Home > News & Articles > PERISCOPE > Periscope — November 2011 Issue

Periscope — November 2011 Issue

 

New Business Opportunities for Companies Serving Pharma

November 2011

The PharmSource PERISCOPE provides valuable insight into sales issues and trends for companies that sell goods or services to bio/pharma. It helps you recognize new business opportunities, and overcome sales obstacles. Enjoy the November issue.

The PharmSource Team

393 overall leads for pharma vendors were reported by the PharmSource Lead Sheet in October 2011:

Lead Type October 2011 YTD
Non US 155 1,360
Early Dev 78 748
Late Dev 59 582
Large molecule 91 641
Small molecule 110 1,185
Newly-funded 82 744
New sourcing 18 189
Parenteral 92 796
Oral 96 765
Total Leads 393 3,391

Below are two actual leads from recent issues of the PharmSource Lead Sheet (PLS), the weekly, web-based information service that delivers new business opportunities and key market intelligence information to companies serving Bio/Pharma. It includes new information on products in development, acquisitions, alliances, financing transactions, and more, and delivers up to 70+ fresh leads each week in pharma/biotech companies around the world. Use the PLS to stay on top of opportunities as soon as they’re announced, to keep attuned to market activity and trends, and as a key resource for targeted marketing.

For The Week Of
October, 30th 2011



Back To Top

This section of the PERISCOPE summarizes a sampling of the many recent appointments of new people to high-level positions in pharma/biotech. For more information of this nature, see the “Key Appointments” section of the weekly PharmSource Lead Sheet.


Back To Top


By Milly R. Sonneman

Just last week I had a question from one of my elite Coaching clients. He has a sales problem he wants to solve. And he wanted my top picks for strategies he could use with PowerPoint and Keynote to get the results he needs. I get this question a lot. Don’t get me wrong.

Whiteboarding is hands-down my favorite method for presenting, and his too. And you can use it to win in sales pitches, leadership messages and consultations. It’s the fastest way to engage your audience. Drawing at a whiteboard.

When it comes to drawing at a whiteboard, my client confessed that he had started but not gotten too far. I understand. It’s tough to make time in a hectic schedule to learn to sketch and write legibly.

Of course, when you see the power of drawing on the spot, you’ll be running to the whiteboard to draw ideas while your audience watches. And this allows you to communicate on the spot in ways that slides never can achieve.

But it takes some time for your skills to get to the level you need to be able to truly “WOW” your clients.

Wouldn’t it be nice to have some slide-based strategies to use so you can get buy-in and win deals in the meantime? You could use this to pick up speed with sluggish clients and reluctant prospects that are still on the fence.

So, much as it pains me to have to give you techniques for slides (when I know you’ll get much more done at a whiteboard), I know this is an issue for many business professionals. You can use storyboarding to plan extremely effective PowerPoint and Keynote slides. While my advice is to always look for how you can shift to conversations, whiteboard interaction, and a blended approach – I know your real world: you are often challenged to present your message with slides-only. I get it. So… let’s look at 3 absolutely essential tips for planning your slides to have the maximum impact.

Tip 1: Tell Your Story
Make sure your slides tell a clear and compelling story. This usually requires that you step back from the data, remove yourself from your research, and get an overview. By looking from a bird’s eye view, you can determine if your story is simple and makes sense to a non-expert. Keep in mind that even when presenting to experts, you want to tell a remarkably simple story.

Tip 2: Check For Excess
In the heat of planning a robust and detailed presentation, it’s easy to err on the side of too much. Trust me. I’ve seen it. And I’ve done it myself. In light of Tip 1, check to see if every slide is absolutely necessary. If you find one, two or ten that are redundant, take them out. This can be a little scary, even terrifying at first. It seems as if you are being too Spartan and could appear unprepared. But take the plunge. My experience is that your audience will thank you. And they’ll appreciate the hard work you’ve done to keep your presentation brief and concise.

Tip 3: Focus On Action
Check your slides to make sure you are driving to a single, clear and easy action. Set up your entire presentation with this crystal clear focus on the ‘next step.’ While there are dozens of techniques to achieve this, I recommend one big shift. State the specific desired action — upfront. This plants a seed in the mind of the viewer through which they see your entire presentation. They are able to have a logical and intuitive decision-making process during your entire slide show.

By stating the action in the beginning, you are being open and transparent. This makes your work as a facilitative presenter much easier. It’s easier to answer questions, anticipate objections, and guide towards a specific decision.

About the Author

Milly Sonneman is a recognized expert in visual language. She is the founder of Hands On Graphics, Inc., a leading visual training firm, and author of the popular guide Beyond Words and her most recent book, The Authentic Message, which was co-authored with Thomas Sechehaye and has been received worldwide. Milly helps business professionals give winning presentations, through online presentation skills trainings at Presentation Storyboarding. You can find out more about courses or contact Milly at:
http://www.presentationstoryboarding.com/

Reprinted with permission. Article Source: http://EzineArticles.com/6658691


Back To Top

By Barrett Riddleberger

When you assess the make-up of your sales team, what do you see? Are they consistently going after the easy, low hanging fruit? Do they stop their follow-up and follow-through after only one or two calls? Or do you have salespeople who take their time in selecting the right prospects and then do their homework and prepare?

There are two types of salespeople that I will cover in this article: tactical and strategic.
Tactical salespeople go after the quick sale – usually low volume, low margin sales… the easy ones. Strategic salespeople go after the more complex sales – the ones that can take longer, are more difficult to navigate through, but yield much greater results.

Tactical salespeople will typically rely on external factors for success, such as appearance, personality, favorite sales technique, etc.

Strategic salespeople bring much more to the process like: emotional maturity, patience, analytical problem solving skills, asking great questions, etc.

Bottom line: Strategic salespeople are different than tactical salespeople because they view their roles from different vantage points. As a result, strategic salespeople have a better chance of achieving great sales volume, higher levels of credibility and better quality clients with long-term customer-loyalty.

Can the Tactical Salesperson Become Strategic?
Salespeople who rely mostly on their personality typically can gain quick favor with a prospect. However, they can easily falter later in the sales process when faced with complex issues from the prospect. Many times they lack the ability to think strategically about the prospects issues because their natural charm and persuasion is no match for sophisticated solutions.

Personality-driven salespeople can sometimes get into the door quicker… and get an invitation to leave just as fast if they lack the wherewithal to demonstrate competence and effectiveness for the prospect.

Professional selling requires that your salespeople put themselves into the shoes of the prospect or customer. If they view their sales tactics from the perspective of, “They’re going to love me,” or “I hope they love me,” it can be quite limiting to their success.

Mentoring salespeople who rely solely on their great personalities for success enables you to elevate their portfolio of experiences. Watching you navigate through a complex sale is invaluable. Watching you do it 8, 10 or 15 times, is career changing. Once they accumulate more and more “team sales” experiences with you, then you can wean them off and allow them to take a larger role in the “team selling” sales process… and eventually have them take complete control over larger sales opportunities.

How Do You Mentor a Tactical Salesperson?
How you mentor a tactical salesperson, and the nature of your relationship with them, really makes the difference. Here are a few tips on mentoring your personality-driven salespeople into Sales Champions:

  1. Help them to think strategically – Don’t allow them to only go for a quick tactical sale. Demonstrate that there is more credibility when you continually probe and listen to the needs of the prospect. From a senior decision-maker’s perspective, all aspects of his/her business are connected. Your salespeople need to know this so they don’t get too focused on product features and benefits alone. Instead, they must take a consultative approach – but you need to show them how to do this. They need to watch you and learn that company executives want an advisor who listens, understands and then makes appropriate recommendations – not a charming salesperson with hopes of making a quick sale.
  2. Encourage patience – The bigger the deal, typically the longer the process. Even though it may take longer, senior executives also have the means to pool resources and acquire money much easier than a lower level manager. When your salesperson finally gets to a top level decision-maker, don’t let them blow it by attempting to put together a low-level, tactical deal. Help them to expand their sights, raise their expectations, meet the executive where they are and then focus on bigger and better opportunities. Eventually they’ll get it. Remember, senior-level executives aren’t just product/service buyers – they’re strategic solution buyers.
  3. Define their role – Your salesperson needs to know the value of the education they will receive by watching you. Help them to understand the importance of these team experiences with you, and how it will help them in the future when they go it alone. Since you are the one driving the sales process during these mentoring experiences, and not them, they need to understand that their secondary role is still important to the process, but their education and experience will be their greatest reward.
  4. Debrief often – Ask pointed question about each sales call: What did you learn today? How did you feel when the prospect said or did this? What did you see me do? Why do you think I handled it that way? What would you have done previously in the same situation? What will you do differently when faced with the same situation in the future? Why? How can you prepare for that situation again? How do you think making that one change will impact your sales career?

Personality-driven salespeople need to experience a complex sales process done correctly. They need to observe you doing it step-by-step. I recommend that you do it as early in their career with you as possible. The quicker you set a high watermark, establish a mentor relationship, provide real-world experiences, and then debrief and coach throughout the process, the quicker they will rise to the occasion and meet those strategic sales opportunities head on.

About the Author

Barrett Riddleberger is an internationally recognized leader in the fields of customized sales consulting, research-based sales assessments and sales force recruitment. He also is founder of Resolution Systems Inc., a strategic sales consulting firm. His book, “Blueprint of a Sales Champion,” details how organizations can find, train and retain top performing salespeople… even in a highly competitive market.
An accomplished author and sales consultant, Riddleberger is also highly in demand as a business development and motivational speaker for organizations seeking to drive their sales force to greater levels of performance. For more info visit ResolutionSystemsInc.com or call 866.880.5175.

Reprinted with permission. Article Source: http://EzineArticles.com/3303013

Back To Top

Prospect Profile highlights a newly funded bio/pharmaceutical company each month. This includes important insights into the featured company’s product pipeline, manufacturing and business relationships, and likely sourcing opportunities.

ChemoCentryx, Inc.

ChemoCentryx, Inc. is a biopharmaceutical company that is focused on discovering, developing and commercializing orally administered therapeutics to treat autoimmune diseases, inflammatory disorders and cancer. As reported in the October 16, 2011 issue of the PharmSource Lead Sheet, ChemoCentryx filed an IPO and plans to raise $69 million. The company will trade on the NASDAQ under the ticker symbol CCXI.

Corporate Highlights

  • ChemoCentryx commenced operations in 1997.
  • Corporate Headquarters: Mountain View, California – approximately 35,755 square feet of laboratory and office space.
  • As of October 14, 2011, ChemoCentryx had 64 full-time employees, 52 of whom were engaged in R&D and 12 in business development, finance, legal, human resources, facilities, information technology administration and general management.

Sourcing Opportunities

  • ChemoCentryx relies on third parties to conduct all preclinical studies and clinical trials.
  • The company has no sales, marketing or distribution capabilities or experience.
  • ChemoCentryx relies on third party contract manufacturing organizations to manufacture and supply drug candidates, other than Traficet-EN, for which GSK has manufacturing responsibility.
  • The company currently relies on a single source supplier for the API for each drug candidate, other than Traficet-EN, for which the responsibility for supplying the API and drug product has been assumed by GSK.
  • ChemoCentryx is currently looking for a secondary manufacturer for the drug product for CCX832.

Use of Proceeds

  • ChemoCentryx plans to use the net proceeds from this offering to further develop the lead independent drug candidate CCX140, to advance CCX168, CCX832 and CCX662 further in clinical development, for the R&D of additional drug candidates and for working capital and general corporate purposes.

Business Relationships

  • In August 2006, ChemoCentryx entered into a strategic alliance with GSK. The company has received approximately $220 million from GSK, consisting of up-front and milestone payments, equity investments, research funding and an option exercise fee. Under the terms of the agreement, ChemoCentryx is responsible for the discovery and development of small molecule antagonists targeting four defined targets (CCR9, CCR1, C5aR and ChemR23) and advancing them through clinical proof-of-concept. GSK is then entitled to exclusively license drug candidates that are subject to the collaboration, and two defined back-up compounds for each drug candidate, for further development and commercialization on a worldwide basis. In exchange, ChemoCentryx is entitled to receive regulatory and commercial milestone payments and royalties on the net sales of licensed drugs.
  • Following GSK’s exercise of its option for the further development of Traficet-EN, it assumed sole manufacturing responsibility for this drug candidate and ChemoCentryx is no longer involved in its manufacture.
  • IRIX Pharmaceuticals, Inc. currently manufactures the API for CCX140 and CCX168.
  • Carbogen Amcis AG currently manufactures the API for CCX354.
  • Ricera Biosciences, LLC currently manufactures the API for CCX832.
  • The current agreements with suppliers do not provide for the entire supply of the API necessary for additional clinical trials or for full-scale commercialization. ChemoCentryx has agreements with the University of Iowa Pharmaceuticals to manufacture the drug product for CCX140, GSK to manufacture the drug product for CCX168 and Almac Pharma Services to manufacture the drug product for CCX354.

Pipeline

Product Candidate Indication Dosage Form Status Next Anticipated Step
CCX662
(CXCR7)		 Glioblastoma Multiforme Oral Preclinical Plans to initiate Phase I in H2 of 2012
(CCR4) Atopic Dermatitis Oral Preclinical Ongoing preclinical trials
(CCR9) Next-Gen Ulcerative Colitis Oral Preclinical Ongoing preclinical trials
(CXCR6) Chronic Hepatitis Oral Preclinical Ongoing preclinical trials
(CCR6) Autoimmune Diseases Oral Preclinical Ongoing preclinical trials
CCX832
(ChemR23)		 Skin Inflammation Oral Phase I Phase I complete
CCX168
(C5aR)		 Vasculitis Oral Phase II Phase II proof-of-concept (POC) trial ongoing, expected to be complete by end of 2012
CCX140
(CCR2)		 Type 2 Diabetes
Diabetic Nephropathy		 Capsule Phase II Phase II complete in type 2 diabetes
Two Phase II clinical trials ongoing in diabetic nephropathy – trials to be complete by end of 2012
CCX354
(CCR1)		 Rheumatoid Arthritis Oral Phase II Phase II POC trial complete
GSK option decision expected by end of 2011
Traficet-EN
(CCR9, CCX282, GSK’786)		 Crohn’s Disease
Ulcerative Colitis		 Capsule Phase III
Phase I		 Three Phase III clinical trials ongoing


Finances

(In $ thousands) 2009 2010
Revenues 49,744 34,861
R&D Expenditures 27,474 33,527
General & Administrative Expenditures 6,575 7,292
Total Operating Expenses 34,049 40,819
Capital Expenditures 221 1,193


ChemoCentryx, Inc. Key Officers
850 Maude Avenue Thomas J. Schall, PhD, President & CEO
Mountain View, CA 94043 Markus J. Cappel, PhD, CBO
Phone: (650) 210-2900 Susan M. Kanaya, SVP, Finance & CFO
Web: www.chemocentryx.com/ Juan Jaen, PhD, SVP, Drug Discovery & CSO
Petrus (Pirow) Bekker, MD, PhD, SVP, Medical & Clinical Affairs

Back To Top


The PharmSource Lead Sheet is the weekly web-based information service that identifies fresh business opportunities for companies serving pharma and biotech. Respected, endorsed and depended on by the top companies, the PLS informs you of new business opportunities. It lowers your prospecting costs, raises the productivity of your sales staff, and helps keep your lead funnel full.


If you’re not yet a subscriber to the PharmSource Lead Sheet, we invite you to take a complimentary test-drive to see for yourself how this service can be a vital tool for growing your market share and building your brand recognition.


Subscribe by November 30, 2011 and

get 10% off! *

*This offer is for new subscribers only at the Corporate subscription level or above.

To request a free test-drive of the PharmSource Lead Sheet, call Nathaniel Celentano at 1-703-383-4903, ext. 112 (ET USA) or complete this simple form and we’ll contact you:

  1. (required)
  2. (required)
  3. (required)
  4. (valid email required)
  5. (required)
  6. You are:





 

cforms contact form by delicious:days


Back To Top


Print This Page Print This Page