3b. prime 2014 cycle opu brand plan templates macro-enabled[2]

PRIMEPerformance, Rigor and Innovation in Marketing Excellence2014 Cycle OPU Brand Plan Templates

2PRIME — Performance, Rigor and Innovation in Marketing Excellence: OPU Brand Plan Templates

Agenda

Principles for Brand Plan Development

Mandatory Brand Plan Main Part

Mandatory Brand Plan Back-up

Optional Tools-for-Tools


Principles for Brand Plan DevelopmentThere is a Set of Key Questions Guiding Marketing Strategy

Activate Opportuniti

es

Differentiate the Product

Strategy Execution

MarketUnderstand

ing

Strategy Formulation

Vision and Objectives

Note: 1) Only for in-line and mature products

Define our Vision and Objectives

Design theStakeholder

Approach

Understand the Market & Competition

Which activities do we use to activate the opportunities we decided to focus on?

What are the Critical Success Factors?

How do we position our products globally?

How can we differentiate our products from competitors?

What are our objectives for the brand?

How has the brand performed against the objectives and what learning can we extract?1

What is our vision for the brand?

Which physician / patient / other stakeholder behaviors do we need to change?Which physicians, patients, and other stakeholders present the best opportunities? What are their specific drivers and barriers?

What is our market? What major trends are impacting it?

How does our product compare to our competitors’?

How do physicians and patients move through the Decision Process? Which stakeholders influence it?

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11

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7

8

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2

3

1

6



Please adhere to the limit of 50 slides for the main part of your brand plan presentation

You can include 25 more slides for each extra indication for your brand

Back-up should contain no more than 25 slides with relevant information that is not included in the main brand plan but is important

OPU teams are requested to highlight their local input in the Brand Plan with RED color, so that global teams can track which adaptations were made

The yellow call-out boxes on templates are there to indicate and provide guidance for improvements; please do not forget to remove them once you complete your brand plan

All templates were changes have been made or which are new are marked with a sticker


Legend

Principles for Brand Plan DevelopmentResponsibility of Knowledge

Management

Summary

Statement of

Vision &Objecti

ves

Long-Term

Financial Objectives

& Assumptio

ns

Product Performance Review

High-Level Market Insight

Competitor

Benefit Ladders

Benefit Ladder

Competitor

Strategy Analysis

Key Changes

and Deviations

Other Stakehol

der Overview

Decision Process

Leverage Point

Assessment

Market Access

Strategy

Positioning

Statement

Brand Personalit

y and Promise

Key Messages

by Stakehold

er

Opportunity Map

Physician and

Patient Portrait

Drivers and

Barriers

Competitor

Opportunities

&Threats

MAPOR and

Medical One-

Pagers

PRIME Core Templates


Understand the Market

& Competitio

n

Design the Stakeholder Approach

Differentiate

the Product

Activate Opportuni

ties

G O O

O

O

G

O

G

O

G

O

G

O

G

O

G G G

O

G

G

O

O

OPUs cannot change the information provided by GlobalGlobal provides information which needs to be adapted by OPUs to reflect local marketOPUs develop the section of the brand plan

G

O

G

O

G

O

G

O

G

O

G

O

G

O

G

O

PRIME Knowledge Principle

PRIME Knowledge Principle

All global and OPU marketers are accountable for evidence-based KNOWLEDGE of their market and customers

To achieve this marketers together with BA have to leverage existing research and do as much new research as required, reasonable within the limits of their given capacity

All global and OPU marketers are accountable for evidence-based KNOWLEDGE of their market and customers

To achieve this marketers together with BA have to leverage existing research and do as much new research as required, reasonable within the limits of their given capacity

OPU brand teams are supposed to spend ~70% of their time and

effort on Activation Strategy and tactics and the remaining ~30% on the other sections of the brand plan

Critical Success Factors

Execution Plan & Activity

Card

Budget Snapshot

Customer Value Matrix

SWOT

O O Field Force

Resources

OG

O

OG

O

Updated


Agenda






Disclaimer

2014 Brand Plan Boehringer Ingelheim Confidential: For internal use only

These are forward looking/planning documents. It is not the intention of the authors of this document nor of Boehringer Ingelheim to discuss, strategize, or implement marketing communications which fall beyond the anticipated approved indications for this product. Any current promotional activities must be consistent with approved label and carried out in compliance with all company policies and the applicable laws, regulations and codes.

Any discussion of competitor products is for planning purposes only, and comparisons made in promotion must obtain legal pre-clearance in order to ensure compliance with applicable laws.

Statements of Brand Character, emotional attributes and so forth are aspirational in nature and are not intended to be used in product promotion.

All promotional materials and activities must be reviewed and approved by local MLR (medical, legal, regulatory) representatives prior to distribution.

New


Core Brand Plan TemplatesTable of Contents


es


Strategy Execution

MarketUnderstand

ing




Approach


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2

3

1


Guidance on how to use this template available in “Speaker Notes” section


Recent Performance Highlights

Actual

Budgeted

Performance (vs. prior year)

% %

Annual growth (YTD)

% %

Annual change in market share (MAT)

% %

Provide information on:– Key takeaway from past financial performance– Reasons behind any unexpected outcomes– Performance of large OPUs/regions– BI performance compared to market and/or competitors– Etc.

Key Takeaways from Performance Highlights

Management SummaryWhere Are We?

Numbers Illustrative

45%

Make sure to include key issues with respect to the market, brand and competitors

Ensure to include key challenges with a cross-functional perspective (MAPOR, Medical, Marketing, etc.)

...

Key Challenges

Provide key information on current market situation, developments and trends

Ensure to include a cross-functional perspective (MAPOR, Medical, Marketing, etc.) in the market overview

…

Market Overview

Provide key information on current situation and anticipated key milestones for brand and existing as well as future competitors

Ensure to include a cross-functional perspective (MAPOR, Medical, Marketing, etc.) in the brand & competitor overview

…

Brand & Competitor Overview

[Brand][Indication][Country]


New

Please specify in the footnote which market

share definition was used for these numbers

Please specify in the footnote which market

share definition was used for these numbers

Note: Market share is defined as: …


Provide information on:– Key takeaway from the timeline– Key assumptions and potential challenges– Etc.

Key Takeaways from Launch Timeline

Management SummaryWhere Are We?

2013 2014 2015 2016

BI

Comp. 1

Comp. 2

LaunchTimeline

Timeline Illustrative

Trial Phase IIIAlign final

scenario with XXX data

2nd Line Launch

Dossier

US 1st LineLaunch

US Launch

EU Launch

Make sure to include key issues with respect to the market, brand and competitors

Ensure to include key challenges with a cross-functional perspective (MAPOR, Medical, Marketing, etc.)

...

Key Challenges

Provide key information on current market situation, developments and trends

Ensure to include a cross-functional perspective (MAPOR, Medical, Marketing, etc.) in the market overview

…

Market Overview

Provide key information on current situation and anticipated key milestones for brand and existing as well as future competitors

Ensure to include a cross-functional perspective (MAPOR, Medical, Marketing, etc.) in the brand & competitor overview

…

Brand & Competitor Overview

This version of the slide is only applicable for pre-launch/launch brands,

as recent performance figures are not available



New


Management SummaryWhere Do We Want to Be?

Financial Objectives for the Year

Forecasted Sales Budget (mio. € )

Short-Term

Provide SMART (specific, measurable, attainable, relevant, timely) objectives that will support achieving the product’s vision

Text Text

Provide information on:– Key takeaway from long-term financial objectives– Additional details or forecasts not displayed in the chart– Forecast assumptions and potential challenges to the forecast– Ensure to include key assumptions and key drivers/ barriers of

the forecasts– Etc.

Key TakeawaysNumbers

Illustrative

Brand ObjectivesBehavioral Objectives

Per Stakeholder

78%

Target HCPs Text Text

Target Patients

Text Text

Payors Text Text

Scientific Experts

Text Text

Only Include major behavioral objectives for the most relevant

stakeholders. Limit the number of stakeholders to the 4 most

important ones

The list of stakeholders in this template is illustrative. Please adapt

it to your requirements

Only Include major behavioral objectives for the most relevant

stakeholders. Limit the number of stakeholders to the 4 most

important ones

The list of stakeholders in this template is illustrative. Please adapt

it to your requirements

Mid-/Long-Term

Provide SMART (specific, measurable, attainable, relevant, timely) objectives that will support achieving the product’s vision

Text Text



New


Management SummaryHow Do We Get There?

Key Brand Performance Indicators

Text Text Text

List the most important (not all!) activities that relate to the key strategic initiatives

Text Text

List the most important key strategic initiatives that relate to the Critical Success Factors

Text Text

List all or at least the most important Critical Success Factors

Text Text

Provide a high-level overview of key resources

Ensure to include information on Marketing costs, Medical Affairs Costs and FTEs

Text Text

Text Text Text

Please include the most relevant KPIs for your brand in these boxes and the

corresponding target values (if possible)

Please include the most relevant KPIs for your brand in these boxes and the

corresponding target values (if possible)

Key Strategic Initiatives2013

Critical Success Factors 2013

Resource Overview2013

Key Activities 2013



New

Ensure all key challenges for the brand stated earlier are addressed


Key Changes from Previous Year

Text Text Text

Vision and ObjectivesKey Changes and Deviations




Vision and ObjectivesProduct Performance Review

Net Sales vs. BudgetLast 12 months w/ fx-adj budget (Mio. €, from BI

Product)

Market & BI Net Sales GrowthLast 3 years (%)

Market Share (Volume)Last 12 Months (%)

2011

[Brand][Indication]

Net Sales vs.

BudgetLast 12 Months

(%)

BI vs. Market Growth

Last 12 Months (%)


[Country]



Vision and ObjectivesStatement of Vision and Objectives

What is the

brand’s vision?

Text

What are our brand

objectives?

Short-TermThis Year

Mid-Term1–3 Years

Long-Term>3 Years

Text Text Text

Text Text Text

Text Text Text



GG


Vision and ObjectivesLong-Term Financial Objectives



Market Share Forecast (Value)Next 2 Years (%)

Forecasted Sales BudgetNext 2 Years at Standard FX Rate (Mio. €)

Class Share Forecast (Value)Next 2 Years (%)




Updated


[Country]

[Brand][Indication]Vision and Objectives

Forecasting Assumptions

Sales Target

Base Case

Forecast:€

X,XXX,XXX

Key Assumptions Prevalence Market development growth Time to peak Product share at peak

Health care access Price development BI launch date Competitor launch date

Potential Upsides¹ ValueProbab

ility

Ability to

influence

Potential Downsides¹

ValueProbab

ility

Ability to

influence

Text€XXX.XXX

Text €

Text € Text €

Text € Text €

Text € Text €

Text € Text €

Total € Total €Low High

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Source: Detailed information on this year’s forecasting available under / at XXX

Mention where more detailed information on the brands

forecast can be found

Mention where more detailed information on the brands

forecast can be found

New

Examples

Note: 1) Potential upsides/downsides need to reflect risks within the base case Guidance on how to use this template available in

“Speaker Notes” section

Please mention the key assumptions and corresponding values of the

forecast for the brand in the below boxes. The current text represents

examples of potential key assumptions.

Please mention the key assumptions and corresponding values of the

forecast for the brand in the below boxes. The current text represents

examples of potential key assumptions.



2

3

1




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Strategy Execution




Approach

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4

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MarketUnderstand

ing




Standard of Care Text Text Text

Other Treatment Options Text Text Text

Text Text Text

Text Text Text

Text Text Text

Market UnderstandingHigh-Level Market Insight (1/2)

[Brand][Indication]

Current Treatment OptionsUnmet Medical Need

EpidemiologyDisease Definition / Overview

[Country]


Key Takeaways Text Text Text


Market UnderstandingHigh-Level Market Insight (2/2)

Factors that Increase Patient Numbers

Factors that Decrease Patient Numbers

Prevalence

Text Text Text

Text Text Text

Presentation

Text Text Text

Text Text Text

Diagnosis

Text Text Text

Text Text Text

Treatment

Text Text Text

Text Text Text



Key Takeaways Text Text Text


Market UnderstandingMAPOR Summary

Low High



Key Takeaways

Text Text Text

Key Events in Market Access Environment

Timing Impact to BI Brand

Ability to Influence Action Plan

Text TextPositive / Negative

Text Text Text


Text Text Text


Text Text Text

Please list key events which could influence key variables for Market Access, i.e.

Units Price Level Time to Reimbursement

Please list key events which could influence key variables for Market Access, i.e.

Units Price Level Time to Reimbursement

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Updated

guidance


Key Medical Trends/ Key Publications

Timing Impact to BI Brand

Ability to Influence Action Plan


Text Text Text


Text Text Text


Text Text Text

Market UnderstandingMedical Summary

Low High

[Brand][Indication]

Key Takeaways

Text Text Text

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[Country]



Market UnderstandingCompetitor Assessment — Competitor Benefit Ladders

Differentiation

Criteria

BI Product

Competitor

Product I

Competitor

Product II

Competitor

Product III

Emotional Benefits

Text

Text

Functional Benefits

Text

Text

Product Attributes

Text

Text

Product Attributes

Functional Benefits

Emotional /Self-

ExpressiveBenefits

[Brand][Indication]

Relative Weakness

Relative Strength

[Country]

Further guidance on how to use this template available in “Speaker Notes” section

TextTextText

Key Takeaways

BI has relative strength vs. competitorsBI has relative weakness vs. competitors

To update the BI Product and Competitor Products Sections:

Click on Brand Plan Templates Tab

To update the Harvey Balls, in the BI and Competitor Product columns, first select the shape you want to update. Go to the HarveyBalls section and select the desired Harvey Ball type.

Functional and Emotional Benefits listed under Differentiation Criteria need to be relevant and meaningful from your target customers’ perspective (do not just list every product characteristic favorable for BI). Apply and external view – NOT BI internal view.

The Harvey Balls do not reflect an aspired state. It is rather reflecting how our product is perceived by target customers

Updated

Guidance

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Market Understanding Competitor Assessment — Competitor Strategy Analysis

[Brand][Indication]

Assumptions [What are their assumptions about . . .]

– The market?– Their position in the market?– Our position in the market?– Other competitors?

Goals [What are this competitors' goals in this

market space?]– Products?– Solutions?

Capabilities [What do they have at their disposal?]

– Product features– Skills– Capacity– Alliances– Customer relationships

[What don’t they have?]

Current Strategy [What marketing choices have

they made?] [How might they try to evolve?

Why?]

Future Strategy

[How will the competitor’s future strategy evolve?]

[Country]


Key Competitor Opportunities / Threats Text Text Text


Market UnderstandingCompetitor Assessment — Competitor Opportunities and Threats

Key Competitor

Opportunities / Threats

Size of Impact Timing

Likelihood to Impact

BI’s Brand

BI’s Ability

to Influen

ce

Mitigating Actions that BI Should Take

Competitor Opportunity/T

hreat 1

Positive / Negative

Short-Term or Long-

Term

Low, Medium,

High

Low, Medium,

High

Text Text Text


hreat 2

Positive / Negative

Short-Term or Long-

Term

Low, Medium,

High

Low, Medium,

High

Text Text Text


hreat 3

Positive / Negative

Short-Term or Long-

Term

Low, Medium,

High

Low, Medium,

High

Text Text Text

[Brand][Indication]

Negligible

2% < 5% < 10% < 20%Likely impact estimated as a

percentage of this year’s expected sales

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[Country]






4

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MarketUnderstand

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2

3

1




es


Strategy Execution


Which activities do we use to activate the opportunities we decided to focus on?




12

11

910


Which physician / patient / other stakeholder behaviors do we need to change?Which physicians, patients, and other stakeholders present the best opportunities? What are their specific drivers and barriers?

7

8


Approach



Design the Stakeholder Approach Decision Process Leverage Point Assessment



Fulfillment

Brand Choice and Dosage

Treatment Choice

Evaluation and

Diagnosis

Origination

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Leverage Point

Persistence

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

Text(x%)

B

DC

A

Consider the Decision Process as a “living tool”. Highlight your

source of business and changes to the Decision Process flow

compared to last year and update it regularly to keep track of

changes in the market

Consider the Decision Process as a “living tool”. Highlight your

source of business and changes to the Decision Process flow

compared to last year and update it regularly to keep track of

changes in the market

Updated

Current source of business and key changes vs. prior year Text Text Text

The “Origination” stage of the Decision Process can include a “pre-origination”

stage. E.g. if driving disease awareness is key Leverage Point for your brand you

should highlight this on the first level of the Decision Process

The “Origination” stage of the Decision Process can include a “pre-origination”

stage. E.g. if driving disease awareness is key Leverage Point for your brand you

should highlight this on the first level of the Decision Process


Leverage Point

Current StatusBehavioral Objective

Rationale

Priority

RatingSales

Potential

Required Investment

s and Capabilitie

s

Text Text Text Text Text 1 to 5





Design the Stakeholder Approach Decision Process Leverage Point Assessment — Leverage Points

[Brand][Indication]

Low

1 High5

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[Country]


C

A

B


Stakeholders

Specific Role of stakeholder in the market

Current Mindset Behavioral ObjectiveWhich behavior do we target

Payers Text Text Text

Media Text Text Text

OLs Text Text Text

Key Accounts Text Text Text

Patient Advocacy Groups

Text Text Text

Bloggers Text Text Text

Guideline Bodies

Text Text Text

Design the Stakeholder ApproachOther Stakeholder Overview


Do not forget to also mention Key Accounts if they represent an important stakeholder for

you


you

[Brand][Indication][Country]Updated

guidance


Text Text

Text

Text Text

Text Text Text Text Text

Text

Text

Text

Text

1 2

6 8

3

5

7

4

Design the Stakeholder Approach Opportunity Map - Template

[Brand][Indication]

9

[Country]


Design the Stakeholder Approach Opportunity Map — Patient and Physician Portrait



Purchase and Usage Environment

Desired ExperienceProduct Service Beliefs and

Associations Text Text Text

Purchase and Usage Behavior Text

Summary of Patient Portrait Text


Design the Stakeholder Approach Opportunity Map — Drivers and Barriers

Opportunity

Drivers Barriers Implications for BI

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

1

2

3

4

…




Design the Stakeholder Approach Opportunity Map — Opportunity Prioritization Template

Opportunity

Business

ImpactRationale Prioritization

High, Medium or

Low Text 1 to 5

High, Medium or

Low Text 1 to 5

High, Medium or

Low Text 1 to 5

High, Medium or

Low Text 1 to 5

High, Medium or

Low Text 1 to 5

High, Medium or

Low Text 1 to 5

High, Medium or

Low Text 1 to 5

1

2

3

4

…

…

…

[Brand][Indication]

Low

1 High5

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[Country]



Text Text

Text

Text Text

Text Text Text Text Text

Text

Text

Text

Text

Text Text

Text

Text Text

Text

TextTextText

Design the Stakeholder Approach Opportunity Map — Opportunity Prioritization Template



7

8


Approach

4

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MarketUnderstand

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Strategy Execution


12

11


Differentiate the Product 1

0

9





Differentiate the ProductRationale for Pricing and Market Access Strategy

[Brand][Indication]


[Country]

MAPOR Objective for [Insert Brand Name]

Text Text Text Cover pricing objective, rationale, price strategy guidance, key country target prices, floor price etc.

Actions for [Insert Brand Name]

Text Text Text Cover pricing objective, rationale, price strategy guidance, key country target prices, floor price etc.

The focus for New Brands is on “Optimal Access”, i.e. to optimize the variables: price,

time to reimbursement and units

The focus for Established Products is on “Retaining Access”, i.e. retain reasonable /

targeted price and unit level

Please indicate at which category each actions aims. E.g. Actions 1 and 2 aim at

optimizing the price and Action 3 at time to reimbursement

The focus for New Brands is on “Optimal Access”, i.e. to optimize the variables: price,

time to reimbursement and units

The focus for Established Products is on “Retaining Access”, i.e. retain reasonable /

targeted price and unit level

Please indicate at which category each actions aims. E.g. Actions 1 and 2 aim at

optimizing the price and Action 3 at time to reimbursement

MAPOR Objectives need to be aligned with Brand Objectives

MAPOR Objectives need to be aligned with Brand Objectives

Please describe the Market Access Strategy for the BI Product below

Updated


Differentiate the ProductBenefit Ladder

Differentiation Criteria

BI Product

Competitor

Product I

Competitor

Product II

Competitor

Product III

Potential Activities to Achieve or Sustain Competitive Advantage

Emotional Benefits Emotional Benefits

Text Text Text

Text Text Text

Functional Benefits Functional Benefits

Text Text Text

Text Text Text

Product Attributes Product Attributes

Text Text Text

Text Text Text



Relative Weakness

Relative Strength

BI has relative strength vs. competitorsBI has relative weakness vs. competitors

To update the BI Product and Competitor Products Sections:

Click on Brand Plan Templates Tab

To update the Harvey Balls, in the BI and Competitor Product columns, first select the shape you want to update. Go to the HarveyBalls section and select the desired Harvey Ball type.

Functional and Emotional Benefits listed under Differentiation Criteria need to be relevant and meaningful from your target customers’ perspective (do not just list every product characteristic favorable for BI). Apply and external view – NOT BI internal view.

The Harvey Balls do not reflect an aspired state. It is rather reflecting how our product is perceived by target customers

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Guidance


Differentiate the ProductFormat 1 Positioning Statement

[Insert Brand Name] Positioning

(premise)…

(promise)…

(proof)…



GG


Differentiate the ProductFormat 2 Positioning Statement

[Insert Brand Name] Positioning

For… (Target customers)

Why… (Problem statement)

The… (Product / service)

Is a… (Description)

That… (Sources of value)

Unlike… (Competition)

It… (Primary differentiators)



GG


Differentiate the ProductBrand Personality and Promise

Brand Personality

Text Text Text

Brand Promise Text Text Text



GG


Differentiate the ProductKey Messages by Stakeholder

Stakeholder Key Messages

Physicians — GPs

Text Text

Physicians — Specialists

Text Text

Patients Text Text

Payers Text Text

Traditional Media

Text Text

Social Media Text Text

OLs Text Text

… Text Text




7

8


ApproachStrategy

FormulationDifferentiate the Product 1

0

9

4

5

6

MarketUnderstand

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2

3

1





es

Strategy Execution 1

2

11 Which activities do we use to activate the opportunities we

decided to focus on?




Activate OpportunitiesSWOT Analysis

[Brand][Indication]

Text Text Text

Text Text Text

Text Text Text

Text Text Text

ThreatsOpportunities

WeaknessesStrengths

[Country]


Updated

guidance

SWOT within PRIME and OPTIMA need to be identical

SWOT within PRIME and OPTIMA need to be identical


Activate Opportunities Cross-functional Execution Plan

Critical Success Factor

Target Audience

Key Strategic Initiative

Behavioral Objective

ActivityFull

Cost of Activity

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text

Text Text Text




you and you have specific activities dedicated to them.

Expand the Cross-functional Execution Plan table as needed


you and you have specific activities dedicated to them.

Expand the Cross-functional Execution Plan table as needed

Please specify which CVM Segments within your prioritized Opportunity Map Segment

you target


you target

Updated


you target with each activity


you target with each activity


Activate OpportunitiesBudget Snapshot

[Brand][Indication]

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Media / PR # Meetings #Sponsorshi

ps#

Market Research

#Miscellaneo

us#

Content for Press ReleasesJournal Publications

CongressesInternational Societies

Primary Market Research

Promotion Materials

Disease Awareness Campaigns

Symposia Donation ProgramSecondary Data Providers

Consultancy Support

Social Media Advisory Board UniversitiesSecondary Purchased Orders

Advertising

On-label Reprints Face 2 FaceField Force Promotion

Brochures Stand Alone Training

Educational Materials

Workshops

Internet / WebsitesM&S + Medical Conference

Active media outreach (interviews)

Total Total Total Total Total


Activate Opportunities Customer Value Matrix (OPUs only)

Key Takeaways

Text Text Text


Intimacy

Potential

Data 1 2 3 4 5 6 7 8 9 10

10

A: # of targetsB: FrequencyC: # of detailsD: #of FTEs / RepsE: 1st / 2nd detail

A: A: A:

9 B: B: B:

8 C: C: C:

7 D: D: D:

6 E: E: E:

5

4

3

2 A: C: E: A: C: E:

1 B: D: B: D:

Summary

Data # of targets # of details#of FTEs / Reps

Total

Legend:

Gain

Build

Defend

Maintain

Observe

New

Please provide separate 10x10 Customer Value Matrixes for the two leading physician

segments, derived from your Opportunity Map Prioritization (e.g. GPs and leading

specialties)

Please provide separate 10x10 Customer Value Matrixes for the two leading physician

segments, derived from your Opportunity Map Prioritization (e.g. GPs and leading

specialties)

Please do not show all the details for every cell, but please list the

requested data A-E, as described in the data column, for all 5 CVM

segments

Please do not show all the details for every cell, but please list the

requested data A-E, as described in the data column, for all 5 CVM

segments


Activate Opportunities Field Force Resources

(in FTEs)2012 2013

BICompetit

or 1Competit

or 2Competit

or 3BI

Competitor 1

Competitor 2

Competitor 3

Field Force Reps

GPs

Specialists

Brand Management

Medical Affairs

Payor Field Force

Scientific/OL Field Force

TOTAL




Agenda






Mandatory Brand Plan Back-upOverview

4 “Tools-for-Tools have been included in the Mandatory Brand Plan Back-up to support various sections of the brand plan

Highlight the important product

events and timelines of competitors

Anticipated Milestones

Competitor Assessment

Identify future customer insight areas

and develop action plans to generate

those insights

Gap Assessment

and Action Plan

Self-Evaluati

on

Activity Card

Summarizes all the information

specific to a chosen activityActivity cards are mandatory

for all key activities of a

brand

Cross-Function

al Execution

Plan

OPTIMA Clinical Trial

Plan


Depicts the most relevant clinical studies for the brand

Updated



Mandatory Brand Plan Back-up Competitor Assessment — Anticipated Milestones


yyyy yyyy yyyy yyyy

Substance G

Substance H

Substance I

Substance J

Substance A

Substance B

This template exists in Medical Affairs Plan (as part of OPTIMA methodology which is

aligned with PRIME); it can be retrieved from Medical Affairs and should be directly

integrated into the brand plan by copying & pasting the medical template

This template exists in Medical Affairs Plan (as part of OPTIMA methodology which is

aligned with PRIME); it can be retrieved from Medical Affairs and should be directly

integrated into the brand plan by copying & pasting the medical template


Mandatory Brand Plan Back-upDifferentiate the Product - Clinical Trial Plan

Please enter the Clinical Trial Plan for the BI Product below



PhaseCTMS trial

number

Description / rationale / scientific objective supported

# of patien

ts

Participating

OPUsStart date

Est. manuscri

pt completio

n

TCM

Financier (national / internation

al)

External Costs in K€

Clinical studies plan not applicable due to

This template also exists in Medical Affairs Plan (as part of OPTIMA methodology which is aligned with PRIME); it will be provided by

Medical Affairs and should be directly integrated into the brand plan by copying &

pasting the medical template

This template also exists in Medical Affairs Plan (as part of OPTIMA methodology which is aligned with PRIME); it will be provided by

Medical Affairs and should be directly integrated into the brand plan by copying &

pasting the medical template


Activity Name Leverag

e Points

Costs / Resources

CSF

Target Audience

Behavioral

Objectives

Channel

Detailed Description of Activity

Drivers

Barriers

KPIs Start End Responsible

Mandatory Brand Plan Back-up Activate Opportunities - Activity Card



Updated

OPUs need to include activity cards for all key

activities

OPUs need to include activity cards for all key

activities

Do not forget to also do Activity Cards for your Key Accounts activities if they represent

an important stakeholder for you and you have specific activities dedicated to them

Do not forget to also do Activity Cards for your Key Accounts activities if they represent

an important stakeholder for you and you have specific activities dedicated to them

Please specify which CVM Segments within your prioritized Opportunity Segment you target

Please specify which CVM Segments within your prioritized Opportunity Segment you target


Mandatory Brand Plan Back-up Self-Evaluation - Gap Assessment and Action Plan



I wish I knew… How will I learn it? Until when?

At what point in the decision process are we losing customers?

Qualitative research (n=10) Sales force interviews

End of Q4 2012

Doctors tell me they don’t see a need for our product. I want to understand, what is the real barrier against the usage of our product?

10 in-depth interviews End of Q1 2013

Text Text DD/MM/YYYY






Agenda






Optional Tools-for –ToolsOverview (1/2)

4 additional templates are “tools-for-tools” that facilitate filling out the competitor Benefit Ladders. They are not mandatory

Competitor Benefit Ladders

Highlight and compare different treatment options

BI Product Analysis

Analyze the emotional

perception of products

Competitor Perception

Map

Portray relationship between product features and

motivations for buying

Benefit Ladder

Illustrative

Product Profile

Analysis

Compare the product attributes of available

treatment options

Updated


Tools–for-Tools Appendix BI Product Analysis

BI Product Attributes Link to Unmet Needs

Attribute 1

… … …

Attribute 2

… … …

Attribute 3

… … …

…

… … …




Tools–for-Tools Appendix Product Profile Analysis

Differentiators

BI Product Product 2 Product 3 Product 5

Attribute 1

Attribute 2

Attribute 3

Attribute 4

Attribute 5

Inferior On par Superior




Tools–for-Tools Appendix Competitor Perception Map

BI product Competitor product 1 Competitor product 2

Target Product

Emotional Attributes

Very Low Low Medium High Very High

Emotional Attribute 1




…




Tools–for-Tools Appendix Benefit Ladder

BI ProductCompetitor Product I

Competitor Product II

Benefit 1 Benefit 2 Benefit 3



… … …

… … …

… … …

… … …

… … …

… … …

Product Attribut

es

Functional Benefits

Emotional Benefits




Optional Tools-for –ToolsOverview (2/2)5 additional templates are “tools-for-tools” that facilitate filling

out the Execution Plan and the Key Message by Stakeholder. They are not mandatory

Define choice of messages

for key stakeholders

Activation Grid

KeyMessages

byStakeholde

r

IllustrativeTools-for-

tools for the Cross-

Functional Execution

Plan

Illustrative

Customer Channel Usage

New tool: Identify preferred channels of

target segmentsTrade-off Analysis

New tool: Prioritizes among the activities that are preferred from a

customer perspective

Integrated Activation Strategy

New tool: Align prioritized activities with CSFs and ensures

an integrated execution

Indentify the most critical success factors

for your brand

Prioritization Matrix & CSFs

Updated


Tools–for-Tools Appendix Prioritization Matrix & CSFs

[Brand][Indication]

Low

1 High5

Strengths, Weaknesses, Threats and Opportunities

Potential Impact to

Brand

BI’s Ability to Influence

1 One 1 5

2 Two 2 4

3 Three 3 3

4 Four 4 2

5 Five 5 1

6 Six 1 1

7 Seven 2 2

8 Eight 5 3

9 Nine 4 4

10 Ten 5 5

11 Eleven 1 3

12 Twelve 3 4

13 Thirteen 3 5

1

2

3

4

56

7

8

9

10

11

12

13

0

1

2

3

4

5

0 1 2 3 4 5

Ability to Influence

Potential ImpactCritical Success Factors

Ins

truc

tion

s —

PL

EA

SE

DE

LE

TE

WH

EN

CO

MP

ET

E


[Country]


Tools–for-Tools Appendix Customer Channel Usage

Preferred Channels / Interactions

Target Segments

Sales Force

Congress

Public Relatio

ns

Journals

Advertise-

ments

Internet

Peer to Peer CME Social

Media . . .

Target Segment A

Target Segment B

Target Segment C

…

Illustrative Example

% Physicians who indicated this source of information as importantlow medium high



The given list of channels is not meant

to be exhaustive

The given list of channels is not meant

to be exhaustive

Channel usage should be assessed for each

target segment separately

Channel usage should be assessed for each


New


Tools–for-Tools Appendix Activities Prioritization per Target Segment

Less attractiveL Medium attractiveM Highly attractiveH

Target Segment A

Value-Adding ActivityEffectiveness

Cost RankReach

Exposure

Response



Activities should be prioritized for each


Activities should be prioritized for each


Include all activities that have been identified as

value-adding for the customer

Include all activities that have been identified as

value-adding for the customer

New



Tools–for-Tools Appendix Integrated Activation Strategy

Target Segment A - 2014

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecActivity

Activity

Activity

Activity

Activity

Roundtable

Symposium XYZ

Journal XYZ

Samples

E-Detailing

Journals

Sales Force

Peer to Peer

Congress

Internet

Illustrative Example


There should be an Integrated Activation

Strategy for each Target Segment

There should be an Integrated Activation

Strategy for each Target Segment

The list should include every activity for each Critical Success Factor

The list should include every activity for each Critical Success Factor

Channel Overview:

New


Tools–for-Tools Appendix Activation Grid

Opportunity # Proposed Key Messages

Behavioral Objective

Drivers and Barriers 1 2 3 4

Behavioral Objective X

Drivers

A

B

C

D

E

Barriers

F

G

H

I

J



Date post:	19-May-2015
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3b. prime 2014 cycle opu brand plan templates macro-enabled[2]

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