Prioritising growth opportunities for a leading genomics company
The new regional leadership team of a large biotechnology company needed to identify and prioritise growth opportunities in the EMEA region for the next three years. The wide applicability of their technology and the large number of countries in the region implied a significant number of opportunities. The company reached out the SiLS to systematically assess opportunities through a combination of commercial insight, awareness of healthcare systems and understanding of the technology and its application.
The SiLS team took a two-step approach, first establishing the market opportunities and then the accessibility of the most attractive opportunities:
Establish market opportunity. The team built a robust method for estimating the ‘serviceable’ market size for each of the (over ten) applications that was driven by an in-depth understanding of the market drivers and their interconnectivity. Data was collected from a range of sources and used to drive consistent estimates of market size across twenty countries. Based on this analysis the SiLS team, in close collaboration with the client team, prioritised segments for further analysis.
Evaluate accessibility. To assess the accessibility of prioritised segments, the SiLS team then built a framework that brought together the key commercial drivers and barriers, which when populated with data from a range of sources enabled the identification of the segments of greatest potential value.
Throughout these steps the SiLS team worked closely with the client to agree the approach and derive the implications of the analysis.
Recommendations and outcomes
The analysis supported SiLS’ recommendations as to which country-application segments presented the greatest potential value across the region. Through insight into the drivers and barriers within the prioritised segments, the SiLS team also made recommendations on specific actions for the commercial teams to undertake to exploit those opportunities.
As a result of those recommendations the regional leadership team could align resources to optimise growth potential and scrutinise country-specific commercial strategy plans. This has contributed to the development of the current three-year, regional, commercial strategy.