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Main Qs Pharmaceutical Industry Landscape

competitors Identifi es incumbent competitors and their Who are our competitors? Who are the dominant › Several large and medium size players compete in pharma
(incumbent
(incumbent
(incumbent
(incumbent
(incumbents)s)s)s)s)s)s)s)
(incumbents)
(incumbent
(incumbent relative strengths players in our particular sector? What are their › Most players are struggling with empty product
(incumbent
competitive advantages or disadvantages? Describe pipelines and low R&D productivity
their main offers. Which Customer Segments are they › Growing trend toward consolidation through mergers
focusing on? What is their Cost Structure? How much and acquisitions
infl uence do they exert on our Customer Segments, › Major players acquire biotech, specialty drug developers
Revenue Streams, and margins? to fi ll product pipeline
› Several players starting to build on open innovation processes
I I I I I
n Identifi es new, insurgent players and determines whether dentifi es new, insurgent players and determines whether dentifi es new, insurgent players and determines whether dentifi es new, insurgent players and determines whether dentifi es new, insurgent players and determines whether dentifi es new, insurgent players and determines whether Who are the new entrants in your market? How › Little disruption of the pharmaceutical industry over the
new entrants ew entrants
(insurgents)
(insurgents) the are they different? What competitive advantages or last decade
they compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yoursy compete with a business model different from yours
the
the
the
the
the
the
the
disadvantages do they have? Which barriers must they › Main new entrants are generic drug companies, particularly
overcome? What are their Value Propositions? Which from India
Customer Segments are they focused on? What is their
Cost Structure? To what extent do they infl uence your
Customer Segments, Revenue Streams, and margins?
s
substitute products ubstitute products Describes potential substitutes for your offers—including escribes potential substitutes for your offers—including escribes potential substitutes for your offers—including escribes potential substitutes for your offers—including escribes potential substitutes for your offers—including escribes potential substitutes for your offers—including escribes potential substitutes for your offers—including Which products or services could replace ours? How › To a certain extent, prevention represents a substitution
D D D D D D
and services those fr much do they cost compared to ours? How easy it is for for treatment
and services
those fr
those fr
those fr
those fr
those fr
those from other markets and industriesom other markets and industriesom other markets and industriesom other markets and industriesom other markets and industriesom other markets and industriesom other markets and industriesom other markets and industriesom other markets and industries
those fr
those fr
204
204 industry customers to switch to these substitutes? What business › Patent-expired drugs replaced by low-cost generics
forces model traditions do these substitute products stem from
(e.g. high-speed trains versus airplanes, mobile phones
versus cameras, Skype versus long-distance telephone
— competitive analysis — companies)?
Describes the key value chain incumbents in your market escribes the key value chain incumbents in your market escribes the key value chain incumbents in your market escribes the key value chain incumbents in your market escribes the key value chain incumbents in your market
Who are the key players in your industry value chain? ho are the key players in your industry value chain?
s
suppliers and other uppliers and other D D D D W › Increasing use of research contractors
value chain actors
value chain actors a a a a a a and spots new, emerging playersnd spots new, emerging playersnd spots new, emerging playersnd spots new, emerging playersnd spots new, emerging playersnd spots new, emerging playersnd spots new, emerging players To what extent does your business model depend o what extent does your business model depend › Biotech fi rms and specialty drug developers as important
T
on other players? Are peripheral players emerging? n other players? Are peripheral players emerging? new product generators
o
W
Which are most profi table? hich are most profi table? › Doctors and healthcare providers
› Insurance companies
› Bioinformatics providers growing in importance
› Laboratories
st Specifi es which actors may infl uence your organization Which stakeholders might infl uence your business › Shareholder pressure forces drug companies to focus
stakeholdersakeholders
and business model model? How infl uential are shareholders? Workers? on short term (quarterly) fi nancial results
The government? Lobbyists? › Governments/regulators have a strong stake in the actions
of pharmaceutical companies because of their pivotal role
in healthcare services
› Lobbyists, social enterprise groups and/or foundations,
particularly those pursuing agendas such as low-cost
treatments for developing countries
› Scientists, who represent the core talent of the drug
manufacturing industry
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