We helped our client, a top-10 pharmaceutical company, tailor its early R&D strategy to competitor activities.
The Opportunity:
“How has our competitor ensured successful R&D decision-making and executed their early-stage portfolio strategy to build a robust pipeline?”
The client wanted to better understand a key competitor’s early-stage R&D portfolio strategy in relation to the composition, development speed, cost and probability of technical success. This was to help evaluate their own approach to R&D and understand how they could consider different strategies moving forwards.
Our Approach:
Eradigm partnered with the client global competitive intelligence team alongside key cross-functional R&D stakeholders to elucidate current gaps in their early-stage portfolio strategy and determine the focus areas of interest for competitor R&D activities.
Speaking to competitor sources, we mapped the company’s current ‘state of play’, detailing the evolution of therapeutic area split in their early-stage pipeline alongside M&A strategies that have facilitated portfolio expansion. We then evaluated future plans for the competitor, focusing on the level of R&D investment, M&A appetite and the reprioritization of therapeutic areas. This enabled us to understand the motivation behind the competitor’s R&D approach, and elucidate key insights with regards to future therapeutic area expansion and strategic focus
The Impact:
This project supported a prominent player in the pharma space in establishing a robust early-stage R&D strategy by working collaboratively with client stakeholders and holding external discussions with competitor sources. Our research revealed that the competitor consistently invested in R&D, showcasing a controlled commitment to development with a focus on early-stage, lower-cost deals when it comes to M&A. Using Eradigm’s thorough primary capabilities and expertise in analysing cross-portfolio early R&D activities, the outputs of this project fed into an internal strategic review by the client.
