This document provides a summary of research on developing high-impact communication forms to brief senior leaders on competitive assessments and clinical development summaries. It describes the research methodology, which included surveys and interviews with leaders from 27 bio-pharma companies. Key findings include that executive briefs should be concise (5 pages or less), include general market insights as well as competitor insights, and be created for both new and existing products. Important elements to include are the condition treated, compound name, revenue projections, and probability of success. The document provides templates and recommendations for crafting impactful competitive landscape assessments and clinical development summaries.

1. Developing High-Impact Communication Forms to Brief
Senior Leaders:
Optimizing Competitive Assessment & Data Disclosure Summaries
Strategic Benchmarking Research & Analysis

2. Table of Contents
 Executive Summary pgs. 3-8
 Research Overview pg. 3
 Participating Companies pg. 4
 Key Recommendations pg. 5
 Key Findings & Insights pgs. 6-9
 I. Crafting a High-Impact Competitive Landscape pgs. 10-16
Assessment Template
 II. Crafting a High-Impact Clinical Development pgs. 17-22
Assessment Template
 III. Reporting Structures & Processes for pgs. 23-29
Maximizing Competitive Assessment Impact
 Benchmark Profile pgs. 30-32
 About Best Practices, LLC pg. 33

3. Page | 3
Field Research & Insight Development:
Thirty survey responses from leaders at 27 leading
pharmaceutical and biotech organizations.
Deep-dive interviews with senior bio-pharma leaders
with experience on Boards of Directors and Offices of
the Chief Executive, Chief Marketing Officer, Chief
Medical Officer, and Head of Competitive Intelligence.
• Distill best practices for crafting
high-impact competitive &
clinical development landscape
assessments
• Spotlight effective processes
and reporting structure for
delivering assessment to senior
leaders
Research Objectives & Methodology
Research Objectives:
 Competitive & Clinical Landscape Assessment Template
 Length of Templates Used While Presenting to Different Leadership Groups
 Important Elements of Competitive Assessment Landscape Templates
 Design Elements Used In Creating Landscape Templates
 Competitive Assessment Reporting Structure & Processes
 Management of Competitive Assessment
 Best Practices for Achieving High Impact at Executive Level
Business Objective:
Market intelligence and analytics leaders must develop executive briefing templates that are clear, concise and achieve high
impact. This benchmark study probes winning strategies and critical content elements for effectively informing senior leaders
through Competitive Market Landscape Summaries and Clinical Development Profile Maps.

4. Page | 4
Universe of Learning: 27 Leading Bio-pharma Companies Contributed to This
Research
This study engaged 30 executives from 27 leading pharmaceutical, biotech, and life sciences companies. Twelve research
participants represented large pharma organizations, while the remaining benchmark class emerged from mid-sized and
smaller companies.
Benchmark Class

5. Page | 5
Key Findings & Insights:
 Use 5 Pages or Fewer for Competitive Landscape Assessments: Very concise executive briefs work
best for presenting market landscape summaries to different leadership groups. More than half of
benchmark partners use 5 pages or fewer for presentations to all groups. Competitive assessments to
Investor Relations groups are often the most concise presentation type, while those to Executive
Committees may run longer.
 General Insights to include: 1-page briefs should include both basic information such as
condition treated, compound name and patient population targeted. They should also analyze
revenue projection, success probability bands, and unmeet need analysis.
 Competitor Insights to include: Market share, competitor name, strategy insights, and likely
impact on own product are all highly rated.
 Create Competitive Landscape Summaries for Both New & In-line Products: Though competitive and
clinical landscape assessments are crucial to the success of new products, it is important to keep
executive committees, boards, and investors informed about established products. Currently 83% of
companies produce competitive assessments for both new and in-line products alike.
.
The following key findings and insights emerged from the 27-company benchmark field analysis:

6. Page | 6
Highly Important Market & Clinical Factors to Include in Assessments
Highly Important
Condition
treated
Important
Revenue
projections
Probability of success
for launch
Compoundname
Unmet need
analysis
Patient
population
targeted Competitor
name
Market
shareImpact vs.
your product
Strategy
insights
Breaking
news
Risks to
pipeline
assets
Approval date
estimate
Phase of development
(all products)
Approval
hurdles
Estimated primary
completion date
Trial design
summary
Threat level to
your product
Phase of
development
Total # of
competitors in
development
Filing
dates
Drug
class
Line of
treatment
Patent
expiration
Data disclosure summary

7. Page | 7
Q: “How many pages or slides are contained on average in each high-level template or executive brief when presenting
Competitive Assessments to each leadership group?”
N=26-29
Very concise executive briefs work best for presenting market landscape summaries to different leadership groups. More
than half of benchmark partners use 5 pages or fewer for presentations to all groups. Competitive assessments to
Investor Relations groups are often the most concise presentation type, while those to Exec Committees may run longer.
Use 5 Pages or Fewer in Presenting Competitive Assessments to Leaders
10% 8%
10%
8%
24%
31%
23%
34%
31% 46%
7%
12%
12%
14%
19%
12%
Executive Committee Board of Directors Investor Relations
+15 pages 11-15 pages 5-10 pages 3-5 pages 2 pages 1 page
Length of Competitive Landscape Assessment Template

8. Page | 8
31%
48%
56%
67%
81%
65%
44%
37%
26%
15%
Data disclosure
milestones
Clinical trial summaryApproval hurdlesPhase of development
(all products)
Approval date
estimate
Highly Important Somewhat Important
N=26-27
Data disclosure milestones are seen as “highly important” by less than one-third of companies. According to peer bio-
pharma companies, the most important new product timing features of a 1-page competitive assessment are, in order:
approval date estimates (81% rating “highly important”), phase of development (67%) and approval hurdles (56%).
Data Disclosure Milestones Not Seen as Hugely Important by Most Orgs
% Respondents
Q: “How important is each new product timing component as part of a 1-page Competitive Landscape Template to help a
senior leader understand critical dynamics of the market environment?”
Key New Product Timing Components in 1-Page Assessment Template

9. Page | 9
Q: “For what category of products do you create competitive landscape assessments?”
N=24
Create Competitive Landscape Summaries for Both New & In-line Products
New products only,
13%
In-line products
only, 4%
Both, 83%
Competitive Assessments for New vs. In-line Products
Though competitive and clinical landscape assessments are crucial to the success of new products, it is important to keep
executive committees, boards, and investors informed about established products. Currently 83% of companies produce
competitive assessments for both new and in-line products.

10. Page | 10
The vast majority of insights (approximately 72%) in this benchmark study come from bio-pharma professionals serving
the United States market. Study insights were also contributed from bio-pharma leaders working in developed Asian and
European markets.
Benchmark Research Captures Insights from US, Asia & Europe
Regions Represented in Study
North
America: 72%
Europe: 3%
Asia: 24%
N=29
Q: “In which region do you work?”

11. Page | 11
Best Practices®, LLC is an internationally recognized thought leader in the field of best practice
benchmarking®. We are a research, consulting, benchmark database, publishing and advisory firm that
conducts work based on the simple yet profound principle that organizations can chart a course to superior
economic performance by leveraging the best business practices, operating tactics and winning strategies of
world-class companies.
6350 Quadrangle Drive, Suite 200
Chapel Hill, NC 27517
(Phone): 919-403-0251
www.best-in-class.com
Learn More About Our Company: