• Save
Example Global Sales & Marketing Business Plan
Upcoming SlideShare
Loading in...5
×
 

Example Global Sales & Marketing Business Plan

on

  • 12,177 views

AN EXAMPLE PLAN: ...

AN EXAMPLE PLAN:
Building your 2014 Global Sales & Marketing Business Plan! Catered to the "Pharma"/"Medical Device" Industries. Contact us at andre.harrell@ah2andbeyond.com or (267) 221-8529 to help you build your strategic plan for 2014!

Statistics

Views

Total Views
12,177
Views on SlideShare
10,164
Embed Views
2,013

Actions

Likes
5
Downloads
37
Comments
1

6 Embeds 2,013

http://www.biowebspin.com 1742
http://ah2andbeyond.com 162
https://twitter.com 52
http://aharrell2000.wordpress.com 45
http://www.linkedin.com 11
http://biotech-platform.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • {}

Example Global Sales & Marketing Business Plan Example Global Sales & Marketing Business Plan Presentation Transcript

  • EXAMPLE PLAN US/Global Medication Delivery Strategic Plan (ideas) Prepared by: Andre’ Harrell AH2 & Beyond Consulting, LLC
  • 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
  • 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?
  • 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 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
  • ACCELERATE GROWTH (Market Analysis Strategy )
  • 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.
  • 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
  • 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
  • ACCELERATE GROWTH (Customer Segmentation) Where to Play? Which customer segments do we want to target?
  • 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
  • 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
  • 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 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
  • 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
  • ACCELERATE GROWTH (Evaluation & Buying Process )
  • 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
  • ACCELERATE GROWTH (Strategic Priorities)
  • 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
  • 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 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
  • 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
  • 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
  • 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
  • SALES TEAM DEVELOPMENT (Developing Personnel)
  • 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
  • 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
  • SALES TEAM DEVELOPMENT PLAN Developing People – “The Strategic Conversation” (EXAMPLE) What? Why? Discuss the “WIIFM” Objective What? 25 Specific area, “Name it” Skill Look like? “Define it”
  • 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
  • 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
  • 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
  • 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
  • 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
  • KEY PERFORMANCE INDEX EFFICIENCES (Business Processes)
  • KEY PERFORMANCE INDEX EFFICENCIES Business Processes (EXAMPLE) Budget Planning 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
  • 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
  • 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
  • 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
  • US/Global Medication Delivery (30/60/90 Day Plan) (Senior Director Sales, Medication Delivery/BioPharma Solutions)
  • 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 going 37
  • 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
  •  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