Learn how to expand the opportunity for a pharma contract sales organization (CSO) through enhancing your selling capabilities and acquiring proprietary business development information - driving knowledge-based promotional decision-making.

1. Expanding the Opportunity
for Contract Sales Organizations

2. New Business Development is Tough
New Business Development
Pharma Vendors Multiplying

3. Pharma Companies
Inundated
with Vendor Pitches
New Business Development is Tough

4. Difficult to organically
grow your billable
solution footprint
New Business Development is Tough

5. Simple Value Proposition to Pharma
We are quantifiably better
than any other CSO!
Future Value Proposition:
We are quantifiably better
than your existing sales force!

6. Pharma Increasing Outsourcing
• High % Outsourced
 Research
 Manufacturing
 IT
 Medical Education
 Patient Support
• Partially Outsourced
 Sales
 Marketing
 Analytics

7. It’s Been Done Before…
“We are better than your existing sales force”
The stretch target:
Replace existing sales force

8. We are quantifiably better than any other CSO!

9. … recognized as Canada's premier healthcare-
focused contract sales organization (CSO).
Vanguard Pharma offers you the ultimate in
flexibility…
Vanguard Pharma offers you the full spectrum of
salesforce solutions….
Pharmexx Canada is the leading outsourcing
partner for the pharma and functional food
industry. With more than 25 years of experience
we have the right solution for you.
We’re Different… how
Agility and flexibility are musts in today’s market.
Our pharmaceutical sales solutions go beyond
traditional contract sales organizations.

10. We’re Different… how
PDI, Inc. is a leading health care commercialization
company providing superior insight-driven, integrated
multi-channel message delivery for established and
emerging health care companies.
OnCall has a reputation for excellence and flexibility and
a unique ability to customize solutions to fit product
needs and client budgets.
Our clients reach new heights of success fueled by
our unique blend of services and unmatched
expertise.
Our high-performing field sales representatives engage
with healthcare professionals to effectively communicate
your message and grow your brand. Every team is custom-
designed to your profile, culture, and goals.

11. We’re Different… how
• Sales teams
• Digital sales
• Tele sales
• Recruitment
• Product Commercialization

12. Foundation of CSO Business Development
“We’re cheaper.” “You know us.”

13. What if you could…
• Let’s change the promotional dynamics
of the CSO Category!
 Demonstrate skills and tools the
existing client sales force does not
have
 Out perform the existing sales force
 Sell on the basis of customer
defined value versus
undifferentiated capabilities

14. We are quantifiably better…

15. • Are their quantifiable differences
between CSOs?
• Are contract reps perceived to be
fundamentally different from
Pharma reps?
Question
• Are contract reps
perceived as temp
labor?

16. Sales – Not a Core Pharma Competency
15% of sales force = Top Performers
75% of sales force = Average Performers
10% of sales force = Inferior Performers

17. • Simplistic Opportunity Model - not reflective of
protracted pharma sales process
 Launch – no formal experience trial – out of sync
with physician adoption
• Rep analytical skills - weak
 Advantages rarely presented – focus on features
and benefits
 Sales conversation - brand opportunity and
clinically irrelevant with >50% of contacts
Sales – Not a Core Pharma Competency

18. • Recent Case Study:
18
Confidential
Client was asked where they would fall
along this performance scale…
0 10025 50 75
Answer
Proficient SuperiorUnacceptable MarginalIneffective
Sales – Not a Core Pharma Competency (Case)

19. 19
Confidential
The Circumstantial Evidence: Call Notes
Dr Joe Sample
High Value/Share Determining/Competitive Loyal
2012 Armamentarium Profile
1. Risedronate – 67%
2. Alendronate / Fosavance – 35%
3. Client Brand - 3%
2013 Opportunity: 3% share - Ensure Trial Success
Sales – Not a Core Pharma Competency (Case)

20. 20
Confidential
Date
March 6th
May 2nd
July 30th
Sept 24th
NEXT CALL OBJECTIVE
when you prescribe (Client Brand) you
can be confident they are get the med
and you have better control over their
outcomes
Josse paper and 1st line
1st line because of the best possibility
in rw to protect bones. feel confident
your patients bones are protected
1st line
POST CALL ANALYSIS
use in Actonel Switches
when you I hectic (Client Brand) you can be
confident they are get the med and and you
have better control over their outcomes
real world efficacy and protection.
1st line because of the best possibility in
new to protect bones. feel confident your
patients bones a protected
3 Months
2.5 Months
2 Months
Sales – Not a Core Pharma Competency (Case)

21. 21
Confidential
Date
Oct 7th
Nov 19th
NEXT CALL OBJECTIVE
1st line
how does this change your thoughts on
(Client Brand) and when to, use it.
POST CALL ANALYSIS
1st line
Sales – Not a Core Pharma Competency (Case)

22. 22
Confidential
Q1 Q2 Q3 Oct-Nov Total NRx
ALENDRONATE NRx 2 4 7 2 15
FOSAVANCE NRx 0 3 3 2 8
(Client Brand) NRx 0 1 0 0 1
RISEDRONATE NRx 15 5 3 0 23
Sales – Not a Core Pharma Competency (Case)
The Hard Evidence: The Results

23. • Where would our client say they are positioned now?
23
Confidential
Industry Average
Sales Conversation Performance
0 10025 50 75
33
(Industry Average)
Proficient SuperiorUnacceptable MarginalIneffective
Sales – Not a Core Pharma Competency (Case)

24. • What if your contract
sales force performed
well above the
industry average?
• Could you use that
data to drive new
business
development?
We are quantifiably better than any other CSO!

25. • Actionable Physician Profiles
 Better targeting
 Better messaging
 Better understanding of the promotional
dynamics
• Brand Sales Continuum
 Promotional Road Map – opportunity,
objectives, strategy, suggested tactics defined
• Sales funnel
 Tracking
 Early warning system – Adoption Stall
Enhancing Your Capabilities: Sales Tools

26. • Recognize / Manage Unique Opportunities
Enhancing Your Capabilities: Sales Tools
Unique Promotional
Opportunity
Impact
The Experience Trial Launch and Rx Expansion
Opportunities
Brand Re-engagement 2/3 of customer base impacted
Retain & Cross-sell Multi-product reps
2 Minute Sales Call Majority of sales calls

27. Sell Value Not Capabilities

28. Desralie quote
“As a general rule
the most successful
man in life is the
man who has the
best information.”
Benjamin Disraeli
Sell Value Not Capabilities

29. Sell Value Not Capabilities
• Companies, like consumers, buy
on the basis of perceived value
• They perceive their choice of
supplier to be superior to all
other available vendors
• Perceived value is the best leading
indicator of performance leading
to the achievement of financial
goals
Increase
Perceived Value
Increase
RFP Wins
Increase
Client Base
Increase
Revenue

30. Sell Value Not Capabilities – Do You Know…
• What the value criteria is in the CSO category?
• How your perceived value ranks versus competitive
value?
• What is required to increase
your perceived value?
• Where you are strong or
vulnerable?
• Where the
competition is
weak?

31. • Where does the customer
segment position us?
• Why does the segment
position us?
• What has to be done to change
the position, if anything?
• Which competitor should we
target?
• What attributes should we
promote?
• What is the new position
worth?
• What is the likelihood of
succeeding
Sell Value Not Capabilities – Do You Know…
Potential CSO Value Map

32. If you want to differentiate your CSO
on the basis of enhanced performance and
perceived value contact us….
Sell Value Not Capabilities – Do you Know…
David Delong
Chief Customer Evangelist
(705)-733-0739
ddelong@cmg-pharma.com