Avoca Award Decision Program Overview

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Avoca Award Decision Programs, Service Offering Overview

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Avoca Award Decision Program Overview

  1. 1. Avoca Award Decision Programs Service Offering Overview
  2. 2. 2 The Avoca Group The Avoca Group helps pharmaceutical and biotech companies and service providers build, measure, and manage critical business relationships. Why Avoca? ●  Avoca works exclusively in the pharmaceutical industry, focusing on clinical outsourcing, strategic alliances and alliance/relationship management. ●  Avoca has a deep understanding of sponsor preferences, leading practices and the health of relationships gained through nearly 15 years of collecting and analyzing quantitative and qualitative data on behalf of both sponsors and CROs. ●  Avoca’s Senior Consultants possess both process improvement and change management expertise as well as significant industry experience. ●  Avoca has unique perspectives of competing organizations’ practices and approaches for alliance management. We understand areas that competitors struggle with and can provide guidance to support effective differentiation.
  3. 3. 3 Best Practice Approach to Alliance Management Client List Pharmaceutical/Biotech AstraZeneca Ferring Pharmaceuticals BioMarin Grünenthal Boehringer-Ingelheim Johnson & Johnson Bristol-Myers Squibb J&J Pharmaceutical Research Development Cadence Celtic Pharma Millennium Centocor Novo Nordisk Cerexa Ortho Biotech CJPCUS Ortho Clinical Cordis Pfizer CR Bard Purdue Pharma Cubist Regeneron Eisai Roche Endo Pharmaceuticals Terumo Ethicon The Medicines Company ServiceProviders Acurian Marken Aptiv Solutions Medical Research ConsultantsBeardsworth BioClinica Metropolitan Research AssociatesCardinal Health Clinical Financial Services PAREXEL PPD CRF Health PRA International ERT Premier Research ExecuPharm Quest Diagnostics Clinical TrialsGreenphire ICON Clinical Research Quintiles Idis REGISTRAT-MAPI INC Research ResearchPoint Indegene Synarc inVentiv Health Clinical Theorem LabCorp TKL Research
  4. 4. 4 Objective of Award Decision Studies ●  Improved customer loyalty ●  Increased repeat business ●  Greater profitability Award Decision Study An Award Decision Study identifies specific drivers for your wins and losses and determines what it takes to win new business Resulting in… Capturing data through in-depth interviews using industry professionals provides valuable insights into what your clients are thinking. Interviewers uncover client perceptions, issues and needs via detailed discussions about their satisfaction with all aspects of interaction during the bid process
  5. 5. 5 What’s measured? ●  Overall business development process ●  Proposal quality and timeliness ●  Extent to which bid is tailored to address specific client needs ●  Interaction with key stakeholders during bid process ●  Quality of Bid Defense meeting ●  Contracting process (for awarded projects) ●  Cost/Value Avoca Award Decision Programs
  6. 6. Avoca Award Decision Programs Sample Survey Data
  7. 7. 7 Award Decision Surveys: Sample Data 28%   20%   15%   10%   8%   8%   5%   3%  3%   Main Reason Project was Awarded to CRO Therapeu-c  Area   exper-se   Global  reach  /   experience   Reasonable  cost   Specific  staff  assigned  to  project   Demonstrated  ability  to   accomplish  the  work   Qualified  staff   Delivery  within  Dmelines   Past  relaDonship  with  CRO   Personal  compaDbility  between  sponsor  and  staff   N=40  
  8. 8. 8 Award Decision Surveys: Sample Data Sample Verbatim Comments: Reasons for not awarding work to a CRO ●  “The main reason was that we had a very specific need that we were looking for, which was help in a process for developing key messages for the actual filing we were going to do. I believe we made that clear in the early discussions and in the RFP, but when {CRO} came in and gave us a presentation, it didn't focus on that particular aspect. They came to the U.K., and their presentation was terrific, but it didn’t address our main need. They focused on the strengths of the company and of their people. We had a wonderful discussion with them about another need, which is for medical writing, but their presentation was not on target for what our biggest need was.” ●  “They responded to the RFP adequately but offered no strategy…the proposal seemed like a template with minimal customization.” ●  “The other CRO really emphasized their differentiators…and that is what my team liked and why they won the bid.” ●  “The BD rep seemed like an order taker… no understanding of my needs or what was important to a Phase II Oncology trial that is competing with many other similar trials.” ●  “It would have been good to meet some of their senior team…it may have shown us the commitment we need from a preferred provider.”
  9. 9. 9 Award Decision Surveys: Sample Data Proposal Statement Ratings The  costs  for  each  component  were  cleary  defined   The  proposal  adhered  to  the  specs  outlined  in  the  RFP   [CRO]  proposed  soluDons  to  meet  our  study  needs   The  turnaround  Dme  for  the  proposal  was  acceptable  to  me   The  project  assumpDons  and  tasks  were  clearly  defined  in  the   proposal   The  proposal  was  concise  and  easy  to  read   The  cost  esDmates  were  consistent  with  my  expectaDons   [CRO's]  value  proposiDon  was  clearly  arDculated   33%   43%   48%   60%   40%   53%   12%   25%   44%   36%   40%   34%   33%   43%   60%   50%   20%   18%   12%   6%   20%   4%   14%   18%   3%   3%   7%   14%   7%   Strongly  Agree   Somewhat  Agree   Neither  Agree  Nor  Disagree   Somewhat  Disagree   Strongly  Disagree   5.0   1.0   4.0   4.3   4.6   4.4   4.6   4.5   4.3   4.2   Mean   N=32  
  10. 10. 10 Award Decision Surveys: Sample Data Sample Verbatim Comments: Feedback on the Bid Defense Meeting for a lost project ●  “Team leadership was not established.” ●  “Insufficient preparation, presentation was too general and not specific to our RFP.” ●  “They did not bring the actual team we would work with and did not outline a solid project plan.” ●  “They did not anticipate our questions…so they did not have the right answers.” ●  “They did not listen well – they talked too much without engaging our team or targeting the discussion to meet our needs.” ●  “Some of their team members were not good presenters…and it made some of our team wonder about their ability to manage.”
  11. 11. 11 Award Decision Surveys: Sample Data WON LOST ∆ Presented  as  Cohesive  Team     4.7   3.2   -1.5 Cost  EsDmates  Consistent  with  ExpectaDons   3.8   2.4   -1.4 Team  Raised  Important  Issues  at  Defense     4.4   3.1   -1.3 Proposal  Defense     4.2   3.0   -1.2 Appropriate  Team  at  Defense     4.5   3.4   -1.1 Responded  Appropriately  to  Issues  at  Defense     4.5   3.4   -1.1 Demonstrated  Project  Knowledge  at  Defense     4.5   3.6   -0.9 Proposal  SaDsfactory     4.0   3.4   -0.6 BD  Rep  Met  Needs  Overall     4.4   3.9   -0.5 Unique  SoluDons  in  Proposal     3.5   3.0   -0.5 Clearly  Defined  AssumpDons/Tasks     4.3   3.8   -0.5 CosDng  Procedures  Straigh_orward     3.7   3.2   -0.5 Overall  BD  Approach     4.3   3.9   -0.4 Proposal  Adhered  to  RFP     3.9   3.7   -0.2 Proposal  Concise/Easy  to  Read   4.0   3.9   -0.1 BD  Rep  Open  and  Fair     4.3   4.4   0.1 Proposal  Turnaround  Time     4.0   4.1   0.1 Time  EsDmates  Consistent  with  ExpectaDons   4.0   4.1   0.1 BD  Rep  Responsiveness     4.2   4.4   0.2 N= 30 36 Comparison of Win vs. Loss Ratings for Award Decision Criteria [Mean Scores, 5-point scale] This display allows you to look at all rating items in the survey, focusing on the ones for which the mean scores differ most between wins and losses.
  12. 12. 12 Award Decision Surveys: Sample Data Comparison of Won vs. Lost Projects for “Proposal addressed strategy” A collection of boxplots helps the viewer determine at a glance which rating items vary the most between won and lost proposals and helps elucidate the nature of the difference. The boxplots and accompanying tables display not only mean scores (green lines in the boxplots) but also medians, 25th and 75th percentiles, minima and maxima. The latter are very useful in demonstrating that even when the means are not very far apart, “won” proposals generally have consistently good scores (narrow range of scores) whereas “lost” proposals generally have more variable scores.
  13. 13. 13 Award Decision Surveys Key Deliverables ●  Descriptive and summary statistics with in-depth verbatim reports ●  Executive summary focusing on key strengths and issues ●  In-depth analyses and reports, including: ╸ Longitudinal analyses ╸ Relational analyses ╸ Comparisons across functional/geographic/therapeutic areas ╸ Response to initiative reporting ╸ Index development ╸ Business intelligence reporting (for use in future proposals) ●  Just-in-Time reporting for lessons learned meetings, executive meetings or business development meetings ●  Facilitated follow-up meetings to discuss results and develop action plans
  14. 14. Other Avoca Client Feedback Programs
  15. 15. 15 Client Feedback Programs Overall Objectives for Avoca Feedback Programs ●  To identify the specific drivers for the service provider’s wins and losses and what it takes to win new business ●  To help service providers understand clients’ perceptions and their positioning in the marketplace ●  To enable a service provider to learn what concerns or issues a sponsor may have with the company overall, its staff or its processes ●  To identify areas of strength and weakness that require attention within an ongoing project so they can be addressed in real time, and to identify overall trends and areas that require improvement across projects ●  To gather relationship metrics that link to overall corporate strategy execution
  16. 16. 16 Avoca Relationship Management Avoca’s Consulting Practice: Feedback Programs ●  Strategy & consulting to develop comprehensive client feedback programs ●  Implementation and support ╸ Gathering of data using AvocaView™ Survey Research tools and Avoca’s methodology ╸ Flagging of critical issues and communication regarding these issues o  Issue tracking and action documentation o  Interaction with project teams to brainstorm approaches for responding to specific issues o  Support for ensuring that critical issues are addressed in a timely manner ╸ Analysis and reporting o  In-depth analysis based on an understanding of the drivers of customer loyalty and satisfaction ╸ Process improvement initiatives based on trend analysis
  17. 17. Contact Avoca at: (609) 252-9020 www.theavocagroup.com info@theavocagroup.com 179 Nassau Street Suite 3A Princeton, NJ 08542 Improving the Health of Critical Business Relationships

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