Posted on December 7, 2015 by Opticom

Just before the turn of the millennium, in 1999, the consulting and research company Opticom carried out a survey of how senior representatives of what were at that time the major global pharmaceutical companies saw the future. How well does the companies’ vision coincide with the way things are now, 15 years later?

The report, Prescription for a healthy industry, also formed the basis for a series of articles in Svenska Dagbladet/Näringsliv written by Elisabeth Sandlund. The report was partly based on in-depth interviews with 34 senior executives at what were at that time the 20 largest pharmaceutical companies. Their analysis resulted in three main points:

  • There is still a large unsatisfied need for pharmaceuticals. There is no cure for two thirds of all illnesses. The world population is getting older. New research methods are being developed all the time and there will be substantial growth in DTC (direct-to-consumer sales).

  • Quick access to market is a key to success. In the face of tougher future competition, companies must launch new innovative products quickly.

  • Company mergers slow down companies’ development processes. The top executives questioned the benefits of mergers and wondered whether they were driven by the financial markets and by financial consultants. They were the main beneficiaries of mergers – not the patients.

The winners, predicted the author of the report, will be companies that succeed in achieving a high organic growth rate, companies that sell or outsource in areas outside their own core areas and companies that focus on a small number of therapeutic areas and companies that focus their efforts on their own stores and customers. Companies will benefit from alliances with other companies and research groups, in-licensing, greater investment in research and development and strategic use of information technology.

The losers, on the other hand, would be companies with weak research portfolios but that chose to merge – those companies lose their focus and their rhythm, and therefore their competitiveness…

Article continued in links below:
Click here to read the full article (in English) – Translated from original Swedish by Opticom.
Click here to read the full article (in Swedish).



Posted on November 11, 2015 by Opticom

The research consists of telephone interviews with cartonboard converters and brand owners across six end-use segments: Cosmetics, perfume & beauty care, Pharmaceuticals & healthcare, Chocolate & confectionery, Chilled & frozen food, Dry food and Wine & spirits. About 600 professionals, responsible for selecting and/or purchasing cartonboard for folding packaging, will be interviewed in seven European markets: Germany, France, the United Kingdom, Benelux, Spain, Italy and Switzerland.

The survey provides value to subscribers in a number of ways:

• Follow-up and evaluation of the success of brand strategies: Rebranding, the launch of new concepts, brand positions’ development over time can all be evaluated accurately on the basis of the survey.
• Evaluation of different brands’ value in different markets – including awareness, satisfaction and loyalty – provides a valuable input for developing a brand’s position in a brand portfolio or for developing a brand portfolio to even better fit with end-user needs.

In addition to providing you with input on how to develop your portfolio, Opticom’s independent research report also provides you with a powerful tool in channel negotiations. A good position in the overall ranking for your brands can be used for marketing and PR purposes and can contribute to building commitment internally.

The preparation of the survey will take place during November and December and the fieldwork will be conducted in Q1, 2016 so that results will be available by April/May the latest.
For more information, or ordering of the study, please contact Cécilia Vassal Nyholm at