Nice Insight

The scatter chart shows the industry position of XYZ Dosage Inc. relative to 100+ other CMOs based on the company's customer awareness and customer perception scores, as reported in surveys of outsourcing buyers over past 12 months. 609 respondents evaluated XYZ Dosage Inc., resulting in scores of CA 44 and CP 75.

Issue: XYZ Dosage's overall customer awareness and customer perception
scores are CA 44, CP 75.

Result: The customer awareness score of XYZ Dosage is below average
compared to the correlating scores of 100+ CMOs given by all responding
Pharma buyers. However, the company's customer perception score is
higher than the majority of CMOs included in the study.

Observation: XYZ Dosage's business development department has a
strong chance of business retention because the perception of their
business is strong across existing and prospective customers.

Customer Awareness: CA describes a potential or current buyer's knowledge
of a particular company, product or service offering.
Customer Perception: CP describes how a potential or current buyer has rated
the company based on the information to which they have been exposed, from
marketing materials to word-of-mouth influence, as well as personal experience
with the company.

Positioning in the first quadrant of the CMO Matrix means the company's hard work has paid off with a positive reputation and knowledge of the brand and service offering within the industry. This is the ideal challenge to be presented with - maintaining top scores rather than improving scores.

Positioning in the second quadrant of the CMO Matrix indicates the business has a positive reputation in the industry and that marketing efforts should concentrate on increasing awareness of the brand and service offering.

While the third quadrant may initially appear to be a poor position, Low Awareness & Low Perception presents the greatest opportunity for improvement. The key is to carefully move from Low Awareness & Low Perception, into Low Awareness & High Perception, and then into High Awareness & High Perception.

Positioning in the fourth quadrant is the most difficult situation to improve upon because it requires changing past and future customers' perception of the business - often times without the opportunity to prove abilities and skills through working together.

This chart shows how XZY Dosage Inc. scores in customer awareness and customer perception across different categories of outsourcing buyers, segmented by company type and respondent region.

Issue: Segmented to Big Pharma* respondents, XYZ Dosage's scores
are CA 30, CP 71.

Result: XYZ Dosage Inc. scored in the bottom 20% of CMOs for
customer awareness amongst Big Pharma* buyers.

Action: XYZ Dosage, Inc. needs to identify if Big Pharma* is a key target
audience for its services. If so, its marketing department needs to allocate
more resources towards communicating to the Big Pharma* audience,
which will increase its chance of winning business in that segment.

This chart shows the customer awareness breakdown by buyer category. This helps to identify gaps in marketing reach by showing how familiar various customer segments are with the business.

Issue: Data show that among Emerging Pharma*, 18% of companies
have worked with XZY Dosage.

Result: XYZ Dosage demonstrates its strongest awareness among
Emerging Pharma* outsourcing buyers.

Observation: XYZ Dosage's business development department will have
the highest conversion rate when targeting Emerging Pharma*
companies for projects because of its high awareness among this
customer group.

Customer Awareness (CA) Score: Represents a company's overall awareness level among survey respondents and relative to other CMOs in the industry-Below Average, Average or Above Average.

Customer Perception (CP) Score: This is an aggregated score based on a company's performance in the six key outsourcing drivers, which are weighted based on their ranking among survey respondents.

Customer Awareness shows the percentage of respondents in each segmentation category who indicated each predetermined level of familiarity with the company.

Quality - Indicates the CMO's ability to deliver on projects to the quality standards specified by the project sponsor.

Reliability - Indicates the CMO's propensity to meet the milestones set out in the master document established at the beginning of the project.

Affordability - Indicates how competitive the CMO's average project pricing is when compared to other bids within the market.

Productivity - Indicates the CMO's technical and scientific competence relating to meeting research and development goals within the project.

Regulatory Track Record - Reflects the CMO's track record in maintaining regulatory-compliant development and commercial facilities.

Innovation - This driver speaks to the CMO's ability to improve a sponsor's in-house capabilities by developing customized solutions.

This chart shows XYZ Dosage's variation in customer awareness and customer perceptions among outsourcing executives categorized by department.

Issue: Among outsourcing executives in purchasing/procurement*
departments, XYZ Dosage scores CA 80, CP 72.

Result: XYZ Dosage received industry-leading scores from outsourcing
executives in purchasing/procurement* departments.

Action: XYZ Dosage is extremely well known and perceived among
outsourcers who work in procurement* departments. When a project
opportunity or sales lead reaches this level, there is a strong likelihood
of winning the business, which should be leveraged wherever possible.

This chart represents the overall customer perception score among outsourcing executives in quality assurance departments.

Issue: Data shows XYZ Dosage's customer perception score among
outsourcing executives in quality assurance departments* is CP 67.

Result: Outsourcing executives in Sponsors' quality assurance
departments* gave XYZ Dosage the lowest CP score of any departmental
segment, which is perhaps not surprising considering the inherent level of
scrutiny in that area. A low customer awareness (CA) score from this
segment shows that a lack of awareness of this company has likely
skewed the CP score lower.

Action: The Sponsor's quality department* will have one of the strongest
influences over whether a CMO will win repeat business, or move up the
ranks from tactical provider to a preferred provider or strategic partner. The
CMO's marketing department should consider tactics and messaging that
directly target Sponsors' QA/QC departments, and operations needs to
have established policies and practices that reinforce the CMO's delivery
of quality.

Customer Awareness (CA) Score: Represents a company's overall awareness level among survey respondents and relative to other CMOs in the industry-Below Average, Average or Above Average.

Customer Perception (CP) Score: This is an aggregated score based on a company's performance in the six key outsourcing drivers, which are weighted based on their ranking among survey respondents.

Customer Awareness shows the percentage of respondents in each segmentation category who indicated each predetermined level of familiarity with the company.

This chart shows outsourcing buyers segmented by their therapeutic area of focus, and how these buyers perceive XYZ Dosage in relation to the industry overall.

Issue: Among companies whose therapeutic focus is Endocrine Diseases*,
XYZ Dosage's scores are CA 60, CP 79.

Result: XYZ Dosage scores highest in overall customer perception among
outsourcing buyers focusing on endocrine diseases*. Additionally,
its customer awareness among this group (CA 60) was 4% points higher than
the CMO benchmark for customer awareness.

Action: XYZ Dosage is a market leader in this therapeutic category. Its
business development department should target any/all companies with
endocrine disease drugs in their pipeline.

This chart represents XYZ Dosage's customer perception score segmented for each of the key outsourcing drivers, as ranked by outsourcing buyers categorized by their therapeutic focus.

Issue: XYZ Dosage achieves a CP score of 71 for Innovation* from
companies focusing on metabolic disorders

Result: XYZ Dosage received its lowest score in the innovation category
among outsourcing buyers whose therapeutic focus is metabolic disorders.

Action: XYZ Dosage's operations department should focus on innovative,
customized solutions to address the needs of this category of outsourcing
buyers. Marketing also can address this with communications.

Customer Awareness shows the percentage of respondents in each segmentation category who indicated each predetermined level of familiarity with the company.

This chart shows XYZ Dosage's variation in customer awareness and customer perception scores by the phase that outsourcing buyers engage a partner.

Issue: Among companies engaging a partner in Phase III*, XYZ Dosage
scores CA 49, CP 73.

Result: XYZ Dosage received average scores from respondents who
engage outsourcing partners during Phase III*.

Action: XYZ Dosage's operations and marketing departments should
work together to identify the company's areas of excellence and then
communicate those traits directly to outsourcing buyers in Phase II* and
Phase III*. This will help differentiate XYZ Dosage from the competition
and take its overall customer perception beyond "average."

This chart represents XYZ Dosage's customer perception for each outsourcing driver when segmented by the phases of development during which outsourcing buyers engage a partner.

Issue: Among companies engaging a partner in Phase IV*, XYZ Dosage's
Affordability is perceived as 80.

Result: XYZ Dosage is ranked as a market leader in respect of affordable
pricing.

Action: XYZ Dosage's operations department should be aware that the
company's pricing is very attractive to companies engaging a partner in
Phase IV*, relative to competing CMOs. The marketing department should
advocate the affordability aspect of partnering with XYZ Dosage, and
Business Development should target sponsors who are looking to engage
a CMO for phase IV* commercial-scale projects.

Customer Awareness shows the percentage of respondents in each segmentation category who indicated each predetermined level of familiarity with the company.

This chart shows how XYZ Dosage is perceived by outsourcing buyers when segmented by the services they buy.

Issue: Among companies outsourcing fill and finish* projects, XYZ Dosage
scores CA 70, CP 80.

Result: XYZ Dosage is extremely well known and highly rated by
outsourcers of Fill and Finish* services.

Action: XYZ Dosage's business development department should be aware
that they are market leaders in customer awareness and perception, and
should be targeting all sponsors outsourcing fill and finish* work.

This chart shows how XYZ Dosage, Inc. is perceived based on the six key measures that drive outsourcing decisions, and segmented by the services outsourced by Sponsors.

Issue: Among companies outsourcing Steriles*, XYZ Dosage is perceived
at 100 in Regulatory:

Result: XYZ Dosage receives a perfect regulatory score among survey
respondents who outsource Sterile* projects.

Action: XYZ Dosage's marketing department should put out a press
release and other promotion emphasizing its perfect score for its
regulatory track record.

Customer Awareness shows the percentage of respondents in each segmentation category who indicated each predetermined level of familiarity with the company.

These charts illustrate the likelihood of XYZ Dosage Inc. winning a project in comparison to other CMOs offering the same service.

Issue: A high number of companies indicate they would consider XYZ
Dosage, Inc. for Stability, Storage & Testing* projects.

Result: XYZ Dosage has a very strong chance of winning Stability Storage
& Testing* projects, as more buyers of this service include XYZ Dosage in
their shortlist than other CMOs.

Action: XYZ Dosage Inc.'s business development department can use the
project likelihood information to focus conversion when pitching the
business' service on areas where the data shows a high likelihood of
winning projects. XYZ Dosage's operations department should consider an
internal performance review of services where the data indicates a low
likelihood of winning the project.

The 'Project Likelihood by Service' graphic indicates
a company's probability of being selected for a project
relative to competing businesses that also offer the
relevant service(s).

The GREEN LINE on the right side of the gauge
represents the positioning of the company most likely
to be selected based on Nice Insight survey responses.
Conversely, the RED LINE on the left side represents
the position of the company least likely to be selected.
The CENTER OF THE GAUGE reflects the median score
of all businesses that provide the relevant service.

Based on the above parameters, the dial indicates
where the profiled business falls in relation to the
competition. A green dial with a plus sign

indicates
the profiled company has a greater likelihood of winning
a project over other providers of the same service.
A yellow dial with an equals sign

indicates
the company scored at parity with the median. A red
dial with a minus sign

indicates the company
is less likely to be selected for the project than
competing businesses offering the service.

This Excel file holds the percentages for all of the data points visually represented on this webpage.

Action: You can use this raw data to generate your own charts or conduct
advanced analysis when comparing data from multiple companies.


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