6 May 20 08 VIEW on Sales THE FORUM FROM GENERALISTS TO SPECIALISTS Pharma salesforces already have made some moves toward greater therapeutic specialization, in part because physicians have expressed a marked preference for specialty sales reps. According to data from Verispan, most physicians perceive specialty reps as being more knowledgeable about their particular therapeutic area of focus, and as having a greater impact on their prescribing habits than general reps targeting the primarycare audience. Stephen Hulse, R.Ph.,VP of sales at EKRTherapeutics, says he believes the industry will see a resurgence of specialty sales organizations that focus on specific patient needs and market segments. “I think in the next five years sales reps will have to become better at defining the payer environment, identifying reimbursement issues, and getting involved in product distri bution,” Mr. Hulse says. “In large companies, salespeople are going to be more like tiles in the mosaic of the overall market participation strategy. Salespeople at smaller companies are going to have to be jackofalltrade generalists from a busi ness perspective, and then the ultimate product specialists and support resources for the product side.” Gene McCord, VP of sales at Otsuka America Pharma ceutical Inc., agrees that there will be growth of salesforces in the specialty areas. “As salesforces continue to become experts in their dis ease state and product knowledge, their value in the mar ketplace should increase,” he says.“All of this will result in our using multiple channels to reach our audiences. The types and numbers of channels will continue to grow as technol ogy evolves. Personally I’m not a strong proponent of any particular method, some of our new methods may not be as valuable as others and will disappear I also believe the methods we will use in five years do not exist today.” Paul Williams, VP of sales and marketing operations at MedImmune, anticipates that the biologics space will con tinue to deploy “sizeappropriate salesforces” specializing in a particular therapeutic area. “I think salesforces will start to segment into subgroups in terms of their range of sophistication, on a continuum if you will, from clinical to transactional,” Mr. Williams says. “They also will be more strategic with their product mes sages, tying these to where the product is in its life cycle, as well as to the types of resources the company has avail able.” Because healthcare providers are insisting that every inter action with sales representatives is based on a value, there needs to be a shift in how sales reps are trained. According to Wilson Learning Worldwide, value comes in fluency of message and the traditional way of training through event based learning will not satisfy the need to support this new valuebased selling model.To have a greater impact, compa nies will need to implement continual learning experiences that are part of the everyday workflow for representatives and sales managers. And for lasting changes in behavior and performance — whether it’s sales, leadership, or product training — it is necessary to extend the learning into the rou tines of the learners. (For more information on this changing training paradigm, please turn to page 16.) Despite a trend toward therapeutic specialization, the primarycare salesforce isn’t going anywhere. George Esgro, by Carolyn Gretton A Year of Transformation OST EXPERTS AGREETHATTHE LONGESTABLISHED MODEL OF USING FLOCKS OF SALES REPRESENTATIVES TO BLANKET DOCTORS’ OFFICESWITH SAMPLES AND DETAILS IS NO LONGERVIABLE,AND THAT COMPANIES NEED SALESFORCESTHATARE MORE EFFICIENT, FOCUSED,AND FLEXIBLETO REMAIN COMPETITIVE IN AN INCREASINGLYTOUGH ENVIRONMENT. M THETRADITIONAL PHARMACEUTICAL SALES ORGANIZATION IS UNDERGOING ATRANSFORMATION,AS SLOWING PIPELINES, SHRINKING SALES,AND SPIRALING COSTSTAKETHEIRTOLL ON LARGE PHARMA’S SALES REPRESENTATIVE BASE. After a record year of layoffs in 2007, bigpharma companiesWyeth and ScheringPlough rang in 2008 by announcing cuts in sales reps and other personnel, and industry watchers expect more staff reductions to come before the year is out. 0508 pvv forum proofs 4/30/08 12:34 PM Page 6 7 VIEW on Sales May 20 08 THE FORUM VP of sales and marketing at Cornerstone BioPharma, says he believes there will always be a place for good primary care sales representatives. “Doctors with officebased practices, who see maybe 25 to 30 patients a day, have very little extra time to study and read up on the new medicines constantly entering the mar ket,” Mr. Esgro says. “That’s where pharmaceutical sales pro fessionals can really make a difference. If they offer the right product information in a timely manner, they’re bringing value to the office, and ultimately, to the patient.” According to a recent nationwide survey conducted by CMR Institute, physicians value a highly educated sales rep resentative whose knowledge goes beyond product infor mation to include disease management, regulatory and patient qualityoflife issues, and healthcare business acu men. The Institute found that all but 4% of the physicians surveyed viewed sales representatives as part of their prac tices. That same research shows that industry representa tives who have enhanced their education beyond what is required by their companies and completed indepth requirements for certification say they are able to spend more quality time with physicians and have more substan tive, credible discussions. (For more information on this research, please turn to page 14.) Mr. Hulse — whose company, EKR, focuses on doctors in the hospital setting — notes that the fundamental chal lenge of getting the company’s message to resonate with customers remains the same regardless of the environment. “Our challenge is that our sales representatives have to present themselves to caregivers in the hospital, including the criticalcare setting, where patients may be in dire straits, and we need to make sure that we ethically get our mes sage across to them; we want to provide a resource that our competitors can’t,” he says. “We’re always striving to be a welcome guest in a critical environment.” Mr. McCord takes a pragmatic view of the challenges that lie ahead. “We work in a healthcare system that is under significant scrutiny,” he says. “The first step is to admit that as a profes sion we have many challenges. Our industry always has and will continue to evolve in the foreseeable future.There is no reason to think it will stabilize, nor should it. If an organiza tion, or an individual, stabilizes in an evolving world, it will eventually cease to grow. Our profession was built on the foundation of knowledgeable professionals sharing fairbal anced information with physicians about our products.” Among Mr. McCord’s goals is to ensure that the profes sion doesn’t lose sight of that foundation and that its sales members remain part of a trusted system designed to focus on better healthcare worldwide. “We can’t afford to lose focus on the intent and magni tude of our responsibilities,” he adds. “We must ensure that we are fulfilling those responsibilities in an ethical, fairbal anced, and responsible manner with the ultimate goal of providing products and information that focus on providing better healthcare. Every man, woman, and child has the right to health, regardless of their age, ethnicity, income, location, or disease.The future has the opportunity to be very posi tive for our profession. For several consecutive years the public perception of our industry has declined. Last year we saw improvement. Some of this can be attributed to indus try initiatives to raise awareness of the positive contribu Gene McCord Otsuka America Pharmaceutical THOUGHT LEADERS # GEORGE ESGRO. VP, Sales and Marketing,Cornerstone BioPharma,Cary,N.C.; Cornerstone BioPharma is an emerging specialty pharmaceutical company focused on the development and commercialization of niche prescription medications in the respiratory arena.For more information, visit cornerstonebiopharma.com. # STEPHEN HULSE, R.PH. VP, Sales, EKR Therapeutics, Cedar Knolls, N.J.; EKR Therapeutics is a specialty pharmaceutical company committed to enhancing patient quality of life in the acute setting, including pain management and oncology supportive care. For more information, visit ekrtx.com. # GENE MCCORD. VP, Sales, Otsuka America Pharmaceutical Inc. (OAPI), Rockville, Md.; OAPI commercializes Otsukadiscovered and other product opportunities in North America,with a strong focus on neuroscience, cardiovascular, oncological, and gastrointestinal therapeutic treatments.For more information, visit otsuka.com. # PAULWILLIAMS.VP,Sales and Marketing Operations, MedImmune,Gaithersburg,Md.;MedImmune is the global biologics business of AstraZeneca,which focuses on developing and commercializing medicines in the areas of cardiovascular/gastrointestinal disease, neuroscience,oncology, infection, respiratory disease and inflammation; the company currently markets two products designed to help prevent infectious diseases. For more information, visit medimmune.com. Our industry always has and will continue to evolve in the foreseeable future. We have no reason to think it will stabilize, nor should it. If an organization or an individual stabilizes in an evolving world, it will eventually cease to grow. 0508 pvv forum proofs 4/30/08 12:34 PM Page 7 8 May 20 08 VIEW on Sales THE FORUM tions to global healthcare and establishing and adhering to selfimposed guidelines.We are headed in the right direction, but the next five years are critical to the longterm existence of the pharmaceutical sales profession.” HONINGTHEIR CRAFT “Over the next five years I think we will continue to see salesforces downsize, especially primarycare salesforces,” Mr. McCord says. “While trying to increase our share of voice, we increased the number of representatives in an effort to increase the amount of time with physicians. Unfortunately, this occurred at the same time physicians’ workload was increasing and when they had even less time to give us.This resulted in shorter presentations and required more visits to ensure the physicians and healthcare professionals fully understood our products, who the appropriate patients are, and that questions were appropriately addressed. Having said that, I don’t believe anything will ever totally replace the facetoface interactions. But, if we are to maintain this method of educating our audiences, regardless of their roles and responsibilities of those in our healthcare system — physicians, other registered prescribing and nonprescribing healthcare professionals, payers, or perhaps even patients — we must get better at communication. Words like trust, respect, credibility, and integrity must be used once again when the public thinks about a pharmaceutical representa tive.To establish, maintain, and grow this reputation we must foster a profession of highly knowledgeable employees who can answer or appropriately channel questions or concerns. In other words, it’s up to the representatives to take personal responsibility and establish themselves as valued resources.” Experts believe that the fundamentals of selling — plan ning, targeting, relationship management, and goalsetting — remain constant regardless of whether pharmaceutical com panies are growing or shrinking their salesforces. And it is the specific practices that representatives follow within these areas that separate the top performers from the pack. According to the market research firm Best Practices, some of the best practices for building the doctorrep relationship include build ing rapport with physicians by discussing needs and goals, as well as building a customized sales approach around each physician’s office culture, policies, and preferences. “There’s not much new under the sun in sales,” Mr. Hulse notes. “It’s still all about building relationships; it’s still all about trust. It’s about being a resource and providing solutions to the physician’s various clinical needs. It’s about impeccable follow up.” Fewer reps can result in a reduced share of voice for the company’s products, which puts the emphasis on those remaining to sharpen their skills to make up the difference, Mr. Esgro says. “Sales representatives will need to have more of a science based approach, and they will need to know their medicines,” he says.“It’s the old story: they need to continue to bring value to the customer, or the door’s going to be shut.” As salesforces become smaller and competition intensi fies, sales representatives are under more pressure to exceed expectations. Since companies are able to be more selective, it’s up to the reps to separate themselves from the multitude of good reps by boosting their performance from adequate to extraordinary. “In my view, the difference between good and great reps is the extra amount of time and effort they want to put into their craft afterhours,” Mr. Esgro says.“For instance, are they taking the time to read the basic research on their brands and those of their competitors? Are they spending time on external sales skills? Are they roleplaying? Are they doing all of the other things that their peers don’t do to ensure suc cess when they are in front of a provider? These are the things that make the difference. These are the things that make a doctor want to open the door and say, `Come on in, because every time you’re here learn something.’ ” For years, Mr. McCord has stated that pharmaceutical sales was very simple: see the right people, say the right messages, and do it often enough. “While I still believe this is true to a large extent, these three basics may not be as simple as they seem on the sur face,” he says. “In addition to the basics, representatives must have the ability to see the big picture. This profession is not about how many calls a sales rep makes a day or what per centage of calls involve leaving samples.There has to be a true understanding that we are but one small cog in a huge com plex industry committed to improving patients’ healthcare.This understanding will separate great reps from average reps.” Mr. McCord recalls an anecdote that illustrates his belief that what separates the great from the good is one very small detail. “Years ago, I was trying to recruit a top hospital repre sentative from another company,” he says. “The rep was consistently No. 1 at her company. When I asked her what separated her from others in her organization she simply stated, `four hours a month.’ She committed one Sunday afternoon a month to call on the hospital staff she could not reach during normal business hours. I’m not convinced it was even what she did during those four hours, it was the fact she was willing to go that extra mile every month. Great reps have the ability to see things from the customer’s per spective.They are goaloriented, they are excellent listeners and communicators, they are adaptable, and they plan effec tively. They also inherently possess the `nontrainable’ attributes of integrity, work ethic, and motivation.” Mr. Williams’ company, MedImmune, emphasizes the need to blend clinical science and available data with the marketing message when selling its biologic products. George Esgro Cornerstone BioPharma When the rep offers the right product information in a timely manner, he or she is bringing value to the office, and ultimately, to the patient. 0508 pvv forum proofs 4/30/08 12:34 PM Page 8 9 VIEW on Sales May 20 08 THE FORUM “I think, just in terms of the evolution of the healthcare market and specifically with pharmaceuticals and biologics, sales reps have to understand all of the broader market implications going on within healthcare,” he says.“They can’t just sort of nod and say, `Oh yes, I read that article in the paper.’ They have to understand the pressures of the prac tice. They have to be able to keep all that information in their heads and merge what they know into their conversa tions and dialogues with the physicians.” “What it boils down to is that reps need to be great lis teners and know what questions to ask to find out what the physicians’ needs are,” Mr. Hulse says. “We make sure our reps understand that if they’re in front of a physician, and his or her needs don’t dictate the use of our product, that they say, `we’re not for you in that setting.’ No rep can offer a solution to every problem; that’s just not realistic.” According to TNS Healthcare, until recently, pharma companies took an “insideout” approach to sales manage ment, which focused on assessing internal sales processes. The new service models are “outsidein” approaches, cen tered on meeting customers’ needs.The company’s research shows that more than 90% of companies in the United States and more than 80% in Europe already are thinking about or implementing a service model strategy. (For more information about this shift in the sales model, please turn to page 18.) While most extraordinary sales representatives have an innate ability and drive to excel, some managers believe reps can be elevated from good to great with the right kind of development. At EKR, Mr. Hulse says sales reps are trained through dialogue and preceptorships with more experienced reps, as well as customers where appropriate. “We do a lot with trying to get our people to think and ask and listen, and then provide the solution that we have in our bag,” he says. Recently, preceptorships as a training technique with physicians, have come under fire. But recognizing that there are many benefits to preceptorships, some companies have cautiously begun to reinitiate modified versions of these programs. They are abandoning the oneonone physician visits and replacing them with smallgroup sessions led by physicians or teams of healthcare professionals. According to Vox Medica, today’s redesigned preceptorships assess the educational needs of sales representatives and develop agendas to address those needs. (To learn more about how preceptorships are being implemented in new ways, please turn to page 24.) Most sales executives believe that all training and com munications should be based on specific learning styles and delivered via different media. “There is not a silver bullet or a 10step program,” Mr. McCord says. “We need to offer multiple means of training on the same material. I believe that how wellreceived infor mation will be is based on the individual’s motivation and perceived need for it. If a person is interested in continuous learning and selfimprovement and has a thirst for knowl edge, he or she will accept the information any way that it is available. As salesforces become increasingly more tech nologically savvy, I suspect that bells and whistles will play a large role in any future initiatives. “It would be great if we could open up our brains and pour out our knowledge and business acumen,” Mr. McCord continues. “The answer may not be as simple as identifying one type of training. Training has to be appropriate for the individual. We all know that as adults we learn in different ways. I do think training methods and channels will continue to evolve with technology and many of the methods we use today will be gone five years from now. What will separate the great rep from the average rep is taking personal responsibility for continual advancement of knowledge, skills, commitment, and actions. When managers come to me with candidates with 10 years experience, I ask: `Is it 10 years of experience or one year repeated 10 times?’ ” As everyone knows, the focal point of training is teaching and helping trainees better understand a given concept. According to Campbell Alliance, ideally, a training session should consist of about 30% didactic training and about 70% application exercises — roleplays or other techniques — because the application exercises will better enable the trainees to internalize the concept by using a realworld example. But even when training is wellconducted and uses a realworld application that aligns with the specific training audience, a standalone training event is not enough to ensure sales reps truly understand how to effectively apply the training in the field. Therefore, a training program also requires reinforcement, assessment, and inspection. (To learn more about this training model, please turn to page 22.) TAKINGA LOOKAT EOPTIONS Mr. Esgro observes that technology has taken training to a new level of sophistication. “The Internet has changed the way people look at dif ferent selling skills and techniques,” he says.“How an organi zation uses available technology — whether it’s Webbased training or Webinars or teleconferencing — can make the difference between a good and great salesforce.” Technology has become a valuable support mechanism Paul Williams MedImmune Salesforces will start to segment into subgroups in terms of their range of sophistication based on a continuum starting from clinical moving to transactional. 0508 pvv forum proofs 4/30/08 12:34 PM Page 9 10 May 20 08 VIEW on Sales THE FORUM to pharma’s sales efforts in the field. More and more sales organizations are adding electronic media to their arsenal of selling tools. While applications such as edetailing and virtu al presentations have reduced costs and lightened some sales teams’ workloads, Mr. Hulse says these media will never replace “a warm human body with intelligence and a good ear who is willing to listen to try to help sculpt a solution” to the customer’s particular clinical needs. “Electronic media can help supplement sales in some markets, and I think there are some neat tricks — they are fun and buzzy, but I don’t ever envision esolutions replacing the oldfashioned development of relationships and trust between company representatives and their clients,” he says. “I do think that there’s a place for edetailing,” Mr. Esgro continues. “Certainly directtoconsumer advertising also works, or we wouldn’t see the number of ads that we do every evening watching TV. But in my opinion, that oneon one, human interaction between physician and sales rep is vitally important to the overall understanding of the brands and the companies that these doctors interact with.” RAISINGTHE MANAGEMENT BAR Reps aren’t the only ones under pressure during this time of salesforce realignment. Sales managers are being asked to do more with less and to come up with innovative strategies to stay competitive in an environment that’s continually becoming more challenging. Because of these market pressures, good fiscal manage ment is becoming an essential part of the sales manager’s skill set, Mr. Esgro says. “There is less money to do the things that we’d like to do with our customers, so we have to be very selective in where we invest our money in our customer base,” he notes. Mr. Williams observes that today’s sales managers “have to learn to run their area or district like a business” now more than ever. “Even though most companies don’t hold their managers accountable to a P&L metric, having a P&L mindset, even at a district level, defines the line in terms of when a group is performing well and when it’s not,” he says. “And it gives managers a clear line of sight into different metrics that they can use to drive performance.” However, cautions Mr. Hulse, it’s important not to take the focus on metrics too far. “When managers start to talk more and more about the slope of the curve, the amount of repeat prescriptions or new prescriptions, they are spending so much time analyz ing, creating, and generating reports that they are losing the valuable time they need to be with their representatives, and for the reps and managers to be with customers,” he says. Traditional management practices remain critical to the growth of a dynamic, successful salesforce. Best Practices advises sales managers to adopt such skill sets as develop ing measurable goals, budgeting sufficient resources, and providing reps with continuous coaching, as well as empow ering reps to align planning, targeting, and scheduling activi ties to reflect their personal selling approaches. Most experts agree that senior sales managers need to spend as little time as possible in the office — two days a week at most — to stay connected with their reps and cus tomers. “The only way district managers are going to have a han dle on what’s happening with their customer base is if they are out there talking and listening to them,” Mr. Esgro says. “Their ability to listen to what their customers and sales teams are saying is critical if they are going to maintain long term viability, not only in their role, but in growing the com pany as well. And the only way they are going to hear what is going on is to get out of the office.” Mr.Williams of MedImmune agrees, adding that his com pany has an aggressive field time schedule for its sales man agers. “At most they should be in the office one day a week, and quite frankly, that shouldn’t be every week,” he says. “They should be out with their reps, out with their cus tomers, and managing their business.They can’t do this from the home office.” Maintaining contact with the salesforces in the field also keeps managers in touch with the company’s fundamental mission. According to some experts, the heart and soul of any pharmaceutical company lies in its salesforce.Therefore, the capabilities, attitudes, and behaviors of the sales team must be aligned with the business strategy, according to PDI Inc. And the way in which those capabilities are defined must reflect current needs as well as prepare the organization to be ready to face changing needs and expectations.To do so, many organizations are leveraging competency models as a tool to establish a common language, framework, and strat egy for strengthening their capabilities. (To learn more about effective competency models, please turn to page 20.) “I learned a long time ago that the No. 1 attribute a Stephen Hulse, R.Ph. EKRTherapeutics In the next five years, sales reps are going to have to become better at defining the payer environment, identifying reimbursement issues, and becoming involved in product distribution. 0508 pvv forum proofs 4/30/08 12:34 PM Page 10 11 VIEW on Sales May 20 08 manager can have is humility,” Mr. Esgro says. “The minute managers stop making it about the people who work with them, they lose their team.The good reps join this industry for a particular reason, because they care about patients, they care about people.The minute a manager stops tout ing this philosophy, his or her reps will usually find someplace else to work.” Otsuka’s Mr. McCord says sales managers must genuine ly care and be committed, not only to the same causes as their reps, but they must also be committed to their employees’ personal success.They must realize that helping employees achieve their personal goals will determine the degree of success they ultimately achieve. “The district manager’s job may be the toughest in our profession,” he says. “It is also one of the most rewarding and important. District managers are the conduits through which corporate objectives, employees’ goals, and cus tomers’ needs intersect. Managing this intersection will determine longerterm success. We have the right and the responsibility to educate our customers about our prod ucts. We need to ensure that healthcare providers receive accurate and fairbalanced information that will result in improved patient care. That’s true today and will be true tomorrow and that right should never be taken away or del egated to others. Pharmaceutical sales professionals should take pride in their responsibility, commit to being the very best every day, maintain their commitment to values and attributes, and be willing to change when the industry dic tates that we must. “We are just on the cusp of opportunities to set the stan dards for our future,” Mr. McCord adds. “If we don’t do it oth ers will do it for us. It’s time to unify and take charge of our destiny. One theme is constant: if it were not for the work we do, the passion we feel, and the perseverance we endure as an industry, many patients would not be alive today.” Despite the expectation that companies will continue to scale back their salesforces, most experts agree that there will always be a need for personal, facetoface communica tion between pharma companies and their customers — and that pharma reps are the best means of establishing and strengthening these relationships. “I believe there are still great opportunities in pharma ceutical selling,” Mr. Hulse says. “This is a very rewarding job. Sales reps can make their mark while enjoying and feeling good about what they’re doing. I believe it’s probably one of the best vocations available, and I think that it will continue to be, even with all the changes going forward.” PHARMALINX LLC, publisher of the VIEW, welcomes comments about this article. Email us at [email protected]. Service, means a mix of services With the new service models being imple mented, best practices must include under standing what individual physicians are looking for and providing the right mix of services to meet those expectations. The focus on designing a sales and service mix around physicians’ needs is a very different way of approaching selling and building market share. Reps must now be trained, evaluated, and rewarded based on their ability to build and maintain quality customer relationships — and develop longterm brand commit ment. In addition, best practices for targeting must shift from simply identifying whom to engage to identifying how to engage them. Physician profiling and targeting must now be built on a clear picture of the physician’s potential, the strength of the physician’s rela tionship and commitment to the brand, and the set of activities and services that will grow brand commitment and prescribing by meeting the physician’s priorities. This new combination of potential relationship drivers will define the level and type of resource that is most productive for each target segment. Best practices under the new service model also must include new metrics to measure the growth of physician relationship. New metrics must be relationshiporientat ed, focusing on the strength and sustainabili ty of the bond between physicians and brands. These require indepth knowledge of physician expectations and brand commit ment levels. Andrew Brana, Senior Global Consultant, Sales Force Optimization,TNS Healthcare, and Jonathan Kay, P resident, U.S. Portfolio,TNS Healthcare For more information, please turn to page 18. An educated representative is the best communicator Education has always been an intrinsic part of the value that pharmaceutical representa tives impart. But with escalating public and media criticisms of the physician/representa tive relationship, the industry must take a col lective and proactive step in establishing deeper value and increased trust. Pharmaceutical companies have always invested a great deal of resources training representatives about productspecific infor mation, compliance, regulatory issues, and ethical conduct. But today’s healthcare landscape includes more sophisticated and complex pharmaceutical products. As a direct result, there are increasing expectations from physicians for pharmaceutical representa tives to be able to speak to the application of evidencebased medicine, disease man agement, therapeutic options, outcome measurements, and more. It is clear that the time is now for the industry to answer the demands and criti cisms with steppedup education that includes more indepth therapeutic knowl edge, a greater understanding of patient issues, and a deeper understanding of the business of healthcare. A voluntary industrywide learning stan dard with requisite coursework and creden tialing would publicly demonstrate the indus try’s commitment to keeping its representatives knowledgeable about critical issues. While this would require a real commit ment from our industry and from all of us individually, the value it would bring to healthcare would benefit generations to come. Scott Sauv, R.Ph., CMR, Executive Director, Client and Business Development, CMR Institute For more information, please turn to page 14. THE FORUM Insights From the Insiders PHARMAVOICEASKED SALES EXPERTSTO PROVIDETHEIR INSIGHTS ON BEST PRACTICESTO MANAGETHE CURRENT SALES LANDSCAPE. 0508 pvv forum proofs 4/30/08 12:34 PM Page 11
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