July 30th – August 1st, 2013McCormick Place, Chicago, IL

AMERISOURCEBERGEN CASE STUDY: REACHING HIGH ROI

OUTLINE

What is ABC? Who am I? Where we were Who changed Changes & Outcomes

Messaging Engagement Lead Process Measurement

Big Picture

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$80B Fortune 30, pharma space, B-to-B

Distribution, Tech and Consulting – The Drug Company Specialty Group

Leadership of events = SVP, Sales & Marketing (x3)

Channels = Retail Chain, Retail Independent, Health Systems

National, Regional and Proprietary Events (110/yr)

Prop. Customer event for 5000 customers, 200 exhibitors, 50 sessions, GS

THE FIRM

Myself

MBA – Marketing, Sales, Exhibit House AE

Served ABC 5 yrs external, 7 internal

Director, Customer Events > Corporate Events

Constant leadership change

First resonated on financial side

Converted to Offense

Fishing fiend

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Let’s Go Fishing !!!

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Where were we?

Sales-driven Come one, come all !!

Internal participants - clutter External participants – quantity

Marketing tools for sales effort “Next hat, next head” management of events Sales team mostly apathetic to booth action Total budgetary fog Highly inefficient process Goals = Leads (Qty) Exhibits seen as marketing showcase

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Proficient Partnerships

External Under the hood, along the bench and into the culture Walking the talk – lead process Marketing Savvy “Ops to Offense” ethic

Internal The argument for expertise Fluency with leaders Sales, Product Mgmt, Procurement, Finance Marketing and agencies

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RFI/RFP - weighting

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MESSAGING

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Messaging Changes - Perspective

Consistency Eye to the sales cycle Eye to the touchpoint continuum Fluency Heirarchy and organization

Example:ABC brand Subsidiaries“Featuring”ProgramsProductsSpecs & BenefitsPrize, game, giveaway

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Messaging Mayhem

Health Systems:340b Readiness iScan EXP 400

CONSULTINGPARNTERSHIP distribution RS2000 touchscreen

IntelliOrder FastPak SUPPLY SELECT carouselBedside Barcode Administration SAFETY

ABSGError Reduction MedSelect Because it’s all Right

Here Retail Independent:

GOOD NEIGHBOR PHARMACY GNPPN technology

Front end PRxOGenerics Home Healthcare SystemsRx Patient Care Services Prescription Savings Club

EXP IntelliOrder GNP.COM Meet Your Neighbor iScan

Packaging Group

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Messaging Changes - Getting Resonant

Because it’s all Right Here -> AmerisourceBergen: Advancing Pharmacy

Less about ABC, more about impacts and mission Value is not about size and stuff, rather savvy, smarts

and solutions.

National HealthCare Conference and Exhibition ->AmerisourceBergen Customer Conference: Advancing Pharmacy

Heralds a new customer-centric event value Heightens relevance and extols impact

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Messaging Changes - Organizing Information

Dropped booth themes Dropped human interest attractants Organized booth content by imperatives: 3 for R, 4 for HS Organized dialogue and marketing media by same Organized curriculum by same Allowed attendee identification badging per imperative Cross-trained sales, product mgmt, marketing, exec, clients Greased the wheels in preshow messaging

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Messaging Outcomes

Business-based attraction Greater likelihood of quality leads Clarity, simplicity of message Relevant, Compelling, Differentiated Expressed sophistication, engendered trust Allowed matching of message to medium and mode Fostered indelibility Brought impact emphasis toward engagement vs. exposure

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ENGAGEMENT

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Engagement Changes – Attendee side

Attendees needed to be moving within sales cycle Attendees needed efficient absorption of info Attendees needed to think, feel and know the difference of

ABC Attendees needed more than a 1-to-1 interaction Attendees needed proof points Attendees needed assurance of customization Attendees would benefit from seeing partnership in action Existing clients needed to be included in scope

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LEAD PROCESS

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Engagement Changes – ABC side

We sold team on unique value of events – Expose or Engage?

Engagement strategy began with measurable outcomes in mind

Leadership across functions began collaborating Engagements would be crafted per imperative Roles would be assigned per engagement type Sales, marketing, sales leaders, prod mgmt and clients Engagement was hinged on relevancy Dialogues expanded on imperatives

Examples: Tech > Tech 2 > Consulting

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Engagement Outcomes

Touch time was extended, allowing immersion and absorption

Some engagements elevated the dialogue when bridging Ie, Tech to Consulting or Pharm D to C-suite Ie, from product to partnership

Execs assessed cold leads as warm ! Stakeholders reported higher quality interactions Visitations equaled action within sales cycle Post show touches continued along exposure mission

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Lead Process Changes

Leads identified pre show ??? New partner not provider Leaders focused on high value prospects and clients Comparisons done: Leads vs. HV roster Weighting and qualifying done by Sales leaders Scanners networked

See full touch and engagement Discover imperatives Fuel sales/marketing touches post show

Instant alert to sales team

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Lead Process Outcomes

Sales valuation of leads rose Sales action against leads improved (pain point) Marketing and sales tended funnel and pipeline Leaders followed outcomes longer Better data inputs Easier visibility to total touchprint on targets Truer expression of event value

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MEASUREMENT

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Measurement Changes

Common Ground – isolating the objection From Close to Closer Mixing stakeholder metrics Leaders established goals We suggested metrics Trend metrics and discrete goals

Tools: Salesforce.com (CRM) MMM Pipeline Benchmarks Surveys Sales feedback

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ROI vs ROO

52% of Agencies say ROI is not applicable to measuring experiential marketing outcomes

Key is converting to engagement value for sales value

Agencies more bullish on reported value to leaders than clients

ROO is soft metric, applicable for CMO perhaps but not Sales

ROO is appropriate for many brand support media and methods

“Move what’s measured and measure what’s moved!” 26

Measurement Outcomes

Sales leaders assessed cold leads as warm !! Stakeholder feedback of enhancements increased

87% from customer (up 26%) 91% from exhibitors (up 31%)

Outcomes proved our merit as high influencers of approach Defense ethic was deleted Respect from partner leaders and professional peers CMO selection for corporate-wide strategy

(Jay SD assessment)

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BIG PICTURE

Messaging improvements drove higher value attraction and engagement, leading to better mutual absorption of info toward acceleration of the sales cycle for those in the pipeline and for efficient reach to new prospects.

Measurement methods closed the gap in Sales team appreciation of potential in events to move their needles. The event team reached far higher recognition among leaders (internal/external) for strategic savvy as event leaders and contributors to the offensive side.

All parties learned a common fluency that facilitated strong collaboration and respect …invaluable for future progress.

Events became learning and engagement centers

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EVENTS DON’T STINK !!

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