Measuring ebusiness in the Pharmaceutical Sector

Transcription

1 REUTERS BUSINESS INSIGHT Measuring ebusiness in the Pharmaceutical Sector A strategic assessment of new business opportunities NEW Report How to harness the power of ebusiness through effective measurement and management Figure 5.13: Issues and drivers for a new approach Loss of market share Margin pressure Regulatory pressures Deregulations Loss of customer Competition Technology Traditional approach exposed Value creation Share value Lack of DCF Globalisation Higher service level Dynamic - management New market entrants Merger or takeovers How do you develop a robust ebusiness model incorporating rigorous performance measurement? Where is the genuine value-added in ebusiness for the pharmaceutical industry? What do you need to know before embarking on your own ebusiness strategy development? FIND ALL THE ANSWERS IN THIS BRAND NEW REPORT...

2 Business Intelligence for the Pharmaceutical Industry Reuters Business Insight s new series of healthcare management reports are designed to help you make informed, timely business decisions. We understand the problems facing today's pharmaceutical executives in driving your business forward, and appreciate the importance of the role of accurate, up-to-date, incisive market and company analysis. We help you to crystallize your business decision making. The strength of our Healthcare research and analysis function is derived from its access to unparalleled databases and libraries of information, its proprietary analytic techniques and its people. Reuters Business Insight reports are authored by independent experts and contain findings derived from our unique primary research methodology. Our authors' leading positions allow them to access and interview key executives and to quantify which issues will be of greatest strategic significance within the industry. Our pharmaceutical portfolio of reports can be used across a wide range of business functions to assess market conditions and devise future strategy. The order form on the back of this brochure lists new titles available within the following categories: - R&D Strategy - Industry Analysis - Market Outlook - New Business Opportunities - Strategic Insight Measuring ebusiness in the Pharmaceutical Sector: Key features of the report Table 8.24: ebusiness assessment metrics Dimension Category Metrics IMPACT Financial Generating revenue Generating Savings Time to positive cash flow Non financial Market/customer Impact Organization/employer impact RISK External Technology and ease of implementation Maintenance and support Enterprise Alignment with core capability/culture Alignment with company strategy/other initiatives Funding/resource requirements Arguably, the biggest area of ebusiness in the pharmaceutical industry is knowledge management. This vast segment covers elearning, sharing of best practice within the organisation, online customer education of products and the profiling of physicians, patients and demography... A practical step-by-step guide to ebusiness solutions: Global case studies - from GSK to Cisco Systems, demonstrating how world-class companies have adopted ebusiness models to improve revenues, productivity and market share Metrics and methods for measuring ebusiness that generate revenues, increase productivity, manage and share knowledge, or enhance the supply chain Expert analysis of the ebusiness opportunities for pharmaceutical companies and how best to measure the return on investment Figures, charts and commentary explaining how to implement and manage new measures in the esupply chain ebusiness forecasts, providing a longer-term perspective on the direction and force of change brought about by business Worked examples, showing how traditional and new measurement techniques can be applied to ebusiness

3 Measuring ebusiness in the Pharmaceutical Sector: A strategic assessment of new business opportunities Table 2.4: Approach to measuring ebusiness ebusiness Area Main Purpose Measures elearning Medical information Budget Surrogate market Impact assessment eexchange Third party income ROI, EVA User forum Impact assessment esales Corporate or product ROI, EVA branding Impact assessment Generating revenues eprocurement Transaction costs Online vs offline costs Speed ROI, EVA esupply Chain Collaborate Balanced Scorecard supplier/customer Real time visibility Now is the time to move away from the rhetoric about 'new economy' or 'new revolution' and recognise the power of the Internet as an enabling tool that can be used in almost any business... Leveraging ebusiness in the pharmaceutical industry The pharmaceutical industry has been slow in adopting ebusiness. However, despite the dotcom crash, there is much value to be derived from ebusiness strategies, particularly for so-called 'old economy' companies with solid asset bases and established business models. As with many new business initiatives, the key discipline is measurement. Measuring ebusiness in the Pharmaceutical Sector, provides a hype-free perspective on effectively measuring and managing such initiatives. It provides a step-by-step guide through appropriate measurement metrics and includes models relevant on the bases of revenues, productivity, intangible values and supply chain efficiency. How do you make money from ebusiness? How do you measure the effectiveness of non revenue-generating ebusiness? And what are the essential steps in developing an ebusiness strategy? You'll find the answers in this brand new report from Reuters Business Insight. Why you should order your copy today Figure 3.8: ebusiness opportunity sectors Gain detailed insights into appropriate measures of performance for any type of ebusiness ASPs IT/Software Transactions Develop a robust ebusiness strategy for your business that contributes to the bottom line Network Intermediaries Content/ Communication Media Content Hosting "In the regulated environment of the pharmaceutical industry there are significant opportunities to enhance revenues by increasing customer awareness of products through Internet technology... Identify the strengths and weaknesses of different ebusiness measurement metrics Learn how to apply straightforward accounting measures to ebusiness initiatives Sweep away the hype surrounding ebusiness to focus on the core business benefits Build effective ebusiness projects, from edetailing for physicians to providing drug information to consumers Order this report and find out more...

4 Protocol and Security System Integrators Your ebusiness questions answered Figure 3.10: An ebusiness project model Clear Top Management Leadership Establish an - e Business team, (balanced technology, process and culture) How do we measure ebusiness if it's not generating sales? Where can ebusiness add value in such a tightly regulated industry as pharmaceuticals? Quantitative MEASURE ANALYSE AND IMPROVE Create an e-business strategy and vision Develop a phased implementation plan (cost benefits justified) Cultural DO LEARN COMMUNICATE How can we optimize new drug launches without increasing our sales force? Execute in rapid value- based projects Implement in total business Which pharmaceutical companies are already profiting from ebusiness and what lessons can we learn from them? "Traditional knowledge management in both pharmaceutical and life sciences will continue to support both Internet and Intranet based elearning... What about 'first mover advantage' - haven't we left it too late to benefit from ebusiness? What does a web-enabled supply chain actually look like? Key findings from the report Figure 3.10: ebusiness building blocks Clear-sighted analysis of ebusiness measurement ecommerce Solutions ebusiness Application Systems Customer Enterprise Market Supply Chain Relationship Resource making Management Management Planning Applications Solutions Solutions Solutions As the accuracy of forecasts relating to the emerging ebusiness market is questionable, the application of time-based techniques (such as DCF and NPV) may not be worthwhile. Enterprise Application Integration and Middleware Application Service Providers Technology Platforms The pharmaceutical industry remains a huge untapped market for ebusiness. The volume of US pharmaceutical and medical transactions processed through B2B commerce alone is expected to increase from $1 billion in 1999 to $44 billion in edetailing, if appropriately applied, has the potential to improve the productivity of selling and also to generate additional revenue. Performance monitoring for a collaborative supply chain should be underpinned by a data warehouse encompassing interfaces with the ERP systems, local legacy systems and the Internet. Offers that are well-tailored to individual customer needs on the basis of proprietary information via CRM are hard for competitors to detect or match. Order this report and find out more...

5 Sample information from the report Drivers of ebusiness With the awareness of these opportunities, a great deal of Internet related activities took place in GlaxoWellcome. For example, 120 ebusiness projects were underway in 36 of GlaxoWellcome's operating companies by the end of The objectives of the projects were mostly related to medicines information and some were also focusing on DTC advertising, clinical research and physician outreach. Similar types of ebusiness initiatives were also taken up by SmithKline Beecham companies. Following the merger, GSK has formulated a clear ebusiness strategy. A central ebusiness group was created with a leadership from the main board. The initial task of the group has been educating the organizations of both the GW and SB culture with the opportunities and limits of web technology in three broad business areas: B2C - consumers, patients, healthcare, doctors, analysts; B2B - procurement, trade/channel exchanges, global supply chain; B2E - recruitment, HR, training, knowledge management The web-based projects were set to accomplish two key objectives: Realise cost savings through internal efficiency - eprocurement, E-HR, my GSK; Enhance revenues and customer access - interactive product sites, opinion leader, web pages, esubmissions. Figure 4.12: GSK central ebusiness group structure and objectives Glaxo Wellcome SmithKline Beecham GSK Central ebusiness group B2C - consumers, patients, healthcare, doctors, analysts B2B - procurement, trade/channel exchanges, global supply chain B2E - recruitment, HR, training, knowledge management Realise cost savings through internal efficiency - eprocurement, E-HR, my GSK; Enhance revenues and customer access - interactive product sites, opinion leader, web pages, esubmissions.

6 Table of contents EXECUTIVE SUMMARY CHAPTER 1: INTRODUCTION Why ebusiness? Channels of ebusiness Case study: Pharmaceutical Industry Future trends of ebusiness A case for performance management in ebusiness Measuring ebusiness with revenue Measuring ebusiness generating productivity Measuring esupply chain Measuring ebusiness without revenue Customer impact Market place impact Organisation impact How the report is structured CHAPTER 2: OVERVIEW OF ebusiness What is ebusiness? Definition ebusiness opportunities ebusiness market ebusiness applications Market making applications Enterprise Resource Planning (ERP) applications Customer Relationships Management (CRM) Solutions Supply Chain Management (SCM) Solutions EAI and Middleware Application service providers Technology platforms Protocol and security System integrators Trading communities CHAPTER 3: NEW OPPORTUNITIES AND CHALLENGES TO THE PHARMACEUTICAL INDUSTRY: CASE STUDIES Introduction Case Study 1: Sainsbury's esupply Chain Future plans Case Study 2: Merck Lab Supplies On-Line Case Study 3: Lastminute.Com The future Case Study 4: Cisco Systems Case Study 5: GlaxoSmithKline The future Future plans References SAVE when you order more than one report - see order form for details

7 Table of contents (cont.) CHAPTER 4: AN OVERVIEW OF PERFORMANCE MANAGEMENT Issues and drivers How we are measuring Stages of measurement New criteria of measurement Measuring intellectual capital Conclusions: Our approach References CHAPTER 5: MEASURING ebusinesses THAT ARE GENERATING REVENUE Traditional measures Case study: Zyban.com New measures CHAPTER 8: MEASURING PERFORMANCE OF esupply CHAIN Shift of criteria New measures emerging Managing new measures Step 1: Establish measures Step 2: Monitoring systems Step 3: Global sales and operations planning Step 4: Performance improvement initiative Step 5: Structured assessment and awards Step 6: Knowledge sharing Case example: Glaxowellcome esupply chain Conclusions LIST OF TABLES (ABRIDGED ) CHAPTER 6: MEASURING ebusinesses ENABLING PRODUCTIVITY eprocurement Case example: elabshop from Biotech Analytics UK A business case for Wolfson Institute edetailing Case example: Rxcentric survey on edetailing CHAPTER 7: MEASURING ebusinesses OF INTANGIBLE VALUES Evaluation of benefits Guidelines for assessment Case example: Smiths medical corporate website Case example: Knowledge management at Pfizer Case example: GSK prioritize cross-learning in R&D Knowledge management Table 1.1: Table 2.1: Table 2.2: Table 2.4: Table 3.5: Table 3.7: Table 3.8: Table 3.10: Table 3.11: Table 3.12: Table 4.14: Table 4.15: Table 6.16: Table 6.17: Table 6.18: Table 7.19: Table 7.20: Table 7.22: Table 8.24: Table 8.25: Table 8.28: Table 9.30: ebusiness initiatives eprocurement Online vs offline costs Approach to measuring ebusiness Buy-side vendors and Sell-side vendors Market making vendors ERP vendors Heterogeneous databases Examples of ASP offerings Examples of vertical and horizontal hubs Enhancing revenues and customer access Benefits in revenue generation and customer access Cost models Customers influenced by the DTC 'advertising' of Zyban, 2000 Cost comparison for a therapy Typical examples of healthcare portals Factors contributing to benefits and costs Current data, Assumptions & calculations ebusiness assessment metrics Assessing enterprise directory, risk & impact Impact and risk metrics Performance monitoring systems SAVE when you order more than one report - see order form for details

8 FAX BACK TO /7533 Order Form Please tick Yes! - I would like to order the brand NEW management report Measuring ebusiness in the Pharmaceutical Sector: A strategic assessment of new business opportunities Electronic Copy 745/ 1199/$1195 Paper Copy 595/ 975/$955 OTHER REPORTS - see below for details of discounts available MARKET OUTLOOK The Cancer Outlook to 2007 The Cardiovascular Outlook to 2007 The CNS Outlook to 2007 The Blockbuster Drug Outlook The Japanese Pharmaceutical Market Outlook to 2005 The Generics Outlook Pain Therapeutics: A Strategic Re-evaluation Pharmaceutical OTC Market to 2010 STRATEGIC INSIGHT The Top 12 Pharmaceutical Companies The Pharmaceutical Mergers and Acquisitions Outlook DTC Marketing: Maximizing the return on your Investment Patient Power Outlook Pharmaceutical Pricing Strategies Bridging the Pharmaceutical Earnings Gap: Key Strategies in the Race for Growth R&D STRATEGY Next Generation Drugs The Lifestyle Drugs Outlook to 2007 The Genomics Outlook to 2005 Opportunities in R&D Achieving Market Dominance Through Drug Reformulation Maximizing the Drug Lifecycle The Drug Delivery Outlook The Drug Discovery Outlook The Pharmacogenomics Outlook Antisense Therapy: Technical aspects and commercial opportunities INDUSTRY ANALYSIS Pharmaceutical Innovation The Pharmaceutical Industry Paradox Pharmaceutical Regulatory Affairs Outlook The Global Parallel Trade Outlook NEW BUSINESS OPPORTUNITIES Advertising Medicines on the Internet ehealth Tools and ehealth Management epharmacies: Strategic Implications for the Healthcare Industry econnectivity: Linking Payers, providers and patients econtent: Healthcare Information on the Internet PRICING & FORMATS 1 Report 2 Reports - SAVE 15% 3 Reports - SAVE 25% Paper 595/ 975/$ / 1645/$1449 Electronic 745/ 1199/$ / 2050/$1820 THENFOR EACH ADDITIONAL REPORT ADD: Paper Electronic 1340/ 2181/$ / 2720/$ / 675/$ / 845/$750 PLEASE COMPLETE YOUR DETAILS: Title:Mr/Mrs/Ms: First Name Surname Company Job Title Dept. Address Country Tel address Post/Zip code Fax Signature HOW HOW WOULD YOU LIKE TO PAY? Please enclose 15/$40/ 35 p&p if ordering paper copy WOU 1 Please debit my credit card MASTERCARD VISA AMEX Diners Card No Expiry Date / Issue Date / 2 I enclose a cheque made payable to Business Insight for the sum of /US$/ 3 Please invoice my company (standard terms 30 days) EU companies (including UK) must supply: VAT/TVA/BTW/MOMS/MWST/IVA/FPA numbers to avoid extra charges e Reuters Business Insight Fleet Street, London, EC4P 4AJ, UK. info@rbi-reports.com By completing this form you agree that the data in the form will be used for the purpose of processing your order. We may also use your data to keep you informed of Reuters Business Insight products and services. As an international organization, Reuters may need to process your data internationally, including in countries which do not have data protection laws, or which have standards lower than the European Union. The Reuters Group as a whole, however, seeks to protect your personal data. You have a right to see and correct your data by writing to us. Sometimes a fee is payable. For queries about this contact privacy@rbi-reports.com. Please tick the box if you would not like to be kept informed of Reuters Business Insight products and services.