Data Visualization and the PharmaceuticalIndustry

Bob Fucci

Table of Contents

The Opportunity

How Do I Approach The Role Revegy Account Planning – Involving The Client Throughout The Process Enterprise Selling Approach – Selling to the Entire Enterprise Team Cohesion and Consistency

Sales Results GE IBM Salesforce.com UTC

Business Situation

Revenues Decreasing From $65.25Billion to $58.98 Billion.

Slight Uptick in Working Capital $31.9 Billion to $32.8 Billion.

Shareholder Equity Decreases from $82.19B to $81.26 Billion

Increased Dividend From $6.23 to $6.53 Per Share

R&D Investment Increased from $7.25 Billion to $7.3 Billion

Drug Pipeline Looks to Accelerate in 2015

Pfizer – Opportunities and Challenges in 2013 - 2014

Pfizer’s 4 Strategic Initiatives in the Chairman’s Letter Point Directly To The Potential For a Stronger SAS Partnership

Several Initiatives Will Drive Additional Software/Services Revenue. Others Can Bring The Companies Together and Act To Transform The Relationship.

Number 1 - Improving the Performance of Its Innovative Core

I Believe This Is SAS’s Core Business Focus At Pfizer With Stakeholders Across Pfizer R&D.

Pfizer “Green Chemistry” – A Green Customer Is Considered More Credible, Pfizer is Considered More Environmentally Conscious

Number 2 - Making the Right Capital Allocation Decisions

Partnering With Pfizer Treasury – Low Interest Rates and Rising Volatility Create Challenges For Capital Allocation For Pension Plans, Building Pension Liquidity Model

Market Risk – Hedging, Currency Conversion and Asset Allocation

Pfizer – Opportunities and Challenges in 2013

Number 3 - Earning Greater Respect from Society – A New Approach to Social Dialogue

Pfizer Helpful Answers—a U.S. initiative that provides Pfizer medicines for free or at a savings to uninsured and underinsured patients who qualify A multi-year initiative, called GetOld – intended to forge a richer dialogue on

the issue of aging—one of society’s most pressing issues affecting health care and quality of life. Since the launch of GetOld in mid-2012, we went from zero share of voice of the aging conversation online to more than a 5% share in just six months

Number 4 - Focused on Creating Sustained Shareholder Value

Pfizer is implementing distinct operating models within developed markets and emerging markets. In the developed markets, the operating model that supports innovative-driven businesses that largely market patent-protected medicines and a second model that supports our value-driven business that largely markets medicines that are no longer patent protected.

Within emerging markets, the operating model has a geographic focus that supports both the innovative-driven and value-driven businesses.

Pfizer 2013 IT Budget - IProfile

Total IT Budget $1.87B

Services & Outsourcing $454.45M

Communications $712.34M

Hardware $260.55M

Software $342.37M

Other Miscellaneous $73.56M

IT Budget as percentage of revenue 3%

How Do I Approach The Role

Utilizing The Revegy Account Planning Methodology

Enterprise Selling Approach – Selling to the Entire Enterprise

Guiding Principles

Communication and Collaboration

Up-Level and Winning Our Opportunities

Forecasting

Revegy – Client Investment Is Essential

Pre-Planning With Pfizer is Essential

Pfizer Must Know Of All Client Assets

Pfizer Will Validate High Value Initiatives

Establish a Mechanism to Facilitate Communication and Collaboration

Regular Updates and Quarterly Business Reviews

Peer To Peer Relationship Development

Classifying Pfizer Account Segments

Key Development Areas Strategic Alignment

Opportunistic Areas Maintenance Areas

Low High

High

Our Attractiveness to Customer

Cust

omer

Rev

enue

Po

tent

ial

Revegy - Level 5

TARGET

Average

Repeatable Sales Process

11

•Set Aggressive Goals•Dedicated Time•Account Vision•Value Proposition•Revenue Target•Account/Divisional Map•Investment Priorities•Relationship Map•Path To A Sale (s)

•Determine Buying Metrics•Determine Influencers, Coaches, Decision Maker

•Value Based •Partnership•Purchase Options•Multiple Transactions•Future Buying Events

•Preparing For Next Sale•Team Credibility•Team Expertise•Value-Based Recommendations

•Consultative•Value Based•Leverage Success•Max. Investment Benefit

•Strategic•Charter Account•Bidirectional•Partnership Plans

Guiding Principles

Prepare and Plan

Simple, Clear, Repeatable Selling Messaging

Be Bold – Sell With Conviction

Form Our Core Team and Strategize Regularly

Maximize Every Selling Interaction

Propose and Close – Early and Often

Team Communication and Collaboration

1-1 Calls Each Monday

Team Learning Calls Each Thursday

Spend Time With The Team – Develop Trust and Friendship

Quarterly Business Reviews Focus Transactions For The Quarter Large, Enterprise Transactions – Needing Support and Development Detailed, Forecasting and Reporting Analysis

Commitment To Quality

Enterprise Selling – Constantly Improve

Create and Communicate A Set Of Near, Medium, And Long Term Goals That Are Clear, Measurable, and Aligned

Develop A Culture Of Value Driven Selling – A Clear And Compelling Customer Value Proposition

Build The Pipeline

Up-level Sales Plans – Hit The Bull’s Eye Every Time

Insure Everyone Is Invested In Customers Success– Customer Success and references is essential for our growth

Consistently Revenue Attainment

Forecasting

We Forecast What Is Funded

We Live In CRM – It is the Single Source of Account Activity

Focus on Increasing The Pipeline – LOB, New Business Stakeholders

Forecast Objective – 3 Times Quota in “Best Case”

Forecast Objective – 2 Times Quota in “Committed”

All Quotes/Proposals Delivered By 7th Week

Our Team Will Be Seen As A Model For Account Accuracy

Sales Results

GE Enterprise Win

SAS Wins at IBM X Series Labor Utilization

Representative Spotfire Wins Risk SFDC Integration SEM/SEO Data Analytics Consumer Credit

Sell Broadly and Identify Investment Priorities

Drive A Strategic Vision

Propose and Close Well – GE Closed Deal For $15MM

IBM X Series – Closed With Jim Ferris

2 Major Business Challenges SAS was viewed as an expensive analytic tool by senior management at IBM.

SAS was also viewed as increasingly competitive with the recent acquisitions of Candle, and Cognos.

The services and development cost to IBM to apply SAS technology to critical business problems was seen as too high.

SAS Championship - We Asked For A High-Impact Project and Ultimately Built A Practice

SAS Analytic Forecasting Solution Approach SAS Financial Management delivered to IBM a true enterprise application with

real time analytic analysis for budgeting. The solution simulate potential forecast outcomes thus enabling IBM to leverage

existing vendors and mitigating threats. Identify correlations between demand forecasts in order to develop an the most

optimal “build” strategy.

IBM X Series – Predictive Forecast Analytics

IBM Benefits IBM purchased the (CPU, Memory, and Storage) components they needed IBM built what was forecast IBM Shipped what was built IBM minimized end of quarter inventories IBM renegotiated lead times with its vendors from ana average of 30 days

inventory to 10 days Operating Margins improved

SAS Benefits The initial transaction was for $736,000. Several follow on projects developed

and the total revenue value of the solution exceeded $2MM. SAS Productized The Solution – Jim Ferris, a reference for me, secured additional

funding and built the Analytical Forecasting Practice at SAS.

SAS Analytic Forecasting Dashboards (Example)

SAS Production and Labor Forecasting

Every Year , A bank incurs losses for various reasons. Some Key reasons include:

Adverse market conditions reduce the value of its invested assets Credit events , such as borrowers defaulting, reduce the value of the loan book( credit risk) Shifts in interest rates upset the balance sheet (A/L risk) System failures , fraud ( operational risk) For either regulatory or strategic reason , the Bank will demonstrate reserves up to the 99th percentile of loss in its annual Loss Distribution. This amount is the value at risk for a given risk horizon

This picture indicates that strategic goals may dictate the choice of Value-at-Risk threshold. . The bank will need to hold reserves up to the target Solvency Standard.The amount up to Expected Loss ( Mean) is referred to as provisions,And the remaining amount up to the solvency standard is called Economic capital.

Risk Modeling – FDR NY, CITI, BofA, Fannie Mae, State Street, +

Scenario Based Risk – BofA, Goldman Sachs, Barclays, CITI

This analysis demonstrates a scenario-based view of Economic Capital covering total Losses do to Market Risk and Mortality Risk over a one year horizon.

Salesforce.com Integration – GE Capital, BofA, State Street, +

Spotfire increases your ability leverage more valuefrom your existing salesForce.com, Oracle, and SAS investments.

Spotfire easily integrates the data from co -resident application s to form a powerful enterprise class “decision platform”

In this case we understand that GE Capital has a significant investment in Salesforce .com

Using Spotfire in this environment will help GECapital seamlessly leverage and unlock the hidden value in customer and market data.

Integration With SEM/SEO

Scenario- You are designing a marketing campaign to introduce three Products: Platinum, Gold, and silver Credit cards. The initial plan is to offer :

•10,000 Platinum, •20,000 Gold •30,000 Silver cards.

Options- you have two options to contact customers

•Call center, • Direct mail.

The call center is more expensive but the program is more successful than reaching contacts from direct mail.

The call center has a maximum capacity of 15,000

Marketing Campaign Optimizer

Scenario: You are designing a marketing campaign for three products: Platinum, Gold, and Silver credit cards. The initial plan is to offer 10,000 Platinum, 20,000 Gold, and 30,000 Silver cards.

Options: You have two options in contacting your customers: Direct Mail and Call Center. The Call Center is more expensive but the contacts are more successful than those from Direct Mail. The Call Center has a maximum capacity of 15,000.

Planned Number of Offers

Platinum Gold Silver

30,000

25,000

20,000

15,000

10,000

5,000

0

Cost per contact

Call Center Direct Mail

$7.00

$6.00

$5.00

$4.00

$3.00

$2.00

$1.00

$0.00

Return on Investment (ROI)

Premium Urban Set Suburban Household Heartland Golden Years Starter

5

0

5

0

Ca

ll Cen

ter

Dire

ct M

ail

4.95 4.30 4.04 3.812.15 2.05 1.98 1.87 1.79 1.77

0.49

0.00 0.00 0.00 0.00 0.00

0.000.00

9.109.109.10 9.10 9.10

4.69 4.60 4.40 4.19 4.041.63 1.56 1.351.13 0.99 0.720.030.03

Data table:stackedMetrics

Marking:(None)

Color byproduct

PlatinumGoldSilver

Cost and Return by segment

PremiumUrban SetSuburban HouseholdHeartlandGolden YearsStarter

Total Cost and Return

cost return

Consumer Credit– MasterCard, CITI, Fidelity

Cost and Return by segment

PremiumUrban SetSuburban HouseholdHeartlandGolden YearsStarter

$200k

$150k

$100k

$50k

$0

Color by

costreturn

Total Cost and Return

cost return

$500k

$400k

$300k

$200k

$100k

$0

$221k

$560k

Consumer Credit – Credit Card Marketing campaign Optimizer -

Return on investment analysis