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Global Commercial Strategy Sales Plan EXAMPLE
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Global Commercial Strategy Sales Plan EXAMPLE


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A "Life Sciences" sales plan that's EFFICIENT & EFFECTIVE (E&E)!!

A "Life Sciences" sales plan that's EFFICIENT & EFFECTIVE (E&E)!!

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  • This shows the cyclical cycle in the US market and we are on the decline in 2007- with leveling in 2008
  • Transcript

    • 1. This slide presentation is for illustration purposes only and to show how AH & Beyond can help you build a global strategic sales plan Not to be used for commercial use AH & Beyond Consulting
    • 2. Andre’ Harrell Head of International Sales & Marketing Operations GLOBAL COMMERCIAL STRATEGY SALES PLAN (EXAMPLE)
    • 3. Business Imperative Dashboard Market Leader Media Volume Growth Training Job Competency Key Account Coverage Profiling/Targeting Budget/Resources Global Dashboard Coaching Sera Volume Growth Drive Efficiency Develop People Accelerate Growth Field/Inside Sales Time Vacancy Rate Compensation Sales Processes BPC Volume Growth Overall Product Growth Account Management Technology Forecasting There are 3 areas you can define when starting your global sales plan build: Potential Product Growth, Developing Your Personnel, Maintaining Business Efficiencies. This presentation will look at the diagnostics business for this example
    • 4. Key Tactics – Accelerate Growth This slide breaks down in a tactical format ways to increase product growth, keep in mind this activity will always include actions from your sales people
      • Profile and Identify key opportunities for increasing Media/BPC business (I.e. monthly utilization report, buying patterns, current pricing, and embellish benefits of disposables.
      • Develop account product algorithms for the customer to help them identify cost savings to their bottom line P&L.
      • Develop performance pricing incentives for accounts that agree to “bundle” product (Media & BPC), agrees to at least 2yr exclusivity contact, and specific volume purchasing.
      Media/Sera/BPC Volume Growth
      • We have to sell our complete product line on EVERY CALL
      • Continue proper account profiling and targeting those accounts that have huge potential for our product line.
      • Increase call average on those accounts where we have little representation.
      • Conduct territory market research to uncover new business/customer opportunities that have not been previously recognized.
      Overall Product Volume Growth
      • Increase call average on top profiled accounts to increase and leverage relationship (including accounts we do not have strong relationships)
      • Aggressively pull-through product offerings that differentiate from competition (I.e performance pricing based on ordering processes, product bundling strategies that encourage product line usage, and specific pricing.
      • Thought leader development in each account to further level partnership
      • Global Sales Director will identify and develop relationships with top 5 to 10 worldwide accounts
      Market leader for Cell Culture and BioProcess in top accounts Metric Actual Progress / Results Tactic
    • 5. Key Tactics – Develop People It’s critical that any plan has a development of people strategy, most companies fail to place strategy around people management and development.
      • Identify Thermo Fisher’s competency model per position and review with direct reports.
      • Global Sales Director will build core behavioral competency model if it does not exist already.
      • Job competency discussion will be executed on every one-on-one work-session, and captured in the work-session “Feedback Form”.
      • Career Development form will capture job competencies and performance.
      • Global Sales Director will provide quarterly feedback to management.
      Job Competencies Improve Quarterly
      • 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).
      Coaching Direct Reports
      • 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. Sells multiple products effectively. Closes, closes and closes for increased business.
      • Global Sales Director will gather feedback from training, and build development plans for direct reports.
      Robust & Effective Training Metric Actual Progress / Results Tactic
    • 6. Key Tactics – Drive Efficiency Managing efficiencies should be a critical emphasis to any global strategic plan
      • Implement a budget management system (includes each business unit, region, and key accounts) that makes the plan versus actual results visible to direct reports and upper management.
      • Establish a Profit & Loss report that captures sales, sales resources, expenses, and margins to justify sales activities.
      • Direct reports will be held accountable and evaluated on their use of the budget. This will be a critical part of their development
      Effective Budget/Resource Use
      • Develop an incentive program to drive the performance of our product line (importantly Media/BPC products.
      • Bi-Weekly or Monthly contests (I.e. top units sold, “converting Millipore accounts”, obtaining new accounts, and the most “bundling” accounts etc)
      • Put together a “Field Compensation” input team to ensure buy in.
      Compensation Planning
      • CRM Technology (records account activity, product utilization, and targeting)
      • Siebel Technology (call reporting, budget reporting processes, compensation etc.)
      • Identify the market through a segmentation process (I.e direct to consumer, small accounts/large accounts, new potential accounts, key competition accounts etc). Develop “Target Lists”
      • Targeting account “characteristics” such as utilization volume, purchasing activity, competition activity, early adopters/late adopters, and peer influence.
      • Evaluate account call average to ensure appropriate visibility and consistent pull-through product sales.
      Key Profiling & Targeting Metric Actual Progress / Results Tactic
    • 7. ACCELERATE GROWTH (Market Analysis) The next slides provide an example of how you would interpret Market Research & Analysis
    • 8. Life Science Research Market Analysis
      • U.S Market
      • Competition is becoming more fierce
        • Competitors are gaining better customer intelligence
        • Competitors are increasing their technology capabilities
        • Sales Forces are becoming more aggressive
      • The Marketplace is becoming more fragmented with multiple channels of distribution
      • Marketing and Market Research budgets are much tighter due to compressed development period, niche product areas, and lower revenue per product.
      • Global Market
      • U.S. & Global competitors are having a greater presence in the EU
        • Increase collaborations/mergers are taking place with competitors (I.e. Millipore & Astellas Pharma
        • Companies are expanding their manufacturing facilities overseas
        • Specific customer targeting due to technology advances
      • The EU also facing liquidity issues as economic challenges impact market
        • Global & U.S. customers are demanding more attractive product offerings with favorable pricing.
        • Customers are favoring outstanding service and flexibility from Life Science Industry.
      Accelerate Growth – Market Analysis
    • 9. Accelerate Growth- Market Analysis U.S. Product Buys Impact Global Markets
      • Total New US Product Buys: -14% YOY ($300M vs. $259M)
      • US Sera Unit Buys : -26%
        • Without adequate sales balance of our complete product line the demand of products will weaken overseas
        • “ No Change” status with our flagship products (Media/BPC Systems) have a huge impact on our profit margins
        • We need to strengthen our entire product portfolio greatly in the U.S. in order to be truly competitive in the global markets
      • Unit Volume Demand:
      • Slowdown for new business is increasing because of economic issues
      • The decline in demand for capital lab equipment is opens the door for disposable options
      No Change -26% No Change -14% Numbers/ Percentages are fictitious
    • 10. U.S. BioProcess Container Sales 2007 leveling off, slight decline in 2008 Accelerate Growth – Market Analysis Numbers/ Percentages are fictitious
    • 11. Global BioProcess Container Sales Global Sales relatively flat with slight growth in 2007 & 2008 Accelerate Growth – Market Analysis Numbers/ Percentages are fictitious
    • 12. Life Sciences Industry Landscape Approx. $30 Billion Market Instruments & Regents For Drug Discovery And Manufacturing Current Growth Drivers (Proteomics Sequencing/Protein Drug Dev Homeland Defense Funding $17B Life Science Tools (Biological Studies/Drug Dis/Dev) $13B Industrial Tools (Industrial Apps/Environmental Testing Instruments & Regents for use in the Drug Discovery, Development and Manufacturing Process Accelerate Growth – Market Analysis Numbers/ Percentages are not current
    • 13. ACCELERATE GROWTH (Competitive Overview) The next slides provide an example of how you would uncover your chief competitors
    • 14. Life Sciences Competitive Landscape
      • Top Life Science Companies by 2002 Revenue ($B) *
      • Selected Players by Segment
      • Genomics
      • • Affymetrix , Agilent, Amersham, Applied Bio,
      • Invitrogen, Orchid, Perkin Elmer, Qiagen, Sequenom
      • Proteomics
      • • Agilent, Amersham, Applied Bio, Becton Dickinson, Bio-Rad, Bruker, Invitrogen, Qiagen, Thermo, Waters
      • Bioassays
      • • Amersham, Becton Dickinson, Beckman Coulter,
      • Perkin Elmer, Tecan
      • Protein Separations
      • • Amersham, Bio-Rad, Millipore, Waters, others
      • Molecular Spectroscopy
      • • Bruker, Perkin Elmer, Shimadzu, Thermo, Varian
      • General Lab Equipment
      • • Agilent, Beckman Coulter, Mettler Toledo, Shimadzu, Thermo, Waters
      • Regents
      • • Applied Bio, Amersham, Becton Dickinson, Bio- Rad, Invitrogen, Perbio, Qiagen, Sigma Aldrich,
      Source: Annual Reports, Analyst Research * Revenues from Life Sciences Only Accelerate Growth – Competitive Overview
      • Source: Annual Reports, Analyst Research
      • * Revenues from Life Sciences Only
    • 15. Life Sciences Top Competitors
      • Millipore (NYSE: MIL) is a Life Science leader providing cutting-edge technologies, tools, and services for bioscience research and biopharmaceutical manufacturing. As a strategic partner, we collaborate with customers to confront the world’s challenging human health issues. From research to development to production, our scientific expertise and innovative solutions help customers tackle their most complex problems and achieve their goals. Millipore Corporation is an S&P 500 company with 6,000 employees in 47 countries worldwide .
        • Life Sciences Market
        • Drug Discovery and Development
        • Lab Filtration
        • Lab Water
        • Upstream Bioprocessing
        • Downstream Bioprocessing
      • Life Technologies (NASDAQ: LIFE) is a global biotechnology tools company dedicated to improving the human condition.  Our systems, consumables and services enable researchers to accelerate scientific exploration, driving to discoveries and developments that make life even better. The company has historical sales of approximately $3.5 billion, employs 9,500 people, has a presence in more than 100 countries, and possesses a rapidly growing intellectual property estate of over 3,600 patents and exclusive licenses.  Life Technologies was created by the combination of Invitrogen Corporation and Applied Biosystems Inc.
        • iBlot® Dry Blotting System for DNA
        • AGT™ (Advanced Granulation Technology™)
        • Produce high yields of soluble (dispersed) membrane proteins
        • New Kits for exceptional gene delivery and enhanced protein expression
        • SuperScript® VILO™ cDNA Synthesis Kit
      Source: Annual Reports, Analyst Research * Revenues from Life Sciences Only Source: Annual Reports, Analyst Research * Revenues from Life Sciences Only Accelerate Growth – Competitive Overview
    • 16. Millipore Total Sales Accelerate Growth – Competitive Overview Numbers/ Percentages are fictitious
    • 17. Life Technologies Total Sales Accelerate Growth – Competitive Overview Numbers/ Percentages are fictitious
    • 18. ACCELERATE GROWTH (Customer Segmentation) U.S./Globally The next slides provide an example of how you would implement a customer segmentation process with our help
    • 19.
      • Segmentation Should Always Encompass “CUSTOMER THINKING”
      • 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
      • Remember, you have internal and external customers
      Accelerate Growth – Customer Segmentation
    • 20.
        • 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 )
        • Understand the customer “Buying Process”
          • Map buying process for each account ( could differ Globally )
          • Gain perspectives from multiple channels point of view
        • Develop plan to impact buying process quickly
        • Plan for pull-through once product is closed and stocked
      4 Components To Successful Segmentation Accelerate Growth – Customer Segmentation
    • 21. Example Of Identifying Buying Process (Template) Potential Formulary Process Accelerate Growth – Customer Segmentation This process should occur in evaluating the potential of a small or large account Added To Protocol (open or restricted) Account Has Interest Buying Committee Review Process Executive Committee Review Review Product/Pricing/ Service Rejected For Protocol Trial Period – Protocol/Non-Protocol Not Accepted For Use Account/Hospital Training Process Purchasing Committee Variable steps Product Awarded Exclusivity Identify Need Product Evaluation Buying Status Review Stocking & Ongoing Review Status
    • 22. Initial Segmentation
      • 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
      Need further segmentation to allow maximization of sales force direction and budget/marketing spends Accelerate Growth – Customer Segmentation
    • 23. Action Segmentation Analysis Where to Play? Which customer segments do we want to target? Accelerate Growth – Customer Segmentation
    • 24. Analysis completed October 2003 Accelerate Growth – Customer Segmentation
    • 25. Segmentation Frame Accelerate Growth – Customer Segmentation
    • 26. Global Sales Director Prioritization
        • Global Sales Director Segmentation Responsibilities Include :
          • Develop relationships with Key Account personnel (U.S./Globally)
            • Call Frequency Accountability
            • Face of the organization
            • Maintain Key Account itinerary to track follow up
          • Anticipate and be proactive with market dynamics
            • Partner with Key Customers to stay abreast of market/competitive intelligence
            • Stay a top market dynamics thru benchmarking and market research
            • Network, Network, and Network
      Accelerate Growth – Customer Segmentation
    • 27. Establishing Global Account Teams
      • Global Segmentation should consider the following steps:
      • Identify richest targets
        • Research markets that offer the best future growth, this will establish long term business relationships
        • Identify the primary domestic and foreign competitors that could impact the segmentation process
        • Needs of the customer could vary from country to country, analyze issues important to the business
      • Put in place a global strategy plan
        • Determine the appropriate global-local balance
        • Ensure communication technology is adequate in order to solidify collaboration and partnership
        • Organize and track global projects that impact the business
      Accelerate Growth – Customer Segmentation
    • 28. DEVELOPING PEOPLE (FOR OPTIMAL PERFORMANCE) Developing a strategic plan that focuses on developing your people is critical, the next few slides provide an example
    • 29. Developing People – For Optimal Performance
    • 30. Strategies/Tactics To Forge Partnership Developing People – For Optimal Performance
      • Be predictable by letting your team know what to expect from you
      • Lead by example and inspect what you expect from your people.
      • Treat everyone on your team with RESPECT, and demand it in return.
      Demonstrate consistency in your words and actions as the leader
      • Treat everyone with respect and demand excellence of performance
      • Everyone will be evaluated based on their performance and competency.
      Be fair but stern
      • 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
      Build an “acumen “ understanding of direct reports Strategy Actual Progress / Results Tactic
    • 31. Strategies/Tactics To Inspire Commitment Developing People – For Optimal Performance
      • Stretch assignments will be provided for those who have demonstrated performance and an interest to gain further development.
      • Team experts will be assigned based on team needs.
      • Track promotion opportunities for each direct report.
      Ensure Development options for “ready now employees”
      • Refer to above strategy/tactic.
      Track and Sustain Progress
      • Each direct report will have a career development plan to review and update. A development discussion will take place on work-session.
      • Development plans will be officially review quarterly
      • A tracking system will be put in place to keep up with employees destined for additional responsibility.
      Ensure that “Development” is a focus on every work-session Strategy Actual Progress / Results Tactic
    • 32. Strategies/Tactics To Grow Skills Developing People – For Optimal Performance
      • Field Conference Report (FCR) will be delivered within 24hrs after the work-session has completed
      • Weekly Status reports from team will also help aid the the development process.
      • Identify readings, training programs etc to help supplement the person’s development and ways to help them apply training to current job.
      Coach Plans will be done after each work-session
      • Discuss with each team member and gain agreement on ways to work with them that will promote partnership and a learning opportunity.
      • Review work-session feedback report with team member to ensure alignment and agreement on how success can be gained moving forward.
      Ensure learning opportunities exist on every one-on-one
      • Consistently promote the value of training by identifying skill gaps of each direct report
      • Encourage team members to share best practices/lessons learned with each other at team meetings.
      • Model my commitment to development by sharing my development and asking for feedback on progress.
      Create an effective learning environment Strategy Actual Progress / Results Tactic
    • 33. Strategies/Tactics To Promote Persistence Developing People – For Optimal Performance
      • 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.
      Ensure feedback is consistent and has high impact
      • 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.
      • Sales Director will take advantage of “coachable” moments” (e.g. times when teammates experience success, disappointment or trying a skill for the first time).
      Ensure the team remains focus on executing our sales objectives/goals. Strategy Actual Progress / Results Tactic
    • 34. Strategies/Tactics To Shape The Environment Developing People – For Optimal Performance
      • Stay alert to company updates, and insights for tips that could help teammates through the development process.
      • Emphasize development in the business planning and performance-management practices.
      • Identify readings, training programs etc to help supplement the person’s development and ways to help them apply training to current job.
      Align organizational polices and processes with coaching and development
      • Complete quarterly a 360 Feedback review from your team on your performance.
      • Obtain a career/development coach.
      • Build a competency model for the sales team if there is not one in place.
      • Ask team members what kind of feedback and support they would like from you
      • Recognize development efforts, and not just results only.
      Be a powerful role model for development Strategy Actual Progress / Results Tactic
    • 35. Development Tactical Planning Calendar (Example) Developing People – For Optimal Performance 10/04 7/04 4/05 2/04 Insert Retention Tactics to “A” & “B” players (Development) 11/04 7/04 4/04 2/04 Stretch Assignments/Action Plans 10/04I 7/04 4/05 2/04 Track Personal Development Plan ------- 6/04 4/04 2/04 Quicken New Hire Progress/Development ------ ----- 6/04 2/04 Siebel/CRM Team Experts (Training Initiatives) 2/04 Team Mentor-ship Program Winter Break 9/04 5/04 2/04 Recruiting & Selecting 2 District Promotions Re-evaluate 30% Re-evaluate 60% Allocation (Financial) 10/04 8/04 5/04 2/04 Career Development Plans Revise Revise Revise 2/04 Account Business Plans Q4 Q3 Q2 Q1 Tactics
    • 36. DRIVING EFFICIENCIES (BUSINESS PROCESSES) The next slides provides you with examples of specific business processes that can help your business
    • 37. Budget Planning Process key deliverables Budget Allocation & ROI Justification Budget Milestones/P&L 1 2
      • Purpose & Use
      • Prioritize spending to match company sales target goals
      • Track allocations that impact the business (and do not impact the business)
      • Purpose & Use
      • Match budget with milestones to justify ROI
      • Assign budget ownership to ensure accountability
      • Consistent budget communication to ensure alignment
      Driving Efficiencies – Business Processes
    • 38. Budget Milestones Table (Example) Driving Efficiencies – Business Processes
    • 39. Budget P&L Table (Example) Driving Efficiencies – Business Processes
    • 40. 2008 Budget Planning Process Driving Efficiencies – Business Processes January 10 of business planning year Business Analysis Technology Input Consolidation of final budget/business plan data 7 December 15 before business planning year Sales Team Global Sales Director Finalized Account Business Plans presented to Global Sales Director 5 December 10 before business planning year Sales Team Collect Initial regional business plans worked on for business planning year 4 Quarterly Review Global Sales Director Sales Team Quarterly budget updates with team/VP/GM (Review budget milestones utilizing previous spreadsheet 3 End of 4qtr before budget planning year Sales Team Global Sales Director 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 2 End of 4qtr before budget planning year Sales Finance Beginning year preliminary budget planning meeting (discuss strategy and priorities, realistic amounts, and planning process). 1 Timing Responsibility Process Step
    • 41. Sales Performance Communication Process Status Reports & Weekly Update Reports Information Technology (CRM or Siebel) 1 2
      • Purpose & Use
      • Month end business status report to leadership team (template created)
      • Friday status reports from team to Global Sales Director
      • Purpose & Use
      • Efficient use of targeting and capturing data
      • Reports can be transmitted easier and more consistently
      • Data can be easily stored, uncover, and deliver
      Driving Efficiencies – Business Processes
    • 42. 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 sales director
      • Global Sales Director
        • Where to focus team’s selling effort
        • Prioritize Budget/Resources based on opportunities
        • Act against the competition
        • Build the Global Business Plan
        • Discuss efforts, action, plan with V.P.
        • Enhance coaching opportunities with Rep
      Driving Efficiencies – Business Processes
    • 43. Global Sales Communication Process Driving Efficiencies – Business Processes Ongoing throughout calendar year Sales Team Global Sales Director One-on-One work-sessions with team members. 5 Team Meeting (TBD ) Sales Team Global Sales Director Follow up with Sales Team on current sales, review strategies & tactics and account presentations by team members. Training included. 4 Monthly Sales Review with VP/GM (Face-To-Face Meeting) Global Sales Director Sales Team Global Sales Director will provide a monthly Global Sales Forecast/Actual Report to VP/GM. 3 Sales Scorecard due on the 1 st of every month Sales Team Global Sales Director Monthly Scorecard due to sales director. Scorecard will capture unit sales per account. 2 Weekly Report due every Friday Sales Team Global Sales Director Sales team members will provide sales director a weekly status report. The report will include accounts covered during the week and their status with our product line. 1 Timing Responsibility Process Step
    • 44. Establishing An Overall Global Sales Objective In Your Plan Is Vital The next slide shows you an example of how we can help you develop a sales objective that’s successful
    • 45.
      • Communicate company business goals
      • Develop 90 Day/Cycle Business Plans to address needs/capitalize on opps.
      • 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
      • Sell/close complete product line on every call
      • 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
      • Increase Media/BPC sales immediately
      • 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
      • 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
      Vol Growth Targets Media Products Sera Products BPC Total Business Total CPA Targeted Calls/Day Targeted Pres/Call Account Calls As appropriate Rep Field Days 200 or 70% of available days Director Field 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