SHAPING THE FUTURE OF MARKETING AT EPD EPD Propel.7 ...surveygizmolibrary.s3.amazonaws.com/library/82611/Propel7ProgramGuideV3.pdf•Develop & execute trade marketing programs that

EPD Propel.7 Program GuideSHAPING THE FUTURE OF MARKETING AT EPD

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TABLE OF CONTENTS

January 8, 2016EPD Propel .7 Program Guide | 2

Introduction

INTRODUCTIONLETTER

03

EPD MARKETING: ON A COURSE TO

GREATNESS

04

THE PROPEL.7 SKILLS

05-13

THE PROPEL.7 BEHAVIORS

14

THE PROPEL.7 SURVEY:

AN OVERVIEW

15-17

THE PROPEL.7 SURVEY:

TIPS

18

FREQUENTLY ASKED

QUESTIONS (FAQ)

19-20

The Skills

The Survey


WELCOME TO PROPEL.7

Dear EPD Marketers,

It is with great pleasure that I introduce PROPEL.7 , a new initiative designed to sharpen EPD’s marketing skills, and boost all our personal development.

As you know, EPD is on an exciting journey. We’re evolving to be leaders in branded generics, setting the standard for what this means, and continually raising the bar.

We see Marketing as a critical driver of this change, and of EPD’s future growth. Marketing will chart our course to the future through deep insight, powerful branding, smart innovation, and great execution. In some ways, this is the role marketing has always played, but in the branded generics space, these take on new meaning, and a new set of skills and behaviors is required. For example, we can’t just rely on one blockbuster brand launch or target only physicians.

Instead our growth will come from building differentiated portfolios in our selected therapy areas. It’ll come from connecting with d ifferent customer groups – from physicians to pharmacists to patients and OTC shoppers at the point of sale. It’ll come by being faster, smarter, and hungrier than the competition and executing with precision.

I think this is an exciting challenge. But we shouldn’t underestimate the scale of this change. This is a big shift and it’s something new to many of us. That’s why we’ve embarked on the PROPEL.7 journey.

PROPEL.7 will clearly outline the new requirements of marketing, so we all understand what’s expected. Then, we’ll each develop a picture of where we are today personally against those new requirements. This will be done through an online individual and peer survey, supported by open and honest dialogue with your line managers. Together you’ll build a development plan for the future, which will be supported by organisation-wide training and growth opportunities for all EPD marketers.

Success will require commitment and time from all of us, and real honesty. I recognize this might feel scary or overwhelming, but most change does at first. But we’ll get there together and it’ll be worth it.

You’ll find lots more detail about the program in this pack. If you have additional questions though, don’t hesitate to contact your manager.

Thanks again for your commitment. I look forward to shaping the future of EPD together.

Best regards,

Sammy Karam


Introduction

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OUR COURSE TO GREATNESS


EPD Marketing: On a Course to Greatness

Home

Role In Organisation:

REACTIVE SUPPORT FUNCTIONRole In Organisation:

PROACTIVE STRATEGIC LEADER

TOFROM

Differentiator:

INFORMATION FROM CLINICAL STUDIES

Differentiator:

INSIGHTS FROM THE CUSTOMER JOURNEY

Brand:

ESTABLISHED BRANDSBrand:

BGx PORTFOLIO ABBOTT TAs

Proposition:

MOLECULES & SCIENCE

Proposition:

PORTFOLIO, TA, VALUE ADDED SOLUTIONS

Target:

KOLs, PHYSICIANS

Target:

PHYSICIAN, PHARMACIST, PATIENT & SHOPPER

WHAT WE

OFFER

WHO WE SERVE

HOW WE DIFFERENTIATE

OUR LEADERSHIP POSITIONS

MARKETING’S ROLE IN THE

ORGANISATION


The SkillsPR OPEL.7

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THE PROPEL.7 SKILLS FOR EPD MARKETERS


We have a clear picture of what skills marketing needs to excel in the future. Of course, everyone’s role is different and for some roles you’ll need to focus more on certain skills. But here’s the complete picture.

The Propel.7 Skills

INSIGHT & FORESIGHT

STRATEGY & PLANNING

INNOVATION & PORTFOLIO EXPANSION

LAUNCH EXCELLENCE

CUSTOMER ENGAGEMENT &

EXECUTION

FINANCIAL ACUMEN &

MEASUREMENT

BRAND BUILDING

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PROPEL.7 SKILL: INSIGHT & FORESIGHT

7

The Propel.7 Skills

THE SKILL WHAT THIS MEANS FOR EPD KEY ACTIVITIES

INSIGHT &

FORESIGHT

Insight and foresight are at the heart of success in

branded generics. Great marketers proactively spot

and anticipate trends in the market and look for

unmet and future needs along the customer journey.

They seek out opportunities to add value not just to

physicians, but also to pharmacists, patients, OTC

consumers and shoppers.

• Segment and target audiences, including physicians,

pharmacists, patients and OTC consumers, and identify

unmet / future needs along the customer journey

• Proactively use a range of data sources, beyond just

traditional IMS and market research (for example,

digital listening), and connect to customers to

develop deep understanding

• Connect the dots across data sources to find insights

and opportunities to improve our customers’

experiences

• Deeply understand the competitive landscape and

identify gaps / ‘white spaces’ where we can drive

competitive advantage

• Collaborate (with I&D, operations, key vendors, others)

to capture insights and ideas on how to grow our

business

January 8, 2016EPD Propel .7 Program Guide | Home



BRAND BUILDING

Differentiating ourselves in the minds of doctors,

pharmacists, patients and shoppers in a crowded

generics market is challenging, but more important

than ever. Great marketers build on the strength of

Abbott's reputation and our core brands to establish

TA leadership. They define what differentiates us in

each TA, build a strong story, and equip everyone in

the organisation to deliver it.

• Develop a differentiated positioning and story for each

of our TAs and core brands

• Identify the role each brand plays in the overall

portfolio

• Act as ambassadors for our TA portfolios and core

brands, inspiring and engaging the organisation to

deliver the positioning

• Provide effective messaging / tools to our sales teams,

consistent with the positioning

• Track and monitor how customers perceive our brands

and portfolios and respond accordingly

PROPEL.7 SKILL: BRAND BUILDING

8

The Propel.7 Skills




STRATEGY &

PLANNING

We operate in a dynamic marketplace that requires us

to take calculated risks and quickly respond to

opportunities. Great marketers develop clear

strategies that ensure everyone is working in the

same direction, towards the same goals, while

keeping agility and responsiveness.

• Prioritize and make choices about which markets, TAs,

brands, and customer targets we will focus on (and

which we will not)

• Use situation analysis / SWOT to find the key issues /

opportunities and set strategies for the BU, TA and / or

core brands

• Translate strategies into actionable plans, using

scenario planning to allow for agile responses to

market conditions

• Engage and train others (such as sales) in our strategy,

ensuring they are aligned and ready to execute

• Adapt where required based on results or changing

market conditions, and share learnings

PROPEL.7 SKILL: STRATEGY AND PLANNING

9

The Propel.7 Skills



PROPEL.7 SKILL: INNOVATION & PORTFOLIO EXPANSION

10

The Propel.7 Skills


INNOVATION &

PORTFOLIO

EXPANSION

In the branded generics space, we move beyond just

one key brand or product, and offer full portfolios in

each of our focus Therapy Areas. Great marketers

strategically grow and proactively manage their

portfolios, developing a steady flow of innovative

products (beyond the molecule) that fill unmet needs

and / or improve the customer experience and

compliance. These may include new combinations,

dosages, indications, forms, packaging, or services,

among others.

• Develop a portfolio strategy that balances priorities

between existing brands, products & solutions and new

ones, ensuring the right balance of both

• Actively hunt for new ideas for line extensions and

solutions to grow the portfolio and differentiate, driven

by customer insight and our strategy

• Build business cases and use market research to gain

alignment around new ideas

• Use lifecycle management to keep our existing portfolio

relevant to physicians, pharmacists, patients, and OTC

consumers




LAUNCH EXCELLENCE

Identifying great ideas & innovation is only half the

battle. Great marketers execute with excellence. They

use strong project management skills and

collaboration to effectively develop and launch our

new solutions on time, on budget, and with impact in

the marketplace. In branded generics, we’re not

typically launching big blockbusters just every few

years. Our launches are frequent and fast, so

marketers need to be able to manage simultaneous

programs and plan the appropriate level of launch for

each.

• Collaborate with I&D to ensure launches are ready on

time and budget, and meet requirements

• Effectively forecast impact of launches, and plan the

appropriate level of investment and effort for each

solution

• Develop strong launch plans, reflecting a deep

understanding of the opportunity, target market and

commercial realities

• Use strong project management skills to manage

against launch plans, identifying potential risks and

course correcting as required

• Partner with sales to effectively deliver the launch to

market, providing sales training, and in market support

before, at and beyond launch

• Track and monitor execution of launch plans, adjusting

where required

PROPEL.7 SKILL: LAUNCH EXCELLENCE

11

The Propel.7 Skills




CUSTOMER

ENGAGEMENT &

EXECUTION

It's no longer enough to just connect well with

physicians. Great marketers effectively engage with all

key customers along the customer journey – from

decision makers to hospitals to homes – to give them

reason to choose and remain loyal to us. Engagement

goes beyond just marketing communications – it's about

every interaction we have with customers, and requires

an integrated cross-functional approach and flawless

execution of all programs and initiatives.

• Develop communication and execution plans that target

physicians, pharmacists, patients and OTC consumers in

line with our strategy

• Effectively brief, evaluate and give feedback to agencies

to develop creative / programs that deliver against

specific objectives and reinforce the brand positioning

• Utilize on- and offline media channels and new

approaches to connect with our target audiences,

considering how people use each channel and what best

fits objectives. Test and learn on new channels

• Engage and motivate the sales force and other functions

with the right tools, messaging and support to help them

engage our targets

• Develop & execute trade marketing programs that drive

people to choose at the point of sale

• Plan and manage all aspects of program delivery to

ensure programs are executed in market effectively and

efficiently

PROPEL.7 SKILL: CUSTOMER ENGAGEMENT & EXECUTION

12

The Propel.7 Skills




FINANCIAL ACUMEN

& MEASUREMENT

Each one of us needs to act as owners, working

together to drive market share and profitable growth.

Great marketers understand how the business works

and know the impact of the decisions they make.

• Understand the financial drivers of the business at all

levels (i.e. share, revenue, profitability, COGs,

marketing spend, new launches, etc.)

• Track market share and business results relative to the

competition and take measures to address gaps

• Manage the P&L and identify risks

• Select, monitor and analyze appropriate metrics and

data, both digital and non-digital, to assess

performance and make recommendations

• Make decisions based on ROI and KPIs, and course

correct based on results if needed

PROPEL.7 SKILL: FINANCIAL ACUMEN & ENGAGEMENT

13

The Propel.7 Skills



THE BEHAVIORS


It’s important to note that while WHAT we do is really important, HOW we do it is equally important. EPD marketers:

The Propel.7 Behaviors

DEMONSTRATE COURAGE IN TAKING RISKS AND MAKING

CHOICES

CHALLENGE THE STATUS QUO AND ACT AS CHANGE AGENTS

HAVE A CUSTOMER-DRIVEN MENTALITY

HELP TO FIND SOLUTIONS TO

BUSINESS CHALLENGES

THINK STRATEGICALLY, ASKING ‘WHY?’ WHEN

MAKING CHOICES

CONNECT WELL WITH PEOPLE ACROSS THE

ORGANISATION

SIMPLIFY AND CLARIFY THINGS

ARE HIGH-ENERGY, AGILE AND

COMPETITIVE WITH A BIAS FOR ACTION

ARE CULTURALLY SAVVY, CROSSING

GEOGRAPHIC

BOUNDARIES

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The SurveyPR OPEL.7

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THE PROPEL 7 SURVEY: UNDERSTANDING WHERE WE ARE TODAY & WHERE WE NEED TO GO

It’s clear that the change we need to make is a big one. Some of the new requirements will be different from what we’ve done before.

That’s ok, and what this journey is all about.

But to get there, it’s important to know where we’re starting from, and focus in on the task.

The PROPEL.7 survey is a key tool to get the process started. Every marketer in the organisation – at all levels – will complete it. We’re all in this together!

Through this survey and the discussions with your manager that follow, we hope to help you understand how you’re currently doing against our newly articulated requirements – where you’re strong, and where you need to develop most.

You will assess yourself in the survey, but you’ll also get feedback from two other people, plus your line manager. The other people might be GMs, BU heads, peers or agencies – you’ll decide who’s most appropriate with your line manager.

You’ll use the outputs in development and career pathing discussions with your manager, to ensure a common view on expectations and enable rich conversation rooted in the future needs of the business.


The Propel.7 Survey: About the Survey

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THE PROPEL 7 SURVEY: WHAT’S NEXT


The Propel.7 Survey: About the Survey

1. UNDERSTAND 2. REFLECT 3. PLAN 4. GROW

• Familiarize yourself with the Propel.7 skills & behaviors of the new EPD marketing (on previous pages of this guide).

• Discuss with your line manager to make sure everything’s clear. Be honest if you have any questions.

• Together identify two (2) people to get feedback from.

• Provide the names and email addresses of your line manager and your 2 peer reviewers to the project coordinator Alexandra Travinskaya([email protected])

• Set aside time to complete the online survey. The self-survey will take about an hour. Be open and honest!

• Keep watch in your inbox for requests from others to provide feedback on them. If you are asked, please set aside the time (about 15 minutes). This feedback is very important to help build a complete picture. Let’s all help each other develop!

• You will receive a personalized report summarizing your feedback about one month after you complete the survey. Review it carefully and reflect on your development needs and desires.

• Schedule a session with your line manager to discuss the results and your development plan.

• In your discussion with your line manager, review the results, identifying any surprises or new findings.

• Discuss your goals, interests and career ambitions. Together, agree your priority areas for development, and specific things you can start doing right away.

• Develop an action plan for how you will personally PROPEL.7!

• Put the plan into action, regularly reminding yourself of the requirements and asking for help when needed. Check in frequently with your line manager to make sure you’re both on the same page.

• Keep an eye out for training and other development opportunities to support you in your plan!

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mailto:[email protected]


SURVEY TIPS


The Propel.7 Survey: Tips

SET ASIDETIME

BE DECISIVE

BE CONSTRUCTIVE

BE OPEN

BE HONEST

When giving feedback to others, do so with pos itive intent. Don’t just ‘be nice’ and only focus on the s trengths, but provide an honest, true reflection of that person's areas of s trength and what could they do di fferently. Do i t in a spirit of support and continuous improvement, not judgement.

Managers and Marketers wil l have visibility into each other’s survey responses via a report

and meeting. Don’t be intimidated by this – this open sharing will lead to honest, constructive two-way discussions that help

us to build our collective capability.

Remember that our col lective goal i s capability improvement, and we can improve only by identifying true opportunity areas. Nothing will improve i f we don’t accurately capture our current skills and needs for the future.

If you dwell on a question for a long time, you may be over-thinking it. Walk away

for a whi le, return with a fresh perspective, and then follow your best judgement.

The self-survey is des igned to be completed in about an hour. The survey for

giving feedback to other people (either peers or direct reports) is des igned to be completed in about 15

minutes. However, you may take as long as you l ike to complete them.

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FREQUENTLY ASKED QUESTIONS

WHO IS PARTICIPATING IN THIS SURVEY?

All marketers in Emerging Markets at all levels and regions across the organisation. This will happen in 2 waves: Wave 1 for Marketing Leaders starting in October, and Wave 2 for Brand Managers in January 2016. So if you’re not in the first wave, stay tuned, it will be coming your way soon.

IS IT MANDATORY?

Yes. Everyone must complete it. We want to make sure everyone is along on this journey with us, and we want to ensure we understand the common development priorities and needs across the business. If you don’t participate, your needs won’t be heard!

HOW DO I COMPLETE THE SURVEY?

You will receive an email with a link to the online survey. The survey is completed online via computer or mobile device. Please set aside time to complete it – we really want you to take time to reflect and think. The survey allows you to start it, save your answers and come back later if you need to fill it in over time. You can complete it from anywhere with an internet connection.

WHEN DO I HAVE TO COMPLETE THE SURVEY?

You have two weeks from when you receive the email to complete it. But don’t put it off! The sooner you do it, the better.

WHY IS THE SURVEY SO LONG? I DON’T HAVE TIME FOR THIS!

The self-survey is designed to take about an hour; the others 15 minutes. Yes, this is a lot of time, but it’s important and wil l pay off in the long run. As you’ll have seen, the new role of marketing has many facets, so in the survey we need to make sure we explore all of them. We wanted to be comprehensive and really get you thinking, so we’ve included both multiple choice and open-ended questions that ask you to explore further. So please prioritize and make time for this.

WHY DO I HAVE TO GET FEEDBACK FROM OTHER PEOPLE?

While it’s very important to personally reflect on our strengths, experience, and areas for development, sometimes it’s difficult for us to develop the full picture on our own. Line managers will have a perspective, so everyone will get feedback from theirs. Our peers & colleagues can often provide a helpful perspective on where we’re great, and where we could be even better, so an additional two people are included. This isn’t about judgement – it’s about helping each other get better together.


The Propel.7 Survey: Frequently Asked Questions (FAQ)

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FREQUENTLY ASKED QUESTIONS

WHO SHOULD I GET FEEDBACK FROM?

Everyone will get feedback from their line manager. In addition, you will choose 2 additional people to complete a feedback survey about you. You will select those in coordination with your line manager. To be most constructive, you’ll want to select people with whom you work closely, so they have enough information to provide helpful feedback. This may be a GM, a BU leader, or a peer. We also recommend you consider agency partners you work with, as they’ll be able to provide an outside perspective. Don’t just choose your best friends. Whi le they’ll say nice things about you, this isn’t about painting a beautiful picture – this is about really reflecting and developing a plan of action for the future.

HOW WILL OTHERS COMPLETE THE SURVEY?

Once you and your line manager have agreed who will complete the survey, check with the people to make sure it’s ok. The survey should take them about 15 minutes, so we think they will be open to the idea. Then complete the reviewer name submission form or send an email to Alexandra Travinskaya ([email protected])

with the names and email addresses or your line manager and 2 peer reviewers. We will then send them a link to complete a short survey.WHAT WILL HAPPEN TO THE RESULTS?

The results will be compiled and summarized by an outside provider. You’ll receive a personalized report summarizing the findings that you can use to build your development plan and discuss with your line manager.

WHO WILL SEE THE RESULTS?

Don’t worry, everything will be strictly confidential. Your results will only be shared with you, your line manager and the project administrator. EPD leadership will be looking at aggregate results across the whole organisation, to help us identify common needs and development priorities, but we will not review individual results.

HOW DO I CREATE MY DEVELOPMENT PLAN?

We’ll provide more details on this after you’ve completed the survey. But essentially you’ll have a meeting with your line manager, where you’ll review the survey results, discuss your goals, and identify specific actions to drive your development.

WHAT KIND OF SUPPORT WILL BE PROVIDED TO HELP US IN OUR DEVELOPMENT?

This survey will help us determine what’s required. Once we understand the priorities, we’ll put together a plan. This may include training, tools, and other support.

I STILL HAVE MORE QUESTIONS. WHAT DO I DO?

Please speak with your line manager with any open questions. If you need more info beyond that, please contact Alexandra Travinskaya ([email protected])


The Propel.7 Survey: Frequently Asked Questions (FAQ)

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mailto:[email protected]


THANK YOU

Thank you for your time on this important initiative. Please let us know if you have any questions or anything’s unclear.

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The Propel.7 Survey

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SHAPING THE FUTURE OF MARKETING AT EPD EPD Propel.7 ...surveygizmolibrary.s3.amazonaws.com/library/82611/Propel7ProgramGuideV3.pdf•Develop & execute trade marketing programs that