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Leveraging our Technology and Teams

Leveraging our Technology and Teams. Corporate Accounts Playbook. HRS 2008: STJ CRM/AF Synergy Continues. Managing a Complex Marketplace. Physicians – Identify product selection via their own unique preferences. Manage their patients and their risk.

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Leveraging our Technology and Teams

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  1. Leveraging our Technology and Teams Corporate AccountsPlaybook

  2. HRS 2008: STJ CRM/AF Synergy Continues

  3. Managing a Complex Marketplace • Physicians – Identify product selection via their own unique preferences. Manage their patients and their risk. • Patients – Benefit directly from the therapy their physicians prescribe and implant. Manage their disease. • Hospitals – Pay for the products often with little, to no, say in how products are indicated or acquired. Manage their budget. • Payors – Reimburse for the products/procedures. Manage their cost. We sell to our primary customer, the physician, who does not pay for our products.

  4. Live 3D transesophageal echoWith iE33 xMATRIX edition updates • More informed valvular procedures • Surgeons can obtain even better views of the heart with Live Volume, & perform quantification that aids decisions about valve procedures • • During surgery, anesthesiologists can use Live 3D TEE to perform analysis & assess outcomes • • Surgeons can evaluate blood flow with Live 3D Color before closing and make any repairs necessary. • • In the cath lab, increased visualization of structures and accurate, fast quantification enhances patient care. • • When patients are ready for follow-up, cardiologists have clear, accurate images and quantitative data from procedures to help with care planning.

  5. Philips Ultrasound - 3 Systems to Leverage

  6. Managing Patients with Valve DisordersA Triumvirate of Care CV Surgeon Technology Hospital

  7. Resource Allocation – Creating Brand Preference! CV Surgeon Competitive CSD/CRM Hospital

  8. AMS – The Opportunity • Example: Current Account Status: • Hospital implants 2 Tissue Valves per Qtr • STJ enjoys 20% ICD and pacer share; MDT owns the remaining share • Surgeon wants advanced 3D TEE technology and account has budgeted Zero Dollars for this year • STJ can develop capital acquisition offers • The capital sales cycle begins…however…there is one common denominator here!

  9. Your CV Suregon+ Your Hospital + You = Win/Win/Win! • By coordinating our SJM Valve messaging, products, and contracting opportunities, St Jude Medical enjoys a unique competitive advantage in the marketplace: • Surgeons/Anesthesia have access to the best Tissue Valve, and TEE on the market • Hospitals can secure capital equipment, equipment upgrades and warranty’s, without accessing their capital budget • CSD representatives and possibly your CRM/AF Rep both secure incremental business • St Jude Medical creates a footprint in the account for future growth and limits access to competitors

  10. Mechanics – The Small Print • Account commits to purchase Tissue Valves and other CSD Producst for THREE years • In exchange, STJ will provide a combination of Either New system, and/or software/hardware upgrade to Phillips TEE • TEE system must ship at beginning of program • CSD revenue is recognized upon shipment of CSD products during the terms of the program • TEE capital revenue is recognized in quarterly increments per the term of the agreement, i.e. each quarter during term • Upon meeting the quarterly commitment, a portion of the CSD revenue is transferred to Phillips to pay for the cost of the TEE System, etc.

  11. Arrhythmia Management StrategyAF/CRM Revenue Impact Through Q3 2008, our 22 current leveraged EnSite customers represent annualized AF/CRM revenue growth of 63%. An obvious competitive advantage. * Note: Current 12 revenue annualized from agreement start date

  12. Capital Alternative Program (CAP): Based on STJ Incremental Purchases • Standard Program Example (Three Year Term): • $140k iE33 xMATRIX Upgrade Price • $50k/Yr Account STJ Purchases CSD • $140k x 5 (Return Ratio) = $700k Incremental Purchases • $700k (Incremental) + $150k (3 Yr. Baseline) = $850K • $850 /12 Quarters = $71,000k/Quarter Purchase Requirement for 12 Qtrs of CSD Products, Tissue Valve, Repair, • $140k/12Quarters = $11,666/Quarter Rebate Applied to iE33 Price Confidential – For Internal Use Only. Do Not Distribute

  13. AMS – Current Scenario CSD Sales Only The common denominator is St Jude Medical! • 8 Additional/QTR AT , 5000.00= 40,000 • = • 8 Epic Valves @5,000-40,000/QTR • EnSite System:$TtTEE IE33 • Combined STJ CSD/qtr ~$80,000 (need 71 K per qtr • 12 Qtr Commitment: 852,000 Meets Committment

  14. Capital Alternative Program (CAP): Based on STJ Incremental CSD Purchases • Standard Program Example (Three Year Term): • $309k iE33 xMATRIX New System Price • $50k/Yr Account STJ Purchases CSD • $309k x 5 (Return Ratio) = $1,545M Incremental Purchases • $1,545k (Incremental) + $150k (3 Yr. Baseline) = 1,695,000M • $1,695,000/12 Quarters = $141,250/Quarter Purchase Requirement for 12 Qtrs of CSD Products, Tissue Valve, Repair, • $390k/12Quarters = $32,500/Quarter Rebate Applied to iE33 Price Confidential – For Internal Use Only. Do Not Distribute

  15. AMS – Current Scenario Combined CSD/CRM Devices for TEE The common denominator is St Jude Medical! • 8STJ HV/QTR AT 17000 • =136,000 • 4 Epic Valves @5,000-20,000/QTR • EnSite System:$TtTEE IE33 • Combined STJ CRM /CSD Qtr ~$156,000 • : 12 Qtrs: 1,872,000.00 Exceeds

  16. AMS Agreements – Coordinated Team Selling

  17. One Account Two Accounts Three Accounts One Account Two Accounts Three Accounts EnSite/CRM Leverage Agreements: 53

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