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Example Global Sales & Marketing Business Plan
Presentation Transcript
1. EXAMPLE PLAN US/Global Medication Delivery Strategic Plan (ideas) Prepared by: Andre’ Harrell
AH2 & Beyond Consulting, LLC
2. Plan Outline I. II. Introduction Slide (Where to Play? How to Win?) US/Global Sales Plan Dashboard
(Business Imperatives) a) Accelerate Growth b) Sales Team Development c) Key Performance Index
Efficiencies III. Accelerate Growth a) Market Analysis b) Customer Segmentation Strategy/Identifying
Potential Markets c) Evaluation/Buying Process (Strategic Priorities)/Profiling & Targeting IV. Sales Team
Development a) “The Strategic Conversation” b) Field Coaching & Development c) Coaching
Tactics/Pull-Through Measurement V. Key Performance Index Efficiencies a) Budget Allocations (P&L)
b) Sales Performance Communication c) Sales Processes VI. 30/60/90-Day Plan (US/Global Sales
Objectives) 2
3. Four Key Choices At The Heart Of This Plan Where to Play? 1 What specific growth behavior should
we drive? 3 2 Which customer segments do we want to target? How to Win? 3 How do we continue to
develop our skills & competencies to bring value to customer? 4 How should Company X be positioned
and what messages will help activate target segments?
4. US/Global Sales Plan Dashboard Sales Team Development KPI Efficiencies Market Analysis Strategy
One-on-One Coaching Tracking Budget Temp Customer Segmentation Sales Competencies Org
1 comment Notes on Slide 1
Harrell Andre', Vice President International Sales & Operations at AH2 & Beyond Consulting (CEO)
Subscribe to commentsPost Comment
4 Likes
Ahmed Samir
Ruturaj Abhinkar
Terry Walsh, Sales & Business Development at The Chill Group, Inc.
Harrell Andre', Vice President International Sales & Operations at AH2 & Beyond Consulting (CEO)
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4. Communication Value Proposition Field Coaching Marketing Com Evaluation/Buying Process Tactical
Metrics Sales Perform Track Coaching Resources Field Sales Time Management Dev Vacancy Rate
Succession Planning Compensation Accelerate Growth Business Imperative Dashboard Strategic
Priorities Strategy For Growth Profiling/Targeting Technology Sales Processes 4
5. ACCELERATE GROWTH (Market Analysis Strategy )
6. ACCELERATE GROWTH Market Analysis (Outlook) Pharmaceutical Packaging Industry Will
Overcome Challenges to Record High Growth Rates In The Future Global Pharmaceutical Packaging
Industry Is Set To Ride the Growth Bandwagon with Rapid Expansion in the Pharmaceutical Industry
Globally The fastest growing pharmaceutical packaging The global packaging market is expected to is
expected to be pre-filled syringes and parental virals (Biotechnology). grow at a CAGR of 6.9% between
2008 and 2015, reaching a value of $68 Billion by 2015. The increasing demand for biologics will boost
The global packaging industry is experiencing the demand for innovative packaging solutions in the
pharmaceutical market space. With a $120 Billion worth of pharmaceuticals going off patent in the next
5 years, generic companies will become a rich opportunity for innovative packaging. 6 rapid expansion in
technology, innovation, manufacturing processes and integration. The growth is likely to be high in
emerging economies of India and China, primarily on account of increasing generics and contract
manufacturing activities in these countries.
7. ACCELERATE GROWTH Market Analysis Strategy 3 Key Market Analysis Steps 1) 2) 3)
7 Current Market Participants Find out how you compare to the competition Assess current and
future drivers and restraints Determine and exploit new market share opportunities New Entrants
Calculate time scales for strategy implementation Position yourself to capitalize on the market’s unmet
needs Investment Community Analyze long-term strategies of the commercial packaging community
Determine which participants will outperform the competition Assess attractiveness of investing in the
commercial packaging markets
8. ACCELERATE GROWTH Market Analysis Strategy (Potential Growth Markets) $42 Billion Global
Market (2008) Commercial Packaging Market Market Growth Rate (6.9% Growth between 2008 – 2015)
$68 Billion Market By 2015 Customers Potential Opportunities Current Growth Drivers
(Generics/Biologics) 20% 40% 46% 54% Injectables Parentals Pharma Biotech Biologics India & China
(Growth Markets) 40% The fastest growth in pharmaceutical packaging market is expected from
prefillable syringes and parenteral vials, which will continue to expand as advances in biotechnology
result in the introduction of new therapies that must be injected. 8
9. ACCELERATE GROWTH (Customer Segmentation) Where to Play? Which customer segments do we
want to target?
10. ACCELERATE GROWTH Customer Segmentation Strategy 4 Components To Successful
Segmentation 1. Know your customer – Thorough profiling Volume potential Buying patterns (Early
Adopters versus Late Adopters) Identify the various processes that could impact your business (could
differ Globally) 1. Understand the customer “Buying Process” – Map buying process for each account
(could differ Globally) – Gain perspectives from multiple channels point of view 1. Develop plan to
impact buying process quickly 2. Plan for pull-through once product is closed and stocked 10
11. ACCELERATE GROWTH Customer Segmentation Strategy Segmentation Deliverables
Quantify growth opportunities and leverage points (Identify richest targets) Identify customer
characteristics that may explain likelihood to identify need and advocate for Company X Product/Services
Identify customer characteristics that may explain Company X Services early adoption Identify
Account characteristics that may explain likelihood of Company X/Services access and usage Identify
Key Opinion Leaders (KOL’s) target characteristics that will champion Company X/Services & Additional
Offerings Ability to maximize marketing investment by segment Invest in “richest targets” Need further
segmentation to allow maximization of sales force direction and budget/marketing spends 11
12. ACCELERATE GROWTH Customer Segmentation Strategy Segmentation Variable Prioritization
EXAMPLE Initial Set of Variables Individual Variables l Position in Account l Behavioral Sgmts l Target
Priority l Key Decision Maker l Buying Patterns l Customer Age l Stature in Account l Tenure l Packaging
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5. Use l Account Setting Patient Variables l % Tablet Use l % Injectable Use l % Parental Use l % Total
Biologics Use Account Variables l Patient Population Density l Buying Volume Size l Global Capabilities
l Manufacturing orders l Number of Subsidiaries l Number of Buyers l Size of Organization l Geography l
Level of Competition l Wholesale Participation l Specialty Pharmacy Participation Variables Used in
Segmentation Frame Evaluation Criteria l Meaningfulness Testing* – Differences between values
generated by cuts in variables – Statistical significance of differences – Review of population distribution
generated by cuts in variables l Actionability Examination – Available in market research testing or voice
of the customer (VOC) vs. further investigation or guess work on the part of the sales force Individual
Variables l Customer Age l Position in Account – CFO – Buyer Account Variables l Size of Organization l
Buying Volume Size l Number of Decision Makers * Meaningfulness defined by customer willingness to
identify need and advocate for Company X 12
13. ACCELERATE GROWTH Customer Segmentation Strategy Segmentation Should Always
Encompass “Customer Thinking” 13 Understand the “Voice of the Customer” - Decide
what products and services to offer - Identify critical features and performance specifications for those
products and services - Decide where to focus improvement efforts - Get a baseline measure of customer
satisfaction to measure improvement against - Identify key drivers of customer satisfaction Identification
of Account types End User type segmentation Organization type segmentation Account segmentation
based on product use Leads to product positioning Sales Force deployment Target audience
identification Forecast development Remember, you have internal and external customers
14. ACCELERATE GROWTH (Evaluation & Buying Process )
15. ACCELERATE GROWTH Company X Services/Buying Process Strategy (EXAMPLE) Identify
Identify Need Need Key Customer identifies need, advocates to decision maker Company X Services is
Not Put Through Assessment Process Company X Services is Put Through Assessment Process Services
Services Product Evaluation Evaluation Evaluation Account Rep Provides Initial Specifications (Account)
Develops Initial Product Review Account Procurement Develops Initial Product Review Review with
Value Analysis Team (e.g., CFO/Purchasing Administration) Review with Account Brands Customer
Develops Initial Product Review Review with Account Regulatory Account Buying Group Committee
Reviews/ Approves Company X For Purchase Formulary Approval Approval Status Status Status Review
Seek Additional Input Stocking & Stocking & Utilization Utilization Maintenance Maintenance Plan Plan
15 Approved the ordering process with Restrictions (e.g., Specific Procedures Only) Baxter Stock in
Account 3rd Party Develops Initial Product Review Review with Account Legal Department Account
Develops Initial Product Review and Recommendation Review with External Experts (e.g., Key Account
Leadership) No Review with Experts Account Buying Group Rejects Company X For Purchase Buying
Exec Committee Does Not Challenge Decision Buying Exec Committee Challenges Decision Marketing
Develops Initial Product Review Buying Exec Committee Rejects Decision Approved the ordering
process without Restrictions Do Not Stock in Account Follow Up Servicing Plan (Maintain Account
Satisfaction) Not Approved for ordering, But Placed on Contingencies / Pilot / Provisional Acceptance
Stock in Account, only for contingent purposes Decision Not Passed Through Buying Exec Committee
Not Approved for Ordering
16. ACCELERATE GROWTH (Strategic Priorities)
17. ACCELERATE GROWTH Strategic Priorities Strategy (EXAMPLE) Company X Services
US/Global Positioning (EXAMPLE) Disrupt perceived market satisfaction Exploit uniqueness of
the product/services Gain rapid availability and generate positive initial product/services experience
17 Establish leadership presence with target audience Optimize communication of Company X/Services
Portfolio value proposition
18. ACCELERATE GROWTH Strategic Priorities Strategy (EXAMPLE) “Value
Proposition”(EXAMPLE) Benefit Ladder Emotional benefits Company X/Services “makes my job easier”
Company X/Services “makes my job easier” End-use benefits: Customer End-use benefits: Customer
Safe, effective Safe, effective New tool in my armamentarium New tool in my armamentarium Cost
effective Cost effective End-use benefits Functional benefits Versatile: Versatile:
Product benefits Comfortable Comfortable Easy to use, new option Easy to use, new option Safer
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6. Safer Portability Portability Outstanding Performance vs Competitors Outstanding Performance vs
Competitors No negative outcome (Child Resistant-Senior Friendly) No negative outcome (Child
Resistant-Senior Friendly) Portable Portable Innovative, new approach to packaging vital
medications Innovative, new approach to packaging vital medications 18
19. ACCELERATE GROWTH Strategic Priorities Strategy (EXAMPLE) Budget Spend by Strategic
Priorities Gain Rapid Availability and Generate Positive Initial Product Experience 34% Optimize
Communication of Value Proposition Disrupt Perceived Market 2% Satisfaction 14% Establish
Leadership Presence With Target Audience 31% Exploit Uniqueness of Product 19% 19
20. ACCELERATE GROWTH Sales Force Positioning (EXAMPLE) Quantify
territory growth opportunities and leverage points Identify richest targets Identify account characteristics
that may explain likelihood to purchase Company X Identify account characteristics that may explain
early adopters of late adopters of our products Ability to maximize marketing investment by segment
Invest in “richest targets” Budget Allocations based on R.O.I. Organization targeting plan at a corporate
and end user level Tactics 1. 1. 1. 2. 20 Know your customer – Thorough profiling Volume potential
Buying patterns (Early Adopters vs Late Adopters) Identify the various processes that could impact
your business Understand the customer “Buying Process” – Map buying process for each account – Gain
perspectives from multiple channels point of view Develop plan to impact buying process quickly Plan for
pull-through utilization once Company X is closed
21. Account Planning Definitions Territory Overview: The Territory Overview highlights the key themes
and issues of each account. The following components are the situational assessment portion of the
account planning process. Diagnostic: The Diagnostic is the examination and assessment of your accounts
(both external and internal) in which you conduct business activities. SWOT: The SWOT is the next step
in business planning in which the critical issues are derived. It includes both internal and external factors
from which a representative determines critical issues. (Strength INTERNAL) What skills or attributes
can we exploit to our advantage? (Weakness: INTERNAL) What skills or attributes do we need to
develop? (Opportunity: EXTERNAL) Where in the marketplace can we maximize our growth? (Threat
EXTERNAL) Where in the marketplace will we need to defend our business? Critical Success Factors:
Critical Success Factors arise from an analysis of the SWOT. They included issues (internal and external)
that are most critical to our business and dictate the priorities, strategies, and tactics for the upcoming
period. They should be limited to 3 or 4 and are the “here’s what we really have to pay attention to”
issues. The following components are the action-planning portion of the account planning process. Goals:
A Goal clearly outlines what you expect to accomplish in a given period of time, and should always align
with company/brand direction. Goals should follow the SMART criteria: • Specific • Measurable • Action-
oriented • Realistic • Time-bound Strategy: A Strategy sets the direction for how you will conduct
business. It is any internal or external factor that can affect your business by allowing you to capitalize on
opportunities, overcome threats, leverage strengths, and minimize weaknesses. Tactics: Tactics are very
specific actions necessary to achieve goals and objectives. They direct who should do what, where, or with
whom, and by what date. Execution Tracker: An Execution Tracker includes milestones and/or specific
dates necessary to quantitatively determine progress towards goals, measure outcomes of tactics and
correct 21
22. SALES TEAM DEVELOPMENT (Developing Personnel)
23. SALES TEAM DEVELOPMENT PLAN Developing People – “The Strategic Conversation”
(EXAMPLE) The outcome: what we are trying to achieve, and what it looks like What is happening now
as compared to success Co Things that cause the situation or barriers to success 23 t io sa er nv n Steps
and roadmap to success
24. SALES TEAM DEVELOPMENT PLAN Developing People – “The Strategic Conversation”
(EXAMPLE) Start at the top, then go below What is happening now as compared to success; behaviors
you observe; results you can track The outcome: what “good” looks like in behaviors and results 20%
Things that cause the situation; barriers, drivers, beliefs 80% Steps and roadmap to success Spend 80% on
the right side 24
25. SALES TEAM DEVELOPMENT PLAN Developing People – “The Strategic Conversation”

7. (EXAMPLE) What? Why? Discuss the “WIIFM” Objective What? 25 Specific area, “Name it” Skill Look
like? “Define it”
26. SALES TEAM DEVELOPMENT PLAN Developing People – “The Strategic Conversation”
(EXAMPLE) Understand the situation from the employee’s point of view. • Discuss observed behaviors in
the context of success. • Probe around what the employee did/behaviors, what the customer did/behaviors,
and what the result was. • Probe to understand employee’s view of the situation: Is he/she getting closer to
success? (Be specific.) • 26
27. SALES TEAM DEVELOPMENT PLAN Key Tactics - Developing People (EXAMPLE) Metric
Tactic Build an “acumen “ understanding of direct reports Meet individually with each direct report to
discuss their career goals and identify skills they need to achieve goals. “Connection Session” Keep a
running list of what’s important to my folks, update and review every quarter. Listen thoroughly to your
reports interests, opinions, concerns and goals. This is the “blueprint” of your people Coaching &
Developing Team Members Consistent Demonstrate consistency in your words and actions as the leader
Be Be fair but stern Treat review of employee performance and performance planning is paramount.
Maintaining a development pool of talent and ensuring development plans are updated and have
considerable action plans. Support, Support and Support. predictable by letting your team know what to
expect from you by example and inspect what you expect from your people. Treat everyone on your
team with RESPECT, and demand it in return. Lead everyone with respect and demand excellence of
performance will be evaluated based on their performance and competency. Everyone 27 Progress /
Results Actual
28. SALES TEAM DEVELOPMENT PLAN Key Tactics - Developing People (EXAMPLE) Metric
Tactic Review with our account managers/sales people their knowledge of our products & services.
Identify gaps in account management acumen and processes Selling Skills: Observe our folks’ ability
to understand, identify, and meet customer needs. Understands their accounts thoroughly and can tailor
message to meet customer needs and drive business. Closes, closes and closes for increased business.
Senior Director Sales will gather feedback from training, and build development plans for direct reports.
Robust & Effective Training Job Competencies improve quarterly Coaching direct reports 28
Senior Director Sales will build core behavioral competency model if it does not exist already. Job
competency discussion will be executed on every one-on-one worksession, and captured in the work-
session “Feedback Form”. Career Development form will capture job competencies and performance.
Coach plans will be developed for each direct report and the focus will be on sales performance and
competencies. Tracking report will be established to determine sales trends, budget use and sales goal
attainment. Bi-Weekly reports completed by direct reports (I.e. account status, buys, potential buys etc).
Progress / Results Actual
29. SALES TEAM DEVELOPMENT PLAN Key Tactics - Developing People (EXAMPLE) Metric
Tactic Ensure the team remains focus on executing our sales objectives/goals. Ensure feedback is
consistent and has high impact 29 Each team member will be held accountable to execute results in their
given responsibility (through status reports, sales results, and development plan). Each work-session will
begin with the review of prior actions plans that were completed to ensure follow through. Management
will take advantage of “coachable” moments” (e.g. times when teammates experience success,
disappointment or trying a skill for the first time). Field Conference Reports will always address what
was observed the day of the work-session. Identify opportunities for teammates to apply their developed
skills many times, in many places, and in many ways. Review work-session feedback report with team
member to ensure alignment and agreement on how success can be gained moving forward. Progress /
Results Actual
30. SALES DEPLOYMENT PLAN Developing People – For Optimal Performance (EXAMPLE)
Additional Development Resources Sales Force Effectiveness Research Tools Building Behavioral Job
Competencies Career Path Initiative Management Development Training Leadership Competency
Model 30
31. KEY PERFORMANCE INDEX EFFICIENCES (Business Processes)
32. KEY PERFORMANCE INDEX EFFICENCIES Business Processes (EXAMPLE) Budget Planning

8. Process key deliverables Purpose & Use • 1 Budget Allocation & ROI Justification • Prioritize spending to
match company sales target goals Track allocations that impact the business (and do not impact the
business) Purpose & Use 2 Budget Milestones/P&L • • • 32 Match budget with milestones to justify ROI
Assign budget ownership to ensure accountability Consistent budget communication to ensure alignment
33. KEY PERFORMANCE INDEX EFFICENCIES Business Processes (EXAMPLE) 2010 Budget
Planning Process Step Responsibility Timing 1 Beginning year preliminary budget planning meeting
(discuss strategy and priorities, realistic amounts, and planning process). Sales Finance End of 4qtr before
budget planning year 2 Initial account budget plans worked on for account planning year (Managers create
budget proposals that includes monthly numbers, programs, and activities. Plan budget meeting with team
Sales Team Senior Director Sales End of 4qtr before budget planning year 3 Quarterly budget updates
with team/Dir (Review budget milestones utilizing previous spreadsheet Senior Director Sales Sales Team
Quarterly Review 4 Collect Initial business plans worked on for business planning year Sales Team
December 10 before business planning year 5 Finalized Account Business Plans presented to Senior
Director Sales Sales Team Senior Director Sales December 15 before business planning year 7 33 Process
Consolidation of final budget/business plan data Business Analysis Senior Director Sales January 10 of
business planning year
34. KEY PERFORMANCE INDEX EFFICENCIES Business Processes (EXAMPLE) Sales Performance
Communication Process Purpose & Use • 1 Status Reports & Weekly Update Reports • 2 Information
Technology (CRM or Siebel) Friday status reports from team to Senior Director Sales Purpose & Use • • •
34 Month end business status report to leadership team (template created) Efficient use of targeting and
capturing data Reports can be transmitted easier and more consistently Data can be easily stored, uncover,
and deliver
35. KEY PERFORMANCE INDEX EFFICENCIES Business Processes (EXAMPLE) Report
Expectations Account/Sales Personnel Where to focus selling effort Prioritize schedule based on
opportunities Act against the competition Build Account Plan (including action plans) Discuss
effort, actions, plan with Senior Director Sales 35 Senior Director Sales Where to focus team’s
selling effort Prioritize Budget/Resources based on opportunities Act against the competition
Discuss efforts, action, plan with VP of Sales Enhance coaching opportunities with Direct Reports
36. US/Global Medication Delivery (30/60/90 Day Plan) (Senior Director Sales, Medication
Delivery/BioPharma Solutions)
37. 30/60/90 Day Action Plan General Action Items (30 Days): Gather understanding of
corporate culture polices, mission objectives, vision etc Learn/Understand Product/Services Portfolio
Review & comprehend sales and marketing business plan & goals……………………….……...…..within
first 2-weeks Acquaint myself with sales team, sales reps, key in-house personnel….………….….within
first 3-weeks (60- 90-Days) Global Sales Business Plan: Thorough review of: Personnel, General Market
Conditions, Customer Priorities & Trends, Internal Analysis, Critical Success Factors and S.W.O.T.
analysis Review “State of the Business”/Personnel Overview with VP of Sales
………………………………………...…..….Jan/Feb Set up communication with leadership team
immediately, schedule one-on-one direct report sessions Understand vision & mission statement for the
Sales & Marketing Team. Build business plan. Set up processes (e.g. communication plan, business
priorities, budget, compensation process, development plans, segmentation) Organize & Schedule field
time to get a better perspective of the business (Sales) Become familiar with Internal Support……...
………………………………….…..………Feb/March/April Develop partnerships with key internal
BPS resources (schedule one-on-ones) Brand Marketing (Corporate Expectations) Business
Operations (Business Analytics focus) Sales Training/Development (Sales Training Initiatives/Support)
Human Resources (Succession Planning/Personnel Review) Long Term Goals (after 90-Days)
Develop all-inclusive strategic LRP Global Sales action plan……………….……………………..2nd
Quarter Implement Key Customer call plan/processes…………………………...………………………
2nd – 4th Quarter Schedule recurrent work-sessions with mgmt/sales
team…………………………………………. 2nd Quarter Field ride sessions (market place
understanding/knowledge of personnel)………………………… on going
Measure/analyze/communicate business results…………………………………………….………. on

9. going 37
38. US/ Global Medicat ion Delivery SALES OBJECTI VES US/ GLOBAL SALES VI SI ON To be t he
Leader in Cont r act Ser vices and Pr opr iet ary Technologi es Expect individual ownership &
accountability to exceed our business goals & to outperform the competition Achieve Excellence in
Execution Attract, develop and retain top talent Recognized by our customers as consistently providing
superior value and professionalism US/ GLOBAL SALES TACTI CS Tact ics: Tact ics: • Communicate
company business goals • Develop 90 Day/Cycle Business Plans to address needs/capitalize on
opportunities. • Provide report monthly on progress toward business goals • Revise and refine business
plans quarterly • Provide ongoing feedback on performance against goals via FCR • Performance Midyear
and Year-End • Performance evaluations against goals • Execute flawlessly Brand Strategy Tact ics:
•Increase closing percentage quarterly l • Segment/Profile targets consistently to identify richest targets •
Develop and execute a account operating plan in every territory • Optimize budget/resource utilization and
maximize R.O.I • Accelerate growth of Product X • To recruit and select the best sales people • To provide
training/development to enhance the skills and competencies of the sales force • To develop a culture that
rewards diversity of thought/high performance and leverage the culture as a key retention tool • Stay
focused on development planning Tact ics: • Increase sales effectiveness through utilization of harmonized
sales training and selling skills • Optimize product knowledge/selling skills training through national
initiatives •Improve effectiveness with KOLs & key accounts US/ GLOBAL SALES METRI CS Met r ic:
Met r ic: Met r ic: Met r ic: Vol Growth Targets Company X Total Business Total CPA Targeted Calls/Day
Targeted Pres/Call Account Calls Rep Field Days Director Field Days 38 As appropriate 200 or 70% of
available days 75 or 30% of available days Regrettable Losses Time to fill Improve Diversity Vs 2008
Career Path Active Participation Sales Force/Feedback Forums Development Plan Completions •
Customer Survey Results Benchmark • SFE/Verispan – Specialty reports Improve Sales Training
Assessments • Rep/Account Research
39. If you’re interested in having us help you build your 2014 Global Sales & Marketing Strategy/Plan,
you can contact me directly at: Andre’ Harrell President/CEO (AH2 & Beyond Consulting, LLC)
http://www.ah2andbeyond.com/ andre.harrell@ah2andbeyond.com (267)221-8529 Blog:
http://thesalesprofessionalnetwork.blogspot.com/ 39
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