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National Sales Director Strategic PlanSenior Management Level Analysis

Patrick Leary

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Agenda

High Level Overview

30 Day Plan (Ahead of the curve…)

• Analysis of People and Business

– Development plan for existing RSM

– Fill vacancy created by RSM promotion

– Existing relations with top 10% of all KOLs

• Develop Plan of Action for People and Business

– Develop Sales plan with VP & Head to sustainable and ethically exceed sales targets

» Review plan and solicit input from cross functional peers

– Review and refine individual strategic and tactical business plans for each RSM

– Review and refine ASM business plans with RSMs

– Development of succession planning throught-out the sales organization

National Sales Director – 90 Day Business Plan

60 Day Plan

• Implement Plan of Action for People and Business

90 Day Plan

• Pull-through Execution of action plan for People and Business– Managed care – contracted and non-contracted– Ensure continued MM alignment with PODS– Continued Coaching and development of direct reports

Agenda


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High Level Overview

Analyze the people and business

• Area analytics – NRx versus TRx against NPS

• Develop relationships – Key strength for me

• Personnel detail- Review Development Plans

• KOLs – Key strength for me

Develop plan of action

• Key account planning – Regional Business Plans

• Coaching philosophy

• KOL project plans

• MM plans-PODs

• Hub alignment-Key Strength

Execute plan of action

• Key account plans

• MM Prioritization - PODS

• KOLs

• MM pull through

• Coaching

• Succession Planning


30 Day Plan Analysis of Business and People

Seek to understand before you can be understoodStephen Covey


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30 Day Plan – Analysis of People

Build a solid foundation of trust and collaboration with key stakeholders

Meet 1:1 with RSM – Week of 3/15• Identify the motivators and WIIFM for RSM

• Discuss regional dynamics at a high level (KOLs, top accounts,etc.)

• Review key account plans

• Review performance reviews, FCRs, Wolter Klower, productivity reports and IMS data

• Set agreed to expectations

• Begin development discussion

Hire New RSM –April

• Develop interim plan to manage the team without disruption

• Meet with Recruiting to discuss RSM opening and candidate requirements

• Post RSM role ASAP

• Develop on boarding plan


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30 Day Plan – Analysis of People

Meet with Samuele Butera

• Finalize 90 day action plan

• Review key TMS and development plans

• Review budget and available resources

• Discuss both short and long term forecast

Network with key business leaders – Leverage already existing relationships

• Managed Markets – NAM/SMT

• Medical Affairs – Area level clinical selling opportunities and ML utilization

• Marketing


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30 Day Plan – Analysis of the Business

Evaluate market and business trends

• Determine contribution per territory and key players within each area

• Study area level physician segmentation and identify key players and their profiles

– MM access

– Previous commercial and medical programs

– R&F

– Profitability

• Adjust forecast based on opportunity

• Reach and Frequency

• Physician Response Curves

– Determine which resources (people and business) resulted in positive sales outcomes


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30 Day Plan – Analysis of the Business

Analyze area level competitor dynamics

• Share of voice – Are we at an advantage or disadvantage?

• Selling statements – What are they saying and to whom?

• Resources utilized and where – Is it an equal playing field?

Analyze MM dynamics

• Work with PODs to understand the MM impact

• Leverage relationships

• Identify Push vs. pull through situations (PRIME vs Aetna)

• Utilize MM data sources (Plan Track, Monthly PP Report, Pathfinder)

• Determine access

Identify KOLs, analyze prescribing trends, and evaluate past action plans


60 Day Plan Develop Strategic Plans for Business and People

We will either find a way, or make one! Hannibal


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60 Day Plan – Develop Strategic Plans for RSMs

Schedule Monthly meetings with RSMs in Princeton

Goals• Reinforce goal of meeting objectives with integrity and living the V & Bs

• Create sense of teamwork

• Agree to expectations

• Obtain buy-in and deliver value

• Create mission statement

• Review Sales trends

• Determine critical success factors for 2012

• Assess development gaps for future opportunities

• Develop succession planning for all key positions

• Develop and implement a development program to provide training on: behavioral interviewing, coaching, HR process, and business analytics

• Develop consistency in expectations and messaging to our team and to our customers!


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60 Day Plan – Develop Strategic Plans for ASMs

ASM field visits – (3-4 days per month with ASMs)

• Reinforce goal of meeting objectives with integrity

• Role-model V&Bs and reward appropriately to foster positive competition within team

• Observe selling skills– Pre-call planning, message delivery, closing,etc

• Observe business acumen and other core competencies– Determine ASMs assessment of their territory's dynamics

– Begin to discuss employee development plan

• Review the utilization of ASM plans– Discuss the current process and steps taken

– Identify positives and negatives of current planning process

– Assess buy-in and utility

– Used as sales roadmap

• Ensure completed TMS and development plans for all ASMs

• Develop with RSMs and HR career mapping for the ASM positionNational Sales Director – 90 Day Business Plan

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60 Day Plan – Develop Strategic Plans for Business

Evaluate key account plans

Develop SWOT analysis for key markets/KOLs

Develop routing plan to visit top 10% KOLs

Refine MM strategic Plan

• Pull/Push through strategies

• Leverage relationships with PODs

• Push marketshare in plans to facilitate contract discussion

• Identify “Low Hanging Fruit” and create target lists


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60 Day Plan – Develop Strategic Plans for Business

Initiate KOL visits with ASMs and develop KOL action plan• Listen and learn

• Develop detailed project plan and set expectations with key stakeholders

Assess ROI of key programs• SMT Visits, Outreach, Speaker programs, Advisory boards, etc

• Develop program plan of action (Who, What, Where)

Master area level analytics and data analysis

• Know where every potential referral exists


90 Day Plan

Pull-through Execution of action plan for People and Business

The dictionary is the only place where success comes before work. Mark Twain


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90 Day Plan - Pull-through Execution of action plan for ASMs

ASM Field Visits – 3-4 days per month –

Field Visit process - Overview– Preparation

» Provide key account plan, territory sales and metrics –ASM» Review field coaching history – RSM and ASM» Understand ASMs WIIFM and goals - RSM

– Initial Discussion

» Discuss sales `performance, metrics, coaching history/development plan, and objectives – Pre and post call discussions - FCR

» Discuss call account profile, objective, account status, and key account plan » Assessment of “call” versus “objective”, record key information, prep for next call`» Determine if there were any opportunities missed» What did you learn?

– Closing discussion and follow through

» Reinforce strengths, measure objectives, agree on areas of opportunity, agree on action step» Focus on 1 or two areas of opportunity» Complete field coaching report and return to the ASM immediately» Coaching report will provide a “starting point” for the next visit


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90 Day Plan - Pull-through Execution of action plan for ASMs

Coach to “Implementation Excellence”

• Defined as a face to face meeting with a ASM a ½ day or longer

• 60% coaching time required– Distance coaching as important as field coaching

• Coaching Best Practices – Consultative Selling– Listen

– Reinforce

– “Guide” not “tell”

– Support

– Align ASM behavior with company objectives

– Be Consistent

– Challenge


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90 Day Plan - Pull-through Execution of action plan for RSMs

Mandate Key Account Planning Process

• Printed plans at each field visit

• Updated weekly

Further enhance RSM development plans

Conduct Area Teleconference (Bi-Weekly)

• Share best practices

• Discuss KOL issues

• Area level issues impeding sales

• Create action plan

Identify/adjust ASM team members participating on internal committees (MAC, Field Trainer etc)


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90 Day Plan - Pull-through Execution of action plan for RSMs

Lead MM PODs• Execute MM Plan

– Commercial - PRIME, Coventry, Regence, etc.

– Managed Medicaid – Coventry, United

• Refresh target list

• Execute blitz plan – Increase R&F to targets

– Measure and track through CRM

• Measure success and report to SMT

• Work with PODs and internal to team to improve access

Implement KOL project plans• Strategy, tactics, expectations, and timeline

• Repeat…

Continue to re-tool and evaluate strategic plan


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90 Day Plan – Pull-through Execution of action plan for Business

Implement strategies derived from SWOT analysis for key markets/KOLs

Carry out routing plan to visit top 10% KOLs

Execute MM strategic Plan

• Increase MS in identified plans to facilitate contract discussion

• Leverage relationships with PODs

• Drive adoption in targeted offices


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90 Day Plan – Pull-through Execution of action plan for Business

Implement KOL visits and KOL action plan• Listen and learn

• Fulfill expectations set with key stakeholders

Employ key programs• SMT Visits, Outreach, Speaker programs, Advisory boards, etc

• Implement program plan of action (Who, What, Where)

Master area level analytics and data analysis

• Know where every potential referral exists


Outstanding Needs to Optimize Business

Primary Hiring and On boarding RSM Succession Planning for key positions Maximize BCBS AL, BCBS NC

Secondary Managed Markets

• PrimeT plans less than 50% Optum Rx SPP contracting


Analytics
