1. National Sales Director Strategic Plan
Senior Management Level Analysis
Patrick Leary
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2. Agenda
 High Level Overview
 30 Day Plan (Ahead of the curve…)
• Analysis of People and Business
– Development plan for existing RSM
– Fill vacancy created by RSM promotion
– Existing relations with top 10% of all KOLs
• Develop Plan of Action for People and Business
– Develop Sales plan with VP & Head to sustainable and ethically exceed sales
targets
» Review plan and solicit input from cross functional peers
– Review and refine individual strategic and tactical business plans for each RSM
– Review and refine ASM business plans with RSMs
– Development of succession planning throught-out the sales organization
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3. Agenda
 60 Day Plan
• Implement Plan of Action for People and Business
 90 Day Plan
• Pull-through Execution of action plan for People and Business
– Managed care – contracted and non-contracted
– Ensure continued MM alignment with PODS
– Continued Coaching and development of direct reports
National Sales Director – 90 Day Business Plan

4. High Level Overview
 Analyze the people and business
•
Area analytics – NRx versus TRx against NPS
•
Develop relationships – Key strength for me
•
Personnel detail- Review Development Plans
•
KOLs – Key strength for me
 Develop plan of action
•
Key account planning – Regional Business Plans
•
Coaching philosophy
•
KOL project plans
•
MM plans-PODs
•
Hub alignment-Key Strength
 Execute plan of action
•
Key account plans
•
MM Prioritization - PODS
•
KOLs
•
MM pull through
•
Coaching
•
Succession Planning
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5. 30 Day Plan
Analysis of Business and People
Seek to understand before you can be understood
Stephen Covey
National Sales Director – 90 Day Business Plan
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6. 30 Day Plan – Analysis of People
 Build a solid foundation of trust and collaboration with key stakeholders
 Meet 1:1 with RSM – Week of 3/15
•
Identify the motivators and WIIFM for RSM
•
Discuss regional dynamics at a high level (KOLs, top accounts,etc.)
•
Review key account plans
•
Review performance reviews, FCRs, Wolter Klower, productivity reports and IMS data
•
Set agreed to expectations
•
Begin development discussion
 Hire New RSM –April
•
Develop interim plan to manage the team without disruption
•
Meet with Recruiting to discuss RSM opening and candidate requirements
•
Post RSM role ASAP
•
Develop on boarding plan
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7. 30 Day Plan – Analysis of People
 Meet with Samuele Butera
•
Finalize 90 day action plan
•
Review key TMS and development plans
•
Review budget and available resources
•
Discuss both short and long term forecast
 Network with key business leaders – Leverage already existing relationships
•
Managed Markets – NAM/SMT
•
Medical Affairs – Area level clinical selling opportunities and ML utilization
•
Marketing
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8. 30 Day Plan – Analysis of the Business

Evaluate market and business trends
•
Determine contribution per territory and key players within each area
•
Study area level physician segmentation and identify key players and their profiles
–
MM access
–
Previous commercial and medical programs
–
R&F
–
Profitability
•
Adjust forecast based on opportunity
•
Reach and Frequency
•
Physician Response Curves
–
Determine which resources (people and business) resulted in positive sales
outcomes
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9. 30 Day Plan – Analysis of the Business

Analyze area level competitor dynamics
•
Share of voice – Are we at an advantage or disadvantage?
•
Selling statements – What are they saying and to whom?
•
Resources utilized and where – Is it an equal playing field?

Analyze MM dynamics
•
•
Leverage relationships
•
Identify Push vs. pull through situations (PRIME vs Aetna)
•
Utilize MM data sources (Plan Track, Monthly PP Report, Pathfinder)
•

Work with PODs to understand the MM impact
Determine access
Identify KOLs, analyze prescribing trends, and evaluate past action plans
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10. 60 Day Plan
Develop Strategic Plans for Business and People
We will either find a way, or make one!
Hannibal
National Sales Director – 90 Day Business Plan
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11. 60 Day Plan – Develop Strategic Plans for RSMs
 Schedule Monthly meetings with RSMs in Princeton
 Goals
•
Reinforce goal of meeting objectives with integrity and living the V & Bs
•
Create sense of teamwork
•
Agree to expectations
•
Obtain buy-in and deliver value
•
Create mission statement
•
Review Sales trends
•
Determine critical success factors for 2012
•
Assess development gaps for future opportunities
•
Develop succession planning for all key positions
•
Develop and implement a development program to provide training on: behavioral
interviewing, coaching, HR process, and business analytics
• Develop consistency in expectations and messaging to our team and to our
customers!
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12. 60 Day Plan – Develop Strategic Plans for ASMs
 ASM field visits – (3-4 days per month with ASMs)
• Reinforce goal of meeting objectives with integrity
• Role-model V&Bs and reward appropriately to foster positive competition
within team
• Observe selling skills
– Pre-call planning, message delivery, closing,etc
• Observe business acumen and other core competencies
– Determine ASMs assessment of their territory's dynamics
– Begin to discuss employee development plan
• Review the utilization of ASM plans
– Discuss the current process and steps taken
– Identify positives and negatives of current planning process
– Assess buy-in and utility
– Used as sales roadmap
• Ensure completed TMS and development plans for all ASMs
• Develop with RSMs and HR career mapping for the ASM position
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13. 60 Day Plan – Develop Strategic Plans for Business
 Evaluate key account plans
 Develop SWOT analysis for key markets/KOLs
 Develop routing plan to visit top 10% KOLs
 Refine MM strategic Plan
• Pull/Push through strategies
• Leverage relationships with PODs
• Push marketshare in plans to facilitate contract discussion
• Identify “Low Hanging Fruit” and create target lists
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14. 60 Day Plan – Develop Strategic Plans for Business
 Initiate KOL visits with ASMs and develop KOL action plan
•
Listen and learn
•
Develop detailed project plan and set expectations with key stakeholders
 Assess ROI of key programs
•
SMT Visits, Outreach, Speaker programs, Advisory boards, etc
•
Develop program plan of action (Who, What, Where)
 Master area level analytics and data analysis
• Know where every potential referral exists
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15. 90 Day Plan
Pull-through Execution of action plan for People and Business
The dictionary is the only place where success comes before work.
Mark Twain
National Sales Director – 90 Day Business Plan
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16. 90 Day Plan - Pull-through Execution of action plan
for ASMs
 ASM Field Visits – 3-4 days per month –
 Field Visit process - Overview
– Preparation
» Provide key account plan, territory sales and metrics –ASM
» Review field coaching history – RSM and ASM
» Understand ASMs WIIFM and goals - RSM
– Initial Discussion
» Discuss sales `performance, metrics, coaching history/development plan, and objectives
– Pre and post call discussions - FCR
» Discuss call account profile, objective, account status, and key account plan
» Assessment of “call” versus “objective”, record key information, prep for next call`
» Determine if there were any opportunities missed
» What did you learn?
– Closing discussion and follow through
» Reinforce strengths, measure objectives, agree on areas of opportunity, agree on action
step
» Focus on 1 or two areas of opportunity
» Complete field coaching report and return to the ASM immediately
» Coaching report will provide a “starting point” for the next visit
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17. 90 Day Plan - Pull-through Execution of action plan
for ASMs
 Coach to “Implementation Excellence”
• Defined as a face to face meeting with a ASM a ½ day or longer
• 60% coaching time required
– Distance coaching as important as field coaching
• Coaching Best Practices – Consultative Selling
– Listen
– Reinforce
– “Guide” not “tell”
– Support
– Align ASM behavior with company objectives
– Be Consistent
– Challenge
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18. 90 Day Plan - Pull-through Execution of action plan
for RSMs
 Mandate Key Account Planning Process
•
Printed plans at each field visit
•
Updated weekly
 Further enhance RSM development plans
 Conduct Area Teleconference (Bi-Weekly)
•
Share best practices
•
Discuss KOL issues
•
Area level issues impeding sales
•
Create action plan
 Identify/adjust ASM team members participating on internal committees (MAC,
Field Trainer etc)
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19. 90 Day Plan - Pull-through Execution of action plan
for RSMs
 Lead MM PODs
•
Execute MM Plan
– Commercial - PRIME, Coventry, Regence, etc.
– Managed Medicaid – Coventry, United
•
Refresh target list
•
Execute blitz plan – Increase R&F to targets
– Measure and track through CRM
•
Measure success and report to SMT
•
Work with PODs and internal to team to improve access
 Implement KOL project plans
•
Strategy, tactics, expectations, and timeline
•
Repeat…
 Continue to re-tool and evaluate strategic plan
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20. 90 Day Plan – Pull-through Execution of action plan
for Business
 Implement strategies derived from SWOT analysis for key markets/KOLs
 Carry out routing plan to visit top 10% KOLs
 Execute MM strategic Plan
• Increase MS in identified plans to facilitate contract discussion
• Leverage relationships with PODs
• Drive adoption in targeted offices
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21. 90 Day Plan – Pull-through Execution of action plan
for Business
 Implement KOL visits and KOL action plan
•
Listen and learn
•
Fulfill expectations set with key stakeholders
 Employ key programs
•
SMT Visits, Outreach, Speaker programs, Advisory boards, etc
•
Implement program plan of action (Who, What, Where)
 Master area level analytics and data analysis
• Know where every potential referral exists
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22. Outstanding Needs to Optimize Business
Primary
 Hiring and On boarding RSM
 Succession Planning for key positions
 Maximize BCBS AL, BCBS NC
Secondary
 Managed Markets
• PrimeT plans less than 50%
 Optum Rx
 SPP contracting
National Sales Director – 90 Day Business Plan

23. Analytics
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