ACCOUNT BUSINESS PLANNING
WORKSHOP
AH2 & Beyond Consulting can tailor this
workshop to meet your needs and we
pride ourselves on that flexibility. The
next few slides is a very abbreviated
version of the entire training, and again
can be manipulated to fit your training
needs.
For more information and pricing options contact: Andre’ Harrell
AH2 & Beyond Consulting
[email protected] www.ah2andbeyond.com
BACKGROUND
I’m asked frequently on how do you build a
“Functional ACCOUNT Plan” that’s versatile
and can be implemented in any industry. The
following presentation are basic steps and
nomenclature you can use to build your team’s
plan. This presentation is also from a workshop
implemented by AH2 & Beyond Consulting,
please contact us if interested in having us
ACCOUNT Business Planning
Workshop Objectives
•
Understand the importance of ACCOUNT
specific business planning
•
Understand the components of a ACCOUNT
business plan
•
Understand how to create a successful
Proposed Pre-Work
ACCOUNT Representatives should bring the
following items:
– “ACCOUNT Process Map”
– Most recent 90-Day Action Plan
– ACCOUNT Profile (dual ACCOUNT) – Institution View
– Any other item critical to business planning (i.e.
Mii, AABRM, Executive CAP, etc.)
• Be prepared to discuss pros/cons of current 90-day
ACCOUNT Business Planning
Workshop Flow
5 Min: Workshop Objectives & ACCOUNT Business Planning overview
25 Min: Review key components of ACCOUNT Business Planning and sample ACCOUNT Business Plan 60 Min: ACCOUNT Representatives complete ACCOUNT
ACCOUNT Business Planning
Is your ACCOUNT business plan a “Shelved
Trophy” or
Why ACCOUNT Business
Plan?
Where we are now?
How are going to get there?
Where do we want to be?
ACCOUNT Business Plan
Philosophy
Why business plan?
• Increasing complexities of both competitive landscape and customer
dynamics underscore the fact that planning your success has never been so critical in order to achieve it
• Leverage field sales knowledge of customer insights, competitive
practices, and market dynamics
• ACCOUNT Business Plans integrate local knowledge with
organizational direction
• Creates a competitive advantage locally and elevates the overall
Building a ACCOUNT
Business Plan
“Ingredients”
• Overview • Situational Assessment/Diagnostic • SWOT• Critical Success Factors • Goals
• Strategic Drivers
• Tactics/Action Steps
Sample ACCOUNT
Business Plan
“Best Practices”
• VP distribute currently used ACCOUNT business
plan to ACCOUNT representatives
• VP uses current ACCOUNT business plan to
augment following slides detailing each component of the business plan
Overview/Executive
Summary
• Overview/Executive Summary (completed at the
conclusion of the business planning process)
– Highlights the key themes and issues in the
geography to explain to company leadership or a partner
– Both territory and ACCOUNT level executive
Overview/Executive
Summary
“Example”
Executive Overview
Overview of Cincinnati, Ohio ACCOUNTS
The Cincinnati hospital territory is primarily made up of four major teaching institutions and the Veterans Administration Medical Center (VAMC). The
University Hospital is the largest of the teaching institutions and also is the only Disproportionate Share Hospital (nearly 44% or the patient population) among my targeted hospitals. University Hospital residents and attending’s rotate through the VAMC. These two hospitals are my number one and number two dollar volume potentials in the territory, followed by The Christ Hospital, Jewish Hospital and Good Samaritan Hospital.
University Hospital, The Christ Hospital and Jewish Hospital, are all members of the Health Alliance of Greater Cincinnati, and Good Samaritan is a member of Tri-Health.
Situational
Assessment/Diagnostic
• Situational Assessment/Diagnostic
– The examination and assessment of the current realities (both external and internal) in which you conduct business activities
Situational
Assessment/Diagnostic
“Example”
Key Conditions Implications
•The Philadelphia region is covered by 5-major MCOs; Keystone East (IBC) 33% market, Aetna 27% market, Keystone mercy 9% market, United/Americhoice 6%, Cigna 5%, Horizon BCBS 4%, Amerihealth (IBC) 4%
•State (Pennsylvania) PDL continues to manage more and more drug categories
•The 5-major MCO’s make up the lion share of reimbursement coverage in the Philadelphia area, which means products not in a favorable
reimbursement spot may have difficulty growing. However, Aetna having 27% percent of the covered lives poses a wonderful opportunity for Product A to build share.
• This could potentially have a negative impact on our products if cost is the most important deciding factor for state Medicaid reimbursement..
•Medical Malpractice continues to be a major issue in Pennsylvania • Physicians/Practices that can’t afford medical malpractice insurance will close down and move on to another prosperous location. This could have a negative impact on our products if key customers leave.
•Aetna continues to have the highest growth in enrollment from 2004-2005 • This is a wonderful opportunity for Product A and possibly Product B. Product A is in a favorable position with Aetna, and the growth of Aetna is good news for our product growth.
• This should also help us with access in those Aetna “clinics”
Summary Statement:
IBC has carved out the largest slice of the managed care market in Philadelphia at 33%. It’s critical that we team up with Tammy to assist where we can in helping to push a better reimbursement level for Product A & Product B on it’s plan.
Opportunities:
We can accelerate and drive larger share with Product A which enjoys good coverage on most Philadelphia plans including Aetna. Threats:
S.W.O.T
SWOT
– The next step in business planning in which the critical issues
are derived. The internal and external factors from which a representative determines critical issues
– INTERNAL: What skills or attributes can we exploit to our
advantage? (Strengths)
– INTERNAL: What skills or attributes do we need to develop?
(Weaknesses)
– EXTERNAL: Where in the marketplace can we maximize our
growth? (Opportunities)
– EXTERNAL: Where in the marketplace will we need to defend
S.W.O.T ACCOUNT
“Example”
Strengths:
• Maintain Good relationships w/ Key Thought Leaders
• Good relationships with their Staff
• Relationships with Counterparts
• Utilizing EV and Siebel to plan sales call
• Implementing Speaker Programs
Weaknesses:
•Thorough knowledge of all the disease states which are commonly seen by Pain Specialists.
• Product knowledge and competitor knowledge
•Managed Care environment affecting my individual clinics
• Access issues with 50% of accounts
Opportunities:
• Schedule more educational in-services/programs
•Build stronger relationships with surgeons to help increase market share
• Work smarter and more efficiently
• Analyze market data to identify key potentials
•Develop speaking opportunities for lower profiled Pain Specialists to help increase market share
Threats:
• Product C Launch
• Generic IV opioid
• Physicians moving to due to reimbursement issues
• Rebirth of Product D – Increase in usage
“GOOD SAMARITAN HOSPITAL” SWOT ANALYSIS
Critical Success Factors
Critical Success Factors
– Critical Success Factors arise from an analysis of the
SWOT. They are those issues (internal and external) that are most critical to your business and dictates the priorities, strategies, and tactics for the
upcoming period. They should be limited to 3 or 4 and are the “here’s what we really have to pay
Critical Success Factors
“Example”
• Establish stronger company presence with key
stakeholders pre-launch
• Develop and implement Marketing Mix to
strategically target key HCPs
• Gain awareness and acceptance of Product B value
proposition
• Accelerate time to formulary approval
Goals/Objectives
Goals/Objectives
• Should follow the SMART criteria
– Specific
– Measurable
– Action-oriented – Realistic
Strategic Drivers
Strategic Drivers
– Any internal or external force/factor that can effect
your business by capitalizing on opportunities, overcoming threats, leveraging strengths, and minimizing weaknesses
Strategic Drivers
“Example”
• Disrupt perceived market satisfaction
• Establish leadership presence with target audience • Exploit uniqueness of the product
• Gain rapid availability and generate positive initial
product experience
• Optimize communication of Product B value
Tactics/Action Steps
Tactics/Action Steps
– Those very specific actions necessary to achieve
goals and objectives. It directs who should do what, where or with whom, and by what date
Tactics/Action Steps
“Example”
Develop and Maintain Excellent Relationships with Key Thought Leaders:
• Increase “Exposure Opportunities for Thought Leaders as appropriate
• Continue to develop new thought leaders and support to help increase market share
• Ensure that ACCOUNT territory has representation at Key Experts Meetings
•Round Tables / Dinner Programs
•CME programs
•Hospital Account Programs
• Continue to leverage counterparts and their financial resources at speaker programs where appropriate
•Attend extended educational programs in order to build medical and product knowledge which will help continue to build rapport and trust with
key Thought Leaders
Execution Tracker
Execution Tracker
• Milestones and/or specific dates are necessary to
quantitatively determine progress towards goals, measure outcomes of tactics and correct problems
ACCOUNT Execution Tracker
“Example”
Business Goals Q1 Milestone
& Results Q2 Milestone & Results Q3 Milestone & Results Q4 Milestone & Results End Result ACCOUNT Development/Retention Programs CRM Update Reporting/Customer Segmentation Product A Quota (%) Product B Quota (%)
ACCOUNT Performance Rank National Rank (%)
Product A Market Share
Meetings with internal/external customers
ACCOUNT Business plan update 1-on-1 meetings with
Critical Success Factors of
Creating an
ACCOUNT Business Plan
• Simplicity: You can communicate its content and rationale practically.
• Planning: Diagnosis and SWOT of ACCOUNT is performed and objectives are established that are concrete and measurable.
• Actions: Plan includes specific activities and actions that each have a
completion date. Include specific persons responsible and budgetary/resource needs. Insure plan is complete.
• Follow-up: Milestone dates established to determine progress and/or completion of action. Apply a date to every tactic/action (do not use
“ongoing”). Who is ACCOUNTABLE for the execution?
• Results: Ability to measure results through targets set. Will the plan ultimately lead to positively impacting business results?
• Realistic: Realistic plan based on expense budgets, milestone dates, and share growth goals. Unrealistic goals smother implementation and excitement toward achieving goals.
ACCOUNT Business Plan
“The Process”
• How do we approach the business planning process? – What is happening in the market, customer needs,
competitive landscape, etc.
– What do I ask to get here?
• Do we review the plans? If so, how/how many times
and with who?
• What should the timeline for review be?
Common ACCOUNT
Business Plan Mistakes
Putting it off
– Do not wait until you think you have the time; it will be too late. The more this
applies, the more you need a plan!
Fear and dread
– Creating a ACCOUNT business plan is not that difficult. You do not have to write a
novel. Follow the tenets of the business planning process
Spongy, vague goals
– The objective of the business plan is to achieve results, and for that you need
tracking and follow-up. You need specific dates, management responsibilities, budgets, and milestones in order to follow up.
One size fits all
– Tailor your plan to its real business purpose in each ACCOUNT Diluted priorities
– Strategy is focus. A priority list with 3-4 items is focus. A priority list with 20 items
is certainly not strategic, and rarely effective.
Implementation
Conduct ACCOUNT Business
Plan on the chosen ACCOUNT
Implementation Exercise
Objective:• ACCOUNT Representatives will be able to think through the
process of business planning at the ACCOUNT level
• ACCOUNT Representatives will develop a business plan for a
specific ACCOUNT utilizing designated CRM/template
• ACCOUNT Representatives will demonstrate understanding by
VP/SD role:
– Facilitate discussion around business planning using provided slides – Give ACCOUNT reps instructions to select one ACCOUNT and
develop a ACCOUNT business plan. They will then share their business plan with the group
– After ~ 45 minutes, present/discuss business plan with the group – Facilitate discussion and provide Representatives feedback on their
business plan
– Provide direction to complete the process for all other ACCOUNTS
post-meeting with a set timeline for review (DATE?)
Representatives:
– ACCOUNT Representatives develop a business plan for their
selected ACCOUNT using pre-work materials
– Utilize designated CRM (or template matching CRM cells if
they have not completed CRM Point training) to capture plan
– Representatives will then share/learn by presenting business
plan to the group
