1. Data Visualization and the Pharmaceutical
Industry
Bob Fucci

2. Table of Contents
 The Opportunity
 How Do I Approach The Role
 Revegy Account Planning – Involving The Client Throughout The Process
 Enterprise Selling Approach – Selling to the Entire Enterprise
 Team Cohesion and Consistency
 Sales Results
 GE
 IBM
 Salesforce.com
 UTC

3. Business Situation
 Revenues Decreasing From $65.25Billion to $58.98 Billion.
 Slight Uptick in Working Capital $31.9 Billion to $32.8 Billion.
 Shareholder Equity Decreases from $82.19B to $81.26 Billion
 Increased Dividend From $6.23 to $6.53 Per Share
 R&D Investment Increased from $7.25 Billion to $7.3 Billion
 Drug Pipeline Looks to Accelerate in 2015

4. Pfizer – Opportunities and Challenges in 2013 - 2014
 Pfizer’s 4 Strategic Initiatives in the Chairman’s Letter Point Directly To
The Potential For a Stronger SAS Partnership
 Several Initiatives Will Drive Additional Software/Services Revenue.
 Others Can Bring The Companies Together and Act To Transform The Relationship.
 Number 1 - Improving the Performance of Its Innovative Core
 I Believe This Is SAS’s Core Business Focus At Pfizer With Stakeholders Across Pfizer
R&D.
 Pfizer “Green Chemistry” – A Green Customer Is Considered More Credible, Pfizer is
Considered More Environmentally Conscious
 Number 2 - Making the Right Capital Allocation Decisions
 Partnering With Pfizer Treasury – Low Interest Rates and Rising Volatility Create
Challenges For Capital Allocation For Pension Plans, Building Pension Liquidity Model
 Market Risk – Hedging, Currency Conversion and Asset Allocation

5. Pfizer – Opportunities and Challenges in 2013
 Number 3 - Earning Greater Respect from Society – A New Approach to
Social Dialogue
 Pfizer Helpful Answers—a U.S. initiative that provides Pfizer medicines for free
or at a savings to uninsured and underinsured patients who qualify
 A multi-year initiative, called GetOld – intended to forge a richer dialogue on
the issue of aging—one of society’s most pressing issues affecting health care and
quality of life. Since the launch of GetOld in mid-2012, we went from zero share of
voice of the aging conversation online to more than a 5% share in just six months
 Number 4 - Focused on Creating Sustained Shareholder Value
 Pfizer is implementing distinct operating models within developed markets
and emerging markets. In the developed markets, the operating model that
supports innovative-driven businesses that largely market patent-protected
medicines and a second model that supports our value-driven business that largely
markets medicines that are no longer patent protected.
 Within emerging markets, the operating model has a geographic focus that supports
both the innovative-driven and value-driven businesses.

6. Pfizer 2013 IT Budget - IProfile
 Total IT Budget $1.87B
 Services & Outsourcing $454.45M
 Communications $712.34M
 Hardware $260.55M
 Software $342.37M
 Other Miscellaneous $73.56M
 IT Budget as percentage of revenue 3%

7. How Do I Approach The Role
 Utilizing The Revegy Account Planning Methodology
 Enterprise Selling Approach – Selling to the Entire Enterprise
 Guiding Principles
 Communication and Collaboration
 Up-Level and Winning Our Opportunities
 Forecasting

8. Revegy – Client Investment Is Essential
 Pre-Planning With Pfizer is Essential
 Pfizer Must Know Of All Client Assets
 Pfizer Will Validate High Value Initiatives
 Establish a Mechanism to Facilitate Communication and Collaboration
 Regular Updates and Quarterly Business Reviews
 Peer To Peer Relationship Development

9. Classifying Pfizer Account Segments
Key Development Areas Strategic Alignment
Opportunistic Areas Maintenance Areas
Low High
High
Our Attractiveness
to Customer
CustomerRevenue
Potential

10. Revegy - Level 5
TARGETTARGET
AverageAverage

11. Repeatable Sales Process
11
•Set Aggressive Goals
•Dedicated Time
•Account Vision
•Value Proposition
•Revenue Target
•Account/Divisional
Map
•Investment Priorities
•Relationship Map
•Path To A Sale (s)
•Determine
Buying
Metrics
•Determine
Influencers,
Coaches,
Decision
Maker
•Value Based
•Partnership
•Purchase Options
•Multiple Transactions
•Future Buying Events
•Preparing For
Next Sale
•Team Credibility
•Team Expertise
•Value-Based
Recommendations
•Consultative
•Value Based
•Leverage Success
•Max. Investment
Benefit
•Strategic
•Charter Account
•Bidirectional
•Partnership Plans

12. Guiding Principles
 Prepare and Plan
 Simple, Clear, Repeatable Selling Messaging
 Be Bold – Sell With Conviction
 Form Our Core Team and Strategize Regularly
 Maximize Every Selling Interaction
 Propose and Close – Early and Often

13. Team Communication and Collaboration
 1-1 Calls Each Monday
 Team Learning Calls Each Thursday
 Spend Time With The Team – Develop Trust and Friendship
 Quarterly Business Reviews
 Focus Transactions For The Quarter
 Large, Enterprise Transactions – Needing Support and Development
 Detailed, Forecasting and Reporting Analysis
 Commitment To Quality

14. Enterprise Selling – Constantly Improve
 Create and Communicate A Set Of Near, Medium, And Long Term Goals That Are
Clear, Measurable, and Aligned
 Develop A Culture Of Value Driven Selling – A Clear And Compelling Customer
Value Proposition
 Build The Pipeline
 Up-level Sales Plans – Hit The Bull’s Eye Every Time
 Insure Everyone Is Invested In Customers Success– Customer Success and
references is essential for our growth
 Consistently Revenue Attainment

15. Forecasting
 We Forecast What Is Funded
 We Live In CRM – It is the Single Source of Account Activity
 Focus on Increasing The Pipeline – LOB, New Business Stakeholders
 Forecast Objective – 3 Times Quota in “Best Case”
 Forecast Objective – 2 Times Quota in “Committed”
 All Quotes/Proposals Delivered By 7th
Week
 Our Team Will Be Seen As A Model For Account Accuracy

16. Sales Results
 GE Enterprise Win
 SAS Wins at IBM
 X Series
 Labor Utilization
 Representative Spotfire Wins
 Risk
 SFDC Integration
 SEM/SEO Data Analytics
 Consumer Credit

17. Sell Broadly and Identify Investment Priorities

18. Drive A Strategic Vision

19. Propose and Close Well – GE Closed Deal For $15MM

20. IBM X Series – Closed With Jim Ferris
2 Major Business Challenges
 SAS was viewed as an expensive analytic tool by senior management at IBM.
SAS was also viewed as increasingly competitive with the recent acquisitions of
Candle, and Cognos.
 The services and development cost to IBM to apply SAS technology to critical
business problems was seen as too high.
SAS Championship - We Asked For A High-Impact Project and Ultimately Built
A Practice
SAS Analytic Forecasting Solution Approach
 SAS Financial Management delivered to IBM a true enterprise application with
real time analytic analysis for budgeting.
 The solution simulate potential forecast outcomes thus enabling IBM to leverage
existing vendors and mitigating threats.
 Identify correlations between demand forecasts in order to develop an the most
optimal “build” strategy.

21. IBM X Series – Predictive Forecast Analytics
IBM Benefits
 IBM purchased the (CPU, Memory, and Storage) components they needed
 IBM built what was forecast
 IBM Shipped what was built
 IBM minimized end of quarter inventories
 IBM renegotiated lead times with its vendors from ana average of 30 days
inventory to 10 days
 Operating Margins improved
SAS Benefits
 The initial transaction was for $736,000. Several follow on projects developed
and the total revenue value of the solution exceeded $2MM.
 SAS Productized The Solution – Jim Ferris, a reference for me, secured additional
funding and built the Analytical Forecasting Practice at SAS.

22. SAS Analytic Forecasting Dashboards (Example)

23. SAS Production and Labor Forecasting

24. Every Year , A bank incurs losses for various reasons.
Some Key reasons include:
 Adverse market conditions reduce the value of
its invested assets
 Credit events , such as borrowers defaulting,
reduce the value of the loan book( credit risk)
 Shifts in interest rates upset the balance sheet
(A/L risk)
 System failures , fraud ( operational risk)
 For either regulatory or strategic reason , the Bank
will demonstrate reserves up to the 99th
percentile
of loss in its annual Loss Distribution. This amount
is the value at risk for a given risk horizon
This picture indicates that strategic goals may dictate the
choice of Value-at-Risk threshold. . The bank will need to
hold reserves up to the target Solvency Standard.
The amount up to Expected Loss ( Mean) is referred to as provisions,
And the remaining amount up to the solvency standard is called
Economic capital.
Risk Modeling – FDR NY, CITI, BofA, Fannie Mae, State Street, +

25. Scenario Based Risk – BofA, Goldman Sachs, Barclays, CITI
This analysis demonstrates a scenario-based view of
Economic Capital covering total Losses do to Market
Risk and Mortality Risk over a one year horizon.

26. Salesforce.com Integration – GE Capital, BofA, State Street, +
Spotfire increases your ability leverage more value
from your existing salesForce.com, Oracle, and SAS
investments.
Spotfire easily integrates the data from
co -resident application s to form a powerful
enterprise class “decision platform”
In this case we understand that GE Capital has
a significant investment in Salesforce .com
Using Spotfire in this environment will help GE
Capital seamlessly leverage and unlock the
hidden value in customer and market data.

27. Integration With SEM/SEO
Scenario- You are designing a marketing campaign to
introduce
three Products: Platinum, Gold, and silver Credit cards. The
initial plan is to offer :
•10,000 Platinum,
•20,000 Gold
•30,000 Silver cards.
Options- you have two options to contact customers
•Call center,
• Direct mail.
The call center is more expensive but the program is more
successful than reaching contacts from direct mail.
The call center has a maximum capacity of 15,000

28. Consumer Credit– MasterCard, CITI, Fidelity
Consumer Credit – Credit Card
Marketing campaign Optimizer -
Return on investment analysis