The document outlines a 90 day strategic plan for a new National Sales Director. The plan focuses on analyzing the business and people, developing strategic plans, and executing those plans over 30, 60, and 90 day periods. Key elements include meeting with regional sales managers to understand performance and develop them, analyzing sales trends, managed care dynamics, and key opinion leaders. The plan aims to develop strategic regional business plans, coaching plans for sales representatives, and managed care strategies. Execution involves ongoing field coaching, implementing key account plans, executing managed care initiatives, and visiting top physicians to drive sales.

1. National Sales Director Strategic Plan
Senior Management Level Analysis
Patrick Leary
Page 1

2. Agenda
 High Level Overview
 30 Day Plan (Ahead of the curve…)
• Analysis of People and Business
– Development plan for existing RSM
– Fill vacancy created by RSM promotion
– Existing relations with top 10% of all KOLs
• Develop Plan of Action for People and Business
– Develop Sales plan with VP & Head to sustainable and ethically exceed sales
targets
» Review plan and solicit input from cross functional peers
– Review and refine individual strategic and tactical business plans for each RSM
– Review and refine ASM business plans with RSMs
– Development of succession planning throught-out the sales organization
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3. Agenda
 60 Day Plan
• Implement Plan of Action for People and Business
 90 Day Plan
• Pull-through Execution of action plan for People and Business
– Managed care – contracted and non-contracted
– Ensure continued MM alignment with PODS
– Continued Coaching and development of direct reports
National Sales Director – 90 Day Business Plan

4. High Level Overview
 Analyze the people and business
•
Area analytics – NRx versus TRx against NPS
•
Develop relationships – Key strength for me
•
Personnel detail- Review Development Plans
•
KOLs – Key strength for me
 Develop plan of action
•
Key account planning – Regional Business Plans
•
Coaching philosophy
•
KOL project plans
•
MM plans-PODs
•
Hub alignment-Key Strength
 Execute plan of action
•
Key account plans
•
MM Prioritization - PODS
•
KOLs
•
MM pull through
•
Coaching
•
Succession Planning
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5. 30 Day Plan
Analysis of Business and People
Seek to understand before you can be understood
Stephen Covey
National Sales Director – 90 Day Business Plan
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6. 30 Day Plan – Analysis of People
 Build a solid foundation of trust and collaboration with key stakeholders
 Meet 1:1 with RSM – Week of 3/15
•
Identify the motivators and WIIFM for RSM
•
Discuss regional dynamics at a high level (KOLs, top accounts,etc.)
•
Review key account plans
•
Review performance reviews, FCRs, Wolter Klower, productivity reports and IMS data
•
Set agreed to expectations
•
Begin development discussion
 Hire New RSM –April
•
Develop interim plan to manage the team without disruption
•
Meet with Recruiting to discuss RSM opening and candidate requirements
•
Post RSM role ASAP
•
Develop on boarding plan
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7. 30 Day Plan – Analysis of People
 Meet with Samuele Butera
•
Finalize 90 day action plan
•
Review key TMS and development plans
•
Review budget and available resources
•
Discuss both short and long term forecast
 Network with key business leaders – Leverage already existing relationships
•
Managed Markets – NAM/SMT
•
Medical Affairs – Area level clinical selling opportunities and ML utilization
•
Marketing
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8. 30 Day Plan – Analysis of the Business

Evaluate market and business trends
•
Determine contribution per territory and key players within each area
•
Study area level physician segmentation and identify key players and their profiles
–
MM access
–
Previous commercial and medical programs
–
R&F
–
Profitability
•
Adjust forecast based on opportunity
•
Reach and Frequency
•
Physician Response Curves
–
Determine which resources (people and business) resulted in positive sales
outcomes
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9. 30 Day Plan – Analysis of the Business

Analyze area level competitor dynamics
•
Share of voice – Are we at an advantage or disadvantage?
•
Selling statements – What are they saying and to whom?
•
Resources utilized and where – Is it an equal playing field?

Analyze MM dynamics
•
•
Leverage relationships
•
Identify Push vs. pull through situations (PRIME vs Aetna)
•
Utilize MM data sources (Plan Track, Monthly PP Report, Pathfinder)
•

Work with PODs to understand the MM impact
Determine access
Identify KOLs, analyze prescribing trends, and evaluate past action plans
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10. 60 Day Plan
Develop Strategic Plans for Business and People
We will either find a way, or make one!
Hannibal
National Sales Director – 90 Day Business Plan
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11. 60 Day Plan – Develop Strategic Plans for RSMs
 Schedule Monthly meetings with RSMs in Princeton
 Goals
•
Reinforce goal of meeting objectives with integrity and living the V & Bs
•
Create sense of teamwork
•
Agree to expectations
•
Obtain buy-in and deliver value
•
Create mission statement
•
Review Sales trends
•
Determine critical success factors for 2012
•
Assess development gaps for future opportunities
•
Develop succession planning for all key positions
•
Develop and implement a development program to provide training on: behavioral
interviewing, coaching, HR process, and business analytics
• Develop consistency in expectations and messaging to our team and to our
customers!
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12. 60 Day Plan – Develop Strategic Plans for ASMs
 ASM field visits – (3-4 days per month with ASMs)
• Reinforce goal of meeting objectives with integrity
• Role-model V&Bs and reward appropriately to foster positive competition
within team
• Observe selling skills
– Pre-call planning, message delivery, closing,etc
• Observe business acumen and other core competencies
– Determine ASMs assessment of their territory's dynamics
– Begin to discuss employee development plan
• Review the utilization of ASM plans
– Discuss the current process and steps taken
– Identify positives and negatives of current planning process
– Assess buy-in and utility
– Used as sales roadmap
• Ensure completed TMS and development plans for all ASMs
• Develop with RSMs and HR career mapping for the ASM position
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13. 60 Day Plan – Develop Strategic Plans for Business
 Evaluate key account plans
 Develop SWOT analysis for key markets/KOLs
 Develop routing plan to visit top 10% KOLs
 Refine MM strategic Plan
• Pull/Push through strategies
• Leverage relationships with PODs
• Push marketshare in plans to facilitate contract discussion
• Identify “Low Hanging Fruit” and create target lists
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14. 60 Day Plan – Develop Strategic Plans for Business
 Initiate KOL visits with ASMs and develop KOL action plan
•
Listen and learn
•
Develop detailed project plan and set expectations with key stakeholders
 Assess ROI of key programs
•
SMT Visits, Outreach, Speaker programs, Advisory boards, etc
•
Develop program plan of action (Who, What, Where)
 Master area level analytics and data analysis
• Know where every potential referral exists
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15. 90 Day Plan
Pull-through Execution of action plan for People and Business
The dictionary is the only place where success comes before work.
Mark Twain
National Sales Director – 90 Day Business Plan
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16. 90 Day Plan - Pull-through Execution of action plan
for ASMs
 ASM Field Visits – 3-4 days per month –
 Field Visit process - Overview
– Preparation
» Provide key account plan, territory sales and metrics –ASM
» Review field coaching history – RSM and ASM
» Understand ASMs WIIFM and goals - RSM
– Initial Discussion
» Discuss sales `performance, metrics, coaching history/development plan, and objectives
– Pre and post call discussions - FCR
» Discuss call account profile, objective, account status, and key account plan
» Assessment of “call” versus “objective”, record key information, prep for next call`
» Determine if there were any opportunities missed
» What did you learn?
– Closing discussion and follow through
» Reinforce strengths, measure objectives, agree on areas of opportunity, agree on action
step
» Focus on 1 or two areas of opportunity
» Complete field coaching report and return to the ASM immediately
» Coaching report will provide a “starting point” for the next visit
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17. 90 Day Plan - Pull-through Execution of action plan
for ASMs
 Coach to “Implementation Excellence”
• Defined as a face to face meeting with a ASM a ½ day or longer
• 60% coaching time required
– Distance coaching as important as field coaching
• Coaching Best Practices – Consultative Selling
– Listen
– Reinforce
– “Guide” not “tell”
– Support
– Align ASM behavior with company objectives
– Be Consistent
– Challenge
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18. 90 Day Plan - Pull-through Execution of action plan
for RSMs
 Mandate Key Account Planning Process
•
Printed plans at each field visit
•
Updated weekly
 Further enhance RSM development plans
 Conduct Area Teleconference (Bi-Weekly)
•
Share best practices
•
Discuss KOL issues
•
Area level issues impeding sales
•
Create action plan
 Identify/adjust ASM team members participating on internal committees (MAC,
Field Trainer etc)
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19. 90 Day Plan - Pull-through Execution of action plan
for RSMs
 Lead MM PODs
•
Execute MM Plan
– Commercial - PRIME, Coventry, Regence, etc.
– Managed Medicaid – Coventry, United
•
Refresh target list
•
Execute blitz plan – Increase R&F to targets
– Measure and track through CRM
•
Measure success and report to SMT
•
Work with PODs and internal to team to improve access
 Implement KOL project plans
•
Strategy, tactics, expectations, and timeline
•
Repeat…
 Continue to re-tool and evaluate strategic plan
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20. 90 Day Plan – Pull-through Execution of action plan
for Business
 Implement strategies derived from SWOT analysis for key markets/KOLs
 Carry out routing plan to visit top 10% KOLs
 Execute MM strategic Plan
• Increase MS in identified plans to facilitate contract discussion
• Leverage relationships with PODs
• Drive adoption in targeted offices
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21. 90 Day Plan – Pull-through Execution of action plan
for Business
 Implement KOL visits and KOL action plan
•
Listen and learn
•
Fulfill expectations set with key stakeholders
 Employ key programs
•
SMT Visits, Outreach, Speaker programs, Advisory boards, etc
•
Implement program plan of action (Who, What, Where)
 Master area level analytics and data analysis
• Know where every potential referral exists
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22. Outstanding Needs to Optimize Business
Primary
 Hiring and On boarding RSM
 Succession Planning for key positions
 Maximize BCBS AL, BCBS NC
Secondary
 Managed Markets
• PrimeT plans less than 50%
 Optum Rx
 SPP contracting
National Sales Director – 90 Day Business Plan

23. Analytics
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