| What is the total number of employees at your office and nationally? How has this changed over the last 2 years? | |
|---|---|
| Conner Woods | We currently have 40 employees now. We doubled our size in 2015, with 54% YOY growth and will pace our team alongside our revenue growth, expect to grow between 15-20% this year. |
| List your clients for the past 3 years (grouped by industry category, indicate past/current client). Cut and paste from another document if this helps. | |
| Conner Woods | All our clients are pharmaceutical/biotechnology companies. Current Clients: - AbbVie - Otsuka - Boehringer Ingelheim - Mallinckrodt - Mitsui - Mylan - Pfizer - Genentech Past Clients: - Sanofi - Sanofi Pasteur |
| Bullet point the services you offer your clients: | |
| Conner Woods | - Payer value proposition development - Market access stakeholder strategic engagement/communications materials - Market access decision maker insight mining - Pharmaceutical brand market access launch strategy/support - Above brand disease awareness/education programs and communications materials - Population health management programs - Prescription journey mapping and analysis |
| What percent of new revenue comes from the following sources: | |
| Conner Woods | 81-90% |
| Expanding on your answer above, how has most new business come in? | |
| Conner Woods | The vast majority of our business comes from our current clients. Winning the business often involves formal competitive reviews/RFPs but these, again, most often come from our perspective clients. Proactive prospecting is done for us through Publicis Health, as we have network wide business development leads proactively working to gain opportunities for all the sister agencies. Proactive prospecting is also, though, an effort we are now putting more resources towards internally. |
| Have you done any outbound business development over the last 2 years? If so, please explain. | |
| Conner Woods | Over the last 2 years, we have stepped up our level of proactive prospecting, primarily through probing our collective network of individual contacts at potential client companies. We initiate the conversations casually through any means we can with the goal of finding an opportunity to present our capabilities. From there, we maintain regular follow-ups with these contacts in case an opportunities that might arise, which very often do. We’ve also participated in/attended more relevant industry conferences, as many of the people we seek to connect with often come together in one place for these events. Indeed, the majority of leads we’ve engaged with this summer result from connections made conferences in the spring. |
| Do you use any CRM, marketing or project management software for any of your new business activities? | |
| Conner Woods | Like all our sister agencies in Publicis Health, we use Salesforce.com to track our new business opportunities as well as our leads and relevant contacts. Our account is primarily used by management to monitor our progress in new business and lead generation, rather than actually managing new business efforts. We’ve also started to consider platforms to market our company, and marketing content to develop. No progress made yet or confirmed investment. |
| How many people are regularly involved in your new business competitive reviews/RFPs? (also list names/titles) | |
| Conner Woods | |
| How aligned would you say your management / new business team is as it relates to new business approach? | |
| Conner Woods | Our management/news business team, from my standpoint, seems well aligned on our approach to new business. Our issues on any given competitive review/RFP typically arise from bandwidth (or lack thereof) of teammates. Our team members are kept incredibly busy by currently clients and it is often a struggle to balance that work with pursuing an opportunity. |
| How many Competitive Reviews/RFPs will you enter this year? | |
| Conner Woods | 11-15 |
| Of those, what percentage do you expect to win? | |
| Conner Woods | 60-70% |
| How many Competitive Reviews/RFPs did you enter last year? | |
| Conner Woods | 11-15 |
| Of those, what percentage did you win? | |
| Conner Woods | 60-70% |
| What percentage of your Competitive Reviews/RFPs involve a credentials presentation that is separate from a final strategy/execution presentation (vs. one combined credentials/final presentation session)? | |
| Conner Woods | 50% |
| How often do you submit a strategy/execution recommendation with no in-person presentation? | |
| Conner Woods | 25% |
| On the smaller half of your Competitive Reviews/RFPs, how much do you typically spend on each (out of pocket on average)? | |
| Conner Woods | $5,000-$10,000 |
| On the larger half of your Competitive Reviews/RFPs, how much did you typically spend on each (out of pocket on average)? | |
| Conner Woods | $5,000-$10,000 |