At Enrich, our clients come first. Whether they're small, privately-held companies or large multi-national organizations, we're dedicated to helping them improve their businesses. Every day, our world-class products and solutions are used by companies around the world, backed by our outstanding customer support.
A mid-sized pharmaceutical firm was coasting on the success of the recent acquisition of a fringe product that turned out to have a wide-range of additional applications. They realized that, in order to sustain their success, they would need to improve the processes that fed their pipeline and also increase the productivity of their mid- and late-stage R&D investments.
They began their relationship with Enrich Consulting with a diagnostic, assessing their capabilities in early-, mid-, and late-stage pipeline valuation and decision making. They realized that while they did have a reasonable valuation process in place for each compound, their portfolio capabilities were non-existent; they were making decisions on each compound-indication pair in a vacuum, without regard for strategic goals or the larger portfolio.
Rather than overhauling the entire process at once, they began by concentrating on standardizing their compound-level finanical analyses, so that they would have an apples-to-apples basis for comparison at the franchise and corporate levels. Items such as discount rates, time horizons, and market segmentation were standardized across all compounds. A complete project-level reporting engine allowed detailed reports to be generated on operational, tactical, and strategic aspects of each compound in minutes, using the latest data provided by all departments with the organization. The results were surprising: a gap in overall mid-term revenues, 5-6 years out, was suddenly abundantly evident. This gap was evident after just a few months of workflow reorganization and analysis, but the corporate management needed time to digest this reality and consider various mitigation scenarios before taking action.
The portfolio team built up several scenarios that offered different levels of risk and reward to the firm. Some scenarios centered on expanding indications for the current product line, some focused on acquisitions of competitors, and some boosted discovery productivity. Executives could trade-off, and fine-tune, these scenarios in real time within the Enrich Portfolio System.
Eventually the executive team settled on a hybrid scenario to address their impending revenue shortfall. Furthermore, they were able to reduce their pipeline project expenditures by 20%, removing those projects that were of secondary strategic importance or questionable value. This freed up additional funds for the new initiatives that would be required for a new strategic direction for the firm. Given their investment in the Enrich Portfolio System, this amounted to an ROI of over 500%.
A large producer of diagnostic devices was having difficultly using
its strategic planning process to make sound decisions about existing
products and R&D initiatives. The results of the process fell
short of expectations each year, as there was little consistency
across assessments of different projects, and little transparency
into the key assumptions and drivers of project value. In addition,
the process was extremely cumbersome, requiring extensive effort
by many personnel across the organization.
Enrich worked with a cross-functional group of key individuals within the organization to develop a streamlined process that addressed the specific needs of each business area. Enrich also created a customized set of valuation templates within its Enrich Portfolio System (EPS) to provide an analytic backbone for the process. The EPS was then used to:
The new process, combined with the EPS, enabled the organization to make more informed decisions about its existing products and R&D initiatives, and respond to changing markets and technologies much more rapidly. Furthermore, the results from the process were leveraged to inform other decision-making processes across the broader organization.
A medical device manufacturer had a large number (30+) of new and existing products in several related therapeutic areas. With multiple products in some markets, and some products spanning multiple markets, it was a challenge to forecast revenues for any one product and to accurately identify gaps in the firm’s product line.
Working with the firm’s strategic marketing group, Enrich developed a framework for consideration of the market within each therapeutic area. It incorporated market evolution across multiple therapies and disease states over time, as well consideration of “market maker” behavior, where the introduction of breakthrough products would change the size of some markets.
In order to forecast revenues, Enrich built analytics to anticipate competitors’ market entry and to determine market share in the face of competition. Recognizing that new product introduction could lead to cannibalization of existing product revenues, these analytics also captured the interaction between products when, and if, they reached the market. With the development, marketing, and finance groups' involvement, these forecasting models were incorporated into an Enrich Portfolio System (EPS) to allow management to review and evaluate the company-wide portfolio of new and existing products.
EPS enables instant access to detailed market and project analyses, so that executives immediately understand the companies' competitive position, accurately value each product in the pipeline, and identify future market and product opportunities.