As the competitive, political and social landscape of the bio-pharma sector evolves, the Market Research function also must evolve to meet the strategic and tactical needs of the organization. Best Practices, LLC conducted this research to identify recent changes, new directions and best practices in Market Research. This study explores how Market Research veterans see the function changing in the next three to five years in terms of roles and responsibilities, use of vendors, value, and activities. By identifying recent trends and new directions in Market Research, this research will enable leaders to map out an approach to the Market Research function that will add value to the organization in the coming years.

1. The Future of Market Research
Challenges and Changes in a Core Pharmaceutical Function

2. Table of Contents
Project Overview
Key Insights
Continuum of Activities
Service Orientation
Functions Supported
Talent Management
Innovation
Vendor Relationships
Measurement and Value
Ensuring a Successful Future
Detailed Findings
Appendix
Additional Quotes
About Best Practices
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3. Project Methodology and Study Objectives
As pharmaceutical, biotechnology, and medical device companies evolve, market
research in these companies must also evolve, developing new capabilities while refining
current ones to support intelligent planning and decision-making.
Research was conducted through survey and interviews.
By identifying recent changes, new directions, and best
practices, this study will help define how the market
research function can continue to provide value through:
Market Research Roles & Responsibilities
Use of Outside Resources
Market Research Talent Selection & Development
Metrics & Performance
Practice Insights
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4. List of Participating Companies
Forty-two representatives from 34 companies participated in this research. Respondents
claimed a median of 11 years experience in the pharmaceutical, biotech and medical
device industries. Six interviewed executives (outlined) provided in-depth responses.
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5. Job Titles of Participants
From seasoned executives to managers full of ideas, the range of respondent titles
suggests depth and breadth of perspective on the future of market research.
Vice President, Marketing
Senior Director, Business Analytics
Senior Director, Marketing Insights
Deputy Director, Global Market Research
Director, Business Intelligence
Director, Commercial Excellence & Business
Development
Director, Global Market Intelligence
Director, Global Market Research &
Competitive Intelligence Manager, Business Development
Director, Market Intelligence Manager, Business Research
Director, Market Research Manager, Global Market Research
Director, OTC Business Intelligence Manager, Market Research
Director, Research Manager, Marketing Research
Head, Business Intelligence Regional Manager, Market Research
Senior Manager, Business Analytics Senior Analyst, Business Intelligence
Senior Manager, Market Research Senior Analyst, Market Research
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6. Market Research Functions Along a Continuum
Focus, Objectives, and Activities Align Accordingly
Market Research is always balancing the strategic and tactical, the proactive and
reactive, long term and short term, pipeline and inline products, growth and
maintenance, in-house and outsourced work, integrated and isolated activity.
The “How” The “What”
How to accomplish What we want to accomplish for
what we want to do our customers and markets
Tactical Strategic
Focus on the Immediate Focus on the Future
Attention to Methodology Attention to Business Value
Messaging and Message Testing Segmentation and Positioning
Physician Preferences Demand Analyses
Media Choices Lifecycle & Portfolio Planning
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7. Vendor Relationships
Spending on Vendors (and Expectations of Them) Will Increase
Most respondents suggest that spending on outside resources is likely to grow, in
part because vendors will be expected to be able to function as full partners—
delivering fully vetted recommendations, not just data—and to provide access to
innovative methodologies and techniques.
Expected Spending on Outside Resources “As we're expanding, the volume of work will increase,
so we will be using more vendors because we're
Less than Now, growing.” – Manager, Market Research
7.5%
“A new vendor that was basically even new to the
pharma industry brought a plethora of new
methodologies to us that really helped us identify new
Same as Now,
32.5% ways to look at our issues.”
– Senior Director, Market Analytics
More than Now, 60%
“I think there are good vendors and bad vendors. The good
vendors can bring it to a really great point, but there is still
further overlay that has to be done internally. Market
% of Respondents Research has the extra knowledge to make vendor
recommendations even more valuable.”
– Manager, Market Research
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8. Expectations for Using Outside Resources
To accomplish future market research projects, the use of outside vendors on
various project tasks is unlikely to change much from today. However the
interpretation and presentation of the results tends to be the responsibility of in-
house Market Research staff.
In 3-5 years, how much do you expect to be using outside resources (contractors, consultants,
suppliers) for each of the following market research activities at your company?
N=
Project Execution 30% 65% 5%
40
More than Now
Project Analysis 28% 63% 10% Same as Now 40
Less than Now
Project Design 20% 78% 3% 40
Interpretation of
Other (More than Now):
20% 55% 25% Data manipulation and 40
Results Data manipulation and
secondary data report
secondary data report
construction
Presentation of construction
15% 60% 25% Legislation and compliance 40
Results Legislation and compliance
makes using outside third-
makes using outside third-
% of Respondents party vendors a requirement
party vendors a requirement
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9. Traits of a Senior Leader in Market Research
In addition to the classic traits of successful senior leaders, such as excellent
communication skills, interpersonal skills and industry knowledge/experience,
effective senior leaders in Market Research have three key perspectives.
In terms of the above criteria, how does someone in - or moving into - a senior leadership role at
your company differ from someone in - or moving into - a senior non-leadership role
(scientist/methodologist/consultant/etc.)?
Senior Leadership Role in Market Research: Key Perspectives
Global consulting, management, market research and industry experience
enable a senior strategic thinker to see the big picture and to speak about the
impact market research has on the decision making process.
Senior market research leaders are business partners - successfully manage
stakeholder relationships - with a "small company mentality" to get things done.
People skills are key for a person moving into a senior leadership position
within Market Research to help create a common vision for the organization
and to inspire people to follow.
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10. About Best Practices, LLC
Best Practices, LLC is a research and consulting firm that conducts work based on the
simple yet profound principle that organizations can chart a course to superior
economic performance by studying the best business practices, operating tactics, and
winning strategies of world-class companies.
Best Practices, LLC
6350 Quadrangle Drive, Suite 200
Chapel Hill, NC 27517
919-403-0251
bestpractices@best-in-class.com
www.best-in-class.com
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