Benchmark in the pharma industry

For a leading pharmaceutical player who wanted to reorganize its medical affairs department by specialty, Alcimed carried out a benchmark of the organizational and operational models of medical affairs in the pharmaceutical industry.

Our team studied and analyzed existing models in others companies in terms of governance, structure, operational functioning, roles and responsibilities within their companies.

This benchmark exercise allowed us to identify the different possible models for our client, to understand the key success factors and the pitfalls and traps inherent to the evolution of medical affairs by therapeutic areas, and to recommend the best way to build the new medical affairs team of our client.

A company in the pharmaceutical sector was looking to make the transition to a new value proposition, likely to induce profound changes in its sales functions.

We helped them broaden and challenge their current vision by exploring existing market models, notably through a competitive benchmark, and by analyzing their customers’ needs and expectations.

Our team organized several workshops with our customer’s teams, resulting in a complete set of specifications for the future business and the associated roadmap for the upcoming transition.

One of our clients, a major healthcare player, wanted to understand and compare the digital strategies of the top 10 industrial pharmaceutical companies in order to reevaluate part of their R&D activities. In this context, we analyzed more than 300 initiatives from pharmaceutical laboratories, focusing on the digitization of therapeutic trials.

During this investigation, we identified potential levers for digitizing our client’s strategy and differentiating the pharmaceutical industry leaders based on the magnitude of their initiative and the cultural shift generated by this transformation.

Alcimed supported an international healthcare stakeholder to assess the current global efforts of pharmaceutical companies to contrast antibiotic resistance.

Alcimed performed a benchmarking exercise to evaluate what strategies are put into place by companies with respect to market access, education, logistics and environmental practices, and other aspects.

The project allowed to assess the receptivity of pharmaceutical companies with respect to antibiotic resistance and what kinds of collaborations may be developed in order to address this global health .

We worked with a leading player in the animal health sector who wanted to imagine new business models in connection with new services to be developed. We organized an “inspiration” workshop bringing together players from different sectors such as Butagaz, Xerox, Samsung and Somfy.

This workshop comprised 2 steps: the first one consisted in better understanding the history, the good practices and the key success factors of these inspiring companies’ models, and the second one consisted in co-constructing with our client the most adapted model to their case.

Our approach enabled our client to draw inspiration from other non-competitive players to define an innovative business model that would differentiate themselves from existing models.

In this project, we studied how digital (new sensors, algorithms, new professions) could support the “Release by Exception” (RBE) process, a more fluid and real-time vision of the release of batches.

Through interviews with experts and providers of digital solutions in this very specific sector, we drew up a panorama of the real maturity of RBE in biopharma and observed more closely the activities of 3 competitors over the last 10 years in this sector.

The project resulted in a better understanding of the topic and a clear vision of the steps and key success factors to implement an RBE digital transformation for our client.

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!