Losart (Losar
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This document outlines the business plan for Losartan Potassium (LOSART) for 2015. It summarizes that hypertension prevalence in Bangladesh is approximately 20% according to different sources. The cardiovascular drug market is valued at 988 crores with antihypertensives comprising 636 crores. LOSART has a 29.24% share of the antihypertensive market as the second most prescribed generic. The plan identifies opportunities to increase market share by focusing on specialty physicians and improving performance in metro areas. Objectives for 2015 include achieving 10% growth, a 4.9% market share, and reaching the number 3 market position.
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Losart (Losar
- 2. 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.
- 3. According to different renowned organization reports, at least 1 people of Bangladesh have Hypertension out of 5.
- 4. 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.
- 5. 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.
- 6. 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. TerapeuticgroupCAGRValgr CAGRUnitgr Value(Cr.) Valuegr MS% Unitgr Value(Cr.) Valuegr MS% Unitgr Value(Cr.) Valuegr MS% Unitgr Total 30.04 27.28 110 12.26 9.03 98.26 13.51 -3.09 86.6 32.26 23.51 Osartil 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 15.25 Angilock 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 15.87 Prosan 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 11.6 LOSART 13.5 13.8 3.6 45.5 3.3 44 2.5 -17.5 2.5 -33 3 64 3.5 54.7 Losardil 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 38.29 Losan 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
- 7. Brand Health-Internal Issues 1. 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. Opportunities 1. 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. Issues 1. 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. Opportunities 1. 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. Sales2013(Cr.) Target2014(Cr.) ActualSepYTD(Cr.) LE2014 (Cr.) %Ach Gr% %ConttoDiv PCPM 4.01 5.97 3.55 5.7 95 42 0.6 3945
- 8. 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 5 Diabetologist 9.4 2.9 -33 4 Medicine 19.9 5.6 -10 5 Neuro & Psychiatry 5 3.8 -31 -14 Hospital 8.8 3.4 17 17 GP 31 5.3 -2 -2
- 9. Customer matrix 2014 2015 Primary Speciality Universe no. No. Resourced Resource plan 1 Cardiologist 2500 148 1700 2 Diabetologist 1500 44 500 3 Medicine 6078 340 3000 4 Uro & nephrologist 400 8 70 5 Neuro & Psychiatry 400 15 175 Total 539 5445 2014 2015 Secondary Speciality Universe no. No. Resourced Resource plan 1 GP 15600 827 1000 Total 827 1000
- 10. 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 strength Value (Crore) % gr % contribution (to total 25 mg 15.7 12 14 50 mg 87.6 11.4 80 100 mg 7 25.5 6 LOSART 25 mg 0.42 33 11.6 LOSART 50 mg 3.1 46.6 85.6 LOSART 100 mg 0.1 71 2.8 Pack analysis MAT 14
- 11. 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
- 12. 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 promotion 2.New pack size (5x10’s) may be introduced 3.Better pack design 4.Increase specialty doctors coverage 5.Improves metro & urban area
- 13. 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 monitoring 2.Specialty wise investment 3. Monthly & event wise promotion Strategy to Bridge Gap 1.Doctors & RSM wise Rx monitoring 2.Specialty wise investment 3. Monthly & event wise promotion
- 14. Objective 2015 (IMS) Valin Millions ValGr% (over2013) CAGRvalgr% (over2012) ValMS % Valin Millions Gr% MS% Total 1100 12.26 32.2 1220 10.9 Osartil 426 12.42 30 38.64 500 17.4 41.0 Angilock 371 17.11 30.5 33.69 420 13.2 34.4 Prosan 77 -12.43 29 7.01 54 -29.9 4.4 LOSART 36 45.5 64 3.27 60 66.7 4.9 Brand Justabove us 874 5.7 31 79.45 920 5.3 75.4 Market projection Therapeuticgroup (Molecule) MAT2014 Projected MAT2015
- 15. Objective 2015 (Rx share) Average totalRx Rxshare% TotalRxavg monthly Rxshare% Gr% Total 4588 5400 18 Osartil 1500 32.7 1700 31.5 13 Angilock 1289 28.1 1450 26.9 12 LOSART 225 4.9 375 6.9 67 Prosan 229 5 170 3.1 -26 BrandJustaboveus 2790 60.8 3150 58.3 13 Projected20152014Therapeutic group (Molecule) Rxshareprojection
- 16. Objective 2015 (PCPM) Growth objective : 43% MS objective : 4.9 PCPM objective : 6921 Rank Objective : 3rd Growth objective : 43% MS objective : 4.9 PCPM objective : 6921 Rank Objective : 3rd LE(Projection)Cr. PCPM SalesobjectiveCr. Gr% PCPM LOSART 5.7 4582 10 43 6921 2014 Projcted2015 Brand PCPMprojection
- 17. 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.
- 18. Communication Strategy USP: 1.LOSART ensures effective blood pressure control & improves CV outcomes 2.Besides BP controls, LOSART effective in CHF & stroke 3.LOSART provides renal protection in diabetic patients 4.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
- 19. 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/ Neurologist Medicine/ Neurologist Hypertension, Congestive Heart Failure, stroke Hypertension, Congestive Heart Failure, stroke Potential GPPotential GP HypertensionHypertension
- 20. Key campaign initiatives Objective Campaign (Short description) Tgt Doctor Specialty Tgt doctorno Frequency Input One tablet for triple protection We will promote LOSART prevents heart attack, stroke & improves CHF Cardio, Dia, Med, Neuro 5375 3 1Literature 2Gift Sample For wishing World Hypertension Day We will promote LOSART more aggressively a successful World Hypertension Day Cardio, Diabeto, Med, Neuro, Nephro 5445 3 1Literature 4Gift Sample Controls hypertension with renal protection We will promote LOSART kidney friendly antihypertensive Dia, Nephro 570 3 1Literature 1Gift 1S.pad Sample A simple & economic solution for Hypertension We will promote LOSART & ARBs with cost effective way Cardio, Diabeto, Med, Neuro, Nephro 5375 3 1Literature 3Gift 1S.pad
- 21. Medico – Marketing initiatives Objective Content Doctor Specialty Doctor Nos Nos. of programs Costper Program Sales/Yr Investment ROI To increase brand image CMEonstroke &CHFandits management Cardiologist 30 16 40000 81000000 640000 1800000
- 22. Books Objective Content Doctor Specialty Doctor 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
- 23. LOSART Resource analysis Q-1 (Feb/Mar/Apr) SN Name of inputs Type (LBL/Gift/Ne ws letter/FLA) Total no. No. MPE No/MPE Month of Dist. Cost/input Total Cost 1 Family Lit Lit-1 8000 800 10 Feb 12 96000 2 Gift-1 Gift-1 2400 300 8 Feb 100 240000 3 Pen Gift-2 2800 350 8 March 30 84000 4 Card-Bioshakh PPM 2000 250 8 April 10 20000 5 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/MPE Month of Dist. Cost/input Total Cost 1 Family Lit Lit-1 2000 200 10 Feb 12 24000 2 Card-Bioshakh PPM 1200 200 6 April 10 12000 3 Bioshakh Gift 800 200 4 April 80 64000 100000 690000 Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro) Total Institution budget Total Total Q-1
- 24. LOSART Resource analysis Q-2 (May/Jun/Jul) SN Name of inputs Type (LBL/Gift/Ne ws letter/FLA) Total no. No. MPE No/MPE Month of Dist. Cost/input Total Cost 1 Family Lit Lit-2 8000 800 10 May 5 40000 2 Gift (WHD) Gift 1800 300 6 May 120 216000 3 Ramadan PPM 1500 250 6 June 5 7500 4 Ramadan Gift Gift 1500 250 6 June 100 150000 5 Eid Card PPM 1500 250 6 July 10 15000 6 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/MPE Month of Dist. Cost/input Total Cost 1 Family Lit Lit-2 1600 200 8 May 5 8000 2 Gift (WHD) Gift 600 200 3 May 120 72000 3 Ramadan PPM 800 200 4 June 5 4000 4 Ramadan Gift Gift 800 200 4 June 100 80000 0 164000 817500Total Q-2 Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro) Total Institution budget Total
- 25. LOSART Resource analysis Q-3 (Aug/Sep/Oct) SN Name of inputs Type (LBL/Gift/Ne ws letter/FLA) Total no. No. MPE No/MPE Month of Dist. Cost/input Total Cost 1 Show card PPM 4000 500 8 August 5 20000 2 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/MPE Month of Dist. Cost/input Total Cost 1 Show card PPM 800 200 4 August 5 4000 2 S. pad PPM 800 200 4 October 10 8000 12000 232000 Institution budget Total Primary customers (Cadio + Diabeto + Medi +Nepro +Neuro) Total Q-3 Total
- 26. LOSART Resource analysis Q-1 (Nov/Dec/Jan) SN Name of inputs Type (LBL/Gift/Ne ws letter/FLA) Total no. No. MPE No/MPE Month of Dist. Cost/input Total Cost 1 Lit-4 PPM 5600 700 8 November 5 28000 2 Gift (16th Dec) Gift 1000 250 4 December 100 100000 3 New year gift-1 Gift 1000 250 4 December 120 120000 4 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/MPE Month of Dist. Cost/input Total Cost 1 Lit-4 PPM 800 200 4 Feb 5 4000 2 Pen Gift 800 200 4 Feb 20 16000 20000 368000Total Q-4 Institution budget Total Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro) Total
- 27. 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) Noof Dr./MPEto sample Unitpervisit Totalvisitwith sample/month Unit/MPE/mon th Total unit/mont h Total unit/year Total value/ye ar LOSART50mg 4 8 2 2 31 31040 186240 1504819 Totalsamplecost 1504819
- 28. Brand expense sales ratio Brand Projectedval2015 TotalGC2015 LOSART 100000000 0 LOSARTPLUS 44000000 0 0 Total 144000000 0 4917387 3.41 Totalpromo2015 Totalpromo%tosale
- 29. THANK YOU
Editor's Notes
- #7: eneric