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Account Business Planning Workshop


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I’m asked frequently on how do you build a “Functional ACCOUNT Plan” that’s versatile and can be implemented in any industry. The following presentation are basic steps and nomenclature you can use to build your team’s plan. This presentation is also from a workshop implemented by AH2 & Beyond Consulting, please contact us if interested in having us rollout this training to your organization.

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Account Business Planning Workshop

  2. 2. BACKGROUND I’m asked frequently on how do you build a “Functional ACCOUNT Plan” that’s versatile and can be implemented in any industry. The following presentation are basic steps and nomenclature you can use to build your team’s plan. This presentation is also from a workshop implemented by AH2 & Beyond Consulting, please contact us if interested in having us rollout this training to your organization.
  3. 3. ACCOUNT Business Planning Workshop Objectives • Understand the importance of ACCOUNT specific business planning • Understand the components of a ACCOUNT business plan • Understand how to create a successful ACCOUNT business plan
  4. 4. Proposed Pre-Work ACCOUNT Representatives should bring the following items: – “ACCOUNT Process Map” – Most recent 90-Day Action Plan – ACCOUNT Profile (dual ACCOUNT) – Institution View – Any other item critical to business planning (i.e. Mii, AABRM, Executive CAP, etc.) • Be prepared to discuss pros/cons of current 90-day business planning process
  5. 5. ACCOUNT Business Planning Workshop Flow 5 Min: Workshop Objectives & ACCOUNT Business Planning overview 25 Min: Review key components of ACCOUNT Business Planning and sample ACCOUNT Business Plan 60 Min: ACCOUNT Representatives complete ACCOUNT Business Planning exercise
  6. 6. ACCOUNT Business Planning Is your ACCOUNT business plan a “Shelved Trophy” or “Strategy GPS”?
  7. 7. Why ACCOUNT Business Plan? Where we are now? How are going to get there? Where do we want to be?
  8. 8. ACCOUNT Business Plan Philosophy Why business plan? • Increasing complexities of both competitive landscape and customer dynamics underscore the fact that planning your success has never been so critical in order to achieve it • Leverage field sales knowledge of customer insights, competitive practices, and market dynamics • ACCOUNT Business Plans integrate local knowledge with organizational direction • Creates a competitive advantage locally and elevates the overall abilities of the sales team on a National level and Global level
  9. 9. Building a ACCOUNT Business Plan “Ingredients” • Overview • Situational Assessment/Diagnostic • SWOT • Critical Success Factors • Goals • Strategic Drivers • Tactics/Action Steps • ACCOUNT Execution Tracker
  10. 10. Sample ACCOUNT Business Plan “Best Practices” • VP distribute currently used ACCOUNT business plan to ACCOUNT representatives • VP uses current ACCOUNT business plan to augment following slides detailing each component of the business plan
  11. 11. Overview/Executive Summary • Overview/Executive Summary (completed at the conclusion of the business planning process) – Highlights the key themes and issues in the geography to explain to company leadership or a partner – Both territory and ACCOUNT level executive summary
  12. 12. Overview/Executive Summary “Example” Executive Overview Overview of Cincinnati, Ohio ACCOUNTS The Cincinnati hospital territory is primarily made up of four major teaching institutions and the Veterans Administration Medical Center (VAMC). The University Hospital is the largest of the teaching institutions and also is the only Disproportionate Share Hospital (nearly 44% or the patient population) among my targeted hospitals. University Hospital residents and attending’s rotate through the VAMC. These two hospitals are my number one and number two dollar volume potentials in the territory, followed by The Christ Hospital, Jewish Hospital and Good Samaritan Hospital. University Hospital, The Christ Hospital and Jewish Hospital, are all members of the Health Alliance of Greater Cincinnati, and Good Samaritan is a member of Tri-Health.
  13. 13. Situational Assessment/Diagnostic • Situational Assessment/Diagnostic – The examination and assessment of the current realities (both external and internal) in which you conduct business activities
  14. 14. Situational Assessment/Diagnostic “Example” Key Conditions Implications •The Philadelphia region is covered by 5-major MCOs; Keystone East (IBC) 33% market, Aetna 27% market, Keystone mercy 9% market, United/Americhoice 6%, Cigna 5%, Horizon BCBS 4%, Amerihealth (IBC) 4% •State (Pennsylvania) PDL continues to manage more and more drug categories • The 5-major MCO’s make up the lion share of reimbursement coverage in the Philadelphia area, which means products not in a favorable reimbursement spot may have difficulty growing. However, Aetna having 27% percent of the covered lives poses a wonderful opportunity for Product A to build share. • This could potentially have a negative impact on our products if cost is the most important deciding factor for state Medicaid reimbursement.. •Medical Malpractice continues to be a major issue in Pennsylvania • Physicians/Practices that can’t afford medical malpractice insurance will close down and move on to another prosperous location. This could have a negative impact on our products if key customers leave. •Aetna continues to have the highest growth in enrollment from 2004-2005 • This is a wonderful opportunity for Product A and possibly Product B. Product A is in a favorable position with Aetna, and the growth of Aetna is good news for our product growth. • This should also help us with access in those Aetna “clinics” Summary Statement: IBC has carved out the largest slice of the managed care market in Philadelphia at 33%. It’s critical that we team up with Tammy to assist where we can in helping to push a better reimbursement level for Product A & Product B on it’s plan. Opportunities: We can accelerate and drive larger share with Product A which enjoys good coverage on most Philadelphia plans including Aetna. Threats: The State Medicaid system could place a stronghold on prescription drugs if it tightens it’s PDL criteria based on cost.
  15. 15. S.W.O.T SWOT – The next step in business planning in which the critical issues are derived. The internal and external factors from which a representative determines critical issues – INTERNAL: What skills or attributes can we exploit to our advantage? (Strengths) – INTERNAL: What skills or attributes do we need to develop? (Weaknesses) – EXTERNAL: Where in the marketplace can we maximize our growth? (Opportunities) – EXTERNAL: Where in the marketplace will we need to defend our business? (Threats)
  16. 16. S.W.O.T ACCOUNT “Example” Strengths: • Maintain Good relationships w/ Key Thought Leaders • Good relationships with their Staff • Relationships with Counterparts • Utilizing EV and Siebel to plan sales call • Implementing Speaker Programs Weaknesses: • Thorough knowledge of all the disease states which are commonly seen by Pain Specialists. • Product knowledge and competitor knowledge • Managed Care environment affecting my individual clinics • Access issues with 50% of accounts Opportunities: • Schedule more educational in-services/programs • Build stronger relationships with surgeons to help increase market share • Work smarter and more efficiently • Analyze market data to identify key potentials • Develop speaking opportunities for lower profiled Pain Specialists to help increase market share Threats: • Product C Launch • Generic IV opioid • Physicians moving to due to reimbursement issues • Rebirth of Product D – Increase in usage “GOOD SAMARITAN HOSPITAL” SWOT ANALYSIS
  17. 17. Critical Success Factors Critical Success Factors – Critical Success Factors arise from an analysis of the SWOT. They are those issues (internal and external) that are most critical to your business and dictates 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.
  18. 18. Critical Success Factors “Example” • Establish stronger company presence with key stakeholders pre-launch • Develop and implement Marketing Mix to strategically target key HCPs • Gain awareness and acceptance of Product B value proposition • Accelerate time to formulary approval • Insure appropriate product procurement and usage
  19. 19. Goals/Objectives Goals/Objectives • Should follow the SMART criteria – Specific – Measurable – Action-oriented – Realistic – Time-bound
  20. 20. Strategic Drivers Strategic Drivers – Any internal or external force/factor that can effect your business by capitalizing on opportunities, overcoming threats, leveraging strengths, and minimizing weaknesses
  21. 21. Strategic Drivers “Example” • Disrupt perceived market satisfaction • Establish leadership presence with target audience • Exploit uniqueness of the product • Gain rapid availability and generate positive initial product experience • Optimize communication of Product B value proposition
  22. 22. Tactics/Action Steps Tactics/Action Steps – Those very specific actions necessary to achieve goals and objectives. It directs who should do what, where or with whom, and by what date
  23. 23. Tactics/Action Steps “Example” Develop and Maintain Excellent Relationships with Key Thought Leaders: • Increase “Exposure Opportunities for Thought Leaders as appropriate • Continue to develop new thought leaders and support to help increase market share • Ensure that ACCOUNT territory has representation at Key Experts Meetings •Round Tables / Dinner Programs •CME programs •Hospital Account Programs • Continue to leverage counterparts and their financial resources at speaker programs where appropriate •Attend extended educational programs in order to build medical and product knowledge which will help continue to build rapport and trust with key Thought Leaders TACTICS BY STRATEGY
  24. 24. Execution Tracker Execution Tracker • Milestones and/or specific dates are necessary to quantitatively determine progress towards goals, measure outcomes of tactics and correct problems
  25. 25. ACCOUNT Execution Tracker “Example” Business Goals Q1 Milestone & Results Q2 Milestone & Results Q3 Milestone & Results Q4 Milestone & Results End Result ACCOUNT Development/Retention Programs CRM Update Reporting/Customer Segmentation Product A Quota (%) Product B Quota (%) ACCOUNT Performance Rank National Rank (%) Product A Market Share Meetings with internal/external customers ACCOUNT Business plan update 1-on-1 meetings with Management Team
  26. 26. Critical Success Factors of Creating an ACCOUNT Business Plan • Simplicity: You can communicate its content and rationale practically. • Planning: Diagnosis and SWOT of ACCOUNT is performed and objectives are established that are concrete and measurable. • Actions: Plan includes specific activities and actions that each have a completion date. Include specific persons responsible and budgetary/resource needs. Insure plan is complete. • Follow-up: Milestone dates established to determine progress and/or completion of action. Apply a date to every tactic/action (do not use “ongoing”). Who is ACCOUNTABLE for the execution? • Results: Ability to measure results through targets set. Will the plan ultimately lead to positively impacting business results? • Realistic: Realistic plan based on expense budgets, milestone dates, and share growth goals. Unrealistic goals smother implementation and excitement toward achieving goals.
  27. 27. ACCOUNT Business Plan “The Process” • How do we approach the business planning process? – What is happening in the market, customer needs, competitive landscape, etc. – What do I ask to get here? • Do we review the plans? If so, how/how many times and with who? • What should the timeline for review be? SUMMARY
  28. 28. Common ACCOUNT Business Plan Mistakes Putting it off – Do not wait until you think you have the time; it will be too late. The more this applies, the more you need a plan! Fear and dread – Creating a ACCOUNT business plan is not that difficult. You do not have to write a novel. Follow the tenets of the business planning process Spongy, vague goals – The objective of the business plan is to achieve results, and for that you need tracking and follow-up. You need specific dates, management responsibilities, budgets, and milestones in order to follow up. One size fits all – Tailor your plan to its real business purpose in each ACCOUNT Diluted priorities – Strategy is focus. A priority list with 3-4 items is focus. A priority list with 20 items is certainly not strategic, and rarely effective. SUMMARY
  29. 29. Implementation Conduct ACCOUNT Business Plan on the chosen ACCOUNT
  30. 30. Implementation Exercise Objective: • ACCOUNT Representatives will be able to think through the process of business planning at the ACCOUNT level • ACCOUNT Representatives will develop a business plan for a specific ACCOUNT utilizing designated CRM/template • ACCOUNT Representatives will demonstrate understanding by presenting components of their ACCOUNT business plan
  31. 31. VP/SD role: – Facilitate discussion around business planning using provided slides – Give ACCOUNT reps instructions to select one ACCOUNT and develop a ACCOUNT business plan. They will then share their business plan with the group – After ~ 45 minutes, present/discuss business plan with the group – Facilitate discussion and provide Representatives feedback on their business plan – Provide direction to complete the process for all other ACCOUNTS post-meeting with a set timeline for review (DATE?) Implementation Exercise
  32. 32. Representatives: – ACCOUNT Representatives develop a business plan for their selected ACCOUNT using pre-work materials – Utilize designated CRM (or template matching CRM cells if they have not completed CRM Point training) to capture plan – Representatives will then share/learn by presenting business plan to the group Implementation Exercise
  33. 33. For additional information on this abbreviated presentation on how to build a “Functional Account Plan” and training implementation workshop, please contact us at: or and our website: THANK YOU FOR REVIEWING OUR PRESENTATION!
  34. 34. Andre’ Harrell AH2 & Beyond Consulting 267-221-8529