1.
EXAMPLE PLAN
US/Global Medication Delivery
Strategic Plan (ideas)
Prepared by: Andre’ Harrell
AH2 & Beyond Consulting, LLC

2.
Plan Outline
I.
II.
Introduction Slide (Where to Play? How to Win?)
US/Global Sales Plan Dashboard (Business Imperatives)
a) Accelerate Growth
b) Sales Team Development
c) Key Performance Index Efficiencies
III. Accelerate Growth
a) Market Analysis
b) Customer Segmentation Strategy/Identifying Potential Markets
c) Evaluation/Buying Process (Strategic Priorities)/Profiling & Targeting
IV. Sales Team Development
a) “The Strategic Conversation”
b) Field Coaching & Development
c) Coaching Tactics/Pull-Through Measurement
V.
Key Performance Index Efficiencies
a) Budget Allocations (P&L)
b) Sales Performance Communication
c) Sales Processes
VI.
30/60/90-Day Plan
(US/Global Sales Objectives)
2

3.
Four Key Choices At The Heart Of This Plan
Where to Play?
1
What specific growth
behavior should we
drive?
3
2
Which customer
segments do we want
to target?
How to Win?
3
How do we continue
to develop our skills
& competencies to
bring value to
customer?
4
How should Company
X be positioned and
what messages will help
activate target
segments?

4.
US/Global Sales Plan Dashboard
Sales Team Development
KPI Efficiencies
Market Analysis Strategy
One-on-One Coaching
Tracking Budget Temp
Customer Segmentation
Sales Competencies
Org Communication
Value Proposition
Field Coaching
Marketing Com
Evaluation/Buying Process
Tactical Metrics
Sales Perform Track
Coaching Resources
Field Sales Time
Management Dev
Vacancy Rate
Succession Planning
Compensation
Accelerate Growth
Business
Imperative
Dashboard
Strategic Priorities
Strategy For Growth
Profiling/Targeting
Technology
Sales Processes
4

5.
ACCELERATE GROWTH
(Market Analysis Strategy )

6.
ACCELERATE GROWTH
Market Analysis (Outlook)
Pharmaceutical Packaging Industry Will
Overcome Challenges to Record High Growth
Rates In The Future
Global Pharmaceutical Packaging Industry Is Set
To Ride the Growth Bandwagon with Rapid
Expansion in the Pharmaceutical Industry
Globally
The fastest growing pharmaceutical packaging The global packaging market is expected to
is expected to be pre-filled syringes and parental
virals (Biotechnology).
grow at a CAGR of 6.9% between 2008 and 2015,
reaching a value of $68 Billion by 2015.
The increasing demand for biologics will boost The global packaging industry is experiencing
the demand for innovative packaging solutions
in the pharmaceutical market space.
With a $120 Billion worth of pharmaceuticals
going off patent in the next 5 years, generic
companies will become a rich opportunity for
innovative packaging.
6
rapid expansion in technology, innovation,
manufacturing processes and integration.
The growth is likely to be high in emerging
economies of India and China, primarily on
account of increasing generics and contract
manufacturing activities in these countries.

7.
ACCELERATE GROWTH
Market Analysis Strategy
3 Key Market Analysis Steps
1)



2)


3)



7
Current Market Participants
Find out how you compare to the competition
Assess current and future drivers and restraints
Determine and exploit new market share opportunities
New Entrants
Calculate time scales for strategy implementation
Position yourself to capitalize on the market’s unmet needs
Investment Community
Analyze long-term strategies of the commercial packaging community
Determine which participants will outperform the competition
Assess attractiveness of investing in the commercial packaging markets

8.
ACCELERATE GROWTH
Market Analysis Strategy (Potential Growth Markets)
$42 Billion Global Market (2008)
Commercial Packaging Market
Market Growth Rate
(6.9% Growth between 2008 – 2015)
$68 Billion Market By 2015
Customers
Potential Opportunities
Current Growth Drivers
(Generics/Biologics)
20%
40%
46%
54%
Injectables
Parentals
Pharma
Biotech
Biologics
India & China
(Growth Markets)
40%
The fastest growth in pharmaceutical packaging market is expected from prefillable
syringes and parenteral vials, which will continue to expand as advances in
biotechnology result in the introduction of new therapies that must be injected.
8

9.
ACCELERATE GROWTH
(Customer Segmentation)
Where to Play?
Which customer
segments do we want
to target?

10.
ACCELERATE GROWTH
Customer Segmentation Strategy
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)
1. Understand the customer “Buying Process”
– Map buying process for each account (could differ Globally)
– Gain perspectives from multiple channels point of view
1. Develop plan to impact buying process quickly
2. Plan for pull-through once product is closed and stocked
10

11.
ACCELERATE GROWTH
Customer Segmentation Strategy
Segmentation Deliverables


Quantify growth opportunities and leverage points (Identify richest targets)
 Identify customer characteristics that may explain likelihood to identify need and
advocate for Company X Product/Services
 Identify customer characteristics that may explain Company X Services early adoption
 Identify Account characteristics that may explain likelihood of Company X/Services
access and usage
 Identify Key Opinion Leaders (KOL’s) target characteristics that will champion
Company X/Services & Additional Offerings
Ability to maximize marketing investment by segment
 Invest in “richest targets”
Need further segmentation to allow maximization of sales force direction
and budget/marketing spends
11

12.
ACCELERATE GROWTH
Customer Segmentation Strategy
Segmentation Variable Prioritization EXAMPLE
Initial Set of Variables
Individual Variables
l Position in Account
l Behavioral Sgmts
l Target Priority
l Key Decision Maker
l Buying Patterns
l Customer Age
l Stature in Account
l Tenure
l Packaging Use
l Account Setting
Patient Variables
l % Tablet Use
l % Injectable Use
l % Parental Use
l % Total Biologics Use
Account Variables
l Patient Population
Density
l Buying Volume Size
l Global Capabilities
l Manufacturing orders
l Number of Subsidiaries
l Number of Buyers
l Size of Organization
l Geography
l Level of Competition
l Wholesale Participation
l Specialty Pharmacy
Participation
Variables Used in
Segmentation Frame
Evaluation Criteria
l
Meaningfulness Testing*
– Differences between
values generated by cuts
in variables
– Statistical significance of
differences
– Review of population
distribution generated by
cuts in variables
l
Actionability Examination
– Available in market
research testing or voice
of the customer (VOC) vs.
further investigation or
guess work on the part of
the sales force
Individual Variables
l
Customer Age
l
Position in Account
– CFO
– Buyer
Account Variables
l
Size of Organization
l
Buying Volume Size
l
Number of Decision
Makers
* Meaningfulness defined by customer willingness to
identify need and advocate for Company X
12

13.
ACCELERATE GROWTH
Customer Segmentation Strategy
Segmentation Should Always Encompass “Customer Thinking”






13
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
Identification of Account types
End User type segmentation
Organization type segmentation
Account segmentation based on product use

Leads to product positioning

Sales Force deployment

Target audience identification

Forecast development
Remember, you have internal and external customers

14.
ACCELERATE GROWTH
(Evaluation & Buying Process )

15.
ACCELERATE GROWTH
Company X Services/Buying Process Strategy (EXAMPLE)
Identify
Identify
Need
Need
Key Customer identifies need, advocates to
decision maker
Company X Services is Not
Put Through Assessment
Process
Company X Services is Put
Through Assessment
Process
Services
Services
Product
Evaluation
Evaluation
Evaluation
Account Rep
Provides Initial
Specifications
(Account)
Develops Initial
Product Review
Account Procurement
Develops Initial
Product Review
Review with Value Analysis
Team (e.g.,
CFO/Purchasing
Administration)
Review with Account
Brands
Customer
Develops Initial
Product Review
Review with Account
Regulatory
Account Buying Group
Committee Reviews/
Approves Company X For
Purchase
Formulary
Approval
Approval
Status
Status
Status
Review
Seek Additional Input
Stocking &
Stocking &
Utilization
Utilization
Maintenance
Maintenance
Plan
Plan
15
Approved the ordering process
with Restrictions (e.g., Specific
Procedures Only)
Baxter Stock in Account
3rd Party Develops
Initial Product
Review
Review with Account Legal
Department
Account Develops Initial
Product Review and
Recommendation
Review with External Experts
(e.g., Key Account
Leadership)
No Review
with Experts
Account Buying Group
Rejects Company X For
Purchase
Buying Exec Committee
Does Not Challenge
Decision
Buying Exec Committee
Challenges Decision
Marketing Develops
Initial Product Review
Buying Exec Committee
Rejects Decision
Approved the ordering
process without
Restrictions
Do Not Stock in Account
Follow Up Servicing Plan
(Maintain Account Satisfaction)
Not Approved for ordering, But
Placed on Contingencies /
Pilot / Provisional Acceptance
Stock in Account, only
for contingent purposes
Decision Not Passed
Through Buying Exec
Committee
Not Approved for Ordering

16.
ACCELERATE GROWTH
(Strategic Priorities)

17.
ACCELERATE GROWTH
Strategic Priorities Strategy (EXAMPLE)
Company X Services US/Global Positioning (EXAMPLE)

Disrupt perceived market satisfaction


Exploit uniqueness of the product/services

Gain rapid availability and generate positive initial product/services experience

17
Establish leadership presence with target audience
Optimize communication of Company X/Services Portfolio value proposition

18.
ACCELERATE GROWTH
Strategic Priorities Strategy (EXAMPLE)
“Value Proposition”(EXAMPLE)
Benefit Ladder
Emotional
benefits
Company X/Services “makes my job easier”
Company X/Services “makes my job easier”
End-use benefits: Customer
End-use benefits: Customer
Safe, effective
Safe, effective
New tool in my armamentarium
New tool in my armamentarium
Cost effective
Cost effective


End-use
benefits
Functional
benefits




Versatile:
Versatile:



Product
benefits

Comfortable
Comfortable
Easy to use, new option
Easy to use, new option
Safer
Safer
Portability
Portability
Outstanding Performance vs Competitors
Outstanding Performance vs Competitors
 No negative outcome (Child Resistant-Senior Friendly)
No negative outcome (Child Resistant-Senior Friendly)

Portable
Portable
 Innovative, new approach to packaging vital medications
Innovative, new approach to packaging vital medications

18

19.
ACCELERATE GROWTH
Strategic Priorities Strategy (EXAMPLE)
Budget Spend by Strategic Priorities
Gain Rapid Availability
and Generate Positive
Initial Product Experience
34%
Optimize Communication
of Value Proposition
Disrupt Perceived Market
2%
Satisfaction
14%
Establish Leadership
Presence With Target
Audience
31%
Exploit Uniqueness of
Product
19%
19

20.
ACCELERATE GROWTH
Sales Force Positioning (EXAMPLE)








Quantify territory growth opportunities and leverage points
Identify richest targets
Identify account characteristics that may explain likelihood to purchase Company X
Identify account characteristics that may explain early adopters of late adopters of our
products
Ability to maximize marketing investment by segment
Invest in “richest targets”
Budget Allocations based on R.O.I.
Organization targeting plan at a corporate and end user level
Tactics
1.
1.
1.
2.
20
Know your customer
– Thorough profiling
 Volume potential
 Buying patterns (Early Adopters vs Late Adopters)
 Identify the various processes that could impact your business
Understand the customer “Buying Process”
– Map buying process for each account
– Gain perspectives from multiple channels point of view
Develop plan to impact buying process quickly
Plan for pull-through utilization once Company X is closed

21.
Account Planning Definitions
Territory Overview: The Territory Overview highlights the key themes and issues of each account.
The following components are the situational assessment portion of the account planning process.
Diagnostic:
The Diagnostic is the examination and assessment of your accounts (both external and internal) in which you conduct business activities.
SWOT:
The SWOT is the next step in business planning in which the critical issues are derived. It includes both internal and external factors from which a representative determines
critical issues.
(Strength INTERNAL) What skills or attributes can we exploit to our advantage?
(Weakness: INTERNAL) What skills or attributes do we need to develop?
(Opportunity: EXTERNAL) Where in the marketplace can we maximize our growth?
(Threat EXTERNAL) Where in the marketplace will we need to defend our business?
Critical Success Factors:
Critical Success Factors arise from an analysis of the SWOT. They included issues (internal and external) that are most critical to our business and dictate 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 attention to” issues.
The following components are the action-planning portion of the account planning process.
Goals:
A Goal clearly outlines what you expect to accomplish in a given period of time, and should always align with company/brand direction.
Goals should follow the SMART criteria:
• Specific
• Measurable
• Action-oriented
• Realistic
• Time-bound
Strategy:
A Strategy sets the direction for how you will conduct business. It is any internal or external factor that can affect your business by allowing you to capitalize on
opportunities, overcome threats, leverage strengths, and minimize weaknesses.
Tactics:
Tactics are very specific actions necessary to achieve goals and objectives. They direct who should do what, where, or with whom, and by what date.
Execution Tracker:
An Execution Tracker includes milestones and/or specific dates necessary to quantitatively determine progress towards goals, measure outcomes of tactics and correct
21

22.
SALES TEAM DEVELOPMENT
(Developing Personnel)

23.
SALES TEAM DEVELOPMENT PLAN
Developing People – “The Strategic Conversation” (EXAMPLE)
The outcome:
what we are
trying to
achieve, and
what it
looks like
What is
happening
now as
compared
to success
Co
Things that
cause the
situation or
barriers to
success
23
t io
sa
er
nv
n
Steps and
roadmap to
success

24.
SALES TEAM DEVELOPMENT PLAN
Developing People – “The Strategic Conversation” (EXAMPLE)
Start at the top, then go below
What is happening now
as compared to success;
behaviors you observe; results
you can track
The outcome: what
“good” looks like in behaviors
and results
20%
Things that cause
the situation;
barriers, drivers, beliefs
80%
Steps and roadmap
to success
Spend 80% on the right side
24

25.
SALES TEAM DEVELOPMENT PLAN
Developing People – “The Strategic Conversation” (EXAMPLE)
What?
Why?
Discuss the
“WIIFM”
Objective
What?
25
Specific area,
“Name it”
Skill
Look like?
“Define it”

26.
SALES TEAM DEVELOPMENT PLAN
Developing People – “The Strategic Conversation” (EXAMPLE)
Understand the situation from the employee’s point of
view.
• Discuss observed behaviors in the context of success.
• Probe around what the employee did/behaviors, what
the customer did/behaviors, and what the result was.
• Probe to understand employee’s view of the situation:
Is he/she getting closer to success? (Be specific.)
•
26

27.
SALES TEAM DEVELOPMENT PLAN
Key Tactics - Developing People (EXAMPLE)
Metric
Tactic
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
Coaching &
Developing Team
Members
Consistent
Demonstrate
consistency in your
words and actions as
the leader
Be
Be fair but stern
Treat
review of employee performance and performance planning is
paramount.
Maintaining a development pool of talent and ensuring development plans
are updated and have considerable action plans.
Support, Support and Support.
predictable by letting your team know what to expect from you
by example and inspect what you expect from your people.
Treat everyone on your team with RESPECT, and demand it in return.
Lead
everyone with respect and demand excellence of performance
will be evaluated based on their performance and competency.
Everyone
27
Progress / Results
Actual

28.
SALES TEAM DEVELOPMENT PLAN
Key Tactics - Developing People (EXAMPLE)
Metric
Tactic
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. Closes, closes and closes for increased
business.
Senior Director Sales will gather feedback from training, and build
development plans for direct reports.
Robust & Effective
Training
Job Competencies
improve quarterly

Coaching direct
reports
28


Senior Director Sales will build core behavioral competency model if it does
not exist already.
Job competency discussion will be executed on every one-on-one worksession, and captured in the work-session “Feedback Form”.
Career Development form will capture job competencies and performance.
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).
Progress / Results
Actual

29.
SALES TEAM DEVELOPMENT PLAN
Key Tactics - Developing People (EXAMPLE)
Metric
Tactic
Ensure the team
remains focus on
executing our sales
objectives/goals.
Ensure feedback is
consistent and has high
impact
29
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.
Management will take advantage of “coachable” moments”
(e.g. times when teammates experience success, disappointment
or trying a skill for the first time).
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.
Progress / Results
Actual

30.
SALES DEPLOYMENT PLAN
Developing People – For Optimal Performance (EXAMPLE)
Additional Development Resources
Sales Force Effectiveness
Research Tools
 Building Behavioral Job
Competencies

Career Path Initiative
 Management Development
Training
 Leadership Competency Model

30

31.
KEY PERFORMANCE
INDEX EFFICIENCES
(Business Processes)

32.
KEY PERFORMANCE INDEX EFFICENCIES
Business Processes (EXAMPLE)
Budget Planning Process key deliverables
Purpose & Use
•
1
Budget Allocation
& ROI Justification
•
Prioritize spending to match
company sales target goals
Track allocations that impact
the business (and do not impact
the business)
Purpose & Use
2
Budget
Milestones/P&L
•
•
•
32
Match budget with milestones
to justify ROI
Assign budget ownership to
ensure accountability
Consistent budget
communication to ensure
alignment

33.
KEY PERFORMANCE INDEX EFFICENCIES
Business Processes (EXAMPLE)
2010 Budget Planning Process
Step
Responsibility
Timing
1
Beginning year preliminary budget
planning meeting (discuss strategy
and priorities, realistic amounts, and
planning process).
Sales
Finance
End of 4qtr before budget planning
year
2
Initial account budget plans worked
on for account planning year
(Managers create budget proposals
that includes monthly numbers,
programs, and activities. Plan budget
meeting with team
Sales Team
Senior Director Sales
End of 4qtr before budget planning
year
3
Quarterly budget updates with
team/Dir (Review budget milestones
utilizing previous spreadsheet
Senior Director Sales
Sales Team
Quarterly Review
4
Collect Initial business plans worked
on for business planning year
Sales Team
December 10 before business
planning year
5
Finalized Account Business Plans
presented to Senior Director Sales
Sales Team
Senior Director Sales
December 15 before business
planning year
7
33
Process
Consolidation of final
budget/business plan data
Business Analysis
Senior Director Sales
January 10 of business planning
year

34.
KEY PERFORMANCE INDEX EFFICENCIES
Business Processes (EXAMPLE)
Sales Performance Communication Process
Purpose & Use
•
1
Status Reports &
Weekly Update
Reports
•
2
Information
Technology
(CRM or Siebel)
Friday status reports from
team to Senior Director Sales
Purpose & Use
•
•
•
34
Month end business status
report to leadership team
(template created)
Efficient use of targeting and
capturing data
Reports can be transmitted
easier and more consistently
Data can be easily stored,
uncover, and deliver

35.
KEY PERFORMANCE INDEX EFFICENCIES
Business Processes (EXAMPLE)
Report Expectations
Account/Sales Personnel
 Where to focus selling effort
 Prioritize schedule based on
opportunities
 Act against the competition
 Build Account Plan
(including action plans)
 Discuss effort, actions, plan
with Senior Director Sales

35

Senior Director Sales
 Where to focus team’s
selling effort
 Prioritize
Budget/Resources based on
opportunities
 Act against the
competition
 Discuss efforts, action,
plan with VP of Sales
 Enhance coaching
opportunities with Direct
Reports

36.
US/Global Medication Delivery
(30/60/90 Day Plan)
(Senior Director Sales, Medication Delivery/BioPharma Solutions)

37.
30/60/90 Day Action Plan
General Action Items (30 Days):




Gather understanding of corporate culture polices, mission objectives, vision etc
Learn/Understand Product/Services Portfolio
Review & comprehend sales and marketing business plan & goals……………………….……...…..within first 2-weeks
Acquaint myself with sales team, sales reps, key in-house personnel….………….….within first 3-weeks
(60- 90-Days) Global Sales Business Plan:
Thorough review of: Personnel, General Market Conditions, Customer Priorities & Trends, Internal Analysis, Critical Success Factors and
S.W.O.T. analysis

Review “State of the Business”/Personnel Overview with VP of Sales ………………………………………...…..….Jan/Feb

Set up communication with leadership team immediately, schedule one-on-one direct report sessions

Understand vision & mission statement for the Sales & Marketing Team. Build business plan.


Set up processes (e.g. communication plan, business priorities, budget, compensation process, development plans, segmentation)

Organize & Schedule field time to get a better perspective of the business (Sales)
Become familiar with Internal Support……... ………………………………….…..………Feb/March/April

Develop partnerships with key internal BPS resources (schedule one-on-ones)

Brand Marketing (Corporate Expectations)

Business Operations (Business Analytics focus)

Sales Training/Development (Sales Training Initiatives/Support)

Human Resources (Succession Planning/Personnel Review)
Long Term Goals (after 90-Days)

Develop all-inclusive strategic LRP Global Sales action plan……………….……………………..2nd Quarter

Implement Key Customer call plan/processes…………………………...……………………… 2nd – 4th Quarter

Schedule recurrent work-sessions with mgmt/sales team…………………………………………. 2nd Quarter

Field ride sessions (market place understanding/knowledge of personnel)………………………… on going

Measure/analyze/communicate business results…………………………………………….………. on going
37

38.
US/ Global Medicat ion Delivery SALES OBJECTI VES
US/ GLOBAL SALES VI SI ON
To be t he Leader in Cont r act Ser vices and Pr opr iet ary Technologi es
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 and
professionalism
US/ GLOBAL SALES TACTI CS
Tact ics:
Tact ics:
• Communicate company business goals
• Develop 90 Day/Cycle Business Plans to
address needs/capitalize on opportunities.
• 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
Tact ics:
•Increase closing percentage quarterly l
• 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
• Accelerate growth of Product X
• 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
Tact ics:
• 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
US/ GLOBAL SALES METRI CS
Met r ic:
Met r ic:
Met r ic:
Met r ic:
Vol Growth Targets
Company X
Total Business
Total CPA
Targeted Calls/Day
Targeted Pres/Call
Account Calls
Rep Field Days
Director Field Days
38
As appropriate
200 or 70%
of available days
75 or 30%
of available days
Regrettable Losses
Time to fill
Improve Diversity Vs 2008
Career Path Active Participation
Sales Force/Feedback Forums
Development Plan Completions
• Customer Survey Results
Benchmark
• SFE/Verispan – Specialty reports
Improve
Sales Training Assessments
• Rep/Account Research

39.

If you’re interested in having us help you build your 2014 Global Sales & Marketing
Strategy/Plan, you can contact me directly at:
Andre’ Harrell
President/CEO (AH2 & Beyond Consulting, LLC)
http://www.ah2andbeyond.com/
andre.harrell@ah2andbeyond.com
(267)221-8529
Blog: http://thesalesprofessionalnetwork.blogspot.com/
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