PSMG Meeting: 15 th July 2008 Finding your ideal partner Tell me and I forget. Teach me and I remember. Involve me and I learn' Benjamin Franklin

Who we are 2008 onwards – co-founder of SHS 2002 – Sales Director Servier UK 1999 – 2002 – Second line sales manager and 1st line manager trainer 1993 – 1999 – Regional Business Manager 1989 – 1993 – Medical representative and field based trainer 1986 – 1989 – Retail store manager at William Morrison plc Other responsibilities PMCPA appeal board ABPI NHS task force – 2008 onwards – co-founder of SHS – 2007 onwards – founder of Change Factory Ltd. – 2000 onwards – Director & Co. Secretary of inVentaBrand Ltd – 1989 – Chairman and co-founder of FXL Ltd – 1976 – Senior sales and marketing roles Mars Ltd – 1972 – Retail store manager CRS Ltd Steve HardyGary Bowler 2 Copyright Strategic Healthcare Solutions Ltd. 2008

Expectations/reservations (from survey) Expectations 1.A clearer insight into the decision making process for key accounts. To transfer that to our own company to ensure we are targeting correctly. 2.New ideas on how to select Target Accounts 3.Insight into alternative approaches to establishing and operating within key accounts Reservations 1.Either not relevant or nothing new 3 Copyright Strategic Healthcare Solutions Ltd. 2008

Workshop objectives By the end of this 90 minute workshop delegates will: – Have reviewed the criteria for selecting key accounts – Have built realistic, personal back to work action plans for the development of own customer accounts Copyright Strategic Healthcare Solutions Ltd

Survey Results 1.Sales potential Sophistication Interest levels Relationships Access 2. Sales data e.g. Xponent, accessibility, attitude towards Market and Strategy where known, local Rep knowledge, influencers 3. Historically we've used IMS Xponent to establish individual GP value and then further segment. In hospitals, we've used IMS Hospital Profiler + to establish high value accounts. As we evolve our operation to one of "Account Based Selling", we no longer target individual customers but establish "virtual accounts" linking Primary care & Secondary care Criteria for selecting individual target customers Why? 1.We developed ourselves as key factors to choose customers to date 2.Seem relevant and are what is available 3.Not applicable as no longer targeting individuals 5 Copyright Strategic Healthcare Solutions Ltd. 2008

Survey Results 1.Same as Q3 2. Individual customer sales (Xponent) and Account sales - Growth, own product, total market and Market Share. Accounts priorities and initiatives around the therapeutic area. Product Champions, local influencers 3. A mix of IMS Xponent, IMS Hospital profiler & other sales data sources + Health Directions NHS data. This data is then analyzed at a local level and key accounts are determined for activity Criteria for selecting key accounts Why? 1. Same as Q4 2. As above 3.Early days but that's all we have available! 6 Copyright Strategic Healthcare Solutions Ltd. 2008

What other criteria would you like to use in assessing which should be your Key Accounts? What else is available in our field ie PCTs? More attitudinal data to identify potential prescribers not yet using in the theraputic area Networking information to establish who influences who! 7 Copyright Strategic Healthcare Solutions Ltd. 2008

Customers needs have changed… UK Pharma needs to change YesterdayTodayTomorrow Was about seeing as many prescribers with as high frequency as possible Is about managing your contact with all the key stakeholders Is about working in partnership with your most valuable accounts, networking key influencers and decision makers effectively Big sales teams who were good at detailing and achieving a call rate Smaller but still high cost teams who can effectively target and sell Highly skilled, much smaller sales teams who can build tactical and strategic relationships with customers Sales teams were responsible for customer contact A number of key specialist teams have developed to support sales effort Everyone in the organisation will be customer facing Marketing messages were exclusively clinically focussed and one size fits all Today brand management still dominates but health economics is now on the agenda Can your product improve the local service? A multi dimensional argument is needed. 8 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management definition Account management is about creating strategic relationships with customers that deliver long term profitable sales growth for you and help your customers to achieve their medium term goals The Key Account Management process should take place at different levels in the organisation. Company Portfolio accounts Business Unit Disease area accounts Brand team Brand accounts Healthcare Access Mgr Regional Health Authority/ Network/Buying Group Rep Hospital/Practice 9 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management Process Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 10 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management Process Determine and agree the selection criteria Assess all customers and map priority KEY ACCOUNTS Internally agree top 20 Key Accounts Allocate responsibilities for initial contacts Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 11 Copyright Strategic Healthcare Solutions Ltd. 2008

What is an account ? An account is an organised group of customers who share similar business goals and interests and whose buying / funding behaviour is co-ordinated in a consistent way Examples: Primary Care Trust; NHS Trust; Networks; Strategic Health Authority 12 Copyright Strategic Healthcare Solutions Ltd. 2008

The Customer attractiveness model, an intuitive model which segments and helps develop account strategy. Firstly by assessing the HCE Market….. 13 Low potential, high risk Low potential, low risk High potential, high risk High potential, low risk KEY TARGETS Risk management NON TARGETS Little or no focus RISK – What is the command and control status within the HCE POTENTIAL – What is potential for growth and profitability within the HCE Copyright Strategic Healthcare Solutions Ltd. 2008

…then their capability 14 High skill low will Low will low skill High will high skill High will low skill Support with training Key targets Motivate to leverage Little or no focus WILL – are they motivated to engage? Do they understand their needs? Are they motivated to take positive action? SKILL – are they previous fund- holders? Is there a local delivery plan in place? Are they competent at making the right decisions Copyright Strategic Healthcare Solutions Ltd. 2008

Survey Results 1.Sales potential - Individual customer sales (Xponent) and Account sales 2.Growth, own product, total market and Market Share. 3.IMS Hospital profiler & other sales data sources 4.Sophistication 5.Interest levels 6.Relationships 7.Access 8.Product Champions 9.Local influencers 10.Accounts priorities and initiatives around the therapeutic area. 11.Health Directions NHS data. This data is then analyzed at a local level and key accounts are determined for activity Your consolidated criteria for selecting key accounts 15 Copyright Strategic Healthcare Solutions Ltd. 2008

Other selection criteria Influence over other accounts Ability to engage with the industry Alignment of agenda with supplier Motivated to engage with supplier Market access situation: – Formulary listing – Restrictions – Command and control Market size and growth Profit growth potential Current sales Sales growth Advocacy clinical and payer Ability to win Ability of account to implement Time to win Funding environment 16 Copyright Strategic Healthcare Solutions Ltd. 2008

Prioritise the selection criteria Split into teams of 8 Please take the opportunity to pick 5 selection criteria as the most important criteria for prioritising your key account customers Please make your selection from the list on the previous page and record it on the right Be prepared to discuss your choices with the group Time: 15 minutes to prepare 20 minutes to discuss Copyright Strategic Healthcare Solutions Ltd. 2008

Next steps planning Working on your own Consider and discuss each element of the workshop and identify the major next steps that you will take in key account identification. Use the template over to complete your feedback Timing: – 10 minutes to prepare – 15 minutes to discuss 18 Copyright Strategic Healthcare Solutions Ltd. 2008

Next steps planning 19 Next steps Support Resources When First Person Resp. (FPR) Copyright Strategic Healthcare Solutions Ltd. 2008

Appendices

Key Account Management Process Stakeholder identification and mapping Identify key decision-maker / influencer needs Understand competitor landscape Develop SoWOT analyses Summarise customer insights Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 21 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management Process Select and appoint key players: Internal / External Establish Account responsibilities and ways of working Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 22 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management Process Historic performance SoWhat analyses Develop a joint vision for the future Establish common goals Agree strategies and objectives Formulate action plans Agree KPIs and performance targets Create financial plan Build contingencies Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 23 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management Process Develop value proposition by category and brand – Clinical / Economic Implement the action plans – Sell and negotiate the objectives – Contemporise understanding of needs and customer insights Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 24 Copyright Strategic Healthcare Solutions Ltd. 2008

Key Account Management Process KPI tracking and reporting Performance review meetings Re-calibrate plan (+ / -) Celebrate and communicate success Key account identification & prioritisation Understand needs and develop customer insights Form the Virtual Account Team Develop the Joint Key Account Strategic Plan Communicate and implement the Joint Plan Review and communicate results 25 Copyright Strategic Healthcare Solutions Ltd. 2008