Engaging in Meaningful Ways Communicate and Be Heard! ® ​ Amy Smalarz, PhD ​ CEO, Strategic Market Insight ​ ​

2 Our Panel ​ Karen Boudreau, MD, FAAFP. Chief Medical Officer, Boston Medical Center HealthNet Plan. ​ Donney John, Pharm.D. Interim Executive Director at NOVA Scripts Central and Chief Clinical Officer at Pharmacist Partners ​ Allan Korn, MD, FACP. Chief Medical Officer Emeritus, Blue Cross and Blue Shield Association (BCBSA), Chicago, IL, USA. ​ the participants ​ Amy Smalarz, PhD, CEO, Strategic Market Insight ​ Moderator

Why are we here? 01 agenda Questions to Ask 02 The Storyline 03 Points of resistance 04

4 Why are we here? ​ The way we communicate is changing. In our time-strapped world, we need to maximize our communication to engage and be heard. ​ It is critical to engage and communicate with customers to share your value story. However, all to often, we do not take the time to understand our customers. The purpose of this deck is to help you think about and work to answer the following questions:  Who are your customers?  What is your Storyline?  How do you share information and connect with your customer?  How can you address key points of resistance?. ​ introduction section 01 It’s important to Engage in Meaningful Ways: Communicate and Be Heard.

5 Questions to ask ​ What do your customers need to do their job? ​ Everyone has goals or benchmarks to achieve; everyone has a boss  What are they held accountable for?  What types of data help your customer make their internal arguments supporting your product?  What are the current guidelines or recommendations? Does your customer’s organization have specified protocols?  What does the market landscape look like? How could your customer evaluate the market? What information can you share with them that could be influential? ​ What influences your customer’s behavior? ​ People have different ways of thinking and making decisions. Knowing your customer’s processes are critical to understanding how to engage them.  How strong is your relationship?  How transparent are your communications with your customer?  Do they have pressure to contain costs?  Which types of studies resonate the most with them, i.e., clinical trial, observational study, survey, etc. ​ customers section 02

6 Questions to ask, cont’d. ​ What do your customers value? ​ Each person comes with their own value set – and it’s important to know what internal drivers your customer has. ​ There may well be similarities among all of your customers but prepare ahead of time. How strongly do they value:  Transparency  Truth/honesty  Expertise  Ability to tailor information to their specific needs  A fair balance ​ What influences your customers priorities? ​ This question is inclusive of the other 3; your customer has a job to do but is influenced by their internal behavior drivers as well as their values. ​ Priorities may include:  Customer satisfaction  Bending the price curve  Managing costs  Access to efficacious and safe products/therapies  Ensuring their staff understands the product profile ​ customers section 02

7 Listen with the intent to understand… ​ “Most people do not listen with the intent to understand; they listen with the intent to reply.” ~ Steven Covey ​ There is great value in asking questions ahead of time. Putting yourself in your customers “shoes” or mindset is a great way to prepare for your meeting or discussion.  What do they need to do their job?  What influences their behavior?  What do they value?  What do they prioritize? ~Listen not only to the words but the feeling of what is being conveyed, to the whole of it, not part of it.~ ​ customers section 02

8 ​ the Storyline section 03 Source: Nancy Duarte, Resonate The Storyline

What’s their tolerance level for change? Where is their comfort zone? How far out of it are you asking them to go? Comfort zone points of resistance What keeps them up at night? What’s their greatest fear? What fears are valid, and which should be dispelled? Fear In which areas are they vulnerable? Any recent changes, errors or weaknesses? Vulnerabilities What might they misunderstand about the message, the proposed change or the implications? Why might they believe the change doesn’t make sense for them or their organization? Misunderstandings What mental or practical barriers are in their way? What obstacles cause friction? What will stop them from adopting and acting on your message? Obstacles Where is the balance of power? Who or what has influence over them? Would your idea create a shift in power? Politics Why don’t they engage? section 04

10 ​ the Storyline section 03 Karen’s Example: Hep C Program

11 ​ the Storyline section 03 Donney’s Example: Physician/Staff/Patient

​ Amy Smalarz, PhD ​ For more info, please contact me at ​ ​ ​ ​ thank you