2014 Graphic Design Portfolio

ANDY HOSEGOOD

2014 Calendar Graphic Design

IMD BUSINESS SCHOOL

Being Innovative with Bill Fischer Motion Graphics

DELOITTE

Deloitte Partners Communcation Platform Website Design

“TURNING A MARKET ACCESS CHALLENGE INTO A BEST IN CLASS ASSESSMENT AND A MARKET EVENT” (THOMAS LANG AND STEFANIE TUEBBEN, MSD GERMANY)

THE CHALLENGE: DPP-4 ASSESSMENT

proudly presents:

THE AMNOG DPP-4 CHALLENGE

STARRING

MSD GERMANY GLOBAL DIABETES FRANCHISE GHO MRL

THE CHALLENGE: DPP-4 ASSESSMENT

Entire DPP-4 class called for assessment in summer 2012: Sitagliptin, Saxagliptin & Vildagliptin

300,000 pages dossier assembled by MSD Germany in close collaboration with and support from global cross-functional teams

G-BA issued appraisal for Sitagliptin in October 2013: Most favourable outcome for any diabetes drug in Germany in last eight years.

Recently, Novartis announced withdrawal of Vildagliptin from German market following unfavourable assessment outcome in AMNOG review

MSD SITAGLIPTIN AMNOG DOSSIER

| WHAT WE ARE WORKING FOR IS…

Press releases

| WHAT WE DON‘T WANT TO SEE FOR OUR PRODUCTS…

Advantage for Sitagliptin

New Bayer drug flopped in important benefit assessmentWithdrawn from market: Canagliflozin, Vildagliptin, Vildagliptin/Metformin FDC,Linagliptin, Lixisenatide

Bestandsmarkt: Novartis nimmt Vildagliptin vom Markt

Zum 1. Juli 2014 stellt Novartis hierzulande den Vertrieb seiner Antidiabetika mit dem Wirkstoff Vildagliptin ein. Wie der Schweizer Pharmakonzern heute bekannt gab, reagiere man damit auf die unbefriedigenden Preisverhandlungen mit dem GKV-Spitzenverband für die Mittel Galvus®/Eucreas® (Vildagliptin/Vildagliptin plus Metformin). Zuvor hatte der Gemeinsame Bundesausschuss (G-BA) im Rahmen der Nutzenbewertung des Bestandsmarkts für den Wirkstoff Vildagliptin und die Wirkstoffkombination keinen Zusatznutzen gegenüber der zweckmäßigen Vergleichstherapie mit einem Sulfonylharnstoff festgestellt. Dies hatte für den Hersteller zur Folge, dass die Höhe des Erstattungsbetrags mit den Kassen verhandelt werden musste.

UNSUCCESSFUL

WITHDRAWN

Vildagliptin WITHDRAWN from German market

| DIABETES ASSESSMENTS 2006-14

JANUVIA/JANUMET ASSESSMENT OUTCOME

POWER CAMPAIGN FOR DIABETES:FOCUSED, SIMPLE & FAST EXECUTION

POWER 2.0(PRICE NEGO)

JANUVIA® & JANUMET®: EVERY MILESTONE TURNED INTO A MARKET EVENT

Januvia & Janumet

Xelevia & Velmetia

Galvus & Eucreas

Jalra & Icandra

Onglyza &Komboglyze

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

7.0%

8.0%

9.0%

Jan-1

3

Feb-13

Mar-13

Apr-13

May-13

Jun-1

3

Jul-1

3

Aug-13

Sep-13

Oct-13

Nov-13

Dec-13

Jan-1

4

Feb-14

Mar-14

Apr-14

May-14

Jun-1

4

Jul-1

4

Mar

ket S

hare

(in

Pres

crip

tions

)

POWER 1.0 (G-BA) JMT = NO 1(VILDA EXIT)

VILDAGLIPTIN EXIT : DIABETES CAMPAIGN JULY 1ST:FAST AND POWERFUL EXECUTION AS KEY TO SUCCESS

SITAGLIPTIN: THE SUCCESS STORY CONTINUES

Sitagliptin MSD

Sitagliptin BC

Saxagliptin

Sitagliptin Total

Vildagliptin

Xigduo

Invokana

Forxiga

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

Jan-

11Fe

b-11

Mar

-11

Apr-

11M

ay-1

1Ju

n-11

Jul-

11Au

g-11

Sep-

11O

ct-1

1N

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ec-1

1Ja

n-12

Feb-

12M

ar-1

2Ap

r-12

May

-12

Jun-

12Ju

l-12

Aug-

12Se

p-12

Oct

-12

Nov

-12

Dec

-12

Jan-

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b-13

Mar

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Apr-

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ay-1

3Ju

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Jul-

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Sep-

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ct-1

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Feb-

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ar-1

4Ap

r-14

May

-14

Jun-

14Ju

l-14

Sale

s in

EU

R 0

00

CU/D

ay in

000

Jul-

12

Aug-

12

Sep-

12

Oct

-12

Nov

-12

Dec

-12

Jan-

13

Feb-

13

Mar

-13

Apr-

13

May

-13

Jun-

13

Jul-

13

Aug-

13

Sep-

13

Oct

-13

Nov

-13

Dec

-13

Jan-

14

Feb-

14

Mar

-14

Apr-

14

May

-14

Jun-

14

Jul-

14

15,000

20,000

25,000

30,000

35,000

40,000

SU DPP-4

July 1st

October 1st April 1st

2 – 5 H AFTER AFTER THE NEWS:More than 400 reps were equipped with the materials and messages. A big Multi-ChannelCampaign started.

OPTIMIZE TARGETING: IDENTIFICATION OF VILDAGLIPTIN HEAVY PRESCRIBERS

> Special Targeting assessment done in June

ONE STRONG MESSAGE FOR ALL ACTIVITIES

> 2h after Vildagliptin news release: more than 400 reps were equipped with the relevant materials and ready to go

CLEAR REACH AND FREQUENCY OBJECTIVES

> Close collaboration between PC sales forces to cover the right customers in the right sequence > Rented sales force in high potential vilda segments

EXTRA SALES INCENTIVE BASED ON SPECIAL MARKET SHARE ACHIEVEMENT

40%

20%

Mar 14

67% 83%

Jul 14

0%

80%

100%

60%

Mar

ket S

hare

SaxagliptinSitagliptin Total Vildagliptin

NO. 1: DPP-4

BEST IN DIABETES:- IQWiG- G-BA- Price Neg.- Execution

SOV (VS. 13):+ 75% IN FTES+ 257% IN CALLS

Source: IMS National Prescription Index

98 FEET

+ 72.2 MILL. € IN 2014 & 2015

67% 83%

Insulin GlargineInsulin DetemirPioglitazoneRosiglitazoneExenatide Insulin AspartInsulin GlulsineInsulin Lispro

ADDED BENEFITS (IQWIG) 1. Sitagliptin (Metformin add-on)2. Sitagliptin/Metformin FDC (Monotherapy)

ADDED BENEFITS (G-BA)1. Sitagliptin (Monotherapy)2. Sitagliptin (Metformin add-on)3. Sitagliptin/Metformin FDC (Monotherapy)

1. Saxagliptin (Metform. add-on)2. Saxagliptin/Metformin FDC (Monotherapy)

NO (ADDED) BENEFITSCanagliflozinDapagliflozin/Metformin FDCDapagliflozinVildagliptin/Metformin FDCVildagliptinLixisenatideLinagliptin NatelinideRepalinide

AHA!2.0 ‘TODAY IS TIME FOR CHANGE’

MSD FORUM HEALTH CARE PARTNER: AN UNPARALLELED 4 YEARS ONGOING SUCCESS STORY

OBJECTIVE: Bringing together health policy stakeholders to learn from each other and to stand up for an efficient and effective healthcare system

Key Note Speaker:Ulrike FlachParliamentary State Secretary MoH

Patronage:W. HeubischBavarian State Minister for Science, Research & Art

Patronage:Daniel Bahr Minister of Health

Patronage:Hermann GroeheMinister of Health

2011HOTEL HILTON MÜNCHEN

2012IN HAAR

2013IN HAAR

2014SEPTEMBER 17TH IN HAAR

80 participants & Award announcement

135 participants & 50 Award applications

140 participants & 35 Award applications

180 participants & 53 Award applications

NOMINATED FOR 2012 HEALTH CARE AWARD

• Comprehensive care program for T2D prevention• FINDRISK (diabetes risk) screening by GP• Includes individual health targets for patients

A LANDMARK INITIATIVE FOR GERMAN HEALTH CARE SYSTEM & MSD – WE MADE IT POSSIBLE!

Program leading Physicians

Germany‘s largestsick-fundsMSD - As trusted partner

Physician Networks

Patronage Regional MoH Local SHI - Physician Association

RECORD IMPLEMENTATION

1. IDENTIFIED AS GERMAN 3P PROJECT (MSD HC AWARD)

2. OBJECTIVE SETTING & INTERNAL APPROVAL

3. ETHICS COMMITTEE APPROVAL: JANUARY 2014

4. CONTRACT SICK-FUNDS & PHYSICIAN ASSOCIATION SIGNED

5. PHYSICIAN REGISTRATION & INSUREE ENROLLMENT

6. EVALUATION & PUBLICATION

PROGRAM LAUNCH JULY 1ST, 2014

• ENABLER: AHA!-PILOT & MSD-HEALTHCARE AWARD

• CLOSE CROSS-FUNCTIONAL COLLABORATION

• 500 TARGETED PHYSICIANS & 10.000 INSUREES

OCT. 1ST 2014: 223 PHYSICIANS

REGISTERED & 119 INSUREES ENROLLED

CREATES UNIQUE ATTENTION IN DISCUSSIONS WITH STAKEHOLDERS

DR. MED. PETERSEN DIABETOLOGIST & PROJECT OWNER

PILOT RESULTS• 1.200 participants during 2007 – 2011• Significant weight loss• 7 % unreported T2D identified Standard of care treatment initiated, for new diagnosed T2D patients

MSD

EUCAN

200

cm

300cm 85cm

Graphic Design

ASTRAZENECA

“The Lockdown” Sales Proposal

How to create your 2015 strategy, communications and engagement plan

in 24 hours

CONCEPT and VALUE

CONCEPT

Each member of the leadership team will be collected from home and driven to a secret location. For the next 24 hours they will be put through their paces by a world-class facilitation team, helping them to create the 2015 strategy, also challenging their thinking on priorities and the ‘must win’ battles.

THE VALUE

1 Your organization will have a comprehensive 12 month strategy which is aligned to the customer, employee and organizational goals

2 Through this process You will gain alignment with your executive team

3 Through this process You will create a high performance leadership team. 4 The output of this process will provide you with a tool to enable greater engagement with the strategy throughout your organization.

Introducing the

BIG PICTURE

LAUNCH OFCOMMUNICATION 1LOCKDOWN 24RESEARCH AND

PREPERATION

LAUNCH OFCOMMUNICATION 2

LAUNCH OFCOMMUNICATION 3

THE JOURNEY & VENUE

LAUNCH OFCOMMUNICATION 4

Example agenda

• Pre-Event - Define the position

• Pre-Event – Define the position

• Lockdown event design

• Lockdown Event

• Organization Communication

08:30

09:00

10:00

11:00

12:00

13:00

14:00

15:00

16:00

17:00

18:00

19:00

22:00

ACTIVITY

Arrival

Opening and setting the scene

What is our VMV (Vision/Mission/Value)

What will make us successful

Lunch

Action session 1

Action session 2

Action session 3

Let’s hear it from a knowledge expert

‘Brain shower’

Re-energize session

Working dinner

End of the day

DAY 1

08:00

09:00

10:00

11:00

12:00

13:00

14:00

15:00

16:00

17:00

18:00

19:00

ACTIVITY

Arrival

Day 1 review and questions

Building the plan part 1

Building the plan part 2

Lunch

Building the plan part 3

Building the plan part 4

Building the plan part 5

Review of the plan part 1

Review of the plan part 1

Close

Drinks and celebration

DAY 2

PRISON warehouse

luxury hotelship

THE PROJECTStrategy Issues - Identify strategic issues to address

Industry & Market Data - Identify market opportunities and threats Customer Insights - Assess current satisfaction and future demand

Employee Input - Determine strengths and weaknesses

SWOT - Synthesize the data into summary SWOT items

STAGE 1

Use SWOT - Process the SWOT to set priorities

Organizational Goals - Determine your organization’s core purpose

KPIs - Select key performance indicators to track progress

Department Goals - Cascade org goals to department (12 months)

Team Member Goals - Cascade department goals to individuals

Budget - Align a one year budget with the plan

STAGE 2

Mission - Determine your organization’s core purpose

Value - Identify your core beliefs

Vision - Create an image of what success looks like in 5 years

Competitive Advantages - Solidify your unique position

Org. Wide Strategies - Establish the approach for how you will succeed

Long-Term Objectives - Develop a 3 year balanced framework of (maximum)

6 objectives

Forecast - Develop a 3 year financial projection

STAGE 2

STAGE 3

Rollout - Communication strategy to whole organisation

Set Calendar - Establish schedule for progress reviews

Adapt Quarterly - Hold Progress reviews and modify

Update Annually - Review end of year, plan next year

DETERMINE POSITION

DEVELOP STRATEGY

BUILD THE PLAN

MANAGE PERFORMANCE

STAGE 1 OUTCOME

STAGE 2

STAGE 3

Deep dive into company information determining current position.

An extensive report on the current position of the US business.

2 day Lockdown event to create the strategy, communications and engagement plan

Creation of a communication vehicle to disseminate the strategy to the organisation

A strategy, communications and engagement plan

Alignment and engagement within your organisation

OUTCOME

OUTCOME

Pre-Event The Lockdown Event Post-Event

DeterminePosition

DevelopStrategy

Build thePlan

ManagePerformance

Interviews with leadership teams

Input taken from survey results

Facilitated session to create the strategyCommunicate to the whole organisation

C R E A T I N G A N A L I G N E D L E A D E R S H I P T E A M

How to create your 2015 strategy, communications and engagement plan

in 24 hours

CONCEPT and VALUE

CONCEPT

Each member of the leadership team will be collected from home and driven to a secret location. For the next 24 hours they will be put through their paces by a world-class facilitation team, helping them to create the 2015 strategy, also challenging their thinking on priorities and the ‘must win’ battles.

THE VALUE

1 Your organization will have a comprehensive 12 month strategy which is aligned to the customer, employee and organizational goals

2 Through this process You will gain alignment with your executive team

3 Through this process You will create a high performance leadership team. 4 The output of this process will provide you with a tool to enable greater engagement with the strategy throughout your organization.

Introducing the

BIG PICTURE

LAUNCH OFCOMMUNICATION 1LOCKDOWN 24RESEARCH AND

PREPERATION

LAUNCH OFCOMMUNICATION 2

LAUNCH OFCOMMUNICATION 3

THE JOURNEY & VENUE

LAUNCH OFCOMMUNICATION 4

Example agenda

• Pre-Event - Define the position

• Pre-Event – Define the position

• Lockdown event design

• Lockdown Event

• Organization Communication

08:30

09:00

10:00

11:00

12:00

13:00

14:00

15:00

16:00

17:00

18:00

19:00

22:00

ACTIVITY

Arrival

Opening and setting the scene

What is our VMV (Vision/Mission/Value)

What will make us successful

Lunch

Action session 1

Action session 2

Action session 3

Let’s hear it from a knowledge expert

‘Brain shower’

Re-energize session

Working dinner

End of the day

DAY 1

08:00

09:00

10:00

11:00

12:00

13:00

14:00

15:00

16:00

17:00

18:00

19:00

ACTIVITY

Arrival

Day 1 review and questions

Building the plan part 1

Building the plan part 2

Lunch

Building the plan part 3

Building the plan part 4

Building the plan part 5

Review of the plan part 1

Review of the plan part 1

Close

Drinks and celebration

DAY 2

PRISON warehouse

luxury hotelship

THE PROJECTStrategy Issues - Identify strategic issues to address

Industry & Market Data - Identify market opportunities and threats Customer Insights - Assess current satisfaction and future demand

Employee Input - Determine strengths and weaknesses

SWOT - Synthesize the data into summary SWOT items

STAGE 1

Use SWOT - Process the SWOT to set priorities

Organizational Goals - Determine your organization’s core purpose

KPIs - Select key performance indicators to track progress

Department Goals - Cascade org goals to department (12 months)

Team Member Goals - Cascade department goals to individuals

Budget - Align a one year budget with the plan

STAGE 2

Mission - Determine your organization’s core purpose

Value - Identify your core beliefs

Vision - Create an image of what success looks like in 5 years

Competitive Advantages - Solidify your unique position

Org. Wide Strategies - Establish the approach for how you will succeed

Long-Term Objectives - Develop a 3 year balanced framework of (maximum)

6 objectives

Forecast - Develop a 3 year financial projection

STAGE 2

STAGE 3

Rollout - Communication strategy to whole organisation

Set Calendar - Establish schedule for progress reviews

Adapt Quarterly - Hold Progress reviews and modify

Update Annually - Review end of year, plan next year

DETERMINE POSITION

DEVELOP STRATEGY

BUILD THE PLAN

MANAGE PERFORMANCE

STAGE 1 OUTCOME

STAGE 2

STAGE 3

Deep dive into company information determining current position.

An extensive report on the current position of the US business.

2 day Lockdown event to create the strategy, communications and engagement plan

Creation of a communication vehicle to disseminate the strategy to the organisation

A strategy, communications and engagement plan

Alignment and engagement within your organisation

OUTCOME

OUTCOME

Pre-Event The Lockdown Event Post-Event

DeterminePosition

DevelopStrategy

Build thePlan

ManagePerformance

Interviews with leadership teams

Input taken from survey results

Facilitated session to create the strategyCommunicate to the whole organisation

C R E A T I N G A N A L I G N E D L E A D E R S H I P T E A M

100

cm

100cm

Graphic Design

PRIMA DONNA PETS

Local Business start-up website Website Design

Mark Draper - Graphic Designer mark.draperr@gmail.com