Bri
gitte
Gay
Bri
gitte
Gay
Gro
upe
Gro
upe
ESC
Busi
nes
s Sch
ool
ESC
Busi
nes
s Sch
ool
ALGER: 2èm
e Assises de l’intelligen
ce
économique. VIP G
roupe
10 au 11 Novembre 2008
Analyse des Jeu
x M
ondiaux de Contrats dans
l’Industrie Pharm
aceutique par Intelligen
ce
Economique
Implications Stratégiques
10.0
2.0
9B.G
.1
�L’utilisation d’outils, de méthodologies constitutives de l’intelligence
économique permet l’étude des réseaux d’alliances dans une industrie.
�Dans les industries oùla High Tech est très développée, l’innovation est
soutenue, souvent de rupture, et globale, les cartographies dynamiques de
réseaux permettent alors de faire des audits évolutifs des différents segments
technologiques constitutifs de ces industries: émergence de technologies
nouvelles, croissance et rythme de croissance, obsolescence, répartition
géographique.
�La prise ou la perte de pouvoir d’acteurs/firmes au sein de ces réseaux
mondiaux, et les contraintes exercées dans le temps par l’ensemble des acteurs
sur une entreprise, i.e. l’environnement concurrentiel, peuvent être analysés.
Les analyses de structures de réseau permettent ainsi de comprendre la
cohérence de la stratégie d’une entreprise et la pertinence de sa position dans
un segment donné, ou dans l’ensemble des segments de ou des industries dans
lesquels elle est impliquée. L’intelligence économique, dans ce cas, devrait
aider les entreprises àassurer la maîtrise de leur position.
10.0
2.0
9B.G
.2
.3
The
Str
ate
gic
Innova
tion C
hallen
ge
�Innovationmatters……the game keeps changing –new
technologies, new markets, new competitors, even new
rules for the game.
�Estimates indicate that, in fields in which technology-
exchange agreements between firms are widespread,
information about innovations is disseminated throughout
the world w
ithin
a y
ear or tw
oof the introduction of an
innovation
B.G
.10.0
2.0
93
Mee
ting
the
Str
ate
gic
Innova
tion C
hallen
ge
�Open innovation implies that organizationsopen
up
their innovation processes, searching widely outside their
boundaries and working towards managing a rich set of
network connections and relationships right across the
board.
�Innovation increasingly becomes a corporate wide task
and one which extends beyond the boundaries of the
enterp
rise.
B.G
.10.0
2.0
94
Fro
m a
clo
sed
to
an
op
en
co
rpo
rate
in
no
vati
on
sys
tem
: So
me
exa
mp
les
of
tra
nsf
orm
ati
on
an
d in
cre
ase
d
pe
rfo
rma
nce
�IB
M h
as
ge
ne
rate
d m
ore
th
an
$1
0 b
illio
n in
lice
nsi
ng
re
ven
ue
sfr
om
19
96
to
20
06
�C
om
pa
nie
s a
lso
re
ceiv
e r
eve
nu
es
fro
m r
oya
lty
pa
yme
nts
. IB
M f
or
exa
mp
le r
ece
ive
d $
1.9
bill
ion
in r
oya
lty
pa
yme
nts
in
20
01
.
B.G
.10.0
2.0
95
Som
e e
xam
ple
s o
f tr
an
sfo
rma
tio
n a
nd
incr
ea
sed
p
erf
orm
an
ce :
The pharmaceuticalindustry
�P
fize
r re
vie
we
d in
20
05
ove
r 4
00
lice
nsi
ng
or
acq
uis
itio
n
op
po
rtu
nit
ies.
�4
4 p
erc
en
t o
f m
id-p
ha
rma
reve
nu
es
in 2
00
5 w
ere
fro
m p
rod
uct
s d
isco
vere
d o
uts
ide
th
eir
ow
n p
ipe
line
s
�A
na
lyst
fo
reca
st:
–R
eve
nu
es
fro
m p
rod
uct
s d
isco
vere
d b
y e
xte
rna
l so
urc
es
will
re
ach
49
pe
rce
nt
by
20
10
ba
sed
on
ly o
n t
he
de
als
alr
ea
dy
in p
lace
.
�D
ata
mo
nit
or
sta
tist
ics
on
th
e in
cre
ase
d d
ep
en
de
nce
on
lice
nsi
ng
ove
r th
e n
ext
ye
ars
:
–B
ig p
ha
rma
ceu
tica
l co
mp
an
ies
sho
uld
re
trie
ve o
ver
US$
10
0 b
illio
nin
sa
les
fro
m li
cen
sed
pro
du
cts
by
20
10
. B.G
.10.0
2.0
96
INTERFIR
M A
LLIA
NC
ES
INTERFIR
M A
LLIA
NC
ES
B.G
. 12/0
3/0
87
B.G
.10.0
2.0
97
B.G
. -VSST
Taking a Network Lens to Alliance Management
Taking a Network Lens to Alliance Management
DYNAMICS!!
????
????
????
???
12/0
3/0
88
B.G
.
Fir
m1
Fir
m2
Con
trac
t
Fir
m1
Fir
m2
10.0
2.0
98
AT STAKE IN STRATEGY:
•FIRM POSITION W
ITHIN UNBALANCED COMPLEX NETWORKS OF
ALLIANCES
•THE CONCEPTION OF EGONET STRUCTURES W
ELL ADAPTEDTO THE
MACRO STRUCTURES INTO W
HICH FIRMS ARE EMBEDDED
POWER
CONTROL
CONSTRAINT
B.G
.10.0
2.0
99
B.G
.
X3 D
Cooc
Dic 3Dic 1
Dic 2
Met
a
2°
leve
l
Corp
us
4
Corp
us
3
Corp
us
2
1'
Corp
us
1
DB
WebCD
Met
a-
data
Met
a-
data
Met
a-
data
Met
a-
data
Met
a-
data
Met
a-
data
Arc
hitec
ture
DATA E
XTRACTIO
N
PRE-P
RO
CESSIN
G
DATA M
ININ
GVIS
UALIS
ATIO
N
STATS
12/0
3/0
810
B.G
.10.0
2.0
910
12/0
3/0
8B.G
. -VSST
11
TE
XT M
ININ
G (open
-sourc
e, p
ress
rel
ease
s): 5600
allia
nce
s in
the
PH
ARM
A Indust
ry in 2
004 a
nd 2
005 (sim
plified
im
age)
B.G
.10.0
2.0
911
12/0
3/0
8B.G
.
ab
RAND
OM
ARCH
ITECTURE
ALLIA
NCE
NETW
ORK
12
B.G
.10.0
2.0
912
B.G
. Connec
tivi
ty:
cluster
ing c
oef
fici
ent
Shortes
t
Path
Bio
tech
nolo
gy
net
work
0,2
7*
3,5
**
Random
gra
ph
0,0
05
6,1
Sm
all-W
orld F
eatu
res of th
e Bio
tech
nolo
gy
Net
work
*th
e cl
ust
erin
g c
oef
fici
ent of a reg
ula
r la
ttic
e te
nds to
0,7
5.
Whet
her
we
exam
ine
a h
igh-tec
h sec
tor
or a w
hole
indust
ry …
……
….
12/0
3/0
813
This
worl
d is not RAN
DO
M …
.. A
nd it is
SM
ALL
B.G
.10.0
2.0
913
ENTREPRENEURS NEED TO UNDERSTAND THE
MACRO ENVIR
ONMENT IN W
HIC
H THEIR
FIR
M IS
SIT
UATED
Indust
ries
rapid
move
s transl
ate
into
com
ple
x
allia
nce
net
work
s su
bm
itte
d to sustain
ed innova
tion
and fast
diffu
sion
B.G
.10.0
2.0
914
12/0
3/0
8B.G
.15
Topic
sArc
hitec
ture
Contr
ibution
Concl
usion
Contr
ibution
To A
llia
nce
Analy
sis
Indust
ry
Seg
men
t N
Indust
ry
Seg
men
t 1
Indust
ry
Seg
men
t 2
ALLIA
NCES IN T
HE W
HO
LE IN
DU
STRY F
RO
M
2004 T
O F
EB2006
SECTOR 1
Genentech
Medarex
Morphosys Ag
Biogen Idec
Medim
mune
Xoma
Protein Design Labs
Seattle Genetics
Centocor
Abbott
SECTOR 2
NIH
Merck
GlaxoSmithKline
Crucell
Chiron
Aventis
Medim
mune
Id Biomedical
Dow
Genvec
0
20
40
60
80
100
120
140
160
180
200
New
Alliance
Number
2004
2005
feb
2006
Year
Segment 1 (Ab)
Segment 2 (Vac)
B.G
.10.0
2.0
915
12/0
3/0
8B.G
.16
1996-2003 TAKING NETWORK «SNAPSHOTS»EVERY TWO YEARS
POWER CONTROL: INTERDEPENDENCY FIRM-NETWORK
B.G
.10.0
2.0
916
10.0
2.0
9B.G
.17
12/0
3/0
8B.G
.18
ALLIA
NCES
AT
FIR
M L
EVEL ?
B.G
.10.0
2.0
918
10.0
2.0
919
12/0
3/0
8B.G
.19
GSK
WH
OLE IN
DU
STRY
GSK
WH
OLE IN
DU
STRY
MERC
K W
HO
LE IN
DU
STRY
MERC
K W
HO
LE IN
DU
STRY
GSK
SEG
MEN
T 2
GSK
SEG
MEN
T 1
MERC
K S
EG
MEN
T 1
MERC
K S
EG
MEN
T 2
B.G
.
12/0
3/0
8B.G
.20
RO
CH
E
WH
OLE IN
DU
STRY
RO
CH
E
SEG
MENT O
NE
GENEN
TEC
H
SEG
MENT O
NE
…and
51%
inte
rest in
Chugai
Roch
e
Gro
wth
outlook
secu
red b
y
com
bin
ed
tech
/pip
elin
e
portfo
lio
B.G
.10.0
2.0
920
UNDERSTANDIN
G THE
DYNAMIC
S …
…..
B.G
.10.0
2.0
921
B.G
.22
BIG
PH
ARM
AS:
Ver
y Fast T
urn
ove
r of links
!!!
Obligato
ry to e
scape
com
pet
itio
n
2004
2005
2004
2005
12/0
3/0
8B.G
.
Fir
m A
Fir
m A
Fir
m B
10.0
2.0
922
SPATIA
L ANALYSIS
WORLDW
IDE INTERACTIO
NS
B.G
.10.0
2.0
923
B.G
.12/0
3/0
8B.G
.24
Worl
dW
ide
Situation
Worl
dW
ide
Situation--H
isto
gra
mH
isto
gra
m
0%
5%
10%
15%
20%
25%
% Alliances
usa
canada
germany
uk
japan
china
netherl
india
switzer
france
austral
israel
sweden
Pays
2004
2005
10.0
2.0
924
25
12/0
3/0
8B.G
.25
Worl
dW
ide
Analy
sis
Worl
dW
ide
Analy
sis ––
Net
work
Str
uct
ure
Net
work
Str
uct
ure
2004
2005
B.G
.10.0
2.0
9
Increasing the signal ….. A shift in control and power
B.G
.10.0
2.0
926
12/0
3/0
8B.G
.27
Worl
dW
ide
Analy
sis
Worl
dW
ide
Analy
sis ––
Net
work
Struct
ure
Net
work
Struct
ure: CHINA
: CHINA
0%
5%
10%
15%
20%
25%
% Alliances
usa
canada
germany
uk
japan
china
netherl
india
switzer
france
austral
israel
sweden
Pays
2004
2005
Dév
eloppem
ent fo
rt sur
l’Asie
Atten
tion à
la
stru
ctura
tion sur ce
tte
zone
= sig
nal
fort/n
om
bre
d’a
llia
nce
s
B.G
.10.0
2.0
927
B.G
.
SE
CTO
R 1
SE
CTO
R 2
WH
OLE
IN
DU
STR
Y
10.0
2.0
928
12/0
3/0
8B.G
.29
Worl
dW
ide
Analy
sis
Worl
dW
ide
Analy
sis ––
Net
work
Struct
ure
Net
work
Struct
ure: has
: has
a firm a global reach ?
a firm a global reach ?
B.G
.10.0
2.0
929
INNOVATION -SMALL WORLD –
POWER + Dynamics !
B.G
.10.0
2.0
930
Europe
Océanie
Amérique
du Nord
Asie
Afrique
32%
32%
8%8%
2%2%
58%
58%
9%
31%
31%
2%2%
58%
58%
13%
13%
57%
57%
30%
30%
42%
42%
50%
50%
8%8%
EXAM
PLE:
MAJO
R S
ECTO
R O
F T
HE
PH
ARM
A IN
DU
STRY 2
006-
2007
I’VE M
ADE IT SIM
PLE TODAY
AND SHOW
N BASIC
THIN
GS
Conclusion 1
B.G
.10.0
2.0
931
Ma
pp
ing
of
Ma
pp
ing
of evolving
evolving
net
wo
rks
sta
rtin
g f
rom
op
en
net
wo
rks
sta
rtin
g f
rom
op
en
sou
rces
fo
un
d o
n t
he
Wo
rld
sou
rces
fo
un
d o
n t
he
Wo
rld
Wid
e W
eb c
an
bri
ng
W
ide
Web
ca
n b
rin
g
imp
ort
an
t in
form
ati
on
imp
ort
an
t in
form
ati
on
12/0
3/0
8B.G
.32
B.G
.10.0
2.0
932
AT STAKE IN STRATEGY:
•FIRM POSITION W
ITHIN UNBALANCED COMPLEX NETWORKS OF
ALLIANCES
•THE CONCEPTION OF EGONET STRUCTURES W
ELL ADAPTEDTO THE
MACRO STRUCTURES INTO W
HICH FIRMS ARE EMBEDDED
POWER
CONTROL
CONSTRAINT
B.G
.10.0
2.0
933
12/0
3/0
8B.G
.34
��TH
AN
K Y
OU
VERY M
UCH
FO
R Y
OU
R
TH
AN
K Y
OU
VERY M
UCH
FO
R Y
OU
R
ATTEN
TIO
NATTEN
TIO
N
��Q
UESTIO
NS ?
QU
ESTIO
NS ?
Gro
upe
ESC
Busi
nes
s Sch
ool
B.G
.10.0
2.0
934
A p
ath
fo
rwa
rd f
rom
alliance
ma
na
ge
me
nt
to network
ma
na
ge
me
nt.
A
pa
th f
orw
ard
fro
m alliance
ma
na
ge
me
nt
to network
ma
na
ge
me
nt.
