£1,000.00 Manager: £1,500.00 Strategic Consultant £1,500.00 Medical Consultant £1,500.00 Legal Consultant £1,500.00 Communication Consultant £1,500.00 Project Manager £1,000.00 Administrative Support £500.00 08/02/2014 confidential 35 Our Costing Procedure 1. Initial meeting to understand the need 2. Proposal of the appropriate level of advice 3. Estimate of required time and team 4. Costing based on our grid 5.

2. Our ressources
StratAdviser strategic consultants are:
– Economists, Scientists and Lawyers
• with MSc/MD/PhD in Finance, Strategy, Business, Marketing,
Information and communication technologies (ICT), Neuro-Sciences,
and Medicine
– Multinational individuals
• who live and work in an international environment
• have a specific knowledge focused on trans-national and trans-cultural
issues
• as well as they can work in a mono-national context
– Proficient in foreign languages such as English, French, Spanish
and German
StratAdviser key players have:
– 10 years or more of experience working in their respective fields
• teach management, crisis management, strategy, marketing,
communication and medicine
• at Business Schools, Engineering Schools and Universities.
08/02/2014 confidential
2

3. Our Fields of Expertise

4. Our International Reach
Angel
GONZALEZ
Beata
LEWANDOWSKA
Erwan
YANN
Sébastien
MODICOM
Søren
MUUS
Jeffrey
Taylor
Brian
FLECK

5. Our Expert Resources
Dr Jan-Cédric
HANSEN
Medico-Marketing European Strategist
08/02/2014 confidential
5

6. StratAdviser in short
StratAdviser impact on Consulting
– StratAdviser strategic package
• Strategic Diagnosis, Strategic Recommendation and
Strategic Follow-up
– based on medical processes delivers
• valuable strategic advice easy to access and implement
• as well as adequate cost control thanks to its simple
costing policy
StratAdviser and You
– Any time your company and/or you face an issue
• just contact StratAdviser knowing that
– the proper strategic recommendation will be delivered and
followed through
– adapted to the availability of your financial and human resources
08/02/2014 confidential
6

7. Additional features
Registered as a lobbyist
with the European
Commission
– Allows us to deliver specific
solutions regarding
regulatory issues and the
like…
All of our recommendations
are assessed for legal risk
08/02/2014 confidential
– by a Franco-British
Independent lawyer firm
7

8. Our specific
approach to
strategy

9. Medical methodology inspires us
In medicine, diagnosis is:
– the process of identifying a medical condition or
disease by its signs, symptoms, and from the results
of various diagnostic procedures
Doctors are trained to:
– take decisions in acute and uncertain situations
– constantly challenge and reassess their decisions
– think strategically before taking actions
StratAdviser considers that such a methodology
applies nicely to its client’s needs because
diagnosis is a fluid process
08/02/2014 confidential
9

10. High added value oriented
In order to deliver high added value advice and
ensure its optimal ROI we follow three steps
1. Strategic Diagnosis - allows deeper exploration to
re-establish and reformulate the need
2. Strategic Recommendation - develop what to do
and how in order to best respond to the need
3. Strategic Follow-up - monitoring the application of
recommendations and their positive impact
08/02/2014 confidential
10

11. –
Proprietary
Methodology
in Practice

12. Our Strategic « 3 Step » Process
Expression of a
potential need
(prospecting or spontaneous)
meeting with client for
clarification of advice level
Brainstorm Workshop
for reformulation of need
& selection of appropriate
team/resources
Strategic Diagnostic
Strategic Recommendation
Brainstorm Workshop
restitution and reformulation
of SD content
Brainstorm Workshop
for fine tuning
of SR content
Submission of draft
Anamnesis, Investigations
& Prognosis
Submission of draft
Advice prescription,
Integration plan
& Appropriation process
no
Submission of draft
methodology, timeline and
global estimate
Your
Validation
yes
no
Your
Validation
yes
Strategic Follow-up
no
Your
Validation
yes
Brainstorm Workshop
for Tactical Implementation
Submission of strategic advice
+/- plan of action
+/- appropriation plan
+/- related additional costs
Delivery
no
08/02/2014 confidential
Your
Validation
yes
12

13. Our Stategic Diagnostic Step
Brand
Essence
Communication
Positioning
Statement
Personality &
Core values
Brand Promise &
Reasons to Believe
Target insight
Attributes
Features and benefits
SWOT
Unmet needs
Target Audience Descriptors
Brand vision
08/02/2014 confidential
13

14. Our Strategic Recommendation Step
Key
Strategies
Action Plans
Key Expected
Results
Rapid adoption amongst primary target
of Sarcoma Specialists
• Communication and PR plan to increase
awareness of PharmaMar as an innovative oncology
company and raise awareness of disease
• Working with Cooperative Groups (BC, NSCLC)
and Patient Groups (Potentiate formation)
• Corporate sponsorship of major meetings and
bodies PharmaMar stand-alone event ( MoA)
• Promotional activities: Global branding and
campaign
• Promotional materials
• Congress activities, PharmaMar stand-alone event,
Publications
• PharmaMar internet site and Yondelis website
• KOL development
• Vehicle (e.g. Ad Board) to review and revise clinical
endpoints in sarcoma
(RR does not correlate with OS)
• EORTC collaboration to develop standard
classification tools for STS
• Increase awareness and usage
• Complete territory mapping and identification of
key stakeholders, prescribers and patient pool by
2003 YE
• 2003 Ex factory sales
• SoV increases 20%p.a., versus Novartis (Glivec),
Baxter (ifosf), S-P (Caelyx), Astra-Zeneca
(Irtessa).
08/02/2014 confidential
Example of Yondelis contribution
Optimise pricing
and secure
reimbursement
Broaden
clinical
experience
Development and
execution of global
Life Cycle Plan
• Development
of panEuropean
Pricing and
reimbursement
strategy
• HE plan and
economic
model
• Sequential
launches to
optimise price
• Transition of
compassionate
use to commercial
drug
• Phase IV
programme
• Life cycle plan in
conjunction with
J&J – new
indications (1st line
STS, breast
cancer, NSCLC,
ovarian cancer),
more convenient
regimens (3h
schedule, weekly),
combinations/
sequential therapy
with other major
cytotoxics
• Develop and optimize
formulations
• Pricing strategy
complete by end
2002
• Implementation by
end 2003
• Launch first in
Germany, UK and
Sweden
• ATU cohort after
CPMP opinion
• Phase IV strategy
by Q1 2003
• Ensure progression of
manufacturing to
semi-synthetic
• Develop regulatory
strategies for ex-US
territories
• Optimize market
exclusivity and patent
estate
• Develop targeted
labeling
• Target profiles for
new indications by
YE
• GLCP by YE and
presented to Joint
Steering Committee
14

15. Potential Strategic Synergies
Strategic Diagnostic
Your communication Agency
Briefing
Brand Pyramid
Strategic Recommendation
Communication Platform
Visual identity
Graphic Chart
Strategic Follow-up
(Tactical Implementation)
Matrix
08/02/2014 confidential
15

16. Continuous Dynamic Interaction
Structure
and/or Profit
and/or Resilience
and/or Personal
development
Required again
Follow-up
?
Diagnosis &
Recommendation
StratAdviser
achievement
Potential
Early diagnosis
Uncertain
environment
Potential
reaction
Natural
evolution
08/02/2014 confidential
time
16

17. Our Strategic Advice
in Practice

18. We build your strategy together
One methodology
– StratAdviser proprietary methodology
Two different kinds of deliverables
– Recommendation alone
– Recommendation and related deliverables
Three ways to collaborate
– Long term programs
– Annual supports
– 1-3 day seminars

19. Our Long Term Programs
Corporate/Portfolio Strategic coherence along
market evolution
Corporate/Portfolio European Strategic Lobbying
High Profile Managers Key Decisions process
assistance
International Marketing Task Force management
European Expert Group & Related Publication
Plan
Prelaunch & Launch Strategic Matrix
implementation

20. Our Annual Supports
Corporate/Portfolio Strategy Fine Tuning
Corporate/Portfolio Strategy Stakeholders
Appropriation
Corporate/Portfolio Strategy Tactical
Field/Market Adaptation
Prescribers Scrutiny through Sales’ Forces
Optimizing Sales’ Forces impact factor
Sales Oriented Medical Education
Contextual Incentive

21. Our 1-3 day seminars
Market Study Audit
New Competitive Edges
Competitors’ Strategy Simulation
Enhance Brand’s Resilience
Joint Strategic Workshops
Brand Audit
Brand Rejuvenation
Portfolio Audit
European Creative Seminar
Tender Notice Audit
Lecture & Workshops

22. Let Our “ Lectures & Workshops ”
be your “ Lectures & Workshops ”
Available conferences 2009-2010
– “Crisis communication, legal issues & economic impact of the pandemic threat”
– “Expanding your European position despite inhomogeneous maturation of
portfolio among target countries”
– “Understanding benefits of brand vs product communication strategy”
– “Strategic healthcare communication during crisis management”
– “Turning affiliates “specificity” into powerful European strategy”
– “Strengthening European cooperation between pharmaceutical Industry and
Private Hospitals: a promising competitive edge”
Coming conferences 2011-2012
–
–
–
–
–
–
“Post crisis management, frequent mistakes and consequences”
“Efficient Orphan drugs marketing approach: musts and options”
“Key topics to understand the Japanese market entry limitations”
“Rising competition among generics: time for redesigning the brand concept?”
“Terms and Conditions of Sales as a competitive edge”
“Identification of new communication themes for MEDED programs”
08/02/2014 confidential
22

23. Samples of Strategic
Advices and Related
Deliverables

24. Provide High Value European
Insights
Situational analysis
– Need for global expertise regarding the
European Market and specificity of
European healthcare systems
Strategic Diagnostic
– Content analysis of available
publication on the disease
– Reassessment of available Market
Studies
– Identification and Interviews of KOL
– Cross matching of findings with
StratAdviser expertise
Strategic Recommendation
– Drafting of preliminary report to fuel the
strategic thinking including promising
positioning & potential communication
plan
Strategic follow-up
(Tactical Implementation)
– Left to our client

25. Deliver High Standard Expertise
Situational analysis
– A spring water trade organisation is
sued by a mineral water trade
company for improper health claim
Strategic Diagnostic
– The trial is backed up by a report
from the French Academy of
Medicine
– Risk is that the trial outcome will
ultimately apply to all spring water
manufacturers
Strategic Recommendation
– Strike back should be managed by
the spring water trade union
– Need for a contradictory report with
higher quality standards to neutralize
the French Academy of Medicine
Strategic follow-up
(Tactical Implementation)
– Deep analysis of the French
Academy of Medicine report and
writing of the contradictory report
– Work in tandem with the trade Union
Lawyer Firm
– Help the client in implementing its
lobbying actions
08/02/2014 confidential
25

26. Elaborate Strategic Positioning
Situational analysis
–
A thermal Bath faces constant regression
of turnover
Strategic Diagnostic
–
–
–
Thermal Bath location and
accommodations inadequate to drain
clients by themselves
Thermal medicine no longer considered as
a reference for chronic conditions by GPs
100% of French centres for burned
patients refer cases to the Thermal bath
Strategic Recommendation
–
–
–
Reinvest the neglected local medical
expertise
Position the Thermal Bath as “First
European Dermatology Spa”
Take into account the public (patient /
companion) specificity
Strategic follow-up
(Tactical Implementation)
–
–
Redesigning existing communication tools
and creation of new ones (detail aid, ...)
Creation and training of a sales’ force
dedicated to GPs

27. Design International Expert Group
Situational analysis
– Prescribers tend to restrict more and
more the use of Fluoroquinolones
among Companion Animals
Strategic Diagnostic
– Prescribers tend to apply Large Animals
prescription rules for lack of
spokespersons highlighting Companion
Animal specificity
Strategic Recommendation
– Design an European Expert Board
eliciting recognized European
Guidelines
Strategic follow-up
(Tactical Implementation)
08/02/2014 confidential
– Recruit & support members
– Suggest themes and developments
– Supervise premise organisation &
logistic
– Develop communication tools
– Work out publication plan and
awareness campaign
27

28. Enhance Disease Awareness
Situational analysis
– Dravet’s syndrome is under
diagnosed due to insufficient
awareness
Strategic Diagnostic
– Orphan Drug status doesn’t allow
classic communication
Strategic Recommendation
– Medical Education and Unbranded
communication are appropriate to
elicit significant market penetration
Strategic follow-up
(Tactical Implementation)
– Design of support
– Perform interviews
– Editing of interviews and
animations
– Checking of scientific and medical
relevance

29. Rejuvenate a European Brand
Situational analysis
–
Major Brand, once innovative, is loosing
market shares at unexpected rate
Strategic Diagnostic
–
Recent external growth and introduction
to stock exchange of company impact on
stakeholders neglected
Strategic Recommendation
–
Creation of an International Brand Task
Force composed of the International
Marketing Team and affiliates leaders
Strategic follow-up
(Tactical Implementation)
– Creation of the International Marketing
Team leadership
– Animation of task force meeting
– Brand rejuvenation along with task force
participants
– Press Ad execution supervision and detail
aids content
08/02/2014 confidential
29

30. Re-Launch an International Brand
Situational analysis
– The launch of the Biomedic portfolio
didn’t match expectations
Strategic Diagnostic
– The initial pure cosmetic positioning
was inadequate regarding
Dermatologists considering the
peeling has a strong effect requiring
medical supervision
– Side effects elicit a negative image
among customers
Strategic Recommendation
– Reposition portfolio as a “Medical”
Must
– Create a European expert group to
endorse the new positioning
Strategic follow-up
(Tactical Implementation)
– Expert group design and
management
– Drafting of guidelines for good
practice for the use of peeling
– Elaboration of CME training modules
– Recruit & support speakers
– Develop communication tools
– Dissemination of the group concept
to each target region (Asia, North
America, South America)

31. Shift Paradigms
Situational analysis
–
The French Defence Medical Service has
to switch from an endowment driven to a
client driven activity
Strategic Diagnostic
–
There is a need for a deep and
homogeneous change in management
paradigms as well as clear understanding
of the new strategy
Strategic Recommendation
–
Develop a specific appropriation and
implementation methodology
Strategic follow-up
(Tactical Implementation)
–
–
–
–
08/02/2014 confidential
Contribution to the fine tuning of the
strategy
Creation of appropriation methodology
Develop communication & appropriation
tools
Recruit, train & support speakers/high
profile managers
31

32. Manage High Risk Communication
Situational analysis
– French President elicited the creation
of the “multilateral cooperation for
defense and security in the Western
Mediterranean forum”
Strategic Diagnostic
–
Territorial conflicts and cultural
discrepancies among participants
may rise resistance in a highly
sensitive context
Strategic Recommendation
– Encourage experience, knowledge
and previous cooperation sharing
– Build an event momentum driving
participant to sign up a committing
multilateral partnership agenda
Strategic follow-up
(Tactical Implementation)
– Co-management of the event
– On site elaboration of the draft
Covenant
– One to one meetings with participant
to validate final draft and to
encourage covenant signature
08/02/2014 confidential
32

33. Provide High Standards
Conferences
Lectures & Workshops
Institut of Directors
Journal of Communication in Healthcare
Henry Stewart Publishing
ESReDA (Alstom seminar)
Eurosatory 2010
European Defence and Security Meetings
Paroles d’experts HCFDC
Ecole de Guerre Economique
08/02/2014 confidential
33

34. Pharma Firms which benefited from
our team members advices
Abbott
Alcon
Allergan
AltanaPharma
Astra Zeneca
Biocodex
BMS
COOPER
Eisai
Ferring
Fournier
Fresnius-Kabi
Galderma
GSK
Hutchinson
Jancen-Cilag
La Roche Posay
Lilly
Merck
Nestlé Infant Nutrition
Novartis Santé Familial
Novartis Animal Health
Pfizer
Pharmamar
Sanofi-Aventis
Sanofi-Pasteur
Shering-Plough
Stallergenes
Vétoquinol
Wyeth

35. –
Our costing
procedure

36. Our Costing Grid
StratAdviser approach consist of
– Setting the level of strategic advice required
– Determining the required time and team to follow our
proprietary methodology
– Applying our costing chart
Functions
Daily rates
Director of Strategies
£2,317.00
Client Service Director
£1,472.00
Director of Operations
£1 227.00
Scientific Director
£1 227.00
Consultant/
Expert
£1 704.00
Account Executive
08/02/2014 confidential
£320.00
36

37. Five levels of advice
Instant advice
–
–
–
The client is confident with his own analysis of the issue he is facing. He doesn't want
StratAdviser to challenge his analysis and his formulation of the need
The client wants a solution ready to use with short notice
The client doesn't need StratAdviser to integrate the advice or to provide any follow-up
regarding tactical recommendation linked to the strategic advice that has been provided
Classic advice
–
–
–
The client is confident with his own analysis of the issue he is facing. He doesn't want
StratAdviser to challenge his analysis and his formulation of the need
The client wants StratAdviser to deliver a ready to use strategic Prescription as well as the
proper systematic related Integration Plan and Appropriation Process to solve his issues
The client doesn't need StratAdviser to provide any follow-up regarding tactical
recommendation linked to the strategic advice that has been provided
Advanced I & II advice
–
–
–
The client expects StratAdviser to help him to analyse the issue he is facing
The client wants to develop a clear understanding of the situation along with StratAdviser,
then to build the appropriate strategic response with StratAdviser methodology, then
elaborate the proper systematic related Integration Plan and Appropriation Process to solve
his issues
Eventually, the client needs StratAdviser to provide a follow-up while integrating the advice
among his usual staff
Custom
–
The client expects StratAdviser to challenge his analysis and his formulation of the question
(other selections are possible)
08/02/2014 confidential
37

38. Average time spent for each levels
AE: Account Executive ● SD: Scientific Director ● DO: Director of Operations ● CSD: Client Service Director ● DS: Director
of Strategies ● C/E: Consultant/Expert ● TC: Technical Costs ● OOPs: Out Of Purchase
08/02/2014 confidential
38

39. Our Commercial policy
Our estimates reflect a deep analysis of our client’s need with a constant
concern to find the best compromise between their expectations, their real
needs and their financial constraints
– StratAdviser commercial team will invest appropriate time and effort during the
negotiation phase to come up with the best case scenario estimate
– In some rare situations, this may imply difficult choices for both parties to be
made
Therefore after the validation of the estimate no adjustment is allowed
except for the following rules:
– Account Executives have a goodwill up to 5% rebate
– Client Service Director have the ability to negotiate another additional 5% rebate
if the situation justifies it
– In some exceptional situations, the General Manager might allow to negotiate an
additional 5% rebate
In any other case the estimate is voided and a new round is initiated
– Any validated estimate voided due to client’s direct or indirect decision implies
the payment of 10% of the estimate in addition of any ready intermediate
08/02/2014 confidential
achievements which would be charged “prorata temporis”.
39

40. More precisely, what are the issues you
are currently facing?
Which one should benefit from our
Strategic Diagnostic,
Strategic Recommendation &
Strategic Follow-up?

41. ● Structure development ● Profit development ● Resilience development ● Personal development
StratAdviser Ltd
Berkeley Square House
London W1J 6BD UK
StratAdviser France
8 rue Saint Marc
75002 Paris France
www.stratadviser.com
Beata LEWANDOWSKA
Tel: +44 (0) 207 8874510
Fax: +44 (0) 796 4330504
b.lewandowka@stratadviser.co.uk
Sébastien MODICOM
Tel : +33 (0)9 64 25 23 92
Fax : +33 (0)1 42 33 44 76
s.modicom@stratadviser.com
41