Adam Knights RAD SW Peninsula

1. Adam Knights RAD SW Peninsula

4. 1940s : Running in corridors Talking in class Home-work not on time School uniform violations Chewing gum in school 1990s : Murder Arson Rape Concealed hand guns Heroin and Cocaine use and dealing CHANGE AND THE CALIFORNIA HIGH SCHOOL PRINCIPALS

5. TAKEDA TAKEDA 200+ years old 8 years in UK

6. Takeda UK Sales Amias/Actos BPI

7. Solution Selling Matching agendas, providing solutions with commercial impact What does the industry want? Super Sales Rep Customer Informer Only selling to company’s agenda Providing no services of value to company

8. What is a Regional Account Director? • Field based individuals who have total autonomy, responsibility. • The appropriate resource to work, in partnership, with the NHS delivering win/win solutions for the patient. • Self-managed, delivering approved business plans. • Different RADs adapt their role suit their healthcare economy

9. Which means a….. • A new philosophy for business • A new capability • A new standard of interaction with our customers • A need to put the patient at the centre of all our activities • A perceived threat to competitors

10. The Traditional Approach (In No Specific Order) • Coverage and frequency models • Managing the bad not leading the good • Spreadsheets • League tables • Sales Vs Target • Bonus / Incentive schemes • Sub standard training by sub standard people • Lack of accountability

11. GPs / GPSI’s Diabetes & Heart Failure Nurses – Primary/Secondary Care interface Clinical experts in Secondary Care Profs/Cons/SpR/Specialist Nurses Pharmacists – PCT & Trust Pharmaceutical Advisors Medicines Management Formulary Pharmacists Drug Information Pharmacist Directors of Public Health / SHA Finance Directors Chief Executives Prescribers, Clinical Experts, Budget Holders, Disease Mgmt Teams, Target customers ‘whoever makes the decision’

12. No management issues No Buddy meetings Continuity for the customer Consistent messages Quick investments Autonomy Delivery of effective projects Working with other companies Seen as a decision maker Not wasting customer time Regional marketing Break from traditional I am improving patient outcomes What works for me?

13. Different from the traditional approach? • A mix of new and old • Accept that healthcare is fragmented in UK • The patient is at the centre of all activity • We are governed by the same rules- ABPI • RAD model embraces new changes • We (the industry) have been our own worst enemy • Why did customers stop seeing us?

14. Can one individual make a difference? • 1 RAD Vs 14 PCR / 5 SCR / 4 HCDM • 1 RAD Vs Junior/Middle management • 1 RAD Vs High activity • How can less be more? • “Never underestimate a minority”

19. Torbay PCT TZDs

20. Questions? The Future?

21. The Future? • The ‘Value Chain’ is changing • Crowded Markets • Changing Fundamentals • R and D • Legislation • Clinical costs - 1980 average 1300 patients / trial. By 2006 = 4000 patients • Drug development costs- increase 250% in a decade (US $800 million) • Markets Beginning to splinter into sub segments • Emergence of activity specialists to partner BIG Pharma • Look out for Biotech Firms

23. The Future? • A presence will always be needed • More specialized interaction with the NHS • RAD Model may be the first of many to address the changing situation

24. QUESTIONS? Questions?