Annual Brand Planning Cycle 2011 Introduction for LOCs

1. Annual Brand Planning Cycle 2011 Introduction for LOCs

2. Objectives Our objectives • To provide an overview of key changes in the Brand Planning process, and reinforcement of key points (for those who did it last year) • To provide familiarisation with the process (for those new to GSK Brand Planning) Your expectations • What are your expectations?

3. Call out What lessons learned from last year’s process? What worked? Any tips for doing it better this year?

4. Context for Brand Planning Development and Commercialisation of a Medicine demands a cross-functional collaboration with clear responsibilities 3 Core processes to support the Development and Commercialisation This training focuses on Brand Planning which is intended to smoothly follow the Launch Excellence process: The GSK Brand Planning Process provides an opportunity to review key brands and portfolios and plan for the future. It is a necessary activity that helps ensure that our medicines, which includes our vaccines, continue to be relevant and of appropriate value to patients and healthcare systems Brand planning is expected to be executed, at all times, consistent with our GSK values: Be patient-focused Show respect for people Commit to transparency Demonstrate integrity For GSK Internal Use Only – 25 Feb 2011

5. GSK Brand Planning Process – Guidance Brand Planning must be undertaken consistent with GSK policies, codes, SOPs, operating principles and any other appropriate guidelines – and any stricter or more specific regional and local regulations Strategies developed and activities recommended by CoEs must be consistent with GSK policies, codes, SOPs, operating principles and any other appropriate guidelines and take account of regional differences. These central Strategies and Recommendations cannot take account of all local requirements. The Strategies and Activities are subject to local review requirements to ensure compliance with local policies and regulations, and to ensure consistency with local Marketing Authorisation (e.g., approved labelling) Commercial Strategies and Activities must be designed within the scope of the Marketing Authorisation. Promotion of a medicine must be in accordance with its licensed indication. For each brand there will be separate medically governed Medical Affairs Plans Consistent with policy, no gift, benefit in kind or other advantage may be offered or given to a healthcare professional as an inducement to prescribe, supply, administer, recommend, buy or sell any medicine – or as a reward for doing so Follow Write Right principles: appropriate intent, taking appropriate actions and documenting appropriately. Edit your work: consider whether your documents (including internal documents) demonstrate how your planned activity complies with laws, regulations and codes of practice For GSK Internal Use Only – 25 Feb 2011

6. Development and Commercialisation of Medicines through Cross-Functional Working Building Evidence Medicines Differentiation Using relevant comparators and meaningful endpoints to demonstrate benefits andvalue for clearly defined patient groups. Forward-looking lifecycle management by long-term planning of clinical, epidemiological and health outcome studies Establish a clear competitive positioning: Who benefits from the value of the medicine and why? Translate positioning through clear, consistent communication and long-lasting branding CUSTOMER Patient, Payer, Policy Maker and HCP Medicine Vision - Lifecycle Management Positioning – Branding Knowledge Cascade Post approval, utilise dissemination of knowledge about a disease and its treatment through a dialogue with our customers to ensure appropriate use of our medicines For GSK Internal Use Only – 25 Feb 2011

7. 3 Core Processes to Support the Development and Commercialisation Medicine Vision – Launch Excellence – Brand Planning Phase I & IIA Phase IIB Phase III Commit to File & Launch Lifecycle Medicine Vision Launch Excellence Customer Understanding & Situation Assessment Customer Understanding & Situation Assessment Customer Understanding & Situation Assessment Customer Understanding & Situation Assessment Review of Strategic Foundation Strategic Foundation Review of Strategic Foundation First input into Strategic Foundation Review ofStrategies Review ofStrategies (Mid-Term) Strategy Development Operational Planning Operational Planning Engagement & Execution Performance Management Marketers will be involved in Medicine Vision, Launch Excellence and Brand Planning – it is a stepwise and iterative process over a long timeframe. Marketers will need to use different skills at each stage as represented by the orange boxes above 7 For GSK Internal Use Only – 25 Feb 2011

8. Objectives of the Brand Planning Process Ensure that over their whole lifecycle, GSK medicines continue to be relevant and of value to Patients and Healthcare Systems To make the right decisions in a collaborative way (between CoEs and LOCs and across functions) to achieve the long-term vision for the brand To enable development or review of long-term Brand Strategy and the creation of short-term Operating Plans For GSK Internal Use Only – 25 Feb 2011

9. Brand Planning 2011 - Overview of ‘what’s new’ New Operating Model with 3 Global CoEs • Requiring global alignment on language, process and output • 2010 approach broadly maintained, with some changes What’s changed • Process (e.g. clear separation of Medical Affairs from Commercial) • Few terminology changes • Timing changes • Output changes (e.g. some changes in templates) What’s the same • Virtual Brand Planning Kick off Conference - 28 June 2011 • Overall the same process: • CoE collaboration with networks • Local GMs are responsible for LOC Operating Plans

10. Brand Planning Process - 3 Phases Situation Assessment Strategy Development Operational Planning For GSK Internal Use Only – 25 Feb 2011

11. Brand Planning Process Overview Situation Assessment Strategy Development Opera-tional Planning LOC Planning: Situation Assessment, Adoption of Strategies, and Operational Planning Same three basic planning steps but completed independently of CoE and with timing on a case-by-case basis Situation Assessment Strategy Development LOC Operational Planning *CoE works closely with the Priority Markets within the Network to develop all chapters of the Brand Plan For GSK Internal Use Only – 25 Feb 2011

12. Brand Planning Process LOC Brand Plan Implementation (for CoE Brands) Situation Assessment Situation Assessment Strategy Development Strategy Development Operational Planning Operational Planning • Deliverables: • Situation Scan Summary • Opportunities • Deliverables: • Detailed Activity Plan for following year – high-level view for the year after • Performance Measures • Agreed resources and budget • Deliverables: • Reviewed Strategic Foundation • Prioritised Opportunities • Strategies • Performance Measures CoE • Adopt Global Strategies at LOC level • On an exception basis, develop LOC-specific Strategies • Define LOC Customer Strategies • Adopt CoE Performance Measures • Plan detailed Activities for following year – high-level view for the year after • Adopt / develop Performance Measures for key Activities • Agree on resources and budget • 2-year P&L • Check for consistency and any key differences vs Global / Regional situation • Confirm / refine Opportunities at LOC level LOCs For GSK Internal Use Only – 25 Feb 2011

13. Brand Plan and Customer Plan on the Local Level • All plans are structured in 3 parts: Situation Assessment, Strategy Plan and Operating Plan (please refer to the separate Medical Affairs Plan) • On the local level, Brand Plans may be “translated” into Customer Plans – e.g., a key Account Plan for a specific hospital chain. How to do that is a local decision CoE Brand Plan Global CoE + Network CoE Situation Assessment CoE Strategy Plan CoE Operating Plan LOC Brand Plan LOC Situation Assessment LOC Strategy Plan LOC Operating Plan LOC LOC / Territory Customer Plan Situation Assessment (focused on Customer and relevant GSK Portfolio) Customer Strategy Plan Customer-specific Operating Plan For GSK Internal Use Only – 25 Feb 2011

14. Portfolio Guidance – Input to the Planning Process • Planning Guidance (Feb) • CoEs communicate priority brands for which CoE Brand Plans will be developed and the Investment Category, i.e., • Invest for Growth • Targeted Investment • Manage for Cash Flow • CoE Therapy Area Guidance (June) • Along with CoE Brand Plans, global CoEs may provide additional strategic guidance on their Therapy Area portfolio (this is optional for Regional CoEs) • Regional Portfolio Investment Guidance (June) • Regional Presidents, or their delegated colleagues, provide Regional Portfolio Investment Guidance to help LOCs prioritise Therapy Areas, Brands and level of investment / resource • This may include detailed investment guidance for key Brands, e.g., sales / Investment Ratios • Local Portfolio Guidance • GMs may provide additional local Portfolio Investment Guidance to kick off the local Brand Planning Process (optional and timed to local requirements) For GSK Internal Use Only – 25 Feb 2011

15. Brand Planning Process – RACI * All Global CoE Plans must be reviewed by assigned legal counsel for global review † Each LOC Brand Plan must go through the required local review process for such LOC For GSK Internal Use Only – 25 Feb 2011

16. Brand Planning Process – TimingTiming Relevant for CoE - LOC Collaboration Virtual Brand Planning kick-off conference In line with Financial Planning requirement (in most Regions, this will occur at the end of September)

17. Brand Planning and Financial Planning (I) Short feedback on LOC figures of Priority Markets Share CoE Brand Plans CoE Approval by Regional Presidents and finally Corporate Prepare “top down” target by Region / LOC Finance Develop Operational Plans + P&L (cross-functional contribution) Submit P&L LOC For GSK Internal Use Only – 25 Feb 2011

18. Brand Planning and Financial Planning Timeline (II) * CoE Plans must be made available to US Pharma by June 3rd For GSK Internal Use Only – 25 Feb 2011

19. Cross-Functional Working • Brand Planning is a cross-functional process that involves colleagues from areas such as Marketing, Market Access, Medical, Sales, Finance and Government / Corporate Affairs • This is true for both CoEs and LOC Brand Planning • For elements of the Brand Planning Process that are driven by the Medical function, separate planning and governance steps exist ... For GSK Internal Use Only – 25 Feb 2011

20. Separate Medical Affairs Plan Original Slide of the Brand Planning slide set. Illustrates a separation of Strategies, which was challenged. Situation Assessment Strategy Development Operational Planning 1 2 3 • Commercial and Medical should be fully aligned on Opportunities, which are based on a thorough Situation Assessment conducted by the cross-functional team • For each brand there will be a separate medically governed Medical Affairs Plan. This plan describes medically led activities. It is developed, funded and governed by the Medical function Commercial Strategy Commercial Operating Plan Situation Assessment Full cross-functional team, including both Commercial and Medical, agrees on the Opportunities Commercial Medical Strategy Medical Affairs Operating Plan Medical For GSK Internal Use Only – 25 Feb 2011

21. New slide Separate Medical Affairs Plan Situation Assessment Strategy Development Operational Planning 1 2 3 • Commercial and Medical should be fully aligned on Opportunities, which are based on a thorough Situation Assessment conducted by the cross-functional team • Strategies are developed cross-functionally, too. Colleagues, who are accountable for different Operating Plans, develop and discuss Strategies that appropriately describe the top-line direction how to address the selected Opportunities. • For each brand there will be separate Operating Plans. Strategies will be picked up in the particular plan they are relevant for and addressed by appropriate Activities. The Medical Affairs Plan is developed, funded and governed by the Medical function Situation Assessment Full cross-functional team, including both Commercial and Medical, agrees on the Opportunities Commercial Operating Plan Strategy Development Cross-functional development of Strategies. Commercial Medical Affairs Operating Plan Strategy A Medical Strategy B Strategy C

22. Opportunities – Strategies – Activities Current definition (developed in Marketing Ways/Brand Planning project) Activity 1 Opportunity Strategy Activity 2 Activity 3 • Current Definitions of Opportunity/Strategy/Activities based on the endorsed Marketing Ways

23. Long term vision and mid-term guidance in theBrand Planning Process Strategy Development Long Term Strategic Foundation Vision Statement Positioning Payer Value Proposition ... Strategic Foundation Situation Assessment Opportunity Identification & Prioritisation Strategy Development Operational Planning Mid Term Strategies Activity Prioritisation & Planning Mid Term Strategies to guide Activities

24. Cross Functional Collaboration and Separate GovernanceOperating Plans are split between Commercial and Medical Separate Governance Commercial Operational Planning Activity Prioritisation & Planning Strategy A Strategy B Medical Operational Planning Strategy C Data Generation Scientific Engagement Cross Functional Spirit

25. Brand Planning Process 2011 Summary • Simple 3 phase approach unchanged vs 2010 • Minor changes to language, templates & timing • CoE focus is on Opportunities and Strategies • LOC focus is on developing & executing Operating Plan • Clarity on timelines and what happensin CoE/Network versus LOC http://iwhc.gsk.com/marketingexcellence/default.aspx

26. Questions? Are there any outstanding questions on process ? Are there any issues? ? Has this made sense? ? Anything else? ? For GSK Internal Use Only – 25 Feb 2011

27. Recommended LOC Brand Plan slides (1/2) 1 2 Market Access/Stakeholder analysis Strategic Foundation 4 3 Opportunity Summary Situation Scan Summary For GSK Internal Use Only – 25 Feb 2011

28. Recommended LOC Brand Plan slides (1/2) 1 2 Market Access/Stakeholder analysis Strategic Foundation Minimal changes Replaces “Brand Ambition”. Minimal changes 4 3 Opportunity Summary Situation Scan Summary New format. No new content Minimal changes

29. Recommended LOC Brand Plan slides (2/2) 5 6 Alignment with CoE strategies Summary of Strategies 8 7 Summary of Activities Performance Measures For GSK Internal Use Only – 25 Feb 2011

30. Recommended LOC Brand Plan slides (2/2) 5 6 Alignment with CoE strategies Summary of Strategies Mirrors last year’s Drivers of Growth template Replaces “Drivers of Growth”. Minimal changes 8 7 Summary of Activities Performance Measures No change Minimal changes

31. Strategic Foundation 1

32. Strategic Foundation Likely to be taken direct from CoE LOC Specific 1

33. The Vision Statement is the measurable long-term strategic goal for the Brand and a summary description of why that goal is achievable Strategic Foundation: Vision Statement Definition: Relevance to Brand Planning: • Initially developed in Launch Excellence Process. Reviewed by the CoE during Brand Planning if significant changes in: • Scientific understanding associated with the medicine • Indications on the label • Regulatory/reimbursement restrictions • Foresight associated with competitors, customers and the environment • Unlikely that a LOC brand will have a significantly different Vision Statement versus CoE version Example: • To be the #1 prescribed topical for the treatment of mild to moderate sufferers by providing the optimum combination of tolerability and fast results Fictitious example for training purposes only

34. Strategic Foundation: Brand Positioning Definition: • A brand is positioned by defining WHO the product is particularly appropriate for (Priority Patient Segment) and WHY it is distinctive / better than competitors (based on the current or anticipated label). Positioning, when translated through propositions, gives the customer a compelling reason to choose it in preference to alternatives Relevance to Brand Planning: • During brand planning, Brand Positioning may be reviewed and altered if customer insight, reimbursement status, competitor assessment or environmental analysis indicate that a new WHO or WHY are required in order for the brand to be of value • LOC Positioning likely to be identical to CoE’s, unless variation required due to differing local regulatory or competitor considerations Example: • WHO: mild to moderate sufferers • WHY: offers best in class tolerability and speed of action Fictitious example for training purposes only

35. Strategic Foundation: Treatment Evolution Definition: • Treatment Evolution is a concept that: • supports gaining understanding of if and how much current treatment practice may need to change before a new medicine can deliver value for its appropriate use • guides in planning how to close existing knowledge gaps to enable treatment practice changes to happen  • Planning of Treatment Evolution should take place early in the development of a medicine, but any execution of this plan utilising the Knowledge Cascade must take place after Marketing Authorisation of a medicine and consistent with its label Relevance to Brand Planning: • Some of the Strategies & Activities within Brand Planning are likely to be for Treatment Evolution • Usually the Strategies will be specified by the CoE, for local adoption and activation Example: • Raise awareness amongst mild to moderate sufferers who cannot control the condition via OTC medication that they may be able to get more effective treatment on prescription

36. Strategic Foundation: Lifecycle Plan Definition: • The Lifecycle plan is the plan for a medicine identifying the progression to new patient segments within the current label and in anticipation of new indications over time and the data required to support this. Relevance to Brand Planning: • Brand Plans need to reflect Opportunities presented by progression to new patient segments or indications, as summarised in the Lifecycle Plan • The Lifecycle Plan is developed in the Launch Excellence phase. It is reviewed by the CoE within Brand Planning, and updated if necessary to reflect changes in scientific understanding, the environment, the label, reimbursement, clinical trials outcomes or other factors • The Lifecycle Plan for an LOC brand may occasionally differ vs. the CoE (e.g. due to local regulatory considerations) Example: • Once daily extended release tablet approval expected July 2012

37. Market Access Customer and Stakeholder Analysis 2

38. Market Access Customer and Stakeholder Analysis 2 • Template almost identical to last year • Do in conjunction with LOC Market Access specialists • Add or delete Stakeholder Groups as appropriate

39. Agenda

40. Situation Scan Summary Positives External Internal Negatives 3 40

41. Situation Scan Summary Positives External Internal Negatives 3 Last year versus this year 41

42. Situation Scan Summary Positives External Internal Negatives 3 • Same approach as last year • Use CoE output as start point • Check for consistency and any key differences vs Global / Regional situation • Confirm / refine Opportunities at LOC level • Refer to Opportunity & Growth Planning e-module for further guidance

43. Creating the LOC Situation Scan Summary Market Access & LOC Situation Scan CoE Situational Scan Summary LOC Situational Scan Summary + =

44. Ask: What has changed significantly since last year? What is expected to change significantly over the next two years? What do we need to investigate further? How to undertake a Situation Scan Think broadly about the brand and therapy area to identify areas to investigate further Dive Deep only where needed to explore further 44 44 44

45. Conduct Deep Dive analysis only on areas of change For example: The Situation Scan identified a significant change in the number of patients being treated with prescription • Use PATIENT Deep Dive tools / questions to gain a deeper understanding of what is causing this change. For example: • What factors or trends are contributing to the change? • How can the change be explained through the Patient Potential Tower? Use the Deep Dive questions and other relevant tools / approaches where required to further investigate the situation

46. Situation Scan – recommended Deep Dive questions

47. Situation Scan: Get input from LOC Government Affairs • Guidance on local trends for particular healthcare system • Local Government Affairs team provides overview of trends for each market at the beginning of the Operational Planning period • Members of the local Government Affairs group support discussion with cross-functional Brand team on impact for particular Brands For GSK Internal Use Only – 25 Feb 2011

48. Call out For brands that you work on, where might you need to do a Deep Dive this year? Why?

49. Opportunities 4

50. What do we mean by an Opportunity? Definition: • Opportunities describe precisely those areas that have the potential to lead to greater value for Patients, Payers, Prescribers and thereby, typically for GSK • Delivering greater value to the Healthcare Systems enables profitable growth for GSK