strat adviser uk generic presentation
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who we are, what we do, how we do it and to whom in a few slides; Contact me to get comments and detailsTRANSCRIPT
Our ressources
StratAdviser strategic consultants are:– Economists, Scientists and Lawyers
• with MSc/MD/PhD in Finance, Strategy, Business, Marketing, Information and communication technologies (ICT), Neuro-Sciences, and Medicine
– Multinational individuals • who live and work in an international environment
• have a specific knowledge focused on trans-national and trans-cultural issues
• as well as they can work in a mono-national context
– Proficient in foreign languages such as English, French, Spanish and German
StratAdviser key players have: – 10 years or more of experience working in their respective fields
• teach management, crisis management, strategy, marketing, communication and medicine
• at Business Schools, Engineering Schools and Universities.
10/05/2010 confidential 2
Our International Reach
Angel
GONZALEZ
Brian
FLECK
Beata
LEWANDOWSKA
Sébastien
MODICOM
Erwan
YANN
Jeffrey
Taylor
Søren
MUUS
Our Expert Resources
Dr Jan-Cédric
HANSEN
Medico-Marketing European Strategist
10/05/2010 confidential 5
StratAdviser in short
StratAdviser impact on Consulting
– StratAdviser strategic package
• Strategic Diagnosis, Strategic Recommendation and Strategic Follow-up
– based on medical processes delivers
• valuable strategic advice easy to access and implement
• as well as adequate cost control thanks to its simple costing policy
StratAdviser and You
– Any time your company and/or you face an issue
• just contact StratAdviser knowing that
– the proper strategic recommendation will be delivered and followed through
– adapted to the availability of your financial and human resources
10/05/2010 confidential 6
Additional features
Registered as a lobbyist
with the European
Commission
– Allows us to deliver specific
solutions regarding regulatory
issues and the like…
All of our recommendations
are assessed for legal risk
– by a Franco-British
Independent lawyer firm
10/05/2010 confidential 7
Medical methodology inspires us
In medicine, diagnosis is:
– the process of identifying a medical condition or disease by its signs, symptoms, and from the results of various diagnostic procedures
Doctors are trained to:
– take decisions in acute and uncertain situations
– constantly challenge and reassess their decisions
– think strategically before taking actions
StratAdviser considers that such a methodology applies nicely to its client’s needs because diagnosis is a fluid process
10/05/2010 confidential 9
High added value oriented
In order to deliver high added value advice and
ensure its optimal ROI we follow three steps
1. Strategic Diagnosis - allows deeper exploration to
re-establish and reformulate the need
2. Strategic Recommendation - develop what to do and
how in order to best respond to the need
3. Strategic Follow-up - monitoring the application of
recommendations and their positive impact
10/05/2010 confidential 10
Our Strategic « 3 Step » Process
10/05/2010 confidential 12
Your
Validation
yesno
meeting with client for
clarification of advice level
Brainstorm Workshop for reformulation of need
& selection of appropriate team/resources
Submission of draft
methodology, timeline and
global estimate
Expression of a
potential need
(prospecting or spontaneous)
Delivery
Strategic Diagnostic
Brainstorm Workshoprestitution and reformulation
of SD content
Submission of draft
Anamnesis, Investigations
& Prognosis
Strategic Recommendation
Brainstorm Workshop for fine tuning of SR content
Submission of draft
Advice prescription,
Integration plan
& Appropriation process
Submission of strategic advice
+/- plan of action
+/- appropriation plan
+/- related additional costs
Brainstorm Workshop for Tactical Implementation
Your
Validation
yesno
Your
Validation
yesno
Your
Validation
yesno
Strategic Follow-up
Our Stategic Diagnostic Step
10/05/2010 confidential 13
Unmet needs
Brand vision
Features and benefits
Target insight
Brand Promise &
Reasons to Believe
Brand
Essence
SWOT
Target Audience Descriptors
Attributes
Personality &
Core values
Communication
Positioning
Statement
Action Plans
Key Strategies
Our Strategic Recommendation Step
Broaden clinical
experience
Rapid adoption amongst primary target of Sarcoma Specialists
Optimise pricing and secure
reimbursement
Development and execution of global
Life Cycle Plan
• Transition of
compassionate
use to commercial
drug
• Phase IV
programme
• Life cycle plan in
conjunction with
J&J – new
indications (1st line
STS, breast
cancer, NSCLC,
ovarian cancer),
more convenient
regimens (3h
schedule, weekly),
combinations/
sequential therapy
with other major
cytotoxics
• Communication and PR plan to increase
awareness of PharmaMar as an innovative oncology
company and raise awareness of disease
• Working with Cooperative Groups (BC, NSCLC)
and Patient Groups (Potentiate formation)
• Corporate sponsorship of major meetings and
bodies PharmaMar stand-alone event ( MoA)
• Promotional activities: Global branding and
campaign
• Promotional materials
• Congress activities, PharmaMar stand-alone event,
Publications
• PharmaMar internet site and Yondelis website
• KOL development
• Vehicle (e.g. Ad Board) to review and revise clinical
endpoints in sarcoma
(RR does not correlate with OS)
• EORTC collaboration to develop standard
classification tools for STS
• Increase awareness and usage
• Complete territory mapping and identification of
key stakeholders, prescribers and patient pool by
2003 YE
• 2003 Ex factory sales
• SoV increases 20%p.a., versus Novartis (Glivec),
Baxter (ifosf), S-P (Caelyx), Astra-Zeneca
(Irtessa).
• Develop and optimize
formulations
• Ensure progression of
manufacturing to
semi-synthetic
• Develop regulatory
strategies for ex-US
territories
• Optimize market
exclusivity and patent
estate
• Develop targeted
labeling
• Development
of pan-
European
Pricing and
reimbursement
strategy
• HE plan and
economic
model
• Sequential
launches to
optimise price
• Pricing strategy
complete by end
2002
• Implementation by
end 2003
• Launch first in
Germany, UK and
Sweden
• ATU cohort after
CPMP opinion
• Phase IV strategy
by Q1 2003
• Target profiles for
new indications by
YE
• GLCP by YE and
presented to Joint
Steering Committee
Example of Yondelis contribution
Key Expected Results
10/05/2010 confidential 14
Potential Strategic Synergies
Your communication AgencyBriefing
Communication PlatformVisual identityGraphic Chart
Brand Pyramid
Matrix
10/05/2010 confidential 15
Strategic Diagnostic
Strategic Recommendation
Strategic Follow-up (Tactical Implementation)
Continuous Dynamic Interaction
10/05/2010 confidential 16
Uncertain
environment
Diagnosis &
Recommendation
Potential
Early diagnosis
Follow-up
Required again
time
?
Structure
and/or Profit
and/or Resilience
and/or Personal
development
Natural evolution
Potential reaction
StratAdviserachievement
We build your strategy together
One methodology
– StratAdviser proprietary methodology
Two different kinds of deliverables
– Recommendation alone
– Recommendation and related deliverables
Three ways to collaborate
– Long term programs
– Annual supports
– 1-3 day seminars
Our Long Term Programs
Corporate/Portfolio Strategic coherence along market evolution
Corporate/Portfolio European Strategic Lobbying
High Profile Managers Key Decisions process assistance
International Marketing Task Force management
European Expert Group & Related Publication Plan
Prelaunch & Launch Strategic Matrix implementation
Our Annual Supports
Corporate/Portfolio Strategy Fine Tuning
Corporate/Portfolio Strategy Stakeholders
Appropriation
Corporate/Portfolio Strategy Tactical
Field/Market Adaptation
Prescribers Scrutiny through Sales’ Forces
Optimizing Sales’ Forces impact factor
Sales Oriented Medical Education
Contextual Incentive
Our 1-3 day seminars
Market Study Audit
New Competitive Edges
Competitors’ Strategy Simulation
Enhance Brand’s Resilience
Joint Strategic Workshops
Brand Audit
Brand Rejuvenation
Portfolio Audit
European Creative Seminar
Tender Notice Audit
Lecture & Workshops
Let Our “ Lectures & Workshops ” be
your “ Lectures & Workshops ”
Available conferences 2009-2010– “Crisis communication, legal issues & economic impact of the pandemic threat”
– “Expanding your European position despite inhomogeneous maturation of portfolio among target countries”
– “Understanding benefits of brand vs product communication strategy”
– “Strategic healthcare communication during crisis management”
– “Turning affiliates “specificity” into powerful European strategy”
– “Strengthening European cooperation between pharmaceutical Industry and Private Hospitals: a promising competitive edge”
Coming conferences 2011-2012– “Post crisis management, frequent mistakes and consequences”
– “Efficient Orphan drugs marketing approach: musts and options”
– “Key topics to understand the Japanese market entry limitations”
– “Rising competition among generics: time for redesigning the brand concept?”
– “Terms and Conditions of Sales as a competitive edge”
– “Identification of new communication themes for MEDED programs”
10/05/2010 confidential 22
Provide High Value European Insights
Situational analysis– Need for global expertise regarding the
European Market and specificity of European healthcare systems
Strategic Diagnostic – Content analysis of available publication
on the disease
– Reassessment of available Market Studies
– Identification and Interviews of KOL
– Cross matching of findings with StratAdviser expertise
Strategic Recommendation– Drafting of preliminary report to fuel the
strategic thinking including promising positioning & potential communication plan
Strategic follow-up(Tactical Implementation)
– Left to our client
Situational analysis– A spring water trade organisation is
sued by a mineral water trade company for improper health claim
Strategic Diagnostic – The trial is backed up by a report from
the French Academy of Medicine – Risk is that the trial outcome will
ultimately apply to all spring water manufacturers
Strategic Recommendation– Strike back should be managed by the
spring water trade union– Need for a contradictory report with
higher quality standards to neutralize the French Academy of Medicine
Strategic follow-up(Tactical Implementation)
– Deep analysis of the French Academy of Medicine report and writing of the contradictory report
– Work in tandem with the trade Union Lawyer Firm
– Help the client in implementing its lobbying actions
10/05/2010 confidential 25
Deliver High Standard Expertise
Situational analysis– A thermal Bath faces constant regression of
turnover
Strategic Diagnostic – Thermal Bath location and accommodations
inadequate to drain clients by themselves
– Thermal medicine no longer considered as a reference for chronic conditions by GPs
– 100% of French centres for burned patients refer cases to the Thermal bath
Strategic Recommendation– Reinvest the neglected local medical
expertise
– Position the Thermal Bath as “First European Dermatology Spa”
– Take into account the public (patient / companion) specificity
Strategic follow-up(Tactical Implementation)
– Redesigning existing communication tools and creation of new ones (detail aid, ...)
– Creation and training of a sales’ force dedicated to GPs
Elaborate Strategic Positioning
Design International Expert Group
Situational analysis– Prescribers tend to restrict more and
more the use of Fluoroquinolones among Companion Animals
Strategic Diagnostic – Prescribers tend to apply Large Animals
prescription rules for lack of spokespersons highlighting Companion Animal specificity
Strategic Recommendation– Design an European Expert Board eliciting
recognized European Guidelines
Strategic follow-up(Tactical Implementation)
– Recruit & support members
– Suggest themes and developments
– Supervise premise organisation & logistic
– Develop communication tools
– Work out publication plan and awareness campaign
10/05/2010 confidential 27
Situational analysis– Dravet’s syndrome is under
diagnosed due to insufficient awareness
Strategic Diagnostic – Orphan Drug status doesn’t allow
classic communication
Strategic Recommendation– Medical Education and Unbranded
communication are appropriate to elicit significant market penetration
Strategic follow-up(Tactical Implementation)
– Design of support
– Perform interviews
– Editing of interviews and animations
– Checking of scientific and medical relevance
Enhance Disease Awareness
Situational analysis– Major Brand, once innovative, is loosing
market shares at unexpected rate
Strategic Diagnostic– Recent external growth and introduction to
stock exchange of company impact on stakeholders neglected
Strategic Recommendation– Creation of an International Brand Task Force
composed of the International Marketing Team and affiliates leaders
Strategic follow-up(Tactical Implementation)
– Creation of the International Marketing Team leadership
– Animation of task force meeting
– Brand rejuvenation along with task force participants
– Press Ad execution supervision and detail aids content
10/05/2010 confidential
29
Rejuvenate a European Brand
Situational analysis– The launch of the Biomedic portfolio
didn’t match expectationsStrategic Diagnostic – The initial pure cosmetic positioning
was inadequate regarding Dermatologists considering the peeling has a strong effect requiring medical supervision
– Side effects elicit a negative image among customers
Strategic Recommendation– Reposition portfolio as a “Medical”
Must– Create a European expert group to
endorse the new positioningStrategic follow-up(Tactical Implementation)
– Expert group design and management – Drafting of guidelines for good practice
for the use of peeling– Elaboration of CME training modules– Recruit & support speakers– Develop communication tools– Dissemination of the group concept to
each target region (Asia, North America, South America)
Re-Launch an International Brand
Situational analysis– The French Defence Medical Service has to
switch from an endowment driven to a client driven activity
Strategic Diagnostic – There is a need for a deep and homogeneous
change in management paradigms as well as clear understanding of the new strategy
Strategic Recommendation– Develop a specific appropriation and
implementation methodology
Strategic follow-up(Tactical Implementation)– Contribution to the fine tuning of the strategy
– Creation of appropriation methodology
– Develop communication & appropriation tools
– Recruit, train & support speakers/high profile managers
10/05/2010 confidential 31
Shift Paradigms
Situational analysis– French President elicited the creation
of the “multilateral cooperation for defense and security in the Western Mediterranean forum”
Strategic Diagnostic– Territorial conflicts and cultural
discrepancies among participants may rise resistance in a highly sensitive context
Strategic Recommendation– Encourage experience, knowledge and
previous cooperation sharing– Build an event momentum driving
participant to sign up a committing multilateral partnership agenda
Strategic follow-up(Tactical Implementation)– Co-management of the event– On site elaboration of the draft
Covenant
– One to one meetings with participant to validate final draft and to encourage covenant signature
10/05/2010 confidential 32
Manage High Risk Communication
Provide High Standards Conferences
Lectures & Workshops
Institut of Directors
Journal of Communication in Healthcare
Henry Stewart Publishing
ESReDA (Alstom seminar)
Eurosatory 2010
European Defence and Security Meetings
Paroles d’experts HCFDC
Ecole de Guerre Economique
10/05/2010 confidential 33
Pharma Firms which benefited from our
team members advices
Abbott
Alcon
Allergan
AltanaPharma
Astra Zeneca
Biocodex
BMS
COOPER
Eisai
Ferring
Fournier
Fresnius-Kabi
Galderma
GSK
Hutchinson
Jancen-Cilag
La Roche Posay
Lilly
Merck
Nestlé Infant Nutrition
Novartis Santé Familial
Novartis Animal Health
Pfizer
Pharmamar
Sanofi-Aventis
Sanofi-Pasteur
Shering-Plough
Stallergenes
Vétoquinol
Wyeth
Our Costing Grid
StratAdviser approach consist of
– Setting the level of strategic advice required
– Determining the required time and team to follow our proprietary methodology
– Applying our costing chart
10/05/2010 confidential 36
Functions Daily rates
Director of Strategies £2,317.00
Client Service Director £1,472.00
Director of Operations £1 227.00
Scientific Director £1 227.00
Consultant/
Expert£1 704.00
Account Executive £320.00
Five levels of advice
Instant advice– The client is confident with his own analysis of the issue he is facing. He doesn't want
StratAdviser to challenge his analysis and his formulation of the need
– The client wants a solution ready to use with short notice
– The client doesn't need StratAdviser to integrate the advice or to provide any follow-up regarding tactical recommendation linked to the strategic advice that has been provided
Classic advice– The client is confident with his own analysis of the issue he is facing. He doesn't want
StratAdviser to challenge his analysis and his formulation of the need
– The client wants StratAdviser to deliver a ready to use strategic Prescription as well as the proper systematic related Integration Plan and Appropriation Process to solve his issues
– The client doesn't need StratAdviser to provide any follow-up regarding tactical recommendation linked to the strategic advice that has been provided
Advanced I & II advice– The client expects StratAdviser to help him to analyse the issue he is facing
– The client wants to develop a clear understanding of the situation along with StratAdviser, then to build the appropriate strategic response with StratAdviser methodology, then elaborate the proper systematic related Integration Plan and Appropriation Process to solve his issues
– Eventually, the client needs StratAdviser to provide a follow-up while integrating the advice among his usual staff
Custom– The client expects StratAdviser to challenge his analysis and his formulation of the question
(other selections are possible)
10/05/2010 confidential 37
Average time spent for each levels
10/05/2010 confidential 38
AE: Account Executive ● SD: Scientific Director ● DO: Director of Operations ● CSD: Client Service Director ● DS: Director
of Strategies ● C/E: Consultant/Expert ● TC: Technical Costs ● OOPs: Out Of Purchase
Our Commercial policy
Our estimates reflect a deep analysis of our client’s need with a constant
concern to find the best compromise between their expectations, their real
needs and their financial constraints
– StratAdviser commercial team will invest appropriate time and effort during the
negotiation phase to come up with the best case scenario estimate
– In some rare situations, this may imply difficult choices for both parties to be made
Therefore after the validation of the estimate no adjustment is allowed
except for the following rules:
– Account Executives have a goodwill up to 5% rebate
– Client Service Director have the ability to negotiate another additional 5% rebate if
the situation justifies it
– In some exceptional situations, the General Manager might allow to negotiate an
additional 5% rebate
In any other case the estimate is voided and a new round is initiated
– Any validated estimate voided due to client’s direct or indirect decision implies the
payment of 10% of the estimate in addition of any ready intermediate achievements
which would be charged “prorata temporis”. 10/05/2010 confidential 39
More precisely, what are the issues you
are currently facing?
Which one should benefit from our
Strategic Diagnostic,
Strategic Recommendation &
Strategic Follow-up?
● Structure development ● Profit development ● Resilience development ● Personal development
41
www.stratadviser.com
StratAdviser France
8 rue Saint Marc
75002 Paris France
StratAdviser Ltd
Berkeley Square House
London W1J 6BD UK
Beata LEWANDOWSKA
Tel: +44 (0) 207 8874510
Fax: +44 (0) 796 4330504
Sébastien MODICOM
Tel : +33 (0)9 64 25 23 92
Fax : +33 (0)1 42 33 44 76