medicinman · 2018-05-07 · medicinman field forcefebruary 2018 excellence | indian pharma’s...

MEDICINMANField Force excellence

February 2018| www.medicinman.net

Indian Pharma’s First Digital Magazine Since 2011

TM

CRAFTING A DIGITAL STRATEGY: A PRIMER FOR INDIAN PHARMA

We are in the midst of a sea change in the way that business is being conducted. Rapid strides in technology has allowed established compa-

nies and start-ups to create disruptive business models. With change being the only constant, the companies that have failed to adapt are quickly losing relevance. The feeling of not knowing when, or from which direction, an effective attack on a business might come has created a sense of urgency amongst incumbents. Companies in retail and consumer goods are quickly integrating tech-nology to keep up with the evolving landscape. On the other hand, highly regulated industries like banking and healthcare are lower down the adoption curve.

All the important stakeholders in the healthcare value chain are also adopting technology at a rapid clip. Re-search by the consulting firm McKinsey & Co. indicates that about 70% of patients go online to check what condition they might have based on their symptoms. A whopping 84% of patients check their treatment options after initial diagnosis. Doctors too are increasingly using technology to not only get access to the latest medical information, but also to counsel their patients. Further, doctors are also leveraging “doctors only” social media platforms for networking and peer learning through case discussions. This increasing propensity to use digital technology was visible in a recently conducted survey, in which doctors

Manish Bajaj

Manish Bajaj | Crafting a Digital Strategy: A Primer for Indian Pharma

voted websites and webinars as the most preferred digital channels for engaging with them.

The presence of online platforms and tools has given patients a plethora of options to choose products and services. This rapid adoption of tech-nology by patients and doctors has caught health-care businesses off-guard. The traditional users’ decision journey which comprised awareness –> consideration –> preference –> action –> loyalty, is getting disrupted as new forces of peer reviews, recommendations by friends and other user gen-erated content influence users’ buying decisions. As companies scramble to digitally transform to adopt to this new paradigm, it is important to take a step back and understand what digital transfor-mation actually means for a business. In many situ-ations, technology upgradation is often construed as digital transformation. In a recently conducted survey by Altimeter, 88% of companies said that they were undergoing ‘digital transformation’ but only 25% said that they did so with the purpose be-yond investing in new technology. The real defini-tion of digital transformation is the realignment of, or new investment in technology, business models, and processes to create value for customers in a dy-namic digital economy.

While defining the roadmap for integrating digital in a business model, it is critical to measure the cur-rent state of the business in leveraging technology. According to the consulting firm Altimeter, digital transformation is a journey and businesses can be classified into six types based on the extent of stra-tegic & operating integration into the digital econ-omy:

1. Current steady state in which businesses are unwilling to challenge the status quo and operate with the view that the current mode of engaging with customers and stakeholders remains relevant.

2 | MedicinMan February 2018

“The traditional users’ decision journey which comprised awareness –> consideration –> preference –> action –> loyalty, is getting disrupted as new forces of peer reviews, recommendations by friends and other user generated content influence users’ buying decisions.


2. Present & active in which experimentation is driving digital creativity with the objective of improving specific offerings and/or processes. These often happen in a non-coordinated manner throughout the organization.

3. Formalized state in which experimentation be-comes structured while execution is at a scale capa-ble of impacting the business in a positive manner. Initiatives tend to become bolder, and employees seek support from the management leadership for new resources and technology.

4. Strategic state in which the organization recog-nizes the strength in collaboration, research, and shared insights. The fruits of these efforts contrib-ute to new strategic roadmaps with defined own-ership and investments.

5. Converged state in which a dedicated digital transformation team is formed to guide strate-gy and operations based on business goals. New structures take shape within the organization as roles, processes, and systems are redesigned to support the transformation.

6. Innovative & adaptive state in which thinking ‘digital’ becomes a way of business as leaders rec-ognize that customers continue to be tech savvy. A new ecosystem is established to identify and act upon technology and market trends in pilot and eventually at scale

Use of digital technologies in the pharmaceutical space in India can broadly be classified into three segments viz.

a. Patient centric tools

b. Differentiated doctor interactions (in-clinic)

c. Differentiated doctor education at scale

Patient-centric technology tools can range from simple apps like a symptom tracking diary to holistic disease information apps.


“[The sixth stage in the digital journey]: Innovative & adaptive state in which thinking ‘digital’ becomes a way of business as leaders recognize that customers continue to be tech savvy. A new ecosystem is established to identify and act upon technology and market trends in pilot and eventually at scale


Pharmaceutical companies have started using dig-ital tools to have more impactful and customized communication with doctors. CRM-CLM tools can allow marketers to develop and deploy customized communication, based on doctor segmentation leading to higher in-clinic engagement than con-ventional visual aids. Web-based platforms can al-low dissemination of medical information at scale and with greater frequency than conventional CME programs achieving higher attention as well as message recall.

For the systematic development of a digital strategy, there are eight key mantras that com-panies should follow to increase the probability of getting business impact from going digital:

1. Granular understanding of the patient journey is essential in understanding the key unmet needs of the patient as well as the pain points for which a technology intervention is required.

2. Ideation can be a very exciting process however, while crafting a solution it is important to sharply articulate the value to patient, value to doctor and value to the company. Absence of clarity on either one of these leads to a higher risk of failure of the initiative.

3. Follow a “shark tank” approach in which the ideas are articulated as business cases to a select group of leaders and the chosen ideas get preferential al-location of resources.

4. Make sure that failure is not considered as a stig-ma. Fail fast and fail cheaply but more importantly, iterate as much as possible in order to develop a solution that can delight customers.

5. Due to the diverse nature of the stakeholders in the Indian pharmaceutical industry, it is important to develop the go-to-market strategy with both physical + digital (phygital) approach. This allows not only for better execution in the marketplace but also improved customer delight.

6. Form a team specifically devoted to digital trans-formation. The presence of centralized resources and execution teams specifically for this purpose can greatly impact execution success.


“Take the long term approach to digital. Considering it as a “campaign” is setting up yourself for failure.


7. Partner with start-ups in the healthcare ecosys-tem to bring solutions to the market faster. There are a lot of things that pharmaceutical companies can learn from enterprising start-ups.

8. Take the long term approach to digital. Consid-ering it as a “campaign” is setting up yourself for failure.

Pharmaceutical companies are taking baby steps to integrate their business model with the digital ecosystem while digital transformation of the eco-system is happening at a rapid pace. If the compa-nies don’t evolve their internal operating systems at a similar pace, there is a high chance of getting side-lined for future growth. We need to act before it is too late. M


Manish Bajaj is Vice President - Strategy, Portfolio, Strategic Marketing and Head - Urology franchise (India) at Dr. Reddy’s Laboratories

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 2 | February 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. Crafting a Digital Strategy: A Primer for Indian Pharma ...................................................1

Steps and mantras for digital transformation of the pharma organization

Manish Bajaj

2. Effective Management begins with Role Clarity ..................................................................8

Role clarity and the importance of coaching for successful frontline management

K. Hariram

3. Digital Transformation in Pharma Begins with a Mindset Change ...................................11

The biggest challenge is not technology adoption but mindset change

Sandeep Narula

4. Who Moved my Visual Aid? ............................18

A story of how digital technology made the Visual Aid obsolete - inspired by Dr. Spencer Johnson

Vivek Hattangadi

5. AIOCD Market Highlights ...........................20

Pharma market sales highlights for the month of January 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

Pharmaceutical Marketing in the New AgeAn event for Sales and Marketing Decision-makersFriday, March 23, 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 Retention or Acquisition?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?

Brand Lifecycle ManagementDrugs are unique products and must be treated so. Do pharma executives understand and practice optimizing the full 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


I recently had the opportunity to talk to a team of Second Line Managers and thought I could use the opportunity for group coaching. I asked them what

their concerns were and therefore the challenges they had on their hands. Ninety percent of them said that their primary concern was that their frontline manag-ers lacked ROLE CLARITY.

I could well understand where they were coming from and after acknowledging their concerns, I continued my line of questioning by asking them what their chal-lenge was. I saw that there was silence as they were not able to differentiate the two.

I explained to them that CONCERN always meant “re-lating to something” whereas a CHALLENGE had to do with “A task or situation that tests someone’s abilities”. Thus, if the concern is about lack of role clarity, then the challenge would be how to enable them to get clarity and act accordingly.

My next question was: “do you have clarity about your role and can you define the role of your FLMs in few words?” As expected, there was complete silence and I could see that there were worry lines on their fore-heads.

It was certainly not their fault and I was glad that their ignorance was out in the open. The reason for lack of role clarity at each level of the corporate hierarchy is due to the age-old British colonial style of handing out ‘job descriptions’ which are nothing but ‘to do’ lists without any connect to the contributions they will make to organisational performance. Most important-ly, the WHY of anything is hardly ever explained and therefore not understood.

Effective Management begins with Role Clarity

K. Hariram

Role clarity and the importance of coaching for successful frontline management

K. Hariram | Effective Management begins with Role Clarity

Companies continue to assume that successful sales representatives will make successful sales managers. This is a flawed assumption. Think about professional sports, where many great players end up being mediocre coaches. Likewise, great sales representatives often have a hard time making the transition to management.

The reason why this transition can be challenging is that each role, be it of first line or second line manager, requires a distinct set of skills.

Any ROLE has 3 major components – Responsibil-ity, Relationships and Contributions. It is a clear understanding of the ‘relationship’ and therefore suitable ‘contributions’ as per needs that help in fulfilling ‘responsibility.’

At all managerial levels, coaching is an essential contribution.

So, have FLMs been trained and equipped with the necessary skills to coach their team members? Similarly, have the second line managers been equipped with the coaching skills to help develop their FLMs? And so on, up to the top.

I strongly recommend ‘Sales Coaching’ since this skill has a significant “force multiplier” effect. Train-ing managers on how to coach produces a high return on training investment, as one trained man-ager can coach multiple sales people and improve their overall performance.

According to the Corporate Executive Board, a leading research and advisory services company, effective sales coaching can potentially increase top-line revenue by up to 20 percent. With such po-tential benefits the time allotted by the line man-agers to coach their people should be around 50% and above.


“Companies continue to assume that successful sales representatives will make successful sales managers. This is a flawed assumption. Think about professional sports, where many great players end up being mediocre coaches. Likewise, great sales representatives often have a hard time making the transition to management.

K. Hariram | Effective Management begins with Role Clarity

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

“A manager experiences role clarity when they know what they need to do and what is expected of them. The content of their tasks, work meth-ods, and priorities are all clear, and the manager is aware of their role within the organisation. On the other end of the scale, role ambiguity occurs when the content, priorities and work methods are un-clear”. M


K. Hariram is the former MD (retd.) at Galderma India. He is Chief Mentor at MedicinMan and a regular contributor. [email protected]

“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.


Two recent events compelled me to write this ar-ticle. The first, a Tweet by Salil Kallianpur:

“India Pharma thinks of digital intervention as “chalti gaadi ka bonnet kholna (repair a car while on the move). It is more “udti plane me petrol bharna” (refueling a plane midair). The choice is between refuelling midair or emergency landing. #DigitalTransformation.”

The second: my Marketing Manager, Anil, tells me that his wrist watch gives him data about his blood pres-sure, calorie burn, number of steps travelled and pulse rate.

Three years back, for all of this, a common man had to visit a poly clinic or a hospital; but in today’s con-text this data self-generated, and the common man can easily decipher whether his readings are normal or abnormal.

The point here is, at this juncture where “consumer” and “medical technologies” are converging and pa-tients’ biometric data is at their fingertips, healthcare is slowly, but at a steady pace, getting replaced by “Well-ness”, and the pharmaceutical companies’ presence and contribution is missing.

In cyber space, where communication between Key Opinion Leaders, patients, therapy specialists and doc-tors, is increasing manifold, the absence of pharma is a

DIGITAL TRANSFORMATION IN PHARMA BEGINS WITH A MINDSET CHANGEThe biggest challenge is not technology adoption but mindset change.

Sandeep Narula

Digital Transformation in Pharma Begins with a Mindset Change | Sandeep Narula

cause for concern for all of us and forces us to con-clude that pharma is either totally ignorant about these developments or is too cautious to take any steps or may be in a wait and watch mode. What-ever may be their stand, further delay is certainly going to take a heavy toll on them as is summed up in the above tweet.

Why is it that Indian Pharma is taking such a long time to embrace digital technology whereas other industries are fully immersed in digital and have changed their business model too: be it consumer goods, retail or financial services.

Let’s look at the following statements in the con-text of healthcare:

Ø Nearly 50% of US and UK Doctors use Wiki-pedia as a first point of reference for updated medical information.

Ø For more specialized content they go to web-sites like www.uptodate.com

Ø In the last 15 months, Twitter has gained prom-inence, especially for the Specialist, for the lat-est trends and developments in Healthcare.

Ø NHS (National Health Services, UK) has pub-lished a list of recommended HealthApps (in the future Doctors may start prescribing these apps too!)

Ø Emergence of AppleHealthkit followed by Mic-rosoft, Google and Samsung.

The caution exhibited by pharma companies can be attributed to both external and internal factors:


External factors Internal factors

Health systems have generally shown a slower adoption rate as far as digital technologies are concerned

Lack of clarity in assessing digital opportunities

Ambiguity in regulations Lack of clarity as far as digital ROI is concerned

Lack of Universal Standards Where to place the Digital Man-ager organizationally

“... at this juncture where “consumer” and “medical technologies” are converging and patients’ biometric data is at their [the Doctor’s] fingertips, healthcare is slowly, but at a steady pace, getting replaced by “Wellness”...


Digital Initiative by Pharma CompaniesBig Pharma is already experimenting with digital initiatives. The following are few examples:

Merck

univadis - a medical information platform

merckEngage- for digital communication

Sanofi

GoMeals - an app to track the nutrition in your food

Janssen

care4today - an app designed to improve adher-ence to treatment regimens through reminders to take medications, refill prescriptions, and visit healthcare providers

AstraZeneca

Simply4doctors.com: Online resource tailored to the needs of healthcare professionals that pro-vides access to resources and educational pro-grams, along with guidance

Other Initiatives

Novartis: Strategic alliances with

- Qualcomm (for clinical trials)

- Google (for intelligent contact lenses)

Sales Force Effectiveness in the pharmaceutical in-dustry is at an all-time low. Unfortunately, the last two decades the entire focus has been on sales maximization, irrespective of ways and means, and this faulty selling method gave rise to the “Hock-ey Stick Sales Syndrome” and a cadre of “Promo-tional Representatives”. Pharmaceutical sales and marketing professionals buried the “Consultative Selling method” (the original selling method of the Pharma Industry, when Medical Reps were labelled Medically Qualified Scientists).

Right and judicious use of digital platforms has the potential to reverse the above situation.

Transforming the Organization into a Digital Center of ExcellenceIn today’s context, pharmaceutical companies have to alter their sales and marketing methods. The sales and marketing functions should devise their strategies by going digital first and align the rest of their channels of communication with cus-tomers accordingly.

The following Customer engagement model of-fered by Affinion Group would serve well in today’s digital context as far as pharmaceutical promotion is concerned:



Pharmaceutical companies can initiate the cus-tomer journey online and can sensitize Doctors through Content Marketing strategies and once enough interest has been generated online then the Physician can be contacted for further rein-forcement through traditional physical channels i.e. field force promotion (Incremental returns can be measured easily).

This form of sales and marketing has the capability to reduce promotion cost, on an average, of be-tween 25-30%.

Digital adoption can not only reduce sales promo-tion costs but can also enable the companies to sharpen their communication strategies by making full use of digital a nalytics (like customer profiling and preference analysis, website analytics, social media analytics, key words usage, pricing and packaging preferences).

To become a Digital Centre of Excellence a compa-ny needs to include right mix of:

Ø Value-addition websites (for medical informa-tion, education, visualization)

Ø Social media for customer engagement (in-cluding Drs, Patients, peers, KOLs)

Ø M-health apps for providing healthcare man-agement solutions.

In terms of regulations, some pharmaceutical com-panies have already added ADR (adverse drug reac-tion) reporting features on their website, however most need to relook and reconsider their approach towards legal and regulatory framework and phar-macovigilance.

Mindset Change

The biggest challenge is not technology adoption

but mindset change. Companies needs to consider

this as an investment and not expenditure.



Nicholas Evans in his book Mastering Digital Busi-

ness has suggested following FOUR pillars for digi-

tal transformation:

As far as these four pillars are concerned, in terms

of digital maturity, he states a company can be at

any three levels: Early (stage1), Developing (stage2)

and Maturing (stage3).

We have already seen that digital has transformed

many industries. Pharmaceutical industry should

also embrace the change and welcome digital dis-

ruption. The leadership team must aim to trans-

form their organizations into digital centers of ex-

cellence.


Sandeep Narula, is Associate Professor at The IIHMR University

[email protected]

“The biggest challenge is not technology adoption but mindset change. Companies needs to consider this as an investment and not expenditure.


Vivek Hattangadi

A story of how digital technology made the Visual Aid obsolete - inspired by Dr. Spencer Johnson

Who Moved my Visual Aid?

Visit: https://goo.gl/sxP3Nh to read the complete story

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]

Date and Time: 10th March 2018 (8:00 AM – 5:00 PM)

Venue: Meluha The Fern, Central Avenue, Hiranandani Gardens, Powai, Mumbai, Maharashtra 400076

Websitemarksmanhealthcare.com/indian-medical-affairs-sum-mit-inmas-2018/


Highlights

1. IPM grew at 9.5% and sales were worth INR 10056 Crs. This is highest monthly growth in the last four months.

2. MNC segment grew at 10.7%, while domes-tic companies grew comparatively slower at 9.2%.

3. April 2017 to January 2018 growth is only 5.2% - clearly showing the impact of the run-up to GST and implementation of GST.

4. Anti-infective segment showed a very good double-digit growth of 12.2%. Dermatolo-gy posted a double-digit growth of 11.9%. Respiratory segment showed healthy dou-ble-digit growth of 19.3%.

5. Gastro Intestinal has shown a positive turn-around and is growing at 6.4%, while Vita-mins are also showing a growth of 7.2%.

6. Anti-diabetic posted a double-digit growth of 10%.

7. Cardio segment posted better growth of 8.6%, CNS is also growing better at 9.3%.

Impact Of FDC

Ø FDC market showed growth of 18.1% while the Non FDC market showed a growth of 9.3%. Single molecules grew at 9.4%.

Ø Price component of Growth Driver (GD) for the FDCs is 0.6%, other GDs are volumes, at 17% and new products (NP) at 0.6%.

INDIAN PHARMA HIGHLIGHTS FOR JANUARY 2018

AIOCD AWACS

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

AIOCD AWACS | Pharma Highlights

Ø Non FDC component GDs are Volumes at 6.9%, prices at (-0.5%) and new products at 2.8%.

Ø Single molecules are driven by volumes at 8.5% however the prices are pulling down at (-2%) and NPs grew at 3%.

Top Performing Companies:

Ø In the Top 10 ranked companies, Lupin has the highest growth at 16.5% followed by Mankind at 16.4% and Macleods at 14.6%.

Ø In the top 50 ranked companies, Allergan has the highest growth of 34.6 % followed by Hetero growing at 31.7% and Win Fran-co Indian at 20.9 %.

Ø In the 11-20 ranked companies, Sanofi has the highest growth at 12.8% followed by Glenmark growing at 12.6% and Dr Red-dy’s growing at 8.3%

Ø In the 21-30 ranked companies, MSD is growing the fastest at 19.6% followed by Himalaya 11.8% and Novartis growing at 10. 9%.

Ø In the 31-40 ranked companies, Hetero grew at 31.7% followed by Franco at 20.9% and Win Medicare 20.5%.

Ø In the 41-50 ranked companies, Allergan has the highest growth of 34.6 % followed by Medley growing at 19.1% and Janssen 11.6%.

Ø In the 51-60 ranked companies, Corona leads at 24.2 % followed by Boehringer Ingelheim at 16.2% and Panacea Biotech at 16.2%.

Ø In the 61-70 ranked companies, Shreya Lifesciences grew the fastest at 20.9% fol-lowed by RPG Lifesciences at 17.8 % and Maneesh Pharma growing at 15.4%.

Ø In the 71-80 ranked companies, Koye grew at 48.2 % followed by Ozone at 23.5% and Oaknet Healthcare at 23.2%.

Ø In the 81 -90 ranked companies, Eli Lily grew at 62.8% followed by Leeford HAC growing at 48.4% and then by Modi Mun-di at 33.6%.

Ø In the 91 -100 ranked companies, My-lan leads at 86.8% followed by Torque at 50.5% and Piramal Healthcare at 40.6%.



Ø In the 101 -150 few of the fastest growing include: United Biotech, Themis Medicare, Neon, Talent, Paviour, Ferring, MSN, An-glo French, BMS, Group, Menarini, Ben-net, Lekar, Ceylon, Khandelwal, Saffron, Seagull, Glowderma, Meridian Entod, KLM Pharma and Psychotropics.

Ø Abbott HC is growing slower at 13.6% and Abbott India at 18%.

Ø Sun portfolio grew at 12.9% and Ranbaxy portfolio grew at 10.4%.

Indian V/s MNC

Ø In the top 60 MNCs, Allergan was the fast-est growing at 34.6% followed by MSD growing at 19.6% and Boehringer Ingel-heim at 16.2%.

Ø In the Non-NLEM category Indian Com-panies showed a growth of 9.8 % whereas MNCs grew at 11.8%

NLEM, Non NLEM & Non-Scheduled Para 19 Market

Ø NLEM 2013 containing molecules market grew at 5.1% whereas the non NLEM mar-ket grew at 10.2% resulting in an overall growth of 9.5%.

Therapy Areas

Ø 18 therapy areas showed a positive growth.

Ø Respiratory Market grew at 19.3%, Gastro Intestinal grew at 6.4%, Pain and Analgesic market grew at 6.4%.

Ø Anti-diabetic market is growing at 10% & Cardiac at 8.6 %, Neuro/ CNS showed a growth of 9.3%.

Ø Anti-Malarials posted a positive growth of 8.6 % & VMS Market grew at 7.2%

Regional Dynamics

Ø 29 regions posted positive growth.

Ø Haryana market grew the highest at 24 % followed by Madhya Pradesh at 23% & South Rajasthan at 21.5%

Molecules

Ø Amoxycillin + Clavulanic Acid market is showed a recovery at 14.6%. Glimepiride + Metformin Market grew at a single digit growth of 4.7%.



Ø Glimepiride + Metformin was pegged at 172.4 Crs & Amoxycillin + Clavulanic Acid Market at 171 Crs.

Ø Azilsartan plain Market is now valued at 60.3 Crs on MAT basis. Sofosbuvir and its combination market has reached INR 591.8 Crs on MAT basis.

Ø Luliconazole market is worth 245.3 crs on MAT basis. While Tenegliptin and its com-binations have crossed 600 Crs mark on MAT basis.

Ø Paracetamol plain market grew at 8.5%, plain Atorvastatin is stagnant at 1.8%. Pro-biotics showed a double-digit growth of 14.2%, Pantoprazole plain posted a growth of 5.1%, Montelukast + Levocetrizine grew at a double-digit rate of 20.9%, Voglibose + Metformin + Glimepiride posted a dou-ble-digit growth of 14.3%, Plain Azithro-mycin grew at 14%.

Brands

Ø Mixtard leads the pack with 45 Crs fol-lowed by Glycomet GP at 35. Crs, Spasmo-proxyvon Plus at 35 Crs, Lantus at 33 Crs & Galvus Met at 31 Crs and Liv 52 at 25crs and Janumet at 32 Crs.

Ø Few Brands who have gained ranks on MAT basis include Novomix (+1), Cilacar (+24), Udiliv (+15), Ultracet (+9), Duolin, (+25), Gluconorm G (+9), Telma H (+2), Allegra (+23), Synflorix (+8), Ecosprin AV (+11), Duphaston (+10),Pan D (+4), Ista-met (+6), Thyronorm (+16), Sinarest (+17)

Recent New Launch Molecule Performance

Ø Azilsartan and combinations are now val-ued at INR 60.02 Crs there are 41 brands already launched. On MAT Basis with Zi-larbi (Emcure*) leading followed by Aztric (Intas) and Abel (Lupin).

Ø Luliconazole segment is worth INR 270 Crs on MAT basis there are already 43 brands in the foray

Ø Benidipine molecule and its combinations are now valued at 19 Crs on MAT Basis with Inzit (Eris) leading followed by Benitowa (Akumentis) and Benipack (Koye).

Ø Acotiamide molecule is now valued at


AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET

43 Crs on MAT Basis with Acogut (Lupin) is leading followed by Actapro (Sun*) & Acotrust (DRL)

Ø Dulaglutide launched under the Brand Name Trulicity by Eli Lilly is now valued at 20 Crs.

New Launches in IPM

Ø In the VMS category 18 brands were launched.

Ø In Cardiac 4 brands launched.

Ø In Derma 25 brands were launched.

Ø In Gastro19 new brands were launched.



medicinman · 2018-05-07 · medicinman field forcefebruary 2018 excellence | indian pharma’s...

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