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Global Dental Implant2 Sales 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 presentation illustrates the bandwidth AH2 and Beyond Consulting can provide your business.

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Global Dental Implant2 Sales Plan

  2. 2. 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.
  3. 3. Commercial Excellence Plan Outline I. 2018 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 (Strategies/Tactics) III. 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
  4. 4. SALES TACTICS 2018 NATIONAL SALES OBJECTIVES SALES OBJECTIVES Tactics: Metric: Tactics: Metric: Tactics: Metric: Tactics: Metric: SALES METRICS National Sales Recognized by our customers as consistently providing superior value and professionalism Attract, develop and retain top talent Achieve Excellence in Execution Expect individual ownership & accountability to exceed our business goals & to outperform the competition To be the #1 Dental Reconstruction/Implant Company in the Industry • 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 •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 • 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 Dental Implant Systems Regenerative Technologies 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 2010 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
  5. 5. 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 processes (e.g. communication plan, business priorities, budget, compensation process, development plans, segmentation) • 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. • 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
  6. 6. Key Business Imperative s Dashboard Training Job Competency Key Account Coverage Profiling/Targeting Budget/Resources National Sales/Market Dashboard Coaching Drive Efficiency Field Sales Time Vacancy Rate Compensation Sales Processes Account Management Technology Forecasting Develop People Market Leader Regenerative Technologies Site Preparation Products Patient Specific Restoration Restorative Technologies Overall Volume Growth Dental Implant Systems Accelerate Growth Career Development Promotions
  9. 9. Strategies/Tactics To Forge Partnership Strategy Tactic Progress / Results Actual 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 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. Be fair but stern  Treat everyone with respect and demand excellence of performance  Everyone will be evaluated based on their performance and competency. Developing People – For Optimal Performance
  10. 10. Strategies/Tactics To Inspire Commitment Strategy Tactic Progress / Results Actual 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 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. Track and Sustain Progress  Refer to above strategy/tactic. Developing People – For Optimal Performance
  11. 11. Strategies/Tactics To Grow Skills Strategy Tactic Progress / Results Actual 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 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. Ensure learning opportunities exist on every one-on- one  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. Developing People – For Optimal Performance
  12. 12. Strategies/Tactics To Promote Persistence Strategy Tactic Progress / Results Actual 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. Developing People – For Optimal Performance
  13. 13. Strategies/Tactics To Shape The Environment Strategy Tactic Progress / Results Actual 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. Developing People – For Optimal Performance
  14. 14. Metric Tactic Progress / Results Actual 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). Key Tactics – Develop People
  15. 15. Development Tactical Planning Calendar (Example) Tactics Q1 Q2 Q3 Q4 Account Business Plans 2/18 Revise Revise Revise Career Development Plans 2/18 5/18 8/18 10/18 Allocation (Financial) 60% Re-evaluate 30% Re-evaluate Training Updates On-going On-going On-going On-going Recruiting & Selecting 2/18 5/18 9/18 Winter Break Team Mentor-ship Program 2/18 Stretch Assignments/Action Plans 2/18 4/18 7/18 11/18 Siebel/CRM Team Experts (Training Initiatives) 2/18 6/18 ----- ------ Quicken New Hire Progress/Development 2/18 4/18 6/18 ------- Track Personal Development Plan 2/18 4/18 7/18 10/18 Insert Retention Tactics to “A” & “B” players (Development) 2/18 4/18 7/18 10/18 Developing People – For Optimal Performance
  16. 16. ACCELERATE GROWTH (Market Analysis)
  17. 17. 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.
  18. 18. 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.
  19. 19. The TOP Players 0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 Zimmer Dental Biomet3i Dentsply/Astra Straumann Nobel Biocare Others 6% 7% 13% 18% 17% 39% The Global Dental Implant Market Shares (Sales) 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.).
  20. 20. Market Outlook
  21. 21. Metric Tactic Progress / Results Actual Market leader for Dental Reconstruction business in top accounts 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 Dental Implant Systems Volume Growth 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. Overall Comprehensive Treatment 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. Key Tactics – Accelerate Growth
  22. 22. ACCELERATE GROWTH (Customer Segmentation)
  23. 23. 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
  24. 24. 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
  25. 25. 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 2. Understand the customer “Buying Process” • Map buying process for each account • Gain perspectives from multiple channels point of view 3. Develop plan to impact buying process quickly 4. Plan for pull-through once product is closed and stocked Accelerate Growth – Customer Segmentation
  26. 26. 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 Variablesteps Product Awarded Exclusivity Identify Need Product Evaluation Buying Status Review Stocking & Ongoing Review Status Accelerate Growth – Customer Segmentation Example Of Identifying Buying Process (Template) This process should occur in evaluating the potential of a small or large account
  27. 27. Action Segmentation Analysis Where to Play? Which customer segments do we want to target? Accelerate Growth – Customer Segmentation
  28. 28. Segmentation Frame Accelerate Growth – Customer Segmentation Confidential Copyright © 200 5 Monit or Comp any Gro up, L.P. — Confid ential — NY6BBY-ION Where to Play Summary 5-2 3-05 AG Action Segmentation® Frame Pop Dens 1500+ ppl/mi2 Small Co Other (forprofit and govt.) Misc Company Dentistry Practice Dental Labs/Oral Surgeons/Hospital Departments Late AdopterEarlyAdopter 1 or 2 Decision Makers No Formal Buying Committee Purchasing Dept/Buying Committee, orAccount Buyer Many Channels/ManyDisciplines Small Volume AccountsHigherVolume AccountsAccount Organization A combination of account and organization variables can be used to explain differences in buying patternsand adoption behavior The most meaningful and actionable account variables were “early/late adopters” The most meaningful and actionable Organization variables were “Big Dental Practices”, “Small Dental Practices”
  29. 29. 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
  30. 30. 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 Accelerate Growth – Customer Segmentation
  32. 32. 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
  33. 33. 2018 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
  34. 34. Sales Performance Communication Process Status Reports & Weekly Update Reports Information Technology (CRM/Salesforce 1 2 Purpose & Use •Month end business status report to leadership team (template created) •Friday status reports from mgmt team to Vice President Sales 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
  35. 35. 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 • Vice President Sales • Where to focus team’s selling effort • Prioritize Budget/Resources based on opportunities • Act against the competition • Build the National Business Plan • Discuss efforts, action, plan with President • Enhance coaching opportunities with Directors/Reps Driving Efficiencies – Business Processes
  36. 36. Andre’ Harrell AH2 & Beyond Consulting 267-221-8529