“Marketing 2.0” in the pharmaceutical industry is no longer about just saying that our product is different and hoping customers will see it that way. It’s very much about making it so and then about finding our way to engage customers in a “conversation” that helps create the value rather than just promoting it through armies of medical representatives. We need to develop new, end-to-end processes that shape our relationships with physicians, payers, patients and care-givers.

1. MEDICINMANField Force Excellence
March 2018| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
PHARMA MARKETING & THE REINVENTION
OF THE PHARMA COMPANY
P
harmaceutical marketing has always been chal-
lenging. Not being able to reach the final consum-
er makes it slightly complicated to create brand
equity and customer loyalty in the true sense of the word.
Since doctors are the key decision makers on behalf of
their patients, the craft is often informally referred to as
‘gate-keeper’marketing.
Pharma marketing has got more challenging in the last
few decades as new medicines are only a marginal im-
provement over the ones that are already available.
Still, those efforts were handsomely rewarded so long
as healthcare spending remained unchecked. However,
more recently, winds of change have swept over the in-
dustry bringing in a more austere budget environment.
Customer willingness to pay large sums for minute bene-
fits is diminishing in the western world, while in self-pay
markets such as India, access trumps marketing savvy as
the driver of sales due to price caps being enforced.
Several other equally important trends, including the
growing power of the patient, the role of digital technolo-
gy, and the potential for new ways to speed the transition
from factory to pharmacy have complicated the status
quo for the industry. And then you have the headwinds
created by the Indian government, the US-FDA and the
NPPA. In this new age, we need to be thinking hard about
how marketing must be redefined to remain relevant.
Salil Kallianpur

2.  Salil Kallianpur | Pharma Marketing & the Reinvention of the Pharma Company
Trickling productivity of global R&D pipelines and
therecentclampdownonirrationalfixeddosecom-
binations means fewer new products to launch.
Enforcement of INN (generic name) prescriptions
only means dilution of brand equity. Tighter price
control puts the brakes on growth via price increas-
es.The rise of activism by health journalists and the
formation of patient groups – though very nascent
– means greater social accountability. As you can
see, science, social policy, and economics are all
leading us fundamentally in the same direction—
toward a new way of thinking about the drug-val-
ue proposition.
“Marketing 2.0” in the pharmaceutical industry is
no longer about just saying that our product is dif-
ferent and hoping customers will see it that way.
It’s very much about making it so—and then about
finding our way to engage customers in a “conver-
sation” that helps create the value rather than just
promoting it through armies of medical represen-
tatives. We need to develop new, end-to-end pro-
cesses that shape our relationships with physicians,
payers, patients and care-givers.
So, what must pharma marketers today do differ-
ently in the new age? The single most important
change requires a transformation that replaces
the traditional “product-focused” marketing with
a “customer-focused” model. Customer focus is
something that is much talked about but is chal-
lenging to adopt and execute with consistency. To
walk that walk, companies, need to be rethinking
not only about how they go to market, but also
about how they are organized to differentiate their
products in a highly cluttered and hypercompeti-
tive market like India.
In a product-focused marketing model, everything
is about you— what your product does and how it
suits you to deliver your product and your message.
Inacustomer-focusedmarketingmodel,onetakesa
hardlookatwhatcustomerswantandneed,assimi-
latestheinformation,andthenlookscloselyatone’s
own way of operating through that customer lens.
2 | MedicinMan March 2018
“
“Marketing 2.0” in the pharma
industry is no longer about just
saying that our product is different
and hoping customers will see it that
way. It’s very much about making it
so...

3.  Salil Kallianpur | Pharma Marketing & the Reinvention of the Pharma Company
Customer-focused marketing is not just about
looking for points of existing alignment or trying
to change the customer, so he fits in your world,
which has been the defining modus operandi of
traditional product-focused marketing.
Are pharma companies properly structured and
situated to design these holistic solutions, or do
they need to focus on designing the“plug-in”tech-
nologies that support broader health initiatives? Is
the pharmaceutical company of the future an Am-
azon that creates new business models or an Intel
that powers them?
Technology as we all know, is barely the answer. A
new business model and a fresh mindset is. As an
industry, are we willing to broaden our innovation
mandate and make it our business, literally, to scan
the environment for disruptive technologies that
restructure various aspects of healthcare delivery.
Do we think it is our responsibility to provide bet-
ter solutions to our customers that are‘beyond the
pill’?
This puts the onus on pharmaceutical companies
at the highest level of management to bring in a
new way of thinking and behaving. What does the
industry need to do for the next quantum leap? It
is quite likely to require the reinvention of the phar-
maceutical company. Whatever enabling technol-
ogies drive that reinvention, we should know that
delivery of enhanced customer experience will be
both the driver and the measure of success. How
well are we prepared for it? M
3 | MedicinMan March 2018
“
What does the industry need to do
for the next quantum leap? It is quite
likely to require the reinvention of
the pharmaceutical company.
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.

4. Pharmaceutical Marketing in
the New Age
An event for Sales and Marketing
Decision-makers
Tuesday, April 24 | The Leela, Mumbai
AGENDA
About ACG: ACG is the only supplier in the world offering integrated manufacturing solutions for the
pharmaceutical industry. Our diverse product range of capsules, films & foils, engineering and inspection
systems not just meet but exceed the demands of the pharmaceutical industry. We are absolutely
committed to just one goal: offering everything required for efficient manufacturing of capsules and
tablets.
We have been doing this for over 50 years, in more than 100 countries. Our customer-centric approach
has won us many loyal, satisfied customers and partners.
NEW AGE PHARMA BUSINESS MODEL
Amidst domestic and global regulatory headwinds, the industry finds itself cornered by aggressive
competition. Must Indian Pharma resort to radical changes to restore the precarious equilibrium
between the ever-battling yin and yang that are the Regulatory and the Customer?
CUSTOMER ACQUISITION OR RETENTION?
The notion that customer experience matters in pharma is old news. Yet pharma is rated among
the least customer-friendly industries. Does pharma focus too less on retaining customers and too
much on acquiring new ones?
DIGITAL ADOPTION
What is the Role of Top Management: Intent, Content, Strategy and Skills for Digital Adoption?
BRAND LIFECYCLE MANAGEMENT
Drugs are unique products and must be treated so. Do pharma executives understand and practice
optimizing the lifetime of a drug to keep the uniqueness of the drug alive?
Complete agenda to be released soon. Contact anupsoans@gmail.com | 968-680-2244
in partnership with
MEDICINMAN

5. Pharmaceutical Marketing in
the New Age
An event for Sales and Marketing
Decision-makers
Tuesday, April 24 | The Leela, Mumbai
in partnership with
MEDICINMAN
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 3 | March 2018
Editor and Publisher
Anup Soans
Chief Mentor
K. Hariram
Executive Editor
Salil Kallianpur
Editorial Board
Prof. Vivek Hattangadi; Deep Bhandari; Hanno
Wolfram; Renie McClay
Letters to the Editor: anupsoans@medicinman.net
1. Pharma Marketing & the Reinvention of the
Pharma Company ..............................................1
Digitization and shifting customer expectations are
redefining the traditional role of a pharma company
- how can marketing keep pace?
Salil Kallianpur
2. 5 Minute Guide to Professional Sales
Management in in the Digital Age .......................8
A quick reminder on what it takes to succeed in
the age of shrinking in-clinic time and expanding
information sources
Anirudha Sengupta
3. Market Segmentation for the Digital Age .11
The wealth of information contained in the digital
footprint of customers, means that segmentation
is no longer simply about age, gender and a few
interests
Vivek Hattangadi
4. Book Review: Catalyst by Chandramouli
Venkatesan ......................................................15
Acareergrowthmanualthatemphasizesprofessional
growth as an outcome of “real individual growth”
Rajeev Kumar
5. AIOCD Market Highlights ...........................17
Market highlights for the month of February 2018
Ameesh Masurekar
5 | MedicinMan March 2018
Connect with Anup on LinkedIn | Facebook | Twitter
Anup Soans is an L&D Facilitator,
Author, Pharma Consultant.
muckrack.com/anupsoans/articles
Meet the Editor

6. 6 | MedicinMan March 2018

PHOTO FEATURE: YUVA PRERANA
Medical Reps are facing an existential
crisis given the far-reaching changes in the
healthcare marketplace and yet their role is
critical to the success of pharma business.
They perform much more than meeting
doctors and promoting products to HCPs.
They are virtually the Simply Indispensable
Individuals (SIIs) of their territory – given
the variety of functions they perform
from market research to supply chain
management. Without this vital last-mile
link, pharma industry’s strategies simply fall
flat.
For most young graduates, the job of a
Medical Rep is the entry point to a career
in the life sciences sector. Yet, their task has
become more and more difficult given the
ever increasing number of pharmaceutical
companies and their multiple divisions.
Naturally, many Medical Reps are dispirited,
given that most of their time is spent
waiting for busy doctors and disinterested
chemist store owners.
Against this background, Dr. Padmanabh
Kamath, an alumnus of CMC Vellore,
practicing as an interventional cardiologist
in Mangalore decided to do something
positive but a completely contrarian act of
recognizing and rewarding Medical Reps for
their talents, perseverance and service. This
little gesture of kindness held in an austere
program without any sponsors, took the
pharma industry by complete surprise and
gratitude.
Thanks to the power of Social Media, the
gesture has gone viral and has a potential to
re-engineer the profession of Medical Reps.
in fact, the pharmaceutical business itself
needs to be reinvented to be relevant in the
New Age and the role of Medical Reps made
more contemporary.
Dr. Padmanabh Kamath had the empathy
and imagination to turn around a seemingly

7. 7 | MedicinMan March 2018

impossible task to a very doable one. Dr.
Padmanabh Kamath is the new hero for
Medical Reps. MedicinMan will be glad
to further this and other activities that
build the social capital of Medical Reps
in association with KOLs and healthcare
industry leaders.
Want to know more? Be there, at The Leela,
Mumbai on Tuesday, 24th April 2018 for the
ACG seminar, Pharmaceutical Marketing in
the New Age, to help Indian Pharma find
solutions to the VUCA – Volatile, Uncertain,
Complex and Ambiguous challenges it faces
with Vision, Understanding, Clarity and
Agility.
This is an exclusive event for senior pharma
marketing professionals from the level of BU
Heads to VPs, President and CEOs. Eminent
speakers including CEOs of domestic and
MNC pharma will share their experiences,
insights and ideas to transform and prepare
healthcare to meet the challenges of 21st
Century. For more information, write to
anupsoans@gmail.com or call 9-68-68-0-22-
44.
The MedicinMan team that gave Indian
Pharma, BrandStorm, CEO Roundtable on
Field Force Excellence, DigiStorm, Creating
a Winning Sales Organization, is putting
together yet another memorable learning
event.

8. 8 | MedicinMan March 2018
I
ndian pharmaceutical market is bubbling with new
players and large field forces because of recent
mergers and acquisitions. There is intense leverag-
ing of all avenues for promotions to ensure consistent
growth. Consequently, the hurdles faced by the field
force has increased in magnitude and scope. These
can be addressed by adopting“phygital”and a profes-
sional approach to sales management
In-clinic interaction:
Due to an increasing number of medical reps, in-clin-
ic interaction in most cases, is restricted to “brand re-
minders” only. Doctors are overloaded with such re-
quests and are unable to remember and recall due to
poor brand engagement.
After the first few calls, doctors do not pay much at-
tention to medical reps. Therefore, careful planning is
needed to make each call at the time best suited to
gain the doctor’s full attention and interest through
contextual precall and post call engagement - a com-
bination of physical and digital -“phygital”interaction.
Phygital is the ideal way to build a link between con-
secutive calls by providing doctors with relevant refer-
ences and case studies and carefully listening to their
feedback to include the same in the follow-up actions
- completing the engagement through multi-channel
loop.

5 MINUTE GUIDE TO
PROFESSIONAL SALES
MANAGEMENT IN IN
THE DIGITAL AGE
Anirudha Sengupta
A quick reminder on what it takes to succeed in
theageofshrinkingin-clinictimeandexpanding
information sources

9.  Anirudha Sengupta | 5 Minute Guide to Professional Sales Management in in the Digital Age
Other strategies for more effective in-clinic time
include:
ØØ Better and contemporary training of field force
to use the latest research in customer behav-
ior for productive engagement, especially im-
proving verbal and non-verbal skills of Medical
Reps.
ØØ Discussing multiple products may be restrict-
ed to GP calls and not with specialists, unless a
clear and logical connect to use more than one
product is in the interest of doctors and their
patients. This requires a clear understanding
and mapping of patient journey from symp-
toms to seeking medical care and compliance/
non adherence.
ØØ Different therapy areas have different patient
journeys and the field force needs to be made
aware of not just meeting customer (doctor)
needs but understanding consumers (pa-
tients).
ØØ Discover more effective ways of RCPA to un-
derstand doctor preferences and behavior and
competitor’s approach.
Sales Management:
Dumping of stocks to meet the numbers at the
month end and waiting for the next closing is a
high pressure and unsustainable strategy, result-
ing in high attrition among the field force. High
attrition leads to poor territory knowledge, poor
relationship with customers and becomes a vicious
cycle of coping with under-performing territories.
There is a need for training field sales managers in
the art and science of professional sales manage-
ment and sales targets have to designed with long
term brand building and relationship perspective
and not month-on-month managing sales by hook
or crook.
9 | MedicinMan March 2018
“
After the first few calls, doctors do
not pay much attention to medical
reps. Therefore, careful planning
is needed to make each call at the
time best suited to gain the doctor’s
full attention and interest through
contextual precall and post call
engagement - a combination of
physical and digital - “phygital”
interaction.

10.  Anirudha Sengupta | 5 Minute Guide to Professional Sales Management in in the Digital Age
Key strategies include:
ØØ Better management of the distribution net-
work to ensure optimum coverage of the
territory by designated distributors - a clear
mapping of distributor -> retailer -> prescrib-
er pathways. This should not be difficult given
today’s technology to monitor the movement
of goods from company to end users. in case
of inter-territory movement of goods these
should to addressed by second-line managers.
ØØ Better retail management skills for Medical
Reps and FLMs. Retailer management is a spe-
cialised skill and having a dedicated team with
specific retail management competence to en-
sure free availability must be explored.
Retailer/pharmacist/paramedic engagement pro-
grams can not only enable better territory man-
agement and prevent brand substitution but will
provide insights that are necessary to plug-in loop-
holes in the distribution chain and make it more
dynamic and effective. The objective should be
optimum stocking - not overstocking and tying up
the scarce resource of retailers or under-stocking
leading loss of sales and customer dissatisfaction.
M
10 | MedicinMan March 2018
“
Coming back to where I started,
there is a dire need to help managers
understand their ROLE, and
provide clarity in terms of their
responsibilities, relationships and
contributions, clearly connecting
these to their day-to-day work.
Anirudha Sengupta is a
senior sales professional
with three decades of
field sales experience

11. 11 | MedicinMan March 2018
M
arket segmentation is a natural result of vast
differences in people.” I love this one from
Donald Norman, an expert in cognitive sci-
ences! A simple way to convey the benefits of segmen-
tation.
Segmentation is a fundamental concept in marketing.
Traditional ways of segmentation are still being used
by Indian pharma companies, with emphasis on de-
mographics, gender, age, and so on.
But what is really required in the Digital Era is super-fo-
cused segmentation! And this is what ‘Need-Based
Segmentation’is all about.
‘Need-Based Segmentation’is also referred to as‘Bene-
fits-Based Segmentation’. It is a far superior alternative
to traditional segmentation. It is a novel approach be-
cause it is customized and highly focused. Since‘Need-
Based Segmentation’ is so laser-focused, it helps the
brand manager to get to the heart of the physician’s
needs.
Let me say upfront, ‘Need-Based Segmentation’ is rel-
evant only when Digital Marketing is baked into the
DNA of your organization. It is neither for the tradition-
alists nor for the laggards.
‘Need-Based Segmentation’ helps a brand manager
to customize and clearly differentiate his brand from
competition. This apart, it helps her to maximize limit-
ed marketing resources.

MARKET SEGMENTATION
FOR THE DIGITAL AGE
Thewealthofinformationcontainedinthedigital
footprintofcustomers,meansthatsegmentation
is no longer simply about age, gender and a few
interests
Vivek Hattangadi

12.  Vivek Hattangadi | Market Segmentation for the Digital Age
How focused can segmentation possibly get?
On the morning of 3rd January 2018, I visited Google.
com.
The Google-Doodle of the day were a few burning
candles and I wondered what it was.
Iclickedonitandsuddenlyamessageflashed–“Hap-
py Birthday Vivek!”
Of the close to two billion users, if Google is able
to identify an obscure person like me and wish me
on my birthday, can you not identify the needs of
a physician and customize your messages to him?
This is the basis of‘Need-Based Segmentation’.
The reason why archaic segmentation fundas are
in the graveyard zone is now clear! The broader the
segmentation, the narrower will be the differenti-
ation. Traditional segmentation and the commu-
nication which follows will then be probably per-
ceived as that of a commodity. Worse, it may even
look like that of a competitor.
And since focus is the basis of any solid marketing
strategy, ‘Need-Based Segmentation’ can deliver
the customized needs of physicians more effective-
ly vis-à-vis competition.
When the physician perceives the message as
‘Need-Based’ he may ultimately say: “Hurrah! It
meets my needs! It meets my needs!”and be exhil-
arated (Just like me when I received the birthday
message from Google).
The bottom line - ‘Need-Based Segmentation’ can
help you to win the mind and heart of the physi-
cian!
Having said this, it still requires you to know how
to reach the individual physician to win his heart
and mind.
Can this happen through the print media currently
used by the field-force? Obviously not! Social me-
dia is therefore a useful option for the application
of ‘needs-based segmentation’. Using Twitter, Ins-
tagram, LinkedIn or creating a Facebook Page can
always be considered.
12 | MedicinMan March 2018
“
Let me say upfront, ‘Need-Based
Segmentation’ is relevant only when
Digital Marketing is baked into the
DNA of your organization. It is
neither for the traditionalists nor
for the laggards.

13.  Vivek Hattangadi | Market Segmentation for the Digital Age
Docplexus, often dubbed as the Facebook for phy-
sicians, should not be missed out for watching the
comments from physicians. What’s more, it is com-
pletely made-in-India, for India!
For example, on a Facebook Page or Docplexus,
you can examine the responses of the physicians to
your original message. These can be analysed, and
future messages customized accordingly. But how
do you analyse the enormous data that is available
and then design customized messages? How do
you measure the effectiveness of your custom-
ized messages? If you can’t do that analysis,‘Need-
Based Segmentation’may not be a useful activity.
13 | MedicinMan March 2018
Just consider the voluminous task ahead if this has
to be done manually.
Fortunately, through high powered text analytics,
it is now possible to segment a physician’s per-
ceptions expressed online and target your specific
communication.
Text analytics works by examining the text that was
written and the responses from physicians to your
messages. It can throw up patterns and topics of
interest, and then take practical action based on
what is learnt. Text analytics software has been cre-
ated that uses text mining.
“
Through high powered text
analytics, it is now possible to
segment a physician’s perceptions
expressed online and target your
specific communication.

14.  Vivek Hattangadi | Market Segmentation for the Digital Age
Buffer and CoSchedule are two such software avail-
able for text analytics. Another great tool as evalu-
ated by an actual user in the industry is Campaign-
Chain.
Incidentally transferring the contents of print me-
dia into a Tab or Ipad with sound, some animations
or gimmicks is not really e-detailing. Recall my arti-
cle‘Who Moved MyVisual Aid’in the February 2018
issue of MedicinMan. M
14 | MedicinMan March 2018
Vivek Hattangadi is a
Consultant in Pharma
Brand Management and
Sales Training at The En-
ablers. He is also visiting
faculty at CIPM Calcutta
(Vidyasagar University)
for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org

15. S
etting my aversion to self-help books aside, I
picked up Catalyst because it was recommend-
ed and gifted to me by one of my mentors. 50
pages in, I was furiously taking notes, highlighting
passages and vigorously nodding my head. Finally, a
book that tells you how to think about your career and
provides mental models to decide which paths to take
and which ones to avoid on a long journey of 40 years.
Chandramouli Venkatesan’s basic premise is that we
must deserve the success that we want in our lives.
Career growth is a function of “real individual growth”
only. All our energy should be put behind working on
ourselves, to deserve the desired career growth. Ob-
sessing too much about career growth itself, which is
an end, will result in nothing more than anxiety and
disappointment.
He then puts forth invaluable, practical lessons on how
to catalyze our “real individual growth.” Each page is
filled with wisdom drawn from his own enviable career
and the career of people around him.
Rajeev Kumar
A career growth manual that emphasizes professional
growth as an outcome of “real individual growth”
BOOK REVIEW

15 | MedicinMan March 2018

16.  Book Review: Catalyst by Chandramouli Venkatesan | Rajeev Kumar
The first part of the book discusses how to make
the most of the time spent at work, how to look for
maximum learning opportunities and how to in-
crease productivity as the job becomes more com-
plex. There are several helpful mental models in
this section. For example“Output=Experience*Pro-
ductivity” tells us why very capable people fail
when they rise higher in the corporate ladder. Sim-
ilarly, Target-Measure-Review-Reflect tells us how
to make sure time spent at work turns into expe-
rience.
My favorite section of the book is where he dis-
cusses the importance of having a long-term view
about your career. A brand-new perspective for me
was that success matters in the 2nd half of your
career. People having similar qualifications and
capability achieve similar results in the 1st half of
their careers; the real difference comes in the sec-
ond half. The second half is more competitive and
success is hard. The first half of your career should
be devoted fully to build the foundations for the
second half. All career decisions you take should be
with this fact in mind and not the pay, designation,
etc that the next opportunity offers.
Sometimes the present looks tough- you have a
bad boss, you just had a terrible quarter, you are
not getting along well with a co-worker. It is im-
portant to have a mentor to guide you during these
cloudy times to show you the right path. A career
is a marathon and there will be bumps along the
way. If you are still able to learn, or as Chandramou-
li calls it “adding to the algorithm of experience”,
you should put all short-term considerations aside.
I enjoyed reading Catalyst and picked up a lot of
important principles. This book should be part of
all induction programs and especially for young
trainees who start their careers after finishing their
engineering, MBA, etc. I recommend it to all my
pharma colleagues. If you are young, you will learn
how to design a successful career. If you are a se-
nior leader, you will learn how to show your subor-
dinates the path for individual growth. M
16 | MedicinMan March 2018
Rajeev Kumar is a Re-
gional Sales Manager at
GSK
Twitter: @rk_health
Email: rajeevkumar.c24@
gmail.com

17. 17 | MedicinMan March 2018
Highlights
1. IPM showed a growth of 7.1% and sales worth
INR 9754 Cr. The growth has slowed down as
compared to January 2018.
2. The Apr 2017 to Feb 2018 growth for IPM is
5.4%.
3. Anti-infective segment is showing very good
growth at 9%, while Dermatology has slowed
down to 5.5%. Respiratory showed healthy
double digit growth of 21%.
4. Gastro Intestinal has shown a positive turn-
around this month and is growing at 7.3%
while Vitamins are also showing at positive
growth of 3.6%.
5. Anti-diabetic posted a single digit growth of
9.1%.
6. Cardio segment has posted single digit
growth of 5.9%, CNS grew at 5.4%.
7. Only Derma at 10.4% and Anti-diabetic at
12% are showing a double digit growth in the
period of Apr 2017 to Feb 2018 in the top 10
segments.
8. The Growth Drivers (GD) are 5.6% in Volumes,
(-1.1 %) in price Increase and 2.6% in New
Introductions (Nis). Volumes have posted a
positive growth. However, price component
is dragging down the market.

INDIAN PHARMA
HIGHLIGHTS FOR
FEBRUARY 2018
AIOCD AWACS
Market highlights for the month of February
2018 brought to you by AIOCD AWACS

18.  AIOCD AWACS | Pharma Highlights
9. Impact of FDC - FDC related market
showed growth of 21.7% while the Non
FDC market showed a growth of 7.6%.
Single molecules grew at 6.2%.
10. MNCs grew at 9.2% and domestic compa-
nies at a slower rate of 6.6%.
Top 150 Ranked Companies in IPM: Growth
rates:
ØØ In the Top 10 ranks, Lupin grew at 15% fol-
lowed by Abbott at 12.5% and Alkem at
12.2%.
ØØ In theTop 11-20 ranks, Intas grew at 15.2%
followed by Dr.Reddy’s at 14.4% and Aristo
at 11.9%.
ØØ In the Top 21-30 ranks, MSD grew at 25.5%
followed by FDC 9.7% and Alembic at
6.5%.
ØØ In the Top 31-40 ranks, Hetero grew at
30.1% followed by Franco at 20.9% and JB
Chemicals 13.7%.
ØØ In the Top 41-50 ranks Allergan grew at
26.6 % followed by Medley at 18.6% and
Win-Medicare at 14.6%.
ØØ In theTop 51-60 ranks, Biocon grew at 20.6
% followed by Boehringer Ingelheim at
17.9% and Bayer Zydus at 15.5%
ØØ In the Top 61-70 ranks, Danone grew at
27.9% followed by Lincoln at 19% and
Shreya Lifesciences at 17.6 %.
ØØ In the Top 71-80 ranks, East India is grow-
ing at 36.2 % followed by Koye at 33% and
Modi Mundi at 29.8%.
ØØ In theTop 81 -90 ranks, Leeford Healthcare
grew at 50.9% followed by Eli Lilly at 49.8%
and by Walter Bushnell at 25.8%.
ØØ In the Top 91 -100 ranks Mylan grew at
61% followed by Piramal HC at 38.7% and
Unison at 21.6%
ØØ In theTop 101 -150 ranks, the fastest grow-
ing companies are: United Biotech, The-
mis Medicare, Neon, Talent, Strassenburg,
Paviour, Ferring, MSN, Anglo French, BMS,
Group, Menarini, Bennet, Lekar, Reckit
Benckinser, Ceylon, Khandelwal, Saffron,-
Seagull, Glowderma, Meridian Entod, KLM
Pharma, Psychotropics and Tas Med.
18 | MedicinMan March 2018

19.  AIOCD AWACS | Pharma Highlights
Therapy Areas:
ØØ 17 therapy areas showed a positive
growth.
ØØ Respiratory posted a double growth of
21%, Gastro Intestinal at 7.3% and Pain
and Analgesic showed growth of 3.7%
ØØ Anti-diabetic market is growing at 9.1%,
Cardiac at 5.9%, Neuro/CNS at 5.4%.
ØØ Anti-Malarial is stagnant at 0.6% and VMS
grew at 3.6%.
ØØ Derma grew at 5.5%.
Regional Dynamics:
ØØ 28 regions posted positive growth.
ØØ Haryana market grew the highest at 20.8
% followed by South Rajasthan at 16.31%
and North Karnataka at 14.63%.
Molecules:
ØØ Amoxycillin + Clavulanic Acid market
showed a recovery at 13.5%, Glimepiride
+ Metformin Market showed a single digit
growth of 2.4%.
ØØ Glimepiride + Metformin was pegged at
163.9 Cr and Amoxycillin + Clavulanic Acid
Market pegged at 171.7 Cr.
ØØ Azilsartan plain market is now valued
at 62.7 Cr on MAT basis. Sofosbuvir and
its combination market has reached INR
599.7 Cr on MAT basis.
ØØ Luliconazole market is worth 255.4 Cr on
MAT basis. Tenegliptin and its combina-
tions have crossed 627.3 Cr mark on MAT
basis.
ØØ Paracetamol plain is growing at 10.9% on
monthly basis, Atorvastatin is declining
at (-4.2%). Probiotic Microbes showed a
double digit growth of 15%, Pantoprazole
plain has posted a growth of 3.9%, Mon-
telukast + Levocetrizine grew at a double
digit rate of 20.7%, Voglibose + Metformin
+ Glimepiride has posted a double digit
growth of 12.8%, Plain Azithromycin is
showed a monthly growth of 15.3%.
Brands:
ØØ Mixtard leads with 36 Cr followed by Gly-
comet GP at 34. Cr, Spasmoproxyvon Plus
at 38 Crs, Lantus at 32 Cr and Galvus Met
at 32 Cr and Liv 52 27 Cr and Janumet at
30 Cr.
19 | MedicinMan March 2018

20.  AIOCD AWACS | Pharma Highlights
ØØ Brands that gained ranks on MAT basis
include Clavam (+1), Cilacar (+24), Udiliv
(+15), Ultracet (+3), Duolin, (+22), Gluco-
norm G (+9), Betnovate N (+18), Allegra
(+21), Synflorix (+5), Ecosprin AV (+12),
Duphaston (+7),Pan D (+5), Istamet (+2),
Thyronorm (+17) and Sinarest (+10).
Recent New Launch Molecule Performance:
ØØ Azilsartan and combinations are now val-
ued at 64.1 Cr there are 46 brands already
launched, with Zilarbi (Emcure*) leading
followed by Aztric (Intas) and Abel (Lupin).
ØØ Luliconazole segment is worth 255.4 Cr on
MAT basis there are already 45 brands.
ØØ Benidipine molecule and its combinations
are now valued at 20.8 Cr on MAT Basis
with Inzit (Eris) leading followed by Beni-
towa (Akumentis) and Benipack (Koye).
ØØ Acotiamide molecule is now valued at 43
Cr on MAT Basis with Acogut (Lupin) lead-
ing followed by Actapro (Sun*) & Acotrust
(DRL).
ØØ Dulaglutide launched under the brand
name Trulicity by Eli Lilly is now valued at
21 Cr.
New Launches in IPM:
ØØ In theVMS category, 6 brands launched. In
Cardiac, 13 brands launched. In Derma, 15
brands launched. In Gastro, 7 brands were
launched. M
20 | MedicinMan March 2018

21. TOP 10 PHARMA COMPANIES IN THE TOP 10 THERAPY AREAS
 AIOCD AWACS | Pharma Highlights
21 | MedicinMan March 2018

22.  AIOCD AWACS | Pharma Highlights
22 | MedicinMan March 2018
TOP 10 PHARMA COMPANIES IN THE TOP 10 THERAPY AREAS

23.  AIOCD AWACS | Pharma Highlights
23 | MedicinMan March 2018
TOP 10 PHARMA COMPANIES IN THE TOP 10 THERAPY AREAS

24. 
AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET
AIOCD AWACS | Pharma Highlights
24 | MedicinMan March 2018

25. 
AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET
AIOCD AWACS | Pharma Highlights
25 | MedicinMan March 2018

26. 
AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET
AIOCD AWACS | Pharma Highlights
26 | MedicinMan March 2018