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STRATEGIES.
A MANAGEMENT FRAMEWORK.
LATAM SALES & DISTRIBUTION CHAIN.
(For Medical & Healthcare Industries)
First section.
1. Highlighting Business Management.
Second section.
2. Putting Business Management in Action
Sometimes Companies face the Iceberg dilemma:
“Core problems are hidden under the organizational
surface ”.
3) Optimal IT usability
4) Leadership Culture /
Values & Ethics.
5) Corporate Synergies
=> 2 +2 = 5
“..Barriers that limit the firm success..”
1.Why is it important
Addressing to do Strategy (I)
the sense of Direction.
Planning secure coordinated efforts.
Sharing the vision. Staff knows where the company goes,
settle commitment and value the incentives to
accomplish goals.
Activites (month)
Objetives
Indicators
• Return over
Educational
activities (NPV)
• Profits.
• Income.
• Cash Flow (VPN)
Customers Operations
Activities (moths)
Indicators
• Purchasing
Objectives
Objetives
• Courses,
Activities (mes) • IT
Indicators
• Portfolio of
Services & Integral • HR and
Products. Management Leadership.
• ABC. • Logistics
System
Customer
efficiencies
Business Intelligence
Indicators
Activities (mes)
Competitors
analysis Objetives
Benchmarking.
Relational
Marketing
Follow the steps to manage strategically
and succeeds…
1) Targeting Customers
needs (Doctors , Patients)
2) Translating those
needs into
strategic actions
3) Efficient Execution
4) Follow-up, Tracking,
evaluating commercial
activities
6) Finally we integrate :
- Cash Flow and budgeting activities.
- Allocate internal resources wisely.
- Manage the company efficiently.
Therefore, a better organization
manages Key Organizational Drivers
Customer Oriented
Organization
Excellence
Therefore:
VectorTAS-Intelligent Design
VectorTAS-Intelligent
Why do we need to build product portfolios?:
Because we need to improve the Pareto Sales
Distribution
Product Sales (units) Sales Income ($)
20% Products
80% of Income($)
EXPLAIN…
Bundling Products:
Means, we always tide products as a integrative system:
1. Core products.
2. Complements
ORTHOS
500
MINI X
MINI 2010
OTHERS
10
100 500
15 Quantity
So, What do we sell? :
1. Products & Systems as a highly technology development.
1. System Adopters
2. Irregulars or Dabbler Users.
3. Rejecters
4. Conservative or Later Adopters
Quantity of Quantity of
Dealers Clients
Sales Forecast
Transmission of Knowledge
Doc-Champion
Customer A B C
Selling and the Multiplicative Effect:
Identify segments:
1. Clients using core products: ACTIONS :
2. Clients buying other products: 1. RETENTION
3. Clients buying products and services 2. CONVERTION
from competitors: 3. MOTIVATION
Q: What it would be the impact of Event’s
Investments over Financial Cash Flows ?
A: Managing an Appraisal Model of Events, Clinical Courses and Workshops
October
November
December
When Scheduling Events, Courses :
…Do not forget to segment doctors under its
learning curve, past experience and knowledge.
User Profiles.
1. Adopters
2. Irregulars or Dabbler Users.
3. Rejecters
4. Conservative or Later Adopters
RELATIONAL MARKETING.
CUSTOMER-ORIENTED
Relationship
Re-activation
Profitability
Former Costumers. Lower customer
research Cost. Customer had already Improve profits regarding the product mix,
bought. Put other products. sales frequency.
We need to make customer cost-effective and
References profitable at long-run
Q1 Q2 Q3 Q4 Total
Ene
Feb
Mar
Abr
May
Jun
Jul
Ago
Sep
Oct
Nov
Dic
Pricing
Basics to analyze price settings
are:
1. Brand Positioning.
2. Market Share.
3. Return over Commercial & Sales
Operations.
Max Π = PQ – CV – CF.
CIF Price
• Price discounts criteria look
to target potential Demand,
(Duties, and to make room for further
Tariffs, taxes) increases at the market
share.
Competitive
Discounts %
Dealer Price
B2C- Customer
Price
Economic Parameters affecting Pricing
Policy.
1. Rate Exchange : (∆ E)
If Rate Exchange
Decrease : (-∆ E)
There will be enough room to
take advantage when getting
new Inventory, because, Imports
are less expensive now:
We should leverage inventory to
prevent the skinny cows season! If Rate Exchange
Increase (+∆ E)
Imports are more expensive now.
So, it makes more sense to deploy a
Management System to track
purchasing and market strategies!
Taxes, Duties, Tariffs : (∆ T)
Company. Distributors.
Productive improvements Improvements supported by
transmitted to Customers. the Management System
High Quality Manufactured Dealers Strategic-Oriented
Products.
Dealers Customer-focused
Highly Management support
Market condition Changes : (∆ P)
Inelastic Demand.
Price Variations relatively do not
change the consumption rates:
Specialized products.
No closer substitutes
Elastic Demand.
Price Variations relatively change
consumption rates:
Homogeneous products.
Commodities
closer substitutes.
Concluding……
So if we manage strategically our Firms:
Must be kept
HEADQUARTERS
DISTRIBUTORS/DEALERS
1. Education
2. Commercial
Strategy
Then, two core focus of corporate
management:
Education.
1. Boosting and strengthen Education to attract more adopters.
2. Improving coordination at educational activities in the Region.
3. Planning events, courses, workshops, practices with System .
4. Better coordination of customers, Insiders in the territory.
5. Creating value added to bring into more Adopters.
Commercial Strategy.