LOSART(Losartan Potassium)

Business Plan 2015

Prevalence of Hypertension in Bangladesh

According to WHO, 18 percent of people have Hypertension.

According to NHF, 20-25 percent of people have Hypertension.

According to NICVD, 20 percent of people have Hypertension.

According to different renowned organization reports, at least 1 people of Bangladesh have Hypertension out of 5.

Cardiovascular market in Bangladesh

Cardiovascular market is 988 cr. with 11% growth and 9.3% share of market.

Antihypertensive market is 636 cr. and 64% of cardiovascular market.

Why Losartan?

• First antihypertensive generic which crossed 100 crore and as combination added another 86 crore. Losartan & its combination has been taking 29.24% share from antihypertensive market.

• Second prescribed generic in antihypertensive drugs in terms of units.

Brand Health

Issues & Opportunities

1. Generic market of Losartan is always positive from 2012. In next 4 yrs, it will be 150 cr./yr. 2. Because of negative growth of Prosan (Bxm) and higher growth of LOSART than generic, we have opportunity to take 3rd position in IMS market with satisfactory market share.

Issues & Opportunities

1. Generic market of Losartan is always positive from 2012. In next 4 yrs, it will be 150 cr./yr. 2. Because of negative growth of Prosan (Bxm) and higher growth of LOSART than generic, we have opportunity to take 3rd position in IMS market with satisfactory market share.

Terapeutic group CAGR Val gr CAGR Unit gr Value (Cr.) Value gr MS % Unit gr Value (Cr.) Value gr MS % Unit gr Value (Cr.) Value gr MS % Unit grTotal 30.04 27.28 110 12.26 9.03 98.26 13.51 -3.09 86.6 32.26 23.51Osartil 34.62 34.28 42.62 12.42 38.64 11.94 37.9 22.36 38.58 6.31 31 29.92 35.79 15.25Angilock 33.33 33.29 37.16 17.11 33.69 15.51 31.7 21.02 32.29 5.24 26.2 30.35 30.29 15.87Prosan 38.2 38.95 7.73 -12.43 7.01 -22.1 8.8 16.35 8.99 -5.87 7.5 28.28 8.77 11.6LOSART 13.5 13.8 3.6 45.5 3.3 44 2.5 -17.5 2.5 -33 3 64 3.5 54.7Losardil 26.27 26.29 2.8 -14.64 2.54 -14.68 3.2 16.1 3.34 15.1 2.8 38.24 3.27 38.29Losan 6.83 5.48 2.6 35.73 2.4 25.89 1.9 -46.83 2.0 -56.73 3.6 58.98 4.2 58.77

20122014 2013

Brand Health-Internal

Issues1. Overall brand growth from 2013 to 2014 is satisfactory (42%).2. Growth of LOSART is higher than generic & also leading brands .3. Brand position is 4 & has gained 3.3%.IMS share.

Opportunities1. Due to negative growth of Prosan (Bxm) and higher growth of LOSART than generic, we have opportunity to take 3rd position in IMS market.2. Our continuous promotion & communication with RSM, Internal Rx, sales, growth of LOSART is increasing day by day. We hopeful about our team to help us to increase sales through more Rx share in future.

Issues1. Overall brand growth from 2013 to 2014 is satisfactory (42%).2. Growth of LOSART is higher than generic & also leading brands .3. Brand position is 4 & has gained 3.3%.IMS share.

Opportunities1. Due to negative growth of Prosan (Bxm) and higher growth of LOSART than generic, we have opportunity to take 3rd position in IMS market.2. Our continuous promotion & communication with RSM, Internal Rx, sales, growth of LOSART is increasing day by day. We hopeful about our team to help us to increase sales through more Rx share in future.

Sales 2013 (Cr.) Target 2014 (Cr.) Actual Sep YTD (Cr.)LE 2014

(Cr.)% Ach Gr% % Cont to Div PCPM

4.01 5.97 3.55 5.7 95 42 0.6 3945

Specialty Contribution

Issues & Opportunities

LOSART is a chronic care products and majority % of Rx is prescribed by specialty doctors. Within specialty prescriber, We need to increase Rx of Cardiologist, Diabetologist & Neurologist.

Issues & Opportunities

LOSART is a chronic care products and majority % of Rx is prescribed by specialty doctors. Within specialty prescriber, We need to increase Rx of Cardiologist, Diabetologist & Neurologist.

Specialty (Top 5 for the molecule)

Molecular contribution %

Brand Contributio

Our Rx. Gr. % Mol.Rx. Gr. %

Cardiologist 11.6 5.9 -18 5Diabetologist 9.4 2.9 -33 4

Medicine 19.9 5.6 -10 5Neuro & Psychiatry 5 3.8 -31 -14

Hospital 8.8 3.4 17 17GP 31 5.3 -2 -2

Customer matrix2014 2015

Primary Speciality Universe no. No. Resourced Resource plan1 Cardiologist 2500 148 17002 Diabetologist 1500 44 5003 Medicine 6078 340 30004 Uro & nephrologist 400 8 705 Neuro & Psychiatry 400 15 175

Total 539 54452014 2015

Secondary Speciality Universe no. No. Resourced Resource plan1 GP 15600 827 1000

Total 827 1000

Pack health

Interpretation

1. As usual trend market is being lead by 50 mg tablet, then 25 mg & 100 mg. Our SKU contribution is as per market.

Interpretation

1. As usual trend market is being lead by 50 mg tablet, then 25 mg & 100 mg. Our SKU contribution is as per market.

Pack strengthValue

(Crore)% gr

% contribution

(to total 25 mg 15.7 12 1450 mg 87.6 11.4 80100 mg 7 25.5 6LOSART 25 mg 0.42 33 11.6LOSART 50 mg 3.1 46.6 85.6LOSART 100 mg 0.1 71 2.8

Pack analysisMAT 14

Opportunities•Positive market growth•No. 3 competitor lost it share•Accepted generic by doctors•Prevalence of hypertension is increasing day by day

Opportunities•Positive market growth•No. 3 competitor lost it share•Accepted generic by doctors•Prevalence of hypertension is increasing day by day

Strength

•Full range of strength•Have a good acceptability •Large field force

Strength

•Full range of strength•Have a good acceptability •Large field force

Weakness

•Less specialty focus•Low achievement in metro area

Weakness

•Less specialty focus•Low achievement in metro area

Threats

•No. 1& 2 competitors still remain aggressive in this market•Direct cash investment to specialty doctors level

Threats

•No. 1& 2 competitors still remain aggressive in this market•Direct cash investment to specialty doctors level

SWOT analysis

Positives & Improvement Areas

Positives

1.Positive growth

2.Full range of strength

3.Established molecule

4.Well accepted by doctors

5.Strong sales team

6.No major complaint regarding quality

Improvement Areas

1.Specialty wise promotion2.New pack size (5x10’s) may be introduced3.Better pack design4.Increase specialty doctors coverage5.Improves metro & urban area

Need-Gap Analysis Vis-à-vis Key Competition

Po

Gap Vs key Competition

1.Increase Rx

2. Specialty doctors coverage

3. Improves metro & urban area

Gap Vs key Competition

1.Increase Rx

2. Specialty doctors coverage

3. Improves metro & urban area

Strategy to Bridge Gap

1.Doctors & RSM wise Rx monitoring2.Specialty wise investment

3. Monthly & event wise promotion

Strategy to Bridge Gap

1.Doctors & RSM wise Rx monitoring2.Specialty wise investment

3. Monthly & event wise promotion

Objective 2015 (IMS)

Val in MillionsVal Gr%

(over 2013)CAGR val gr% (over 2012)

Val MS % Val in Millions Gr% MS %

Total 1100 12.26 32.2 1220 10.9Osartil 426 12.42 30 38.64 500 17.4 41.0

Angilock 371 17.11 30.5 33.69 420 13.2 34.4Prosan 77 -12.43 29 7.01 54 -29.9 4.4LOSART 36 45.5 64 3.27 60 66.7 4.9

Brand Just above us

874 5.7 31 79.45 920 5.3 75.4

Market projection

Therapeutic group (Molecule)

MAT 2014 Projected MAT 2015

Objective 2015 (Rx share)

Average total Rx

Rx share%Total Rx avg

monthlyRx share % Gr%

Total 4588 5400 18Osartil 1500 32.7 1700 31.5 13Angilock 1289 28.1 1450 26.9 12LOSART 225 4.9 375 6.9 67Prosan 229 5 170 3.1 -26Brand Just above us 2790 60.8 3150 58.3 13

Projected 20152014Therapeutic group

(Molecule)

Rx share projection

Objective 2015 (PCPM)

Growth objective : 43%MS objective : 4.9PCPM objective : 6921Rank Objective : 3rd

Growth objective : 43%MS objective : 4.9PCPM objective : 6921Rank Objective : 3rd

LE (Projection) Cr. PCPM Sales objective Cr. Gr% PCPM

LOSART 5.7 4582 10 43 6921

2014 Projcted 2015Brand

PCPM projection

Strategic statement

We will achieve 10 crore with 43% growth for LOSART and 4.4 crore with 24% growth for LOSART PLUS in the next year.

Communication StrategyUSP:1.LOSART ensures effective blood pressure control & improves CV outcomes2.Besides BP controls, LOSART effective in CHF & stroke3.LOSART provides renal protection in diabetic patients4.LOSART improves patients compliance by once daily dosing

Payoff:

A perfect choice for hypertensive patients with stroke, CHF & diabetic nephropathy

Payoff:

A perfect choice for hypertensive patients with stroke, CHF & diabetic nephropathy

Brand usage • Key Indications (specialty wise)

Cardiologist/ Diabetologist/Nephrologist

Cardiologist/ Diabetologist/Nephrologist

Hypertension, Congestive Heart Failure with diabetes, stroke, renal impairment (CKD) and dyslipidemia

Hypertension, Congestive Heart Failure with diabetes, stroke, renal impairment (CKD) and dyslipidemia

Medicine/NeurologistMedicine/

NeurologistHypertension, Congestive Heart Failure, strokeHypertension, Congestive Heart Failure, stroke

Potential GPPotential GP HypertensionHypertension

Key campaign initiatives

ObjectiveCampaign (Short description)

Tgt Doctor Specialty

Tgt doctor no Frequency Input

One tablet for triple protection

We will promote LOSART prevents heart attack, stroke & improves CHF

Cardio, Dia, Med, Neuro

5375 31 Literature 2 Gift Sample

For wishing World Hypertension Day

We will promote LOSART more aggressively a successful World Hypertension Day

Cardio, Diabeto, Med, Neuro, Nephro

5445 31 Literature 4 Gift Sample

Controls hypertension with renal protection

We will promote LOSART kidney friendly antihypertensive

Dia, Nephro 570 3

1 Literature 1 Gift 1 S.pad Sample

A simple & economic solution for Hypertension

We will promote LOSART & ARBs with cost effective way

Cardio, Diabeto, Med, Neuro, Nephro

5375 31 Literature 3 Gift 1 S.pad

Medico – Marketing initiatives

Objective ContentDoctor

SpecialtyDoctor

Nos Nos. of programs

Cost per Program

Sales/ Yr Investment ROI

To increase brand image

CME on stroke & CHF and its management

Cardiologist 30 16 40000 81000000 640000 1800000

Books

Objective ContentDoctor

SpecialtyDoctor

Nos Cost per Program

Investment

To increase brand image

BOOK (Kumar & Clark's Cases in Clinical Medicine 3e)

Cardiology, Medicine

800 775 620000

To increase brand image

Oxford Handbook of Cardiology

Cardiology 600 713 427800

LOSART Resource analysis Q-1 (Feb/Mar/Apr)

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Family Lit Lit-1 8000 800 10 Feb 12 960002 Gift-1 Gift-1 2400 300 8 Feb 100 2400003 Pen Gift-2 2800 350 8 March 30 840004 Card-Bioshakh PPM 2000 250 8 April 10 200005 Bioshakh Gift 1000 200 5 April 150 150000

590000

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Family Lit Lit-1 2000 200 10 Feb 12 240002 Card-Bioshakh PPM 1200 200 6 April 10 120003 Bioshakh Gift 800 200 4 April 80 64000

100000690000

Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)

Total Institution budget

Total Total Q-1

LOSART Resource analysis Q-2 (May/Jun/Jul)

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Family Lit Lit-2 8000 800 10 May 5 400002 Gift (WHD) Gift 1800 300 6 May 120 2160003 Ramadan PPM 1500 250 6 June 5 75004 Ramadan Gift Gift 1500 250 6 June 100 1500005 Eid Card PPM 1500 250 6 July 10 150006 Eid Gift Gift 1500 250 6 July 150 225000

653500

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Family Lit Lit-2 1600 200 8 May 5 80002 Gift (WHD) Gift 600 200 3 May 120 720003 Ramadan PPM 800 200 4 June 5 40004 Ramadan Gift Gift 800 200 4 June 100 80000

0164000817500Total Q-2

Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)

Total Institution budget

Total

LOSART Resource analysis Q-3 (Aug/Sep/Oct)

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Show card PPM 4000 500 8 August 5 200002 Gift Gift 4000 500 8 October 50 200000

220000

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Show card PPM 800 200 4 August 5 40002 S. pad PPM 800 200 4 October 10 8000

12000232000

Institution budget

Total

Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)

Total Q-3

Total

LOSART Resource analysis Q-1 (Nov/Dec/Jan)

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Lit-4 PPM 5600 700 8 November 5 280002 Gift (16th Dec) Gift 1000 250 4 December 100 1000003 New year gift-1 Gift 1000 250 4 December 120 1200004 New year gift-2 Gift 1000 250 4 January 100 100000

348000

SN Name of inputs

Type (LBL/Gift/Ne

ws letter/FLA)

Total no. No. MPE No/MPEMonth of

Dist.Cost/input Total Cost

1 Lit-4 PPM 800 200 4 Feb 5 40002 Pen Gift 800 200 4 Feb 20 16000

20000368000Total Q-4

Institution budget

Total

Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)

Total

Sample plan

Total Sample cost :

15,04,819 TK/year (COG)

Total Sample cost :

15,04,819 TK/year (COG)

Brand Unit (1's/2's)No of

Dr./MPE to sample

Unit per visitTotal visit with sample/month

Unit/MPE/month

Total unit/mont

h

Total unit/year

Total value/ye

arLOSART 50 mg 4 8 2 2 31 31040 186240 1504819

Total sample cost 1504819

Brand expense sales ratio

Brand Projected val 2015 Total GC 2015LOSART 100000000 0

LOSART PLUS 44000000 00

Total 144000000 04917387

3.41Total promo 2015Total promo % to sale

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