Building a visionary brand in the life sciences.

1. BRAND VISIONARY
“Creating A Life Sciences Unicorn Brand”

2. VISION DEFINED
Vision
Market Concept
Building equities
Positioning &
messaging
R&D
LCM
Publication
Planning
Regulatory
activities
Corporate
relations
Vision
(core ideology) + (mission)
where core ideology is comprised of the core purpose & the
core values
Equities
the activities undertaken by the
“Product” team will continuously
shape the perceptions of customers so
as to result in a belief that “Product”
is committed to delivering on that
vision as well as the market concept

3. VISION EXECUTIVE SUMMARY
The core purpose for “Product”
(The enduring reason for the brand's
existence)
“Product" 'core values
(What will “Product” always stand for ?) Scientific rigor Patient safety Reliability Acceptability
“Product” promise
(If my vision succeeds, how will I
differ?)
To our
Patients
To Payers To Physicians To Internal Stakeholders
“Product” is a true partner as they
understand my realities & sticks with me –even
during the hard times
“Product” approaches my population
responsibly as they seek only appropriate
use of “Product”
“Product” enables me to do what I couldn't do
before as they understand my realities
I am a part of something
transformational –yet again!
“Product” mission for the Future
(The overarching goal that the brand is
aiming for)
The mission for “Product” is to increase the quality of life of patients suffering from pain and to set the standard for pain
management therapy and become a leader in assisting HCPs in their goal of providing effective pain relief for their
patients.
With patients’quality of life as the fundamental
goal, “Product” commits to advance pain
management therapy that is effective & HCP
accepted

4. THE CORE PURPOSE OF “PRODUCT”
Core purpose:
• The most fundamental reason for “Product’s” existence
• Idealistic motives for our work
• The soul of the product, not its indications or attributes

5. THE CORE PURPOSE OF “PRODUCT”
Vision = (core purpose & core values) + (mission)
The Future Competitive Environment
• With forward thinking market intelligence, we’ve identified that “Product” would be competing against well-
resourced & fierce competitors –all of whom are vying for a position in the growing pain management market
• As no one agent is the clearly entrenched leader, the vision (as well as subsequent equities) for edoxaban is one
that must render the brand differentiable and truly unique in this competitive marketplace
Degree & Kind of Innovation Sought
• It’s critical that a “new market disruption” strategy level of innovation is not only necessary but achievable.
• This implies that “Product”, while acknowledging current standards of care and prevailing practices in pain
management, will achieve the current metrics of performance in today’s marketplace that’s accepted by KOL’s &
“APS”. That is, “Product” will identify what patients and HCP’s come to expect from pain management therapy

6. THE CORE PURPOSE OF “PRODUCT”
Vision = (core purpose & core values) + (mission)
Building blocks for the core purpose
Many archetypes were identified for the core purpose of “Product”. These
included:
a) Personalized medicine: That is, an agent that enables the practitioner to individualize treatment for each and every patient while fully aware
that each patient is different and changes disposition over time
b) Unrivaled treatment without the usual trade-offs/avoiding the usual hassles with PM therapy: “Product” provides the best or optimized
treatment, through its ease of use and flexibility, yet without the trade-offs one has come to expect with existing pain management therapy
c) Scientifically-guided precision: “Product”, unlike all other opioids, provides data to the prescriber that enables them to be very precise in
their prescribing of “Product” as “Product” has peerless scientific study and rigor to support & guide prescriber decisions
d) “Product” is grounded in the real world: “Product” , and the development that created it, is pragmatic & savvy as it understands the very
real challenges that are omnipresent when treating real patients in the real world. The brand provides for that as it has been studied with
these realities in mind

7. THE CORE PURPOSE OF “PRODUCT”
Vision = (core purpose & core values) + (mission)
With patients’ quality of life as the fundamental goal, “Product” commits to
advance pain management therapy that is effective & HCP accepted.
• Rooted in the dynamic realities of the patient –as well as those who care for them (inter- & intra-patient variability, emerging markets,
financial, etc. )
• Enables a more tailored pain management treatment decision
• “Product’s” unmatched understanding of pain management science, data and the conditions
• All patients can be more appropriately titrated –whether existing or naive
• Optimized care as patient realizes the best outcomes while doing no harm

8. THE CORE PURPOSE OF “PRODUCT”
Vision = (core purpose & core values) + (mission)
“Product” was engineered with
patient quality of life needs as the
overriding guiding principle. This
also includes those who care for
these patients..
Responsibility is the essential archetype at
the heart of the core purpose. “Product” will
always seek to improve PM treatment in a
manner that is respectful of the realities of
patient care, ensuring that patients’ benefits
far exceed their risks and that treatment can
be tailored to their unique and evolving
needs.
And, finally, “Product”s aim is not “speed to
market” but doing conducting innovative &
thoughtful clinical programs that are
superior in their design
“Product” seeks to advance the
treatment for all patients –those
that are treated, under-treated as
well as naïve to pain management
therapy. In the final analysis, pain
management with “Product” will be
superior (an advancement) versus
how that patient is being treated
today
Innovation is a critical aim for “Product as the brand understands that differentiation from
existing opioids in terms of efficacy and increasing patient quality of life is critical. In all
cases, “Product” is the brand that understands the realities of treating these patients and knows that
the right treatment for the right patient at the right time is the primary task at hand and makes
such practice treatment convenient and simple for the practitioner . “Product” understands that pain
management therapy needs to be developed considering the broad range of realities that face
patients, physicians and other stakeholders. Therefore “Product will always strive to answer the
questions about optimal care considering the truths of the “real world” in which it will be used.
More & more, patients require better pain control
without fear of addiction.. “Product” was developed as
the agent that can be flexible as patient needs evolve
over time --thus, the agent that can maintain the
patient’s quality of life for the long term & over
time. This adaptability is anchored in data that gives
the provider a greater sense of confidence when making
refinements to their patients’ pain management
regimen.
With patients’ quality of life as the fundamental goal, “Product” commits to
advance pain management therapy that is effective & HCP accepted.

9. THE CORE VALUES
Core values:
• Guiding principles & tenets that are always associated with the brand
• Not business practices or operation
• Independent of business environment, management fads or competitive requirements

10. THE CORE PURPOSE OF “PRODUCT”
Vision = (core purpose & core values) + (mission)
Many core values were
mentioned. These include:
• Mitigation of risk/safety
• Understand patient differences
• Ethical responsibility to patients
• Reliability & predictability
• Scientific rigor
• Partnership & support
• Adapted for life/sustainability
• Understand the realities of treatment
• Integrity
While all of those listed at left
are critical, one may conclude
that the most essential or core
values would be:
• Scientific rigor
• Patient safety
• Reliability
• Integrity
• Enduring

11. WHAT FINISHED LOOKS LIKE
“Product” promises to its key stakeholders
• Answering the question…when “Product” has successfully achieved its vision, how will “Product” be different and
what will it stand for to its most important HCPs?

12. THE VISION FOR“PRODUCT”
“Product” Promises
“Product” Promises:
While there are surely many important ones, the main stakeholders for “Product”, as identified by the
group, include:
• Patients
• Physicians (treating as well as academic)
• Payers
• Regulators
• Patient advocacy
• The competition
• Investors
• Media
• Potential partners

13. THE VISION FOR“PRODUCT”
“Product” Promises
With patients’quality of life as the
fundamental goal, “Product” commits
to advance pain management therapy
that is effective & HCP accepted
“Product” vision of the future
If “Product” is to be
successful, what does
that look
like to our key
stakeholders?
To our
Patients
To Payers To Physicians To Internal Stakeholders
“Product” is a true partner as it
understands my realities & sticks
with me –even during the hard
times
“Product” approaches my
population responsibly as they
seek only appropriate use of
“Product”
“Product” enables me to do what I
couldn't do before as they
understand my realities
I am a part of something
Innovative and Valued
• “Product” gives me more hope & allays
my fears
• They educate me as to what I need to
know
• They act with integrity, are transparent
and let me know information as soon as
they know it
• “Product” is only in patients who truly
need it
• They help me help myself (education, risk
management, patient stratification &
others)
•Helps me extend care to those who need
it yet are not being treated effectively (i.e.
the un- or under-treated)
• “Product” is scientifically-driven
•They truly listen to me
• “Product” places substance above form --
it’s the real thing and is intrinsically
valuable to both me and my patients
•“Product” is not a one-trick product.
• I feel good about what I do as I am truly
helping people.
• My morale is great as what I am doing
earns people’s trust as well as their
respect

14. THE MISSION FOR “PRODUCT”
The Mission:
• The long term (up to 15 years) objective for “Product” that you will know when you have achieved it
• It stands the test of time

15. THE VISION FOR“PRODUCT”
“The Mission Described”
Vision = (core purpose & core values) + (mission)
The mission:
• The long-term (up to 15 years) objective for “Product” that you will know when you have achieved it
• It too stands the test of time
Articulating The Mission
• Think about the following:
• What will I have observably achieved if “Product” has stayed
true to its core purpose?
• Your stakeholders will be able to determine whether or not you
have achieved your mission
Examples
• Google: To organize the world's information and make it
universally accessible and useful
• Stanford University (1940’s) : To become the Harvard of the West
• Honda (1970’s): Yamaha wo tsubusu! We will destroy Yamaha!
• Opioid addiction agent: Become the standard of care for opioid
addiction & against which all others are measured
• MS agent: Increase the MS workforce productivity 100% within
ten years of launch

16. THE VISION FOR“PRODUCT”
“The Mission”
With patients’ quality of life as the
fundamental goal, “Product” commits
to advance pain management
therapy that is effective & HCP
accepted

17. THANK YOU!
André Harrell