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It's beneficial to search for market channels that are dissatisfied, Apathetic/Indifferent when introducing a new product brand. In the Pharma/Med Device industries it's critical to obtain ...

It's beneficial to search for market channels that are dissatisfied, Apathetic/Indifferent when introducing a new product brand. In the Pharma/Med Device industries it's critical to obtain quick/positive experience and develop "Product Champions" in order to enjoy a successful new product launch.

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Introducing Pharma/Med Device New Product To Market! Presentation Transcript

  • 1. INTRODUCING A New PRODUCT TO AN APATHETIC/INDIFFERENT MARKET Innovative Strategies For New Commercial Products in Pharma/Biotech/Med Device Space Andre’ Harrell (AH2 & Beyond) 1
  • 2. 1st KEY Identify a market that NOT only has the best opportunity for market share points…..but is dissatisfied and/or indifferent. Andre’ Harrell (AH2 & Beyond) 2
  • 3. Market Dissatisfaction/Indifference In most markets you’ll typically have a market leader and depending on that longevity of “Dominance” customers may be ready for an alternative as long as it’s differentiating and offers better value than the leader. In addition, a “dissatisfied/indifferent market may be perceived as a satisfied market because “Apathy” starts to show it’s ugly head. Strategic Imperative Disrupt perceived market satisfaction Andre’ Harrell (AH2 & Beyond) Execution Driver Drive awareness of limitations of current therapies and position your product as an “innovative solution” 3
  • 4. 2nd KEY If your product has a “Unique” profile or an innovative solution….you have to exploit it CONSISTENTLY. This is the “Value Proposition” and “Core Messaging” that will drive distinction. Andre’ Harrell (AH2 & Beyond) 4
  • 5. Market Uniqueness/Innovation This category obviously will rely mostly on your R&D department, however I would also recommend that there is a partnership with R&D, Marketing, Market Research, and possibly Commercial should weigh in on the definition of “Uniqueness”/ “Innovation” in a specified marketplace. We know that gathering “VOC” from the field yields the best intelligence on what will have impact in the marketplace. Strategic Imperative Bring to market an “Unique”/”Innovative” product that disrupts market Andre’ Harrell (AH2 & Beyond) Execution Driver Develop a segmentation process where you are gathering feedback from KOL’s and the market research prior to establishing an R&D model. 5
  • 6. 3rd KEY Gain rapid availability and access to ALL qualified customers across channels that make sense. While this is the 3rd Key it is a crucial step that the distribution process is efficient and targeted through the correct channels Andre’ Harrell (AH2 & Beyond) 6
  • 7. Market Availability/Access Depending on the market there are channels that have varying levels of how products are delivered from a “Buying Process” perspective. These “Varying Levels” are critical to identify, if it’s a product that goes thru an institutional process there’s GPO’s, hospital formulary/buying processes etc that a product has to funnel through. If it’s a retail product there’s a distribution funnel through retail chain channels that need to be identified. Strategic Imperative Gain rapid availability & access to ALL qualified customer channels Andre’ Harrell (AH2 & Beyond) Execution Driver Customer targeting and develop “Product Champions” to help fortify product need/distribution. 7
  • 8. 4th KEY Establish “Leadership Presence” with qualified customers within the market Andre’ Harrell (AH2 & Beyond) 8
  • 9. Market Leadership Presence Developing a “Leadership Presence” takes time and without Keys 1-3 in place… developing any form of leadership will be near impossible. Taking over in a leadership position offers many benefits (e.g. customer loyalty, habit using your product, you will be sought out for expertise). This step is EARNED however can be gain with positive product experience, excellent customer service, and EDUCATION to the HCP and importantly the patient. Strategic Imperative Establish “Leadership Presence” with qualified customers in market Andre’ Harrell (AH2 & Beyond) Execution Driver Create “Product” & “Resource” value that establishes a partnership with HCP & patient. 9
  • 10. 4 Keys To Introducing A Product To Market Disrupt perceived market satisfaction Drive awareness of limitations of current therapies and position your product as an “innovative solution” Bring to market an “Unique”/”Innovative” product that disrupts market Develop a segmentation process where you are gathering feedback from KOL’s and the market research prior to establishing an R&D model. Gain rapid availability & access to ALL qualified customer channels Customer targeting and develop “Product Champions” to help fortify product need/distribution. Establish “Leadership Presence” with qualified customers in market Andre’ Harrell (AH2 & Beyond) Create “Product” & “Resource” value that establishes a partnership with HCP & patient.
  • 11. ARE YOU SELECTING THE CORRECT CHANNEL TO PLAY IN?? Examples of areas to consider when selecting the channel(s): • Business Need • Where do you want to play • Market Size Segmentation (example) • New Product Landscape (are you in the right channel?) • Segmentation Variable Prioritization (process example) Andre’ Harrell (AH2 & Beyond) 11
  • 12. What is the…Business Need? Before bringing any product to market an identification of potential hurdles, possible levers for success, and the development of high-level tactics that could support increased performance for the new product. Hypotheses for Value Maximization Potential “Levers” Explored Pricing and Access Subsequent Tactics Additional Detailing Increased Focus on Ultiva Value Proposition Packaging, Manufacturing, and Logistics Clinical Positioning Refined Pricing Strategy Refined Clinical Data Package Commercial Strategy Change in OPEX Spend Mix This information can be gained through market research and conducting a “New Brand Diagnostic” designed to uncover potential forecast intelligence/revenue for new product. Andre’ Harrell (AH2 & Beyond)
  • 13. Where do we want….to PLAY? The objective is to identify and address what approaches to take for growth across four key areas: 1 Core: 1st Approach  What is the potential penetration of new product within the chosen customer channel? 2 Core: 2nd Approach  To what extent can revenue be increased by increasing the level of “reach” for new product? 3 Ancillary: 3rd Approach  To what extent can additional customers KOL’s (e.g., general surgeons) support the utilization for the new product? Andre’ Harrell (AH2 & Beyond) 4 Commercial Approach  What additional marketing activities (e.g., medical marketing, KOL outreach), positioning, or pricing could potentially optimize revenue for the new product?
  • 14. Market Landscape Market Size and Segmentation (EXAMPLE) The anesthesia market can be divided into three broad segments with almost $1.2B in annual sales. Anesthesia Market Segments 2011 Sales ($ millions) 1,200 1,000 Local / Regional / Topical $304M 800 600 Inhaled Agents $424M 400 200 - Andre’ Harrell (AH2 & Beyond) Injected Agents $430M
  • 15. New product landscape…are we in the right channel? (EXAMPLE) After the need for an anesthetic agent is established, how will relevant stakeholders determine which agent to use based on procedure and patient characteristics? Patient presents with or physician identifies medical condition. Origination Physician determines need for specific surgical procedure or intervention and determines setting. Procedure Setting Doctor’s Office/OutPatient Setting Evaluation and Diagnosis Operating Room Therapy Choice Other Setting (ICU) Anesthesiologist determines level of sedation required and specific anesthetic drug regimen based on procedure/intervention characteristics and patient characteristics. Procedure Characteristics (Length, Location, Intra-Operative Pain, Post-Op Pain) Treatment Emergency Room Patient Characteristics (Medical History, Age, Renal and Hepatic Function) Treatment to Target Various Levels of Sedation Minimal Moderate Deep General Anesthesia Anesthetic Agent Choice for Induction and Maintenance Opioids (e.g., Remifentanil) Andre’ Harrell (AH2 & Beyond) Benzodiazepines (e.g., Midazolam) Α2-AR Agonists (e.g., Dexmedetom idine) GABAA Rec. Agonists (e.g., Propofol) Inhaled Agents (e.g., Desflurane)
  • 16. New product landscape…are we in the right channel? (EXAMPLE) 54M+ Inpatient Procedures and Diagnoses 38M Unique Inpatients 18M Opioid Requiring Patients 14M Patients Requiring “Injectable” Opioid 5.8M inpatient surgical procedures 1.8M other surgical procedures [within key specialties] [outside key specialties] • Orthopedic • Cardiovascular • OBGYN • Neurological • General • Vascular(Micro) • Urology Segments included in revenue forecast Andre’ Harrell (AH2 & Beyond) 6.8M inpatient non surgical procedures and diagnoses “Non-Surgical Acute Pain”
  • 17. New product landscape…are we in the right channel? (EXAMPLE) Segmentation Variable Prioritization Initial Set of Variables Physician Variables l Specialty l MSP Behavioral Sgmts l Target Procedure Decile (from HMS) l Target Procedure SelfReported Volume l Total Target Procedure Volume l Physician Age l Position in Hospital l P&T Membership l PMC Membership l PMT Membership l Tenure l Fentanyl Use l Practice Setting l Basal use with IV PCA l Negative PCA Experience Patient Variables l % Poor Venous Access l % Elderly Patients l % Frail Patients l % Morbidly Obese Pts Hospital Variables l MSA Population l Population Density l Hospital Bed Size l Existence of Rehabilitation Center l # In-patient Surgical Procedures l # Surgical IC Beds l Participation in Healthcare System l Ownership Type l COTH Membership l Geography l Level of Competition l Pain Mgmt Program l Existence of PMC in Hospital l Pain Team in Hospital l Inclusion of Pain in Patient Satisfaction Survey l P&T Committee Size l Residency Program in Target Specialties Andre’ Harrell (AH2 & Beyond) 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 HMS or AHA databases (higher) vs. further investigation or guess work on the part of the sales rep (lower) l Hypothesizing and assessing correlation between variables Physician Variables l Specialty l Physician Age l Position in Hosp – P&T Membership – PMC Membership – PMT Membership Hospital Variables l HSA Population l HSA Population Density l Ownership Type (Nonprofit, for-profit, govt.)
  • 18. INTRODUCING A New PRODUCT TO AN APATHETIC/INDIFFERENT MARKET Brand Building Landscape: The “Ease Phase” Process • Explore Phase • Assemble Phase • Skill Phase • Evaluate Phase Andre’ Harrell (AH2 & Beyond) 18
  • 19. Brand Building Landscape The “EASE PHASE” Process EXPLORE PHASE ASSEMBLE PHASE Discern the Market Develop Marketing Objectives & Strategy Situation analysis, review of the market/ brand, its customer(s), and its competition Discover key brand opportunities, c urrent customer segmentation behaviors / brand leverage points, brand positioning Andre’ Harrell (AH2 & Beyond) SKILL PHASE Design & Implement Integrated Campaign Build the “Personality” of the brand/ campaign and implementation strategy EVALUATE PHASE Track & Reevaluate Measure effectiveness of the Explore Phase, Assemble Phase, and Sense Phase. A “Checks & Balance” approach 19
  • 20. EXPLORE PHASE Market definition Defining Customers Defining Competition • • • • Each customer segment has a different set of interests (preferences, behaviors, and beliefs) Each customer segment requires a different approach with regard to goal setting and strategies Identifying “Optimistic Customers” versus just “Rich Customers” • • Analyzing your customers through different approaches (e.g. situational analysis, customer segmentation diagramming, etc “Strategic War Game”, Market Research elements that identify key market areas, market shares, sales force intelligence, marketing capabilities Intelligence from “Key Opinion Leaders” 20 Andre’ Harrell (AH2 & Beyond)
  • 21. ASSEMBLE PHASE Strategic Levers • Identify specific customers behaviors • Are there leverage points to consider? • What are the desired behavior changes? Customer Portrait Develop Marketing Objectives & Strategy What are the “PRIORITY” target segments? Build the “Positioning Statement” Benefit ladder Can we carve out a “UNIQUE” product advantage? What is the “Value Proposition”? What are the drivers & barriers to behavior objectives? Positioning Statement Andre’ Harrell (AH2 & Beyond) Market Map Innovative Campaign and Messaging Mapping 21
  • 22. SKILL PHASE Design & Implement Integrated Campaign Review brand strategic plan I. Gain buy-in on: • Tactical direction • Allocation of funds -Investment by strategy -Distribution of funds by broad bucket -Pre-launch and Post-launch spends -Spend by key tactic • Key Initiatives and Plan of Execution Andre’ Harrell (AH2 & Beyond) 22
  • 23. EVALUATE PHASE Track & Reevaluate (Checks & Balances) EXPLORE PHASE Discern the Market ASSEMBLE PHASE Develop Marketing Objectives & Strategy SKILL PHASE Design & Implement Integrated Campaign 23 Andre’ Harrell (AH2 & Beyond)
  • 24. Brand Building Landscape The “EASE PHASE” Process EXPLORE PHASE ASSEMBLE PHASE Discern the Market Develop Marketing Objectives & Strategy Situation analysis, review of the market/ brand, its customer(s), and its competition Discover key brand opportunities, c urrent customer segmentation behaviors / brand leverage points, brand positioning Andre’ Harrell (AH2 & Beyond) SKILL PHASE Design & Implement Integrated Campaign Build the “Personality” of the brand/ campaign and implementation strategy EVALUATE PHASE Track & Reevaluate Measure effectiveness of the Explore Phase, Assemble Phase, and Sense Phase. A “Checks & Balance” approach 24
  • 25. MARKET SITUATION Example Scenario Competitor dominant I: “Un-seed the King” III: “King in a small kingdom” As always in most markets there’s one leader that dominates the market landscape and typically apathy and indifference occurs when a new product enters the game. New product entries scramble to find their place among the apathetic and indifferent marketplace. A major investment of resources to uncover intelligence such as , customer segmentation (pt & phys) becomes critical. Identifying access gaps to customers takes on considerable importance and building a clinical registry. While the market continues to grow the market leader continues to enjoy current dominance in a fairly medium size market. New product entries and Non-leaders are currently battling for their share of the pie –and we’ll need to determine based off our intelligence….is it worth the battle?. Very thorough segmentation and market research needs to be done in order to ensure we have a product that’s innovative & unique and one that will disrupt the market place. Competitor hunger II: “Piece of Pie” The market that we’re playing in is lucrative yet extremely competitive. The competing brands are fighting for their “piece of the pie” as the market continues to grow with the new product entries. Again this is a fiercely competitive market and a customer segment that is apathetic and indifferent to new products…so disrupting that behavior with an innovative unique product with clinical scientific support can possibly make the difference. Andre’ Harrell (AH2 & Beyond) IV: “King will NOT give up” We anticipate the market leader to not relinquish market dominance too easy and will come out on the offensive to our new product entry. We also cannot lose site that the Nonleaders in the market will come after us because of fear that they will lose their current share to a new product entry. The goal/objective will be to strengthen our medical support (e.g. clinical study support), SWOT analysis so that we are in tuned to our handicaps, create objection handler, and create our own offensive strategies. 25
  • 26. MARKET SITUATION Example Scenario How our product stacks up commercially against (market leader) Primary Commercial Profiles (versus market leader) Our product similarities to Market Leader: parity efficacy & safety; single dosage form; similar value proposition as market leader Albeit a rather improbable scenario, this places our product on par with market leader and allows us to challenge them for leadership. Our product similarities to Market Leader: parity efficacy & safety; multiple dosage forms: similar value proposition to market The most likely scenario, our product is virtually identical to market leader except that multiple doses are required. It is our contention that, from a commercial perspective, it does not matter in that we can still make the same claims yet execution of that platform may be different. Unique: Worst efficacy & parity safety; basis of competition will be the The 2nd most probable scenario, we have likely shown a safety superiority to market leader. Safety is the driving issue. Efficacy in subpopulations: parity efficacy & worse safety; efficacy in a select subpopulations (+ QD and dose ranging claims,) The 3rd most probable scenario, efficacy is the driving issue & is to be proposed for subpopulations where specific health issue is very prominent. Troubled: worse efficacy & worse safety; little basis for competition ; Also a low probability scenario, it is still prudent to prepare for the worst case scenario –which this likely is (+ QD and dose ranging claims,) leader (+ QD and dose ranging claims,) broader safety play; (+ QD and dose ranging claims) other non-clinical ways to compete are necessary Andre’ Harrell (AH2 & Beyond) 26
  • 27. MARKET SITUATION Example: Commercial Conclusions • Our product is entering the market at a perfect time given the apathy and indifference to the market leader and the unique/innovative presence our product has. o Market is growing to be very attractive & will be so until it evolves into a competitor-dominant class o Our product must have a favorable 1st use experience and disrupt a market that’s laced with apathy and indifference to the current products in the space. We have to compete for market share and market leadership. o We will be 5th to market position which may serve us rather well • Our internal corporate objectives include: o Unwavering preparation for competition in a market that’s up for grabs o We may have to continue having shaping in order to prepare for a successful launch o In all cases, we must make the needed investments as soon as we can Andre’ Harrell (AH2 & Beyond) 27
  • 28. Defining the Customer Target Audience Example Scenario Customer Characteristics Differences ANALYSIS/Conclusion PCP customers (HighVolume Prescribers) Cardiologists (Medium Volume Prescribers Key Opinion Leaders in community CD are medium prescribers but they have heavy influence Metrics & decision criteria • We are targeting treatment initiators (PCPs and CD-minded physicians e.g. PCPs, internists). • These clinical leaders are similar in terms of treatment mindsets. • The role of the PCP may evolve as the market gets more comfortable with the new product entries, but the ultimate decision maker will most likely still be specialists (CD’s) • As the market evolves, what amount of influence will (CD’s) have in the decision making process? • We need to consider the differences in practice settings that may impact (relative emphasis) of messaging. • Differences can be placed in this category Treatment initiators vs. managers: • Higher risk patients • Higher data requirements • Greater acuity in efficacy/safety trade-offs Treatment flow: CD/Specialist PCP 1. Positioning/campaign should address common needs of all audiences 2. We need to understand how physicians will measure success in managing specified disease state. Andre’ Harrell (AH2 & Beyond) 28
  • 29. Defining Patient Segments Example Scenario Consistencies Differences Within each segment, there are multiple sub-segments • Pre-existing disease • Elderly • Children • Obese • 2 • Do we know how physicians determine appropriate treatment for each segment? • We need to understand the dynamics of each patient segment. – EU is conducting market research on patient switching dynamics and emotional drivers. – ATU studies will also give us a sense of the segments; however, they will not provide the reasons behind choices. • At this point, it is still too early to fully understand emotional drivers; however, we will continue to assess er Low risk patient as higher priority ANALYSIS US: High risk of stroke, low risk of bleeding, but this is TBD as it could be changing There is always an untreated segment of patients • Assumption is “Our Product” will be indicated for a broad range of patients. These risk differences will be addressed at the messaging level. • It is critical that key patient segments are defined at launch and that we are regionally aligned to ensure rapid brand adoption • This segment is significant (up to 40% in the US) ; and 20% globally. The untreated segment should be considered as part of “Our Product’s” patient base across markets. • Do we adequately understand the dynamics of the untreated patient? Notes: • There are data gaps concerning the patient build 1. We need to understand emotional attributes across segments—including new and • Potentially, different degrees of market evolution untreated patients—that drive choice at the class and brand levels. 2. We need to better define patients where first use will result in a positive “Our Product” experience 29
  • 30. Brand Building Landscape The “EASE PHASE” Process EXPLORE PHASE ASSEMBLE PHASE Discern the Market Develop Marketing Objectives & Strategy Situation analysis, review of the market/ brand, its customer(s), and its competition Discover key brand opportunities, current customer segmentation behaviors / brand leverage points, brand positioning Andre’ Harrell (AH2 & Beyond) SKILL PHASE Design & Implement Integrated Campaign Build the “Personality” of the brand/ campaign and implementation strategy EVALUATE PHASE Track & Reevaluate Measure effectiveness of the Explore Phase, Assemble Phase, and Sense Phase. A “Checks & Balance” approach 30
  • 31. Strategic Levers Process Strategic levers process provides a thorough understanding of how customers currently behave in the market at different stages of the patient management process. 1. Understanding of current customer behavior Objectives of the Process 2. Identifying behavior leverage points and desired behavior changes to drive brand choice Andre’ Harrell (AH2 & Beyond) 31
  • 32. Strategic Imperatives and Executional Drivers Disrupt perceived market satisfaction Drive awareness of limitations of current therapies and position “Our Product” as an innovative solution Optimize communication of value proposition Gain formulary acceptance by compelling P&T to include safety, satisfaction, quality of care measures in their reviews Generate broad product demand Convince targeted Physicians to prescribe “Our Product” Ensure positive initial product experience Use in appropriate HCP audience and patient population Andre’ Harrell (AH2 & Beyond)
  • 33. Strategic Levers Key Business Questions Example Origination Diagnosis / Evaluation • How do patients enter into market ? Is this a growing patient segment market?  What physician specialties are part of the diagnosis process and are they different from treaters? How long does it take before a formal diagnosis is made? What are the barriers to diagnosis?    Treatment Choice Class Choice Brand Choice Fulfillment           Persistence   What is the treatment algorithm? What are the common treatment options/choices? First line? Second line? What are the drivers and barriers to treatment use? What are the common classes of treatment options? Are classes differentiated in the minds of customers? Can class differentiation drive brand choice in this market? How are brands differentiated in the minds of customers? What are the drivers and barriers of brand choice? Is there a dominant brand? What is the role of the patient? What are the barriers to fulfillment? What is the duration of treatment? What are the primary reasons for discontinuation? Who monitors and follows up on progress and compliance? Andre’ Harrell (AH2 & Beyond) 33
  • 34. Brand Building Landscape The “EASE PHASE” Process EXPLORE PHASE ASSEMBLE PHASE Discern the Market Develop Marketing Objectives & Strategy Situation analysis, review of the market/ brand, its customer(s), and its competition Discover key brand opportunities, current customer segmentation behaviors / brand leverage points, brand positioning Andre’ Harrell (AH2 & Beyond) SKILL PHASE Design & Implement Integrated Campaign Build the “Personality” of the brand/ campaign and implementation strategy EVALUATE PHASE Track & Reevaluate Measure effectiveness of the Explore Phase, Assemble Phase, and Sense Phase. A “Checks & Balance” approach 34
  • 35. Our Product “Value Proposition” Example “Our Product” Patient & Physician Satisfaction Patient & Efficacy/Safety KOL Development/Clinical Studies Resources Andre’ Harrell (AH2 & Beyond)
  • 36. Global Positioning Example Who: (target audience) For all healthcare professionals For: (patient types) …..whose patients have pre-existing diseases and require therapy (competitive framework) outstanding efficacy and side effect profile with pharmacoeconomic clinical support which (customer benefit – emotional/end use/functional benefits) is a convenient QD dosing and easy to swallow capsule that can be taken w/o food, which makes my life easier because it is comfortable, safe and easy to use, providing optimal therapy (reasons to believe –product attributes) Andre’ Harrell (AH2 & Beyond)
  • 37. Product Benefit Ladder Example Benefit Ladder Emotional benefits End-use benefits It makes my life easier End-use benefits: Internist/Primary Care Physician Convenient, Efficacy, and safe New tool in my armamentarium Happier patients  Quality of Life:     Functional benefits Product benefits Convenient New Option Effective Safe  Therapeutic equivalence to market leader  Better safety profile than market leader  Convenient, New Option, Effective, Safe  Innovative, Unique, Convenient, Safe Andre’ Harrell (AH2 & Beyond)
  • 38. Implementation Strategy Example (areas to consider) Advertising HCP Education Website Program Speaker Training and Programs Marketing Research Promotional Materials Samples Publication Plan Conventions and Exhibits Internet Public Relations Selling Aids Incentive Plan Strategic Customer Marketing Journal Advertising TOTAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,000 1,160 500 4,375 1,200 5,250 5,300 370 2,200 600 870 6,335 1,500 440 2,500 34,600
  • 39. Brand Building Landscape The “EASE PHASE” Process EXPLORE PHASE ASSEMBLE PHASE Discern the Market Develop Marketing Objectives & Strategy Situation analysis, review of the market/ brand, its customer(s), and its competition Discover key brand opportunities, c urrent customer segmentation behaviors / brand leverage points, brand positioning Andre’ Harrell (AH2 & Beyond) SKILL PHASE Design & Implement Integrated Campaign Build the “Personality” of the brand/ campaign and implementation strategy EVALUATE PHASE Track & Reevaluate Measure effectiveness of the Explore Phase, Assemble Phase, and Sense Phase. A “Checks & Balance” approach 39
  • 40. Track & Evaluate Process Develop teams to track & evaluate the below initiatives with timelines, milestones and goals. This is a checks and balances process. • • • • Market Analysis Competitive Analysis Buying Process Customer Analysis • Segmentation • • • • • Value Proposition Positioning SWOT Critical Success Factors Strategic Priorities Andre’ Harrell (AH2 & Beyond) 40
  • 41. Checkout my “Global Sales-Marketing Business Plan” for the Pharma/Med Device Industry featuring Pain Management. http://www.slideshare.net/aharrell2000/example-globalsales-marketing-business-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-MarketingManagement-Consulting/267898536570725
  • 42. Andre’ Harrell AH2 & Beyond Consulting www.ah2andbeyond.com 267-221-8529