Leveraging Opportunities in Self Care

The Business WorkShop Inc.
1

WE HELP YOU DISCOVER AND LEVERAGE
OPPORTUNITIES IN SELF CARE !

The Business WorkShop Inc.™ 2008 Confidential – Do not copy .

The Business Workshop Inc.
2

Our Mission
• We build economic value
• Our Marketing for value™ philosophy enables the right strategic decisions for a
better financial future

Our Business Philosophy
Marketing for Value is both a philosophy and a process. Marketing for Value is the process that
drives our Self Care opportunity development. It is what we do to create value in Self Care for our
clients. It is a system that ensures we successfully address the issues and the project objectives.

Marketing for Value was created because in today’s fast and furious business world nobody can
afford to make ill informed decisions. Getting on the right path – the path to greater economic
value – is what MFV was born to do.


Why We Exist
3
Our Reason for Being

 We believe that Health is Wealth.

We believe that whether you speak with someone who has been sick, the care givers of the sick or

even those who have not been through the journey of illness, most have an attitude that is centred
on well-being.
We believe that every person has the right to live and feel better whatever the situation and health

condition exist.
We believe that across people’s life stage, they will experience health conditions that they hope to

prevent, improve, enhance, diagnose and restore and recover.
We believe that through time, people will desire to take better control of their health in collaboration

with both people and technology.
We believe that as people adapt a deeper sense of responsibility , behaviour change goals toward

enabling themselves to have full control of their health, the products and services they use will
change.
We believe that people hope and desire to live life to its fullest.

We believe we can bridge businesses to the evolving consumers.


Key Phrases That Define What We Do
4

Marketing is a value driver not a cost
centre!

Self Care
Added Value should be a quantitative
term, not a qualitative term!

We find the link between Marketing and
Cash Flow.

mfV
Is your marketing profitable?

mfV IS EMBEDDED INTO OUR SELF CARE
EXPERTISE !


Self Care is our Expertise and Focus
5

We focus on discovering and leveraging opportunities in Self Care.

We focus on the issue(s) that can significantly affect value

We focus on the consumer not the product

We focus on what is creating value – which consumers, what consumer
behaviour change, which influencers, which activities….

We use a financially based decision making tool.

Marketing for Value.... Makes Tough Decisions Easier!


Our Marketing for Value™ Process
6

Marketing for Value is the process that drives our Self Care opportunity
development.

Our Marketing for Value process is centred on understanding the Self
Care consumer as it applies to our client situation. It is digging to find
the answers to how the desired consumer behavior change can be
uncovered, articulated, put into the proper frame of reference, and
used to develop the solutions that will discover and leverage
opportunities in Self Care.


From Health Care to Self Care: Consumer Trends and
Forces Impacting Industry

Tomorrow: Self Care being
Today: Self Care being adopted
adopted more aggressively and by
by the early adopters
a larger group
As the Health Care System
shrinks, by necessity, Self Care
is forced on even the less
willing
Consumer
Self Care
Health Care
Consumer Self
Growing Fast
System –
Care Growing
Situation
(unstoppable)
Fast
Critical
(unstoppable)
(unstoppable)

Industry forces
New Thinking Industry - Limited
New Thinking drive more
Knowledge of
Required to consumers
Translated to
Forces at Play in
find new new growth and patients
Health Care System
growth and Consumer to adopt Self
opportunities
opportunities Behaviour Change
Care.

There is an urgent need for progressive companies to understand and
leverage the changing landscape

The 7
Business WorkShop Inc.™ 2008 Confidential – Do not copy .

Consumers are Changing Dramatically: Who, What, Why?

The changing Healthcare landscape is and will continue at an accelerated pace to transformation of all
industries and business that deal with consumers’ and patients’ health. The Healthcare is facing
enormous challenges due to economic sustainability, aging demographics, steep rise in chronic diseases,
growing healthcare costs and most importantly, increasing change in consumer behaviour. There is an
emerging power shift and consumers are now taking control of their health. The result is an emerging
industry called Self Care.

• Industries for the most part are ignoring new
consumer healthcare behaviour changes.
•Shift in consumption away from traditional • Many industries continue to stick to their
healthcare solutions traditional capabilities, competencies, categories
• Payers and governments are cutting healthcare and segments.
• Governments are slow in providing support to
costs due to sustainability issues.
• More diverse influencers to health choices. enable mass adoption of Self Care.
• Less control of Primary care practitioners • Healthcare systems are used to the “treatment”
• New products and services from convergence of mindset, finding it challenging to switch to Self
industries (Food and Natural Health Products, Care.
Pharmaceuticals and Self Medication, etc)
• Traditional medical interventions are integrated
with Complementary and Alternative therapies.


Self Care – What is it?
Why Does it Matter?

 Self Care is the range of options and activities that individuals
embark on to maintain and enhance health, prevent disease,
evaluate symptoms, and restore health

 Either alone or in collaboration with health care professional(s)

Opportunity or Obligation?


CONSUMERS ARE MOVING FORWARD AND CHANGING….ARE YOU?
10

THE
EVOLVING
CONSUMER

“ I make the choice”

Reactive Consumer Proactive Consumer
Consumer Behaviour Change Through Life Stages


Force # 1
11

Healthcare systems are broken, needs structural repair and
restoration of public trust.
“America’s Health Care system is in crisis precisely because we
systematically neglect wellness and prevention”. US Senator Tom Harkin,
2005.

The global economic crisis has fundamentally put a stall on many long-
pending healthcare reforms across most developed nations. The
sustainability of public and private health spending is at risk as a result of
the ripple effects of economic uncertainty. Gaps in care must be filled to
address public support and trust.


Force # 2
12

Boomers and the general aging population are redefining the
healthcare systems.

Demands for immediate, better, more affordable, far advanced and
collaborative care are now expected. The aging consumer and patient
will continually seek ways to be enabled to take a proactive stance when
it comes to their health.


Force # 3
13

Healthcare experts are no longer the sole decision providers,
consumers and patients find other partners to support their health
goals.

Recent studies revealed that generally women who experience some health
aberrations turn to the internet first for some basic information. Then they
seek support of family and friends before they schedule a visit to their
primary care providers.

Consumers and patients will no longer be satisfied with one or two Self
Care decision support, they will require informed networks that are as wide
and far.


Force # 4
14

Technology will be just as critical as medicines are to illness to enable
Self Care.

An emerging Health 2.0 has enabled technology to play a pivotal role in
healthcare as it allows the participation of multiple stakeholders to inform,
educate, diagnose, prevent, and manage various aspects of health across
manifold functions and systems.

Recent studies reported that the Internet has become the fastest growing
source of health information and facilitator of support networks. While there
are still many aspects of technology’s health application that need to be
streamlined, its impact on consumers’ desire to proactively manage their
health cannot be diminished.
Consumers and patients will continue to seek technology enabled
information, interface with support systems for the exchange of information
and services at an accelerated pace.


Force # 5
15

Lifestyle management and the desire for consumer and patient behaviour
change are at the centre of Self Care.

In the last few years, many options and choices for prevention, health
enhancement, evaluation and treatment were introduced to the consumers and
patients.

The range of new approaches and interventions were sweeping and consumers
and patients eagerly tried many of them.
If they are generally healthy, they will engage in activities that will enhance and
maintain their health. If they are ill, they know there are things to take beyond
medications, when they are vulnerable and at risk, they will seek interventions to
prevent diseases. They will not take chances on their future.

Consumers and patients will adopt vital modifications in their attitudes and
behaviour toward the achievement of their health goals.


The Self Care Continuum

Pure self care Pure medical care
Individual Abdicated
responsibility responsibility

The self care continuum

Daily Self-managed Long-term Compulsory
choices ailments conditions Medical
Care
Lifestyle Minor Acute Major
ailments conditions trauma

Healthy living Minor aliments Long-term conditions In-hospital care


The Pillars of Self Care

Health Prevention Diagnostics Health Restoration
Primary
Enhancement
Secondary
Tertiary


Do you understand desired consumer
behaviour changes?
18


Our Opportunity Discovery Framework
19
CONSUMER – CENTRIC

HEALTH
INDUSTRY – CENTRIC

SELF CARE
OTC – SELF
MEDICATION

BEHAVIOUR
CATEGORY
CHANGE
PERFORMANCE

GEOGRAPHY
& CHANNEL

THE
EVOLVING
CONSUMER
MERGERS &
ACQUISITIONS

EVOLVING
HISTORICAL & STATIC


Consumer Behaviour Change : Self Care Framework
20
Appeal,
Relevance
Importance
Awareness of Social
Afford-
Health Support
ability
Condition/Problem

Acces- CONSUMER
ibility Influencers
Awareness of BEHAVIOUR
Motivational Drivers/Barriers
Severity

Self
Efficacy/ Personal
Risks
Capability
Awareness of
Outcome
Cause Expect-
ation

Readiness to…

LISTEN, ACKNOWLEDGE, ACCEPT and ACT


Opportunity!
21

What trends enable markets to
grow faster and bigger
(enablers, new or converging
technologies, environment and
societal change)

Where can you make a
How can you make a
difference
difference?
(capabilities, know-how, (unmet, unserved,or
competencies, processes latent consumer needs)
and leveragable assets)


Who are influencing your consumers’
behaviour?
22


“People influence each others in teams. But they influence each other even
beyond personal interaction. Research has indicated that people can
influence each other out to at least three degrees of separation.” David Wolfe,
Ageless Marketing

23

Influencer Considerations
24

TRUST

Ranking

Ease of Prioritization
Multiple
Source of Information Access
Influencers
Quantification

Web
Power and Attitude
Interest Complexity
Impact


Influence Mapping – Scoring Process

Influence Mapping - Rating of Influencer Groups -
Example
Input in Yellow Boxes Only
There are 3 categories of inputs
Criteria for Influencer Rating - Against Target
Consumer
- Criteria, influencer, and score
Criteria Description
Usage Percent of people that use that specific influencer - eg 22% of consumers go to the doctor for information
Credibility/Trust Percent of those influenced who believe the influencer is a credible resource
Percent of Influencers who have the ability to create instant
Impact decision
Percent of time this influencer can become an influencer very quickly without
Short vs Long Term much effort
Sphere of Influence Percent of Influencers in the group that can influence in large numbers
Percent of influencer group that are clear advocates of the brand (or could be with proper informaton) - Note: 0 represents
Attitude a brand killer
Cost Percent of money relative to the cost of Mass

1 Mass Score 2 Friends and Family Score 3 Trade/In-store Score 4 Health Web Sites Score
Usage 1 Usage 1 Usage 1 Usage 1
Credibility/Trust 0.3 Credibility/Trust 0.3 Credibility/Trust 0.3 Credibility/Trust 0.3
Impact 0.4 Impact 0.4 Impact 0.4 Impact 0.4
Short vs Long Term 0.5 Short vs Long Term 0.5 Short vs Long Term 0.5 Short vs Long Term 0.5
Sphere of Influence 0.6 Sphere of Influence 0.6 Sphere of Influence 0.6 Sphere of Influence 0.6
Attitude 0.7 Attitude 0.7 Attitude 0.7 Attitude 0.7
Cost 0.9 Cost 0.9 Cost 0.9 Cost 0.9
Total 22.68 Total 22.68 Total 22.68 Total 22.68

Health Media -
5 Gov't Web Sites Score 6 Blogs Score 7 Traditional Score 8 Doctors Score
Usage 1 Usage 1 Usage 1 Usage 1
Credibility/Trust 0.3 Credibility/Trust 0.3 Credibility/Trust 0.3 Credibility/Trust 0.3
Impact 0.4 Impact 0.4 Impact 0.4 Impact 0.4
Short vs Long Term 0.5 Short vs Long Term 0.5 Short vs Long Term 0.5 Short vs Long Term 0.5
Sphere of Influence 0.6 Sphere of Influence 0.6 Sphere of Influence 0.6 Sphere of Influence 0.6
Attitude 0.7 Attitude 0.7 Attitude 0.7 Attitude 0.7
Cost 0.9 Cost 0.9 Cost 0.9 Cost 0.9
Total 22.68 Total 22.68 Total 22.68 Total 22.68

25

Influencer Ranking
140

120

100

80

60

40

20

0
26

Influence Map
27
Medical
Journals Thought
Leaders
Mass

In-Store
Doctors
Blogs

Health
Gov’t Websites
User
Webs
Other Friends
CME
HCPs and
ites Family

Peer Groups

Professional
Health – TV,
and Other
Magazines,
Dieti
PR Associations
cians Newspapers
Company
Materials


Strategic Implications
28
Target Consumer Behaviour Leverage on consumers’ desire to ……

Frame of Reference The big category is….

Claims, Messaging and Point of Differentiate by leveraging on……
Differentiation

Influencer Priorities Seek support and confirmation first from experts ….. Establish
credentials across all identified influencers.

Influencer Engagement and Early engagement of ……
Relationship Building

Communication Vehicles Professional Education
Industy collaboration
Consumer Groups
Mass


Do you know your value drivers and how
they impact your financial outcomes?
29


VALUE DRIVER ANALYSIS™
30

V A L U E D R I V E R A N A LY S I S I D E N T I F I E S S T R AT E G I E S ,
A P P R O A C H E S , B R A N D O R C O M PA N Y C A PA B I L I T I E S T H AT
D I R E C T LY I M PA C T E C O N O M I C V A L U E .


Finding Value Drivers

 Marketing Value Driver Definition
Value Drivers are the crucial organizational capabilities, strategies or activities giving the firm

competitive advantage and therefore positively influence financial outcomes
Value Drivers are ideally aligned to corporate structure, strategy, and capabilities


Value Drivers are relevant to the corporation or business unit and when positivity driving

value are unique individually or in combination as drivers or in how they are applied
Value Drivers impact Cash Flow


 Value Drivers Discovery Process
Consumer understanding


Company successes and failures and reasons why (complete business understanding and

analysis)
Management interviews and/or workshops



Value Driver Options

Growth
Investments to Build Value
Drivers

Investments to Lower Costs
Cost or Create Efficiency Improved
Value
Drivers
Divestment in Value
Destruction

Financial
Reduce Capital Cost
Drivers

Value Drivers – Example

Value Driver Application How Value is Created

Creates barrier to
Company Mission
1. Science competition
Share w Peers
Leveragable in marketing
Based Share w Media
Allows Price Premium
Science backed (profitable)


Marketing Value Drivers – Example Template
Value
Value Sales Cost – Performance Comments Strategic Options
Implications to
Value Application How Value Created
Rank Impact Direct Rating (based based on Value
Strategies (against
Driver is Created (Time
(judged)
(Time and on value Drivers
Period) issue)
Period) Indirect created)
(Time
Period)

•Company mission •Creates barrier to Add new, unique claim and
Science Based 1 4
•Proof competition back up claim with science,
•Share w Peers •Leveragable in
proprietary science where
•Share w Media marketing
possible
•science backed •Allows Price
Premium (profitable)

Strategic Scenario Analysis
35

Generating strategic options is one
thing……

Choosing the BEST option is entirely
different


Scenario Impact Analysis - 1 year Impact

Issue: New Product Launch Alternatives

Assumption Inputs NPD1 NPD2 NPD3 NPD4 NPD5
Share Increase - Pts 5 4 0 4 0
Market Decrease - % 50 50 0 25 0
Cannibalization - % 35 35 0 35 0
Distribution - % 0 0 0 0 30
HH Penetration % 0 20 0 20 0

Current
2007 NPD1 NPD2 NPD3 NPD4 NPD5
Sales $47,434 $46,967 $45,201 $47,434 $47,832 $44,518
Gross Profit - % 79.0% 79.0% 79.0% 79.0% 79.0% 79.0%
Gross Profit - $ $41,822 $41,411 $39,857 $41,822 $42,172 $39,518
GP
Difference -$411 -$1,965 $0 $350 -$2,304

36

Ten Year View of Financial Analysis

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Total

NPD1 $47,434 $47,434 $40,234 $38,724 $38,724 $35,774 $33,403 $33,403 $33,403 $33,403 $381,936

1 2 4 3
NPD2 $47,434 $44,484 $37,284 $35,774 $34,265 $31,315 $28,943 $22,943 $22,943 $22,943 $328,328

4 1 2 2 4 3 5
NPD3 $47,434 $47,434 $40,234 $40,234 $40,234 $37,284 $34,912 $34,912 $34,912 $34,912 $392,503

1 4 3
NPD4 $47,434 $47,434 $40,234 $38,724 $38,724 $35,774 $33,403 $33,403 $33,403 $33,403 $381,936

1 2 4 3

NPD5 $44,518 $44,518 $44,518 $44,518 $44,518 $44,518 $44,518 $37,318 $37,318 $37,318 $423,577

1

1 2 3 4 5 6
Action Comp Launch CL Next Generation Price Decrease Cost Increase Endorse
Impact 90% 20% 5% 50% 50%

37

More About The Business Workshop Inc.

Senior Marketing Practitioners

Experts on Health Care, Self Care, and Women's Health

 Internationally published study on Women's health

 Internationally published articles on Self Care

 Focus of 20 years of marketing service

Senior Marketing roles with P&G, Novartis, Warner Lambert

Strategic Development work with J&J, Nycomed, Pfizer, GSK, CVT, Ryvita, Uncle Bens, etc

Partnership with Prof. Robert Shaw , Value Based Forum, UK - based Organization

Global Network Partner, Nicholas Hall & Company

We build economic value.
 Our Marketing for value™ philosophy enables the right strategic decisions for a better financial
future.

We discover and leverage opportunities in Self Care.


Our Mission
39

W E B U I L D E C O N O M I C VA LU E .
O U R M A R K E T I N G F O R VA LU E ™ P H I LO S O P H Y E N A B L E S
T H E R I G H T S T R AT E G I C D E C I S I O N S F O R A B E T T E R
FINANCIAL FUTURE.


THE BUSINESS WORKSHOP INC.
40

G R A C E @ T H E - B U S I N E S S - W O R K S H O P. C O M
B O B @ T H E - B U S I N E S S - W O R K S H O P. C O M
905.315.5044
T H E - B U S I N E S S - W O R K S H O P. C O M
4145 NORTH SERVICE ROAD
BURLINGTON, ON L7L 6A3


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