medicinman · deep bhandari – executive coach & consultant amlesh ranjan – deputy director,...

MEDICINMANField Force excellence

January 2018| www.medicinman.net

Indian Pharma’s First Digital Magazine Since 2011

TM

DIGITAL MARKETING IS ALL ABOUT INTENT, CONTENT, STRATEGY AND SKILLS. DIGISTORM 2017 REPORT.

Digital is taking marketing by storm every-where. Pharma marketers in India have begun to sit up and take notice. They have

begun to ask questions. They have begun to look for opportunities to listen and learn. They want to know who has gone down the digital path and they want to speak to them. Or listen to them. They want to lis-ten to actual cases and learn about what went right and what didn’t. They are looking for experience and not merely theory, insights and not merely knowl-edge, outcomes and not merely processes.

DigiStorm 2017 provided a forum for exactly such thinking. There was an enviable array of speakers who are digital and marketing leaders. The crème de la crème presented their work to an audience of eager learners. There were group discussions and panels to whom the audience asked a barrage of questions. A huge cache of information, practice and insights on the use of technology in pharma marketing was created and eagerly passed around in the room for everyone to learn from. Such was the appetite for learning that for the first time, Medicin-Man live-streamed the event to an eager audience outside Mumbai.

IntentThe proceedings were kicked off through key note addresses by Manish Bajaj – Vice President, Head of Strategy and Portfolio Management at Dr. Reddy’s and by Anand Rao – Senior Vice President & Head Digital Technology at Axis Bank.

Salil Kallianpur

Salil Kallianpur is Partner and Co-Founder at The Digital Transformation Lab.

Salil Kallianpur | DigiStorm 2017 Report

Both keynote speakers explained very clearly that though the pharma industry is a laggard, the move to ‘go digital’ is being forced by doctors and pa-tients who are increasingly getting comfortable with technology. Senior leadership in companies, are getting clearer about their intent to integrate digital into the commercial model. However noble the intent is, execution is always more important. Manish Bajaj emphasized on his ‘8 mantras’ for suc-cessful implementation of a digital strategy, while Anand Rao provided a great overview on how a tired and old industry like banking totally reinvent-ed itself with technology.

Lots of lessons for the pharma industry were further explored through a panel discussion moderated by Shashin Bodawala – Director, Business Excellence & International Business at Boehringer-Ingelheim, India. Panelists included K. Hariram – Former MD of Galderma and Krishna Singh – CMD, Global Space Technology.

2 | MedicinMan January 2018

Intent – A change in commercial model has to be driven from the top. Senior leaders in-creasingly believe in the need to integrate digital technology into the existing com-mercial model, but will depend on middle managers to drive that change through the hierarchy.

Manish Bajaj - Vice President, Head of Strategy and Portfolio Management at Dr. Reddy’s

Anand Rao - Senior Vice President & Head Digital Technology at Axis Bank

Shashin Bodawala – Director, Business Ex-cellence & International Business at Boehring-er-Ingelheim, India

K. Hariram – Former MD of Galderma (L) Krishna Singh – CMD, Global Space Technology


Content Integrating digital into a commercial model is about using channels beyond the medical repre-sentative to reach customers. However, channels are merely tools that help us to reach customers. The objective of marketing is not to reach cus-tomers but to engage them in meaningful ways. Customers will only engage when they see what they want to see. That is the all-important role of content.

Kiran Pai – Head, Digital Marketing at Cipla and Gurpinder Singh – Head, Digital and MCM at GSK Pharma, India, spoke extensively on how marketers should use the functionalities of the channels that they choose to deploy rather than first creating content and then force-fitting that content into dif-ferent channels. A sensible content strategy would involve the following:

1. Engaging customers by understanding their journey – this means that the marketer knows well about how the customer consumes con-tent online and how he perceives your brand

2. Engaging by personalizing content – the mar-keter uses information and insight about cus-tomers to make the content as relevant and personalized for that individual customer as possible

3. Engaging by using data - the marketer uses technology to constantly capture and analyze data from the content. This data then allows the marketer to further sharpen content and make it more relevant. This ensures continu-ous and high value customer engagement.

The ensuing panel discussion was moderated by Arshiya Zaheer – APAC Regional Medical Lead for MCM at Pfizer and included panelists such as Riti-ka Kapur – Brand Manager MarCom and Digital at Qi Spine Clinic.


Kiran Pai – Head, Digital Marketing at Cipla

Gurpinder Singh – Head, Digital and MCM at GSK Pharma

Arshiya Zaheer – APAC Regional Medical Lead for MCM at Pfizer

Ritika Kapur – Brand Manager Mar-Com and Digital at Qi Spine Clinic


StrategyWhile the industry is very well versed with the chal-lenge of decreasing in-clinic time with customers, it has continuously glossed over its root cause. Doctors have made their choices clear, over and over again. They have always said that they do not enjoy meeting medical reps because they see no value in those visits. They see no value because the only thing that the reps talk about are their prod-ucts, which are often of no interest to the doctor. Yet, the industry refuses to move away from a prod-uct-centric focus to a customer-centric one.

As Shiva Natarajan – Head of Respiratory Busi-ness, GSK Pharma India put it, traditional pharma marketing was quite linear and based on reach and frequency. This means that if pharma focused sim-ply on meeting more number of doctors more of-ten, they could grow their business. This could well have continued if doctors depended on pharma for information and allowed more frequent visits by pharma reps. The fact is that they don’t! So, why doesn’t pharma change when faced with this chal-lenge?

When the customer consumes content and in-teracts with content in a non-linear way – which means that (s)he can consume content from any website and is rarely dependent on phar-ma for new information – often the buying de-cision is made much before a physical meet-ing with a representative from the company.


Content – Content is king. The right con-tent strategy is to superimpose customer needs over the brand strategy and to pro-vide customized and relevant content to customers through a clear understanding of their journey in order to engage them in a meaningful manner. As you can see, con-tent is always about the customer

Shiva Natarajan – Head of Respiratory Busi-ness, GSK Pharma India


Or as in a majority of cases, because the buying de-cision is negative, the rep is rarely allowed an inter-view. In such cases, how effective is the strategy?

When technology allows you opportunities to at-tract and engage your customers in much more meaningful ways than before, the industry should grab the chance and put customer before product. Does this mean stop thinking about your brand? Of course not! Engaged customers don’t need to be sold to, they are already sold. So focus on serving your customer instead of promoting your product.

This talk seemed to spark off a whole wave of thoughts and ideas in the audience. The ensuing panel moderated by Salil Kallianpur - Partner and Co-founder of the Digital Transformation Lab, with panelists including Shashin Bodawala, Krishna Singh and N. Suresh Babu – Head Strategic Initia-tives at Sanofi India, had the longest and most en-gaging discussion for almost 90 mins. At the end of this discussion, the audience still had questions which was carried into offline discussions with the speaker and panelists, well after the session had ended.


N. Suresh Babu – Head Strategic Initiatives at Sanofi India (R)

Strategy – It is important to realize that customer engagement is no longer linear. Customers no longer depend on pharma for information and influence. As customers get easy access to information online, they de-cide on which brands they want to use and which they don’t. This happens much before a reps visit and reflects on the productivity of the call. Digital strategy should recognize this and prepare accordingly to better sup-port the field force.


SkillsOld world skills are redundant in the new age world. The new age world is hyper-connected as in-formation and power flows through networks. The opportunities that pop up in your life depend on how well-connected you are. This works as much in making friends and influencing people as it does in managing customers and selling your products.

Deep Bhandari – Executive Coach & Consultant presented his views on the “future of work” and the skills needed to function and excel in the new age world along with Amlesh Ranjan – Deputy Direc-tor, Super-specialty business at Sanofi India.

The fact that networks rule the new age world is amply demonstrated by comparing the market capitalization (total value of the company) of differ-ent companies. Networks of customers have an 8x impact on market capitalization of that company as compared to its product portfolio (1-2x), people (2-3x) and the technology it deploys (5x). What this shows is that people are the champions of technol-ogy and if people aren’t skilled enough to under-stand how to use it, then the best technology can-not help a company to serve its customers better.

The four sessions in DigiStorm focused on Intent, Content, Strategy and Skills which put togeth-er form the framework on which a robust digital engagement strategy is created and executed. The program was specifically designed to be an experiential one and not just theory.


Deep Bhandari – Executive Coach & Consultant Amlesh Ranjan – Deputy Director, Super-specialty business at Sanofi India

Skills – The hyper-connected world is all about networks. Networks of customers have an 8X impact on market capitalization of that company as compared to its prod-uct portfolio (1-2X), people (2-3X) and the technology it deploys (5X). Marketing must expand to creating customer communities rather than focusing on brand


The faculty did their best to inform the audience about their experience of implementing digital – what worked and what could have been done better. This is definitely just the beginning and the dialogue and experience sharing will continue. To-gether, let’s make pharma marketing an art that adapts, evolves and blazes new paths for other in-dustries to emulate. M


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.

DIGISTORM 2017 & DIGIPHARMAX AWARDS PHOTO MONTAGE

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 1 | January 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. Digital Marketing is all about Intent, Content, Strategy and Skills..............................................1

DigiStorm 2017 report

Salil Kallianpur

2. How to Create a Winning Sales Organisation 2017 ...................................................................12

Conference keynote address

K. Hariram

3. Author’s Corner: Interview with Kamalesh Subramanian ...................................................14

MedicinMan brings you the man behind the innovative “management fiction” book

MedicinMan interview

4. Book Review: Decoding a Brand Manager’s Success .............................................................18

Straight-talk with young and experienced brand managers to help navigate the corporate maze of brand management

Anup Soans

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

Market 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


When the spiritual teacher and his disciples began their evening meditation, the cat who lived in the monastery made such a

loud noise that it distracted them. So, the teacher or-dered that the cat be tied up during the evening prac-tice. Years later, when the teacher died, the cat contin-ued to be tied up during the meditation session. And when the cat eventually died, another cat was brought to the monastery and tied up. Centuries later, the ritu-alistic practice was continued without challenging the real reason for the same.

Indian pharma is in a similar situation when it comes to ‘building a winning sales organisation’, more so in today’s VUCA environment. The widely used acronym VUCA, as we may know, stands for volatility, uncertain-ty, complexity and ambiguity.

Great salespeople are a key asset for a successful sales organization, but great managers of those salespeople are worth even more. That’s why a winning sales man-agement team is “the force behind the sales force.”

The sales force is a key focal point in the challenge to drive profitable revenue growth in an ever-changing VUCA business environment.

This certainly calls for a RESPONSIVE and RESPONSIBLE leadership through an alternate VUCA – Vision, Under-standing, Clarity and Agility. Therefore, the need today is to learn, unlearn and relearn as rightly said by Alvin Toffler, author of the famous book FUTURE SHOCK writ-ten decades ago: “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn and relearn”

How to Create a Winning Sales Organisation

K. Hariram

Conference Keynote

K. Hariram

K. Hariram | Keynote: How to Create a Winning Sales Organisation

Recognising this need to ‘challenge the status quo’ and bring in more relevance to the changing con-test, Medicinman’s “Building a Winning Sales Or-ganisation” workshop with the help of Mr. Deep Bhandari and his team of industry experts have unfolded the various facets through 4 key areas, which are:

1. The Role of Sales Force

2. Understanding Territories and Deployment

3. Building A Winning Sales Force

4. Sales Manager Excellence

The proceedings will certainly help in questioning many past assumptions when it comes to sales team deployment, structure, process and engage-ment thus fulfilling the primary responsibility of revenue generation that is more sustainable and predictable in a highly competitive market place.

This workshop precisely spells out those aspects that are relevant for today and tomorrow and as Ralph Waldo Emerson said, “This time, like all times, is a very good one, if we but know what to do with it”. M


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

Full Report and Photos from How to Create a Winning Sales Organisation will be published in the February 2018 issue


MedicinMan: Tell us something about yourself and your career journey so far.

Kamalesh: I am from Chennai, from a humble back-ground, and education was the only way to progress. As a Medical Rep, my first job was to launch Eli Lilly’s products in coastal Andhra Pradesh. Memories of the first company that you work with are always precious. What was good about Eli Lilly was their almost mili-tary-style discipline, which enables me even now to compete with millennials in knowledge, technology and performance.

After that, I had a brief stint of three years in the UK, as a sales manager for Gryphon. On returning to India, I connected with my former boss S. Anand who had moved from Eli Lilly to AstraZeneca. Rarely does one get the opportunity to work with the same boss in two different companies but I was fortunate.

At present, I am with Mead Johnson Nutrition as a re-gional sales manager. In my career, I have launched Insulin disposable pens, Brilinta and now a specialty nutrition for infants. I try not to be in the same therapy area for more than 4-5 years. This helps me not to set-tle down into a comfort zone, breaks the boredom and reduces resistance to change.

AUTHOR’S CORNER: INTERVIEW WITH KAMALESH SUBRAMANIAN

MedicinMan brings you the man behind the innovative “management fiction” book.

Interview | Kamalesh Subramanian

MedicinMan: What are your observations about field sales working - the good and not-so-good?

Kamalesh: The good part is that a few companies realized the importance of people, especially, Med-ical Reps, as the most important resource. Such companies are successful. In the current scenario, for a company that does ethical promotion, people are the biggest asset and it always works. Only a well-trained Medical Rep, who is good in in-clinic performance, SFE parameters and one who is ca-pable of customer delight can succeed. The not so good part is when the entire world has moved to customized solutions, we are still stuck with a blan-ket approach across MCL’s (Must Call List), it does not work so well.

MedicinMan: Your book, Feather in a C.A.P. has a unique story-teller’s format, tell us how and why you chose this style and title?

Kamalesh: In India, right from childhood, we are taught about good and evil through stories. Espe-cially grandmother stories, which we remember and transfer to future generations. You can hardly find a child who is not excited to hear Vikram and Vedal, Akbar and Birbal, Panchatantra and Jataka tales. They are full of intrigue, wisdom and values.

When I started narrating these stories to my daughter Vikashini, I realized that stories could be a way to convey professional values. This triggered the urge to write a book on a new genre - “man-agement fiction”. I wanted to share my experiences as short stories and help the readers in skill devel-opment. I am not a fan of the usual management books. Feather in the C-A-P is a story where Vikram, a salesperson has to undergo a Corrective Action Plan. His boss Vedal (Vedachalam) narrates short interesting stories in do-or-die situations and tries to build Vikram’s competencies in a rather rough-shod manner.

MedicinMan: Give us a brief overview of the book and its objectives

Kamalesh: Feather in the C-A-P is an attempt to make professionals to learn management lessons with Indian roots. Whenever you need to handle tough situations or if you require inspiration, please go back to the Indian classical literature instead of Bri-an Tracey, Robin Sharma or Stephen Covey’s books. Works like Thirukural, Vemana Padyamlu, Kabir Ke Dohe, Arthasasthra by Chanakya are written for us centuries ago to inspire and provide solutions.



For me, “Arise, awake and stop not till you reach your goal” by Swami Vivekananda is the biggest inspirational quote compared to any western ‘whatsapp’ forwards we receive every day. Leader-ship and management in India has to be learned in a different way instead of copying the western world. There is a learning and cultural mismatch and my objective is to enable professionals to learn from their Indian roots.

MedicinMan: What changes do you think are needed to make pharma field sales attractive?

Kamalesh: Gone are the days when pharma field sales people are attracted to a bag full of incen-tives, foreign tours and cycle meet certificates:

1. Instead of leader-to-peer approach, start a leader to leader approach

2. Share the goals not the process

3. Pay careful attention to every conversation with peers

4. Take responsibility to build their careers

5. Take a deep-dive and not shallow-swim ap-proach

MedicinMan: Your message to pharma field sales professionals, in different stages of their career from entry-level to senior managers?

Kamalesh: Once upon a time there was a rude and ineffective manager, Vedal, and Vikram was his Medical Rep. They were traveling to nearby city on a two-wheeler. Vikram was upset, as he was grilled on basics like pre-call planning, input planning, call average for the week etc. During the journey to break the silence, Vikram asked a question to Vedal “What’s the message you want to give me?” Instead of a direct answer, Vedal asked, “Do you know, what the butterfly effect is?” Vikram had no answer. “Ok, let me explain” started Vedal, “The flapping of a butterfly can lead to a tornado, hundreds of miles away. Similarly, as a pharma sales professional, you must understand whatever you do impacts society. So, take ownership and be responsible for your ac-tions”.

Vikram was ‘thought-munching’ on the butterfly ef-fect. During the waiting time at the first call, Vikram said “Boss, I think I understand what you said. The role played by a medicine man is a not a joke. The only way I can build performance, which in turn will help the company and the society is by being brilliant with my basics. Being brilliant in my basics



will not allow me to do a wrong act and give me the license to succeed. Thank you for this learning”. Vikram spoke from his heart.

“Being brilliant in basics is a good one-liner Vikram, and it applies to all”. Saying this Vedal broke in to a loud laughter in the silent zone of doctor’s wait-ing chamber. Vikram was not happy with Vedal’s loud laughter as the receptionist was giving him an angry look, but Vikram also realized that he had learned an unforgettable lesson from his Vedhal that day. M


Kamalesh Subramanian, is a Regional Manager at Mead Johnson Nutrition


Prabhakar Bethi and Sachin Srivatsava, veteran pharma marketing managers have done a won-derful job in sharing their experiences and in-

sights to help young Brand Managers succeed in their role.

Pharma-specific resources are hard to come by and any effort to add to the learning and development of young brand managers is commendable.

Decoding a Brand Manager’s Success is a jargon-free straight-talk with young brand managers from the day they step into product management, till they become mature brand managers.

In little over a 100 pages, Prabhakar Bethi and Sachin Srivatsava have crafted a handbook that covers all es-sential areas that are rarely explained such as the soft factors that are necessary for young brand managers to make sense of the unspoken corporate codes and navigate the hierarchical maze effectively.

The twelve chapters covers important topics like understanding organizational culture and delivering to the bosses expectations by un-derstanding their personalities and priorities.

Anup Soans

Straight-talk with young and experienced brand managers to help navigate the corporate maze of brand management

BOOK REVIEW

Anup Soans | Book Review: Decoding a Brand Manager’s Success

Many young brand managers falter in this area as they are unable to read their bosses mind.

Decoding a Brand Manager’s Success is well re-searched and begins with reference to Stanford professor, Carol Dweck’s work on the significance of nurturing the right mindset. Prabhakar Bethi and Sachin Srivatsava have also delved in depth into emotional intelligence – a skill necessary both for personal effectiveness and professional suc-cess. All in all, it is an excellent read for young brand managers to orient themselves to the task of prod-uct management.

Decoding a Brand Manager’s Success is priced at an affordable Rs.399/- and at that price, it is a steal. Go for it, and over the next 12 months, read each chap-ter again and again to internalize the learning and master the secrets of brand management that no one reveals. January is the right month to set pro-fessional development goals and Decoding a Brand Manager’s Success is a good starting point. M


“Decoding a Brand Manager’s Success is well researched and begins with reference to Stanford professor, Carol Dweck’s work on the significance of nurturing the right mindset.

Anup Soans is Editor at MedicinMan


Highlights

1. IPM grew at 7.8% with sales worth INR 10000 Crs - slightly lower than November 2017

2. Apr to Dec 2017 growth is 4.9%. Clearly show-ing the impact of the run-up to GST and im-plementation of GST.

3. Anti-infective showed good growth at 8.2%, while Dermatology posted slightly lower growth than the double digits. Respirato-ry segment showed healthy double digit growth of 14.9%.

4. Gastro Intestinal showed a positive turn-around grew at 7.6% while Vitamins grew at 6.5%.

5. Anti-diabetic posted a double digit growth of 10.4%.

6. Cardio segment posted single digit growth at 4.4%, CNS grew better compared to Novem-ber at 8.4%.

7. Only Derma at 11.2% and Anti-diabetics at 12.3% showed double digit growth in the top 10 segments.

8. IPM Growth Drivers (GD) were 6.1% in vol-umes, (-1.3 %) in Price Increase & 3% in New Introductions (Nis) - volumes posted a pos-itive growth however, price component is dragging IPM.

9. Oct to Dec qtr saw a better volume growth at 5.9% & price growth at (-1.5%) while new products fared comparatively better at 2.8%.

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

Impact Of FDC

Ø FDC related market grew at 4% and non-FDC market grew at 8.7%, while single molecules grew at 7.1%.

Ø Price component of GD for the FDCs were 0.5%, other GDs in terms of volumes are at 2.9% while new products grew at 0.7%.

Ø The Non FDC component GD are volumes at 6.0%, prices at (-0.5%) while new prod-ucts are growing at 3.1%.

Ø The single molecules GDs are volumes at 6.3% however the prices are pulling down at -2.1% while New Products (NPs) are growing at 3%.

Top Performing Companies:

Ø In the top 10 ranks, Mankind has the high-est growth at 19.9% followed by Lupin at 12.9% and Alkem at 12.4%.

Ø 40 companies showed positive growth in the top 50 ranks.

Ø In the top 50 ranks, Hetero has the highest growth of 38.8% followed by Allergan at 34.9% and La Renon at 28.5 %.

Ø In the top 11-20 ranks, Glenmark has the highest growth at 10.5% followed by Sa-nofi at 8.6% and Intas at 7.9%

Ø In the top 21-30 ranks, Natco is growing the fastest at 14.8% followed by Himalaya and Cadila growing at 9%

Ø In the top 31-40 ranks, Hetero shows a monthly growth of 38.8% followed by Franco at 14.9% and Meyer Organics at 11.7%.

Ø In the top 41-50 ranks, Allergan has the highest growth of 34.9 % followed by La Renon growing at 28.5% and Eli Lilly 20.9%.

Ø In the top 51-60 ranks, Corona leads at 17.3 % followed by Boehringer Ingelheim growing at 14.3% and Hegde & Hegde at 13.1%.

Ø In the top 61-70 ranks Shreya is growing the fastest at 26.4% followed by Albert Da-vid growing at 14.9 % and RPG Lifescienc-es at 12.9%.

Ø In the top 71-80 ranks, Koye is growing at 48% followed by Ozone growing at 30.2%



and East India 28.6%.

Ø In the top 81-90 ranks, Leeford HC is grow-ing at 69% followed by Modi Mundi at 29.2% and Veritaz at 20.6%.

Ø In the top 91-100 ranks, Torque leads 44.1% followed by Galpha growing at 39.2% and Unison at 24.3%.

Ø In the top 101-150 ranks, few of the fastest growing Corporate includes United Bio-tech, Comed, Neon, Talent, Ferring, BMS, Mapra, Paras, Menarini, Bennet, Tas Med, Seagull, Glowderma, Strassenburg, Entod, KLM Pharma, Psychotropics etc

New Companies (launched within last 36 Months)

Ø 23 new companies were launched in last 36 Months.

Indian V/s MNC

Ø Indian companies were growing at 6.3% for the month while the MNC have shown a growth of 8.2% for the month of Dec -17

Ø Amongst the top 60 MNCs, Allergan was the fastest growing at 34.9 % followed by Eli Lilly growing at 20.9 % and Boehringer Ingelheim which grew at 14.3% for Dec-17

Ø In the Non-NLEM category Indian Com-panies showed a growth of 9.2 % whereas MNCs grew at 6.9%

NLEM, Non NLEM & Non-Scheduled Para 19 Market

Ø NLEM 2013 containing molecules market grew at 3% whereas the non NLEM mar-ket grew at 8.7% resulting in an overall growth of 7.8%.

Therapy Areas

Ø 17 therapies showed a positive growth.

Ø Respiratory market posted a double digit growth of 14.9%, Gastro Intestinal grew at 7.6% and Pain and Analgesic market grew at 6%.

Ø Anti-diabetic market grew at 10.4% and Cardiac at 4.4%, Neuro/CNS grew at 8.4%.

Ø Anti-Malarials degrew at (-7.8%) and VMS market grew at 6.5%.

Ø Derma grew at 9.6% in Dec 2017, a slow-down as compared to Nov 2017.



Regional Dynamics

Ø 29 regions have posted positive growth.

Ø UP east market grew the highest at 26.4% followed by North Karnataka at 17.4 % and Haryana at 15.3%.

Molecules

Ø Amoxycillin + Clavulanic Acid mar-ket showed a recovery at 10% monthly growth. Glimepiride + Metformin Market is stagnant at 0.56%.

Ø Glimepiride + Metformin was pegged at 169.1 Crs and Amoxycillin + Clavulanic Acid Market is pegged at 160.5 Crs.

Ø Azilsartan plain Market is now valued at 56.8 Crs on MAT basis. Sofosbuvir and its combination market has reached 575.3 Crs on MAT basis.

Ø Luliconazole market is worth 233.2 crs on MAT basis. While Tenegliptin and its com-binations are pegged at 586.4 Crs.

Ø Paracetamol plain grew at 8.97% on monthly basis, plain Atorvastatin is decling at -5.58%. Probiotic Microbes is showing a double digit growth of 15.28%, Pantopra-zole plain has posted a growth of 7.36%, Montelukast + Levocetrizine is growing at a double digit rate of 18.81%, Voglibose + Metformin + Glimepiride posted a double digit growth of 12.94%, Plain Azithromy-cin is showing monthly growth of 6.62%.

Brands

Ø Mixtard leads with 47 Crs followed by Gly-comet GP at 33. Crs, Spasmoproxyvon Plus at 38 Crs, Lantus at 33 Crs & Galvus Met at 33 Crs and Liv 52 24crs and Janumet at 34 Crs.

Ø Few Brands who have gained ranks on MAT basis include Novomix (+3), Cilacar (+22), Udiliv (+15), Ultracet (+9), Duolin, (+27), Gluconorm G (+6), Telma H (+4), Allegra (+19), Synflorix (+11), Gemer (+4), Ecosprin AV (+11), Duphaston (+14),Pan D (+5), Istamet (+5)

Ø Azilsartan is now valued at 51.44Crore there are 43 brands already launched . On MAT basis with Zilarbi (Emcure*) leading followed by Aztric (Intas) and Abel (Lupin)


AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET

Recent New Launch Molecule Performance

Ø Azilsartan is now valued at 57 Crs there are 41 brands already launched with Zi-larbi (Emcure*) leading followed by Aztric (Intas) and Abel (Lupin).

Ø Luliconazole segment is worth INR 233.2 Crs with 37 brands in the foray.

Ø Benidipine molecule and its combinations is valued at 16.8 Crs with Inzit (Eris) lead-ing, followed by Benitowa (Akumentis) and Benipack (Koye).

Ø Acotiamide molecule is now valued at 43 Crs with Acogut (Lupin) leading followed by Actapro (Sun*) & Acotrust (DRL).

Ø Dulaglutide - Trulicity by Eli Lilly is now val-ued at 19 Crs

Ø Acotiamide molecule is now valued at 41.7 Crore on MAT basis with Acogut (Lu-pin) leading followed by Actapro (Sun*) & Acotrust (DRL)

Ø Dulaglutide launched as Trulicity by Eli Lil-ly is now valued at 18 Crore.



medicinman · deep bhandari – executive coach & consultant amlesh ranjan – deputy director,...

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