The 2006 Product Management Today Team Awards.

The challenges to pharmaceutical marketing teams are many: harmonizing communications between the marketing and product development teams; differentiating between competing products; addressing sensitive, yet important, health issues; branching out a message in an increasingly diffuse and multichanneled world; and dealing with cumbersome regulatory issues. They attempt to do this while trying to reach audiences with different needs: patients, physicians, pharmacists, and others, all with different ways of accessing information. The teams which manage to do all this employ a combination of diplomacy, technological know-how, and market knowledge.

We are proud to present the fifth annual PRODUCT MANAGEMENT TODAY TEAM Award winners. Our panel of judges had difficulty in choosing just two winners, Gold and Silver, in the categories of Professional Marketing, Consumer Marketing, and Managed Care Marketing.

The essays published on the following pages were submitted in the nomination process for the PMT TEAM Awards. They convey the challenges each team faced, along with their innovative responses. Whether it was an entirely new campaign, keeping a flagship product ahead of its generic competition, or bringing back a product that was actually recalled from market, these teams rose to the challenge.

Our Gold Award winner in Professional Marketing managed to grow a billion-dollar brand by 10% with integrated, interteam strategies; the top vote-getter in Consumer Marketing took on generic competitors and confidently entered the bilingual market to keep a flagship brand at the top; and the Gold standard in Managed Care was set by an agency that addressed a specialized audience--long-distance truckers--in an effective and creative way.

Please join PRODUCTMANAGEMENT TODAY in congratulating the Genentech Herceptin, Biogen Tysabri, AstraZeneca Nexium, Gilead Stop Hep B, Novartis Blood Pressure Downshift, and Boehringer Ingelheim Pathways for Performance teams. We also would like to thank all the brand teams and their agencies who submitted entries.

Gold Award Winner: Professional Marketing

The Herceptin Brand Team

Genentech

The Herceptin (trastuzumab) brand team is an outstanding model of strategic planning, teamwork, and innovation in health care marketing. Their collaborative approach is apparent both in the team and in their interactions with all members of their extended team. The brand team demonstrates an inclusive decision-making style and a respect for differences of opinion that encourages healthy discussion and progressive thinking. When dealing with their extended team--be it other departments in the company, such as medical, regulatory, or sales, or external agencies and vendors--they foster a sense of true partnership. Since they welcome input from all sources, their internal and external partners are dedicated to the brand and committed to going the extra mile to create a superior final product. In the end, these efforts have enabled the team to implement programs that have steadily improved the amount and duration of product usage in one indication, even as they were actively planning the product's imminent launch in a second indication.

The brand team's determination to continue to grow usage in the existing indication, team-oriented philosophy, and encouragement of innovative approaches recently led to a novel and valuable sales training initiative. The team is attuned to the voice of the salesforce, and became quickly aware that they were facing serious obstacles in engaging physicians in relevant discussions about key product messages, in part because physicians were focused primarily on the data in the upcoming indication, which the field could not discuss. The brand team was committed to responding effectively to this challenge. After observing some of the sales interactions first-hand and speaking with several members of sales management, the team conveyed the challenges that they were facing to an external agency and charged them with finding a solution. Over the ensuing weeks, the brand team and agency met multiple times with key stakeholders, fleshing out the shape of the resulting sales training instrument and incorporating input from many disciplines--including medical, many levels of sales, and sales training. These multilateral discussions continued throughout the development process and also helped prime the field to embrace the tool as "self-created" when it was introduced. The initiative was ultimately accepted as user friendly, accurate, and effective in helping the field continue dialogue in the existing indication.

In this way, the brand team kept product knowledge high for both the field and target physicians, facilitating the eventual transition to messages in the new indication.

At the same time, the brand team was working tirelessly to prepare for the launch of the new indication. Even before the application was submitted, they had completed a full range of research, and initiated development of pieces to target physicians, nurses, and patients. Before the approval of the new indication, they worked closely with their internal and external partners to ensure that pieces were at a high state of finish and provisionally approved. Further, they coordinated a schedule for immediate internal reviews and approvals of pieces at final labeling and again upon receipt of Division of Drug Marketing, Advertising, and Communications comments, paving the way for a rapid and straightforward roll-out of all materials.

The forethought that these practices demonstrate and the inclusiveness of the processes undertaken to complete them typify the style of the Herceptin brand team--a style that substantially contributes to their ongoing success.

The efforts of the brand team resulted in a 10% sales increase over plan in the first quarter of 2006. The plan was forecasted at $1.2 billion.

Herceptin[R] trastuzumab

THE HERCEPTIN BRAND TEAM

Senior Director Steve Lo

Group Product Manager Brett Villagrand

Senior Product Manager Brandon Kotaneimi

Product Manager Darren Meekins

Product Manager Michael Penn

Silver Award Winner: Professional Marketing

The Tysabri Brand Team

Biogen Idec

Tysabri (natalizumab) is the first monoclonal antibody approved for the treatment of relapsing-remitting multiple sclerosis (MS). Not only is Tysabri the first of a new class, one-year clinical trial results demonstrated a new level of efficacy in terms of relapse reduction (66% relative reduction in relapse versus placebo). Owing to its unprecedented efficacy, Tysabri received accelerated approval from the FDA in November 2004. It was expected to revolutionize the treatment of MS and revitalize the lives of thousands of patients with MS.

However, just months after launch in early 2005, three patients in Tysabri clinical trials were diagnosed with a rare viral brain infection known as progressive multifocal leukoencephalopathy (PML). Two of the infections resulted in death. Patient safety was a primary concern, so Biogen Idec and Elan Pharmaceuticals, Inc. acted quickly to voluntarily withdraw Tysabri from the market. Although it was the only ethical decision the companies could make, it was still a major blow to the hopes of patients who had already begun to experience the benefits of Tysabri.

The team now had a new challenge: Biogen Idec and Elan were committed to bringing Tysabri back to market. Could the Tysabri product management team find a way to do it? Returning to market would be a historic undertaking. Previously, only one other product (Lotronex [alosetron]) had been able to return to market postwithdrawal. Bringing Tysabri back to market was more than just a corporate imperative. As evidenced by the thousands of calls to Biogen Idec customer service and the heartbreaking testimony of patients at the FDA Advisory Committee meeting, it was an imperative set and enforced by patients suffering with MS.

From the beginning of the process, it was clear that the return of Tysabri would require a Risk Minimization Action Plan (RiskMAP). It just was not clear what form that RiskMAP would take. Not only would it have to be approved by the FDA, a RiskMAP must also meet the needs of the physicians, pharmacies, infusion centers, and patients who are implementing it. Therefore, in addition to partnering with the FDA, the product management team collaborated with patients, physicians, and infusion centers to carefully craft a program that would make Tysabri available to the appropriate patients without unduly burdening health care providers.

It was a process that required clear lines of communication to be open among all stakeholders at all times. Insights could be discovered within days; new versions of forms that incorporated those insights were sometimes needed within hours. It took months of negotiation, consultation, and revision to get it right for everyone involved. The Tysabri Outreach: Unified Commitment to Health (TOUCH) Prescribing Program emerged, and with it, the real possibility that Tysabri might return to market.

In March 2006, after two days of impassioned testimony by MS experts, patients with MS, and representatives from Biogen Idec and Elan Pharmaceuticals, Inc., the FDA Advisory Committee voted unanimously to recommend that Tysabri be reapproved for the treatment of MS. In addition, two-year study data now showed further benefits with Tysabri: a 67% relative reduction in relapse versus placebo and a 42% relative reduction in the risk of disability progression versus placebo.

Three months later, after considering the FDA Advisory Committee recommendation, the two-year study data, and the TOUCH Prescribing Program developed by the product management team, the FDA once again approved Tysabri for the treatment of relapsing-remitting MS. The product management team had overcome a historic challenge to fulfill both Biogen Idec's commitment and the imperative set by thousands of patients with MS across the United States: Tysabri was back on the market.

TYSABRI[R] THE TYSABRI BRAND TEAM

U.S. Neurology, Marketing Director Irene Hunt

Associate Director, Marketing Dallan Murray

Associate Director, Marketing Anissa Kalinowski

Associate Director, Marketing Anna Diaz-Triola

U.S. Neurology Sarah Garner

U.S. Neurology, Associate Director Market Research Carl Olson

Marketing Emilie Beskar

Gold Award Winner: Consumer Marketing

The Nexium Marketing Team

AstraZeneca

Recently, in the midst of an increasingly competitive market (with both prescription and OTC medications), it has become more important than ever to keep Nexium (esomeprazole magnesium) positioned as a leader on-line: to not only keep it top of mind with the consumer, but also position it as the leading prescription acid reflux treatment. The Nexium consumer on-line marketing team has been up to the challenge, and for good reason.

Acid reflux is a serious condition, which untreated (or treated incorrectly) over time can lead to severe damage of the esophagus. Recent statistics from the U.S. Department of Health and Human Services indicate that approximately 20 million people in the United States alone suffer from acid reflux disease. Many may not understand the severity of their condition or realize that they may need a prescription medication to treat it. These individuals are either taking an array of OTC heartburn medicines or simply are ignoring their condition. Therefore, educating this audience on acid reflux disease, getting them to realize its severity, and ultimately getting them to speak with their doctor are all key marketing challenges that the team needed to address.

The on-line media plan needed to reach individuals 35 years of age or older, suffering from acid reflux at least two times weekly. These individuals may or may not have already been diagnosed with acid reflux disease, and they may or may not be taking a prescription or OTC medication to treat their condition.

Specific campaign objectives included cost-efficient coupon downloads, qualified site traffic, overall brand awareness among diagnosed and nondiagnosed individuals, innovative targeting and segmentation, influencing consumers to talk with their doctor about Nexium, and switching competitor users to Nexium.

To achieve these objectives, the team needed to develop tactics that expanded across a full spectrum of areas. The end result was an on-line campaign that embraced elements of strategic targeting, innovative research, paid search, CPA (cost per acquisition) and CPM (cost per thousand) programs, as well as direct response, E-mail, sponsorships, and rich media.

Knowing that the target audience uses the Web to research medical conditions, it was extremely important for us to align Nexium with trusted third-party content on-line, as well as ensure that when people searched relevant terms on major search engines, they saw Nexium's message. In addition, the creative team needed to turn on-line ads into engaging resource centers, to provide the necessary level of information to the target audience. Working closely with our off-line teams has helped us develop a seamless, fully integrated campaign with multiple on-line elements.

Sponsorships on English and Hispanic health sites aligned Nexium with trusted third-party content and gave users access to expert content on demand. Sponsorships included exclusive acid reflux centers across leading online health sites. These acid reflux centers were in-depth resource environments for users. One center included more than 60 expert articles ranging from digestive health myths to heartburn treatment options.

For the acid reflux centers on the Hispanic sites, all creative running in these areas was translated and adopted for the Hispanic audience, and drove to Spanish versions of the consumer website. In addition to establishing market leadership and brand awareness with this audience, Nexium conducted brand awareness research to evaluate the affect of Nexium messaging on the Hispanic audience, and modified the ad units to improve their effectiveness and performance.

Rich media, such as PointRoll expand banners, provided users with deeper levels of education (including tips for talking with their doctor), as well as the opportunity to register for a free trial coupon within the banner space. Also, ShoshTV video units extended the latest television spot on-line; a talking avatar of a virtual doctor (using Oddcast technology) allowed users to take a quiz on heartburn in a banner. Depending on the answers, users would get a result screen tailored to the current state of their heartburn condition.

Getting the Nexium message in front of the right audience was critical to the on-line campaign's success. To do so, media buys ranging from paid search, to CPM, to CPA were utilized. Paid search assured Nexium's presence (in top positions) against all "acid reflux" related key words, for all users searching for acid reflux information. The search creative was continuously optimized throughout the year to drive traffic, and capitalized on current events related to Nexium. Numerous CPM buys gave Nexium the reach needed to establish a strong presence across the Web, and CPA buys allowed for efficient registration downloads for a Nexium seven-day free trial coupon.

Targeting played a critical role in driving more efficiency out of the CPM media campaigns. From behavioral to demo targeting, increased targeting helped us better understand the Nexium customer's on-line behavior. A test program with one site allowed us to remessage to individuals up to two days after they searched for acid reflux and heartburn-related content on-line, thus giving us the opportunity to reach consumers actively interested in the condition.

In addition, a redesigned consumer website gave users an enhanced brand experience. To provide the best possible experience for sufferers of heartburn and acid reflux disease, the Nexium website was completely redesigned for 2006. With personalization and customization at its core, every aspect of the new site had the user in mind. A tool named the Personal Pal allows users to tailor their site experience based on who they are. By answering a simple qualification question, users are given a path to information most relevant to them. For example, if someone is curious about their condition, they will be given a different experience than someone ready to address their pain.

Other core site features include three-dimensional flash-based animations that detail the digestive system, explain the acid reflux condition, and describe how Nexium works; a full function meal-planner; and the ability to sign up for pill and refill reminders by E-mail.

The new Nexium website continues to be one of the most visited and relied-on sources of information on heartburn/ acid reflux, and ranks consistently in the top 3 most visited health sites, according to Hitwise. In addition to English, content is also available in Spanish.

Nexium[R] (esomeprazole magnesium)

THE NEXIUM MARKETING TEAM

Senior ePromotions Manager, AstraZeneca Jean Pundiak

Internet Support Manager, AstraZeneca Heath Weber

ePromotions Manager, Patient Marketing Jason Stein

Account Supervisor, Avenue A/Razorfish Frank Faita

Account Director, Avenue A/Razorfish Christopher Harris

Account Executive, Avenue A/Razorfish Jamie Klimberg

Media Planner, Avenue A/Razorfish Jim Crews

Associate Media Director, Avenue A/ Razorfish Jason Hoffmann

Account Director, Tribal DDB Christian Dietrich

Account Supervisor, Tribal DDB Allison Koplik

Silver Award Winner: Consumer Marketing

The Stop Hep B Campaign

Gilead Sciences, Inc.

Gilead Sciences is and has been the market leader in combating hepatitis B. Although a new competitor entered the market shortly before the launch of the Stop Hep B campaign, Gilead's marketshare has not eroded, owing in part to this campaign. The Stop Hep B team at Gilead developed an innovative, unbranded campaign with the objective of raising awareness of hepatitis B and the importance of getting screened for the disease. The prevalence of the disease among Asian Americans was also determined to be a focal point, as one in 10 Asian Americans is at risk for the disease.

The team created an in-language viral program that involved both patients and caregivers. The Hep B Warriors, or vocal advocates, helped spread the message about the importance of screening. Warriors are provided with training and tools at www.stophepb.com. At the site, Warriors have the opportunity to learn about the disease, participate in a training module and quiz, and learn new ways to spread the word about getting tested. They also learn about blogging, how it works, how to create one, and how to post to other blogs. Once training is completed and Warriors begin spreading the word, they report back on what they have done, whether it is sharing information at a community event or blogging on-line. The more activities a Warrior participates in, the closer he or she gets to attaining a virtual black belt.

Components of the campaign were promoted internally throughout Gilead Sciences through a series of conference calls, E-mail announcements, and a road-show promotion to the sales and community teams, physicians, and advocacy organizations. Additionally, in-house meetings took place at Gilead. This program was particularly challenging as the understanding of blogs was limited. Once this was explained along with the importance of raising awareness of this disease with an innovative approach, the larger team embraced the program. The community and sales teams at Gilead now actively promote the program to health care professionals and advocacy organizations.

Components of the campaign included print ads in Chinese, Korean, and Vietnamese in local Asian newspapers. The print ads averaged a 70% reach to each audience and were seen by an estimated 1,104,300 people. The ads drove readers to www.stophepb.com, www.hepsera.com, and a call center for more information and/or help with finding a physician to get screened for hepatitis B. Seventy-five percent of all call-center inquiries came from the newspaper ad. The balance came from promotion at community events or from information on the websites. There were three times as many calls from Chinese Americans as from other Asian Americans, which correlated with the media spend and the population base in our target markets. Radio advertising was piloted in the Los Angeles/Orange County market for Chinese radio. The call to action was the website, www.hepbnews.com. Each radio advertisement drove more than one person to the site with a commercial radio spot-to-page view ratio of 1:1.25. On-line banner ad placements and paid search marketing were placed on Asian websites. Sites have included Sina, Goldsea, Yahoo!, Google, and MSN. Additionally, 12.4 million banner impressions have been served with a 0.06% average CTR and 988,000 paid search impressions have been served with a 1.4 CTR.

Billboard ads were placed in select Asian-American communities; 50 billboard and 45 bus shelter in-language ads ran in San Francisco, San Jose, Los Angeles, and San Diego. Local grassroots community marketing was held at Asian street fairs, health fairs, and other festivals and gatherings. Literature and Hep B Warrior collector pins were distributed. The StopHepB website was the focalpoint. Since the launch of the campaign, the site averages 27,000 page views per month and there are more than 300 Hep B Warriors participating in the program.

GILEAD

THE STOP HEP B CAMPAIGN TEAM

Senior Product Manager, Community/Patient Marketing, HBV Denton Chase

Director, HBV Marketing Jean-Paul Kress

Public Affairs Senior Manager Erin Edgley

Public Affairs Director Amy Flood

Gold Award Winner: Managed Care Marketing

The Blood Pressure Downshift Team

Novartis Pharmaceuticals

In the commercial transportation industry, mechanics and drivers must apply for and maintain eligibility for their commercial driver's license (CDL). Among the requirements for active CDL status is satisfactory blood pressure levels.

The federal Department of Transportation recently enacted new, more stringent requirements to satisfy blood pressure parameters (moving the acceptable level from [less than or equal to] 160/90 mm Hg to [less than or equal to] 140/90 mm Hg) to assure lower risk among operators with hypertension. This change is significant, as studies have shown that drivers and CDL holders are particularly at risk for hypertension, obesity, and diabetes. Beyond the life-threatening risks of high blood pressure, failure to meet the maximum blood pressure threshold can also result in a suspension or revocation of an operator's CDL and thus, probable loss of an operator's job.

Employers are also at risk for potential higher training and recruitment expenses, should some of their workers begin to lose their CDL because of the new hypertension guideline. This is especially important given the severe nationwide shortage of qualified drivers. Also, as union members, those who fail may be required to be reassigned to a new job, regardless if one is available.

Program Description

Novartis has successfully launched an innovative hypertension education and intervention program to large transportation employers and CDL holders in the United States that continues to gain momentum. Developed with transportation industry experts and advisory boards, and bolstered by advertising and public relations campaigns, these interrelated programs are two-fold: (1) the Blood Pressure DownShift--CDL holders' hypertension management program, and (2) DownShift for Drivers' Health & Safety.

The Blood Pressure DownShift--CDL Holders Hypertension Management Program comprises multiple resources designed for use by four target constituents in the employer market segment: (1) employees, (2) employers, (3) physicians, and (4) unions. This kit helps employers maintain and enhance their level of CDL certification among drivers and mechanics. Tools are included that educate employers and unions about the importance and value in effectively managing hypertension among their employees and members, educate employees on the hypertension regulations that are now a part of their CDL requirements, motivate these employees to regularly measure their blood pressure and maintain their therapy to meet and sustain goals, work with physicians to help them understand the importance of hypertension management among transportation employees and the benefits of different therapeutic classes for this patient population, and notify managed care organizations of the importance of easy therapeutic access to enhance compliance.

Blood Pressure DownShift Screenings are done in conjunction with the hypertension management program mentioned above. Blood pressure screenings are performed at employer locations or retail truck stops. Novartis has developed multiple marketing resources to help drive screening participation and recall. These resources include:

* Flyer: Quick, one-sided takeaway format; announces date, time, and location of the blood pressure screening

* Table Tent: Similar message as flyer, designed for placement on tabletops in eating, and conversation areas

* Posters: An enlarged version of the flyer message, designed for placement on walls, and high-traffic walking areas

* Banner: Ceiling-hanger, announces upcoming blood pressure screening; message similar to key points in the flyer

* Overview Brochure: A four-page takeaway piece, with basic blood pressure information for the CDL holder

* Reminder Air Freshener Giveaways: As a daily reminder of the program and good blood pressure control, customized car scent premiums were provided for use in trucker cabs

DownShift for Drivers' Health & Safety is a Web-based initiative for the independent professional drivers not employed by an employer. The website, www.drivershealth.com, provides independent professional drivers with information about health and wellness issues that can affect them, their families, and their jobs; easy-to-understand health guidelines that are part of CDL certification and renewal requirements; advice for the driver and their family on healthier living habits that fit their unique lifestyle both on and off the road; tips to help them talk with their doctor about their special health requirements; and health management and wellness programs and resources designed just for the professional driver.

They can also enroll in their version of the Blood Pressure DownShift--Hypertension Management Program. These drivers receive at least four customized mailings that provide education and support resources, and can enroll by way of a toll-free number.

Part of the Downshift for Drivers Health & Safety is a partnership with XM satellite radio and the Dave Nemo Show that is solely for the professional driver.

Strategically using industry experts and convening multiple advisory boards help the Novartis team develop the right resources for the program. The collaboration between Novartis and the advisors continues as new resources and updates are developed. Internally, the Novartis team utilized their product teams to ensure the consumer and physician-based resources echoed the appropriate brand messages. All team members were encouraged to provide feedback and new ideas to the development and creative process, fostering camaraderie among the Novartis team, the agency, and other internal Novartis stakeholders.

The Novartis team's initial goal for the employer-based Blood Pressure DownShift--CDL Holders Hypertension Management Program was to sign up five large employers. The initial sign-up was with 20 employers, many of whom were blue-chip companies, including The Coca Cola Company, WalMart, JB Hunt, and Yellow Freight.

This success is in part related to the program being customer-centric. Throughout the development process, the team made sure their employer customers' and CDL holders' needs were being met. In fact, a complete approach to the stakeholder team was considered, whereby the needs of each constituent was considered and addressed, including those for patients (employees and their families), payers (employers and managed care plans), and providers (medical directors and family practice physicians). A synergistic approach was designed to pull the team of stakeholders together to enable them to pursue a common goal: better blood pressure control for CDL holders.

The innovative and unique marketing programs Novartis developed for DownShift continue to expand and grow, helping to positively affect the lives of a special, important, and often overlooked target population.

BP SUCCESS ZONE 140/90 120/80

THE BLOOD PRESSURE DOWNSHIFT TEAM

Executive Director, Employers/Payers John Herrick

Associate Director, Employers/Payers Richard Sabatino, RPh, PharmD

Associate Director, Marketing Communications Sharon McLoughlin Fabris

Postdoctoral Fellow, Customer Development Buu M. Chung, PharmD

Silver Award Winner: Managed Care Marketing

Pathways for Performance

Boehringer Ingelheim Pharmaceuticals, Inc.

In the Fall of 2005, the Boehringer Ingelheim Pharmaceuticals, Inc. (BIPI) Managed Markets Marketing Team faced a dilemma. They had developed a wealth of tools and tactics that the account managers could use to drive formulary access and pull-through with key customers, but helping account managers understand the most appropriate resources and programs to offer their customers with challenging business issues was not always easy.

The Solution: Introduce a New Paradigm for Performance

Together, the BIPI Managed Markets Marketing Team and Sudler & Hennessey New Jersey (S&H NJ) developed a new internal model to segment and map customers according to criteria related to performance and loyalty. This new model revolutionizes how BIPI Managed Markets views their customers and their challenges, and, ultimately, how account managers' selling activities can help move customers from brand skeptics to brand advocates. Specifically, this new approach helps account managers more easily identify the most appropriate pathways to communicate with colleagues and customers, collaborate to overcome challenges and meet goals, connect account needs with valuable programs and resources, and create deep and lasting relationships.

Integrating Multiple Brands and Channels

Adapting to a new model is always a challenge, but because multiple brands, namely Spiriva HandiHaler (tiotropium bromide inhalation powder), Flomax (tamsulosin HCI) capsules 0.4 mg, Mirapex (pramipexole dihydrochloride) tablets, Aggrenox (aspirin/extended-release dipyridamole) 25 mg/200 mg capsules, Micardis (telmisartan) tablets, and Micardis HCT (telmisartan/hydrochlorothiazide) 40 mg/12.5 mg, 80 mg/12.5 mg, 80 mg/25 mg tablets, and multiple channels (commercial, federal, state, trade, senior care) needed to be considered, integrating this new model was especially complicated. The strategies behind each channel and each brand had to be aligned and coordinated.

Giving the Performance Model a Creative Spin

Once the strategy was in place, the S&H NJ creative team developed an internal campaign to promote the new model to the Managed Markets Field Force, which was recently unveiled at the fall Managed Markets Plan of Action (POA) Meeting. Previously, each biannual POA was thematically based on a key strategy or goal. Under the new model, S&H NJ proposed that future campaign themes be pliant enough to support upcoming POAs. The new campaign, Pathways for Performance, speaks to BIPI's past progress, as well as their renewed promise for higher performance and is a compelling endorsement of the new managed markets performance model.

Measurable Results

Although in its seminal stages, Pathways for Performance has already begun to change the way BIPI Managed Markets conducts business. The company has undertaken a comprehensive initiative to map all of its customers to the new selling model and integrate these criteria into its sales-force automation tools. They also have begun to develop in-depth training protocols tied specifically to individual customer needs that include individual sales plans, motivational videos, and break-out sessions to help the managed markets field force embrace the new model. All of this was produced in one short POA cycle--a testament to the strong relationship between BIPI and S&H NJ.

PATHWAYS FOR PERFORMANCE

MANAGED MARKETS

THE MANAGED MARKETS MARKETING TEAM

Dave Adams Larry Brooks Chuck Collins Shawn Czado Jaylynne deLaroche Kurt Hartman Chaundra Hoover Robyn Peters Rich Sparago Pat Van Buren