Just before the turn of the millennium, in 1999, the consulting and research company Opticom carried out a survey of how senior representatives of what were at that time the major global pharmaceutical companies saw the future. How well does the companies’ vision coincide with the way things are now, 15 years later?

The report, Prescription for a healthy industry, also formed the basis for a series of articles in Svenska Dagbladet/Näringsliv written by Elisabeth Sandlund. The report was partly based on in-depth interviews with 34 senior executives at what were at that time the 20 largest pharmaceutical companies. Their analysis resulted in three main points:

  • There is still a large unsatisfied need for pharmaceuticals. There is no cure for two thirds of all illnesses. The world population is getting older. New research methods are being developed all the time and there will be substantial growth in DTC (direct-to-consumer sales).
  • Quick access to market is a key to success. In the face of tougher future competition, companies must launch new innovative products quickly.
  • Company mergers slow down companies’ development processes. The top executives questioned the benefits of mergers and wondered whether they were driven by the financial markets and by financial consultants. They were the main beneficiaries of mergers – not the patients.

The winners, predicted the author of the report, will be companies that succeed in achieving a high organic growth rate, companies that sell or outsource in areas outside their own core areas and companies that focus on a small number of therapeutic areas and companies that focus their efforts on their own stores and customers. Companies will benefit from alliances with other companies and research groups, in-licensing, greater investment in research and development and strategic use of information technology.

The losers, on the other hand, would be companies with weak research portfolios but that chose to merge – those companies lose their focus and their rhythm, and therefore their competitiveness…

Article continued in links below

Links to whole article:
Click here to read the full article (in English)Translated from original Swedish by Opticom.
Click here to read the full article (in Swedish).

 

 

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The research consists of telephone interviews with cartonboard converters and brand owners across six end-use segments: Cosmetics, perfume & beauty care, Pharmaceuticals & healthcare, Chocolate & confectionery, Chilled & frozen food, Dry food and Wine & spirits. About 600 professionals, responsible for selecting and/or purchasing cartonboard for folding packaging, will be interviewed in seven European markets: Germany, France, the United Kingdom, Benelux, Spain, Italy and Switzerland.

The survey provides value to subscribers in a number of ways:
• Follow-up and evaluation of the success of brand strategies: Rebranding, the launch of new concepts, brand positions’ development over time can all be evaluated accurately on the basis of the survey.
• Evaluation of different brands’ value in different markets – including awareness, satisfaction and loyalty – provides a valuable input for developing a brand’s position in a brand portfolio or for developing a brand portfolio to even better fit with end-user needs.

In addition to providing you with input on how to develop your portfolio, Opticom’s independent research report also provides you with a powerful tool in channel negotiations. A good position in the overall ranking for your brands can be used for marketing and PR purposes and can contribute to building commitment internally.

The preparation of the survey will take place during November and December and the fieldwork will be conducted in Q1, 2016 so that results will be available by April/May the latest.
For more information, or ordering of the study, please contact Cécilia Vassal Nyholm at +46 8 50 3090 00 or cecilia [at] opticom [dot] se.

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Given our extensive experience in conducting global customer research, clients often rely on Opticom to develop their skills of listening to the market, to base their decisions on market facts and to embed the customer´s voice in their companies DNA. Successful companies do not just focus on what their customers want, but put the customers at the centre of all they do. They strive at finding ways to differentiate themselves from competition. Profits follow from this; they do not lead it. Opticom offers a unique portfolio of consulting services focusing on retaining customers and building loyalty, securing more business and finding ways to differentiate from competition.

Customer satisfaction research

We really need our customers, regardless of the products we sell or the services that we offer, but customers are mostly doing just fine without us. Conducting customer satisfaction research shows that you care about your customers and are interested in what they have to say, but – more importantly – acting upon the results from the survey and suggestions put forward by your customers strengthens their perception of your company as both customer-oriented and trustworthy.

Opticom’s comprehensive model for customer satisfaction research with extensive qualitative in-depth interviews provides detailed feedback on customers’ opinions, expectations and perceptions of the performance of your company and allows you to take action on all relevant levels. Besides enabling direct and short-term improvements for existing clients, the feedback provided from customer satisfaction research allows our clients to become even more market-focused and differentiate themselves through an improved product and service offering.

Best-in-class supplier study

The general purpose of this study is to enhance our clients’ understanding of the future needs and expectations of key potential and current customers. The project scope covers trend analysis, defines critical customer interaction areas, benchmarks against competition and identifies value creation opportunities. The study should ultimately help our client to become a best-in-class supplier with an efficient sales organisation offering an optimal product and service portfolio.

Prospecting for business opportunities

Opticom frequently co-operates with our clients to prospect for business opportunities by mapping potential customers, creating awareness among them and investigating their buying intentions – in both existing and new business segments. Over the years Opticom has helped generate hundreds of million euro in additional revenues to our customers on five continents.

Learning from lost customers

Most businesses – even the best ones – lose customers over time. But if a company can retain customers longer this can make a dramatic change to the bottom line. So crucial insights into why customers take their business elsewhere and what the competitors are up to will help you to increase customer loyalty and thereby save costs and effort needed to find new customers.

The projects focus on why customers have chosen to discontinue their business relationship, what our clients need to do better and different in the future, which elements in our clients’ offering that are still appealing, if our clients still could be considered as a supplier in the future and which customers that are at risk and how losing their business can be avoided. The general purpose of these studies is to enhance our clients’ capabilities in retaining customers over time.

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