We just completed a global strategic planning exercise, and our mandate is to enter a specific strategic space. Can you help?

We believe we know some of the key players in this space, but we need to have a comprehensive view of the global landscape of players, and how each offering in this landscape compares and contrasts, in order to make an informed decision around business development activities. Can you help?

Large market leading healthcare companies are increasingly relying on sources of external innovation to build their product pipeline. Time and again, studies have shown that it is far more cost and time efficient to acquire new and emerging technologies to bolster a market leader’s product portfolio than to rely on internal R&D resources, particularly for product opportunities in adjacencies or white spaces. While most of the large multinational companies are approached with great frequency by emerging companies for exploring potential licensing or acquisition relationships, unless a systematic approach is taken to map out the entire global landscape of opportunities, a passive approach that is merely responsive to the companies that approach a large strategic often leads to blind spots in a landscape map.

Over the course of the past decade, SI has developed a detailed global landscape mapping approach that leverages information obtainable through multiple secondary and primary sources, ranging from national and international patent databases, to technical and clinical sources of information, to key opinion leader interviews, and targeted scouting to compile and create a comprehensive landscape map of the key players in a particular segment, sorted and prioritized with the most “mission aligned” opportunities profiled in detail. SI’s global landscape maps have often been used as an important reference document to guide follow on business development or investment activities by several Fortune 500, multi-national, healthcare companies.