Top 150 Pharma Companies of India as on December 2017

MEDICINMANField Force Excellence
December 2017| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
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How to Create a Winning Sales
Organization 19th
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CREATING A
WINNING SALES
ORGANIZATION
Interview with Deep Bhandari
W
hat are the key chal-
lenges faced by the
sales force of pharma
companies operating in India?
Deep Bhandari: Most pharma com-
panies operating in India, under-
stand the significance of their sales
force – the driver of revenues. Sales
force is also responsible for estab-
lishing and maintaining relationship
with various stakeholders like HCPs
(doctors), retail pharmacies, distribu-
tors, payors, like the insurance com-
panies and in some cases patient or-
ganizations or caregivers to patients.
Pharma companies are aware that
the cost of maintaining a sales force
is very high and it has significant im-
pact on the bottom-line.
Read the rest of the interview here:
https://goo.gl/ECbwC1

SANJIV
NAVANGUL
Managing Director-
Janssen Pharma
HARIRAM K
Former MD,
Galderma India
ANAND RAO
SVP, Head Digital
Technology, Axis
Bank
KEYNOTE SPEAKERS
SALIL KALLIANPUR
Partner & Co-Founder,
The Digital Transforma-
tion Lab
DEEP BHANDARI
Advisor, UCB India
WORKSHOP LEADERS
in partnership with
PRESENTSMEDICINMAN
DigiStorm2017
How to Create a Winning Sales
Organization 19th
& 20th
December, Mumbai
&

GURPINDER SINGH
Head, Digital & MCM,
GSK
SHASHIN BODAWALA
Director Business Excellence,
Go-to-Market & International
Business, Boehringer Ingelheim
KIRAN PAI
Head, Digital Marketing,
Cipla
SUDIP CHAKRABORTY
Country Head, Neurology
& Operations, UCB India
INDERJIT SOOD
VP, Zydus Cadila
PANKAJ AGRAWAL
National Manager, Sales,
Pricing and Access, UCB
India
SHIVA NATARAJAN
Respiratory BU Head,
GSK Pharma India
AMLESH RANJAN
Deputy Director,
Superspecialty, Sanofi
KRISHNA SINGH
CMD, GlobalSpace
Technologies
RITIKA KAPUR
Brand Manager, Marcom
& Digital, Qi Spine Clinic
VIJAY CHARLU
Marketing & Sales,
Indoco Remedies
ARSHIYA ZAHEER
APAC Regional Medical
Lead MCM, Pfizer
MANISH BAJAJ
VP, India Business,
Dr. Reddy’s Labs
SATYA MAHESH K.
SFE, Business Analytics,
Cipla
RAJESH TIWARI
Head, ER and HRBP,
Novartis
N. SURESH BABU
Head Strategic Initiatives,
Sanofi India
SPEAKERS/MODERATORS/PANEL MEMBERS
How to Create a Winning Sales OrganizationDigiStorm2017 &
19th
& 20th
December, Mumbai

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 7 Issue 12 | December 2017
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. Rudyard Kipling and the Pharma Brand Plan
............................................................................10
The wisdom of the renown English poet applied to
pharma brand planning
Vivek Hattangadi
2. What Does Digitilization Mean to You? ......13
A look at the impact of digital at every step of the
healthcare value chain
Hanno Wolfram
3. Selling in a Digital Era ..................................16
The right message, to the right customer, at the right
frequency, through the right channels
Salil Kallianpur
4. OPPI 51 AGM Highlights ..............................18
Reporting
K. Hariram
5. AIOCD Market Highlights ...........................20
Market highlights for the month of November 2017
Ameesh Masurekar
4 | MedicinMan December 2017
Connect with Anup on LinkedIn | Facebook | Twitter
Anup Soans is an L&D Facilitator,
Author, Pharma Consultant.
muckrack.com/anupsoans/articles
Meet the Editor

SNAPSHOT DigiStorm2017
19 December 2017, Mumbai
Courtyard Marriott, Mumbai
REGISTER HERE
or
Bank: HDFC BANK
Branch: 102, Chawla Regency, Mosque Road,
Bangalore - 560005
Account No: 50200021794640
REASONS TO ATTEND
Understand the need for an integrated
multichannel strategy to be adopted in
the business model
Discover how you can make your
multichannel marketing smarter using
customer data you already have
See how to define ROI by replacing
“measurement plans”with“engagement
plans”.
Explore the unique considerations for
building integrated plans and content in
multichannel marketing
Learn about the new skills required for
a marketing professional in the new
hyperconnected world.
WHO SHOULD ATTEND
This boot camp is designed for professionals
from pharmaceutical biotechnology
organizations with the following
responsibilities:
Marketing
Brand Management
Product Management
Digital Marketing
eMarketing/Digital Marketing
Multichannel/Channel Marketing
Multichannel Analytics
Integrated Marketing
Social Media
Digital Media
Marketing Innovation
Interactive Services
Customer Experience
Customer Engagement
Global Marketing
Mobile Marketing
If you are interested in understanding how
digital can be adopted into your business
models, used to better engage your customers
andtaketheindustry-doctorrelationshiptothe
next orbit, this is the workshop for you.
DIGISTORM is a great opportunity where you
can shake hands with, interact and learn from
industry colleagues, industry experts and also
from experts from other industries who have
successfully adopted digital technology.
SALIL KALLIANPUR
Workshop Leader
@salilkallianpur
VENUE
(Opp. Carnival Cinemas, Andheri-Kurla Road)
Fee Matrix - Early Bird Discounts till 13th
Dcember 2017
How to Create
a Winning
Sales Organi-
sation
workshop*
Both events
Pharma delegates
- individual
₹ 14,500/-
₹ 9,950/-
plus 18% GST
₹ 14,500/-
₹ 9,950/-
plus 18% GST
₹ 25,000/-
₹ 17,000/-
plus 18% GST
Pharma delegates
- group (5+ from
same company)
₹ 8,500/-
plus 18% GST
₹ 8,500/-
plus 18% GST
₹ 17,000/-
plus 18% GST
Service provider
registrations
(only five seats
available)
₹ 25,000/-
₹ 20,000/-
plus 18% GST
₹ 25,000/-
₹ 20,000/-
plus 18% GST
₹ 40,000/-
₹ 30,000/-
plus 18% GST

How to Create a Winning Sales OrganizationDigiStorm2017
19th
20th
December, Mumbai
08:45-09:00 – Welcome Introduction – Anup Soans
SESSION 1
09:00-10:30 – Theme: Can pharma afford to ignore digital
technology and multichannel customer engagement?
Keynote address followed by panel discussion:
Speaker: Sanjiv Navangul – Managing Director, Janssen
India Ltd. (Pharma perspective)
Speaker: Anand Rao – SVP Head Digital Technology, Axis
Bank (non-pharma perspetive)
Outcomes from the session:
1. How digital technology can be integrated into a
business model
2. What should be the key things to keep in mind
when developing a digital strategy
3. What are the common mistakes that business lead-
ers make when planning a digital strategy
Panelists – Sanjiv Navangul; Anand Rao; Manish Bajaj;
K. Hariram
Moderated by – Shashin Bodawala
10:30-11:00 – Networking tea/coffee
SESSION 2
11:00 – 12:30 – Theme: Pharma Marketing in a Digital
World
Presentation followed by panel discussion
Speaker: Shiva Natarajan – Respiratory Business Unit
Head, GSK Pharma India
Panelists – Shiva Natarajan; N. Suresh Babu; Shashin
Bodawala; Krishna Singh
Moderated by – Salil Kallianpur
1. Marketers must use customer data cleverly to create
engagement opportunities
2. “What is the ROI”– how do you define ROI here,
what parameters can be measured to define suc-
cess
3. What are the key challenges for pharma marketers
to‘go-digital’and how to overcome them
12:30 – 13:30 – Break for lunch
SESSION 3
13:30 – 15:00 – Theme: The role of content and channels –
An integrated multi-channel strategy for pharma marketing
Speaker: Gurpinder Singh, Head – Digital MCM, GSK
Pharma India
1. “Content is king”– how do we know what is the
best content to create? Is content best created or
curated?
2. “If content is king, distribution is queen”– under-
standing channel preferences of customers and
tailor-making content
3. Must a digital strategy be multi-channel? If so, what
is the role of integration?
Panelists – Kiran Pai; Gurpinder Singh; Ritika Kapur
Moderated by – Arshiya Zaheer
SESSION 4
15:30 – 16:30 – Theme: What does a pharma professional
look like in the‘new world’– the future of jobs new skill
sets in a hyper-connected world
Speakers - Deep Bhandari Amlesh Ranjan
1. What does the“new”pharma professional look like?
2. The role of technology in LD for sales/marketing
teams
3. The role of technology for self development
16:30 – Thank you and closing comments – Anup Soans
2017 Awards
DigiStorm2017 will be followed by
Platinum Partners
SCHEDULE DigiStorm2017

SNAPSHOT How to Create a Winning Sales Organization
REGISTER HERE
or
Bank: HDFC BANK
Branch: 102, Chawla Regency, Mosque Road,
Bangalore - 560005
Account No: 50200021794640
WHAT YOU WILL LEARN
1. The Role of Sales Force
Understanding strategic sales force role Busi-
ness Model
Go-To-Market Strategies – A competitive advan-
tage
Strategic approach to Sales Force Sizing
Structure
Role Taking, Role Making and Role Shaping
Role‘pollution’and strategic impact on
results
2. Understanding Territories and Deployment
Understanding Customer Value Proposition and
Interactions
Sales Force Operational Excellence:
Understanding Customers – Strategic Approach
to Segmentation and Targeting
Customer Value Proposition
Business/Account Planning Process
Sales Force Performance Measurement – KPIs
A Strategic Approach to CRM / CLM and Digita-
lization
Managing Sales Performance
3. Building A Winning Sales Force
Hiring High Potential Sales Talent
Understanding Sales Competencies
Assessing and Developing Competencies
Behavioral Event Selection Process
On-Boarding and Developing Sales Talent
Building High Performance Culture
Sales Force Motivation
Incentives, Rewards and Recognition
Career Pathways
Managing Performance
4. Sales Manager Excellence
What Makes an Excellent Sales Manager How
to Select One
Developing a Great Sales Manager
Understanding Competencies
Understanding the Role of Sales Managers
Management Vs Leavvvdership
Understanding Sales Force Excellence
Drivers
Sales Manager as a Driver of Change
Understanding Coaching and Team Develop-
ment
Managing Performance
Aligning strategy with sales is the most critical
part of execution because it involves multiple
factors:
Coherent Strategies
Right Sales Profile and People-Hiring, On-
boarding, Training and Development
Sustainable Right Behaviours
High Performance Culture, Reward,
Recognition and Incentives Programs
DEEP BHANDARI
Workshop Leader
@Deep0
VENUE
Fee Matrix - Early Bird Discounts till 13th
Dcember 2017
How to Create
a Winning
Sales Organi-
sation
workshop*
Both events
Pharma delegates
- individual
₹ 14,500/-
₹ 9,950/-
plus 18% GST
₹ 14,500/-
₹ 9,950/-
plus 18% GST
₹ 25,000/-
₹ 17,000/-
plus 18% GST
Pharma delegates
- group (5+ from
same company)
₹ 8,500/-
plus 18% GST
₹ 8,500/-
plus 18% GST
₹ 17,000/-
plus 18% GST
Service provider
registrations
(only five seats
available)
₹ 25,000/-
₹ 20,000/-
plus 18% GST
₹ 25,000/-
₹ 20,000/-
plus 18% GST
₹ 40,000/-
₹ 30,000/-
plus 18% GST

19th
20th
December, Mumbai
08:45-09:00 – Welcome Introduction – Anup Soans
09:00-09:15 – Keynote: Setting the context – K. Hariram
SESSION 1
09:15-10:30 – Theme: The Role of Sales Force
Speaker: Deep Bhandari – Advisor, UCB India
Key learning outcomes:
1. Understanding strategic sales force role Business
Model
2. Go-To-Market Strategies – A competitive advantage
3. Strategic approach to Sales Force Sizing Structure
i. Role Taking, Role Making and Role Shaping
ii. Role‘pollution’ impact on results
SESSION 2
11:00 – 12:30 – Theme: Understanding Territories and
Deployment
Speakers: Deep Bhandari, Amlesh Ranjan, Pankaj Agar-
wal
3. Understanding Customer Value Proposition and
Interactions
4. Sales Force Operational Excellence
5. Understanding Customers – Strategic Approach to
Segmentation and Targeting
6. Customer Value Proposition
7. Business/Account budgeting Planning Process
8. Sales Force Performance Measurement – KPIs
9. A Strategic Approach to CRM / CLM and Digitaliza-
tion
10. Managing Sales Performance
12:30 – 13:00 – Panel discussion
Moderator: Pankaj Agarwal
Panel Members: Sudip Chakraborty, Satya Mahesh and
Amlesh Ranjan
13:00 – 14:00 – Break for lunch
14:00 – 14:15 – Energizer: Anup Soans
SESSION 3
14:15 – 15:00 – Theme: Building A Winning Sales Force
Speaker: Deep Bhandari – Advisor, UCB India
1. Hiring High Potential Sales Talent
2. Understanding Sales Competencies
3. Assessing and Developing Competencies
4. Behavioural Event Selection Process
i. On-Boarding and Developing Sales Talent
ii. Building High Performance Culture
5. Sales Force Motivation
6. Incentives, Rewards and Recognition
i. Career Pathways
ii. Managing Performance
SESSION 4
15:30 – 16:15 – Theme: Sales Manager Excellence
Speakers - Deep Bhandari Rajesh Tiwari
1. What Makes an Excellent Sales Manager How to
Select One
i. Developing a Great Sales Manager
ii. Understanding Competencies
iii. Understanding the Role of Sales Managers
iv. Management Vs Leadership
v. Understanding Sales Force Excellence Drivers
2. Sales Manager as a Driver of Change
3. Understanding Coaching and Team Development
4. Managing Performance
16:15 – 16:45 – Panel discussion
Moderator: Pankaj Agarwal
Panel Members: Sudip Chakraborty, Satya Mahesh
16:45 – 17:00 – Closing remarks: K. Hariram
SCHEDULE How to Create a Winning Sales Organization

19th
20th
December, Mumbai
2017 Awards Night
Platinum Partners
VENUE
DATE TIME
19th
December 2017
4:30PM onwards
WEBSITE
digipharmax.com

O
f the many skills required by a pharma brand
manager, critical thinking using data analytics
and emotional intelligence can make you, as
a brand manager, stand apart. Critical thinking is an in-
tegral part of data analysis and will certainly help you
to be creative. Data analysis is the process by which
sense and meaning are made of the data collected.
The emergent knowledge is applied to prepare the
brand plan. For this, critical thinking is required.
In this part, I focus on critical thinking and analysis. In
the January 2018 issue of MedicinMan, I focus on emo-
tional intelligence.
As a brand manager, whenever I wrote a brand plan,
I took the help of a great Mumbai-born poet to write
it – Rudyard Kipling.
Taking a poet’s help to write a Pharma Brand Plan? If
you have not read‘Six Honest Serving Men’by Rudyard
Kipling, you have really missed something.
Here is the first verse:
I KEEP six honest serving-men,
(They taught me all I knew);
Their names are What and Why and When
And How and Where and Who.

RUDYARD KIPLING
AND THE PHARMA
BRAND PLAN
Vivek Hattangadi
The wisdom of the renown English poet applied
to pharma brand planning

 Vivek Hattangadi | Rudyard Kipling and the Pharma Brand Plan
These are also called Socratic Questions and are the
heart of critical thinking.You need not ask these six
questions in the same sequence as in this poem.
One question can lead to another. Ask these ques-
tions to explore problems in the context of brand
planning. Reflect on the answers you get. Feign ig-
norance before you answer these questions which
will help you to think differently.
Let us assume you are handling a 5-year old brand,
‘BRANDEX’. BRANDEX is the major contributor in
your company’s portfolio and is in the growing
segment. Currently BRANDEX is at No. 2 position
in the segment with a market share of 8.5% and
growing at 14%. The segment is growing at 17%.
The market leader is ‘LEADEREX’, introduced a year
before BRANDEX. LEADEREX has a market share of
9.75% and is also growing at 17%. However ‘FOL-
LOWEREX’ introduced just two years back has a
market share of 4.8% and is growing at over 83%
and is virtually driving the growth of the segment.
When you are preparing the Brand Plan for the new
marketing year, ask these questions to yourself.
1. The‘WHAT’Question.
ØØ What am I really doing to make BRANDEX pres-
ence felt in this segment?
ØØ What have I done to make BRANDEX different?
ØØ What are the things I could have done to im-
prove the market share and brand standing of
BRANDEX?
ØØ What are those things I did not do?
ØØ What should I do to STRENGTHEN the brand
image of BRANDEX?
2. The‘WHY’Question.
ØØ Why is BRANDEX here today at No. 2 position?
ØØ Why is BRANDEX growing at just 14%,
ØØ Why is FOLLOWEREX growing so rapidly at
83%?
ØØ Why do doctors prefer FOLLOWEREX over
BRANDEX and LEADEREX?
3. The‘WHEN’Question
ØØ When did I last work in the field to know the
answers to my‘What’and‘Why’questions?
ØØ When did I come to know that FOLLOWEREX
had become so strong and what did I do as a
brand manager?
ØØ When will I change the current situation of
BRANDEX?

 Vivek Hattangadi | Rudyard Kipling and the Pharma Brand Plan
4. The‘HOW’Question
ØØ How well do I know the strategy and tactics of
LEADEREX and FOLLOWEREX?
ØØ How am I going to face LEADEREX and FOL-
LOWEREX? Take them head-on in the same
“red ocean”? Or am I strategically going to cre-
ate another pie where I will render LEADEREX
and FOLLOWEREX irrelevant?
ØØ How am I going to train my field colleagues
so they deliver the new strategy on BRANDEX
better?
ØØ How am I similar to competition today?
ØØ How will I be different from competition to-
morrow?
5. The‘WHO’Question
ØØ Who are the doctors for BRANDEX?
ØØ Who are the doctors for LEADEREX and more
importantly for FOLLOWEREX? (At a macro lev-
el)
ØØ Who is my real competition?
ØØ Who are the people who can drive BRANDEX
to where I want. Have I identified them?
6. The‘WHERE’Question
ØØ Where do I want to drive BRANDEX?
ØØ What are the challenges ahead for BRANDEX?
ØØ How am I going to meet these challenges for
BRANDEX?
ØØ Which obstacles am I likely to face for BRAN-
DEX?
ØØ Who are the people who will help me over-
come these obstacles?
ØØ Why do I think so?
Ask these six Socratic Questions to yourself and
the answers should be there in your 2018-19 Brand
Plan. Asking these questions will help you to focus
your activities and channelize your resources to get
the best returns. M
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

E
very day we read about the digital future in
healthcare. What are experts talking and writing
about, when they use the word digitalization?
Digitalization in healthcare could be “the move from
individual, paper-based procedures to structured, de-
signed, and repeatable processes enabled and sup-
ported by digital technology”. This may be judged as
merely incremental, but it is a quantum leap for many.
Meaning of Digitalization:
To a pharma researcher, digitalization means to lever-
age digital tools to better engage patients in clinical tri-
als, optimize workflow, improve communication, and
speed-up data reporting. All these are critical factors in
planning and executing clinical trials more effectively.
To a market access professional, digitalization means
to allow faster and much more efficient dossier-writing
and compilation. No longer does anyone spend time
in a library, but instead at Medline, and other full-text
searchable databases are at their finger-tips. It allows
them to them to speed-up and provide fine-tuned
“cost-benefit”data to the authorities.

Hanno Wolfram
A look at the impact of digital at every step of the
healthcare value chain
WHAT DOES
DIGITALIZATION
MEAN TO YOU?

 Hanno Wolfram | What Does Digitalization Mean to You?
To a KOL management team, digitalization means
that their assessment is often proven wrong by off-
the-shelf database that can be purchased. The da-
tabase has all the relevant links, authorships, post-
er-sessions, key-notes, and co-author references
from high-end congress participants, influencers
or even“opinion leaders”.
To a pharma brand-manager, digitalization
means engaging with so-called customers through
digital means. They would like hold on to the old
days, when messaging was easy and simple. The
message was transmitted x-times to each potential
prescriber through the Medical Rep. Since access
to doctors is getting difficult and even denied, dig-
ital plans are afoot to replace them. Digital apps are
designed to convey the same clear marketing mes-
sage to doctors via the app.
To sales-forces, sorry: field-forces, digitalization
means using online-tools for reporting activities
and expenses, and replace sales-folders with per-
sonalized and adaptable messages delivered with
the help of a tablet-computer. Reporting, surveil-
lance or policing a Medical Rep’s input in a digi-
talized world is instantaneous.
To “sales-force controlling reporting” (SFE),
digitalization means to leverage tools like a tab-
leau, connecting real-time data from many sources
to establish real-time reports. The value of these
reports in many cases appears questionable as the
question: “what will this figure/data-set improve?”
is rarely answered.
To a medical department digitalization means
having to follow social-media detecting for hidden
reports of unexpected side-effects. Patients often
send wrong and harmful messages. On the other
hand, medical people called “medical science liai-
son managers” (MSLs) have easy digital access to
address-databases of Key Account Managers and
reps to easily find medical or scientific counter-
parts valued enough to participate in a clinical trial.
“
To a medical department
digitalization means that they
have to follow all these social-
media detecting hidden reports
of unexpected side-effects in the
Internet.

 Hanno Wolfram | What Does Digitalization Mean to You?
To patients, digitalization means that they have In-
ternet access: any information at any time from any
place. With reference to validity, relevance and ap-
propriateness of the content, patients are left alone
and are often lost in the digital space. The constant
refrain from pharma, is:“We are not allowed…”It is
a comfortable for pharma people to hide behind.
Just doing digitally whatever has been done man-
ually in the past is to miss out on the true poten-
tial of digitalization. What about a “fully digitalized
healthcare business model, like Amazon and Ap-
ple?
Amazon, Apple, and many others are preparing
to enter the highly lucrative healthcare market.
Healthcare represents between 5% (India) to 15%
(USA) of GDP. Healthcare is unchallenged, unri-
valed in size, showing predictable growth for cen-
turies, old fashioned but hungry and ready for in-
novation. Healthcare offers plenty of opportunities
for digitalization. M
“
Just doing digitally whatever has
been done manually in the past is
to miss out on the true potential of
digitalization. What about a “fully
digitalized healthcare business
model? Like Amazon and Apple?
Hanno Wolfram is the found-
er and owner of www.Innov8.
de, a Germany-based company
offering consulting projects for
pharmaceutical companies. He
is an industry thought leader
on Key Account Management

I
n his recent newsletter, “Innov8-Bulletin”, Hanno
Wolfram, an expert marketer and an authority on
key account management, describes what “digitali-
zation”means to different stakeholders of the pharma
value chain – from medical reps to patients. He points
out that the term means different things to different
people and each function views it from their limited
functionality. Medical reps consider digitalization as a
means of reporting their work instantly online. Brand
managers view it as the availability of apps and ways
to reach customers. The medical department looks
at it as a source for adverse event reporting for their
medicines.
While I provide an over-simplified view of Hanno’s arti-
cle, the most important point is that there is no unified
view of digitalization. Different stakeholders of the in-
dustry have been unable to imagine how technology
can work to upgrade the way the pharma industry in-
teracts with customers and consumers.
Most people in the industry who I speak to appear
somewhat overwhelmed with digitalization and its
impact on the way doctors and patients interact with
each other. Pharma has always had a keen interest
in creating ways in which doctors treat their patients
better and the evolution of technology provides more
ways than one to do that in a much better and more
efficient manner.

Selling in a Digital Era
Salil Kallianpur
The right message, to the right customer, at the
right frequency, through the right channels
MEDICINMAN presents DigiStorm2017
19 December 2017, Courtyard Marriott, Mumbai
Workshop Leader: Salil Kallianpur
for Pharma and Healthcare Marketers
 

 Salil Kallianpur | Selling in a Digital Era
“
Remember, the fundamental
purpose of any business is to
engage its customers. Customers
engage only when they see value
in your company or product. One
doesn’t need to “sell” to an engaged
customer – (s)he is already sold to!
Where product managers earlier had only one
channel (the medical rep) to communicate with
doctors, today technology offers multiple channels
such as e-mails, remote detailing, product/science
webinars, brand/company websites, to name a
few. Multi-channel customer contacts ensure that
the message is consistent and reinforced at a time
that is most convenient to the customer. The fun-
damentals of sales effectiveness still remain the
same: “the right message to the right customer at
the right frequency”. Digital adds another funda-
mental to it –“the right channel”.
If you are able to communicate the right mes-
sage to the right customer at the right frequency
through the right channel, it means that you have
a very engaged customer. That is nothing but the
objective of every marketer – to create customers
who are engaged with their brands and compa-
nies. Digital technology assists you to do that in a
very efficient way.
Remember, the fundamental purpose of any busi-
ness is to engage its customers. Customers en-
gage only when they see value in your company
or product. One doesn’t need to “sell” to an en-
gaged customer – (s)he is already sold to! Sales is a
by-product or a natural consequence of customer
engagement. Learn to leverage technology to en-
gage your customers better than your competitors
can. 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.

I
am one of those privileged retirees who continues
to be invited to OPPI’s AGMs. For a change, the re-
cently held 51st AGM on 13th October 2017, was an
unconventional one, sans any government official or a
bureaucrat addressing the forum.
The guest of honour was Dr. KoduruVaraprasad Reddy,
the pioneer behind affordable vaccines from Shantha
Biotechnics who shared his life journey, an inspiring
one and a learning for all entrepreneurs.
There is a change of guard at the top with Mr. Annas-
wamy Vaideesh, VP (South Asia) MD, GSK taking over
as President from Dr. Shailesh Ayyangar, Sanofi’s MD
and Head of South Asia.
The overarching theme of OPPI this year is ‘THE DNA
of CARE’. The outgoing president, Dr. Ayyangar in his
handover address emphasized on the following:
1. TOGETHER WE MUST – the need for all the stake-
holders to come together
2. The need to focus on“access to healthcare”
3. Building trustful relationship with the patients
4. India should no longer be a country following oth-
ers, but be an INNOVATOR country not just for IPR,
but beyond that.
According to him there is a changing expectation from
patients in terms of dignity, trusting the people who
are helping them, managing the cost of healthcare
and the need for better treatment approaches includ-
ing a better medical infrastructure, plus financial aid.
Dr. Ayyangar did mention that that OPPI on its part
has been working with all concerned in terms of NCDs
(non-communicable diseases) and the threatening an-
timicrobial resistance.
Taking over the mantle, Mr. Vaideesh set the tone and
pace by focusing on:
1. Continuing to improve ACCESS
2. Investing in HEALTH maintenance, treatment and
prevention of diseases

OPPI 51st
AGM
HIGHLIGHTS
K. Hariram
Reporting by K. Hariram

 K. Hariram | OPPI 51st
AGM Highlights
3. The need to shift the focus from PRICE CON-
TROL to “how do I ensure people get financial
aid to afford the basic healthcare.”
With the evolution of healthcare resulting in im-
proving life span, Indian pharma has certainly
come a long way.
However, according to Dr. Vaideesh, there is still
lots of fluidity in the healthcare system allowing
for a second guessing of ‘what is going to happen
next.’
He was very clear in spelling out that the future is
in biologics. There is also an urgent need to part-
ner with the government keeping the focus on the
PATIENT.
This is the way forward for a HEALTHY INDIA.
Inspired by the patient, OPPI’s member companies
are constantly working on newer medicines and
treatments for diseases. The unwavering commit-
ment to bringing better health outcomes to the
millions of patients across the globe continues to
be the driving force behind all the innovation and
research of OPPI members.
Every day, researchers work on development and
innovation and with the hope that we will trans-
form the way we treat diseases.
Just as Columbus’ discovery of the New World
brought opportunity to mankind, OPPI believes
that medicine and science will discover treatments
for a newer, healthier world that will usher hope
and cheer for the entire human race.
Welcome to the New World of research and hope!
Keeping in line with OPPI’s theme of 51st AGM,
they have released a book titled, “The DNA of
CARE”. You may download the same by clicking on
the link below.
https://www.indiaoppi.com/sites/default/files/
PDF%20files/The%20DNA%20of%20Care.pdf M
K. Hariram is the
former MD (retd.) at
Galderma India.
He is Chief Mentor at
MedicinMan and a
regular contributor.
khariram25@yahoo.com

Highlights
1. IPM growth rate improved with a growth of
8.1% and sales of INR 10291 crore.
2. Apr to Nov growth for IPM is 4.6%, clearly
showing the impact of the run-up to GST and
implementation of GST.
3. Anti-infective segment showed very good
growth of 7.9%, while Dermatology posted a
double digit positive growth of 11.9%.
4. Gastro Intestinal segment has shown a posi-
tive turnaround this month and is growing at
9% while Vitamins are also showing at posi-
tive growth of 6.8%.
5. Major chronic therapy area like Anti-diabetic
has slowed down 6%.
6. Cardio segment posted single digit growth of
4.4% and CNS did better as compared to Oc-
tober at 7.6%.
7. Only Derma 11.6% and Anti-diabetics 12.8%
segments showed double digit growth from
Apr to Oct 2017 in the top 10 segments.
Impact Of FDC
ØØ FDC market grew at 16.5% while Non FDC
market showed a growth of 9.1% and single
molecules grew at 6.9%.
ØØ The Non FDC component growth drivers are
volumes at 6.7%, prices at -0.7%, while new
products are growing at 3%.

INDIAN PHARMA
HIGHLIGHTS FOR
NOVEMBER 2017
AIOCD AWACS
Market highlights for the month of November
2017

 AIOCD AWACS | Pharma Highlights
ØØ The single molecules are driven by vol-
umes at 6.5% however the prices are pull-
ing down at -2.3% while NPs are growing
at 3%.
ØØ MNC grew at 4.4%, while Indian compa-
nies grew faster at 9%.
Top Performing Companies:
ØØ In the Top 10 ranks, Mankind has the high-
est growth at 27.6% followed by Alkem at
13.9% and Lupin at 12.5%
ØØ 43 companies showed growth in the top
50 ranks, signalling revival of IPM.
ØØ In the top 50 ranks, Natco has the highest
growth of 35.9 % and Himalaya growing at
22.9%.
ØØ In the top 11 to 20 ranks, Aristo has the
highest growth at 10.7% followed by Tor-
rent growing at 9.5% and DRL growing at
8.4%.
ØØ In the top 21 to 30 ranks, Natco grew the
fastest at 35.9% followed by Himalaya
growing at 22.9%
ØØ In the top 31 to 40 ranks, Hetero grew
at 22.4% followed by Meyer organics at
13.2% and Ajanta at 11.3%.
ØØ In the top 41 to 50 ranks, Allergan has the
highest growth of 22.1 % followed by Med-
ley growing at 20.2% and Centaur 19.5%.
ØØ In the top 51 to 60 ranks, Corona grew at
26.6 % followed by Eli Lily at 12.7%.
ØØ In the top 61-70 ranks, Shreya Lifesciences
grew at 23.3% followed by Albert David at
17.9 % and Wanbury at 8.5%.
ØØ In the top 71-80 ranks, East India grew at
19.7% followed by Lincoln at 9.8%.
ØØ In the top 81-90 ranks, Oaknet grew at
32.1% followed by Ozone at 31.1% and
Walter Bushnell at 26%.
ØØ In the top 91 to 100 ranks; Sanzyme grew
at 58.5% followed by Leeford HC at 57.6%
and Unison at 36.7%.
ØØ In the top 101 to 150 ranks, the fastest
growing are Torque, Mapra, Paras, Mena-
rini, Neon, Strassenburg, Paviour, Gufic,
Talent, Ferring, MSN, Reliance LS, Group,
Lekar, Stamed, Entod, KLM Pharma, Ben-
net, Glowderma and Saffron.

New Companies (launched within last 36
Months)
ØØ 26 new companies were launched in last
36 Months and one company has crossed
10 crore revenue.
Indian Vs. MNC
ØØ MNC grew at 4.4% and Indian companies
grew at 9%.
ØØ In the top 60 MNCs, Allergan was the fast-
est growing at 22.1% followed by Eli Lilly
at 12.7% and Novartis at 11.5%.
NLEM, Non NLEM Non-Scheduled Para 19
Market
ØØ NLEM 2013 containing molecules market
showed growth at 4.2% whereas the non
NLEM market grew at 9% resulting in an
overall growth of 8.1%.
ØØ In Non-NLEM category Indian cos grew at
9.9 % and MNCs grew at 5.3%.
Therapy Areas
ØØ 18 therapy areas showed positive growth.
ØØ Respiratory market posted a double digit
growth of 13.8%.
ØØ Gastro Intestinal and Pain and Analgesic
market grew at 9%
ØØ Anti-diabetic market slowed down at 6%
and Cardiac at 4.4 %, Neuro/ CNS showed
a growth of 7.6 % in the chronic care cat-
egories
ØØ Anti-Malarials degrew at -4.5% VMS Mar-
ket is growing at 6.8%
Regional Dynamics
ØØ 29 regions posted positive growth.
Jharkhand grew the highest at 21.3 % fol-
lowed by UP East at 17.6 % and North Kar-
nataka at 16.1%
Molecules
ØØ Amoxycillin + Clavulanic Acid market
showed recovery at 12.02% growth.
ØØ Glimepiride + Metformin Market is stag-
nant at 0.17%.
ØØ Glimepiride + Metformin was pegged at
171.7 Crore Amoxycillin + Clavulanic
Acid Market pegged at 175.6 crore.
ØØ Azilsartan plain is now valued at 51.44
crore on MAT basis. Sofosbuvir and its

combination market has reached INR 566
crore on MAT basis.
ØØ Luliconazole market is worth 219.2 crore
on MAT basis. While Tenegliptin and its
combinations are pegged at 569.3 crore.
ØØ The market of Paracetamol plain is grow-
ing at 8.53% on monthly basis, plain Ator-
vastatin is decling at -7.63%. Probiotic Mi-
crobes is showing a double digit growth of
20.07% , Pantoprazole plain has posted a
double digit growth of 11.83%, Montelu-
kast + Levocetrizine is growing close to
13.08% , Voglibose + Metformin + Glime-
piride has posted a double digit growth
of 14.65%, Plain Azithromycin is showing
monthly growth of 11.67%
Brands
ØØ Mixtard leads the pack with 41 Crore fol-
lowed by Glycomet GP at 35. Crore, Spas-
moproxyvon Plus at 38 Crore, Lantus at 31
Crore Galvus Met at 42 Crore and Liv 52
21 crore and Janumet at 30 Crore.
ØØ Few Brands who have gained ranks on
MAT basis include Novomix (+4), Cilacar
(+28), Udiliv (+15), Ultracet (+9), Duolin,
(+28), Gluconorm G (+10), Telma H (+7),
Allegra (+18), Synflorix (+14), Gemer (+13),
Ecosprin AV (+18), Duphaston (+15),Pan D
(+10), Istamet (+6)
Recent New Launch Molecule Performance
ØØ 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)
ØØ Luliconazole segment is worth 219.2 Crore
on MAT basis and there are already 36
brands in the fray.
ØØ Benidipine and its combinations are now
valued at 14.3 Crore on MAT basis with
Inzit (Eris) leading, followed by Benitowa
(Akumentis) and Benipack (Koye).
ØØ Acotiamide molecule is now valued at
41.7 Crore on MAT basis with Acogut (Lu-
pin) leading followed by Actapro (Sun*)
Acotrust (DRL)
ØØ Dulaglutide launched as Trulicity by Eli Lil-
ly is now valued at 18 Crore.


AIOCD AWACS - TOP 50 COMPANIES IN THE INDIAN PHARMA MARKET
New Launches in IPM
ØØ In the Anti-diabetic segment, 4 brands
were launched.
ØØ In the VMS segment, 4 were brands
launched.
ØØ In Cardiac segment, 4 brands were
launched.
AIOCD AWACS | Pharma Highlights

Top 150 Pharma Companies of India as on December 2017

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