Strategy consulting

One of our clients, a global pharmaceutical leader, wanted to secure the position of one of its blockbusters facing an intense competition and to diversify its activities by setting up new associated services for healthcare professionals and patients.

In this project, our team first conducted a phase of identification of potential services via a benchmark of hospital and out-of-hospital healthcare services and a study of the unmet needs of patients and physicians in several countries. After this first phase, we evaluated and selected (according to several criteria co-defined with our client) the most relevant services to develop to diversify its activities.

Once the services were selected, we then defined the product and service offer “packs” and declined them operationally within a dozen of subsidiaries.

We supported a leader in the pharmaceutical industry in the development of its commercial strategy and business development plan for the launch of a new antibiotic in 2 key countries: South Africa and Thailand.

Once the project was launched and the context of our client was analyzed, our team first carried out a diagnosis of the situation in each target country (existing supply, market segments, demand mapping, needs and expectations of physicians, purchasing path and decision process, patient pathway, etc.). Following this diagnosis, our exlorers conducted a regulatory analysis to identify approval timelines for such a treatment in each target country.

All the elements gathered during our investigations and our analysis enabled us to co-build with our client each step of the commercial strategy and in particular its business development plan for this new product.

Our team supported the management committee of an innovative SME in the field of diagnostics in rethinking its 5-year strategy and in building a roadmap to raise funds to support its new development ambition.

To do so, we conducted a strategic audit of our client’s activities worldwide, coupled with a market study in several key geographies.

Our mission led to the co-construction of a 5-year strategic roadmap with our client, which enabled to validate several strategic decisions (discontinuation of some activities, development of others), to embark the internal team towards a new vision built in echo with the market, and to convince potential investors to support the projected growth.

We worked with a major player in the aeronautics industry who wanted to develop new digital services, and who could not afford the very long traditional development times in aeronautics for this kind of innovation race!

Everything had to be created from scratch: the process – from idea generation to prototype development -, the places, the people involved and the way they had to interact with each other, etc. A real innovation factory was born!
We tested the new approach by accompanying the first 3 ideas, and we also developed user guides, training materials and all relevant models, so that our client could now run it alone and efficiently.

We helped a leading company in the space industry improve its R&D strategy. Our client’s main challenge was to build a reference framework that would enable it to assess the relevance of the projects in its R&D portfolio. It would allow our client to objectively decide which project to pursue or discontinue, and ultimately optimize performance.

We carried out an initial internal phase aimed at understanding the existing R&D process, its pain points and the key criteria to be considered in order to optimize project analysis. We then benchmarked with comparable players (very long product cycles, substantial R&D investment, ….) to understand best practices and pitfalls to avoid in this area.

All the elements gathered enabled us to build a customized reference framework (criteria, an evaluation scale for each criterion, metrics, etc.) integrating the dimensions of strategic fit, business elements, degree of innovation, human aspects, etc.

We assisted a leading player in the medical device industry in redesigning its commercial strategy for its entire product portfolio in Russia.

Following an internal strategic change, our client needed to rethink its sales approach in Russia from a direct sales approach to an indirect sales approach via distributors. In order to establish its new strategy and define its growth plan, our team explored the Russian hospital market: analysis of supply and demand, understanding of regulatory, purchasing and reimbursement mechanisms, and identification and characterization of potential distribution partners.

The results of our study allowed our client to rethink and decide on its new business strategy and growth plan for the coming years.

We assisted a leading pharmaceutical company that wanted to bring its teams together around innovation to develop new products, new services, new market access models and new ways of working; all in a special and unique place. We decided to generate this new momentum by imagining the creation of an “innovation laboratory”, a physical place “apart”.

Through an external benchmark and internal workshops with a dedicated project team, we defined its operational functioning and roadmap and then organized the first events taking place in this new laboratory with employees now ready to innovate!

The development of autonomous systems has been a strategic aspect for the aeronautics market for several years.

Alcimed assisted the management of an aeronautical equipment manufacturer in the choice of the best strategic positioning for autonomous vehicles. To do so, our team identified current technological developments, carried out a positioning study of direct competitors and other players along the value chain, and assessed its customers’ expectations and level of maturity in terms of autonomy.

Our exploration also looked at the limits from a regulatory and certification point of view to finally define a concrete action plan enabling our client to become a key player in tomorrow’s aviation solutions.