There are 3 buckets to review when devising a commercial plan to drive business: ACCELERATE GROWTH, DEVELOP PEOPLE, DRIVE EFFICIENCY

1. COMMERCIAL
EXCELLENCE
STRATEGIC PLAN
Authored by André Harrell

2. Commercial Excellence Plan (Example)
There are 3 buckets to review when devising a commercial plan to drive business:
ACCELERATE GROWTH, DEVELOP PEOPLE, DRIVE EFFICIENCY

3. Commercial Excellence Dashboard
There are 3 areas you can define when starting your commercial strategic plan:
Potential Product Growth, Developing Your Personnel, Maintaining Business Efficiencies.
This presentation will look at the diagnostics business for this example
Key
Business
Imperatives
Dashboard
Market Leader
Product A
Growth Product
B Growth
Drive Efficiency
Develop People
Accelerate Growth
Product C Growth
Overall Products Growth
Profiling/Targeting Key
Account Coverage
Account Management
Budget/Resources
Field Sales Time
Product A Volume Growth
Vacancy Rate
Compensation
Product B Volume Growth
Technology
Product C Volume Growth
Sales Processes
Product D Volume Growth
Forecasting
Training
Job Competency
Coaching
Succession/Planning
Key
Business
Imperatives
Dashboard

4. ACCELERATE
GROWTH

5. Key Tactics (Accelerate Growth) Example
Metric Tactic Progress /
Results
Actual
Market leader for
Business Category in
top accounts
§ Increase call average on top profiled accounts to increase and leverage
relationship (including accounts we do not have strong relationships)
§ Aggressively pull-through product offerings that differentiate from competition (I.e
performance pricing based on ordering processes, product bundling strategies that
encourage product line usage, and specific pricing.
§ Thought leader development in each account to further level partnership
§ Business Director will identify and develop relationships with top 5 to 10 national
accounts
Product Volume
Growth
§ Profile and Identify key opportunities for increasing business product category (I.e.
monthly utilization report, buying patterns, current pricing, and embellish value added
benefits.
§ Develop account product algorithmsfor the customer to help them identify cost
savings to their bottom-line P&L.
§ Develop performance pricing incentives for accounts that agree to “bundle”
product offerings, agrees to at least 2yr exclusivity contact, and specific volume
purchasing.
Overall Product
Volume Growth
§ We have to sell our complete product line on EVERY CALL
§ Continue proper account profiling and targeting those accounts that have huge
potential for our product line.
§ Increase call average on those accounts where we have little representation.
§ Conduct territory market research to uncover new business/customer
opportunities that have not been previously recognized.

6. Key Tactics (Develop People) Example
Metric Tactic Progress /
Results
Actual
Robust & Effective
Training
§ Review with our account managers/sales people their knowledge of our products &
services.
§ Identify gaps in account management acumen and processes
§ Selling Skills: Observe our folks’ ability to understand, identify, and meet customer
needs. Understands their accounts thoroughly and can tailor message to meet customer
needs and drive business. Sells multiple products effectively. Closes, closes and closes for
increased business.
§ Business Director will gather feedback from training, and drive development plans
for direct reports.
Job Competencies
Improve Quarterly
§ Identify Company A competency model per position and review with direct reports.
§ Business Director will build core behavioralcompetency model if it does not exist
already.
§ Job competencydiscussion will be executedon everyone-on-one work-session,
and captured in the work-session “Feedback Form”.
§ Career Development form will capture job competenciesand performance.
§ Business Director will provide quarterly feedback to General Manager.
Coaching Direct
Reports
§ Coach plans will be developed for each direct report and the focus will be on sales
performance and competencies.
§ Tracking report will be established to determine sales trends, budget use and sales
goal attainment.
§ Bi-Weekly reports completed by direct reports (I.e. account status, buys,
potential buys etc).

7. Key Tactics (Drive Efficiency) Example
Metric Tactic Progress /
Results
Actual
Key Profiling &
Targeting
§ Identify the market through a segmentation process (I.e direct to consumer, small
accounts/large accounts, new potential accounts, key competition accounts etc).
Develop “Target Lists”
§ Targeting account “characteristics” such as utilization volume, purchasing
activity, competition activity, early adopters/late adopters, and peer influence.
§ Evaluate account call average to ensure appropriate visibility and consistent pull-
through product sales.
Effective
Budget/Resource Use
§ Implement a budget management system (includes each product category) that
makes the plan versus actual results visible to direct reports and upper
management.
§ Establish a Profit & Loss report that captures sales, sales resources, expenses,
and margins to justify sales activities.
§ Direct reports will be held accountable and evaluated on their use of the budget.
This will be a critical part of their development
Compensation
Planning
§ Develop an incentive program to drive the performance of our product line.
§ Bi-Weekly or Monthly contests (I.e. top units sold, “converting for example
CompanyXaccounts”, obtaining new accounts, and the most “bundling”
accounts etc)
§ Put together a “Field Compensation” input team to ensure buy in.
Technology § CRM Technology (records account activity, product utilization, and targeting)
§ Siebel Technology (call reporting, budget reporting processes, compensation
etc.)

8. Accelerate Growth (Market Segmentation) Example
Initial Segmentation
q Identification of Account types
q End User type segmentation
q Organization type segmentation
q Account segmentation based on product use
Leads to product positioning
Commercial deployment
Target audience identification
Forecast development
Need further segmentation to allow maximization of commercial direction
and budget/marketing spends

9. Accelerate Growth (Market Segmentation) Example
Segmentation Should Always Encompass “CUSTOMER THINKING”
q Understand the “Voice of the Customer”
- Decide what products and services to offer
- Identify critical features and performance specifications for those products and
services
- Decide where to focus improvement efforts
- Get a baseline measure of customer satisfaction to measure improvement
against
- Identify key drivers of customer satisfaction
q Remember, you have internal and external customers

10. Accelerate Growth (Market Segmentation) Example
4 Components To Successful Segmentation
1. Know your customer
§ Thorough profiling
¢ Volume potential
¢ Buying patterns (Early Adopters versus Late Adopters)
¢ Identify the various processes that could impact your business (could differ
Globally)
2. Understand the customer “Buying Process”
§ Map buying process for each account (could differ Globally)
§ Gain perspectives from multiple channels point of view
3. Develop plan to impact buying process quickly
4. Plan for pull-through once product is closed and stocked

11. Accelerate Growth (Market Segmentation) Example
Example of Identifying Buying Process (Template)
Added To Protocol
(open or restricted)
Account Has Interest
Buying
Committee
Review Process
Executive
Committee
Review
Review
Product/Pricing/
Service
Rejected For
Protocol
Trial Period –
Protocol/Non-
Protocol
Not Accepted For
Use
Account/Hospital
Training Process
Purchasing
Committee
Variable
steps
Product Awarded
Exclusivity
Identify Need Product Evaluation Buying Status Review
Stocking &
Ongoing
Review
Status
This process
should occur in
evaluating the
potential of a small
or large account

12. Accelerate Growth (Market Segmentation) Example
Which customer
segments do we
want to target?
Where To Play

13. Accelerate Growth (Segmentation Table) Example
Account
Organiz ation
Higher Volume Accounts Small Volume Accounts
Many Channels/Many
Disciplines
Purc has ing Dept/Buy ing
Com m ittee, P&T or Ac c ount Buy er
No Formal Buying
Committee
1 or 2 Decision
Makers
Early Adopter Late Adopter
Company X
Company
Misc
Com pany
Sm all
Co
Pop
Dens
1500+
ppl/m i 2
Other (for profit
and gov t.)
The most meaningful and actionable
account variables were early/late adopters
The most meaningful and actionable organization
variables were big/small companies

14. Accelerate Growth (Global Segmentation) Example
Establishing Global Initiatives
Global Segmentation should consider the following steps:
q Identify richest targets
o Research markets that offer the best future growth, this will establish long term
business relationships
o Identify the primary domestic and foreign competitors that could impact the
segmentation process
o Needs of the customer could vary from country to country, analyze issues important
to the business
q Put in place a global strategy plan
o Determine the appropriate global-local balance
o Ensure communication technology is adequate in order to solidify collaboration and
partnership
o Organize and track global projects that impact the business

15. DEVELOPING
PEOPLE

16. Developing People (For Optimal Performance) Example
DRIVING OPTIMAL PERFORMANCE
INSPIRE COMMITMENT
SHAPE THE ENVIRONMENT
GROW SKILLS PROMOTE PERSISTENCE
FORGE A PARTNERSHIP

17. Developing People (For Optimal Performance) Example
Strategies/Tactics To Forge Partnership
Strategy Tactic
Progress /
Results
Actual
Build an “acumen “
understanding of direct
reports
§ Meet individually with each direct report to discuss their career goals and
identify skills they need to achieve goals. “Connection Session”
§ Keep a running list of what’s important to my folks, update and review every
quarter.
§ Listen thoroughly to your reports interests, opinions, concerns and goals. This is
the “blueprint” of your people
Demonstrate consistency
in your words and actions
as the leader
§ Be predictable by letting your team know what to expect from you
§ Lead by example and inspect what you expect from your people.
§ Treat everyone on your team with RESPECT, and demand it in return.
Be fair but stern § Treat everyone with respect and demand excellence of performance
§ Everyone will be evaluated based on their performance and competency.

18. Developing People (For Optimal Performance) Example
Strategies/Tactics To Inspire Commitment
Strategy Tactic Progress /
Results
Actual
Ensure that “Development”
is a focus on every work-
session
§ Each direct report will have a career development plan to review and update.
A development discussion will take place on work- session.
§ Development plans will be officially review quarterly
§ A tracking system will be put in place to keep up with employees destined for
additional responsibility.
Ensure Development
options for “ready now
employees”
§ Stretch assignments will be provided for those who have demonstrated
performance and an interest to gain further development.
§ Team experts will be assigned based on team needs.
§ Track promotion opportunities for each direct report.
Track and Sustain
Progress
§ Refer to above strategy/tactic.

19. Developing People (For Optimal Performance) Example
Strategy Tactic Progress /
Results
Actual
Create an effective
learning environment
§ Consistently promote the value of training by identifying skill gaps of each direct report
§ Encourage team members to share best practices/lessons learned with each other at team
meetings.
§ Model my commitment to development by sharing my development and asking for
feedback on progress.
Coach Plans will be done
after each work-session
§ Field Conference Report (FCR) will be delivered within 24hrs after the work- session has
completed
§ Weekly Status reports from team will also help aid the the development process.
§ Identify readings, training programs etc to help supplement the person’s development
and ways to help them apply training to current job.
Ensure learning
opportunities exist on
every one-on-one
§ Discuss with each team member and gain agreement on ways to work with them that will
promote partnership and a learning opportunity.
§ Review work-session feedback report with team member to ensure alignment and
agreement on how success can be gained moving forward.
Strategies/Tactics To Grow Skills

20. Developing People (For Optimal Performance) Example
Strategies/Tactics To Promote Persistence
Strategy Tactic Progress /
Results
Actual
Ensure the team remains
focus on executing our
sales objectives/goals.
§ Each team member will be held accountable to execute results in their given
responsibility (through status reports, sales results, and development plan).
§ Each work-session will begin with the review of prior actions plans that were
completed to ensure follow through.
§ Business Unit Director will take advantage of “coachable” moments” (e.g. times
when teammates experience success, disappointment or trying a skill for the
first time).
Ensure feedback is
consistent and has high
impact
§ Field Conference Reports will always address what was observed the day of
the work-session.
§ Identify opportunities for teammates to apply their developed skills many times,
in many places, and in many ways.
§ Review work-session feedback report with team member to ensure
alignment and agreement on how success can be gained moving forward.

21. DRIVING
EFFICIENCES

22. Driving Efficiencies (Business Processes) Example
Budget Planning Process Key Deliverables
Budget Allocation &
ROI Justification
Budget
Milestones/P&L
1
2
Purpose & Use
• Prioritize spending to match company sales
target goals
• Track allocations that impact the
business (and do not impact the
business)
Purpose & Use
• Match budget with milestones to
justify ROI
• Assign budget ownership to ensure
accountability
• Consistent budget communication to
ensure alignment

23. Driving Efficiencies (Business Processes) Example
Commercial Performance Communication Process
Status Reports & Weekly
Update Reports
Information
Technology (CRM
or Salesforce)
3
4
Purpose & Use
• Month end business status report to leadership
team (template created)
• Friday status reports from team to Business
Director
Purpose & Use
• Efficient use of targeting and capturing
data
• Reports can be transmitted easier and more
consistently
• Data can be easily stored, uncover, and
deliver

24. Note: Establishing an
overall global
commercial objective
in your plan is vital
THE NEXT SLIDE SHOWS
YOU AN EXAMPLE OF 1-
PAGE GLOBAL
COMMERCIAL PLAN

25. 2021 COMMERCIAL STRATEGY OBJECTIVES (EXAMPLE)
COMMERCIAL VISION
To be the #1 Healthcare Life Sciences Commercial Team in the Industry
COMMERCIAL OBJECTIVES
Expect individual ownership & accountability to
exceed our business goals & to outperform the
competition
Achieve Excellence in Execution Attract, develop and retain top talent
Recognized by our customers as consistently
providing superior value
professionalism
COMMERCIAL TACTICS
Tactics:
•Communicate company business goals
•Develop 90 Day/Cycle Business Plans to address
needs/capitalize on opport.
•Provide report monthly on progress
toward business goals
•Revise and refine business plans quarterly
•Provide ongoing feedback on
performance against goals via FCR
•Performance Midyear and Year-End
•Performance evaluations against goals
•Execute flawlessly Brand Strategy
Tactics:
•Sell/close complete product line on every
call
•Segment/Profile targets consistently to
identify richest targets
•Develop and execute a account operating
plan in every territory
•Optimize budget/resource utilization
and maximize R.O.I
•Increase Media/BPC sales
immediately
Tactics:
•To recruit and select the best sales people
•To provide training/development to enhance
the skills and competencies of the sales force
•To develop a culture that rewards diversity of
thought/high performance and leverage the
culture as a key retention tool
•Stay focused on development planning
Tactics:
•Increase sales effectiveness through
utilization of harmonized sales training and
selling skills
•Optimize product knowledge/selling skills
training through national initiatives
•Improve effectiveness with KOLs & key
accounts
COMMERCIAL METRICS
Metric:
Vol Growth Targets
Contrast Media Products Imaging
Products/Servicing
Total Business
Metric:
Total CPA Targeted Calls/Day
Targeted Pres/Call
Account Calls As appropriate
Rep Field Days 200 or 70% of available days
Director Field Days 75 or 30% of available days
Metric:
Regrettable Losses Time to fill
Improve Diversity Vs 2008 Career Path
Active Participation Sales Force/Feedback
Forums Development Plan Completions
Metric:
•Customer Survey Results Benchmark
•SFE/Verispan – Specialty reports Improve
Sales TrainingAssessments
•Rep/Account Research

26. Thank You!
André Harrell
AH2 MANAGEMENT