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Annual Brand Planning Cycle 2011 Introduction for LOCs.

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Presentation on theme: "Annual Brand Planning Cycle 2011 Introduction for LOCs."— Presentation transcript:

1 Annual Brand Planning Cycle 2011 Introduction for LOCs

2 Objectives 2 To provide an overview of key changes in the Brand Planning process, and reinforcement of key points (for those who did it last year) To provide familiarisation with the process (for those new to GSK Brand Planning) Our objectives What are your expectations? Your expectations

3 Call out 3 What lessons learned from last year’s process? What worked? Any tips for doing it better this year?

4 4 Context for Brand Planning Development and Commercialisation of a Medicine demands a cross-functional collaboration with clear responsibilities 3 Core processes to support the Development and Commercialisation This training focuses on Brand Planning which is intended to smoothly follow the Launch Excellence process: The GSK Brand Planning Process provides an opportunity to review key brands and portfolios and plan for the future. It is a necessary activity that helps ensure that our medicines, which includes our vaccines, continue to be relevant and of appropriate value to patients and healthcare systems Brand planning is expected to be executed, at all times, consistent with our GSK values: Be patient-focused Show respect for people Commit to transparency Demonstrate integrity For GSK Internal Use Only – 25 Feb 2011

5 5 GSK Brand Planning Process – Guidance Brand Planning must be undertaken consistent with GSK policies, codes, SOPs, operating principles and any other appropriate guidelines – and any stricter or more specific regional and local regulations Strategies developed and activities recommended by CoEs must be consistent with GSK policies, codes, SOPs, operating principles and any other appropriate guidelines and take account of regional differences. These central Strategies and Recommendations cannot take account of all local requirements. The Strategies and Activities are subject to local review requirements to ensure compliance with local policies and regulations, and to ensure consistency with local Marketing Authorisation (e.g., approved labelling) Commercial Strategies and Activities must be designed within the scope of the Marketing Authorisation. Promotion of a medicine must be in accordance with its licensed indication. For each brand there will be separate medically governed Medical Affairs Plans Consistent with policy, no gift, benefit in kind or other advantage may be offered or given to a healthcare professional as an inducement to prescribe, supply, administer, recommend, buy or sell any medicine – or as a reward for doing so Follow Write Right principles: appropriate intent, taking appropriate actions and documenting appropriately. Edit your work: consider whether your documents (including internal documents) demonstrate how your planned activity complies with laws, regulations and codes of practice For GSK Internal Use Only – 25 Feb 2011

6 6 Medicine Vision - Lifecycle Management Using relevant comparators and meaningful endpoints to demonstrate benefits and value for clearly defined patient groups. Forward- looking lifecycle management by long-term planning of clinical, epidemiological and health outcome studies Positioning – Branding CUSTOMER Patient, Payer, Policy Maker and HCP Development and Commercialisation of Medicines through Cross-Functional Working Establish a clear competitive positioning: Who benefits from the value of the medicine and why? Translate positioning through clear, consistent communication and long-lasting branding Post approval, utilise dissemination of knowledge about a disease and its treatment through a dialogue with our customers to ensure appropriate use of our medicines For GSK Internal Use Only – 25 Feb 2011

7 Lifecycle Phase IIB Phase I & IIA Commit to File & Launch Phase III Strategic Foundation Review of Strategic Foundation Review of Strategic Foundation Operational Planning (Mid-Term) Strategy Development (Mid-Term) Strategy Development Review of Strategies Review of Strategic Foundation Review of Strategic Foundation Review of Strategies Operational Planning Engagement & Execution Launch Excellence Medicine Vision Customer Understanding & Situation Assessment Performance Management 3 Core Processes to Support the Development and Commercialisation Medicine Vision – Launch Excellence – Brand Planning Marketers will be involved in Medicine Vision, Launch Excellence and Brand Planning – it is a stepwise and iterative process over a long timeframe. Marketers will need to use different skills at each stage as represented by the orange boxes above First input into Strategic Foundation First input into Strategic Foundation For GSK Internal Use Only – 25 Feb 2011 7

8 8 Objectives of the Brand Planning Process Ensure that over their whole lifecycle, GSK medicines continue to be relevant and of value to Patients and Healthcare Systems To make the right decisions in a collaborative way (between CoEs and LOCs and across functions) to achieve the long-term vision for the brand To enable development or review of long-term Brand Strategy and the creation of short-term Operating Plans For GSK Internal Use Only – 25 Feb 2011

9 9 Brand Planning 2011 - Overview of ‘what’s new’ Requiring global alignment on language, process and output 2010 approach broadly maintained, with some changes Requiring global alignment on language, process and output 2010 approach broadly maintained, with some changes 1.Process (e.g. clear separation of Medical Affairs from Commercial) 2.Few terminology changes 3.Timing changes 4.Output changes (e.g. some changes in templates) What’s changed New Operating Model with 3 Global CoEs Virtual Brand Planning Kick off Conference - 28 June 2011 Overall the same process: CoE collaboration with networks Local GMs are responsible for LOC Operating Plans What’s the same

10 10 Brand Planning Process - 3 Phases Strategy Development Operational Planning Situation Assessment For GSK Internal Use Only – 25 Feb 2011

11 11 Brand Planning Process Overview JANFEBMARAPRMAYJUNJULAUGSEP Global/ Regional CoE + Network* LOC Brands Supported by CoEs Non-CoE Brands LOC Planning: Situation Assessment, Adoption of Strategies, and Operational Planning LOC Planning: Situation Assessment, Adoption of Strategies, and Operational Planning Same three basic planning steps but completed independently of CoE and with timing on a case-by- case basis Strategy Development Strategy Development Situation Assessment Situation Assessment LOC Operational Planning Opera- tional Planning Strategy Development Situation Assessment *CoE works closely with the Priority Markets within the Network to develop all chapters of the Brand Plan For GSK Internal Use Only – 25 Feb 2011

12 12 Brand Planning Process LOC Brand Plan Implementation (for CoE Brands) Strategy Development Operational Planning Situation Assessment LOCs Adopt Global Strategies at LOC level On an exception basis, develop LOC-specific Strategies Define LOC Customer Strategies Adopt CoE Performance Measures Plan detailed Activities for following year – high-level view for the year after Adopt / develop Performance Measures for key Activities Agree on resources and budget 2-year P&L Deliverables: Situation Scan Summary Opportunities Deliverables: Detailed Activity Plan for following year – high-level view for the year after Performance Measures Agreed resources and budget Deliverables: Reviewed Strategic Foundation Prioritised Opportunities Strategies Performance Measures Strategy Development Operational Planning Situation Assessment CoE For GSK Internal Use Only – 25 Feb 2011 Check for consistency and any key differences vs Global / Regional situation Confirm / refine Opportunities at LOC level

13 13 Brand Plan and Customer Plan on the Local Level All plans are structured in 3 parts: Situation Assessment, Strategy Plan and Operating Plan (please refer to the separate Medical Affairs Plan) On the local level, Brand Plans may be “translated” into Customer Plans – e.g., a key Account Plan for a specific hospital chain. How to do that is a local decision CoE Brand Plan CoE Situation Assessment CoE Strategy Plan CoE Operating Plan LOC Brand Plan LOC Situation Assessment LOC Strategy Plan LOC Operating Plan LOC / Territory Customer Plan Situation Assessment (focused on Customer and relevant GSK Portfolio) Customer Strategy Plan Customer-specific Operating Plan Global CoE + Network LOC For GSK Internal Use Only – 25 Feb 2011

14 14 CoEs communicate priority brands for which CoE Brand Plans will be developed and the Investment Category, i.e., Invest for Growth Targeted Investment Manage for Cash Flow Planning Guidance (Feb) Along with CoE Brand Plans, global CoEs may provide additional strategic guidance on their Therapy Area portfolio (this is optional for Regional CoEs) CoE Therapy Area Guidance (June) Regional Presidents, or their delegated colleagues, provide Regional Portfolio Investment Guidance to help LOCs prioritise Therapy Areas, Brands and level of investment / resource This may include detailed investment guidance for key Brands, e.g., sales / Investment Ratios Regional Portfolio Investment Guidance (June) GMs may provide additional local Portfolio Investment Guidance to kick off the local Brand Planning Process (optional and timed to local requirements) Local Portfolio Guidance For GSK Internal Use Only – 25 Feb 2011 Portfolio Guidance – Input to the Planning Process

15 15 Brand Planning Process – RACI * All Global CoE Plans must be reviewed by assigned legal counsel for global review † Each LOC Brand Plan must go through the required local review process for such LOC For GSK Internal Use Only – 25 Feb 2011

16 16 Brand Planning Process – Timing Timing Relevant for CoE - LOC Collaboration MilestoneDone by Clarification of which brands to includeFebruary CoE Situation Assessment and definition of Opportunities completed March CoE Strategy Plan completedMay CoE Operating Plans completedMay Brand Planning start up communication to LOCs (Brand Plans, Therapy Area Guidance and Regional Portfolio Guidance) 28th June Finalisation of LOC Operating PlansSeptember Virtual Brand Planning kick-off conference In line with Financial Planning requirement (in most Regions, this will occur at the end of September)

17 17 Brand Planning and Financial Planning (I) Approval by Regional Presidents and finally Corporate Develop Operational Plans + P&L (cross-functional contribution) Finance CoE LOC Share CoE Brand Plans Short feedback on LOC figures of Priority Markets Prepare “top down” target by Region / LOC Submit P&L APRILJUNEAUGUSTSEPT/OCTEARLY NOV For GSK Internal Use Only – 25 Feb 2011

18 18 Brand Planning and Financial Planning Timeline (II) * CoE Plans must be made available to US Pharma by June 3 rd For GSK Internal Use Only – 25 Feb 2011

19 19 Cross-Functional Working Brand Planning is a cross-functional process that involves colleagues from areas such as Marketing, Market Access, Medical, Sales, Finance and Government / Corporate Affairs –This is true for both CoEs and LOC Brand Planning For elements of the Brand Planning Process that are driven by the Medical function, separate planning and governance steps exist... For GSK Internal Use Only – 25 Feb 2011

20 20 Separate Medical Affairs Plan Commercial and Medical should be fully aligned on Opportunities, which are based on a thorough Situation Assessment conducted by the cross- functional team For each brand there will be a separate medically governed Medical Affairs Plan. This plan describes medically led activities. It is developed, funded and governed by the Medical function Strategy Development Strategy Development Operational Planning Operational Planning Situation Assessment Full cross-functional team, including both Commercial and Medical, agrees on the Opportunities Commercial Strategy Medical Strategy Commercial Operating Plan Medical Affairs Operating Plan Medical Commercial 1 1 2 2 3 3 For GSK Internal Use Only – 25 Feb 2011 Original Slide of the Brand Planning slide set. Illustrates a separation of Strategies, which was challenged.

21 21 Separate Medical Affairs Plan Commercial and Medical should be fully aligned on Opportunities, which are based on a thorough Situation Assessment conducted by the cross-functional team Strategies are developed cross-functionally, too. Colleagues, who are accountable for different Operating Plans, develop and discuss Strategies that appropriately describe the top-line direction how to address the selected Opportunities. For each brand there will be separate Operating Plans. Strategies will be picked up in the particular plan they are relevant for and addressed by appropriate Activities. The Medical Affairs Plan is developed, funded and governed by the Medical function Strategy Development Strategy Development Operational Planning Operational Planning Situation Assessment Full cross-functional team, including both Commercial and Medical, agrees on the Opportunities Commercial Operating Plan Medical Affairs Operating Plan Medical Commercial 1 1 2 2 3 3 Strategy Development Cross-functional development of Strategies. Strategy A Strategy C Strategy B New slide

22 22 Opportunities – Strategies – Activities Current definition (developed in Marketing Ways/Brand Planning project) Opportunity Strategy Activity 1 Activity 2 Activity 3 Opportunity Describes precisely those areas that have the potential to lead to greater value for Patients, Payers, Prescribers and thereby, typically for GSK. Delivering greater value to the Healthcare Systems enables profitable growth for GSK Strategy How the Opportunity will be achieved. Guides resource allocation and typically drives GSK growth Activities The specific Operating Plan elements or tactics that will deliver the Strategy  Current Definitions of Opportunity/Strategy/Activities based on the endorsed Marketing Ways

23 Long term vision and mid-term guidance in the Brand Planning Process Situation Assessment Opportunity Identification & Prioritisation Strategy Development Strategic Foundation Strategy Development Mid Term Strategies Operational Planning Operational Planning Activity Prioritisation & Planning Activity Prioritisation & Planning Long Term Strategic Foundation Vision Statement Positioning Payer Value Proposition... Mid Term Strategies to guide Activities

24 Cross Functional Collaboration and Separate Governance Operating Plans are split between Commercial and Medical Commercial Operational Planning Commercial Operational Planning Activity Prioritisation & Planning Activity Prioritisation & Planning Medical Operational Planning Medical Operational Planning Data Generation Scientific Engagement Data Generation Scientific Engagement Strategy A Strategy C Strategy B Cross Functional Spirit Separate Governance

25 25 Brand Planning Process 2011 http://iwhc.gsk.com/marketingexcellence/default.aspx  Simple 3 phase approach unchanged vs 2010  Minor changes to language, templates & timing  CoE focus is on Opportunities and Strategies  LOC focus is on developing & executing Operating Plan  Clarity on timelines and what happens in CoE/Network versus LOC Summary

26 26 Questions? Has this made sense? ?? Are there any issues? ?? Are there any outstanding questions on process ?? Anything else? ?? For GSK Internal Use Only – 25 Feb 2011

27 27 Recommended LOC Brand Plan slides (1/2) 1 4 2 3 Strategic Foundation Opportunity Summary Situation Scan Summary Market Access/Stakeholder analysis For GSK Internal Use Only – 25 Feb 2011

28 28 Recommended LOC Brand Plan slides (1/2) 1 4 2 3 Strategic Foundation Opportunity Summary Situation Scan Summary Market Access/Stakeholder analysis Replaces “Brand Ambition”. Minimal changes Minimal changes New format. No new content

29 29 Recommended LOC Brand Plan slides (2/2) 5 8 6 7 Summary of Strategies Alignment with CoE strategies Summary of ActivitiesPerformance Measures For GSK Internal Use Only – 25 Feb 2011

30 30 Recommended LOC Brand Plan slides (2/2) 5 8 6 7 Summary of Strategies Alignment with CoE strategies Summary of ActivitiesPerformance Measures Replaces “Drivers of Growth”. Minimal changes Minimal changes Mirrors last year’s Drivers of Growth template No change

31 31 Vision Statement The measurable long-term strategic goal for the brand and a summary description of why that goal is achievable Brand Positioning The Who (Priority Patient Segment) and the Why (Evidence-based reason the brand should be chosen in preference to other options) Treatment Evolution / Lifecycle Planning Knowledge Gaps identified in Treatment Evolution planning and proposed strategies to close these gaps. Priorities for lifecycle planning. (The implementation of Treatment Evolution strategies must take place post - Marketing Authorisation for a given indication of a medicine) Payer Value Proposition Summarising how the brand delivers value to Payers compared with other therapeutic and non-therapeutic options Strategic Foundation 1 Investment Category and Guidance Guidance on the right balance between investment and profitability, based on stage in Lifecycle and position in portfolio. Typically this will be the same for all Regions. Specify if there are any variations by Region. The specific investment multiple ratio or incremental sales-to-investment ratio assigned to each investment category that guides Marketing Investment levels Top-Line Financial Goals 20122013201420152016 Sales target for next 5 years (£m & yr / yr growth %)£m (%) Category share of all therapies in Target Patient SegmentX%Y% Z% GSK share of category in Target Patient SegmentX%Y% Z%

32 32 Vision Statement The measurable long-term strategic goal for the brand and a summary description of why that goal is achievable Brand Positioning The Who (Priority Patient Segment) and the Why (Evidence-based reason the brand should be chosen in preference to other options) Treatment Evolution / Lifecycle Planning Knowledge Gaps identified in Treatment Evolution planning and proposed strategies to close these gaps. Priorities for lifecycle planning. (The implementation of Treatment Evolution strategies must take place post - Marketing Authorisation for a given indication of a medicine) Payer Value Proposition Summarising how the brand delivers value to Payers compared with other therapeutic and non-therapeutic options Strategic Foundation 1 Investment Category and Guidance Guidance on the right balance between investment and profitability, based on stage in Lifecycle and position in portfolio. Typically this will be the same for all Regions. Specify if there are any variations by Region. The specific investment multiple ratio or incremental sales-to-investment ratio assigned to each investment category that guides Marketing Investment levels Top-Line Financial Goals 20122013201420152016 Sales target for next 5 years (£m & yr / yr growth %)£m (%) Category share of all therapies in Target Patient SegmentX%Y% Z% GSK share of category in Target Patient SegmentX%Y% Z% Likely to be taken direct from CoE LOC Specific

33 33 Strategic Foundation: Vision Statement The Vision Statement is the measurable long-term strategic goal for the Brand and a summary description of why that goal is achievable To be the #1 prescribed topical for the treatment of mild to moderate sufferers by providing the optimum combination of tolerability and fast results Definition:Definition: Example:Example: Initially developed in Launch Excellence Process. Reviewed by the CoE during Brand Planning if significant changes in: –Scientific understanding associated with the medicine –Indications on the label –Regulatory/reimbursement restrictions –Foresight associated with competitors, customers and the environment Unlikely that a LOC brand will have a significantly different Vision Statement versus CoE version Relevance to Brand Planning: Fictitious example for training purposes only

34 34 A brand is positioned by defining WHO the product is particularly appropriate for (Priority Patient Segment) and WHY it is distinctive / better than competitors (based on the current or anticipated label). Positioning, when translated through propositions, gives the customer a compelling reason to choose it in preference to alternatives During brand planning, Brand Positioning may be reviewed and altered if customer insight, reimbursement status, competitor assessment or environmental analysis indicate that a new WHO or WHY are required in order for the brand to be of value LOC Positioning likely to be identical to CoE’s, unless variation required due to differing local regulatory or competitor considerations Relevance to Brand Planning: Definition:Definition: Strategic Foundation: Brand Positioning WHO: mild to moderate sufferers WHY: offers best in class tolerability and speed of action Example:Example: Fictitious example for training purposes only

35 35 Strategic Foundation: Treatment Evolution Some of the Strategies & Activities within Brand Planning are likely to be for Treatment Evolution Usually the Strategies will be specified by the CoE, for local adoption and activation Treatment Evolution is a concept that: i.supports gaining understanding of if and how much current treatment practice may need to change before a new medicine can deliver value for its appropriate use ii.guides in planning how to close existing knowledge gaps to enable treatment practice changes to happen Planning of Treatment Evolution should take place early in the development of a medicine, but any execution of this plan utilising the Knowledge Cascade must take place after Marketing Authorisation of a medicine and consistent with its label Definition:Definition: Relevance to Brand Planning: Raise awareness amongst mild to moderate sufferers who cannot control the condition via OTC medication that they may be able to get more effective treatment on prescription Example:Example:

36 36 Strategic Foundation: Lifecycle Plan The Lifecycle plan is the plan for a medicine identifying the progression to new patient segments within the current label and in anticipation of new indications over time and the data required to support this. Brand Plans need to reflect Opportunities presented by progression to new patient segments or indications, as summarised in the Lifecycle Plan The Lifecycle Plan is developed in the Launch Excellence phase. It is reviewed by the CoE within Brand Planning, and updated if necessary to reflect changes in scientific understanding, the environment, the label, reimbursement, clinical trials outcomes or other factors The Lifecycle Plan for an LOC brand may occasionally differ vs. the CoE (e.g. due to local regulatory considerations) Relevance to Brand Planning: Definition:Definition: Once daily extended release tablet approval expected July 2012 Example:Example:

37 37 Market Access Customer and Stakeholder Analysis Critical Stakeholder Groups Present Status (describe current situation) Desired Status (describe desired situation) Impact (H,M,L) Likelihood to achieve in current plan period E.g., Regulatory National or Regional, e.g., FDA / EMA Xxxx HXxx E.g., HTA Body National or provincial Health Technology Assessment body E.g., Health Insurers Public or Private, e.g., Sick Fund (Germany) or Sanitas (Spain) E.g., Formulary Budget Holder Provincial or Hospital budget holders Other Other key recommendation bodies or funding decision-makers Other Other key recommendation bodies or funding decision-makers 2

38 38 Market Access Customer and Stakeholder Analysis Critical Stakeholder Groups Present Status (describe current situation) Desired Status (describe desired situation) Impact (H,M,L) Likelihood to achieve in current plan period E.g., Regulatory National or Regional, e.g., FDA / EMA Xxxx HXxx E.g., HTA Body National or provincial Health Technology Assessment body E.g., Health Insurers Public or Private, e.g., Sick Fund (Germany) or Sanitas (Spain) E.g., Formulary Budget Holder Provincial or Hospital budget holders Other Other key recommendation bodies or funding decision-makers Other Other key recommendation bodies or funding decision-makers 2  Template almost identical to last year  Do in conjunction with LOC Market Access specialists  Add or delete Stakeholder Groups as appropriate

39 Confidential. For internal training purposes only. 39 Agenda Session 1Introduction & overview of Brand Planning process 2Recommended slides 3Strategic Foundation & Market Access 4Situation Scan & Opportunities 5Adopting Strategies 6Operational Planning: Defining LOC Activities 7Defining Performance Measures 8Next Steps

40 Positives Negatives Situation Scan Summary 3 External Internal 40

41 Positives Negatives Situation Scan Summary 3 External Internal PatientPayerHCPCompetitorOtherProduct & Organisation Last year versus this year 41

42 42 Confidential. For internal training purposes only. Positives Negatives Situation Scan Summary 3 External Internal  Same approach as last year  Use CoE output as start point  Check for consistency and any key differences vs Global / Regional situation  Confirm / refine Opportunities at LOC level  Refer to Opportunity & Growth Planning e- module for further guidance

43 Creating the LOC Situation Scan Summary 43 + = CoE Situational Scan Summary Market Access & LOC Situation Scan LOC Situational Scan Summary

44 How to undertake a Situation Scan Ask: 1.What has changed significantly since last year? 2.What is expected to change significantly over the next two years? 3.What do we need to investigate further? 44 Think broadly about the brand and therapy area to identify areas to investigate further Dive Deep only where needed to explore further

45 Conduct Deep Dive analysis only on areas of change 45 Use PATIENT Deep Dive tools / questions to gain a deeper understanding of what is causing this change. For example: What factors or trends are contributing to the change? How can the change be explained through the Patient Potential Tower? The Situation Scan identified a significant change in the number of patients being treated with prescription For example: Use the Deep Dive questions and other relevant tools / approaches where required to further investigate the situation

46 Situation Scan – recommended Deep Dive questions 46 EXTERNALINTERNAL PatientPayerHCPCompetitorOther Product & Organization Is the change observed amongst all, or a specific group of patients? How can the change be explained through the Patient Potential Tower? What factors or trends are contributing to the change in patient practice? What new patient insight data do we have that could explain the change? Are patients become more influential in prescribing or market access decisions? Has the re-imbursement status for our brand changed? Is this likely to change in the near future? What is the influence map for payers and how has this evolved? What healthcare reforms are expected in the future that could affect our brands? Is there any government guidance on selected therapeutic area/disease? Has this changed? Who are the key advisors for clinical/policy guidelines recommendations and formulary inclusion? Have they changed? Are there data gaps between what we can produce and what is required by decision makers? How confident are we with data to achieve reimbursement at an appropriate price? Is the change observed across all or specific HCP types or segments? What is driving prescription in the market? Does this vary by customer type or segment? What is the current Knowledge and Practice of HCPs? What triggers decisions in the treatment pathway? Which stakeholders influence HCP practice? How concentrated are HCPs? Have our competitors Strategic Objectives, Drivers of Growth or Programmes and Activities appear to have changed? Is their A&P investment or sales force resource changing? Has their Brand ’ s positioning become better understood, competitive and motivating? How well equipped are they to execute their strategy? Have there been any significant environmental changes? Are there options within new distribution channels? Is the impact of generics in this therapy area changing? Is the distribution chain changing? Are buying or decision points concentrating? What is the role of Key Account Management? Are there any manufacturing or logistics issues? Are there any changes to terms of payments? What is the role of pharmacists in stocking or prescription decision making? How does our brand perform against the most important product attributes in our therapy area? Does our data adequately support our positioning? Does our positioning support a clear and relevant differentiation? How robust is our evidence relevant to competitors? Is our positioning effectively communicated and understood? How effectively have we engaged our sales force? What is the impact of our sales force? Do we have the right allocation of resource? How clear/effective is our HCP targeting?

47 47 Situation Scan: Get input from LOC Government Affairs Guidance on local trends for particular healthcare system  Local Government Affairs team provides overview of trends for each market at the beginning of the Operational Planning period  Members of the local Government Affairs group support discussion with cross-functional Brand team on impact for particular Brands For GSK Internal Use Only – 25 Feb 2011

48 48 Call out For brands that you work on, where might you need to do a Deep Dive this year? Why?

49 49 Confidential. For internal training purposes only. Opportunities OpportunityChallenge to AddressLikelihood 1 2 3 4 5 4

50 50 What do we mean by an Opportunity? Opportunities describe precisely those areas that have the potential to lead to greater value for Patients, Payers, Prescribers and thereby, typically for GSK Delivering greater value to the Healthcare Systems enables profitable growth for GSK Definition:Definition:

51 Examples of Opportunities 51 In the first-line setting, GSK Brand X offers the priority patient segment improved efficacy vs competitors. There are about 10,000 additional patients who could benefit from Brand X (worth approx £5m p.a.) GSK Brand X offers patient group Z longer-term efficacy. There is no financial value in this opportunity, but it is in line with GSK commitment to helping in this area where there is an unmet medical need Example:Example: Example:Example:

52 Most Opportunities originate from four sources of growth Within the defined target patient segment, is it appropriate to bring more patients into treatment? Optimise patient flow Is there a significant difference between optimal and actual dosage levels? Can the number of scripts filled with Brand X be optimised? To what extent can patient adherence be improved? Optimise therapy for existing patients The ability of a healthcare system to fund treatments impacts the level of care and treatment options offered to patients. Can the value equation for payers be optimised in order to maximise patient access and care? Optimised value equation for payers Is there an opportunity to gain share from competitors? Gain share from competitors 52

53 The main challenge standing in the way of this opportunity is that many older physicians are not aware that this is a chronic inflammatory condition that can be managed 53 Who Knowledge Only 40% (2m) of patients with mild symptoms are prescribed therapy x, even though most would benefit from this therapy. There is a realistic opportunity to bring a further 5% of these patients into appropriate treatment within 3 years. The financial value of this opportunity is approximately £100m over 3 years Opportunity Challenge Getting from Opportunities to Strategies: Identifying Challenges Accurately defining the “Challenge” is critical to enable you to judge how feasible it is to realise the Opportunity

54 54 Call out Last year, how similar / different were the LOC Opportunities vs those provided by the CoE? Which analyses were most valuable?

55 Confidential. For internal training purposes only. 55 Agenda Session 1Introduction & overview of Brand Planning process 2Recommended slides 3Strategic Foundation & Market Access 4Situation Scan & Opportunities 5Adopting Strategies 6Operational Planning: Defining LOC Activities 7Defining Performance Measures 8Next Steps

56 56 Strategies Opportunity SummaryStrategy 1 Priority Opportunity 1Strategy 1 2 3 5

57 57 Strategies Opportunity SummaryStrategy 1 Priority Opportunity 1Strategy 1 2 3 5  “Strategies” replace “Drivers of Growth”  Likely to be high level of continuity from last year  Probable that most / all Strategies are same as those specified by CoE  Refer to Opportunity & Growth Planning e- module for further guidance

58 58 LOC Alignment with CoE Strategy OpportunitiesStrategy Alignment with CoE Rationale 1 Opportunity 1CoE Strategy 1 e.g.,  Xxxx 2 Opportunity 2CoE Strategy 2  Xxxx 3 Opportunity 3CoE Strategy 3   Xxxx ALT LOC Specific Strategy (if required) n/a  Xxxx 6

59 59 LOC Alignment with CoE Strategy OpportunitiesStrategy Alignment with CoE Rationale 1 Opportunity 1CoE Strategy 1 e.g.,  Xxxx 2 Opportunity 2CoE Strategy 2  Xxxx 3 Opportunity 3CoE Strategy 3   Xxxx ALT LOC Specific Strategy (if required) n/a  Xxxx 6 Show if you are not going to adopt a CoE recommended Strategy Add any LOC specific strategy, and explain rationale

60 60 Adopt Strategies from CoE. On exceptional* basis, define new Strategies Strategies describe how the Opportunity will be achieved. They guide resource allocation and typically drive GSK growth Definition:Definition: Enhance HCP’s knowledge about the compelling benefit offered by Brand X to optimise appropriate usage in approved treatment settings Example:Example: * Occasionally CoE Strategies may need adapting, or may not be appropriate for an LOC, and/or there may be a need for new Strategies for an LOC, due to unique market / regulatory situation.

61 61 How a Strategy relates to an Opportunity StrategyGuidelines Educate GPs that this condition can be the physical result of other comorbid conditions and is treatable through prescription Addresses the challengeYes Enables clear choices to be madeYes Specific & single mindedYes Overall….. Opportunity There are currently 2m patients (20% of target patients) being treated for this condition with x therapeutic class. This could be increased to 3m (30% of target patients) A number of GPs believe this condition is psychological, not physical, and does not merit drug treatment all examples are fictitious

62 62 At LOC level, Brand Plans need to be “translated” into Customer Plans Global CoE + Network LOC CoE Brand Plan CoE Situation Assessment CoE Strategy Plan CoE Operating Plan LOC Brand Plan LOC Situation Assessment LOC Strategy Plan LOC Operating Plan LOC / Territory Customer Plan Situation Assessment (focused on Customer and relevant GSK Portfolio) Customer Strategy Plan Customer-specific Operating Plan All plans are structured in 3 parts: Situation Assessment, Strategy Plan and Operating Plan (please refer to the separate Medical Affairs Plan) On the local level, Brand Plans need to be “translated” into Customer Plans – e.g., a Key Account Plan for a specific hospital chain. How to do that is a local decision

63 63  In brand teams:  Discuss how different you expect this year’s Strategies be vs. last year. What will be key changes?  Prepare to feedback in plenary discussion Strategy Exercise Exercise 15 + 15 mins

64 Confidential. For internal training purposes only. 64 Agenda Session 1Introduction & overview of Brand Planning process 2Recommended slides 3Strategic Foundation & Market Access 4Situation Scan & Opportunities 5Adopting Strategies 6Operational Planning: Defining LOC Activities 7Defining Performance Measures 8Next Steps

65 65 Activities 1 Strategy Activities: DescriptionTimingBudget 1 2 3 4 5 6 7

66 66 Activities 1 Strategy Activities: DescriptionTimingBudget 1 2 3 4 5 6 7  “Activities” replaces “Programmes & Activities”  Include CoE-initiated Activities that will impact your market  Adopt CoE recommendations for LOC Activities if relevant to your market  Plan in detail for 2012, outline for 2013  Base plans on thorough analysis of effectiveness of spending on recent Activities

67 67 Line of Sight OpportunityStrategy Activities & Performance Measures LINE OF SIGHT

68 68 Example: Line of Sight Activity Sales rep detailing to HCP targets A and B, with new campaign focused on tolerability Performance Measures Measure: HCP A and B awareness of tolerability Target: 25% of HCP A and B to be aware by end of July 2012 Strategy Differentiate Brand X by convincing target HCPs that it offers patients similar efficacy and improved tolerability The opportunity is to increase Brand X’s Rx share within category from 3% to 5%, across all target patients. This would be worth an additional £40,000 p.a. to the brand. The challenge is that HCPs of all types do not understand that Brand X delivers increased tolerability and has equivalent efficacy. Opportunity

69 69 Example StrategyImprove correct diagnosis by educating doctors on the condition, and how to differentiate it from other sleep disturbances Knowledge Cascade Operational Segmentation & Targeting A priority: Primary care physicians seeing more than 20 sleep disorder patients/month. Communication Channel Selection Sales force, CLM, eCME, speaker meetings, etc. Detailed Activity PlanningDetailed timing, coverage and spend by type of activity Campaign Development & Implementation Development of communication materials, sales force briefing, implementation Getting from Strategies to Activities: Overview What is our approach to achieving the appropriate change in practice? Example for training purposes only

70 70 Getting from Strategies to Activities: Overview Example StrategyImprove correct diagnosis by educating doctors on the condition, and how to differentiate it from other sleep disturbances Knowledge Cascade Operational Segmentation & Targeting A priority: Primary care physicians seeing more than 20 sleep disorder patients/month. Communication Channel Selection Sales force, CLM, eCME, speaker meetings, etc. Detailed Activity PlanningDetailed timing, coverage and spend by type of activity Campaign Development & Implementation Development of communication materials, sales force briefing, implementation On which customer groups do we need to focus communications, and how will we prioritise customers within the groups for resource allocation? Example for training purposes only

71 71 Customer Group Selection / Operational Segmentation & Targeting  HCPs are the gatekeepers for getting a product prescribed for its Priority Patient Segment  Prescription potential for the appropriate patient access is not equally distributed among all customers; in the UK top 20% of GPs prescribe 32X more asthma scripts than bottom 20%  Therefore we have to prioritise which HCPs we will target for communication to use our resources most effectively  We can then select a different mix of communication channels and level of Activities for each target customer segment Target Customer Segment D B C A

72 72 Segmentation & Targeting – things to consider Check if your current S&T (if available) is still relevant: Has there been a change in? Label, customer group importance, customer ability to prescribe brand (removal of prior market access restrictions), customer attitude to the product or treatment approach, positioning of brand, available resources to target customers, etc. What is the S&T guidance from the CoE and is that applicable to your market reality? What have been the past learnings from implementation What local customer insight is available (from market research/ customer facing roles) Make sure to involve affected customer facing roles when developing S&T approach to increase their understanding, ownership and buy-in to the approach and the final activity/ communication plan by customer segment Monitor measures to understand success of S&T strategy and execution If you want to learn more about S&T, you can find more information on the CCoE webpage

73 73 High-level description of each customer group (e.g. by specialty) for whom customer propositions should be developed and overview of priority customers that the business is focussing on strategically to ensure appropriate patient access Content of Segmentation and Targeting guidance typically provided by CoE Current brand strategy and Priority customer group(s) Developed for each customer group in line with brand strategy, ideally limited to 3- 4 per customer group to avoid an overly complex segmentation Guidance on how to collect the profiling information (3 rd party data/ customer facing roles) Segmentation Criteria Guidance on customer segments to focus resources on, what channels to use and what messages to focus on for the different target audience(s) Targeting guidance Details on any pilot(s) or market research conducted to develop the strategy and increase confidence in the approach (Optional) How customer profile was developed and why it is appropriate Implementation considerations Results of testing a real environment Supporting materials (optional)

74 74 Example of CoE segmentation and targeting guidance: Duodart DimensionMeasureRationaleSourceProfiling questions Potential Number of BPH patients initiated on therapy For what number BPH patients does the GP/ Specialist initiate therapy Rep / 3 rd Party data What number of BPH patients does the doctor initiate alpha blocker therapy? Attitude Interest in BPH education Doctor who follows BPH development is more likely to be receptive to a new treatment approach – Duodart RepWe will be running some lectures and meetings on LUTS, would you be interested in attending? Level of innovationIdentify doctors who are more confident to prescribe a new treatment approach to the appropriate patients Rep/ 3 rd Party data When does the doctor start using a new product? SegmentPotential/ AttitudeTargeting AHigh potential, receptive practicehigh sales force/A&P resource BHigh potential, less receptive practice/ low interestlower resource, appropriate messaging CLow potential, receptive practicemedium to low sales/A&P resource DMedium potential and practicetargeted investment only ELow potential and practiceno sales force investment, low/no A&P Attitude Potential B B A A C C E E D D Segmentation Guidance for GPs/ Urologists Targeting Guidance

75 75 Getting from Strategies to Activities: Overview Example StrategyImprove correct diagnosis by educating doctors on the condition, and how to differentiate it from other sleep disturbances Knowledge Cascade Operational Segmentation & Targeting A priority: Primary care physicians seeing more than 20 sleep disorder patients/month. Communication Channel Selection Sales force, CLM, eCME, speaker meetings, etc. Detailed Activity PlanningDetailed timing, coverage and spend by type of activity Campaign Development & Implementation Development of communication materials, sales force briefing, implementation Which channels should be used for Communication & Customer Engagement with these prescribers? Example for training purposes only

76 Engagement & Execution Operational Planning Strategy Development Situation Assessment Effective Channel Selection and Activity Planning & Implementation is driven by deep understanding of customers, and how to interact with them Environment, Treatment Dynamics & Competitive Landscape Environment, Treatment Dynamics & Competitive Landscape Opportunity Identification & Prioritisation Activity Prioritisation & Planning Activity Prioritisation & Planning Campaign Development Team Engagement Measurement Performance Measurement Medium-Term Strategy Development Activity Implementation In-depth review of Strategic Foundation only in the event of significant changes 360° Customer Understanding (Patient, Payer, Policy Maker and HCP) 360° Customer Understanding (Patient, Payer, Policy Maker and HCP) Customer Insight & Foresight Customer Group Identification Forecasting Positioning & Proposition Development Portfolio Investment Guidance Treatment Evolution Lifecycle & Evidence Planning Review and refresh if necessary 76

77 77 Key questions to consider when selecting communications channels and specifying Activities plans What investment category is your brand in? 1 What is the right balance in resource allocation between Treatment Evolution and Medicine Differentiation? 2 From your Knowledge Map, what Knowledge Shift & practice change are you trying to achieve? 3 Do you have the required resource to implement your Strategy effectively? 4 Are your Activities within your country’s legal guidelines and the GSK guidelines? 5 What is the best way to access your target cost effectively? 6 What are the learnings to date - from your brand, your Therapy Area, country or those in other countries? 7 How good are your resources and capabilities for using a particular activity? 8

78 78 Getting from Strategies to Activities: Overview Example StrategyImprove correct diagnosis by educating doctors on the condition, and how to differentiate it from other sleep disturbances Knowledge Cascade Operational Segmentation & Targeting A priority: Primary care physicians seeing more than 20 sleep disorder patients/month. Communication Channel Selection Sales force, CLM, eCME, speaker meetings, etc. Detailed Activity PlanningDetailed timing, coverage and spend by type of activity Campaign Development & Implementation Development of communication materials, sales force briefing, implementation What specifically do we plan for each communication channel? Spend, timing, coverage, etc. Example for training purposes only

79 79 Detailed Activity Planning: The CSI Approach CSI provides a framework for comparing activities against their Coverage, Spend and Impact. It can help stimulate debate, leading to more robust investment decisions Having created a list of possible activities for each Strategy, clear choices need to be made about which ones to implement

80 80 The CSI Approach What is meant by Coverage, Spend and Impact? Coverage considers the audience which engages with each activity Spend looks at the cost of executing the activity Impact assesses the outcome of the activity with the customer

81 81 The CSI Approach Coverage ActivityExample: AudienceExample: Coverage Direct Mail# mailed# responding eDetail# invited to take part# completing Symposium# invited# attending CME# invited# completing Coverage is the number of target customers who interact with the activity, rather than the number the activity reaches The Audience is how many target customers the activity will reach Coverage is the number who will interact with the activity

82 82 The CSI Approach Spend Spend is the true cost of implementing an activity Consider both fixed and variable costs e.g. For a medical education meeting: Fixed costs may include hiring a suitable meeting room Variable costs may include invitations and delegate accommodation When there are high fixed costs, always try to maximise the Coverage by reaching the widest, most relevant audience possible

83 83 The CSI approach Impact Impact is the effectiveness of the activity in delivering the Strategies is a measure of how well customers engage with the activity is key to ensure that the activity is not only ‘heard’ but acted upon The impact of each activity can be considered with 3 questions: ►How well will the activity engage customers? ►How well aligned is the activity to the Strategy? ►How likely is it that the activity will change treatment practice in line with the Strategy? Clearly some Activities (e.g. 1:1 face to face discussion) have a much higher impact than others (e.g. journal advertising)

84 84 Combining Activities: Synergy Synergy is combining Activities to gain more impact from the combination than from the individual Activities alone How to gain synergy? Build activities into programmes, around a large activity or large external event, or using a theme e.g. Congress, World Aids Day, vacciNation 1 1 Use a consistent idea and design e.g. vacciNation ‘Missing moments in life’ 2 2 Reinforce consistent messages across a variety of channels e.g. web, journal ad, sales aid 3 3

85 85 Getting from Strategies to Activities: Overview Example StrategyImprove correct diagnosis by educating doctors on the condition, and how to differentiate it from other sleep disturbances Knowledge Cascade Operational Segmentation & Targeting A priority: Primary care physicians seeing more than 20 sleep disorder patients/month. Communication Channel Selection Sales force, CLM, eCME, speaker meetings, etc. Detailed Activity PlanningDetailed timing, coverage and spend by type of activity Campaign Development & Implementation Development of communication materials, sales force briefing, implementation Implementation – once Brand Plan is agreed Example for training purposes only

86 KNOWLEDGE CASCADE: Operational Segmentation & Targeting Communications Channel Selection Detailed Activity Planning Getting from Strategies to Activities: Summary STRATEGY: Raise awareness of RLS as a cause of sleep disturbance, and educate doctors in its correct diagnosis Current Knowledge I know little about RLS, & don’t know how to distinguish it from other causes of sleep disturbance Future Knowledge I know it RLS is a significant cause of sleep disturbance & know how to diagnose it Knowledge Shift Current Practice Not assessing patients with sleep disturbance for Restless Leg Syndrome Future Practice Routinely assess sleep disturbance patients for Restless Leg Syndrome Example for training purposes only Typically specified by CoE 86

87 STRATEGY: Raise awareness of RLS as a cause of sleep disturbance, and educate doctors in its correct diagnosis Current Knowledge I know little about RLS, & don’t know how to distinguish it from other causes of sleep disturbance Future Knowledge I know it RLS is a significant cause of sleep disturbance & know how to diagnose it Knowledge Shift Getting from Strategies to Activities: Example Example for training purposes only 87 The Knowledge Cascade Operational Segmentation & TargetingPrimary Care Physicans seeing 20+ sleep disorder patients/month Communications Channel SelectionSales force, CLM, eCME, speaker meetings, etc. Detailed Activity PlanDetailed timing, coverage and spend by type of activity Typically specified by LOC

88 The growth of the internet is creating a permanent shift in the way physicians and patients are engaging with healthcare information 88

89 There are a whole range of different Digital marketing activities Website eCommerce eSymposia Recorded Meeting Rep with CLM Webcast Live Meeting Online training Social Media Live ChatOnline ForumsContact Centre eDetail eCME Mobile Marketing 89

90 Inclusion of Digital within Operating Plans  From A&P standpoint, “Digital” is just another medium!  Brands do not need a “Digital Strategy”….they need to work out how to use Digital Activities to execute existing Strategies!  Local Brand Groups may get guidance from Therapy Area & Digital CoEs  But don’t restrict yourselves to what is developed by CoEs….they have limited resource, and this is a fast moving area where everyone is learning: MAJOR OPPORTUNITY FOR LOCs TO DEVELOP BREAKTHROUGH APPROACHES! 90

91 91 Call out: Digital discussion What have been most effective new Digital Activities in past year, for GSK & competitors? How have they been integrated with other channels?

92 Confidential. For internal training purposes only. 92 Agenda Session 1Introduction & overview of Brand Planning process 2Recommended slides 3Strategic Foundation & Market Access 4Situation Scan & Opportunities 5Adopting Strategies 6Operational Planning: Defining LOC Activities 7Defining Performance Measures 8Next Steps

93 93 Performance Measurement MeasureLOC target Strategy 1 XX XX Activity YY YY ZZ ZZ Strategy 2 XX XX Activity YY YY ZZ ZZ Strategy 3 XX XX Activity YY YY ZZ ZZ 8

94 94 Performance Measurement MeasureLOC target Strategy 1 XX XX Activity YY YY ZZ ZZ Strategy 2 XX XX Activity YY YY ZZ ZZ Strategy 3 XX XX Activity YY YY ZZ ZZ 8  CoE will recommend what Measures to use (particularly for Strategies). Important for enabling comparisons between markets  All Strategies should be measured  Be selective about which Activities are worth measuring  Strategy Measures are typically changes in knowledge or practice at specific points in the Patient Potential Tower or Treatment Pathway See online e-modules for further details

95 95 Call out: Performance Measurement How good are we at measuring the effectiveness of current Strategies? How good are we at assessing effectiveness of Activities

96 Confidential. For internal training purposes only. 96 Agenda Session 1Introduction & overview of Brand Planning process 2Recommended slides 3Strategic Foundation & Market Access 4Situation Scan & Opportunities 5Adopting Strategies 6Operational Planning: Defining LOC Activities 7Defining Performance Measures 8Next Steps

97 97 Exercise: Plan your next steps In Brand Groups, discuss the implications of Brand Planning for your team, for example: –How & when to do the Situation Scan. Pre-work required –What “Deep Dives” might be required –Division of responsibilities: Commercial vs. Medical –How to get Sales input to Strategy Plan and Operating Plan –How to strengthen Digital component of Operating Plan 30 mins Exercise

98 98 Available support The CCoE can support the Brand Planning process with the following materials via the Marketing Excellence intranet site: –Workshop slides –Brand Planning overview slides –LOC Operational Plan slides –Operational Planning e-module –CSI Tool and supporting material Please see the Brand Planning or Marketing Excellence Champion for further support 98

99 Confidential. For internal training purposes only. 99 Have we met objectives & expectations? To provide an overview of key changes in the Brand Planning process, and reinforcement of key points (for those who did it last year) To provide familiarisation with the process (for those new to GSK Brand Planning) Our objectives What are your expectations? Your expectations

100 100 Finally... Questions? Comments? Issues?

101 Who will participate? PM KAM MAccess managers MAdvisors BDir Gorazd Boštjan Sonja Bukovec Turk SM

102 How long? 3 houres WHICH TOPICS REQUIRE MOST ATTENTIONS? - Cross functional team work - Background of split marketing & medical responsibilities - Responsibilities equaly devided between marketing & medical - KPIs for medical - Differencies from 2011 - Marketing: - Situation scan & deep dive, Chanel selection - Non interventiona studies

103 Slides/Posters/Workshops Mateja - uvod 10 min Marketing - Sonja (What changed, 8 recommanded templatov) Medical - Jani

104 Additional materials Posterji (Nejc) – že kontaktirani Template – razposlati z vabilom – Mateja pošlje invitation in vabilo Datum: 20.6.2011 8:30 – 11:30


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