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Global Dental Sales Commercial Excellence Plan
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Global Dental Sales Commercial Excellence Plan

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All information in this example strategic plan is based on assumptions and is designed to show how to build an all-inclusive global commercial plan featured for the dental implant industry. This ...

All information in this example strategic plan is based on assumptions and is designed to show how to build an all-inclusive global commercial plan featured for the dental implant industry. This presentation illustrates the bandwidth AH2 and Beyond Consulting can provide your business.

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  • Here is what the research showed. The 4 parts of the process include: need identification, product evaluation, formulary status review and stocking and ongoing formulary status. You can see the average time that each stage takes but it can vary by institution size, type, affiliation and protocols. The process can take up to 6-8 months in some cases. Our goal is to reduce the time it takes in each stage in order to expedite formulary approval. <br />

Global Dental Sales Commercial Excellence Plan Global Dental Sales Commercial Excellence Plan Presentation Transcript

  • GLOBAL DENTAL IMPLANT COMMERCIAL SALES EXCELLENCE PLAN (EXAMPLE) p e r P d a : y B r d n A H ’ e l a 2 H A ( B & n o y e C d u s g i t l )
  • Note: All information in this example strategic plan is based on assumptions and is designed to show how to build an all-inclusive global commercial plan featured for the dental implant industry. This presentation illustrates the bandwidth AH2 and Beyond Consulting can provide your business.
  • Commercial Excellence Plan Outline I. 2014 National Sales Objectives (Example) a) 90-Day Action Plan II. National Sales/Market Dashboard (Business Imperatives) a) Developing People (Strategies/Tactics) b) Accelerating Growth (Strategies/Tactics) c) Driving Efficiencies III. (Strategies/Tactics) Developing People a) Grow Skills b) Inspire Commitment c) Promote Persistence IV. Accelerate Growth (Market Analysis/Customer Segmentation) a) Market Analysis b) Customer Segmentation/Target Profiling c) Customer Buying Process IV. Driving Efficiencies a) Budget Allocations (P&L) b) Sales Performance Communication c) Activity Report Expectations
  • 2014 NATIONAL SALES OBJECTIVES National Sales To be the #1 Dental Reconstruction/Implant Company in the Industry SALES OBJECTIVES 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 SALES TACTICS Tact ics: • Communicate company business goals • Develop 90 Day/Cycle Business Plans to address needs/capitalize on opportunity. • 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 Metric: Vol Growth Targets Dental Implant Systems Regenerative Technologies Total Business Tactics: T actics : •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 Dental Implant 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 T actics : • 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 SALES METRICS M etric: Total CPA Targeted Calls/Day Targeted Pres/Call Account Calls Rep Field Days Director Field Days M etric: As appropriate 200 or 70% of available days 75 or 30% of available days Regrettable Losses Time to fill Improve Diversity Vs 2010 Career Path Active Participation Sales Force/Feedback Forums Development Plan Completions Metric: • Customer Survey Results Benchmark • SFE/Verispan – Specialty reports Improve Sales Training Assessments • Rep/Account Research
  • 90 Day Action Plan General Action Items:  Review sales team landscape (business plan, personnel, training, urgent critical issues etc)  Go through Dental Industry Training  Review & comprehend team’s business plan & goals……………………….……...…..within first 2-weeks  Acquaint myself with sales leadership team, sales reps, key in-house personnel….………….….within first 3-weeks (First 90-Days) National 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” with President ………………………………………...…..….Jul/Aug   Set up communication with leadership team immediately, schedule one-on-one direct report sessions  Prepare vision & mission statement for the Sales 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 Become familiar with Internal Support……... ………………………………….…..………Aug/Sept/Oct  Brand Marketing (National Expectations)  Business Operations (Business Analytics focus)  Sales Training/Development (Sales Training Initiatives/Support)  Human Resources (Personnel Review) Long Term Goals (after 90-Days)  Develop all-inclusive strategic 2014 National Sales action plan……………….……………………..2nd Quarter  Implement sales unit controls/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
  • National Sales/Market Dashboard Develop People Accelerate Growth Drive Efficiency Training Key Business Imperative s Dashboard Market Leader Profiling/Targeting Job Competency Dental Implant Systems Key Account Coverage Coaching Regenerative Technologies Career Development Site Preparation Products Promotions Patient Specific Restoration Restorative Technologies Overall Volume Growth Account Management Budget/Resources Field Sales Time Vacancy Rate Compensation Technology Sales Processes Forecasting
  • DEVELOPING PEOPLE (FOR OPTIMAL PERFORMANCE)
  • Developing People – For Optimal Performance DRIVING OPTIMAL PERFORMANCE FORGE A PARTNERSHIP INSPIRE COMMITMENT GROW SKILLS SHAPE THE ENVIRONMENT PROMOTE PERSISTENCE
  • Developing People – For Optimal Performance Strategies/Tactics To Forge Partnership Strategy 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”  Talk about individual development needs, business needs, and opportunities to increase competencies, update and review every quarter.  Obtain a clear understanding and form a transparency mechanism that creates an environment of trust with management team. Demonstrate consistency in your words and actions as the leader  Be Be fair but stern  Treat 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. everyone with respect and demand excellence of performance  Everyone will be evaluated based on their performance and competency. Progress / Results Actual
  • Developing People – For Optimal Performance Strategies/Tactics To Inspire Commitment Strategy Tactic Ensure that “Development” is a focus on every work-session  Each direct report will have a career development plan to review and update. A development discussion will take place on every work-session.  Development plans will be officially reviewed quarterly  A tracking system will be put in place to keep up with employees destined for additional responsibility. Ensure Development options for “ready now employees”  Stretch Track and Sustain Progress  Refer 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. to above strategy/tactic. Progress / Results Actual
  • Developing People – For Optimal Performance Strategies/Tactics To Grow Skills Strategy Tactic Create a learning environment  Consistently promote the value of competency 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. Coach Plans will be done after each work-session  Field Ensure learning opportunities exist on every one-onone  Discuss 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 training programs etc to help supplement the person’s development and ways to help them apply training to current job. 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. Progress / Results Actual
  • Developing People – For Optimal Performance Strategies/Tactics To Promote Persistence Strategy Tactic Ensure the team remains focus on executing our sales objectives/goals.  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.  VP of Sales/Sales Directors will take advantage of “coachable” moments” (e.g. times when teammates experience success, disappointment or trying a skill for the first time). Ensure feedback is consistent and has high impact  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
  • Developing People – For Optimal Performance Strategies/Tactics To Shape The Environment Strategy Tactic Be a powerful role model for 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. Align organizational polices and processes with coaching and development  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 training programs etc to help supplement the person’s development and ways to help them apply training to current job. Progress / Results Actual
  • Key Tactics – Develop People Metric Tactic Robust & Effective Training  Review with our sales directors/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. Sales Director will gather feedback from training, and drive development plans for direct reports. Coaching Direct Reports  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
  • Developing People – For Optimal Performance Development Tactical Planning Calendar (Example) Tactics Q1 Q2 Q3 Q4 Account Business Plans 2/14 Revise Revise Revise Career Development Plans 2/14 5/14 8/14 10/14 Allocation (Financial) 60% Re-evaluate 30% Re-evaluate On-going On-going On-going On-going Recruiting & Selecting 2/14 5/14 9/14 Winter Break Team Mentor-ship Program 2/14 Stretch Assignments/Action Plans 2/14 4/14 7/14 11/14 Siebel/CRM Team Experts (Training Initiatives) 2/14 6/14 ----- ------ Quicken New Hire Progress/Development 2/14 4/14 6/14 ------- Track Personal Development Plan 2/14 4/14 7/14 10/14 Insert Retention Tactics to “A” & “B” players (Development) 2/14 4/14 7/14 10/14 Training Updates
  • ACCELERATE GROWTH (Market Analysis)
  • Dental Implants Marketplace  The global dental implants and prosthetics market is estimated to be worth $12,000.0 million by 2015.  The global market is segmented by implants, prosthetics, and geography.  The dental implants market is classified by materials into Titanium and Zirconium.  Market Driver Titanium implants and crowns and bridges will continue to drive and dominate the market.  Global Growth By 2018, Europe will continue to drive and dominate the dental implants and prosthetics market. The market share of this region will decrease slightly to 40.1%, primarily due to the increase in demand for dental implants and prosthetics in Asia-Pacific and in some Latin American countries.
  • Market Trends Emerging Market  The growth of the Asian market will primarily be driven by China and India. Complexity of inpatient surgeries growing  Reasons: Rising disposable incomes.  Increasing focus of major players, and the ongoing development of these economies.  However, low awareness levels and lack of proper distribution channels in this region restrains the growth of this market to a certain extent. U.S. Market  The North American market is expected to grow at a higher pace than Europe mainly due to lower penetration and the high adoption rate of advanced dentistry.  However, the high cost of dental solutions as compared to emerging countries inhibits the growth of the North American market to a certain extent.  The market is mainly driven by the rising edentulous population, increasing adoption of advanced dentistry and increasing awareness of dental care.
  • The TOP Players The major players in this market include Nobel Biocare Holdings AG (Switzerland), Straumann (Switzerland), Dentsply International (U.S.), Zimmer Dental (U.S.), Biomet 3i (U.S.), BioHorizons, Inc. (U.S.), Ivoclar Vivadent AG (Liechtenstein), and 3M Company (U.S.).
  • Market Outlook
  • Key Tactics – Accelerate Growth Metric Tactic Market leader for Dental Reconstruction business in top accounts  Dental Implant Systems Volume Growth  Overall Comprehensive Treatment 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 VP of Sales will identify and develop relationships with top 5 to 10 national accounts Profile and Identify key opportunities for increasing Dental Implant Systems product category (I.e. monthly utilization report, buying patterns, current pricing, and embellish value added benefits). 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 offerings. 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.  Progress / Results Actual
  • ACCELERATE GROWTH (Customer Segmentation)
  • Accelerate Growth – Customer Segmentation 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 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 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 1. Understand the customer “Buying Process” Map buying process for each account 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
  • Accelerate Example Of Identifying Buying Process (Template) Growth – Customer Segmentation Identify Need Account Has Interest Product Evaluation Review Product/Pricing/ Service Buying Status Review Buying Committee Review Process This process should occur in evaluating the potential of a small or large account Stocking & Stocking & Ongoing Ongoing Review Review Status Status Account/Hospital Training Process Rejected For Protocol Trial Period – Protocol/NonProtocol Not Accepted For Use Purchasing Committee Product Awarded Exclusivity Variable steps Added To Protocol (open or restricted) Executive Committee Review
  • Accelerate Growth – Customer Segmentation Action Segmentation Analysis Where to Play? Which customer segments do we want to target?
  • Accelerate Growth – Customer Segmentation Segmentation Frame
  • Accelerate Growth – Customer Segmentation Vice President Sales Prioritization Vice President Sales Segmentation Responsibilities Include: Develop relationships with Key Account personnel 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 Establishing National Initiatives 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 competitors that could impact the segmentation process  Needs of the customer could vary from state to state, analyze issues important to the business  Put in place a national strategy plan  Determine the appropriate national balance  Ensure communication technology is adequate in order to solidify collaboration and partnership  Organize and track national projects that impact the business
  • DRIVING EFFICIENCIES (BUSINESS PROCESSES)
  • Driving Efficiencies – Business Processes 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 • Match budget with milestones to justify ROI • Assign budget ownership to ensure accountability • Consistent budget communication to ensure alignment
  • Driving Efficiencies – Business Processes 2014 Budget Planning Process Step Process 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 Vice President Sales End of 4qtr before budget planning year 3 Quarterly budget updates with team/President (Review budget milestones utilizing previous spreadsheet) Vice President Sales Sales Team Quarterly Review 4 Collect Initial regional business plans worked on for business planning year Sales Team December 10 before business planning year 5 Finalized Account Business Plans presented to Vice President Sales Sales Team Vice President Sales December 15 before business planning year 7 Consolidation of final budget/business plan data Business Analysis Technology Input January 10 of business planning year
  • Driving Efficiencies – Business Processes Sales Performance Communication Process Purpose & Use 1 Status Reports & Weekly Update Reports • Month end business status report to leadership team (template created) • Friday status reports from mgmt team to Vice President Sales 2 Information Technology (CRM/Salesforce 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 Report Expectations  Account/Sales Personnel  Where to focus selling effort  Prioritize schedule based on opportunities  Vice President Sales  Where to focus team’s selling effort  Prioritize Budget/Resources based on opportunities  Act against the competition  Act against the competition  Build the National Business Plan  Build Account Plan (including action plans)  Discuss efforts, action, plan with President  Discuss effort, actions, plan with sales director  Enhance coaching opportunities with Directors/Reps
  • Checkout my “Global Sales-Marketing Business Plan” for the Pharma/Med Device Industry featuring Pain Management. http://www.slideshare.net/aharrell2000/example-global-sales-marketingbusiness-plan You can also checkout my background/work by clicking on the following links: http://www.slideshare.net/aharrell2000 www.linkedin.com/pub/andre-d-harrell/5/13/382/ http://thesalesprofessionalnetwork.blogspot.com/ www.ah2andbeyond.com https://www.facebook.com/pages/Sales-Marketing-ManagementConsulting/267898536570725
  • Andre’ Harrell AH2 & Beyond Consulting www.ah2andbeyond.com 267-221-8529