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DESIGNING & IMPLEMENTING GAME CHANGING STRATEGIES FOR LIFESCIENCE VC
page 5
Product Idea & Deal
Screening.....
page 10
Business Planning & support
for Fundraising........
page 15
Commercial Capability
Assessment & Investment
Management......
Venture Capital
WWW.THINKEEN.COM WWW.THINKEEN.COM/VC
A signicant focus of ThinKeen Global is dedicated to Venture
Capital and Start-Ups at dierent levels of development. The
major areas of work are:
Product Idea & Deal Screening
Reality-Based Business Planning & Support in FundRaising
Commercial Capability Assessment & Investment Management
1
Thinkeen® is a Global Consulting Practice specialized in Life Science : in this
industry , and with the goal of maximizing therapy access , ThinKeen® serves
Companies focused in funding, developing, manufacturing and commercializing
innovative products and therapies.
North America
Headquartered in Miami
(FL) ThinKeen is present
in US with an additional
Office in Chicago (IL).
Latin America
ThinKeen is directly present
in the key Latin American
Countries with additional
working partnerships in each
remaining Country of the
Region.
Europe
ThinKeen is directly present
in EMEA such as France, UK
& Italy with additional working
partnerships in each
remaining Country of the
Region.
ThinKeen Global. Miami, Florida USA - thinkeen.com
Company Presentation
ThinKeen® supports its Client
Companies in proactively re-
solving practical issues re-
lated to the different phases
of Product and Therapy life
cycle, from product funding
and portfolio development to
successful global commer-
cialization. With particular at-
tention to commercial as-
pects, ThinKeen® has a
proven ability to add measur-
able value from the Global
Strategy setting to the execu-
tion of key processes such
as: Portfolio Optimization,
Value Proposition design, Mar-
ket Assessment, Global Prod-
uct Launches, Access to New
Markets and Management of
International Commercial Op-
erations. Contrary to major
management consulting com-
petitors, ThinKeen® rest-
lessly seeks excellence by fo-
cusing exclusively in the Life
Science industry.
Introduction to:
2
Therapy & Product
Value Proposition
Determination
Therapy and
Product
Launch
Actual Global Market
Potential Assessment
Selection &
Access to New
Segments & New
Markets
Management of
International
Commercial
Operations
M&A , JV
Distribution
Network Set-Up
Market Tests &
Usability Tests
Achieving
Commercial
Excellence
Go-To-Market
Business Model
P&L & GAP Analysis
KOL Network
Formation
Commercial
Incentive
Plans
Corporate &
Commercial
Strategy Setting
& Implementation
Therapy & Product
Portfolio Optimization
ThinKeen® strives to guarantee to Clients the most practical, value adding and professional
support. We do the actual job, we deliver meaningful market insights collected from the field
and support fast and safe decision making processes. With this in mind, ThinKeen restricts
the access to its core Team to professionals with a proven track record of executive accom-
plishments: all ThinKeen® Partners have successfully held VP, SVP, C-Level positions,
achieved in the Phar-
maceutical, Biotech-
nology or Medical
Device Industry.
ThinKeen Global Miami, Florida USA - thinkeen.com
Company Presentation
Competences & Team
Introduction to:
The above chart illustrates the main processes of focus where ThinKeen® has consistently
obtained measurable results and where its organization holds the strongest competences.
3
Company Presentation
Compliance
Introduction to:
Pharmaceutical (including OTC)
In-Vitro Diagnostics!(including molecular)"
Biotechnology:
# # Biological Products including
# # Blood derivates, Vaccines and
##Biologics"
Medical Devices
Laboratory Instruments
Radiology Apparatus
Surgical appliance and supplies
Medicinal and Botanical products
Hospital IT platforms
Hospital Automation
Physician and Patient Education
Life Science Research
Industrial Areas of Focus
ThinKeen® Management Team, Employees,
national and international Partner Compa-
nies, Associates and Subcontractors
pledge in writing to a compelling Code Eth-
ics mirroring the common indications of the
AdvaMed, EucoMed, MTAA, MEDEC and
PhRMA codes.
Therefore our Code of Conduct addresses
all key Compliance issues including those
related to interactions with physicians and
health care professionals. Ethical relation-
ships with healthcare professionals are criti-
cal to our mission of helping our clients in
developing and successfully marketing new
technologies and medicines.
ThinKeen Global Miami, Florida USA - thinkeen.com
iv
Product Idea & Deal Screening# # # # # # # 5
Business Planning
& support for Fundraising# # # # # # # # 10
#!
Commercial Capability Assessment & Management!# # 16
#
Our Contacts# # # # # # # # # # # 21
Index
ThinKeen Global. Miami, Florida USA - thinkeen.com
Index Venture Capital
Venture Capital
It seems easy to refer to the
number of patients, the num-
ber of therapeutic proce-
dures per patient, the num-
ber of therapeutic units
needed and to write market
penetration rates, prices, vol-
umes on a PowerPoint pres-
entation. However, both
shareholders & investors
know this too. Estimating fu-
ture product penetration
rates, acknowledging exist-
ing competition, seems a suf-
ficiently!solid approach to
sales forecasting. But, in
Lifesciences, the construc-
tion of !a realistic market as-
sessment requires additional
considerations and informa-
tion !addressing the role and
interactions of all the stake-
holders. Providers, Purchas-
ers, public and private Insur-
ance companies,!patient as-
sociations and scientific asso-
ciations, all these stakehold-
ers contribute to define the
actual size of the business
opportunities.!
PRODUCT IDEA &
DEAL SCREENING
5
In healthcare, the value of new ideas, new
products, and new services needs to be carefully
qualified and quantified looking at different
aspects of their future life. Our process
guarantees an actionable, true understanding of
the actual business potential.
Product Screening Venture Capital
Venture Capital Bets
on Ideas
Assessing and quantifying
the market value of ideas is
the key to success. We
have been managing,
analyzing and monitoring
new market entries &
product launches globally
for more than 25 years.
Our process guarantees an ac-
tionable, true understanding of
the actual business potential:
indeed it does not rely on sim-
ple multiplications of population
sizes and global disease preva-
lences. Our market attractive-
ness assessment relies on two
major elements: the bottom-up
market potential assessment
(patients and procedure-base)
and a reality-based estimation
of the actual acceptance for the
new products and therapies that
our clients intend to commercial-
ize.
The market potential evaluation
involves a wide number of
Stake Holders:
Buyers & other Stakeholders
Acceptance
Potentials are always modu-
lated by the expected accep-
tance of the new product/
therapy by Patients, Care Pro-
viders, Public or Private Payers
and by Scientific Associations.
When present, Patient Associa-
tions are also involved in our
therapy/treatment acceptance
analysis.
Determining product/therapy
value for key stakeholders
The actual and perceived value
of new products and serv-
ices! need! to be carefully quali-
fied and quantified looking at
different aspects of their future
utilization. Here below are some
typical questions critical to un-
derstanding stakeholder appre-
ciation and acceptance of the
product/therapy.
The value for patients: Does
the product/service offer has a
direct impact on a patient’s life?
And, if yes, is it meaningful for
patients?
6
Product Screening
Venture Capital
THE FACT-BASED
quantification of the total
business opportunity is
the foundation of a
credible business plan.
Our market
attractiveness
assessment relies on a
reality-based estimation
of the actual acceptance
for the new products and
therapies that our clients
intend to commercialize.
ThinKeen Global. Miami, Florida USA - thinkeen.com
Payers
Intermediaries
Providers
Purchasers
Producers
Government
Employers
Individuals
Insurers
HMOs
Hospitals
Pharmacies
Wholesalers
Distributors
GPOs
& Drugs
Medical Devices
Biotechnology
Manufacturers of
Patients
Patients
Associations
Physicians
Scientic
Associations
Physicians
The value for healthcare providers: Are there processes, cost advantages, outcomes improvements, or other
upsides for the organizations delivering health care services? If yes which ones?
Are these values quan-
tifiable, measurable
and to what extent will
they actually be valued
and appreciated?
The payers: Who will
pay for it? Patients?
Hospitals Insurance?
Government? Is there
a budget or will you
have to convince the
payer to establish addi-
tional!payments?!
Reimbursement:
Does reimbursement
exist? In which geo-
graphic areas is reim-
bursement likely to be
more favorable?
7
PRODUCT VALUE FOR
THE STAKEHOLDERS
A visual representation of
stakeholders determining
product value (solid blue).
ThinKeen Global. Miami, Florida USA - thinkeen.com
Product Screening Venture Capital
The buyer: Who decides if the
product/service is needed/
useful? Who will make the final
purchasing decision?
Actual Therapy Access & Com-
petitive Framework
Market size is estimated using
actual and local databases on
disease prevalence but with a
very critical look at the actual ac-
cess to therapy, the actual dis-
ease awareness, and thus the to
the actual potential.
Final estimations of Market Po-
tentials are obtained considering
both existing and upcoming com-
petition: this analysis is per-
formed both in the framework of
the existing pricing trends and
within the confines of existing or
sought reimbursement.
From a competitive standpoint in
some of the Emerging Markets,
particular attention is dedicated
to local manufacturers and the
challenge of IP protection.
Market Prioritization & Target-
ing
In order to identify, quantify and
prioritize the target market oppor-
tunities our process embraces
and investigates all the key deter-
minants for the actual market
size and expected penetration.
Here is a list of typical questions
relevant to this process:
What segment of therapies and/
or patients, best represents the
target!market for the new
product/service?"
Within the target segment, how
big is the target market globally?
What are the geographies that
express the highest potential
within the target segment?
What are other potential go-to-
market implementation barriers
and costs?!
What are the regulatory barriers
and risks in the most attractive
geographies?
What percentage of the selected
market represents a reasonable
target for the new product/
therapy/service?
What is the maximum accept-
able price for the product/service
8
DETERMINING ACTUAL MARKET
POTENTIAL
EXAMPLE: a visual representation of the
market potential estimation process.
ThinKeen Global. Miami, Florida USA - thinkeen.com
Product Screening Venture Capital
in the focus segments? What is
the price of alternatives?
What is the best estimation of
the new product/service cost?
Are price and cost compatible
from a profitability standpoint?
How we find answers to the
above key questions.
For the Quantitative phases of
the market assessment, we
have the ability to access,
!gather and structure all national
and international data related to
the therapies, patients, proce-
dures and pharmaceutical con-
sumption. Moreover, based on
our analytic processes we trans-
form these data from !simply accu-
rate to relevant !information for the
decision making! of our Clients.
The more critical Qualitative
phases of the Market Assessment
are approached using different
processes. Most commonly we
perform Personal Interviews
with KOL and/or Patient & Scien-
tific association members. In other
cases we use Focus Groups in
person or in HD video conference.
In this second case the goal is to
gain structured insights to ensure
a successful launch of the new
product configurations. A well-
structured focus group is the best
occasion to better understand and
complete the quantitative informa-
tion gathered and analyzed during
the first phases. In many cases,
the Focus Group gives very spe-
cific information that can trigger
the second phase of quantitative
data gathering! with much nar-
r o w e r s c o p e . T h e F o c u s
Group!sessions should take place
as soon as possible after the quan-
titative data is preliminarily summa-
rized. This process will allow a
“deeper dive” into any concerns
and opportunities.
9
PRODUCT
MARKET MATRIX
All information
gathered to estimate
global market
potential will be then
used to prioritize the
focus on different
market segments in
different geographies
and within the
available portfolio.
ThinKeen Global. Miami, Florida USA - thinkeen.com
Product Screening Venture Capital
We are all aware of how
easy it can be to use per-
centages and multiplica-
tions to guess market pene-
tration rates, market prices,
sales volumes to be pre-
sented on a nicely colored
PowerPoint presentation.
Well, investors know this
too. This is why the suc-
cess of fund raising activi-
ties often depends exces-
sively on the historical
credibility of the fundraising
entity, or, on the pre-
existing personal relation-
ships or the success of pre-
vious investment experi-
ences. Instead, funding de-
cisions should depend on
rational processing of
realistic assumptions. We
strive to rebalance the fund-
raising experience from re-
lational to rational. For new
ideas, new products, new
services, seeking invest-
ment, it is essential to build
credibility with both current
and potential investors. Pur-
suing this objective can be
difficult. Indeed, we have
observed that there is a
substantial un-bridged
knowledge gap between
“inventors” and VCs: VCs
usually hold a deep finan-
cial understanding of their
BUSINESS PLANNING
& SUPPORT FOR
FUNDRAISING
10
We s t r i v e t o re b a l a n c e t h e f u n d r a i s i n g
experience from relational to rational.
Business Planning
Venture Capital
Bridging
Bridging the gap
between financial and
technical competencies
is critical to success.
investment risk tolerance and
sought returns while inventors
usually have a deep technical
and clinical understanding. of
the new product they are trying
to bring to life.
The experience and expertise
required for a successful com-
mercial strategy and a flawless
implementation need to bridge
the gap between the financial
and the technical sets of compe-
tencies.
The path to profitable Sales
When a new therapy is evaluated
and before diving in the business
planning details, there are key
questions that need to be asked
and answered. For instance:
What is a realistic revenue gener-
ating mechanism?
What is the logic sequence of mar-
ket segments to approach?
How are customers making pur-
chasing decisions?
Is there a competition? Who com-
petes or will compete?
What is the relative positioning of
competing products after launch?
What are the Pricing constraints?
What is a realistic and affordable
commercial channel?
Who and how will sell the new
product/service?
What is the optimal positioning in
each Priority Segment?
11
Venture Capital
THE COMMERCIAL
SIDE OF BUSINESS
PLANNING
a real-life example of
Business and
Implantation Planning
Process..
ThinKeen Global. Miami, Florida USA - thinkeen.com
Business Planning
What are the market
development/preparation require-
ments?
Are there capital expenses in-
volved ?
What is the core profit genera-
tor? Are there reusable and dis-
posable items involved?
In order tho give fact-based an-
swer to the key question, we per-
form a set of key activities:
Identification of the value for pa-
tients and healthcare providers.
Field-based verification of com-
petitive advantage claims.
Estimation of the monetary value
of competitive advantages.
Scanning of existing direct & indi-
rect competition.
Price setting analysis and simula-
tions.
Quantification of the potential
global market.
Mapping of Regulatory barriers
in key geographic areas.
Prioritization of the geographic
areas.
From Sales to ROI
A credible, reality-friendly busi-
ness plan is, therefore, not a sim-
ple document but the roadmap
that defines the direction and the
nature of the organization bring-
ing the new product/service to
market life. The business plan is
the result of rational decision-
making based on realistic as-
sumptions.
Our methodology is based on
creating a strong link between
reality (assumptions) and fig-
ures: a modeling approach
which allows us to predict the ef-
fect of changes in assumptions
and the sensitivity of the model
to environmental changes. We
use a real-options approach al-
lowing our clients to take in-
formed advantage of the tree of
choices offered by strategic exe-
cution. We focus on pre-Tax and
Cash-flow approach vs. a simple
revenue growth approach which
allows our clients to make projec-
tions for the profitability of the
operations and the working capi-
tal throughout the horizon.
In summary, our methodology is
based on 3 key points:
Reality Link: The strong link be-
tween reality (assumptions) and
figures: a modeling approach
which allows us to predict the ef-
fect of changes in assumptions
and the sensitivity of the model
with respect to environmental
changes. We focus on perform-
ance in local currency so that we
protect clients from performance
misreadings due to exchange
rates.
12
ThinKeen Global. Miami, Florida USA - thinkeen.com
Venture Capital
Business Planning
Real Options: The real-options
approach allows our clients to
be promptly alerted when finan-
cial results suggest a change in
the established growth pathway.
Rapid changes in the business
environment offer both opportu-
nities for higher level of invest-
ment and the need for rapid dis-
investment when regulatory or
macro economic changes indi-
cate the need for protective ac-
tions.
Real Cash: A pre-Tax and
Cash-flow focus vs. a pure reve-
nue growth approach which al-
lows our clients to make projec-
tions for the profitability of the
operations and the working capi-
tal throughout the time. With the
exception of Northern Europe,
we often need to temporarily
move the focus from profitability
to working capital and cash flow
given both currency and pay-
ment terms.
Assumptions must be based on
thorough field activities guided
by an unbiased view of the mar-
ket and of the healthcare sector
for which the new product is in-
tended.
When reviewing a business
plan, we should always ask
what assumptions are critical,
implicitly and explicitly, to the
plan including:
13
ThinKeen Global. Miami, Florida USA - thinkeen.com
Venture Capital
Business Planning
THE PLAYGROUND OF
ASSUMPTIONS
!
The business plan is the
result of rational decision-
making based on realistic
assumptions.
P&L and Cash Flow is
then meticulously
modeled with proven
methods that allow
scenario simulations
linked to variable
assumptions.
What are the regulatory assumptions? What is the
regulatory risks and their likelihood ?
What are the Price assumptions? What is its likeli-
hood of variability and range?
What assumptions are defining the go-to-market
and the channel models?
What are the assumptions supporting sales vol-
ume plan?
What are the manufacturing and production capac-
ity assumptions and the cost impact of volume de-
viations?
What are the assumptions related to the duration
of the sales cycle and the order-to-cash cycle?
Answering these and other
key questions allows us to be
very specific not only in drafting
the expected P&L dynamics over
time but also in predicting deviations
from the forecasted cash flow.
Moreover we build our P&L projections includ-
ing key elements such as:
Bottom-up commercial investment and running
cost evaluation
Regulatory investments and timeline determina-
tion.
Tornado & Montecarlo Analysis
P&L projections are pressure-tested using Tor-
nado Analysis which allows to build a profile of
risk exposure and determine the sensitivity of
cash flow vs. each of the key assumptions.
Through Monte Carlo analysis we improve the
value of the sensitivity analysis adjusting statisti-
cally the likelihood of each single deviation from
the plan.
O u r B u s i n e s s
Plan support proc-
ess includes the
preparation and presen-
tation of business plans
documentation with verified
assumptions and ROI/IRR sensi-
tivity analysis.
EXAMPLE
The most
common and
simple Tornado
analysis
predicts
EBITDA impacts
of sales
achievement
across the entire
portfolio.
14
Business Planning Venture Capital
Once the capital required
to operate is totally or par-
tially raised, Start-ups tend
to redeploy the existing re-
sources, those who have
invented the product and
brought it to VC’s attention.
In general, the competen-
cies required for the first
phases of product research
and development are only
partially fit to the future in-
dustrialization and commer-
cialization phases.
The typical approach to
evaluate these gaps fo-
cuses on the commercial
implementation plan includ-
ing both details on the com-
mercial organization and
the facts about the talent
required to ensure success-
ful implementation.
COMMERCIAL CAPABILITY
ASSESSMENT &
MANAGEMENT
15
In Life Sciences the synergy of the
organizational competences can determine the
success or the failure of new therapy launches.
Capabilities Venture Capital
Team Capabilities
For decades we have been
globally successful
designing, managing, re-
shaping and monitoring
commercial organizations
in life sciences.
Thus, in order to address any
potential competency gaps that
can compromise successful
market access we provide:
Commercial Implementation
Plans and New Product Launch
Plans, Organizational Capability
Assessment, Design and imple-
mentation of new commercial
organizations. For those compa-
nies interested in a more in-
volved support we also provide:
actual commercial & opera-
tional interim management, set-
up and management of interna-
tional distribution network.
Evaluation and design of future
revenue stream mechanisms
We use a proven process that
is based on the executable defi-
nition of Commercial Goals. Us-
ing this process, and with the
collaboration of our Client we
frame and prioritize the list Com-
mercial activities: those needed
to support successful product
launches and to maximize utili-
zation rates and market share
of existing products. The prioriti-
zation of commercial activities
is critical when the marketing
and sales force is carrying a
wide number of products (thera-
pies) potentially affecting the
commercial focus. Our process
is based on the prioritization of
product focus within the portfo-
lio and on the consequent priori-
tization of commercial activities.
Commercial Positions are then
re-defined bottom-up form
16
Capabilities
FOCUS OF
COMMERCIAL
ACTIVITIES
Our commercial
capability design
process is focused
on the actual
commercial
activities that need
to be performed
and prioritized
across the entire
portfolio.
Capabilities Venture Capital
ThinKeen Global. Miami, Florida USA - thinkeen.com
groups of key activities and key
objectives
Prioritizing Compo-
nents of Commercial Ac-
tivities
Our field-based experience con-
sistently supports the importance
of commercial job content as a
rational and safe starting point
for effective commercial force de-
sign and management.
The core strength of well crafted,
effective commercial organiza-
tions come from a clear assess-
ment, evaluation, and construc-
tion of each job position. Job de-
sign errors are the main source
of high-impact commercial fail-
ures. In Lifesciences, like in
other industries, all commercial
processes are made of a bal-
anced mix of two key compo-
nents: Demand Generation and
Commercial Excellence.
Depending on the products, mar-
ket, and customers, sales man-
agement will define the sales job
within the context of these two
components.
Demand Generation
It focuses on stimulating the mar-
ket to require access to the
newly available therapies. This
includes all the complex relation-
ships with physicians and scien-
tific associations whose opinion
is critical for the access of a new
therapy or for the definition of its
indications.
Commercial Excellence
It refers to the set of activities fo-
cused on satisfying the existing
therapy demand through com-
mercial transactions and thus by
selling products/therapies. Activi-
ties related to Commercial Excel-
lence are then further analyzed
in each of its four key compo-
nents:
Buying process & stakeholders
identification
Finding the key stakeholders of
decision making. Understanding
who is influencing whom and un-
derstanding the complex dynam-
ics between scientific, economic
and financial components of deci-
sion making.
17
Capabilities Venture Capital
ThinKeen Global. Miami, Florida USA - thinkeen.com
Purchase commitment
Securing the orders at physician,
patient, hospital, hospital group
or governmental level.
Order fulfillment
Delivering the products or solu-
tions.
Customer, User, Patient support
Providing ongoing support after
the initial purchase. This compo-
nent in Lifescience embraces dif-
ferent technical, clinical and sci-
entific liaison activities.
Translating Prioritized
Activities into key Com-
mercial Positions
On order to design an aligned
organization we support clients
in translating commercial activi-
ties in job positions.
The following Commercial job
inventory presents a comprehen-
sive list of sales job types. In
Lifesciences most jobs fall into
one of the following six families :
Direct sales positions: Direct
sales positions sell to end users
and act as the primary contact to
the customer. They might sell to
physicians (prescribers in the
case of pharmaceuticals) or to
nurses (users in the case of
medical devices). They operate
in close collaboration with sales
support colleagues.
Product Pre- and post-sales
support positions: These are
technical, product specialized or
clinical personnel such as Medi-
cal Scientific Liaison (MSL) who
assist during pre- and/or post-
sales efforts.
Administrative Sales Support
positions: Support sales work
with, and in support of, the ac-
count sales force. They provide
additional administrative, non-
technical, non-clinical help to the
sales representative. For in-
stance, hospital tender manag-
ers belong to this family.
Government Sales positions:
these are critical for centrally re-
imbursed products and for prod-
ucts that are purchased centrally
from Government, MOH or So-
cial Security Institutions for all
the patients of a Country.
Business development posi-
tions: Business development
positions promote and develop
market access focusing on mar-
ket segments or geographies cur-
rently unknown to the sales
force.
Agents Sales positions: Exter-
nal resources, they define their
value as having specialized cus-
tomer access and often sell prod-
u c t s f r o m m u l t i p l e n o n -
competing companies.
Thinkeen addresses organiza-
tional design up to the definition
of the job descriptions of each of
these categories allowing Clients
to design and grow the optimal
organization able to support and
overachieve the business plan.
Other Commercial Sup-
port Services
When our Clients are looking
for a new network of distribu-
tors we can set it up globally
using the three phases of our
proven process for Distribu-
tor Search and Manage-
ment:
Distributor Product-Specific
Search includes:
- Specialized Search for distribu-
tors fit to Client’s Product Portfo-
lio
- Distributor first contacts and in-
terviews: focused on understand-
ing Salesforce, Marketing & logis-
tic capabilities and commercial
match with Swisslog.
- First Sales & Gross Margin out-
look: once estimated distributor
margin are available a first sale
and GP outlook is prepared.
Ranked Short List of Distribu-
tors includes:
- Distributors Short List: based
on the above information and on
the selection criteria agreed with
the Client, a short list of distribu-
tor candidates is prepared.
- Distributor Competitive Land-
scape and market positioning:
collection and elaboration of mar-
ket information about tangible
and intangible assets of distribu-
tors belonging to the short list.
- Fact-based final recommenda-
tion: a one or two names short
list of Client’s best distribution
18
Capabilities Venture Capital
ThinKeen Global. Miami, Florida USA - thinkeen.com
matches supported by facts and
data. #
Distributor Identification &
Pre-Contract Management in-
cludes:
Key performance goals: when an
exclusivity agreement is negoti-
ated with a new Distributor we
help our Client to identify a com-
plete and safe set of perform-
ance commitments beyond ge-
neric sales expectations.
Support in the preparation of
commercial agreement: looking
at the distributor’s commercial
strengths and weaknesses, in
collaboration with our Client, we
prepare and propose an out-
lined, mutually sustainable com-
mercial agreement.
Candidate Distributor Liaison:
the above-outlined agreement is
then discussed with candidate
distributor. While distributorship
negotiation and contract finaliza-
tion are taking place, a constant
contact with candidate distributor
is maintained to facilitate the ne-
gotiation and maintain high candi-
date distributor motivation.
Distributor Management in-
cludes:
Contract vs. Performance consis-
tency check, quarterly Follow-up
with Target Distributors, Quar-
terly Reporting to Client Com-
pany.
19
Capabilities Venture Capital
All local
Life Science
Distribution
Companies
All Distribution
Companies with proper size
and with a compatible product portfolio
Filtration based on criteria of
Size & Portfolio-FIT
Filtration based on criteria of
KOL Reputation and Call Point FIT
Filtration based on criteria of
Interest Demonstrated and
Long Term shareholders motivation
All Distribution
Companies with proper size,
compatible product portfolio,
Good KOL reputation
Experience in the key Call Points
Adequate Territory Coverage
The Two Final
Candidates for
Contract Negotiation
Distributor Analysis, Prioritization
and Selection Process
ThinKeen Global. Miami, Florida USA - thinkeen.com
International
Offices
Our direct
representation offices
around the world.
International
Partners
Our network of
International
Partners operating
with us under the
same processes,
standards and
business practices.
INTERNATIONAL OFFICES
USA
GRAND BAY PLAZA EXECUTIVE SUITES
2665 SOUTH BAYSHORE DRIVE
MIAMI, FLORIDA!
33133 USA +1 (305) 290 2080
!
USA
1805 SHAWNEE TRAIL NORTHBROOK
CHICAGO IL 60062! +1 (847)
226-4693
!
PUERTO RICO!
TORRE DEL CARDENAL #1907
SAN JUAN PR !00918 +1 (787)
399-5353
!
PANAMA!!
EL CANGREJO
EDIFICIO MARQUIS 9C
PANAMA CITY - +507 6526 8542
BRAZIL
AV PORTUGAL 400 . 31C!
09040-000 SANTO ANDRÉ - SÃO
PAULO
+ 55 11 2759 5733
+ 55 11 9 9173 9449
VENEZUELA!
AV. FRANCISCO DE MIRANDA EDIF.
PACAIRICUA MEZANINA OFIC. 2A,
CHACAO, CARACAS
+58 4122342966
+58 4122342957
FRANCE!
21 ROUTE D'ECULLY!
69570 DARDILLY - FRANCE
+33 6 43 21 25 88
UK
25 THE COPSE, LEAZES WOOD!
BURNOPFIELD, NEWCASTLE UPON
TYNE!
DURHAM NE16 6HA UK
!
ITALY
VIA PONTE PAGNANO 11,
31100 ASOLO, TREVISO
+39 3487712083
!
GERMANY
WINTERGASSE 8 – 10 D
86316 FRIEDBERG
BAVARIA
+49 172 594 5000
INTERNATIONAL PARTNERS
SPAIN!
HEALTHVISORS
RODRÍGUEZ MARÍN, 84 – 6º C.!
28002 MADRID +34!620 918 165
SPAIN
HEALTHVISORS!
GRAN VÍA MARQUÉS DEL
TURIA, 49. 5º
46005 VALENCIA
+ 34 910059075
MEXICO
BIOHELP
AV. PASEO DE LA REFORMA NO. 389
PISO 10,
COL. CUAUHTEMOC, MEXICO CITY
+52 (55) 5212-2298
21
Other Interesting Readings
ThinKeen Global. Miami, Florida USA - thinkeen.com
While available to adapt to any higher Compliance standard, ThinKeen works under a strict
Code of Conduct which addresses all key issues including those related to interactions with
physicians and health care professionals.
Read our Code of Conduct at thinkeen.com/compliance
ThinKeen Global. Miami, Florida USA - thinkeen.com
ThinKeen focuses in several phases of company development including the design and deploy-
ment of global commercial incentive plans.
Read about our developing & testing Global Commercial Incentive Plans at:
thinkeen.com/coip.
Other Interesting Readings
GRAND BAY PLAZA EXECUTIVE SUITES
2665 SOUTH BAYSHORE DRIVE
MIAMI, FLORIDA!
33133 USA