Healthcare and Business Advantage: the Case of Sanofi

Competitive Intelligence – Joseph Pategou 1
Pharmaceutical Industry
------------------------------------
Turn Strategic & Technologic
Watches into business
advantage
Joseph Pategou
International Strategy and Influence
joseph.pategou@skema.edu

23/05/2016 2
SUMMARY
Introduction
I. Methodology
II. MAIN CONCEPTS OF THE RESEARCH
III. THEORETICAL FRAMEWORK
IV. FINDINGS
V. CASE STUDY: Sanofi an INTELLIGENCE MASTER
Conclusion: Main Contributions And Limitations
Information about the author
Appendix
Competitive Intelligence – Joseph Pategou

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iNTRODUCTION

Competitive
Intelligence
Strategic and
Technologic watches
Pharmaceutical
industry
Competition
Field of
research
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FIELD OF RESEARCH

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CI & PHARMACEUTICAL INDUSTRY
HIGHLY INNOVATIVE
MASSIVE R&D
INVESTMENTS
LONG-TERM
STRATEGIES
HIGHLY
COMPETITIVE • Technologic Intelligence
• Strategic Intelligence

Identify the best practices of Intelligence
Masters within the pharmaceutical
industry
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Research Question

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mETHODOLOGY

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METHODOLOGY
• Qualitative method of interpretation
• Sample: 1 questionnaire filled by 8 experts of CI and pharma
• Position of the Interviewees:
 Top and middle managers of pharmaceutical firms in France
 Academic experts of CI
USA
Dr. Benjamin Gilad
 Pioneer of CI theory and practice in the USA
Mr Brady Jensen
 Vice President - Customer Experience, at ClearCI
France
Mr Philippe Revardel
 VP group CI at Sanofi
Mr Jonathan Chriqui
 BD & Alliance Director, at IPSEN
Mr Emilien Monod
 BI & Strategy Partner working at Abbvie
Mr Henri de Banizette
 Consultant expert in BI at GEOS
Mr Hebert Bastien
 Directeur conseil, Digimind
Mr Claisse Mathieu
 Roche
• Illustration of our findings through a Case Study on Sanofi

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MAIN CONCEPTS OF THE
RESEARCH

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MAIN CONCEPTS OF THE RESEARCH
“Intelligence Masters”
Success in turning CI into
competitive advantage
“The Rest of the Pack”
Most of the pharmaceutical firms

THE DNA OF INTELLIGENCE MASTERS
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MAIN CONCEPTS OF THE RESEARCH
DNA

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MAIN CONCEPTS OF THE RESEARCHCICAPABILITY
LEADERSHIP CAPABILITY
The What : Using CI investments and initiatives to in
order to collect, process and store information to
be made available to all people at all levels of
the firm to help shape its future.
The How : successful competitive intelligence
execution depends as much on how firms
manage competitive intelligence than solely
implementing CI processes, if not more.

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THEORETICAL FRAMEWORK

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THEORETICAL FRAMEWORK
General definition of CI
•Martre (1994): CI preserves assets in best conditions of quality, time, cost.
•Rouach & Santi (2001): CI helps shape future and prevent from threats.
Intelligence attitudes
•Rouach & Santi (2001): The Five Intelligence Attitude Map
•McCusker (1997), Baron & Byrne (2000): Competitors profiling and analysis of market
situation
•Kotler (1988), Chen (1996): resource likeliness = comparable strategy
Leadership capabilities
•Gilad & Smith (1998): more layered, less bureaucratic CI structures
•Persidis (1999), McMillan (1999): perpetual struggle science/business
•Badr, Madden & Wright (2006): cross-trainings science/business
CI capabilities
•Rovira (2008): CI creating new information to enhance making decisions
•Castells (2001): Knowledge management
•Athissingh & Hassen, (2007), Izquierdo & Larreina (2005): watch promotes R&D and innovation

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FINDINGS

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FINDINGS
Hire talented
people
Take an
offensive
stance
Fetch very
pro-actively
Seek
opportunities
constantly
Develop
highly
structured
CI
Invest
substantially in
CI
Use watch to
gain
competitive
advantage
Strong
leadership
capabilities
What Intelligence
masters do
2
1
3
4
5
6
7
8

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CASE STUDY
INTELLIGENCE
MASTER

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SANOFI : AN INTELLIGENCE MASTER
GENERAL OVERVIEW OF SANOFI
• French pharmaceutical company
• Industry expertise:
 Pharmaceuticals
 Vaccines
 Animal health
• Key Figures In France:
 1st
 Turnover: 32 770.0 M € in 2014

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CI AT SANOFI
COMPETITVE INTELLIGENCE AT SANOFI : THE 6 DIMENSIONS
 Original implementation within the organisation
CI at Sanofi
Perimeter
Process
Organization
Culture
Tools
Report

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LEADERSHIP CAPABILITIES
Competitive Intelligence
Board
Leaders
Talented people
Vision
Business Units
Employees
Deeply involved
Implementing CI capabilites

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CI AND STRATEGY
• Close link between CI and Strategy
• Move from a team to other (People)
For example:
Mr. Alexandre
RICHARD
Head of CI
Head of M&A
Strategy & BD
 Sanofi, focus on the use of information: The How
“No one has a serious advantage by having a “watch” program. It is how the
intelligence is used that matters. ONLY that” Dr. Benjamin Gilad
5 years after

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WATCH AND STRATEGY
Developing,
monitoring and
adapting the strategy
thanks to Intelligent
watch
Strategy
Hypotheses
High uncertainty
Updated
hypotheses
Lower uncertainty
Updated
Strategy
Projection
in the
future
Intelligent
watch
Rethink
strategy
Modify
strategy

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TECHNOLOGIC WATCH
Partnership with many incubators
 See how the market evolves
 Redeem promising inventions
Example: Paris Région Innovation Lab in the field of e-health
 Help to constantly find opportunities

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Conclusion:
Main Contributions And Limitations

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MAIN CONTRIBUTIONS
Helps identify
intelligence masters
There are few
intelligence masters
Provides a guideline to
become an
intelligence master.
Leadership capabilities
as fundamental
Contributions for
CI managers

23/05/2016 26
LIMITATIONS
Size of sample
Need for quantitative
data
French market focus Information bias
More research to
identify IM
features.

23/05/2016 27
Information about the author
Regulatory issues on the development of Biosimilars – Joseph Pategou
I am fascinated by healthcare and the experience of many
companies to develop new types of drug with the aim of saving
lives around the world.
Main topics of passion in the healthcare:
- Strategy
- Digital
- Innovation
- Biosimilars
If you want to know more, please contact me:
joseph.pategou@skema.edu
M. Joseph Pategou

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THANK YOU FOR YOUR
ATTENTION

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APPENDIX

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SANOFI CASE STUDY: CI AT SANOFI
Implementation of CI at Sanofi
N° Dimensions Objectives
1 Perimeter Resolve everyday problems and make Foresight (10 , 15 or 20 years)
2 Process Allows the organization of activities
3 Report Used to communicate information to decision makers
4 Tools Allows the collection of information
5 Organization Each unit of Sanofi participates in the implementation and realization of competitive
intelligence
6 Culture Establishment of a training system, a system of recruitment , career development and
presence of team leaders

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QUESTIONS FOR THE INTERVIEWS
1.What Does Competitive Intelligence mean to you?
2.In your opinion, is Competitive Intelligence critical for companies within the
Pharmaceutical Industry to outperform their peers?
3.What are the Competitive Intelligence tools that the best pharmaceutical
companies use to outperform their competitors?
4.Do Pharmaceutical companies invest substantially their resources into CI activities?
5.Are Strategic & Technologic watches critical for pharmaceutical companies?
6.What are the most critical strategic and technologic information to watch within
the Pharmaceutical Industry to make better decisions faster?
7.To which extents do technological and strategic watches provide a competitive
advantage in the pharmaceutical industry?
8.How do companies Turn Strategic & Technologic watches into business
advantage for their organization? What are the important leadership capabilities ?

Healthcare and Business Advantage: the Case of Sanofi

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