CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 1

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

CVS

CAREMARK

CVS Health

COMMERCIAL CLIENT SALES & GROWTH

TrueCost & Biosimilar

Sales Plan

Commercial Clients | 2026 Planning Horizon

TrueCost

Biosimilar strategy

Clinical + formulary

Client value + retention

88M

Caremark plan members,

Mar. 31, 2026

$402.1B

CVS Health 2025 revenue

81%

Lower launch list price for

Cordavis Hyrimoz vs.

Humira

2026

Commercial planning

horizon

Commercial proposition: combine transparent pharmacy economics, biosimilar adoption, clinical management and

integrated CVS Health capabilities to help employer and plan sponsors manage drug-cost growth.

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 2

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

01 Executive Sales Summary

CVS Caremark works with employers, unions and health plans to manage prescription drug costs through formulary

strategies, clinical programs, negotiated discounts, pharmacy networks and specialty pharmacy services. TrueCost adds a

pricing model built around the true net cost of prescription drugs with visibility into administrative fees.

2026 commercial sales priorities

• Lead with transparent, predictable pharmacy economics and a client-specific cost analysis.

• Use biosimilar strategy to demonstrate specialty-drug savings opportunities with clinical continuity.

• Build a quantified value case before proposal, including baseline spend, utilization, formulary assumptions and

implementation impact.

• Expand from pharmacy-benefit administration into relevant CVS Health capabilities where the client has a genuine need.

• Protect retention through measurable savings, member experience, clinical outcomes and proactive renewal planning.

Sales pillar

Commercial outcome

Evidence

TrueCost

Greater pricing clarity and predictable administration economics

Net-cost model + fee visibility

Biosimilars

Lower specialty-drug cost and expanded treatment choice

Formulary savings + adoption

Clinical programs

Appropriate utilization and member support

Engagement / outcomes

Integrated services

Broader account value where appropriate

Aetna / CVS ecosystem fit

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 3

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

02 TrueCost Commercial Value Proposition

CVS Caremark introduced TrueCost as a model that provides client pricing reflecting the true net cost of prescription drugs

while providing visibility into administrative fees. CVS said the model was designed to give clients flexibility in choosing a

pharmacy-benefit approach that fits their members and plan.

Sales architecture

Step

Account-team action

Client output

1. Baseline

Analyze current pharmacy spend, utilization, specialty mix and network

performance

Verified cost baseline

2. Reprice

Model net drug cost, administrative fees and benefit-design alternatives

Transparent economics

3. Compare

Show current model versus TrueCost alternatives under agreed

assumptions

Scenario comparison

4. Implement

Align formulary, member communications, network and operational

requirements

Implementation plan

5. Measure

Track realized savings, member impact and service performance

Quarterly value scorecard

Important commercial guardrail

The supplied reference describes a universal 100% rebate pass-through and flat PMPM structure. Public CVS materials reviewed here describe TrueCost as

true-net-cost pricing with visibility into administrative fees, but do not establish those supplied terms as universal for every client. Client-specific contract

economics should therefore be modeled account by account.

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 4

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

03 Biosimilar Conversion Engine

CVS Health says Cordavis, founded in 2023, works with manufacturers to co-produce FDA-approved biosimilars and other

pharmaceutical products. CVS Caremark, CVS Specialty and Cordavis are positioned together to support biosimilar

adoption and lower pharmacy costs.

Workstream

Sales motion

Proof point

Specialty spend analysis

Identify high-cost biologics, utilization and available biosimilar

alternatives

Baseline specialty spend

Formulary strategy

Model preferred biosimilar placement and transition timing

Projected savings

Member transition

Coordinate education, clinical therapy management and prescriber

support

Continuity + engagement

Cordavis pathway

Evaluate relevant Cordavis products and manufacturer arrangements

Net-cost opportunity

Post-launch tracking

Measure adoption, utilization, cost and member experience

Realized savings

Documented market example

CVS reports that Cordavis Hyrimoz launched with a list price 81% below Humira's then-current list price. CVS Caremark

also said it removed Humira from standard drug preference lists for major national commercial plans and instead preferred

lower-cost Humira biosimilars.

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 5

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

04 Commercial Client Segments & Buying Committee

Client segment

Primary concern

Key buyer / influencer

Fortune 500 employers

Total pharmacy spend, predictability, employee

experience

CHRO, CFO, benefits leader,

procurement

Labor / Taft-Hartley plans

Affordability, access, member communication

Trustees, plan administrator, consultant

Health plans

Network economics, formulary performance, specialty

trend

Payer executives, pharmacy leadership

Public / institutional

sponsors

Budget control, compliance, population needs

Benefits / procurement / finance

Large multi-site employers

Distributed workforce, specialty utilization, GLP-1 trend

Benefits, HR, finance, clinical

Discovery questions

• What is the current net pharmacy cost by therapeutic class?

• Where are specialty and biologic costs accelerating?

• How are biosimilars currently preferred and communicated?

• What level of pricing and fee transparency does procurement require?

• Which member-experience or clinical programs are critical to renewal?

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 6

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

05 GLP-1 & High-Cost Therapy Sales Motion

High-cost therapies require a clinically governed, benefit-specific approach. The commercial sales plan should quantify

utilization and cost exposure, then evaluate formulary, clinical-management and member-support options rather than

using a single universal coverage rule.

Planning layer

Account action

KPI

Population baseline

Measure eligible population, utilization and trend

Utilization trend

Benefit design

Model coverage criteria and member cost-sharing options

PMPM / spend

Clinical support

Coordinate appropriate care-management and lifestyle support

Engagement / adherence

Drug-cost strategy

Evaluate negotiated economics and alternative therapies where

clinically appropriate

Net drug cost

Value review

Report spend, outcomes and member experience to client leadership

Annualized savings

Commercial principle

The sales case should avoid promising a fixed savings percentage before reviewing the client's population, benefit design,

utilization and negotiated economics.

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 7

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

06 Vertical Ecosystem & Cross-Sell Strategy

CVS Health's integrated portfolio includes CVS Caremark, Aetna, CVS Pharmacy, CVS Specialty and other health services.

The sales opportunity is to connect capabilities when integration creates a demonstrable client or member benefit.

Entry relationship

Adjacent opportunity

Value narrative

Caremark PBM

Aetna commercial coverage

Coordinate pharmacy and medical-benefit management

Caremark PBM

CVS Specialty

Specialty therapy support and biosimilar transition

Aetna

CVS Pharmacy / MinuteClinic

Access and connected care touchpoints

Specialty pharmacy

Clinical management

Member support and adherence

Cross-sell governance

Each attachment should have a defined customer need, accountable owner, implementation path and measurable

outcome. Integration should strengthen the account rather than turn the sales conversation into a bundle of unrelated

products.

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 8

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

07 Commercial Field Execution Model

Spend analysis

Value case

Solution design

Contract

Adoption

Renewal

Stage

Field activity

Required output

Cost analysis

Analyze claims, drug mix, utilization and contract economics

Client baseline

Savings case

Quantify TrueCost and biosimilar scenarios

Business case

Clinical review

Validate formulary and transition assumptions with clinical teams

Clinical pathway

Proposal

Present transparent pricing, implementation and governance

Commercial proposal

Implementation

Coordinate eligibility, formulary, communications and member support

Launch readiness

Value review

Track savings, adoption, experience and trend

Quarterly scorecard

Renewal

Use realized value and next-year opportunities to build renewal

Renewal + expansion plan

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 9

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

08 Enterprise Opportunity Pipeline

Account

Industry

Need

Solution

Stage

Value

Next action

Enterprise A

Manufacturing

Specialty spend

TrueCost + biosimilars

Discovery

$XXM

Spend review

Enterprise B

Technology

Pricing transparency

TrueCost

Proposal

$XXM

Contract review

Enterprise C

Healthcare

Biologic trend

Cordavis / formulary

Qualified

$XXM

Clinical workshop

Enterprise D

Retail

GLP-1 trend

Clinical + benefit design

Negotiation

$XXM

Executive review

Pipeline fields

Account • client type • covered lives • current PBM • drug-spend baseline • specialty share • biosimilar opportunity •

solution • stage • expected close • ACV • implementation date • owner • next action

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 10

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

09 KPIs, Forecast & Client Value

KPI

Definition

Cadence

Purpose

Qualified opportunities

Commercial opportunities meeting agreed qualification

Weekly

Pipeline health

Pipeline value

Expected contract value by close period

Weekly

Coverage

Win rate

Closed-won / qualified opportunities

Monthly

Forecast

New business

New annualized contract value

Monthly

Growth

Biosimilar adoption

Share of eligible utilization using preferred biosimilars

Monthly

Savings

Drug-cost savings

Realized client savings against baseline

Quarterly

Client value

TrueCost adoption

Eligible clients using the model

Quarterly

Portfolio mix

Retention

Renewed commercial accounts

Quarterly

Installed base

Forecast vs. actual

Booked value compared with approved plan

Monthly

Variance control

Target-setting guardrail

The supplied reference proposes $5–$7 billion net-new ACV, 90%+ biosimilar conversion and 97–99% retention. These figures were not treated as verified

CVS corporate targets. They are better represented as configurable portfolio-level planning fields unless supported by an account-specific or public CVS

source.

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients — page 11

CVS CAREMARK | TRUECOST & BIOSIMILAR COMMERCIAL SALES PLAN

10 2026 Commercial Sales Action Plan

Priority

Action

Team

Timeline

KPI

Enterprise acquisition

Identify employers, unions and health plans with high specialty spend

or demand for pricing clarity

Sales

Qualified

accounts

TrueCost expansion

Build client-specific net-cost scenarios and administrative-fee

transparency cases

Caremark Sales

Q1–Q2

TrueCost pipeline

Biosimilar growth

Prioritize eligible biologic categories and build transition business

cases

Clinical + Sales

Q1–Q3

Biosimilar

adoption

Client value

Launch quarterly savings and member-experience scorecards

Account Team

Q2–Q4

Realized savings

Ecosystem expansion

Identify relevant Aetna, CVS Specialty and CVS Health service

opportunities

Enterprise Team

Q2–Q4

Expansion

pipeline

Retention

Begin renewal planning using realized savings, service metrics and

next-year opportunities

Account Team

Q3–Q4

Retention

Operating cadence

Weekly

Pipeline movement, qualification, blockers and next actions

Monthly

New business, TrueCost opportunities, biosimilar pipeline and forecast

Quarterly

Client savings, member experience, retention risk and expansion whitespace

Annual

Formulary strategy, portfolio economics, segment priorities and next-year growth plan

Commercial sales logic: Client Spend → Transparent Cost Analysis → Biosimilar / Clinical Opportunity → TrueCost Proposal →

Contract → Adoption → Measured Savings → Renewal → Expansion

CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients

Prompt to Clone This CVS Caremark TrueCost & Biosimilar Sales Plan for Commercial Clients

Apply this example's core structure, strategic pacing, and structural hierarchy directly to your own topic.

What are you generating today?