Download - Pfizer Plan
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Data Visualization and the PharmaceuticalIndustry
Bob Fucci
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Table of Contents
The Opportunity
How Do I Approach The Role Revegy Account Planning – Involving The Client Throughout The Process Enterprise Selling Approach – Selling to the Entire Enterprise Team Cohesion and Consistency
Sales Results GE IBM Salesforce.com UTC
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Business Situation
Revenues Decreasing From $65.25Billion to $58.98 Billion.
Slight Uptick in Working Capital $31.9 Billion to $32.8 Billion.
Shareholder Equity Decreases from $82.19B to $81.26 Billion
Increased Dividend From $6.23 to $6.53 Per Share
R&D Investment Increased from $7.25 Billion to $7.3 Billion
Drug Pipeline Looks to Accelerate in 2015
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Pfizer – Opportunities and Challenges in 2013 - 2014
Pfizer’s 4 Strategic Initiatives in the Chairman’s Letter Point Directly To The Potential For a Stronger SAS Partnership
Several Initiatives Will Drive Additional Software/Services Revenue. Others Can Bring The Companies Together and Act To Transform The Relationship.
Number 1 - Improving the Performance of Its Innovative Core
I Believe This Is SAS’s Core Business Focus At Pfizer With Stakeholders Across Pfizer R&D.
Pfizer “Green Chemistry” – A Green Customer Is Considered More Credible, Pfizer is Considered More Environmentally Conscious
Number 2 - Making the Right Capital Allocation Decisions
Partnering With Pfizer Treasury – Low Interest Rates and Rising Volatility Create Challenges For Capital Allocation For Pension Plans, Building Pension Liquidity Model
Market Risk – Hedging, Currency Conversion and Asset Allocation
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Pfizer – Opportunities and Challenges in 2013
Number 3 - Earning Greater Respect from Society – A New Approach to Social Dialogue
Pfizer Helpful Answers—a U.S. initiative that provides Pfizer medicines for free or at a savings to uninsured and underinsured patients who qualify A multi-year initiative, called GetOld – intended to forge a richer dialogue on
the issue of aging—one of society’s most pressing issues affecting health care and quality of life. Since the launch of GetOld in mid-2012, we went from zero share of voice of the aging conversation online to more than a 5% share in just six months
Number 4 - Focused on Creating Sustained Shareholder Value
Pfizer is implementing distinct operating models within developed markets and emerging markets. In the developed markets, the operating model that supports innovative-driven businesses that largely market patent-protected medicines and a second model that supports our value-driven business that largely markets medicines that are no longer patent protected.
Within emerging markets, the operating model has a geographic focus that supports both the innovative-driven and value-driven businesses.
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Pfizer 2013 IT Budget - IProfile
Total IT Budget $1.87B
Services & Outsourcing $454.45M
Communications $712.34M
Hardware $260.55M
Software $342.37M
Other Miscellaneous $73.56M
IT Budget as percentage of revenue 3%
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How Do I Approach The Role
Utilizing The Revegy Account Planning Methodology
Enterprise Selling Approach – Selling to the Entire Enterprise
Guiding Principles
Communication and Collaboration
Up-Level and Winning Our Opportunities
Forecasting
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Revegy – Client Investment Is Essential
Pre-Planning With Pfizer is Essential
Pfizer Must Know Of All Client Assets
Pfizer Will Validate High Value Initiatives
Establish a Mechanism to Facilitate Communication and Collaboration
Regular Updates and Quarterly Business Reviews
Peer To Peer Relationship Development
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Classifying Pfizer Account Segments
Key Development Areas Strategic Alignment
Opportunistic Areas Maintenance Areas
Low High
High
Our Attractiveness to Customer
Cust
omer
Rev
enue
Po
tent
ial
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Revegy - Level 5
TARGET
Average
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Repeatable Sales Process
11
•Set Aggressive Goals•Dedicated Time•Account Vision•Value Proposition•Revenue Target•Account/Divisional Map•Investment Priorities•Relationship Map•Path To A Sale (s)
•Determine Buying Metrics•Determine Influencers, Coaches, Decision Maker
•Value Based •Partnership•Purchase Options•Multiple Transactions•Future Buying Events
•Preparing For Next Sale•Team Credibility•Team Expertise•Value-Based Recommendations
•Consultative•Value Based•Leverage Success•Max. Investment Benefit
•Strategic•Charter Account•Bidirectional•Partnership Plans
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Guiding Principles
Prepare and Plan
Simple, Clear, Repeatable Selling Messaging
Be Bold – Sell With Conviction
Form Our Core Team and Strategize Regularly
Maximize Every Selling Interaction
Propose and Close – Early and Often
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Team Communication and Collaboration
1-1 Calls Each Monday
Team Learning Calls Each Thursday
Spend Time With The Team – Develop Trust and Friendship
Quarterly Business Reviews Focus Transactions For The Quarter Large, Enterprise Transactions – Needing Support and Development Detailed, Forecasting and Reporting Analysis
Commitment To Quality
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Enterprise Selling – Constantly Improve
Create and Communicate A Set Of Near, Medium, And Long Term Goals That Are Clear, Measurable, and Aligned
Develop A Culture Of Value Driven Selling – A Clear And Compelling Customer Value Proposition
Build The Pipeline
Up-level Sales Plans – Hit The Bull’s Eye Every Time
Insure Everyone Is Invested In Customers Success– Customer Success and references is essential for our growth
Consistently Revenue Attainment
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Forecasting
We Forecast What Is Funded
We Live In CRM – It is the Single Source of Account Activity
Focus on Increasing The Pipeline – LOB, New Business Stakeholders
Forecast Objective – 3 Times Quota in “Best Case”
Forecast Objective – 2 Times Quota in “Committed”
All Quotes/Proposals Delivered By 7th Week
Our Team Will Be Seen As A Model For Account Accuracy
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Sales Results
GE Enterprise Win
SAS Wins at IBM X Series Labor Utilization
Representative Spotfire Wins Risk SFDC Integration SEM/SEO Data Analytics Consumer Credit
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Sell Broadly and Identify Investment Priorities
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Drive A Strategic Vision
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Propose and Close Well – GE Closed Deal For $15MM
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IBM X Series – Closed With Jim Ferris
2 Major Business Challenges SAS was viewed as an expensive analytic tool by senior management at IBM.
SAS was also viewed as increasingly competitive with the recent acquisitions of Candle, and Cognos.
The services and development cost to IBM to apply SAS technology to critical business problems was seen as too high.
SAS Championship - We Asked For A High-Impact Project and Ultimately Built A Practice
SAS Analytic Forecasting Solution Approach SAS Financial Management delivered to IBM a true enterprise application with
real time analytic analysis for budgeting. The solution simulate potential forecast outcomes thus enabling IBM to leverage
existing vendors and mitigating threats. Identify correlations between demand forecasts in order to develop an the most
optimal “build” strategy.
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IBM X Series – Predictive Forecast Analytics
IBM Benefits IBM purchased the (CPU, Memory, and Storage) components they needed IBM built what was forecast IBM Shipped what was built IBM minimized end of quarter inventories IBM renegotiated lead times with its vendors from ana average of 30 days
inventory to 10 days Operating Margins improved
SAS Benefits The initial transaction was for $736,000. Several follow on projects developed
and the total revenue value of the solution exceeded $2MM. SAS Productized The Solution – Jim Ferris, a reference for me, secured additional
funding and built the Analytical Forecasting Practice at SAS.
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SAS Analytic Forecasting Dashboards (Example)
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SAS Production and Labor Forecasting
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Every Year , A bank incurs losses for various reasons. Some Key reasons include:
Adverse market conditions reduce the value of its invested assets Credit events , such as borrowers defaulting, reduce the value of the loan book( credit risk) Shifts in interest rates upset the balance sheet (A/L risk) System failures , fraud ( operational risk) For either regulatory or strategic reason , the Bank will demonstrate reserves up to the 99th percentile of loss in its annual Loss Distribution. This amount is the value at risk for a given risk horizon
This picture indicates that strategic goals may dictate the choice of Value-at-Risk threshold. . The bank will need to hold reserves up to the target Solvency Standard.The amount up to Expected Loss ( Mean) is referred to as provisions,And the remaining amount up to the solvency standard is called Economic capital.
Risk Modeling – FDR NY, CITI, BofA, Fannie Mae, State Street, +
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Scenario Based Risk – BofA, Goldman Sachs, Barclays, CITI
This analysis demonstrates a scenario-based view of Economic Capital covering total Losses do to Market Risk and Mortality Risk over a one year horizon.
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Salesforce.com Integration – GE Capital, BofA, State Street, +
Spotfire increases your ability leverage more valuefrom your existing salesForce.com, Oracle, and SAS investments.
Spotfire easily integrates the data from co -resident application s to form a powerful enterprise class “decision platform”
In this case we understand that GE Capital has a significant investment in Salesforce .com
Using Spotfire in this environment will help GECapital seamlessly leverage and unlock the hidden value in customer and market data.
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Integration With SEM/SEO
Scenario- You are designing a marketing campaign to introduce three Products: Platinum, Gold, and silver Credit cards. The initial plan is to offer :
•10,000 Platinum, •20,000 Gold •30,000 Silver cards.
Options- you have two options to contact customers
•Call center, • Direct mail.
The call center is more expensive but the program is more successful than reaching contacts from direct mail.
The call center has a maximum capacity of 15,000
Marketing Campaign Optimizer
Scenario: You are designing a marketing campaign for three products: Platinum, Gold, and Silver credit cards. The initial plan is to offer 10,000 Platinum, 20,000 Gold, and 30,000 Silver cards.
Options: You have two options in contacting your customers: Direct Mail and Call Center. The Call Center is more expensive but the contacts are more successful than those from Direct Mail. The Call Center has a maximum capacity of 15,000.
Planned Number of Offers
Platinum Gold Silver
30,000
25,000
20,000
15,000
10,000
5,000
0
Cost per contact
Call Center Direct Mail
$7.00
$6.00
$5.00
$4.00
$3.00
$2.00
$1.00
$0.00
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Return on Investment (ROI)
Premium Urban Set Suburban Household Heartland Golden Years Starter
5
0
5
0
Ca
ll Cen
ter
Dire
ct M
ail
4.95 4.30 4.04 3.812.15 2.05 1.98 1.87 1.79 1.77
0.49
0.00 0.00 0.00 0.00 0.00
0.000.00
9.109.109.10 9.10 9.10
4.69 4.60 4.40 4.19 4.041.63 1.56 1.351.13 0.99 0.720.030.03
Data table:stackedMetrics
Marking:(None)
Color byproduct
PlatinumGoldSilver
Cost and Return by segment
PremiumUrban SetSuburban HouseholdHeartlandGolden YearsStarter
Total Cost and Return
cost return
Consumer Credit– MasterCard, CITI, Fidelity
Cost and Return by segment
PremiumUrban SetSuburban HouseholdHeartlandGolden YearsStarter
$200k
$150k
$100k
$50k
$0
Color by
costreturn
Total Cost and Return
cost return
$500k
$400k
$300k
$200k
$100k
$0
$221k
$560k
Consumer Credit – Credit Card Marketing campaign Optimizer -
Return on investment analysis