5. Current Analysis
• Significant Growth in Past 5 years
• Industry Future is Uncertain, Consolidation is Rampant
• Challenge is to Grow New Patient Referrals
• Current Finances Require Efficient Resources
GROWTH • Expanded Market Requires Additional Resources
- See Field Support ProForma Worksheet
• Future - Potential to Grow Services in Addition
to Core Model
6. Current Analysis
• Reporting Capabilities are in Development
• Field Activity is Not Targeted
• Marketing & Sales Have Low Communication
with Operations
SUSTAINABILITY • Significant Leverage over Business Results
Resides with One Person
7. Current Analysis
• Currently Exists in Silos
• Not Leveraged to Determine Field Activities
INTELLIGENCE • Marketing BI not Communicated Well
Across Organization
• Huge Upside Associated with Continued Development
8. Current Analysis
• Design/Creativity is not a Core Competency of MAPS
• Typically Outsourced
CREATIVITY • Creative Ramp-up Period to Learning MAPS Business
• Room for Creative Differentiation in Medical
14. Key Development Drivers
CAMPAIGN DEVELOPMENT
GROWTH
ve lo
gica
Web Development • • Strategic Planning
i
creat
CREATIVITY
Film/Photography • • Market Research
l
Design • MoK ToolBox • Op Development
Copywriting •
Production •
social
Social Media Public Relations Conference Planning Affiliation Management
15.
16. • 20 hours week of strategic leadership
• 10 hours week of creative services
• 20 hours week of project management
17. • Creative Concepting & Execution
• SalesForce Development
• Reporting Development
• Voice of Customer Research
• Market Insight (Organizational Charts)
• Operational Development
• Marketing Plan Development
• Project Management
• Conference support
• Marketing Team Meetings
• Medical Director Meetings
• SPC Meetings
• Various Internal MAPS Meetings
18. Current Status
• Continued Website Development
• Web Portal Development
• Numerous Print & Interactive Designs
• MAPS Film Project Production
19. Vision
• Continued Website Development
• Targeted Biz Dev Presentations
• MAPS Film Project Production
• Conference Strategy & Development
• PT, BH, CPP, HolM Campaigns
• MAPS Value Prop Video
• Television/Radio
• Public Relations Efforts
20. Current Status
• Weekly Entry of Activities Occurring
• Inconsistent Follow-up on Tasks
• Strategic Info Not Being Captured
• Future Activities not Scheduled
• Business Development Weekly Reporting Push
• Database Cleansing Needed
- Currently in planning – 2 mo process overall
• Information Not Visible to Entire Organization
• SalesForce Not Communicating with
Other Solutions
21. Vision
• Clean, Consolidated Contacts,
Clinics & System Data
• Strategic Information Documented
• Activities Recorded & Communicated Daily
• Tasks Consistently Assigned & Executed
• Future Schedule Set & Communicated
• SalesForce Accessible to Organization
• SalesForce Integrates w/ Other Software
22. Current Status
• Numerous Business Centers Consulted
• Report Development Team Dedicated
• Impactful Core Reports Generated
• Reports Being Utilized for Call Planning
• Operational Standards Development in Process
23. Vision
• Reports Utilized Across Organization as KPI’s
• Reports Integrate into SalesForce
• Reports Drive Impactful Activities
• Reports Indicate ROI Correlation
• Reports Identify Capacity Needs
24. Current Status
• Process Set with Customer Service
Committee (CSC)
• Internal MAPS Dept. Discussions Completed
• MAFP Preliminary Research Performed
• Maple Grove Target Clinics Identified
• Two Rounds of Target Clinic Calls Completed
• Initial Appointments Sent
26. Current Status
• Initial Clinic Information Obtained
• Maple Grove Org Charts Developed
- Key Feeder Clinics
- Provider 12-mo Referral Performance
• IT Determining NextGen Integration
• NextGen Data Consolidation Planning
• Other Tier 1 Sites in Process
• Vision
27. Vision
• Market Org Charts Utilized As Standard Tool
- Providers/Staff
- Committee Meetings
- Marketing Team
- Executive Leadership
• Charts Drive Impactful Activities
28. Current Analysis
• Developed Targeted 2011 Marketing Plan
• Implemented Mktg & Biz Dev Team Meetings
• Weekly Team Activities Report Developed
• SalesForce Operational Standards in
Development
• Reporting Standards in Development
• VOC Feedback in Development
• Market Org Charts in Development
32. Sample Field Activity Mix
• 33% Group Meetings
- Conferences
- In-services
- Trainings, etc.
- 2 per week, 4 hr/ea
• 33% Face-to-face Appointments
with Providers
- Agenda Driven, Opportunity Targeted
- 8 per week, 1 hr/ea
• 33% Key admin meetings
- Information Gathering
- Relationship Building
- 16 per week, 30 mins/ea
33. Estimated Available Hours per Rep
• 46 Work Weeks
• 40 Hours per Week
• 1840 Hours Total
- 736 Hours Prep & Meetings
- 1104 Hours Field Activity
34. Example Field Call Types
& Time Requirements
• Tier 1 Top 10 Clinic Group Meetings
- Quarterly Group Meetings
- 40 Meetings per Tier 1 clinic per year
- 2 hours per visit
- 320 hours total
35. Example Field Call Types
& Time Requirements
• New Referring Provider Appointments
- According to MAPS Reports,
Approximately 1000 Providers
Have Referred 1 Patient in the
Last 12 months
- 2 hours Each, 2000 Hours Total
36. Example Field Call Types
& Time Requirements
• Face-to-Face Provider Follow-ups
- According to MAPS Reports, 700
Providers Have Referred Multiple
Patients in Last 12 months
- 1 hour each, 700 hours total
37. Example Field Call Types
& Time Requirements
• Admin Meetings
- 30 Target Clinics/Tier 1
- Twice annually 1 Hr/ea, 240 Hours Total.
• Conference Attendance
- 2/qtr
- 8 Hrs/ea, 64 Hours Total
Ideal Field Capacity = 3,324 Hours
