Chapter 1

INTRODUCTION

1

Introduction to Retail competition

Drug stores have evolved from places in which medications were extemporaneously compounded, and patent medication and health related sundries could be purchased, to diverse retail pharmacies. The diversity runs from the small shop to the large shop.There is little doubt that the community pharmacy is a special case among retailers. The pharmacy is presently undergoing what sociologists refer to as the “professionalization” process. In its efforts to attain full status among other health profession.Efforts have been made to trade the term “retail druggist” for “community pharmacist”. High Performance Retail is a network of seasoned professionals. experienced in leading change, revitalizing businesses and improving the performance of retail enterprises. We offer consulting, interim executive, performance improvement and training services. We can help you implement and execute proven best practices to achieve significant and sustainable increases in sales and bottom line profits, accompanied by aligned, positive and committed people, and exceptionally satisfied and loyal customers.

We work from a very strong point of view - with words like product driven, customer obsession and empowering your front most and customer facing associates for great performance!We work very directly and on 'the inside' with a 'hands-on' approach to facilitate learning, immediate knowledge transfer, and immediate impact on performance.We create experiences - learning experiences for your people that result in very positive and memorable experiences for your customers.We have many years of experience leading retail enterprises to breakthroughs in performance.

We have deep knowledge in all aspects of retail operations and finance, and of the best practices for retailing today. Our High Performance Retail approach and processes deliver significant and sustainable improvements in performance.

Fortunately, or unfortunately, you and your enterprise are either on an upwards spiral of growth, pride and success, or on a downwards spiral of frustration, mediocrity and insignificance. There is no middle ground. Your enterprise is either growing or dying. You are either winning or losing in relation to your criteria for success.

Having a competitive strategy means having a crystal clear focus of exactly what your organization must execute to compete effectively and win. It is beyond 'visioning' and 'missioning' and beyond words, platitudes, and the 'flavour of the week.' It is about "strategic intent,' having a winning business model, and having 'the plan' - the 'answer' that is uniquely 'right' for you and your specific circumstances. It is also about 'making it so' and making it real. And when you get the ingredients right - your 'plan' will unfold magically, beyond your expectations.

2

We can help you develop or refine your business model and the 'plan' - through conversations with you, conversations with your senior management and a reality check with your front line. We can then help you engage and energize your enterprise to 'make it so.The preferred approach is to work with you in a senior line management role to refine and clarify the "plan," and then align communications, training, compensation and performance management systems, remove blockages, and coach and recruit as required to ensure your strategic priorities are executed with precision. You will experience a self reinforcing upwards spiral of success and will win.

Through an alliance with a 'best-in-class" partner we can also offer several very unique "interventions" that can help you and your team confront your competitive reality and develop your unique response. The Pre-emptive Turnaround, Corporate Renewal and Post Acquisition Due Diligence processes involve a confidential internet based survey of your executive team, expanded management team, organization sample or full organization with a one to two day debriefing of the results. The processes provide a very powerful 'reality check' and are the catalysts for revitalization and growth is about the implementation and execution of proven best practices for breakthroughs in performance, where breakthroughs in performance are defined as: significant and sustainable increases in sales and bottom line profits; accompanied by aligned, positive and committed people; and exceptionally satisfied and loyal customers.

What does great performance look like?

3

CHAPTER-2

Component of retail competition.

4

Component of retail competition:-

Location Price Buying Personnel Promotion

Location:-

The location of a community pharmacy may be critical factor to its survival. A number of studies of consumer preference have shown convenience to be an important factor in the selection pharmacy.The pharmacist is at the mercy of the same type of directed demand as the drug manufacturer.

Now some important factor selecting location are given as below:-

There should be a reputed area. Parking facility should be available there. The community pharmacy should be present in mid way of hospitals. A lot of physicians should be over there.

Price:-

After the location has been chosen the price policy must be determined. For an independently owned operation some of the same factors considered as when selecting the location must be brought in once again to help determine the price policy. A neighbourhood with a heavier density of senior citizens may be more prescription price-conscious than a younger mix, but the later may be more responsive to lower prices for house hold needs, suchas disposable diapers,.

Chain store have generally built their reputation on a low price image, and need only to continue advertising and promotional activity to maintain this image. Independents with lower prices must advertise this in order to gain advantage for themselves because of their pricing policy. low prices without advertising will take too long to create the desired impression in the shoppers mind.

5

Usually the cost of lowering pricing also means that some cutbacks in other competitive activities will be necessary. Today patients are more product conscious. also they are more aware of the legal requirements that the product name appear on the prescription label and the prescription prices be posted. The operator who advertises the saving available through the use of generic drug also makes an impression on market place.

The most promising system is a combination of these two. All cost factor other than professional services are boiled down to a percentage mark up,and then fee based on the service provided is added .the matter of pricing for certain population segment , such as senior citizen and pricing for a prepaid subscriber copayment plan for prescriptions covered by insurance can not be over looked.

Promotion:-

Promotion of pharmaceutical services at the community level cant be entirely divorced from price of consideration, because many larger retailers use price as the central theme in their promotion. most promotion at the retail level is conducted through radio, TV and local news paper. Other media include direct mail, door to door circular, package suffers. The promotional budget for average American pharmacy has been about 1.5% of sales. A pharmacy with a sales of $200,000 a year might thus expend $3000 on promotion. It has been stated that news paper, circular is probably the most frequently used medium for retail pharmacies advertising.

The use of radio spots can be an effective means of promotion for the community pharmacist if they are properly conceived and presented.

Other promotional techniques frequently used by chain versus chain independent advertisers include the following:

1- Coupons good for reduction from the regular price of a new prescription.2- A “free with a priscription” offer fo a desirable item.3- Drawing type of give-aways ( cars, TVs, trips ).4- Less tangible give-aways, such as poison antidote charts, health-related literature,

poison-proofing the home.

6

Buying:-

Buying really means selling---buyers purchase merchandise for sales, and prudent buyer purchase only enough merchandise to ensure maximum turnover. Sound inventory management creates success in a pharmacy whether it is large or small pharmacy. Buying occument is another differential advantage that is related to price. Low prices are not possible for long unless the pharmacist has bought the drug at a price that is to the pharmacies advantages.

The pharmacist with a keen marketing and professional mind seldom has to delay filling a prescription because the drug is not in stock. This assumes that he has a thorough knowledge of professional community in the area, and also is familiar enough with current pharmaceutical literature to know the characteristics of new product as they are introduced.

The problem associated with stocking an independent pharmacy represent only a fraction of

problems associated with stocking a small, medium, or large chain.

Personnel:-

Selection, training, and retention of satisfactory personnel is vital to the success of the community pharmacy. The process can be divided in to categories, including recruitment, training placement, and motivation. regardless of the size of the pharmacy , the employer must seeks out source of employees, establish a training programme, match the talent and

attitude of the employees to the job assignment, and establish programme to motivate and retain those employees who can contribute to a successful operation.

The selection of personnel to provide service is potentially the greatest competitive weapon. the consumer survey have shown the services pharmacies to be important to them but not uniformly so.

The marketing rationale behind any service depends on its ability to ensure repeated patronage by the costumer and member of his family. Pharmacists are currently reviewing new types of services that actually preferable from both the professional and marketing view point. the services with the most potential at this time seems to be the maintenance of record of a family health. Chain and many independent pharmacies have installed on line “stand alone” data retention and processing system.on line system are connected via phone lines to a remote computer on which patient records are stored along with the other data, such as drug movement, third-party billing, and reconcillation.

Another service that offers a tremendous competitive advantage is the 24- hour service pharmacy. Maintaining a 24 hour pharmacy cant always be cost justified but, in an urban area, a limited no. Of such stores will attract much support. Many chains and large independent have used the 24 hour pharmacy.

7

CHAPTER – 3

Ghaziabad profile

8

Ghaziabad profile:-

Marketing division in Ghaziabad:-

1-Ghaziabad

2-Vasundhara

3-Vaishali

4-Indrapuram

5-Shahibabad

6-Loni

7-Dasna

8-Dadri (NTPC)

9

Monthly turnover of medical shop in Ghaziabad:-

S.no Name of medical store monthly turnover Place

1- Balaji medical store 2,40,000 Rajnagar Gzb

2- Sangeeta medical store 1,50,000 Jagriti vihar Rajnagar Gzb

3- Anil medical store 1,80,000 Rajnagar Gzb

4- Kartikay medical store 1,40,000 Rajnagar Gzb

5- Sharma medical store 1,20,000 Rajnagar Gzb

6- Guardian pharmacy 3,00,000 Indrapuram, Gzb

7- Ramson Medicos 1,60,000 Sahibabad , Gzb

8- Chaudhary medicose 60,000 Rajnagar , Gzb

9- Om Sai Medicos 2,40,000 Indrapuram, Gzb

10- Life Line Medicos 2,80,000 Rampuri , Gzb

11- Take Care Medicos 1,80,000 Lazpat nagar Gzb

12- Shri Sai Homeo Pharmacy 1,50,000 Sahibabad, Gzb

13- Kanshambi Chemist 2,20,000 Vasundhara, Gzb

14- Devi Shree Medicos 2,00,000 Vasundhara,Gzb

15- Pawan Medical Store 1,90,000 Bhopura, Gzb

10

List of pharmaceutical companies

The following is a list of the twelve largest pharmaceutical companies ranked here by revenue as of March 2010 according to their released 2009 annual reports.

Rank  Company   Country   Total

Revenue Net income/

R&D Expensess 

1Johnson & Johnson [2]

United States 61,897 12,266 6,986

2 Pfizer [3] United States 50,009 8,635 7,8453 Roche [4] Switzerland 45,304 SFr8,51 SFr9,874

4GlaxoSmithKline [5]

United Kingdom

44,421 £5,669 £4,106

5 Novartis [6] Switzerland 44,267 $8,454 $7,4696 Sanofi-Aventis [7] France 40,870 €8,471 €4,583

7 AstraZeneca [8] United Kingdom

32,804 $7,544 $4,409

8Abbott Laboratories

United States 30,800 N/A N/A

9 Merck & Co. [9] United States 27,428 $13,024 $5,800

10Bristol-Myers Squibb

United States

11Bayer HealthCare[10] Germany 22,297 €1,696 €1,845

5.9

12 Eli Lilly [11] United 21,836 $4,328 N/AN/A

Some data have not been audited yet. Bayer has additional revenue not included here. The missing parts of the table will be added as more data are released by the companies. The comparable revenues in US Dollars were calculated using the average exchange rates in 2009.

The following is a list of the twelve largest pharmaceutical companies ranked by revenue as of July 2009 in the Fortune Global 500.

11

1 Johnson & Johnson United States 63,747.0 12,949.0 118,7002 Pfizer United States 48,296.0 8,104.0 81,8003 GlaxoSmithKline United Kingdom 44,654.0 8,438.6 99,0034 Roche Switzerland 44,267.5 8,288.1 80,0805 Sanofi-Aventis France 42,179.0 5,636.7 98,2136 Novartis Switzerland 41,459.0 8,195.0 96,7177 AstraZeneca United Kingdom 31,601.0 6,101.0 65,0008 Abbott Laboratories United States 29,527.6 4,880.7 68,8389 Merck United States 23,850.3 7,808.4 55,20010 Wyeth United States 22,833.9 4,417.8 47,42611 Bristol-Myers Squibb United States 21,366.0 5,247.0 35,00012 Eli Lilly United States 20,378.0 (2,071.9) 40,500

The following is a list of the 49 largest companies involved in pharmaceutical and biotech industry ranked by healthcare revenue as of 2008. Some companies (eg, Johnson and Johnson and Bayer) have additional revenue included here.

12

13

1Pfizer [28] (with Wyeth [29] )

U.S. 70,696 14,111 137,127

2 Johnson & Johnson U.S. 63,747 10,576 119,200

3 Hoffmann–La Roche Switzerland 43,970 8,135 78,604

4 Novartis Switzerland 41,460 11,946 98,200

5 GlaxoSmithKlineUnited Kingdom

40,424 10,432 103,483

6 Sanofi-Aventis France 40,328 7,204 99,495

7 AstraZeneca UK/Sweden 31,601 5,959 67,400

8 Abbott Laboratories [30] U.S. 29,527 4,880 68,697

9 Merck & Co. U.S. 23,850 7,808 74,372

10 Bristol-Myers Squibb U.S. 19,977 2,165 42,000

11 Eli Lilly and Company U.S. 18,634 2,953 40,600

12 Boehringer Ingelheim Germany 16,959 2,163 43,000

13Takeda Pharmaceutical Co.

Japan 15,697 2,870 15,000

14 Bayer [31] Germany 15,407 6,448 108,600

15 Amgen U.S. 14,771 3,166 48,000

16 Genentech U.S. 13,400 3,640 33,500

17 Baxter International U.S. 12,300 1,397 38,428

18Teva Pharmaceutical Industries

Israel 11,080 546 26,670

19 Astellas Pharma Japan 10,701 1,122 23,613

20 Daiichi Sankyo Japan 9,682 671 20,100

21 Novo Nordisk Denmark 9,081 1,922 26,575

22 Procter & Gamble U.S. 8,964 10,340 29,258

23 Eisai Japan 5,583 604 14,993

24 Merck KGaA Germany 5,175 1,258 13,900

25 Alcon U.S. 4,897 1,348 13,500

14

26 SINOPHARM China 4,700 1249 9700

27 Akzo Nobel Netherlands 4,694 1,449 13,000

28 UCB Belgium 4,426 492 12,741

29 Nycomed Switzerland 4,264 -105 10,533

30 Forest Laboratories U.S. 3,442 454 9,649

31 Solvay Belgium 3,268 1,026 9,000

32 Genzyme U.S. 3,187 -17 8,477

32 Allergan U.S. 3,063 -127 8,423

33 Gilead Sciences U.S. 3,026 -1,190 6,772

34 CSL Australia 2,788 454 6,400

35Chugai Pharmaceutical Co.

Japan 2,787 328 5,962

36 Biogen Idec U.S. 2,683 218 5,907

37 Bausch & Lomb U.S. 2,292 15 5,830

38Taiho Pharmaceutical Co.

Japan 2,069 132 5,756

39 King Pharmaceuticals U.S. 1,989 289 5,191

40 Watson Pharmaceuticals U.S. 1,979 -445 5,126

41 Mitsubishi Pharma Japan 1,945 208 5,111

42 Shire UK 1,797 278 4,958

43 Cephalon U.S. 1,764 145 4,913

44Dainippon Sumitomo Pharma

Japan 1,763 193 3,750

45 Kyowa Hakko Kogyo Japan 1,698 108 2,895

46 Shionogi Japan 1,640 159 2,868

47 Mylan Laboratories U.S. 1,612 217 2,800

48 H. Lundbeck Denmark 1,552 186 2,515

49 Abdi Ibrahim Ilac Turkey 850 250 1,700

15

Monthly turnover of pharmaceutical company:-

16

17

CHAPTER – 04

List of medical shop in Ghaziabad

List of medical shop surveyed in Ghaziabad:-

1- Ganpati medicos

18

Vaishali Sector 4, Ghaziabad

2- Guardian pharmacy

Vaishali Sector 4, Ghaziabad

3- Take Care Medicos

Lajpat Nagar, Ghaziabad

4- Medi Point

Sahibabad, Ghaziabad

5- Ramson Medicos

Sahibabad, Ghaziabad

6- New Prem Medical Store

Sahibabad, Ghaziabad

7- Shri Sai Homeo Pharmacy

Sahibabad, Ghaziabad

8- Kanshambi Chemist

Vasundhara, Ghaziabad

9- Devi Shree Medicos

Vasundhara, Ghaziabad

10- Sharma Medical Store

Brij Vihar, Ghaziabad

11- Om Sai Medicos

Indira Puram, Ghaziabad

12- Pawan Medical Store

Bhopura, Ghaziabad

13- Balkrishan and Brother Medical store

Meerut Road, Ghaziabad

14- Tulsi

Kanshambi, Ghaziabad

19

15- HSV Pharma India

Kanshambi Ghaziabad

16- Shree Sai Medicos

Ghaziabad

17- Kanshambi Chemist

Vasundhara, Ghaziabad

18- Tatva Marketing and Services Private Lim...

Vasundhara, Ghaziabad

19- Sharma Medical Store

Brij Vihar, Ghaziabad

20- Life Line Medicos

Ram Puri,

21- Sharma medical store

Rajnagar, Ghaziabad

22- Chaudhary medical store

Rajnagar, Ghaziabad

23- Anil medical store

Sanjay nagar, Ghaziabad

24- Sangeeta medical store

Rajnagar Ghaziabad

25- Balaji medical store

Rajnagar Ghaziabad.

26- Kartikay medical store

Rajnagar Ghaziabad.

27- Sanjeev medical store

Rajnagar Ghaziabad.

20

CHAPTER-05

21

Marketing strategy for pharmaceutical product

Marketing Strategy for Pharmaceutical Products

22

List Price: Rs. 339Our Price: Rs. 339Discount: Rs. 0

Competitive Strategy

Competitive Strategy is the 'relentless pursuit of victory' and topics include

23

A. strategic thinking

B. competitiveness

C. innovation

D. execution

E. critical thinking

F. positioning

G. the art of warfare.

H. Respect to every one

I. Money refund offer

J. Market research

K. Home delivery service

 

    

 

      

 

1- Pharma retail chains will replace corner chemists

IMAGINE walking into a one-stop shop for all your healthcare needs. Going by an ORG-

24

Marg study on the emerging scenario of pharma retailing in the country, small chemists are likely to close shop with the emergence of big retail pharma chains promoted by pharma companies themselves, thereby marking the end of unorganised pharma retailing in the country. Considering that pharma retailing is clubbed with fast-moving consumer goods (FMCG) retailing in most cases, smaller chemists will end up selling just FMCG or OTC products and exiting as pharma stockists in the near future. Pharma retailing will become the prerogative of big retailing chains such as Medicine Shoppe or Apollo, according to an ORG-Marg study titled `Retail Chains — the emerging scenario'.

Speaking to Business Line, Mr Gautam Pandya, General Manager, Head of Pharma, ORG-Marg Pvt. Ltd, said, "Pharma retailing would become like discount store retailing whereby the chains would be sourcing directly from pharma companies." This emerging trend is likely to happen first with pharmacy companies themselves who are entering the retail business and thereby getting the ready margins to supply the medicines at a discount.

Explains Mr Pandya "The future trade channel will evolve in such a way that there will be value migration from suppliers to retailers, the reason being the proximity retailers will have with the end customer. As the role of the intermediary diminishes, retailers will become stronger in their negotiating powers than manufacturers and the only way for companies to keep this bargaining power is to enter into retailing themselves."

The retailing study outlines some of the benefits of these retail chains to companies. Due to the co-promotion with the retail chains, there will be increase in sales and a build-up of a long-term relationship with the consumer. There will be efficient supply chain management due to tight inventory control or self-warehousing.

Computerised operations will ensure efficient flow of information. Besides due to the centralised purchases and back-end support, there is a rare chance of spurious medicines trickling down to the shelves.

As for the retailers themselves, due to the computerised operations there will be less or negligible loss due to expiry and stock outs. The promotion and advertising will be taken care of by a master franchise. The value-added services from the companies in the form of free camps would help in building a loyal customer base. Due to the back-end support provided by the master franchisee controlled inventory, there would be better margins and therefore more profits.

25

The customers would benefit by getting medicines below the maximum retail price. There would be routine check-up and advice at free-of-cost to the participating companies. There would be maintenance of patients' profile and database to give expert advice and helping patient compliance and management thus leading to long-term loyalty. According to the study, the consolidation in drug distribution in India is in a formative stage but corporatisation of the retail trade has already begun.

This will lead to elimination of at least one layer of distributors and the customers would thus benefit from the margins saved. The retail landscape will change from the dominating small chemists to organised retailers with a few national and international chains.

2-To maintain variety of product

It’s very necessary to maintain variety of product to satisfy the costumer. You will rapport good relationship with the costumer by providing the best service. You will increase your sales by maintaining or arranging the product. All type of product, you should have stored that the patient want. All the products like health care, nutrition, FMCG, should also be stored in the

medical shop. If the product is not available in the medical shop then it’s the responsibility to

arrange the product by neighbouring medical shop. You should stored that product especially which is written by the doctor.

26

 

3-The Importance of Calling on the Retail Pharmacist in Today’s Managed Care Environment

Until recently, pharmaceutical sales efforts have been directed almost exclusively at the prescribing physician. However, with the advent of managed care, it is very clear that influencing physicians’ prescribing behavior is simply not enough to guarantee greater utilization for your company’s product. Oftentimes, managed care organizations (MCOs) override a product the physician may have prescribed for a patient and replace it with another at the point of sale, thus overturning all of your sales efforts in the doctor’s office.

As a result, your sales efforts today should also be directed to retail pharmacists because many prescribing changes using therapeutic and generic substitutions are being made behind the pharmacy counter. This change has given more decision-making responsibility to pharmacists, who are becoming an ever more important link in the pharmaceutical sales chain.

27

Today’s retail pharmacists wear many hats and have numerous responsibilities. They work closely with physicians, managed care organizations, patients, and numerous clinical and business personnel at their corporate headquarters who direct their activities. Pharmacists talk to physicians about the appropriateness of drugs for different patients, including potential drug interactions and adverse events. They interact with MCOs by phone, fax, and computer transmission, determining whether or not certain prescribed medications are covered for payment by the health plans, or if other drugs may be preferred by the MCOs. Pharmacists are also the critical patient interface since they will distribute the product and provide counseling to the patient. This makes the pharmacist a good barometer for the reception of your product across all customer segments. Let’s take a look at how to maximize your sales efforts when selling to the retail pharmacist.

4-Target High Volume Pharmacies

Health Plans and Pharmacy Benefit Management (PBM) companies usually have drug purchasing contracts in place with high volume retail pharmacy chains and co-ops that are responsible for dispensing pharmaceutical products at the consumer level. The health plans and PBMs are often able to negotiate volume discounts with these drug retailers based upon the high number of prescriptions that they collectively dispense on behalf of the health plan or its PBM. For this reason, you should put time and effort into establishing relationships with the pharmacists in busy retail outlets because this is where most prescriptions are filled. Find out where the busiest overworked and have a limited amount of time to see sales representatives. In fact, most work overtime during store hours on a regular basis and must come in early before opening or stay late after closing just to keep pace with the flow of prescriptions that must be filled during the average workweek. Being aware of the time constraints of the typical community pharmacist, it is imperative that you do effective pre-call planning so that your

28

face-to-face time is well spent. Be certain to have copies available of the latest clinical studies and FDA prescribing information sheets for your products as leave-behinds along with appropriate patient education materials, as pharmacists should be detailed the same way that you would a physician. Pens, writing tablets, Post-It® Notes, and other company-approved reminder items are also good to leave behind, but clinical papers and marketing pieces that outline the safety, efficacy, and benefits of your products should always be considered the leave-behinds of highest importance.

When calling on a pharmacy for the first time, the first thing you need to do is gather basic information about the store’s operating schedule to ensure that your future visits are pleasant, productive, and convenient for all who will be participating in the product discussions.

The 5 most important things you’ll want to find out initially are:

The best day(s) of the week to call The best time(s) of day to call

Whether or not appointments are required

The First Call

As a rule, retail pharmacists tend to be

rmacy staff needs most What the pharmacy staff expects of you and your company

In addition, be sure to introduce yourself to the head pharmacist and to include him or her during the discussions on every call, as this individual keeps a finger on the pulse of the entire pharmacy operation. Moreover, the head pharmacist is often the primary resource for physicians who call and seek expert advice on pharmaceutical products

and therapeutic recommendations. As the physician’s most trusted source of information on pharmaceutical products, it is critical to make the head pharmacist an advocate of your

29

FACT: Did you know that retail pharmacists have the ability to override an MCO product substitution policy if they believe your brand is more appropriate for a specific patient?

brands, as he or she can effectively help promote the use of your products versus those of your competitors during discussions with healthcare professionals each day. Remember that the pharmacist also has the ability to override health plan and PBM drug substitution policies in favor of your brand, so calling on the retail pharmacist should always be considered a critical part of your weekly call plan.

5-Provide Product Information

By being a valuable drug information resource for pharmacists, you help them to do their job better by serving their patients more effectively. Treat the pharmacy call exactly as you would a physician call. Present the features and benefits of your product so pharmacists can recommend your brand when it is an appropriate drug therapy. Alert them to any new labeling changes or indications for your product, share new studies with them as well as any company-approved support materials you may have, and explain to them how your product compares favorably to the competition. Whenever possible, show how your product can reduce the total cost of care by eliminating the need for additional office visits, lab work, tests, and other expensive healthcare services, and support these claims with pharmacoeconomic outcomes studies if they are available. When calling on pharmacists, treat them as sophisticated healthcare professionals and a partner in providing appropriate drug therapy for the hundreds of patients that come through their doors each day.

30

6-Provide Educational Tools and Resources

Pharmacists are receptive to receiving patient education materials so they can counsel customers on the value of your products. When you have programs in place to support the use of your drugs, or have disease state management programs available, make sure pharmacists are aware of them so they can supply them to appropriate patients. When you are able to secure time with the head pharmacist and the pharmacy staff, schedule in-service breakfasts or luncheons where you can provide in-depth information about your products. By providing these added benefits, you will help increase patient compliance and persistency and help pharmacists perform their jobs more effectively.

Continuing education (CE) accredited programs are another resource you may provide for pharmacists. Pharmacists must earn a certain amount of CE credits every year to maintain their professional licenses, so capitalize on the value of these programs whenever they are offered by your company.

31

One of the most important functions ofyour relationship with pharmacists is to gather information from them to help you learn more about your territory. Pharmacists can provide valuable information on the movement of your product, including:

Which dosage strengths are being utilized most

Which dosage schedule is being written most frequently (qd, bid, tid, qid, hs, prn, etc.)

Other products being commonly coprescribed with your product

Trends in off-label utilization

Patient demand / patient feedback / patient compliance

Physicians’ comments regarding the product’s usage within their practice

32

Sales Tips

The First Call

Solicit the head pharmacist’s or pharmacy manager’s name.

Introduce yourself, your company, and provide your business card

Find out the best times for sales calls (days off, hours worked)

Find out what type of information the pharmacist appreciates most

Provide Product Information

Present the features and benefits of your product

Dosage Indications

Side effect profile

Comparisons to the competition

Labeling changes

New studies and clinical information

Present Managed Care Information

Provide managed care formulary updates Provide information on recent formulary

additions

Show where products are preferred

Supply specifics where product is at a lower co-pay than competitor’s product

Alert where pull-through programs are in place

Pharmacists can also provide you with important feedback as to what the competition is doing from a marketing perspective, what their sales message is, and what impact other brands are making within your territory. This information will allow you to adjust yourphysician presentations accordingly and thus sell more effectively.

7-Differential pricing of pharmaceuticals and retail competition.Emphasis on cost containment by third-party payors has intensified economic competition within the health care system, creating powerful market forces which retail pharmacists had not envisioned a few years ago. Hospitals and alternative delivery systems now sell prescription drugs in direct competition with retail pharmacists. These entities are able to purchase their pharmaceuticals from manufacturers at prices far below those of the retailers. Retail pharmacist plaintiffs allege that such activities violate the Robinson-Patman Act which prohibits price discrimination. Retail pharmacists have achieved landmark victories in decisions establishing that nonprofit, state and local governmental hospitals reselling pharmaceuticals in competition with retail pharmacies are not exempt from the Act. This Article demonstrates that despite these victories, plaintiffs will have difficulty proving an actual violation of the Act by manufacturers and hospitals. Plaintiffs must establish competitive injury as well as refute the meeting competition defense. Retail pharmacists might discover that the Robinson-Patman Act is not the ally they had hoped for; instead, they should concentrate on innovative alternatives which will allow them to compete in an

evolving health care system.

33

CHAPTER-06

QUESTIONER

34

QUESTIONER

1- What is the objective of retail competition in pharmaceutical field?

2- What are the various strategies that are following in market?

3- What is the need of retail competition in pharmaceutical field?

4- Is the location of the organisation important factor in retail competition?

5- Which product you are selling best in the market?

6- Is doctor playing any role in retail competition?

7- Is parking facility playing a very vital role in retail competition?

8- Should the medical shop present near to the hospital?

9- Is your personal behaviour playing any role in retail competition?

10- Are the pharmaceutical companies playing any role in retail competition?

35

CHAPTER-07

METHODOLOGY OF SURVEY

36

METHODOLOGY OF SURVEY

COLLEGE OF PHARMACY

l. I. L. M. – Academy of Higher Learning,

18, knowledge park 2nd, Greater NOIDA G.B.Nagar (U.P.)

MARKET SURVEY ON RETAIL COMPETITION IN GHAZIABAD

NAME OF ORGANIZATION: -

ADD:-.

PHONE NO:-

EMAIL ID:-

DATE OF ESTD:-

37

TIMING:-

CONTACT PERSON:-

DETAILS:-

NO. OF STRATEGIES FOLLOWED

1. VARIETY OF PRODUCT2. MONEY REFUND OFFER3. DISCOUNT OFFER4. RESPECT TO EVERY ONE5. KEEP TOUCH WITH THE DOCTOR6. CREDIT FASCILITY

DATE…

SIGNATURE……

CHAPTER-08

SUMMARY

38

SUMMARY

During the study, it was found that the Competitive strategy in retail competition was enough good.And there were lot of facilities provided by the competitor like Apollo pharmacy, Guardian pharmacy and Religare pharmacy.

They always provide Genuine medicines to the patient. Great customer oriented facilities such as free home delivery, mode of

payment, discount in price. They also provide the original bill with medicine for further query and the

reliability. They are well equipped to provide round-the-clock drug service in India.

They also provides many patient care activities like health camp, health newsletters etc.

Other patient care facilities are as follows--- 24-hour service

39

Friendly pharmacist Free Reminder Service Helpline services Free health camps Free Health Insurance Membership card is provided.

CHAPTER-09

CONCLUSION

40

CONCLUSION

This study has proposed that store name, brand name, price discounts and professional pharmacist service affect the net sales in pharma with the help of retail competition.The success of identifying competitive advantages in pharmaceutical retail industry is critical to managing price strategies, brand equity, customer service and company’s profitability.

41

CHAPTER-10

RESULT

42

RESULT:-

Retail competition is the key which increases the sales of product by following various strategies an grow along with the pharmaceutical company.

Retail competition among various pharmaceutical company.

Hypotensive drug.

SR NO.

BRAND COMPANY PRICE

(In crs)

1 AMLOPRES-AT CIPLA 34.17

43

2 STEMLOBETA DRL 30.16

3 AMTAS-AT INTAS 11.41

4 AMLODAC-AT CADILA 21.79

5 AMLONG A MICRO 9.92

6 CORVADIL UNICHEM 9.81

7 ATEN-AM ZYDUS 5.62

8 AMODEP-AT FDC 5.96

9 AMLOVAS-AT MACLEODS 9.72

10 TENOCHEM IPCA 1.81

ANTIFUNGAL DRUG

SR NO. BRAND COMPANY MAT VALUE

(IN CRS)

1 ZOCON FDC 8.05

2 FORCAN CIPLA 5.85

3 NUFORCE MANKIND 5.61

4 AF-150 SYSTOPIC 3.68

5 SYSCAN TORRENT 3.15

44

6 FLUTROX DABUR 1.41

7 FUMYCIN PFIZER 1.29

8 LOGICAN WIN MEDICARE 0.42

9 NIPCAN IPCA 8.05

10 FLUZON CADILA 5.85

DRUG FOR HEPATIC DISEASE

SR NO BRAND COMPANY MAT VALUE

(IN CRS)

1 HEPAMERZ-150 WIN MEDICARE 3.46

2 ANLIV SYSTOPIC 1.14

3 HEPACOR INTAS 0.43

45

PRICING SCENARIO:-

BRAND COMPANY PRICE (RS)

HEPAMERZ WIN MEDICARE 7.10

ANLIV SYASTOPIC 6.65

HEPAWIN WAVE 6.50

LORNIT EMCURE 5.50

46

ANTI ULCER DRUG

SR NO BRAND COMPANY MAT VALUE

(IN CR)

1 RABLET LUPIN 10.60

2 RABELOC CADILA 5.47

3 RABICIP CIPLA 4.95

4 RABEKIND MANKIND 4.00

47

5 CYRA SYSTOPIC 2.78

6 PRORAB WOCKHARDT 1.76

7 VELOZ TORRENT 5.88

8 REKOOL ALEMBIC 9.68

9 RABEMAC MACLEODS 6.47

PRICING SCENARIO:-

BRAND COMPANY PRICE(RS)

RABELOC-RD CADILA 6.50

RABICIP-D CIPLA 6.25

VELOZ-D TORRENT 5.90

48

RABEMAC DSR MACLEODS 5.00

RABIKIND DSR MANKIND 3.90

PEPCIA-D FDC 3.40

RABIUM DSR INTAS 3.90

References:-

1-Kaur, 2007. Business e-Bulletin Vol. 1, Issue 1, 2009, 49-542-www.apollopharmacy.in.3 www. guardian lifecare.com .4 www.goforads.com.5-www.dialforhealth.net/home.asp.6-www.google.com.7-drugtiger.com.

49

50