. Delta % from average score
  • 15. Summary R&D focus areas by segment Rank nbr. - Lowest 2 ranking vs Top 2 rank
  • 16.
  • 17. Manufacturing: efforts are focused around plant consolidation and offshoring to low-cost countries Average weight Delta % from average score Consolidation of pharmaceutical plants is the clear winner; at the other extreme, most respondents believe chemical plants have been optimized already. Outsourcing & offshoring is seen as less important.
  • 18.
  • 19. Most respondents expect little if any change going forward…and find it difficult to relate to other-industry models Average weight Delta % from average Delta % from average score
  • 20.
  • 21. Despite the fact most see limited change, most participants feel the company should reinvent itself.
  • 22.
  • 23. Most organizations have a programme in place – but it often fails to fully engage the employees Companies clearly invest in communicating the change but are not always specific enough.
  • 24.
  • 25.
  • 26. The adoption of the new way of working is mixed and requires an acute boost.
  • 27.
  • 28.
  • 29.
  • 30.
  • 31.