who we are, what we do, how we do it and to whom in a few slides; Contact me to get comments and details

2. Our ressources
StratAdviser strategic consultants are:
– Economists, Scientists and Lawyers
• with MSc/MD/PhD in Finance, Strategy, Business, Marketing,
Information and communication technologies (ICT), Neuro-Sciences, and
Medicine
– Multinational individuals
• who live and work in an international environment
• have a specific knowledge focused on trans-national and trans-cultural
issues
• as well as they can work in a mono-national context
– Proficient in foreign languages such as English, French, Spanish and
German
StratAdviser key players have:
– 10 years or more of experience working in their respective fields
• teach management, crisis management, strategy, marketing,
communication and medicine
• at Business Schools, Engineering Schools and Universities.
10/05/2010 confidential 2

3. Our Fields of Expertise

4. Our International Reach
Beata Angel
LEWANDOWSKA GONZALEZ
Erwan
Sébastien YANN
MODICOM
Søren Brian
MUUS Jeffrey FLECK
Taylor

5. Our Expert Resources
Dr Jan-Cédric
HANSEN
Medico-Marketing European Strategist
10/05/2010 confidential 5

6. StratAdviser in short
StratAdviser impact on Consulting
– StratAdviser strategic package
• Strategic Diagnosis, Strategic Recommendation and
Strategic Follow-up
– based on medical processes delivers
• valuable strategic advice easy to access and implement
• as well as adequate cost control thanks to its simple
costing policy
StratAdviser and You
– Any time your company and/or you face an issue
• just contact StratAdviser knowing that
– the proper strategic recommendation will be delivered and
followed through
– adapted to the availability of your financial and human resources
10/05/2010 confidential 6

7. Additional features
Registered as a lobbyist
with the European
Commission
– Allows us to deliver specific
solutions regarding regulatory
issues and the like…
All of our recommendations
are assessed for legal risk
– by a Franco-British
Independent lawyer firm
10/05/2010 confidential 7

8. Our specific
approach to
strategy

9. Medical methodology inspires us
In medicine, diagnosis is:
– the process of identifying a medical condition or disease
by its signs, symptoms, and from the results of various
diagnostic procedures
Doctors are trained to:
– take decisions in acute and uncertain situations
– constantly challenge and reassess their decisions
– think strategically before taking actions
StratAdviser considers that such a methodology
applies nicely to its client’s needs because
diagnosis is a fluid process
10/05/2010 confidential 9

10. High added value oriented
In order to deliver high added value advice and
ensure its optimal ROI we follow three steps
1. Strategic Diagnosis - allows deeper exploration to
re-establish and reformulate the need
2. Strategic Recommendation - develop what to do and
how in order to best respond to the need
3. Strategic Follow-up - monitoring the application of
recommendations and their positive impact
10/05/2010 confidential 10

11. –
Proprietary
Methodology
in Practice

12. Our Strategic « 3 Step » Process
Expression of a Strategic Diagnostic Strategic Recommendation
potential need
(prospecting or spontaneous) Brainstorm Workshop Brainstorm Workshop
restitution and reformulation for fine tuning
meeting with client for of SD content of SR content
clarification of advice level
Submission of draft Submission of draft
Anamnesis, Investigations Advice prescription,
Brainstorm Workshop
& Prognosis Integration plan
for reformulation of need
& selection of appropriate & Appropriation process
team/resources
no Your yes
Validation
Submission of draft no Your
yes
methodology, timeline and Validation
global estimate
Strategic Follow-up
no yes Brainstorm Workshop
Your
Validation
for Tactical Implementation
Submission of strategic advice
+/- plan of action
+/- appropriation plan
+/- related additional costs
Delivery
no yes
Your
10/05/2010 confidential Validation 12

13. Our Stategic Diagnostic Step
Brand
Essence
Communication
Positioning
Statement
Personality &
Core values
Brand Promise &
Reasons to Believe
Target insight
Attributes
Features and benefits
SWOT
Unmet needs
Target Audience Descriptors
Brand vision
10/05/2010 confidential 13

14. Our Strategic Recommendation Step
Optimise pricing Broaden Development and
Rapid adoption amongst primary target clinical execution of global
Key and secure
of Sarcoma Specialists experience
reimbursement Life Cycle Plan
Strategies
• Communication and PR plan to increase • Development • Transition of • Develop and optimize
awareness of PharmaMar as an innovative oncology of pan- compassionate formulations
company and raise awareness of disease European use to commercial
• Working with Cooperative Groups (BC, NSCLC) Pricing and drug • Ensure progression of
and Patient Groups (Potentiate formation) reimbursement • Phase IV manufacturing to
• Corporate sponsorship of major meetings and strategy programme semi-synthetic
bodies PharmaMar stand-alone event ( MoA) • HE plan and • Life cycle plan in
• Promotional activities: Global branding and economic • Develop regulatory
conjunction with
campaign model J&J – new strategies for ex-US
• Sequential territories
Action Plans • Promotional materials indications (1st line
• Congress activities, PharmaMar stand-alone event, launches to STS, breast
cancer, NSCLC, • Optimize market
Publications optimise price
ovarian cancer), exclusivity and patent
• PharmaMar internet site and Yondelis website estate
more convenient
• KOL development regimens (3h
• Vehicle (e.g. Ad Board) to review and revise clinical schedule, weekly), • Develop targeted
endpoints in sarcoma combinations/ labeling
(RR does not correlate with OS) sequential therapy
• EORTC collaboration to develop standard with other major
classification tools for STS cytotoxics
• Increase awareness and usage • Pricing strategy • ATU cohort after • Target profiles for
• Complete territory mapping and identification of complete by end CPMP opinion new indications by
key stakeholders, prescribers and patient pool by 2002 • Phase IV strategy YE
Key Expected 2003 YE • Implementation by by Q1 2003 • GLCP by YE and
Results • 2003 Ex factory sales end 2003 presented to Joint
• SoV increases 20%p.a., versus Novartis (Glivec), • Launch first in Steering Committee
Baxter (ifosf), S-P (Caelyx), Astra-Zeneca Germany, UK and
(Irtessa). Sweden
10/05/2010 confidential 14
Example of Yondelis contribution

15. Potential Strategic Synergies
Strategic Diagnostic
Your communication Agency
Brand Pyramid
Briefing
Communication Platform
Visual identity
Graphic Chart
Strategic Recommendation
Strategic Follow-up
(Tactical Implementation)
Matrix
10/05/2010 confidential 15

16. Continuous Dynamic Interaction
Structure
and/or Profit Required again
and/or Resilience
and/or Personal
development
?
Follow-up
Diagnosis &
Recommendation
StratAdviser
Potential achievement
Early diagnosis
Uncertain
environment
Potential
reaction
Natural
evolution
time
10/05/2010 confidential 16

17. Our Strategic Advice
in Practice

18. We build your strategy together
One methodology
– StratAdviser proprietary methodology
Two different kinds of deliverables
– Recommendation alone
– Recommendation and related deliverables
Three ways to collaborate
– Long term programs
– Annual supports
– 1-3 day seminars

19. Our Long Term Programs
Corporate/Portfolio Strategic coherence along
market evolution
Corporate/Portfolio European Strategic Lobbying
High Profile Managers Key Decisions process
assistance
International Marketing Task Force management
European Expert Group & Related Publication
Plan
Prelaunch & Launch Strategic Matrix
implementation

20. Our Annual Supports
Corporate/Portfolio Strategy Fine Tuning
Corporate/Portfolio Strategy Stakeholders
Appropriation
Corporate/Portfolio Strategy Tactical
Field/Market Adaptation
Prescribers Scrutiny through Sales’ Forces
Optimizing Sales’ Forces impact factor
Sales Oriented Medical Education
Contextual Incentive

21. Our 1-3 day seminars
Market Study Audit
New Competitive Edges
Competitors’ Strategy Simulation
Enhance Brand’s Resilience
Joint Strategic Workshops
Brand Audit
Brand Rejuvenation
Portfolio Audit
European Creative Seminar
Tender Notice Audit
Lecture & Workshops

22. Let Our “ Lectures & Workshops ” be
your “ Lectures & Workshops ”
Available conferences 2009-2010
– “Crisis communication, legal issues & economic impact of the pandemic threat”
– “Expanding your European position despite inhomogeneous maturation of portfolio
among target countries”
– “Understanding benefits of brand vs product communication strategy”
– “Strategic healthcare communication during crisis management”
– “Turning affiliates “specificity” into powerful European strategy”
– “Strengthening European cooperation between pharmaceutical Industry and Private
Hospitals: a promising competitive edge”
Coming conferences 2011-2012
– “Post crisis management, frequent mistakes and consequences”
– “Efficient Orphan drugs marketing approach: musts and options”
– “Key topics to understand the Japanese market entry limitations”
– “Rising competition among generics: time for redesigning the brand concept?”
– “Terms and Conditions of Sales as a competitive edge”
– “Identification of new communication themes for MEDED programs”
10/05/2010 confidential 22

23. Samples of Strategic
Advices and Related
Deliverables

24. Provide High Value European Insights
Situational analysis
– Need for global expertise regarding the
European Market and specificity of
European healthcare systems
Strategic Diagnostic
– Content analysis of available publication
on the disease
– Reassessment of available Market
Studies
– Identification and Interviews of KOL
– Cross matching of findings with
StratAdviser expertise
Strategic Recommendation
– Drafting of preliminary report to fuel the
strategic thinking including promising
positioning & potential communication
plan
Strategic follow-up
(Tactical Implementation)
– Left to our client

25. Deliver High Standard Expertise
Situational analysis
– A spring water trade organisation is
sued by a mineral water trade company
for improper health claim
Strategic Diagnostic
– The trial is backed up by a report from
the French Academy of Medicine
– Risk is that the trial outcome will
ultimately apply to all spring water
manufacturers
Strategic Recommendation
– Strike back should be managed by the
spring water trade union
– Need for a contradictory report with
higher quality standards to neutralize
the French Academy of Medicine
Strategic follow-up
(Tactical Implementation)
– Deep analysis of the French Academy
of Medicine report and writing of the
contradictory report
– Work in tandem with the trade Union
Lawyer Firm
– Help the client in implementing its
lobbying actions
10/05/2010 confidential 25

26. Elaborate Strategic Positioning
Situational analysis
– A thermal Bath faces constant regression of
turnover
Strategic Diagnostic
– Thermal Bath location and accommodations
inadequate to drain clients by themselves
– Thermal medicine no longer considered as a
reference for chronic conditions by GPs
– 100% of French centres for burned patients
refer cases to the Thermal bath
Strategic Recommendation
– Reinvest the neglected local medical
expertise
– Position the Thermal Bath as “First
European Dermatology Spa”
– Take into account the public (patient /
companion) specificity
Strategic follow-up
(Tactical Implementation)
– Redesigning existing communication tools
and creation of new ones (detail aid, ...)
– Creation and training of a sales’ force
dedicated to GPs

27. Design International Expert Group
Situational analysis
– Prescribers tend to restrict more and
more the use of Fluoroquinolones among
Companion Animals
Strategic Diagnostic
– Prescribers tend to apply Large Animals
prescription rules for lack of
spokespersons highlighting Companion
Animal specificity
Strategic Recommendation
– Design an European Expert Board eliciting
recognized European Guidelines
Strategic follow-up
(Tactical Implementation)
– Recruit & support members
– Suggest themes and developments
– Supervise premise organisation & logistic
– Develop communication tools
– Work out publication plan and awareness
campaign
10/05/2010 confidential 27

28. Enhance Disease Awareness
Situational analysis
– Dravet’s syndrome is under
diagnosed due to insufficient
awareness
Strategic Diagnostic
– Orphan Drug status doesn’t allow
classic communication
Strategic Recommendation
– Medical Education and Unbranded
communication are appropriate to
elicit significant market penetration
Strategic follow-up
(Tactical Implementation)
– Design of support
– Perform interviews
– Editing of interviews and animations
– Checking of scientific and medical
relevance

29. Rejuvenate a European Brand
Situational analysis
– Major Brand, once innovative, is loosing
market shares at unexpected rate
Strategic Diagnostic
– Recent external growth and introduction to
stock exchange of company impact on
stakeholders neglected
Strategic Recommendation
– Creation of an International Brand Task Force
composed of the International Marketing
Team and affiliates leaders
Strategic follow-up
(Tactical Implementation)
– Creation of the International Marketing Team
leadership
– Animation of task force meeting
– Brand rejuvenation along with task force
participants
– Press Ad execution supervision and detail
aids content
10/05/2010 confidential
29

30. Re-Launch an International Brand
Situational analysis
– The launch of the Biomedic portfolio
didn’t match expectations
Strategic Diagnostic
– The initial pure cosmetic positioning
was inadequate regarding
Dermatologists considering the peeling
has a strong effect requiring medical
supervision
– Side effects elicit a negative image
among customers
Strategic Recommendation
– Reposition portfolio as a “Medical”
Must
– Create a European expert group to
endorse the new positioning
Strategic follow-up
(Tactical Implementation)
– Expert group design and management
– Drafting of guidelines for good practice
for the use of peeling
– Elaboration of CME training modules
– Recruit & support speakers
– Develop communication tools
– Dissemination of the group concept to
each target region (Asia, North
America, South America)

31. Shift Paradigms
Situational analysis
– The French Defence Medical Service has to
switch from an endowment driven to a client
driven activity
Strategic Diagnostic
– There is a need for a deep and homogeneous
change in management paradigms as well as
clear understanding of the new strategy
Strategic Recommendation
– Develop a specific appropriation and
implementation methodology
Strategic follow-up
(Tactical Implementation)
– Contribution to the fine tuning of the strategy
– Creation of appropriation methodology
– Develop communication & appropriation
tools
– Recruit, train & support speakers/high
profile managers
10/05/2010 confidential 31

32. Manage High Risk Communication
Situational analysis
– French President elicited the creation
of the “multilateral cooperation for
defense and security in the Western
Mediterranean forum”
Strategic Diagnostic
– Territorial conflicts and cultural
discrepancies among participants may
rise resistance in a highly sensitive
context
Strategic Recommendation
– Encourage experience, knowledge and
previous cooperation sharing
– Build an event momentum driving
participant to sign up a committing
multilateral partnership agenda
Strategic follow-up
(Tactical Implementation)
– Co-management of the event
– On site elaboration of the draft
Covenant
– One to one meetings with participant to
validate final draft and to encourage
covenant signature
10/05/2010 confidential 32

33. Provide High Standards Conferences
Lectures & Workshops
Institut of Directors
Journal of Communication in Healthcare
Henry Stewart Publishing
ESReDA (Alstom seminar)
Eurosatory 2010
European Defence and Security Meetings
Paroles d’experts HCFDC
Ecole de Guerre Economique
10/05/2010 confidential 33

34. Pharma Firms which benefited from our
team members advices
Abbott Jancen-Cilag
Alcon La Roche Posay
Allergan Lilly
AltanaPharma Merck
Astra Zeneca Nestlé Infant Nutrition
Biocodex Novartis Santé Familial
BMS Novartis Animal Health
COOPER Pfizer
Eisai Pharmamar
Ferring Sanofi-Aventis
Fournier Sanofi-Pasteur
Fresnius-Kabi Shering-Plough
Galderma Stallergenes
GSK Vétoquinol
Hutchinson Wyeth

35. –
Our costing
procedure

36. Our Costing Grid
StratAdviser approach consist of
– Setting the level of strategic advice required
– Determining the required time and team to follow our
proprietary methodology
– Applying our costing chart
Functions Daily rates
Director of Strategies £2,317.00
Client Service Director £1,472.00
Director of Operations £1 227.00
Scientific Director £1 227.00
Consultant/
£1 704.00
Expert
Account Executive £320.00
10/05/2010 confidential 36

37. Five levels of advice
Instant advice
– The client is confident with his own analysis of the issue he is facing. He doesn't want
StratAdviser to challenge his analysis and his formulation of the need
– The client wants a solution ready to use with short notice
– The client doesn't need StratAdviser to integrate the advice or to provide any follow-up regarding
tactical recommendation linked to the strategic advice that has been provided
Classic advice
– The client is confident with his own analysis of the issue he is facing. He doesn't want
StratAdviser to challenge his analysis and his formulation of the need
– The client wants StratAdviser to deliver a ready to use strategic Prescription as well as the proper
systematic related Integration Plan and Appropriation Process to solve his issues
– The client doesn't need StratAdviser to provide any follow-up regarding tactical recommendation
linked to the strategic advice that has been provided
Advanced I & II advice
– The client expects StratAdviser to help him to analyse the issue he is facing
– The client wants to develop a clear understanding of the situation along with StratAdviser, then to
build the appropriate strategic response with StratAdviser methodology, then elaborate the proper
systematic related Integration Plan and Appropriation Process to solve his issues
– Eventually, the client needs StratAdviser to provide a follow-up while integrating the advice among
his usual staff
Custom
– The client expects StratAdviser to challenge his analysis and his formulation of the question
(other selections are possible)
10/05/2010 confidential 37

38. Average time spent for each levels
AE: Account Executive ● SD: Scientific Director ● DO: Director of Operations ● CSD: Client Service Director ● DS: Director
of Strategies ● C/E: Consultant/Expert ● TC: Technical Costs ● OOPs: Out Of Purchase
10/05/2010 confidential 38

39. Our Commercial policy
Our estimates reflect a deep analysis of our client’s need with a constant
concern to find the best compromise between their expectations, their real
needs and their financial constraints
– StratAdviser commercial team will invest appropriate time and effort during the
negotiation phase to come up with the best case scenario estimate
– In some rare situations, this may imply difficult choices for both parties to be made
Therefore after the validation of the estimate no adjustment is allowed
except for the following rules:
– Account Executives have a goodwill up to 5% rebate
– Client Service Director have the ability to negotiate another additional 5% rebate if
the situation justifies it
– In some exceptional situations, the General Manager might allow to negotiate an
additional 5% rebate
In any other case the estimate is voided and a new round is initiated
– Any validated estimate voided due to client’s direct or indirect decision implies the
payment of 10% of the estimate in addition of any ready intermediate achievements
which would be charged “prorata temporis”.
10/05/2010 confidential 39

40. More precisely, what are the issues you
are currently facing?
Which one should benefit from our
Strategic Diagnostic,
Strategic Recommendation &
Strategic Follow-up?

41. ● Structure development ● Profit development ● Resilience development ● Personal development
StratAdviser Ltd StratAdviser France
Berkeley Square House 8 rue Saint Marc
London W1J 6BD UK 75002 Paris France
www.stratadviser.com
Beata LEWANDOWSKA Sébastien MODICOM
Tel: +44 (0) 207 8874510 Tel : +33 (0)9 64 25 23 92
Fax: +44 (0) 796 4330504 Fax : +33 (0)1 42 33 44 76
b.lewandowka@stratadviser.co.uk s.modicom@stratadviser.com
41