Competitive Chess with Cheese

Posted by Tess Fagan

Apr 25, 2017 10:25:27 AM

There’s a savage war going on at your local deli counter. Shelf space at America’s deli counters is the newest casualty of a cutthroat retail brand battle in today’s supermarkets. Deeply entrenched and beloved brands like Boar’s Head and Land O’Lakes are silently duking it out in a fight over who reigns supreme in the deli section. The result to the winner is likely to be increased revenue; for the shopper this is a race to the bottom, and we should anticipate less choice and increased prices.

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Topics: Consumer Goods, Brand Insights, Market Analysis, Competitive Strategy

Quality Drug Data Not a Guarantee of Future Revenue

Posted by David Staknis

Apr 12, 2017 12:07:23 PM

On March 16, 2017, Amgen released positive cardiovascular outcomes data for its PCSK9 inhibitor, Repatha. Yet, it could be tough going to receive wide coverage of the drug from managed care companies due to concerns over high cost and availability of efficacious, economical alternatives. Positive outcomes data alone will not sway payers if the cost-benefit ratio is too high, especially when established and more cost-effective options are available and acceptable.

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Topics: Product Positioning, Competitive Strategy, pharmaceutical

Restaurants are Using Digital Menus to Gain a Competitive Advantage

Posted by Ben Price

Apr 7, 2017 3:03:51 PM

The typical customer experience at restaurants is uninspiring. The order taker welcomes the patron. He or she may list off some specials then disappear, coming back only for transactional purposes like recording orders and dropping off food.

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Topics: Competitive Intelligence, Travel/Hospitality, Competitive Strategy

Fake News and Competitive Strategy

Posted by Malini Solanki

Jan 3, 2017 1:54:02 PM

The diagnostic industry provides essential information for healthcare, and is driven by medical technology, the aging population, and the complexity of disease. One sector, the global blood testing market, in 2015 was valued at $51.5 billion and is expected to grow to $62.9 billion by 2024. Understanding how to craft strategy in this market is critical, given the funding required for new ventures, and it is nuanced, given the often unusual business practices that can be employed by one's competitors. 

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Topics: Competitive Intelligence, Pharma, Competitive Strategy

New Year's Resolutions for the Competitive Strategist

Posted by Ken Sawka

Dec 19, 2016 10:38:10 AM

As 2016 ends, few would argue that most businesses are in for a roller coaster ride in 2017.  The United States is set for a hard-right turn politically, the Brexit process is facing new uncertainties regarding its duration and manner, and accusations of Russian cyber espionage and China’s muscle-flexing in the Asia Pacific region foreshadow turbulence in international relations. Longer-term demographic shifts in developed and developing economies will continue to affect wealth patterns and create new consumption opportunities.  What are strategists to do?

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Topics: Competitive Intelligence, Competitive Strategy, Early Warning

The Ever Shifting Pharmaceutical Marketplace – Biosimilars and Interchangeability

Posted by Varun Naik

Dec 12, 2016 10:22:27 AM

The FDA recently approved Amjevita (adalimumab-atto), Amgen’s adalimumab biosimilar product for seven inflammatory indications in adult patients1. It was the fourth biosimilar approved by the FDA, and was announced just days after approval was granted for Sandoz’s Erelzi (etanercept-szzs), an Enbrel® biosimilar. Both Enbrel® and Humira® are blockbuster drugs with worldwide revenues over $8.7 and $14 billion respectively and the introduction of related biosimilars will certainly impact their growth potential by providing patients with new and different options and greater access to treatments. Further, biosimilars are expected to generate considerable cost savings for patients and reduce the burden on healthcare expenses.

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Strategies for Surviving an Industry Downturn

Posted by Nathaniel Emmons

Dec 7, 2016 11:12:13 AM

Co-written by Diane Borska

In late October, GE announced that it is spinning off its oil and gas business and merging it with Baker Hughes, embarking on a strategy of convergence, expanding its offerings and therefore the potential revenue it can generate, to remain vibrant and viable in the current industry downturn. In 2014, GE Oil and Gas developed a business plan based on oil prices of approximately $100 per barrel, but by January 2016, oil prices plummeted to $27 a barrel, resulting in a 30% drop in profitability. Developing strategies for how to respond to downturn is critical.

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Topics: Competitive Intelligence, Innovation, Industry Convergence, Competitive Strategy

Future Trends for Competing in the Furniture Industry

Posted by Fuld + Company

Dec 5, 2016 1:51:32 PM

The $96 billion U.S. furniture industry is in a tumultuous state, driven by changing consumer preferences and buying behavior, digital disruption, pricing pressures, multi-channel retail options, new online players, and the role of social media.

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Topics: Competitive Intelligence, Consumer Goods, Brand Insights, Competitive Strategy

Qualitative Methods Enrich Quantitative Data

Posted by Diane Borska

Oct 27, 2016 9:22:14 AM

Co-Written by Ola Jachtorowicz

Seventy-six percent of millennials want to drive an eco-friendly car. Ninety-two percent of students prefer physical books to e-readers. Ninety percent of senior executives confirm that customer experience is one of their top three priorities. Sixty-seven percent of U.S. manufacturing executives plan to increase investments in data analytics next year.

Data is king. Statistics and opinion polls accompany every article, analysis, and prediction. It’s difficult to find a claim without a piece of quantitative evidence behind it.

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Topics: Competitive Intelligence, Fuld + Company, Competitive Strategy

Strategy for When Satisfied Customers Don’t Come Back

Posted by Christopher Dent

Oct 21, 2016 9:14:53 AM

A month ago, my wife and I celebrated our third wedding anniversary. As we celebrated, I thought back to the autumn of 2007 when we first met.

I was a single 20-something professional, less than a year removed from active duty in the Marine Corps and anticipating settling down and starting a family. Having tried the “bar scene” to no avail, I decided to join eHarmony. Six months later, having met my beautiful wife and extremely happy with the outcome of my time on the site, I closed my account.

As I reminisced, I glanced at the pile of magazines sitting on the coffee table. I wondered: how does a company like eHarmony stay in business when a successful outcome means its clients never need it again, as opposed to other businesses (like periodicals) where the value proposition is ongoing?

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Topics: Competitive Intelligence, Brand Insights, Technology/Telecomm, Competitive Strategy

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