MEDICINMANACG seminar, Pharmaceutical Marketing in the New Age, to help Indian Pharma find solutions...

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PHARMA MARKETING & THE REINVENTION OF THE PHARMA COMPANY

Pharmaceutical marketing has always been chal-lenging. Not being able to reach the final consum-er makes it slightly complicated to create brand

equity and customer loyalty in the true sense of the word. Since doctors are the key decision makers on behalf of their patients, the craft is often informally referred to as ‘gate-keeper’ marketing.

Pharma marketing has got more challenging in the last few decades as new medicines are only a marginal im-provement over the ones that are already available. Still, those efforts were handsomely rewarded so long as healthcare spending remained unchecked. However, more recently, winds of change have swept over the in-

dustry bringing in a more austere budget environment. Customer willingness to pay large sums for minute bene-fits is diminishing in the western world, while in self-pay markets such as India, access trumps marketing savvy as the driver of sales due to price caps being enforced.

Several other equally important trends, including the growing power of the patient, the role of digital technolo-gy, and the potential for new ways to speed the transition from factory to pharmacy have complicated the status quo for the industry. And then you have the headwinds created by the Indian government, the US-FDA and the NPPA. In this new age, we need to be thinking hard about how marketing must be redefined to remain relevant.

Salil Kallianpur

Salil Kallianpur | Pharma Marketing & the Reinvention of the Pharma Company

Trickling productivity of global R&D pipelines and the recent clampdown on irrational fixed dose com-binations means fewer new products to launch. Enforcement of INN (generic name) prescriptions only means dilution of brand equity. Tighter price control puts the brakes on growth via price increas-es. The rise of activism by health journalists and the formation of patient groups – though very nascent – means greater social accountability. As you can see, science, social policy, and economics are all leading us fundamentally in the same direction—toward a new way of thinking about the drug-val-ue proposition.

“Marketing 2.0” in the pharmaceutical industry is no longer about just saying that our product is dif-ferent and hoping customers will see it that way. It’s very much about making it so—and then about finding our way to engage customers in a “conver-sation” that helps create the value rather than just promoting it through armies of medical represen-tatives. We need to develop new, end-to-end pro-cesses that shape our relationships with physicians, payers, patients and care-givers.

So, what must pharma marketers today do differ-ently in the new age? The single most important change requires a transformation that replaces the traditional “product-focused” marketing with a “customer-focused” model. Customer focus is something that is much talked about but is chal-lenging to adopt and execute with consistency. To walk that walk, companies, need to be rethinking not only about how they go to market, but also about how they are organized to differentiate their products in a highly cluttered and hypercompeti-tive market like India.

In a product-focused marketing model, everything is about you— what your product does and how it suits you to deliver your product and your message. In a customer-focused marketing model, one takes a hard look at what customers want and need, assimi-lates the information, and then looks closely at one’s own way of operating through that customer lens.

2 | MedicinMan March 2018

““Marketing 2.0” in the pharma industry is no longer about just saying that our product is different and hoping customers will see it that way. It’s very much about making it so...

Salil Kallianpur | Pharma Marketing & the Reinvention of the Pharma Company

Customer-focused marketing is not just about looking for points of existing alignment or trying to change the customer, so he fits in your world, which has been the defining modus operandi of traditional product-focused marketing.

Are pharma companies properly structured and situated to design these holistic solutions, or do they need to focus on designing the “plug-in” tech-nologies that support broader health initiatives? Is the pharmaceutical company of the future an Am-azon that creates new business models or an Intel that powers them?

Technology as we all know, is barely the answer. A new business model and a fresh mindset is. As an industry, are we willing to broaden our innovation mandate and make it our business, literally, to scan the environment for disruptive technologies that restructure various aspects of healthcare delivery. Do we think it is our responsibility to provide bet-ter solutions to our customers that are ‘beyond the pill’?

This puts the onus on pharmaceutical companies at the highest level of management to bring in a new way of thinking and behaving. What does the industry need to do for the next quantum leap? It is quite likely to require the reinvention of the phar-maceutical company. Whatever enabling technol-ogies drive that reinvention, we should know that delivery of enhanced customer experience will be both the driver and the measure of success. How well are we prepared for it? M


“What does the industry need to do for the next quantum leap? It is quite likely to require the reinvention of the pharmaceutical company.

Salil Kallianpur is Partner and Co-Founder at The Digi-tal Transformation Lab. He is a pharma veteran having worked with industry leaders like No-vartis, Pfizer and GSK.

Pharmaceutical Marketing in the New AgeAn event for Sales and Marketing Decision-makersTuesday, April 24 | The Leela, Mumbai

AGENDA

About ACG: ACG is the only supplier in the world offering integrated manufacturing solutions for the pharmaceutical industry. Our diverse product range of capsules, films & foils, engineering and inspection systems not just meet but exceed the demands of the pharmaceutical industry. We are absolutely committed to just one goal: offering everything required for efficient manufacturing of capsules and tablets.We have been doing this for over 50 years, in more than 100 countries. Our customer-centric approach has won us many loyal, satisfied customers and partners.

NEW AGE PHARMA BUSINESS MODELAmidst domestic and global regulatory headwinds, the industry finds itself cornered by aggressive competition. Must Indian Pharma resort to radical changes to restore the precarious equilibrium between the ever-battling yin and yang that are the Regulatory and the Customer?

CUSTOMER ACQUISITION OR RETENTION?The notion that customer experience matters in pharma is old news. Yet pharma is rated among the least customer-friendly industries. Does pharma focus too less on retaining customers and too much on acquiring new ones?

DIGITAL ADOPTIONWhat is the Role of Top Management: Intent, Content, Strategy and Skills for Digital Adoption?

BRAND LIFECYCLE MANAGEMENTDrugs are unique products and must be treated so. Do pharma executives understand and practice optimizing the lifetime of a drug to keep the uniqueness of the drug alive?

Complete agenda to be released soon. Contact [email protected] | 968-680-2244

in partnership with

MEDICINMAN

Pharmaceutical Marketing in the New AgeAn event for Sales and Marketing Decision-makersTuesday, April 24 | The Leela, Mumbai

in partnership with

MEDICINMAN

CONTENTS

Our mission is to collectively improve the pharma sales and marketing ecosystem - leading to better relationships with doctors and better outcomes for patients.

MedicinMan Volume 8 Issue 3 | March 2018

Editor and PublisherAnup Soans

Chief MentorK. Hariram

Executive EditorSalil Kallianpur

Editorial BoardProf. Vivek Hattangadi; Deep Bhandari; Hanno Wolfram; Renie McClay

Letters to the Editor: [email protected]

1. Pharma Marketing & the Reinvention of the Pharma Company ..............................................1

Digitization and shifting customer expectations are redefining the traditional role of a pharma company - how can marketing keep pace?

Salil Kallianpur

2. 5 Minute Guide to Professional Sales Management in in the Digital Age .......................8

A quick reminder on what it takes to succeed in the age of shrinking in-clinic time and expanding information sources

Anirudha Sengupta

3. Market Segmentation for the Digital Age .11

The wealth of information contained in the digital footprint of customers, means that segmentation is no longer simply about age, gender and a few interests

Vivek Hattangadi

4. Book Review: Catalyst by Chandramouli Venkatesan ......................................................15

A career growth manual that emphasizes professional growth as an outcome of “real individual growth”

Rajeev Kumar

5. AIOCD Market Highlights ...........................17

Market highlights for the month of February 2018

Ameesh Masurekar


Connect with Anup on LinkedIn | Facebook | Twitter

Anup Soans is an L&D Facilitator, Author, Pharma Consultant.

muckrack.com/anupsoans/articles

Meet the editor


PHOTO FEATURE: YUVA PRERANA

Medical Reps are facing an existential crisis given the far-reaching changes in the healthcare marketplace and yet their role is critical to the success of pharma business. They perform much more than meeting doctors and promoting products to HCPs. They are virtually the Simply Indispensable Individuals (SIIs) of their territory – given the variety of functions they perform from market research to supply chain management. Without this vital last-mile link, pharma industry’s strategies simply fall flat.

For most young graduates, the job of a Medical Rep is the entry point to a career in the life sciences sector. Yet, their task has become more and more difficult given the ever increasing number of pharmaceutical companies and their multiple divisions. Naturally, many Medical Reps are dispirited, given that most of their time is spent waiting for busy doctors and disinterested chemist store owners.

Against this background, Dr. Padmanabh Kamath, an alumnus of CMC Vellore, practicing as an interventional cardiologist in Mangalore decided to do something positive but a completely contrarian act of recognizing and rewarding Medical Reps for their talents, perseverance and service. This little gesture of kindness held in an austere program without any sponsors, took the pharma industry by complete surprise and gratitude.

Thanks to the power of Social Media, the gesture has gone viral and has a potential to re-engineer the profession of Medical Reps. in fact, the pharmaceutical business itself needs to be reinvented to be relevant in the New Age and the role of Medical Reps made more contemporary.

Dr. Padmanabh Kamath had the empathy and imagination to turn around a seemingly


impossible task to a very doable one. Dr. Padmanabh Kamath is the new hero for Medical Reps. MedicinMan will be glad to further this and other activities that build the social capital of Medical Reps in association with KOLs and healthcare industry leaders.

Want to know more? Be there, at The Leela, Mumbai on Tuesday, 24th April 2018 for the ACG seminar, Pharmaceutical Marketing in the New Age, to help Indian Pharma find solutions to the VUCA – Volatile, Uncertain, Complex and Ambiguous challenges it faces with Vision, Understanding, Clarity and Agility.

This is an exclusive event for senior pharma marketing professionals from the level of BU Heads to VPs, President and CEOs. Eminent speakers including CEOs of domestic and MNC pharma will share their experiences, insights and ideas to transform and prepare healthcare to meet the challenges of 21st Century. For more information, write to [email protected] or call 9-68-68-0-22-44.

The MedicinMan team that gave Indian Pharma, BrandStorm, CEO Roundtable on Field Force Excellence, DigiStorm, Creating a Winning Sales Organization, is putting together yet another memorable learning event.


Indian pharmaceutical market is bubbling with new players and large field forces because of recent mergers and acquisitions. There is intense leverag-

ing of all avenues for promotions to ensure consistent growth. Consequently, the hurdles faced by the field force has increased in magnitude and scope. These can be addressed by adopting “phygital” and a profes-sional approach to sales management

In-clinic interaction: Due to an increasing number of medical reps, in-clin-ic interaction in most cases, is restricted to “brand re-minders” only. Doctors are overloaded with such re-quests and are unable to remember and recall due to poor brand engagement.

After the first few calls, doctors do not pay much at-tention to medical reps. Therefore, careful planning is needed to make each call at the time best suited to gain the doctor’s full attention and interest through contextual precall and post call engagement - a com-bination of physical and digital - “phygital” interaction.

Phygital is the ideal way to build a link between con-secutive calls by providing doctors with relevant refer-ences and case studies and carefully listening to their feedback to include the same in the follow-up actions - completing the engagement through multi-channel loop.

5 MINUTE GUIDE TO PROFESSIONAL SALES MANAGEMENT IN IN THE DIGITAL AGE

Anirudha Sengupta

A quick reminder on what it takes to succeed in the age of shrinking in-clinic time and expanding information sources

Anirudha Sengupta | 5 Minute Guide to Professional Sales Management in in the Digital Age

Other strategies for more effective in-clinic time include:

Ø Better and contemporary training of field force to use the latest research in customer behav-ior for productive engagement, especially im-proving verbal and non-verbal skills of Medical Reps.

Ø Discussing multiple products may be restrict-ed to GP calls and not with specialists, unless a clear and logical connect to use more than one product is in the interest of doctors and their patients. This requires a clear understanding and mapping of patient journey from symp-toms to seeking medical care and compliance/non adherence.

Ø Different therapy areas have different patient journeys and the field force needs to be made aware of not just meeting customer (doctor) needs but understanding consumers (pa-tients).

Ø Discover more effective ways of RCPA to un-derstand doctor preferences and behavior and competitor’s approach.

Sales Management: Dumping of stocks to meet the numbers at the month end and waiting for the next closing is a high pressure and unsustainable strategy, result-ing in high attrition among the field force. High attrition leads to poor territory knowledge, poor relationship with customers and becomes a vicious cycle of coping with under-performing territories.

There is a need for training field sales managers in the art and science of professional sales manage-ment and sales targets have to designed with long term brand building and relationship perspective and not month-on-month managing sales by hook or crook.


“After the first few calls, doctors do not pay much attention to medical reps. Therefore, careful planning is needed to make each call at the time best suited to gain the doctor’s full attention and interest through contextual precall and post call engagement - a combination of physical and digital - “phygital” interaction.

Anirudha Sengupta | 5 Minute Guide to Professional Sales Management in in the Digital Age

Key strategies include:

Ø Better management of the distribution net-work to ensure optimum coverage of the territory by designated distributors - a clear mapping of distributor -> retailer -> prescrib-er pathways. This should not be difficult given today’s technology to monitor the movement of goods from company to end users. in case of inter-territory movement of goods these should to addressed by second-line managers.

Ø Better retail management skills for Medical Reps and FLMs. Retailer management is a spe-cialised skill and having a dedicated team with specific retail management competence to en-sure free availability must be explored.

Retailer/pharmacist/paramedic engagement pro-grams can not only enable better territory man-agement and prevent brand substitution but will provide insights that are necessary to plug-in loop-holes in the distribution chain and make it more dynamic and effective. The objective should be optimum stocking - not overstocking and tying up the scarce resource of retailers or under-stocking leading loss of sales and customer dissatisfaction. M


“Coming back to where I started, there is a dire need to help managers understand their ROLE, and provide clarity in terms of their responsibilities, relationships and contributions, clearly connecting these to their day-to-day work.

Anirudha Sengupta is a senior sales professional with three decades of field sales experience


Market segmentation is a natural result of vast differences in people.” I love this one from Donald Norman, an expert in cognitive sci-

ences! A simple way to convey the benefits of segmen-tation.

Segmentation is a fundamental concept in marketing. Traditional ways of segmentation are still being used by Indian pharma companies, with emphasis on de-mographics, gender, age, and so on.

But what is really required in the Digital Era is super-fo-cused segmentation! And this is what ‘Need-Based Segmentation’ is all about.

‘Need-Based Segmentation’ is also referred to as ‘Bene-fits-Based Segmentation’. It is a far superior alternative to traditional segmentation. It is a novel approach be-cause it is customized and highly focused. Since ‘Need-Based Segmentation’ is so laser-focused, it helps the brand manager to get to the heart of the physician’s needs.

Let me say upfront, ‘Need-Based Segmentation’ is rel-evant only when Digital Marketing is baked into the DNA of your organization. It is neither for the tradition-alists nor for the laggards.

‘Need-Based Segmentation’ helps a brand manager to customize and clearly differentiate his brand from competition. This apart, it helps her to maximize limit-ed marketing resources.

MARKET SEGMENTATION FOR THE DIGITAL AGEThe wealth of information contained in the digital footprint of customers, means that segmentation is no longer simply about age, gender and a few interests

Vivek Hattangadi

Vivek Hattangadi | Market Segmentation for the Digital Age

How focused can segmentation possibly get?

On the morning of 3rd January 2018, I visited Google.com.

The Google-Doodle of the day were a few burning candles and I wondered what it was.

I clicked on it and suddenly a message flashed – “Hap-py Birthday Vivek!”

Of the close to two billion users, if Google is able to identify an obscure person like me and wish me on my birthday, can you not identify the needs of a physician and customize your messages to him?

This is the basis of ‘Need-Based Segmentation’.

The reason why archaic segmentation fundas are in the graveyard zone is now clear! The broader the segmentation, the narrower will be the differenti-ation. Traditional segmentation and the commu-nication which follows will then be probably per-ceived as that of a commodity. Worse, it may even look like that of a competitor.

And since focus is the basis of any solid marketing strategy, ‘Need-Based Segmentation’ can deliver the customized needs of physicians more effective-ly vis-à-vis competition.

When the physician perceives the message as ‘Need-Based’ he may ultimately say: “Hurrah! It meets my needs! It meets my needs!” and be exhil-arated (Just like me when I received the birthday message from Google).

The bottom line - ‘Need-Based Segmentation’ can help you to win the mind and heart of the physi-cian!

Having said this, it still requires you to know how to reach the individual physician to win his heart and mind.

Can this happen through the print media currently used by the field-force? Obviously not! Social me-dia is therefore a useful option for the application of ‘needs-based segmentation’. Using Twitter, Ins-tagram, LinkedIn or creating a Facebook Page can always be considered.


“Let me say upfront, ‘Need-Based Segmentation’ is relevant only when Digital Marketing is baked into the DNA of your organization. It is neither for the traditionalists nor for the laggards.


Docplexus, often dubbed as the Facebook for phy-sicians, should not be missed out for watching the comments from physicians. What’s more, it is com-pletely made-in-India, for India!

For example, on a Facebook Page or Docplexus, you can examine the responses of the physicians to your original message. These can be analysed, and future messages customized accordingly. But how do you analyse the enormous data that is available and then design customized messages? How do you measure the effectiveness of your custom-ized messages? If you can’t do that analysis, ‘Need-Based Segmentation’ may not be a useful activity.


Just consider the voluminous task ahead if this has to be done manually.

Fortunately, through high powered text analytics, it is now possible to segment a physician’s per-ceptions expressed online and target your specific communication.

Text analytics works by examining the text that was written and the responses from physicians to your messages. It can throw up patterns and topics of interest, and then take practical action based on what is learnt. Text analytics software has been cre-ated that uses text mining.

“Through high powered text analytics, it is now possible to segment a physician’s perceptions expressed online and target your specific communication.


Buffer and CoSchedule are two such software avail-able for text analytics. Another great tool as evalu-ated by an actual user in the industry is Campaign-Chain.

Incidentally transferring the contents of print me-dia into a Tab or Ipad with sound, some animations or gimmicks is not really e-detailing. Recall my arti-cle ‘Who Moved My Visual Aid’ in the February 2018 issue of MedicinMan. M


Vivek Hattangadi is a Consultant in Pharma Brand Management and Sales Training at The En-ablers. He is also visiting faculty at CIPM Calcutta (Vidyasagar University) for their MBA course in

Pharmaceutical [email protected]

Setting my aversion to self-help books aside, I picked up Catalyst because it was recommend-ed and gifted to me by one of my mentors. 50

pages in, I was furiously taking notes, highlighting passages and vigorously nodding my head. Finally, a book that tells you how to think about your career and provides mental models to decide which paths to take and which ones to avoid on a long journey of 40 years.

Chandramouli Venkatesan’s basic premise is that we must deserve the success that we want in our lives. Career growth is a function of “real individual growth” only. All our energy should be put behind working on ourselves, to deserve the desired career growth. Ob-sessing too much about career growth itself, which is an end, will result in nothing more than anxiety and disappointment.

He then puts forth invaluable, practical lessons on how to catalyze our “real individual growth.” Each page is filled with wisdom drawn from his own enviable career and the career of people around him.

Rajeev Kumar

A career growth manual that emphasizes professional growth as an outcome of “real individual growth”

BOOK REVIEW


Book Review: Catalyst by Chandramouli Venkatesan | Rajeev Kumar

The first part of the book discusses how to make the most of the time spent at work, how to look for maximum learning opportunities and how to in-crease productivity as the job becomes more com-plex. There are several helpful mental models in this section. For example “Output=Experience*Pro-ductivity” tells us why very capable people fail when they rise higher in the corporate ladder. Sim-ilarly, Target-Measure-Review-Reflect tells us how to make sure time spent at work turns into expe-rience.

My favorite section of the book is where he dis-cusses the importance of having a long-term view about your career. A brand-new perspective for me was that success matters in the 2nd half of your career. People having similar qualifications and capability achieve similar results in the 1st half of their careers; the real difference comes in the sec-ond half. The second half is more competitive and success is hard. The first half of your career should be devoted fully to build the foundations for the second half. All career decisions you take should be with this fact in mind and not the pay, designation, etc that the next opportunity offers.

Sometimes the present looks tough- you have a bad boss, you just had a terrible quarter, you are not getting along well with a co-worker. It is im-portant to have a mentor to guide you during these cloudy times to show you the right path. A career is a marathon and there will be bumps along the way. If you are still able to learn, or as Chandramou-li calls it “adding to the algorithm of experience”, you should put all short-term considerations aside.

I enjoyed reading Catalyst and picked up a lot of important principles. This book should be part of all induction programs and especially for young trainees who start their careers after finishing their engineering, MBA, etc. I recommend it to all my pharma colleagues. If you are young, you will learn how to design a successful career. If you are a se-nior leader, you will learn how to show your subor-dinates the path for individual growth. M


Rajeev Kumar is a Re-gional Sales Manager at GSK

Twitter: @rk_health

Email: [email protected]


Highlights

1. IPM showed a growth of 7.1% and sales worth INR 9754 Cr. The growth has slowed down as compared to January 2018.

2. The Apr 2017 to Feb 2018 growth for IPM is 5.4%.

3. Anti-infective segment is showing very good growth at 9%, while Dermatology has slowed down to 5.5%. Respiratory showed healthy double digit growth of 21%.

4. Gastro Intestinal has shown a positive turn-around this month and is growing at 7.3% while Vitamins are also showing at positive growth of 3.6%.

5. Anti-diabetic posted a single digit growth of 9.1%.

6. Cardio segment has posted single digit growth of 5.9%, CNS grew at 5.4%.

7. Only Derma at 10.4% and Anti-diabetic at 12% are showing a double digit growth in the period of Apr 2017 to Feb 2018 in the top 10 segments.

8. The Growth Drivers (GD) are 5.6% in Volumes, (-1.1 %) in price Increase and 2.6% in New Introductions (Nis). Volumes have posted a positive growth. However, price component is dragging down the market.

INDIAN PHARMA HIGHLIGHTS FOR FEBRUARY 2018

AIOCD AWACS

Market highlights for the month of February 2018 brought to you by AIOCD AWACS

AIOCD AWACS | Pharma Highlights

9. Impact of FDC - FDC related market showed growth of 21.7% while the Non FDC market showed a growth of 7.6%. Single molecules grew at 6.2%.

10. MNCs grew at 9.2% and domestic compa-nies at a slower rate of 6.6%.

Top 150 Ranked Companies in IPM: Growth rates:

Ø In the Top 10 ranks, Lupin grew at 15% fol-lowed by Abbott at 12.5% and Alkem at 12.2%.

Ø In the Top 11-20 ranks, Intas grew at 15.2% followed by Dr.Reddy’s at 14.4% and Aristo at 11.9%.

Ø In the Top 21-30 ranks, MSD grew at 25.5% followed by FDC 9.7% and Alembic at 6.5%.

Ø In the Top 31-40 ranks, Hetero grew at 30.1% followed by Franco at 20.9% and JB Chemicals 13.7%.

Ø In the Top 41-50 ranks Allergan grew at 26.6 % followed by Medley at 18.6% and Win-Medicare at 14.6%.

Ø In the Top 51-60 ranks, Biocon grew at 20.6 % followed by Boehringer Ingelheim at 17.9% and Bayer Zydus at 15.5%

Ø In the Top 61-70 ranks, Danone grew at 27.9% followed by Lincoln at 19% and Shreya Lifesciences at 17.6 %.

Ø In the Top 71-80 ranks, East India is grow-ing at 36.2 % followed by Koye at 33% and Modi Mundi at 29.8%.

Ø In the Top 81 -90 ranks, Leeford Healthcare grew at 50.9% followed by Eli Lilly at 49.8% and by Walter Bushnell at 25.8%.

Ø In the Top 91 -100 ranks Mylan grew at 61% followed by Piramal HC at 38.7% and Unison at 21.6%

Ø In the Top 101 -150 ranks, the fastest grow-ing companies are: United Biotech, The-mis Medicare, Neon, Talent, Strassenburg, Paviour, Ferring, MSN, Anglo French, BMS, Group, Menarini, Bennet, Lekar, Reckit Benckinser, Ceylon, Khandelwal, Saffron,-Seagull, Glowderma, Meridian Entod, KLM Pharma, Psychotropics and Tas Med.



Therapy Areas:

Ø 17 therapy areas showed a positive growth.

Ø Respiratory posted a double growth of 21%, Gastro Intestinal at 7.3% and Pain and Analgesic showed growth of 3.7%

Ø Anti-diabetic market is growing at 9.1%, Cardiac at 5.9%, Neuro/CNS at 5.4%.

Ø Anti-Malarial is stagnant at 0.6% and VMS grew at 3.6%.

Ø Derma grew at 5.5%.

Regional Dynamics:

Ø 28 regions posted positive growth.

Ø Haryana market grew the highest at 20.8 % followed by South Rajasthan at 16.31% and North Karnataka at 14.63%.

Molecules:

Ø Amoxycillin + Clavulanic Acid market showed a recovery at 13.5%, Glimepiride + Metformin Market showed a single digit growth of 2.4%.

Ø Glimepiride + Metformin was pegged at 163.9 Cr and Amoxycillin + Clavulanic Acid Market pegged at 171.7 Cr.

Ø Azilsartan plain market is now valued at 62.7 Cr on MAT basis. Sofosbuvir and its combination market has reached INR 599.7 Cr on MAT basis.

Ø Luliconazole market is worth 255.4 Cr on MAT basis. Tenegliptin and its combina-tions have crossed 627.3 Cr mark on MAT basis.

Ø Paracetamol plain is growing at 10.9% on monthly basis, Atorvastatin is declining at (-4.2%). Probiotic Microbes showed a double digit growth of 15%, Pantoprazole plain has posted a growth of 3.9%, Mon-telukast + Levocetrizine grew at a double digit rate of 20.7%, Voglibose + Metformin + Glimepiride has posted a double digit growth of 12.8%, Plain Azithromycin is showed a monthly growth of 15.3%.

Brands:

Ø Mixtard leads with 36 Cr followed by Gly-comet GP at 34. Cr, Spasmoproxyvon Plus at 38 Crs, Lantus at 32 Cr and Galvus Met at 32 Cr and Liv 52 27 Cr and Janumet at 30 Cr.



Ø Brands that gained ranks on MAT basis include Clavam (+1), Cilacar (+24), Udiliv (+15), Ultracet (+3), Duolin, (+22), Gluco-norm G (+9), Betnovate N (+18), Allegra (+21), Synflorix (+5), Ecosprin AV (+12), Duphaston (+7),Pan D (+5), Istamet (+2), Thyronorm (+17) and Sinarest (+10).

Recent New Launch Molecule Performance:

Ø Azilsartan and combinations are now val-ued at 64.1 Cr there are 46 brands already launched, with Zilarbi (Emcure*) leading followed by Aztric (Intas) and Abel (Lupin).

Ø Luliconazole segment is worth 255.4 Cr on MAT basis there are already 45 brands.

Ø Benidipine molecule and its combinations are now valued at 20.8 Cr on MAT Basis with Inzit (Eris) leading followed by Beni-towa (Akumentis) and Benipack (Koye).

Ø Acotiamide molecule is now valued at 43 Cr on MAT Basis with Acogut (Lupin) lead-ing followed by Actapro (Sun*) & Acotrust (DRL).

Ø Dulaglutide launched under the brand name Trulicity by Eli Lilly is now valued at 21 Cr.

New Launches in IPM:

Ø In the VMS category, 6 brands launched. In Cardiac, 13 brands launched. In Derma, 15 brands launched. In Gastro, 7 brands were launched. M


TOP 10 PHARMA COMPANIES IN THE TOP 10 THERAPY AREAS



AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET



MEDICINMANACG seminar, Pharmaceutical Marketing in the New Age, to help Indian Pharma find solutions...

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