Top ICT spenders in the UK Pharmaceutical Industry; Estimated ICT budget breakdowns in 2015

Top ICT spenders in the UK Pharmaceutical Industry; Estimated ICT budget breakdowns in 2015

Code: KAB-KG1266DB | Published: Sep-2015 | Pages: 55 | Kable
Price :
$1,950.00
USD

* Required Fields

$1,950.00

Details

Top ICT spenders in the UK Pharmaceutical Industry presents the output from Kable's ICT spend prediction statistical model, a log-linear regression model that provides ICT spending predictions based on a company's demographic profile. The statistical model has been developed using an extensive collection of survey and interview data that Kable has conducted with ICT decision makers on their IT spending, as well as the insight of our analyst team.

Key Findings
Top ICT spenders in the UK Pharmaceutical Industry illustrates how Kable expects the top ICT spenders in the UK pharmaceutical industry to allocate their ICT budgets across the core areas of enterprise ICT spend, namely hardware, software, IT services, communications and consulting.

Synopsis
The predictions were formulated in March 2015 following a large survey of ICT decision makers. Estimated trends in ICT spending have been identified through to the end of 2015 following feedback from respondents on their forthcoming investment plans.

Reasons To Buy
- Understand how the United Kingdom Pharmaceutical enterprise ICT landscape is set to change in 2015 to prioritize your target market.

- Make effective business decisions by recognizing the opportunities within each of the core areas of ICT spend (hardware, software, IT services, telecommunications, and consulting).

- Realign your sales initiatives by understanding the current strategic objectives of the United Kingdom pharmaceutical enterprises.

- Enhance your market segmentation with the included, detailed breakdown of opportunities within selected technology categories (enterprise application, business intelligence, and security products).

Table of Contents

1 Top-level ICT budget breakdowns
1.1 Introduction
2 Top ICT Spenders
3 GlaxoSmithKline plc
3.1 Estimated ICT budget breakdown by function
3.2 Estimated external ICT budget allocation by core technology area
3.3 Detailed ICT budget allocations
3.3.1 Estimated hardware budget breakdown
3.3.2 Estimated software budget breakdown by technology
3.3.3 Estimated software budget breakdown by type
3.3.4 Estimated IT services budget breakdown
3.3.5 Estimated IT consulting services budget breakdown
3.3.6 Estimated telecommunications budget breakdown
4 AstraZeneca plc
4.1 Estimated ICT budget breakdown by function
4.2 Estimated external ICT budget allocation by core technology area
4.3 Detailed ICT budget allocations
4.3.1 Estimated hardware budget breakdown
4.3.2 Estimated software budget breakdown by technology
4.3.3 Estimated software budget breakdown by type
4.3.4 Estimated IT services budget breakdown
4.3.5 Estimated IT consulting services budget breakdown
4.3.6 Estimated telecommunications budget breakdown
5 Hikma Pharmaceuticals plc
5.1 Estimated ICT budget breakdown by function
5.2 Estimated external ICT budget allocation by core technology area
5.3 Detailed ICT budget allocations
5.3.1 Estimated hardware budget breakdown
5.3.2 Estimated software budget breakdown by technology
5.3.3 Estimated software budget breakdown by type
5.3.4 Estimated IT services budget breakdown
5.3.5 Estimated IT consulting services budget breakdown
5.3.6 Estimated telecommunications budget breakdown
6 Merck Sharp and Dohme Limited
6.1 Estimated ICT budget breakdown by function
6.2 Estimated external ICT budget allocation by core technology area
6.3 Detailed ICT budget allocations
6.3.1 Estimated hardware budget breakdown
6.3.2 Estimated software budget breakdown by technology
6.3.3 Estimated software budget breakdown by type
6.3.4 Estimated IT services budget breakdown
6.3.5 Estimated IT consulting services budget breakdown
6.3.6 Estimated telecommunications budget breakdown
7 Glaxo Operations UK Limited
7.1 Estimated ICT budget breakdown by function
7.2 Estimated external ICT budget allocation by core technology area
7.3 Detailed ICT budget allocations
7.3.1 Estimated hardware budget breakdown
7.3.2 Estimated software budget breakdown by technology
7.3.3 Estimated software budget breakdown by type
7.3.4 Estimated IT services budget breakdown
7.3.5 Estimated IT consulting services budget breakdown
7.3.6 Estimated telecommunications budget breakdown
8 Johnson and Johnson Medical Limited
8.1 Estimated ICT budget breakdown by function
8.2 Estimated external ICT budget allocation by core technology area
8.3 Detailed ICT budget allocations
8.3.1 Estimated hardware budget breakdown
8.3.2 Estimated software budget breakdown by technology
8.3.3 Estimated software budget breakdown by type
8.3.4 Estimated IT services budget breakdown
8.3.5 Estimated IT consulting services budget breakdown
8.3.6 Estimated telecommunications budget breakdown
9 Roche Products Limited
9.1 Estimated ICT budget breakdown by function
9.2 Estimated external ICT budget allocation by core technology area
9.3 Detailed ICT budget allocations
9.3.1 Estimated hardware budget breakdown
9.3.2 Estimated software budget breakdown by technology
9.3.3 Estimated software budget breakdown by type
9.3.4 Estimated IT services budget breakdown
9.3.5 Estimated IT consulting services budget breakdown
9.3.6 Estimated telecommunications budget breakdown
10 BTG plc
10.1 Estimated ICT budget breakdown by function
10.2 Estimated external ICT budget allocation by core technology area
10.3 Detailed ICT budget allocations
10.3.1 Estimated hardware budget breakdown
10.3.2 Estimated software budget breakdown by technology
10.3.3 Estimated software budget breakdown by type
10.3.4 Estimated IT services budget breakdown
10.3.5 Estimated IT consulting services budget breakdown
10.3.6 Estimated telecommunications budget breakdown
11 Boehringer Ingelheim Limited
11.1 Estimated ICT budget breakdown by function
11.2 Estimated external ICT budget allocation by core technology area
11.3 Detailed ICT budget allocations
11.3.1 Estimated hardware budget breakdown
11.3.2 Estimated software budget breakdown by technology
11.3.3 Estimated software budget breakdown by type
11.3.4 Estimated IT services budget breakdown
11.3.5 Estimated IT consulting services budget breakdown
11.3.6 Estimated telecommunications budget breakdown
12 John Wyeth and Brother Limited
12.1 Estimated ICT budget breakdown by function
12.2 Estimated external ICT budget allocation by core technology area
12.3 Detailed ICT budget allocations
12.3.1 Estimated hardware budget breakdown
12.3.2 Estimated software budget breakdown by technology
12.3.3 Estimated software budget breakdown by type
12.3.4 Estimated IT services budget breakdown
12.3.5 Estimated IT consulting services budget breakdown
12.3.6 Estimated telecommunications budget breakdown
13 Appendix
13.1 Definitions
13.2 Currency Conversion
13.3 Further reading
13.4 Contact the authors

List of Tables


Table 1: Top ICT spenders in the UK pharmaceutical industry
Table 2: GlaxoSmithKline plc will spend an estimated Pound 137m on its data centre
Table 3: GlaxoSmithKline plc will spend an estimated Pound 154m on hardware
Table 4: GlaxoSmithKline plc will spend an estimated Pound 24m on clients
Table 5: GlaxoSmithKline plc will spend an estimated Pound 20m on enterprise applications
Table 6: GlaxoSmithKline plc will spend an estimated Pound 39m on software licenses
Table 7: GlaxoSmithKline plc will spend an estimated Pound 21m on application development and integration
Table 8: GlaxoSmithKline plc will spend an estimated Pound 28m on systems planning and design consulting
Table 9: GlaxoSmithKline plc will spend an estimated Pound 17m on fixed voice
Table 10: AstraZeneca plc will spend an estimated Pound 91m on its data centre
Table 11: AstraZeneca plc will spend an estimated Pound 103m on hardware
Table 12: AstraZeneca plc will spend an estimated Pound 16m on clients
Table 13: AstraZeneca plc will spend an estimated Pound 14m on enterprise applications
Table 14: AstraZeneca plc will spend an estimated Pound 26m on software licenses
Table 15: AstraZeneca plc will spend an estimated Pound 14m on application development and integration
Table 16: AstraZeneca plc will spend an estimated Pound 19m on systems planning and design consulting
Table 17: AstraZeneca plc will spend an estimated Pound 11m on fixed voice
Table 18: Hikma Pharmaceuticals plc will spend an estimated Pound 8m on its data centre
Table 19: Hikma Pharmaceuticals plc will spend an estimated Pound 8m on hardware
Table 20: Hikma Pharmaceuticals plc will spend an estimated Pound 1m on clients
Table 21: Hikma Pharmaceuticals plc will spend an estimated Pound 1m on applications lifecycle
Table 22: Hikma Pharmaceuticals plc will spend an estimated Pound 2m on software licenses
Table 23: Hikma Pharmaceuticals plc will spend an estimated Pound 1m on application development and integration
Table 24: Hikma Pharmaceuticals plc will spend an estimated Pound 2m on systems planning and design consulting
Table 25: Hikma Pharmaceuticals plc will spend an estimated Pound 1m on fixed voice
Table 26: Merck Sharp and Dohme Limited will spend an estimated Pound 7m on its data centre
Table 27: Merck Sharp and Dohme Limited will spend an estimated Pound 8m on hardware
Table 28: Merck Sharp and Dohme Limited will spend an estimated Pound 1m on clients
Table 29: Merck Sharp and Dohme Limited will spend an estimated Pound 1m on application lifecycle
Table 30: Merck Sharp and Dohme Limited will spend an estimated Pound 2m on software licenses
Table 31: Merck Sharp and Dohme Limited will spend an estimated Pound 1m on application development and integration
Table 32: Merck Sharp and Dohme Limited will spend an estimated Pound 2m on systems planning and design consulting
Table 33: Merck Sharp and Dohme Limited will spend an estimated Pound 1m on fixed voice
Table 34: Glaxo Operations UK Limited will spend an estimated Pound 6m on its data centre
Table 35: Glaxo Operations UK Limited will spend an estimated Pound 7m on hardware
Table 36: Glaxo Operations UK Limited will spend an estimated Pound 1m on clients
Table 37: Glaxo Operations UK Limited will spend an estimated Pound 1m on application lifecycle
Table 38: Glaxo Operations UK Limited will spend an estimated Pound 2m on software licenses
Table 39: Glaxo Operations UK Limited will spend an estimated Pound 1m on application development and integration
Table 40: Glaxo Operations UK Limited will spend an estimated Pound 1m on systems planning and design consulting
Table 41: Glaxo Operations UK Limited will spend an estimated Pound 1m on fixed voice
Table 42: Johnson and Johnson Medical Limited will spend an estimated Pound 4m on its data centre
Table 43: Johnson and Johnson Medical Limited will spend an estimated Pound 4m on hardware
Table 44: Johnson and Johnson Medical Limited will spend an estimated Pound 1m on clients
Table 45: Johnson and Johnson Medical Limited will spend an estimated Pound 1m on enterprise applications
Table 46: Johnson and Johnson Medical Limited will spend an estimated Pound 1m on software licenses
Table 47: Johnson and Johnson Medical Limited will spend an estimated Pound 1m on application development and integration
Table 48: Johnson and Johnson Medical Limited will spend an estimated Pound 1m on systems planning and design consulting
Table 49: Johnson and Johnson Medical Limited will spend an estimated Pound 1m on fixed voice
Table 50: Roche Products Limited will spend an estimated Pound 4m on its data centre
Table 51: Roche Products Limited will spend an estimated Pound 4m on hardware
Table 52: Roche Products Limited will spend an estimated Pound 1m on clients
Table 53: Roche Products Limited will spend an estimated Pound 1m on enterprise applications
Table 54: Roche Products Limited will spend an estimated Pound 1m on software licenses
Table 55: Roche Products Limited will spend an estimated Pound 1m on application development and integration
Table 56: Roche Products Limited will spend an estimated Pound 1m on systems planning and design consulting
Table 57: Roche Products Limited will spend an estimated Pound 0.5m on fixed voice
Table 58: BTG plc will spend an estimated Pound 3m on its data centre
Table 59: BTG plc will spend an estimated Pound 3m on hardware
Table 60: BTG plc will spend an estimated Pound 0.5m on clients
Table 61: BTG plc will spend an estimated Pound 0.4m on enterprise applications
Table 62: BTG plc will spend an estimated Pound 1m on software licenses
Table 63: BTG plc will spend an estimated Pound 0.4m on application development and integration
Table 64: BTG plc will spend an estimated Pound 1m on systems planning and design consulting
Table 65: BTG plc will spend an estimated Pound 0.4m on fixed voice
Table 66: Boehringer Ingelheim Limited will spend an estimated Pound 3m on its data centre
Table 67: Boehringer Ingelheim Limited will spend an estimated Pound 3m on hardware
Table 68: Boehringer Ingelheim Limited will spend an estimated Pound 0.4m on clients
Table 69: Boehringer Ingelheim Limited will spend an estimated Pound 0.4m on enterprise applications
Table 70: Boehringer Ingelheim Limited will spend an estimated Pound 1m on software licenses
Table 71: Boehringer Ingelheim Limited will spend an estimated Pound 0.4m on application development and integration
Table 72: Boehringer Ingelheim Limited will spend an estimated Pound 1m on systems planning and design consulting
Table 73: Boehringer Ingelheim Limited will spend an estimated Pound 0.3m on mobile voice
Table 74: John Wyeth and Brother Limited will spend an estimated Pound 2m on its data centre
Table 75: John Wyeth and Brother Limited will spend an estimated Pound 3m on hardware
Table 76: John Wyeth and Brother Limited will spend an estimated Pound 0.4m on clients
Table 77: John Wyeth and Brother Limited will spend an estimated Pound 0.4m on application lifecycle
Table 78: John Wyeth and Brother Limited will spend an estimated Pound 1m on software licenses
Table 79: John Wyeth and Brother Limited will spend an estimated Pound 0.4m on application development and integration
Table 80: John Wyeth and Brother Limited will spend an estimated Pound 0.5m on systems planning and design consulting
Table 81: John Wyeth and Brother Limited will spend an estimated Pound 0.3m on fixed voice

List of Figures


Figure 1: Top ICT spenders in the UK pharmaceutical industry
GlaxoSmithKline plc
AstraZeneca plc
Hikma Pharmaceuticals plc
Merck Sharp and Dohme Limited
Glaxo Operations UK Limited
Johnson and Johnson Medical Limited
Roche Products Limited
BTG plc
Boehringer Ingelheim Limited
John Wyeth and Brother Limited

Report Format

Following are different modes of Licenses.

a. Single User License:
This license allows only one person to use the report. This person can use the report on any computer and may take print outs of the report but must take care of not sharing the report (or any information contained therein) with any other individual or people. Unless you purchase a Site License or a Global Site License, a Single User License must be purchased for every single person that wishes to use the report within the same enterprise.

b. Single Site License:
This license allows unlimited users to use the report within one company location, e.g. a regional office. These users can use the report on any computer and may take print outs of the report but must take care of not sharing the report (or any information contained therein) with any other individual or people.

c. Global Site License:
A Global Site License (or Enterprise wide Site License or Global License) is a license granted to original purchaser, who can share a report with other employees and authorized Users of the same organization.

Quick Help

1. How do you deliver the reports?
The delivery of reports is depends on format & mode of license of report(s). Following are different kinds of formats of report(s) and their delivery options :

a. Electronic Format – Through email from Publisher
Report will be sent to your username email address in PDF, Excel, PowerPoint or any other electronic / softcopy format by publisher.
Delivery Time: 12 to 48 hours [depending on time difference or occurrences of national holidays]

b. Hard Copy or Printed Format or CD-Rom – Through Mail or Courier from Publisher
Report will be sent through mail / courier delivery to your shipping address by publisher.
Delivery Time: Less than, few weeks [depending on time difference or occurrences of national holidays]


2. How can I make payment for publications I purchase?
You could be able to make the payment, in following ways:

a. Online Secure Payment through Credit Card Payment : We accept Visa, Master, AMEX Cards & CCAvenue
b. Transfer of fund to our bank account via Bank transfer or Wire transfer
c. Payment via DD or Cheque
d. Paypal


3. Is it safe to use my credit card on MarketinfoResearch?
Your personal information and online tranaction on Marketinfo Research is secure, private, and tamper-proof. All credit card payments are processed through secure and trusted payment gateways.

If you have a more question about our publications please see our FAQs section or contact us now at cs@marketinforesearch.com.

CUSTOMERS WHO VIEWED THIS REPORT ALSO VIEWED

There are no reports matching the selection.

Browse similar reports by category:
ICT & Media
Kable

Our Clients