Coming in as Chief Commercial Officer, I was asked to first assess the commercial functions of the organization. This presentation walks you through the process and findings.

1. GLOBAL ANIMAL HEALTHCARE INDUSTRY

2. Coming in as Chief Commercial Officer, I was asked to first assess
the commercial functions of the organization. This presentation
walks you through the process and findings.

3. Assessing Overview
Objectives
• Assess UK & Global commercial practices and future development
strategies
•Identify opportunities in commercial division to support future success
• Provide recommendations for improvement
Method/Respondents
• Interactions conducted with management team, commercial team
• 3-month period

4. Preliminary Findings
3 Development Areas Reviewed
• Commercial Group Impact/Effectiveness
•Commercial Management Impact/Effectiveness
• Sales & Marketing Opportunities

5. COMMERCIAL
EFFECTIVENESS

6. Preliminary Findings
Most of the commercial group are viewed positively by our customers,
however, there are development areas:
• The commercial team are spending a lot of time “taking soft orders/service calls”
versus actually selling to increase business. Extremely passive selling
• There is not much preparation before customer calls
• Customers did not seem to be opposed to “selling” or “the close,” however,
many of our sales reps spend a lot of time building relationships
(which is important, but so is selling)

7. Preliminary Findings
Access
• In England Vet offices are adopting stricter access policies (and this will get
tougher post pandemic)
• Salespeople need to create “value strategic” ways on accessing key buyers
• Companies like BI appear to have cobbled a better strategy in accessing key
KOL’s
• They have locked up many Vet offices in England with aggressive deals, especially in the small
animal space.
• Commercial organizations in England are becoming a bit more assertive when it comes to
accessing key KOL’s

8. Preliminary Findings
Product Messages
• Our commercial team (based on my field visits) did not appear to consistently
convey our product’s core messaging or brand equity. Most of the sales calls were
transactional based on pricing (again, taking orders).
• Since most of our product portfolio fits in the commodities/generics
market I understand the focus on price…however it’s unlikely we’ll win
with that strategy for the long haul.
• Establishing some form differentiating value proposition from our
competitors in a space that’s commodity oriented will be necessary for our
team to compete.

9. Additional Learning’s
Competing in Generic Market
• Our commercial team does good job directly defending our position in some of our
most sold categories of business. However, often it doesn’t leave enough time
embellishing on the value proposition and problem-solving benefits our product
provides for customers.
• Again, there’s an abundance of energy transactionally promoting our
pricing schedule versus establishing our value benefits that just our price
positions.
• Our commercial team could improve its performance by focusing on
company branding and value proposition to customer, while embellishing
on how our value proposition solves their problem and address their
objectives.

10. Development Opportunities
Our commercial team enjoys good relationships with some of their key
customers, however increased business acumen competency training can
strengthen those relationships even more.
Business Acumen Competency
1. Sure, up pre-call strategic planning that focus on call objective
2. Drive value proposition and differentiation discussion in sales calls.
3. Selling effectively in a commodities market and driving a “Value Initiated” pricing
discussion when needed.
4. Introduce “Value Driven Negotiation” model to help realize better negotiating of
deals.
5. Closing, Closing, Closing more effectively.

11. COMMERCIAL
MANAGEMENT
EFFECTIVENESS

12. Preliminary Findings
Current commercial management appear to be viewed favorably by their
commercial team members, there are areas for development:
• Most of our commercial team members have shared that they would like to have
their commercial directors in the field with them more.
• Commercial directors appear to focus too much time on home office admin
rather than focus on the development of their commercial members.
• As chief commercial officer I will need to identify the leadership
competencies of my commercial directors. My perception so far is they lack
the necessary coaching skills to inspire their commercial team members to
perform at a high level.

13. Preliminary Findings
Leadership Skills:
Coaching and Developing Commercial Team
• First observation is commercial directors need leadership training.
• Commercial directors are good at analyzing the business…but lack
materializing those findings to commercial team members.
• Commercial directors need to spend more time in the field with their
commercial team and less time at corporate office. There’s a sense that they
are out of touch with what’s going on in “real life”.
• Currently evaluating how much time commercial directors are spending on
”commercial team development. Not sure there are development plans in
place for their salespeople.

14. MARKETING
ASSESSMENT

15. Preliminary Findings
The Marketing Department is undermanned:
• Currently the department only has 3 FTE’s available.
• The limited FTE’s in the department has negative impact on the
GB/Ireland markets. Limited resources cannot cover both countries.
• Ireland is our biggest market, and the marketing team is unable to meet the
market demands.
• Because of the limited FTE’s and budget…marketing is currently
ineffective in meeting the demands of the commercial team.

16. Development Opportunities
• Recruiting & Selection of FTE marketing people immediately (at least 3 more
headcount) .
• Rebuild the marketing department infrastructure through a segmentation
process. Identify most profitable countries to support immediately.
• We have launched a new product for fluke-worm, the revamped marketing
department must support launch.
• Marketing must be part of the organization’s critical success factors.

17. Critical Steps In Process
• Finalize “Introduction Inventory” of current performance of the commercial
team…internal analysis.
• Recruiting & Selection of FTE marketing people immediately (at least 3 more
headcount).
• Develop a strategy/business goal processes relating to commercial team
assessment and future re-organization planning.
• The successful launch of Closemectin Pour-On our new flukeworm
product.
• Develop incremental resources to help in assessment processes (e.g., HR,
Talent Management, Corporate Training, Culture/Performance Tool)

18. MARKET
ANALYSIS
FINDING

19. Market Analysis Finding
• The market size of the global Animal Healthcare Industry are broken up in the
following segments: pharmaceuticals, vaccines, medical feeds, farm, and companion
animals.
• Our business plays in the generic antibiotic/pharmaceutical space.
Chief Competitors Include:
• Bayer
• Zoetis
• Boehringer
• Ceva
• Elance
• Merial
• Novartis
• Pfizer
Since the majority of our business lies in the animal healthcare space 85% and the other 15% in human
healthcare (Generics), I spent the majority of the 1st months evaluating our small/large animal
business.

20. Market Analysis Finding
Coming into the chief commercial officer role I understood “Cost” would be our “Value Proposition” since
we were a generic based company and an area where we could compete with the likes of Boehringer
Ingelheim, Novartis, Pfizer etc. However, after collaborating with the CEO we agreed that we needed
stronger “branding” in order to swipe market share from the “Monsters”.
Working with my limited marketing department we
first developed a central “Value Proposition” for a
flagship product to be released at the beginning of
year. The next few slides walks you through our
approach.
André Harrell

21. VALUE PROPOSITION
TO CUSTOMER

22. Value Proposition
Our
Product
Effective
Against
Fluke
Easy To Use
Cost Effective

23. Value Proposition Build Process
• Larger livestock units , decline in
farm labor force , animal welfare
• Increase focus on animal
handling, time management,
convenience and compliance
Our product addresses the unmet need in animal health by providing the
easiest , most effective fluke , worms and lice treatment for cattle.
Cost Benefit
Easy to Use
• Convenient- at one time, fitting
farm routine, at housing and turn
out for example
• Product creates an easier
application
Effective
• Works Well
• No Parasite Resistance
• Reduces Pasture Contamination

24. Product (Leverage Points)
Usage
Innovative
Access
1st in Market
Cost Effective Reduced Labor Cost
Treatment Choice Most effective
against Fluke
Ongoing Treatment
Evaluation
Our Company to
Industry Support

25. Product Benefit Ladder
Emotional
benefits
End-use
benefits
Functional
benefits
Product
benefits
Benefit Ladder
§ Innovative, single use
§ Effective Fluke Treatment
§ Cost Effective Benefits (Labor, Supports
Productivity)
§ Product name/history supported in the market
§ Easy to Use:
§ Comfortable
§ Labor Saving
§ Time Management
§ Simple Application
It makes my life easier
End-use benefits:
Farmers/Merchants/Wholesalers
§Convenient-at one time
§Animal welfare friendly
§Reduces pasture contamination

26. Final Market Analysis (Finding/Discovery)
• I established a comprehensive brand plan prior to an “Sales Execution Strategy”
so that the focus wasn’t primarily on just “Cost”. I did accomplish a strategy that
centered around a “Cost-Effective” initiative that happened to work successfully.
• I set up a partnership profile with wholesalers/suppliers in our most profitable
areas (e.g. Ireland, UK, Australia, New Zealand, and US), setting up “profit
scenarios” with some of our B2B customers to ensure our products were
merchandised featured over our competitors.
• I also worked to develop an infrastructure that captured better
market/competitor intelligence and identify markets that had a wider
acceptance for generic brands…we played in a “Branded” laced marketplace.

27. Overall Assessment
After completing an overall assessment of our commercial infrastructure I was able to
make significant progress in building/leading the following areas:
I. Establishing a “BUSINESS ORGANIZATION”
• Developing Management/Leadership Strategies
• Build Commercial Competency Structure (Increase sales team business acumen/selling skills)
• Build a more robust commercial department
II. Marketing/Assets
• Building global marketing department/infrastructure that supports key countries (up to 5 members)
• Increasing headcount to 5 people, overall goal of 15 people.
• Strengthening corporate value proposition/core messaging (successful launch of Closemectin Pour-On)
III.Product Portfolio (“Life Cycle Management”)
• Extensive review of major product lines/opportunities
• New Product Development (NPD) and R&D
• Develop licensing agreements

28. Thank You!