Johnson and Johnson Case Competition RU Team JShekhar Gurnani
The document outlines recommendations for Enthuse, a healthcare company, to expand its portfolio and launch a new knee replacement product. It recommends developing the product in-house with consultants at a cost of $1.058 billion. It suggests pricing the product at $4,500 with a 3% annual increase while absorbing an excise tax. A premium marketing strategy targeting medical professionals could increase market share by 0.75%. Using direct sales representatives rather than distributors would boost sales and earnings. An in-house supply chain would allow full control over manufacturing. Sensitivity analyses show the recommendations would increase cumulative net income and NPV while maintaining a high IRR even when considering risks.
Colgate- Palmolive:The Precision Toothbrush case analysisNavdeep Jain
This is a case analysis of Harvard Business School case, Colgate-Palmolive Company: The Precision Toothbrush prepared under the guidance of Prof. Sameer Mathur
This document provides an analysis of Johnson & Johnson (JNJ) including an industry outlook, company overview, investment rationale, catalysts, risks, and valuation. Key points include:
- The healthcare industry is expected to grow annually by 3.7-6.5% driven by an aging population and increasing access to pharmaceuticals.
- JNJ has a diverse product portfolio and generates nearly half its revenue in the US. It has a large R&D pipeline and spends over $8 billion annually on R&D.
- JNJ maintains a strong financial position with consistent profitability, low debt levels, and growing free cash flow that could support acquisitions.
- Near-term catalysts include potential
Matthew Hanley provides his resume, which details his career in sales leadership, marketing, strategic planning, and training and development roles within the biopharmaceutical industry, most recently as Executive Director of Commercial Training and Development at Amgen where he leads learning programs and organizational strategy. He has over 25 years of industry experience and a track record of success developing strategies to drive growth, productivity, and revenue. His resume highlights career achievements, areas of expertise, education, and work history.
Colgate Palmolive - The Precision Toothbrush - Case Study AnalysisSharanya Ray
Colgate Palmolive is analyzing the launch of its new Precision toothbrush. The Precision toothbrush provides triple brushing action and is more effective at plaque removal than rivals. It is positioned in the super-premium market segment at a higher price point. While the toothbrush market has grown steadily, Colgate aims to target the niche segment of therapeutic brushers with the Precision. Colgate's recommendations include providing free samples to dentists to promote the Precision as the professional's choice and offering refund guarantees to build customer loyalty for the new product.
WashLady is an online laundry service app that aims to make laundry easy and stress-free for customers. It plans to partner with existing laundry services to outsource the actual laundry work while providing a seamless app experience. The app targets housewives, students, and young professionals between 18-40 years who want convenient laundry without the hassle. WashLady will use a freemium model and focus on excellent customer service, data analytics, and partnerships to provide quality laundry solutions on-demand.
Colgate-Palmolive developed the Precision toothbrush over 3 years using extensive research and testing. It features a unique bristle configuration and handle design that provides a triple action brushing effect, removing 35% more plaque than leading brands. Consumer research showed people were ineffective at removing plaque from gumlines and between teeth. The Precision brush was tested to be more efficient than competitors at accessing front and back teeth. While the product manager believed Precision could be more than a niche product, further work was needed to refine the marketing mix and determine profitability potential.
Johnson and Johnson Case Competition RU Team JShekhar Gurnani
The document outlines recommendations for Enthuse, a healthcare company, to expand its portfolio and launch a new knee replacement product. It recommends developing the product in-house with consultants at a cost of $1.058 billion. It suggests pricing the product at $4,500 with a 3% annual increase while absorbing an excise tax. A premium marketing strategy targeting medical professionals could increase market share by 0.75%. Using direct sales representatives rather than distributors would boost sales and earnings. An in-house supply chain would allow full control over manufacturing. Sensitivity analyses show the recommendations would increase cumulative net income and NPV while maintaining a high IRR even when considering risks.
Colgate- Palmolive:The Precision Toothbrush case analysisNavdeep Jain
This is a case analysis of Harvard Business School case, Colgate-Palmolive Company: The Precision Toothbrush prepared under the guidance of Prof. Sameer Mathur
This document provides an analysis of Johnson & Johnson (JNJ) including an industry outlook, company overview, investment rationale, catalysts, risks, and valuation. Key points include:
- The healthcare industry is expected to grow annually by 3.7-6.5% driven by an aging population and increasing access to pharmaceuticals.
- JNJ has a diverse product portfolio and generates nearly half its revenue in the US. It has a large R&D pipeline and spends over $8 billion annually on R&D.
- JNJ maintains a strong financial position with consistent profitability, low debt levels, and growing free cash flow that could support acquisitions.
- Near-term catalysts include potential
Matthew Hanley provides his resume, which details his career in sales leadership, marketing, strategic planning, and training and development roles within the biopharmaceutical industry, most recently as Executive Director of Commercial Training and Development at Amgen where he leads learning programs and organizational strategy. He has over 25 years of industry experience and a track record of success developing strategies to drive growth, productivity, and revenue. His resume highlights career achievements, areas of expertise, education, and work history.
Colgate Palmolive - The Precision Toothbrush - Case Study AnalysisSharanya Ray
Colgate Palmolive is analyzing the launch of its new Precision toothbrush. The Precision toothbrush provides triple brushing action and is more effective at plaque removal than rivals. It is positioned in the super-premium market segment at a higher price point. While the toothbrush market has grown steadily, Colgate aims to target the niche segment of therapeutic brushers with the Precision. Colgate's recommendations include providing free samples to dentists to promote the Precision as the professional's choice and offering refund guarantees to build customer loyalty for the new product.
WashLady is an online laundry service app that aims to make laundry easy and stress-free for customers. It plans to partner with existing laundry services to outsource the actual laundry work while providing a seamless app experience. The app targets housewives, students, and young professionals between 18-40 years who want convenient laundry without the hassle. WashLady will use a freemium model and focus on excellent customer service, data analytics, and partnerships to provide quality laundry solutions on-demand.
Colgate-Palmolive developed the Precision toothbrush over 3 years using extensive research and testing. It features a unique bristle configuration and handle design that provides a triple action brushing effect, removing 35% more plaque than leading brands. Consumer research showed people were ineffective at removing plaque from gumlines and between teeth. The Precision brush was tested to be more efficient than competitors at accessing front and back teeth. While the product manager believed Precision could be more than a niche product, further work was needed to refine the marketing mix and determine profitability potential.
Colgate Palmolive company- the precision toothbrushPOOJA M
Colgate-Palmolive is launching a new precision toothbrush and must decide whether to market it to the mainstream or niche market. The document analyzes the toothbrush market, Colgate's competitors, and evaluates marketing the brush to the mainstream versus niche "super premium" segment. It concludes the niche market is the best strategy since the brush's benefits cater especially to those seeking advanced gum care, it would avoid cannibalizing other Colgate product sales, and niche markets attract fewer competitors.
This document provides an overview and analysis of marketing and business decisions for a new mouthwash product launch by Lambert & Lawrence. It includes:
1) An agenda outlining topics like case overview, recommended decisions, financial analysis, and competitive analysis.
2) Recommendations for an initial prime marketing strategy, secondary prime marketing, standard initial selling, superior secondary selling, launching a naturals brand, premium pricing with $1 off coupons, product donations, and silver packaging.
3) Analyses of the recommended decisions including reasons for the naturals brand, premium pricing strategy, donations program, and silver packaging choice. Financial impacts and a SWOT analysis are also summarized.
Colgate Palmolive developed a new toothbrush called Colgate Precision and the product manager must recommend a marketing strategy. There is a conflict over the advertising budget between Colgate Precision and Colgate Plus. The product manager proposes progressively increasing the total budget and allocating 25% more to Precision each year. Analyzing pricing and sales projections, niche positioning earns $1.79 million in profit Year 1 and $19.96 million Year 2, showing increased volume leads to higher profits.
Thomas Schwartz has over 30 years of experience in medical device sales, starting as a sales representative and progressing to roles with increasing responsibility such as regional sales manager. He currently manages sales in several midwestern states for Karl Storz Endoscopy. Schwartz has expertise selling a variety of medical devices including endoscopic video equipment, orthopedic implants, and fluid management systems. He holds a bachelor's degree and has successfully grown sales territories and negotiated contracts with major healthcare systems throughout his career.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
A successful generic product starts with understanding consumer needs and brand value. On November 4-7 in Singapore, IBC will host the 9th Annual Generics Asia 2014, Asia’s longest running Generics conference, to help you and your organization understand how to incorporate marketing and partnership into your business strategy.
The key topics to be covered at the event include:
Regulatory Update and Accelerating Access to New market
o A panel of experts from Philippines Chamber of Pharmaceutical Industry, Actavis, Hovid and Pfizer
Building Brand Awareness and Delivering New Products with a Cost Effective Strategy
o Allan Marx Ancheta, Director Business Development and Strategy, Commercial Innovation and Alliance, Merck
Managing Sale Force Effectiveness and Innovative Channels for Generics Products
o Marvin Biliwang, Commercial Effectiveness Director, Takeda Pharmaceuticals
Establishing Partnerships to Add Value and Build Market Share
o Philip Cox, President Director, PT Takeda Indonesia
Innovative Models and Super Generics for Prolonging Product Life Cycles
o Dr. Shirish Kulkarni, Senior Vice President, Formulation Development, Sun Pharmaceutical
The document provides information on Colgate-Palmolive's competitors and the US oral care market in 1991. It summarizes key details on Colgate's sales and profits in 1991, market share of oral care products, major toothbrush competitors, consumer behavior trends, and advertising expenditures. It also describes Colgate's new Precision toothbrush, which clinical trials showed removed 35% more plaque than competitors, and debates positioning and marketing strategies for the new product.
Colgate Palmolive was considering launching a new precision toothbrush. They could position it as either a niche product targeting gum health or a mainstream product. As a niche product it would capture less of the market more slowly but with less risk, while mainstream would capture more of the market faster but with greater risk. They analyzed test marketing and financial projections. In the end, they recommended initially positioning it as a niche product to appeal to consumers concerned with gum health, then potentially expanding it mainstream later.
The document provides information about the 8th Asia Generics Conference taking place from 11-14 November 2013 in Singapore. The conference will discuss topics related to developing competitive strategies for pricing, portfolio management, and market access in the generics industry in Asia. It outlines an agenda with sessions on market outlook, regulatory pathways, market access opportunities, product differentiation, branding, distribution, and strategic partnerships. Speakers include representatives from Johnson & Johnson, Pfizer, Unilab, and other pharmaceutical companies. Workshops on go-to-market innovation and biosimilars entry are also advertised.
Colgate-Palmolive Company: The Precision Toothbrush Case StudyUttaravalli Abhinav
Colgate-Palmolive developed a new toothbrush called Precision to provide better plaque removal than competitors. The Precision product manager considered whether to position it as a niche or mainstream product. Financial analysis showed greater profits from niche positioning in year 1 transitioning to mainstream in year 2. This minimized revenue losses from cannibalizing existing products. Testing found naming it "Precision" rather than "Colgate Precision" reduced cannibalization. The launch communication strategy included consumer promotions, emphasizing Precision's plaque removal, and sampling to overcome perceptions of its unusual brush head design. Dentist sampling further supported the niche launch approach.
This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
Mark Helle has over 25 years of experience in senior leadership roles in the healthcare industry, specializing in strategic planning, sales and marketing, mergers and acquisitions, and business development. He has a track record of leading growth and transformations at large healthcare companies through innovative strategies, partnerships, and new service offerings. Currently he is a Senior Sector Advisor at a merger and acquisition consultancy focused on the healthcare field.
The document provides an analysis of Colgate's global rollout of its new toothpaste brand Colgate Max Fresh (CMF) in China and Mexico. It finds that Mexico better adapted the launch to local consumer needs compared to China, resulting in higher profits for Mexico. Specifically, Mexico's marketing strategies were more aligned with the US strategies with minimal additional advertising costs. This led to substantial operating profits in Mexico. For long term global success, Colgate should standardize adaptations where possible across countries with similar cultures to reduce complexity. Overall, localized adaptations are necessary for success but added complexity can be good or bad depending on how it is managed from a global perspective.
Colgate-Palmolive Company : The Precision Toothbrush | HBS Case Presentation ...Ishan Darwhekar
Presentation on HBS Case Colgate-Palmolive Company: The Precision Toothbrush. It thoroughly analyzes the various details provided in the case while carefully evaluating the final decision of positioning, branding, and communication of the Colgate Precision Toothbrush to the consumers.
Brand Differentiation in the Pharmaceutical Industry: Interview with: Robert Finkel, Principal & Chief Creative Officer, Kane & Finkel Healthcare Communications, a sponsor company at the marcus evans PharmaBrand Summit 2012, on differentiating brands in the highly restricted pharmaceuticals industry.
CASE STUDY ON THE FACTORS THAT LEAD TO THE GLORY OF COLGATE BRANDVARUN KESAVAN
Colgate is an umbrella brand principally used to sell oral hygiene products such as toothpastes, toothbrushes, mouthwashes and dental floss. Manufactured by American consumer-goods conglomerate Colgate-Palmolive, Colgate oral hygiene products were first sold by the company in 1873, sixteen years after the death of the founder, William Colgate.
According to a 2015 report by market research company Kantar Worldpanel, Colgate is the only brand in the world purchased by more than half of households globally.[1] Colgate has a global market penetration of 67.7% and a global market share of 45%[2] - despite this, it maintained the highest growth rate of all brands in the survey, with 40 million new households purchasing Colgate-branded products in 2014.[3] Its global market penetration is nearly 50% higher than the second-placed brand in the study, Coca-Cola (43.3% penetration).
This document discusses Colgate Palmolive's strategy for launching a new precision toothbrush. It considers positioning the product as either a niche market product or mainstream product. The document analyzes market research data on oral care spending, consumer preferences, and competitive offerings. It finds that positioning as a niche product targeting gum health concerns would generate the greatest estimated profit over two years, despite lower projected revenue, as it would cannibalize fewer existing Colgate product sales. The document recommends an initial niche market positioning for the precision toothbrush.
Bradley Love has over 25 years of experience in medical device and healthcare sales. He is currently a Regional Sales Manager at Neurovision Medical in California, where he manages sales goals and develops strategic plans for the Midwest region. Prior to this role, he held several sales and account executive positions at companies like GHX, Cook Medical, McKesson Provider Technologies, and Olympus America. He has a proven track record of exceeding sales targets and growing business. Love has strong skills in strategic planning, business development, customer relationship building, and sales management.
Colgate Palmolive company- the precision toothbrushPOOJA M
Colgate-Palmolive is launching a new precision toothbrush and must decide whether to market it to the mainstream or niche market. The document analyzes the toothbrush market, Colgate's competitors, and evaluates marketing the brush to the mainstream versus niche "super premium" segment. It concludes the niche market is the best strategy since the brush's benefits cater especially to those seeking advanced gum care, it would avoid cannibalizing other Colgate product sales, and niche markets attract fewer competitors.
This document provides an overview and analysis of marketing and business decisions for a new mouthwash product launch by Lambert & Lawrence. It includes:
1) An agenda outlining topics like case overview, recommended decisions, financial analysis, and competitive analysis.
2) Recommendations for an initial prime marketing strategy, secondary prime marketing, standard initial selling, superior secondary selling, launching a naturals brand, premium pricing with $1 off coupons, product donations, and silver packaging.
3) Analyses of the recommended decisions including reasons for the naturals brand, premium pricing strategy, donations program, and silver packaging choice. Financial impacts and a SWOT analysis are also summarized.
Colgate Palmolive developed a new toothbrush called Colgate Precision and the product manager must recommend a marketing strategy. There is a conflict over the advertising budget between Colgate Precision and Colgate Plus. The product manager proposes progressively increasing the total budget and allocating 25% more to Precision each year. Analyzing pricing and sales projections, niche positioning earns $1.79 million in profit Year 1 and $19.96 million Year 2, showing increased volume leads to higher profits.
Thomas Schwartz has over 30 years of experience in medical device sales, starting as a sales representative and progressing to roles with increasing responsibility such as regional sales manager. He currently manages sales in several midwestern states for Karl Storz Endoscopy. Schwartz has expertise selling a variety of medical devices including endoscopic video equipment, orthopedic implants, and fluid management systems. He holds a bachelor's degree and has successfully grown sales territories and negotiated contracts with major healthcare systems throughout his career.
Colgate palmolive company the precision toothbrush case studyYash B.
Colgate-Palmolive is launching a new precision toothbrush to compete in the highly competitive toothbrush market. They developed a unique brush with three different length bristles shown to remove 35% more plaque. Susan Steinberg must determine positioning, branding, and communications strategies. Key issues are how to position precision, set the advertising budget, and develop a profit plan. Research showed claims of preventing gum disease drove purchase intent. Competition from Oral-B, Reach and others will be tough given their innovation, endorsements, and claims.
A successful generic product starts with understanding consumer needs and brand value. On November 4-7 in Singapore, IBC will host the 9th Annual Generics Asia 2014, Asia’s longest running Generics conference, to help you and your organization understand how to incorporate marketing and partnership into your business strategy.
The key topics to be covered at the event include:
Regulatory Update and Accelerating Access to New market
o A panel of experts from Philippines Chamber of Pharmaceutical Industry, Actavis, Hovid and Pfizer
Building Brand Awareness and Delivering New Products with a Cost Effective Strategy
o Allan Marx Ancheta, Director Business Development and Strategy, Commercial Innovation and Alliance, Merck
Managing Sale Force Effectiveness and Innovative Channels for Generics Products
o Marvin Biliwang, Commercial Effectiveness Director, Takeda Pharmaceuticals
Establishing Partnerships to Add Value and Build Market Share
o Philip Cox, President Director, PT Takeda Indonesia
Innovative Models and Super Generics for Prolonging Product Life Cycles
o Dr. Shirish Kulkarni, Senior Vice President, Formulation Development, Sun Pharmaceutical
The document provides information on Colgate-Palmolive's competitors and the US oral care market in 1991. It summarizes key details on Colgate's sales and profits in 1991, market share of oral care products, major toothbrush competitors, consumer behavior trends, and advertising expenditures. It also describes Colgate's new Precision toothbrush, which clinical trials showed removed 35% more plaque than competitors, and debates positioning and marketing strategies for the new product.
Colgate Palmolive was considering launching a new precision toothbrush. They could position it as either a niche product targeting gum health or a mainstream product. As a niche product it would capture less of the market more slowly but with less risk, while mainstream would capture more of the market faster but with greater risk. They analyzed test marketing and financial projections. In the end, they recommended initially positioning it as a niche product to appeal to consumers concerned with gum health, then potentially expanding it mainstream later.
The document provides information about the 8th Asia Generics Conference taking place from 11-14 November 2013 in Singapore. The conference will discuss topics related to developing competitive strategies for pricing, portfolio management, and market access in the generics industry in Asia. It outlines an agenda with sessions on market outlook, regulatory pathways, market access opportunities, product differentiation, branding, distribution, and strategic partnerships. Speakers include representatives from Johnson & Johnson, Pfizer, Unilab, and other pharmaceutical companies. Workshops on go-to-market innovation and biosimilars entry are also advertised.
Colgate-Palmolive Company: The Precision Toothbrush Case StudyUttaravalli Abhinav
Colgate-Palmolive developed a new toothbrush called Precision to provide better plaque removal than competitors. The Precision product manager considered whether to position it as a niche or mainstream product. Financial analysis showed greater profits from niche positioning in year 1 transitioning to mainstream in year 2. This minimized revenue losses from cannibalizing existing products. Testing found naming it "Precision" rather than "Colgate Precision" reduced cannibalization. The launch communication strategy included consumer promotions, emphasizing Precision's plaque removal, and sampling to overcome perceptions of its unusual brush head design. Dentist sampling further supported the niche launch approach.
This document analyzes Colgate Palmolive's competitive position in the toothbrush market. It discusses the emergence of a super-premium category and increased consumer awareness of gum health. It evaluates positioning Colgate's new Precision toothbrush as either a niche or mainstream product. Marketing it as a mainstream brand could capture more market share but risk cannibalizing some Colgate Plus sales. A financial projection is provided comparing the positioning strategies over two years.
Mark Helle has over 25 years of experience in senior leadership roles in the healthcare industry, specializing in strategic planning, sales and marketing, mergers and acquisitions, and business development. He has a track record of leading growth and transformations at large healthcare companies through innovative strategies, partnerships, and new service offerings. Currently he is a Senior Sector Advisor at a merger and acquisition consultancy focused on the healthcare field.
The document provides an analysis of Colgate's global rollout of its new toothpaste brand Colgate Max Fresh (CMF) in China and Mexico. It finds that Mexico better adapted the launch to local consumer needs compared to China, resulting in higher profits for Mexico. Specifically, Mexico's marketing strategies were more aligned with the US strategies with minimal additional advertising costs. This led to substantial operating profits in Mexico. For long term global success, Colgate should standardize adaptations where possible across countries with similar cultures to reduce complexity. Overall, localized adaptations are necessary for success but added complexity can be good or bad depending on how it is managed from a global perspective.
Colgate-Palmolive Company : The Precision Toothbrush | HBS Case Presentation ...Ishan Darwhekar
Presentation on HBS Case Colgate-Palmolive Company: The Precision Toothbrush. It thoroughly analyzes the various details provided in the case while carefully evaluating the final decision of positioning, branding, and communication of the Colgate Precision Toothbrush to the consumers.
Brand Differentiation in the Pharmaceutical Industry: Interview with: Robert Finkel, Principal & Chief Creative Officer, Kane & Finkel Healthcare Communications, a sponsor company at the marcus evans PharmaBrand Summit 2012, on differentiating brands in the highly restricted pharmaceuticals industry.
CASE STUDY ON THE FACTORS THAT LEAD TO THE GLORY OF COLGATE BRANDVARUN KESAVAN
Colgate is an umbrella brand principally used to sell oral hygiene products such as toothpastes, toothbrushes, mouthwashes and dental floss. Manufactured by American consumer-goods conglomerate Colgate-Palmolive, Colgate oral hygiene products were first sold by the company in 1873, sixteen years after the death of the founder, William Colgate.
According to a 2015 report by market research company Kantar Worldpanel, Colgate is the only brand in the world purchased by more than half of households globally.[1] Colgate has a global market penetration of 67.7% and a global market share of 45%[2] - despite this, it maintained the highest growth rate of all brands in the survey, with 40 million new households purchasing Colgate-branded products in 2014.[3] Its global market penetration is nearly 50% higher than the second-placed brand in the study, Coca-Cola (43.3% penetration).
This document discusses Colgate Palmolive's strategy for launching a new precision toothbrush. It considers positioning the product as either a niche market product or mainstream product. The document analyzes market research data on oral care spending, consumer preferences, and competitive offerings. It finds that positioning as a niche product targeting gum health concerns would generate the greatest estimated profit over two years, despite lower projected revenue, as it would cannibalize fewer existing Colgate product sales. The document recommends an initial niche market positioning for the precision toothbrush.
Bradley Love has over 25 years of experience in medical device and healthcare sales. He is currently a Regional Sales Manager at Neurovision Medical in California, where he manages sales goals and develops strategic plans for the Midwest region. Prior to this role, he held several sales and account executive positions at companies like GHX, Cook Medical, McKesson Provider Technologies, and Olympus America. He has a proven track record of exceeding sales targets and growing business. Love has strong skills in strategic planning, business development, customer relationship building, and sales management.
Mark Prodger is a highly experienced senior business leader with expertise in strategic planning, product development, market research, and talent development. He has over 20 years of experience leading initiatives to drive growth at various Fortune 500 companies. Most recently, he provided consultative services and led projects to develop robust client information processes at Midwest ISO.
Glenn Reiser has over 18 years of experience in marketing, sales, business development, and managed markets. He has held several leadership roles at Endo, Inc. and Centocor, Inc. - Johnson & Johnson, where he successfully launched new divisions, exceeded sales targets, and improved operations. Reiser has expertise in strategic planning, market research, sales management, contract negotiation, and customer relationship management. He holds an MBA in Marketing from Northeastern University.
Jack Walls is a sales professional with over 15 years of experience in the healthcare technology industry. He has a proven track record of exceeding sales quotas and driving adoption of new surgical technologies. His most recent role was at Intuitive Surgical as a Clinical Sales Representative where he sold robotic surgical systems and led sales training. He holds an MBA and is looking to continue his career in an innovative healthcare company.
This document discusses key topics for business leaders to consider when developing strategies, including how to create an environment that drives innovation, analyzing future opportunities, and gaining a competitive advantage. It emphasizes understanding customers, competitors, and industry trends to formulate a strategy and outlines frameworks like PESTEL analysis, Porter's five forces, and the BCG matrix to evaluate the business environment and portfolio. The role of the leader is to communicate vision, motivate teams, set goals, and ensure outstanding results through strategic planning.
This document is a resume for Lisa Barnett, a senior sales professional with over 15 years of experience in healthcare sales. She has held several sales roles with increasing responsibility at companies such as Quintiles-Exact Sciences, Human Capital, Georgia-Pacific, Eisai Pharmaceuticals, and Wallace Pharmaceuticals. Her experience includes account management, strategy development, relationship building, territory management, product management, and sales training. She has a proven track record of consistently achieving or exceeding aggressive sales goals.
Dwight Mater has over 30 years of experience in strategy, business development, M&A, and operations leadership across multiple industries. He has a proven track record of driving growth, improving processes, and implementing strategic transformations. Mater's background includes senior roles in healthcare, information services, and manufacturing companies focused on developing new business initiatives, pursuing acquisitions, enhancing operational effectiveness, and leading strategic planning.
This document is a resume for Ahnne Weber. It summarizes her professional experience in business development, strategic account management, and sales over the past 15+ years. She has worked in the healthcare, technology, food, and pharmaceutical industries. Her most recent role was as a Sales Consultant for an automation technology company where she exceeded sales goals and built a large sales pipeline. She has a track record of successfully managing and expanding strategic business relationships.
John Gransee is an accomplished finance and business professional with over 30 years of experience in leadership roles within the healthcare industry. He currently serves as Senior Vice President and CFO of Covance, a $3 billion drug development services segment of LabCorp. Prior to this role, he held various VP roles at Covance and Baxter International, leading strategic initiatives, operations, and financial management. He has a proven track record of delivering cost savings, improving processes, and growing business.
This document provides a summary of Charlotte Angela Cook's experience and qualifications for a medical sales specialist position. She has over 15 years of experience in medical sales, most recently as a regional sales representative for Gebauer Company, a medical device manufacturer, where she achieved 8.5% growth in 2016. Prior to that, she held medical sales roles at LifeGas, Xodus Medical, Grainger, and National City Bank, consistently exceeding sales goals and rankings. Her experience includes managing territories, developing sales strategies, attaining new business through prospecting and relationship building, product launches, and account management. She has a Master of Business Administration degree and Bachelor of Science in Organizational Communications from Kennesaw State University.
Pam Boulware is a senior marketing executive with over 20 years of experience in pharmaceutical marketing. She has expertise in brand strategy, advertising, project management, and building high-performing teams. Her resume summarizes senior leadership positions with several healthcare marketing agencies where she improved operational efficiencies, grew revenues, and led award-winning marketing programs.
Ed Couvertiere has over 20 years of experience in sales and account management, primarily in the healthcare industry. He has a proven track record of exceeding sales goals and quotas through strategic business planning, relationship building, and providing clinical and technical support to healthcare providers. Currently he is responsible for sales of orthopedic devices and developing territory business plans at Bioventus.
Michel Agriopoulos has over 10 years of experience in clinical software and health informatics. He has led successful EHR implementations at multiple hospitals to meet Meaningful Use deadlines. As a product manager, he delivered quarterly software releases for over 700 hospital clients. Through implementing clinical decision support tools, he helped cut operational costs by 5%. He has expertise in acute and ambulatory settings, EHR applications, clinical workflow, quality measure reporting, and staff training.
Capable individual with broad healthcare experience in clinical informatics for acute and ambulatory settings. Work with clinical staff and professionals.
Lane Baumberger is a senior-level sales management professional with a history of increasing sales and profits for medical device companies. As a territory manager and national field trainer for Arthrocare Medical, he grew his territory sales 602% and was appointed to their Portfolio Advisory Board. He later served as the East Central Regional Manager, turning the region around to exceed sales goals. Baumberger has extensive experience in brand strategy, product launches, sales training, and relationship building.
Shelia Carpenter has over 25 years of experience in sales, marketing, and training roles within the medical, pharmaceutical, and cosmetics industries. She has a proven track record of increasing revenues and territory growth through strategic account development, product training, and developing high-performing sales teams. Carpenter's expertise includes developing budgets, sales presentations, and tracking systems to improve business processes and performance. She seeks a sales role where she can apply her strong relationship-building, training, and leadership skills.
Consultile is a consulting and digital marketing firm that provides services to pharmaceutical companies. It aims to help clients make strategic decisions and adapt their strategies for business growth. Consultile offers management consulting, market research, marketing, and training services. Launching new drugs effectively is becoming more challenging due to factors such as fewer blockbuster drugs, more specialty launches, greater focus on value and outcomes, faster innovation cycles, and constrained resources. Consultile provides launch excellence services to help clients overcome challenges such as consistently applying a launch framework, ensuring launch teams focus on strategy, and maintaining real-time visibility of launch readiness.
Aegon Americas: Leveraging leading positions in workplace and individual solu...Aegon
Joe Boan (Workplace & Individual Markets), Scott Ramey, (Workplace Solutions) and Phil Eckman (Customer Experience & Advice) provide an update on how Transamerica is leveraging leading positions in Workplace & Individual Solutions.
"Cold Call Campaigns Success visually represent data and information related to the effectiveness of cold calling in sales and marketing strategies. These graphics use a combination of charts, graphs, and illustrations to convey key insights and statistics in a concise and engaging manner.
The infographics may include data on conversion rates, lead generation, call-to-sale ratios, and other metrics to showcase the impact of cold calling on business growth. They can also highlight best practices, tips, and strategies for optimizing cold call campaigns to improve success rates.
By presenting complex information in a visually appealing format, these infographics make it easier for viewers to understand and digest the content quickly. This makes them an effective tool for businesses looking to communicate the benefits of cold calling and its role in driving sales success.
Overall, infographics on Cold Call Campaigns Success serve as a valuable resource for sales professionals, marketers, and business owners seeking to enhance their cold calling strategies and achieve greater success in their campaigns.
1. ZANE ZULYWITZ
268 Olivia Rose Ct., Lake Mary, FL 32746 407-221-8488 medevicerepz2@gmail.com
PERFORMANCE SUMMARY
Exceptionally Innovative and Creative Business Leader in the Medical Device arena with a distinguished career and demonstrated success driving multi-
million-dollar growth, developing and maximizing profitability, and building or restoring market share in highly complex and competitive business climates. An
effective collaborator, consistently contributing to thought leadership in the creation, implementation, and delivery of game changing initiatives proven to drive
cost conscious revenue growth in a Fortune 100 organization. Tenacious at developing new revenue opportunities, securing customer loyalty, and forging
long term relationships with external and internal business partners that fortify, drive, and sustain results.
ACHIEVEMENTS CATEGORIES REPRESENTED BELOW
• Leadership • Sales Strategy • Account Expansion • Sales Innovation with Technology
• Competitive Displacement • Strategic Penetration • KOL Development • Offensive Sales Strategy
• Marquee Account • Sales Ingenuity • Customer Retention • Market Share Capture
ACHIEVEMENT CATEGORIES DETAILED
(PC USERS; HOVER CURSOR OVER TITLES FOR JOB DESCRIPTIONS AND CONTROL CLICK TO FOLLOW LINKS FOR EMPLOYER WEBSITES)
1971 ASSOCIATES, LONGWOOD, FL JAN 2016 –
PRESENT
RENEWABLE ENERGY SENIOR SALES SOLUTIONS CONSULTANT
CENTRAL FLORIDA CLOTHING SUPPLY/GREEN EARTH TEXTILES, LONGWOOD, FL DEC2013 – DEC
2014
DISTRIBUTION AND CONTRACT MANAGER
BOSTON SCIENTIFIC ENDOSCOPY (BSCI),MARLBOROUGH, MA JAN2005 -OCT 2013
Territory Manager
• Sales Excellence: Physicians and their staffs had to be persuaded to change the way they performed Endoscopic Retrograde Cholangiopancreatography (ERCP)
procedures for BSCI product sales success. Researched disease states, investigated clinical studies to prove product superiority, added a training component, and
launched. In an average of 3-6 months each, converted accounts; increasing sales 50%, displacing competitors, and generating higher Average Selling Price (ASP) (+
$1M). Multiple best practices for account capture were identified and implemented.
• Competitive Displacement: A competitor; Olympus held 80% capital equipment market share by discounting and bundling and requiring long term contracts. This
obscured pricing and threatened BSCI core business. Developed a multi-pronged strategy; reveal pricing, competitive service agreements, presentations, and training
for sales teams. This forced Olympus to restrict discounting/bundling and protected $1.7M in only 4 product lines. This strategy was rolled out globally with savings
expected to hit $292M.
• Sales Ingenuity: A new product innovation was ready for launch that had the potential to lock out competitors but multiple obstacles for creating a sense of urgency
existed; Cost, Product Committees, and obtaining orders before coding was completed. Chosen to be the first manager to beta test. Pre-selling was required with a
6 month lead time and sales were stellar; 97% of ERCP’s were started with a tome and wire combo with a $573 ASP vs $270 traditional ; delivering $
$760,833 annual increase (16.2% CAGR) while displacing competitors.
• Customer Engagement: Multiple customers were out of compliance leading to lost business. Discovered Endoscopy providers had become price sensitive due to
budget constraints. Met with customers to educate on GPO contracts with Premier, Novation, HPG, and Broadlane. These efforts delivered GPO Compliance,
provided education about bundling and changes in reimbursement, opened doors for new technology evaluation, and maintained good will with accounts.
• Key Opinion Leader (KOL) Development: It was common for Physicians to base decisions to use BSCI devices using KOL. Determined to find 2 - 3 physicians per
discipline with the appropriate reputation, volume, and published data to serve. Achieved 10 KOL the first 4 years. This delivered BSCI access to physicians who
were persuasive promoters of BSCI products and capable of teaching other doctors the surgical techniques to utilize BSCI products.
• Offensive Sales Strategy: After 7 years’ BSCI market dominance, a competitor introduced Instinct Clip competing with BSCI Resolution Clip. Recognized an
opportunity to launch an offensive strategy. Secured multiple samples, tested, identified weaknesses, and built a PowerPoint showcasing the product’s weaknesses.
When this strategy was rolled out to other territories it protected $11.9M. BSCI continues to use this offensive strategy to compete against Instinct Clip.
• Existing Account Expansion: Hospitals object to additional devices (in this case, Spyglass Units) as costly add-ons. Convinced it was a legitimate long term strategy
to avert more invasive procedures, persuaded qualified ERCP physicians to support it by showing dramatic time savings and better outcomes; allowing the bypass of
product committees. Saved ~4 months sales cycle time, exceeded capital sales 50%, and added new revenue through long term service agreements. Exceeded plan,
2. achieved top 10 ranking nationally, and was showcased in multiple hospital websites and trade magazines (click to read articles);
o PALM BAY HOSPITAL Scroll to page 19 O WINTER HAVEN HOSPITAL O ENDONURSE MAGAZINE
O HEALTH FIRST O ORLANDO HEALTH ARTICLE
Zane Zulywitz • Page 2
BOSTON SCIENTIFIC ENDOSCOPY (BSCI), Territory Manager (2005 – 2013)CONTINUED…
• Sales Innovation through Technology: Identified an opportunity to utilize an iPad during a sales call as it offered unlimited presentation and training resources in real
time. This was the first time a BSCI Sales Rep had used technology in the field. This led management to create an e-sales team and ultimately open this up to the
entire sales force. Was charged with leading training nationally. Today this innovation is now commonplace amongst Top 100 Major Medical Device companies
globally.
• Customer Retention Strategies: Protecting base business in all GPO accounts was top priority. In an effort to keep GPO’s from falling below minimum required
pricing tiers, utilized continuous education programs, promoted new technology, provided branding, reimbursement (coding) assistance, and conducted frequent
business reviews. Achieved competitive lockout despite constant attempts to discount and ultimately ranked in the top 5% nationally for presenting
business reviews.
• Marquee Account Capture: BSCI paid $193M for the Alair BT system and although it was breakthrough technology, with convincing data, to utilize it, physicians
had to change modalities. Adding complexity was BT was not Medicare approved. Created a presentation that persuaded Orlando Regional Health Center to create
an Asthma Management center. This had a trickle-down effect as this became the blueprint to win multiple subsequent Marquee Accounts. This was recognized on
local news.
• Market Penetration / Market Share Capture: In an effort to build momentum and drive BSCI technology, got involved with VA, UCF, Nemours, and Lake Nona City
Commission members before hospital construction began and nurtured relationships with KOL to network influential MD’s. Secured a commitment from VA Medical
Center at Lake Nona; to be the largest VA hospital in the world and received a PO from Nemours Children’s Hospital; one of the largest hospitals in the world for
women and children; capturing 100% of the local pediatric market share in GI. This achievement locked out competitors.
TERRITORY MANAGER RANKINGS (AS A RESULT OF THE ABOVE EFFORTS, THIS TABLE SHOWCASES & SINCE ELIGIBILITY (2005)
Year Finish National Rank Year Finish National Rank
200
6
51/11
4
Top 34% 201
1
64/14
8
Top 43%
200
8
50/14
2
Top 35% 201
2
54/17
3
Top 31%
201
0
24/12
9
Top 19% 201
3
59/15
6
Top 38%
FOUNDERS CLUB AWARDS WHILE AT BOSTON SCIENTIFIC
This coveted award is inspired by the founders of Boston Scientific; John Abele and Pete Nicholas. It is the most prestigious individual Boston Scientific
Endoscopy sales award given to the top Territory Manager who achieves the highest sales over plan in a 2 year period.
Year Finish National Rank
2010-2011 16/108 Top 15%
2011-2012 49/128 Top 38%
2012-2013 53/142 Top 37%
ETHICON, INC., JOHNSON & JOHNSON WOUND MANAGEMENT (DIVISION OF ETHICON, INC.),SOMERVILLE, NJ 1999 - 2005
Area Sales Manager 2002- 2005
Global Sales Trainer 2001 - 2005
Senior Sales Representative/Field Trainer, Central and North Florida 2001, Central Florida 2002 – 2005, Trained 3 Glamor Trip Winners
Senior Sales Representative 1999 - 2005
AS A RESULT OF THE ABOVE EFFORTS, THE TABLE BELOW INDICATES THE RESULTING SALES RANKINGS WHILE AT JNJ
2001 Sales Award Glamour Trip 2002 Sales Award Ring Club
2004 Sales Award Glamour Trip 2004 Sales Award Watch Club
2001 Product Award Patient Skin Care 2003 Product Award Dynaflex
2002 Product Award Regranex
IKON OFFICE SOLUTIONS,ORLANDO, FL 1994 -1999
Senior Accounts Executive
EDUCATION
UNIVERSITY OF CENTRAL FLORIDA, ORLANDO, FL
B.A., Organizational Communication (8/93)
3. Activities: Sigma Chi Fraternity Offices Served; Kustos, ritualistic traditions and ceremonies; one of the highest honors bestowed in Sigma Chi,
Pi Sigma Epsilon Sales and Marketing Fraternity
COMMUNITY INVOLVEMENT / SPEAKING ENGAGEMENTS
Active speaker in the college of Marketing in the Professional Selling Program at UCF, Volunteer Head Coach for the Lake Mary Pop Warner MM Football Program,
coaching 34, 8-9 yr old kids with 68 parents and 6 assistant coaches. Record in 3 ½ years (W-29, L-2, T-1)
2013 Team Recipient of achieving highest MM Mid Florida Pop Warner GPA out of 30 associations