A PROJECT REPORT

ON
PRESCRIPTION BEHAVIOUR OF
DOCTORS REGARDING
ANTIBIOTICS
IN PARTIAL FULFILMENT OF THE
REQUIREMENT FOR THE DEGREE OF
MASTER OF BUSINESS
ADMINISTRATION
BATCH (2008-
2010)

GUIDE:
SUBMITTED BY:
R. K. SACHDEVA(ZSM)
RAJEEV MAURYA ALOK KUMAR SINGH
TERRITORY MANAGER ROLL NO. -
MBSM08B012

1
 INSTITUTE OF BUSINESS MANAGEMENT
AND RESEARCH
INTERNATIONAL BUSINESS SCHOOL
SURVEY NO.4, HOSUR ROAD, NEAR
ELECTRONIC CITY,
ADJACENT TO BMW SHOWROOM, BANGALORE-
560100

DECLARATION
I hereby declare that this report on “Prescription behavior
regarding antibiotics” has been written and prepared by me
during the academic year 2008-2010.This project was done
under the able guidance and supervision of Prof. R. R.
Gondker, Faculty, Institute Of Business Management And
Research-International Business School and Mr. R.K. Sachdeva
(ZSM) & Rajeev Maurya(TM), Wockhardt, Ghaziabad in partial
fulfillment of the requirement for the Master Of Business
Administration Degree course of the IBMR-IBS.

I also declare that this project is the result of

my own effort and has not been submitted to any other
institution for the award of any Degree or Diploma.

Place: New Delhi

2
Alok Kumar Singh

Acknowledgements
___________________________________________________
_

If words are considered to be signs of gratitude then let these

words convey the very same.
My sincere gratitude to Wockhardt for providing
me an opportunity to work with Wockhardt and giving
necessary direction on doing this project to the best of my
abilities.
I am highly indebted to Mr. R.K. Sachdeva, Zonal
Sales Manager and company project guide, who has provided
me with necessary information and also for the support extended
out to me in the completion of this report and his valuable
suggestion and comments on bringing out this report in the best
way possible.
I also thanks Prof. R. R. Gondker, IBMR-IBS,
Bangalore who has sincerely supported me with the valuable
3
insights into the completion of this project. I am grateful to all
faculty members of IBMR-IBS, Bangalore and my friends who
have helped me in the successful completion of this project.
I extended my heartfelt thanks to Mr. Rajeev Maurya,
territory Manager to help me during this project.

CERTIFICATE
___________________________________________________
_

This is to certify that Alok Kumar Singh, Student of

INSTITUTE OF BUSINESS MANAGEMENT AND
RESEARCH-INTERNATIONAL BUSINESS SCHOOL has
Completed his project on the topic of “Prescription Behavior
Regarding Antibiotics” under the supervision and guidance of
Prof. R. R. Gondker Faculty Member of IBMR-IBS.
To best of my knowledge the report is original
and has not been copied or submitted anywhere
else. It is an independent work done by him.

4
(Prof. R. R. Gondker)

ABSTRACT
__________________________________________________________________

The project entitled “Prescription Behavior regarding Antibiotics is

undertaken under the guidance of Prof. R. R. Gondker Faculty- Mgt.
This study provides a deep knowledge about the prescription of
physician in DELHI (NCR). It gave an insight that the doctors prefers
which company’ drug, why they are prescribing these drugs, what are
the main salts (composition of drugs) etc.

It also provides a comparative study of Wockhardt products, their

composition and others similar features with the competitor’s products

5
like Ranbaxy Ltd., Dr. Reddy’s Lab, Intas Pharmaceuticals, Cipla Ltd.,
and Panacia Biotech etc.

On the basis of feedback through questionnaire and observation I find

out that there is close competition between these companies. As each of
them is increasing their quality and type of products everyday and
doctors are very enthusiastic towards these products.

CONTENTS

Page No

CHAPTER 1- Introduction

i. Background 02

ii. Need of the Study 04

iii. Scope of the study 05

CHAPTER 2- Organization Information

i. Indian Pharma Industry 07

ii. Wockhardt’s Profile 14

CHAPTER 3 - Research Methodology

i. Objective of Study 34

ii. Marketing Strategy of Wockhardt 35

6
 iii. Methodology 39

CHAPTER 4 - Data Analysis & Interpretation 42

CHAPTER 5 - Conclusion, suggestions and limitation of

Study 61

Bibliography 69

CHAPTER-1

_________________________________

INTRODUCTION

7
 Chapter- 1.1

______________________________________________

BACKGROUND

The Indian Pharmaceutical Industry today is in the front rank of India’s science-
based industries with wide ranging capabilities in the complex field of drug
manufacture and technology. A highly organized sector, the Indian Pharma

8
Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent
annually. It ranks very high in the third world, in terms of technology, quality and
range of medicines manufactured. From simple headache pills to sophisticated
antibiotics and complex cardiac compounds, almost every type of medicine is now
made indigenously.

Established forty years ago, Wockhardt has evolved into one of India's top five
research-based pharmaceutical companies and is amongst the top seventy-five in
the world. The group now employs over 3,500 people globally.

The Company has a market capitalization of over US$ 1 billion and an annual
turnover of US$ 650 million. Wockhardt’s pace of growth and momentum
permeates every mindset, system and technology within the organization.

Wockhardt today, is distinguished by a strong and growing presence in the world’s

leading markets, with more than 65% of its revenue coming from Europe and the
United States. Wockhardt’s market presence covers formulations,
biopharmaceuticals, nutrition products, vaccines and active pharmaceutical
ingredients (APIs).

The Company has its headquarters in India, and has

14 manufacturing plants in India, UK, Ireland, France and US .
Subsidiaries in US, UK, Ireland and France .
Marketing offices in Africa, Russia, Central and South East Asia.

9
In Wockhardt, as a summer trainee my work is to know about the prescription
behavior of Doctors for antibiotics in Ghaziabad and NCR region. I collect the data
by the help of retailers (chemists) that which brands are prescribed by Doctors.

This provides insight knowledge about the product information of other

competitors in market. On the basis of these data company can make a strategy that
how they can increase their sales & can exist their new different product in the
market.

NEED FOR STUDY

This project is a part of our curriculum in MBA. Whatever we have learnt in

lecture room, we try to see the practical application of these concepts in real life.
We know that the Indian Pharmaceutical Industry today in the front rank of
India’s science-based industries with wide ranging capabilities in the complex field
of drug manufacture and technology. A highly organized sector, the Indian Pharma
Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent
annually. It ranks very high in the third world, in terms of technology, quality and
range of medicines manufactured. From simple headache pills to sophisticated
antibiotics and complex cardiac compounds, almost every type of medicine is now
made indigenously.

10
The study on the prescription behavior of the Doctors for antibiotics in Ghaziabad
area will provide an insight knowledge about the current antibiotic market i.e.
which brands are available in market & are making a potential market in given
target market.

Therefore, it is very important to know the prescription behavior of doctors that

what they are prescribed in the market in their specialization by which we can
easily forecast our company target & can raise our sells in different medical
sectors.

SCOPE OF STUDY
Wockhardt is a global, pharmaceutical and biotechnology company that has grown
by leveraging two powerful trends impacting the world of medicine - globalization
and biotechnology.

Wockhardt’s market presence covers formulations, biopharmaceuticals, nutrition

products, vaccines and active pharmaceutical ingredients (APIs).

This project deals with the Antibiotics segment. Actually there are some
Bacteria live in human body so antibiotics drugs help them to destroy .
Wockhardt’s Antibiotic drugs is Aziwok.

11
Now, by knowing the different products, which are currently present in the market
and making their significant presence in the Antibiotic market by the help of the
prescription behavior of the Doctors. Pharma industry deals in the indirect
marketing our main target customer is doctors & retailers & by the help of these
customers we increase our sales.

CHAPTER- 2

___________________________________
_

ORGANIZATION INFORMATION

12
 Chapter- 2.1

______________________________________________

Indian Pharmaceutical Industry: An Overview

“The Indian pharmaceutical industry is a success story providing employment for millions and ensuring
that essential drugs at affordable prices are available to the vast population of this sub-continent.”

The Indian Pharmaceutical Industry today is in the front rank of India’s science-based industries with
wide ranging capabilities in the complex field of drug manufacture and technology. A highly organized
sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent
13
annually. It ranks very high in the third world, in terms of technology, quality and range of medicines
manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds,
almost every type of drugs made indigenously.

Playing a key role in promoting and sustaining development in the vital field of medicines. Indian
Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA
and UK. International companies associated with this sector have stimulated, assisted and spearheaded
this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the
world.

The Indian Pharmaceutical sector is highly fragmented with more than 20,000 registered units. It has
expanded drastically in the last two decades. The leading 250 pharmaceutical companies control 70% of
the market with market leader holding nearly 7% of the market share.

It is an extremely fragmented market with severe price competition and government price control.

The pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug
intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectibles. There are
about 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical

industry in India (including 5 Central Public Sector Units). These units produce the complete range of
pharmaceutical formulations, i.e., medicines ready for consumption by patients and about 350 bulk drugs,
i.e., chemicals having therapeutic value and used for production of pharmaceutical formulations.

Following the de-licensing of the pharmaceutical industry, industrial licensing for most of the drugs and
pharmaceutical products has been done away with. Manufacturers are free to produce any drug duly
approved by the Drug Control Authority. Technologically strong and totally self-reliant, the
pharmaceutical industry in India has low costs of production, low R&D costs, innovative scientific
manpower, strength of national laboratories and an increasing balance of trade. The Pharmaceutical
Industry, with its rich scientific talents and research capabilities, supported by Intellectual Property
Protection is well set to take on the international market.

14
ADVANTAGE INDIA

Competent workforce: India has a pool of personnel with high managerial and technical
competence as also skilled workforce. It has an educated work force and English is commonly used.
Professional services are easily available.

Cost-effective chemical synthesis: Its track record of development, particularly in the area of
improved cost-beneficial chemical synthesis for various drug molecules is excellent. It provides a wide
variety of bulk drugs and export sophisticated bulk drugs.

Legal & Financial Framework: India has a 53 year old democracy and hence has a solid legal
framework and strong financial markets. There is already an established international industry and
business community.
15
Information & Technology: It has a good network of world-class educational institutions and
established strengths in Information Technology.

Globalization: The country is committed to a free market economy and globalization. Above all, it
has a 70 million middle class market, which is continuously growing.

Consolidation: For the first time in many years, the international pharmaceutical industry is finding
great opportunities in India. The process of consolidation, which has become a generalized phenomenon
in the world pharmaceutical industry, has started.

The growth scenario

India's US$ 3.1 billion pharmaceutical industry is growing at the rate of 14 percent per year. It is one of
the largest and most advanced among the developing countries. Over 20,000 registered pharmaceutical
manufacturers exist in the country. The domestic pharmaceuticals industry output is expected to exceed
Rs260 billion in the financial year 2002, which accounts for merely 1.3% of the global pharmaceutical
sector.

Of this, bulk drugs will account for Rs 54 bn (21%) and formulations, the remaining Rs 210 bn (79%). In
financial year 2001, imports were Rs 20 bn while exports were Rs87 bn.

STEPS TO STRENGTHEN THE INDUSTRY

16
Indian companies need to attain the right product-mix for sustained future growth. Core competencies
will play an important role in determining the future of many Indian pharmaceutical companies in the
post product-patent regime after 2005. Indian companies, in an effort to consolidate their position, will
have to increasingly look at merger and acquisition options of either companies or products. This would
help them to offset loss of new product options, improve their R&D efforts and improve distribution to
penetrate markets.

Research and development has always taken the back seat amongst Indian pharmaceutical companies. In
order to stay competitive in the future, Indian companies will have to refocus and invest heavily in R&D.

The Indian pharmaceutical industry also needs to take advantage of the recent advances in biotechnology
and information technology. The future of the industry will be determined by how well it markets its
products to several regions and distributes risks, its forward and backward integration capabilities, its
R&D, its consolidation through mergers and acquisitions, co-marketing and licensing agreements

The Indian pharmaceutical industry has shown tremendous progress in terms of infrastructure
development, technology base creation and a wide range of production. Even while undergoing
restructuring, it has established its presence and determination to flourish in the changing environment.

The industry now produces bulk drugs belonging to all major therapeutic groups.
Strong scientific and technical manpower and pioneering work done in process development have
contributed to this. The country ranks fourth worldwide accounting for 8% of world’s production by
volume and 1.5% by value. It ranks 17th in terms of export value of bulk actives and dosage forms.
Indian exports are destined to more than 200 countries around the globe including highly regulated
markets of US, Europe, Japan and Australia

.During 1999-2000, production of bulk actives (APIs) is estimated at US $ 860 million and value of
Dosage forms is estimated around $ 3 billion (growth + 15%). The country is also showing excellent
performance on the export front with the exports touching $ 1.5 billion during 1999-2000 as per
17
provisional statistics. Due to pressure on prices & global economic situation, the export growth rate of
+15% could not be sustained in the current year.

It is in this background the one must view the importance of Pharma World Expo 2003. Today, India is
not just looking at seeking technology but is a potential exporter of products and technology and so an
international exhibition will help the showcase its strengths.

The pharmaceutical industry in India has undoubtedly created ripples. The success of this industry is quite
crucial for the well being of the nation. The Union government too realizes the importance of the
pharmaceutical industry. With a view to addressing about of the problems in the policies governing the
industry, a new policy was announced 2002.

The basic objectives of Government’s Policy relating to the drugs and pharmaceutical sector were
enumerated in the Drug Policy of 1986. These basic objectives still remain largely valid.

However, the drug and pharmaceutical industry in the country today faces new challenges on account of
liberalization of the Indian economy, globalization of the world economy and on account of new
obligations undertaken by India under the WTO Agreements.

These challenges require a change in emphasis in the current pharmaceutical policy and the need for new
initiatives beyond those enumerated in the Drug Policy 1986, as modified in 1994, so that policy inputs
are directed more towards promoting accelerated growth of the pharmaceutical industry and towards
making it more internationally competitive.

The need for radically improving the policy framework for knowledge-based industry has also been
acknowledged by the Government. The Prime Minister’s Advisory Council on Trade and Industry has
made important recommendations regarding knowledge-based industry. The pharmaceutical industry has
been identified as one of the most important knowledge based industries in which India has a comparative
advantage.

18
The process of liberalization set in motion in 1991 has considerably reduced the scope of industrial
licensing and demolished many non-tariff barriers to imports.

The following are the important steps already taken in this regard:
Industrial licensing for the manufacture of all drugs and pharmaceuticals has been abolished except for
bulk drugs produced by the use of recombinant DNA technology, bulk drugs requiring in-vivo use of
nucleic acids, and specific cell/tissue targeted formulations.

Reservation of 5 drugs for manufacture by the public sector only was abolished in Feb. 1999,
thus opening them up for manufacture by the private sector also. Foreign investment through
automatic route was raised from 51% to 74% in March 2000 & the same has been raised to
100%.

Automatic approval for Foreign Technology Agreement is being given in the case of all bulk
drugs, their intermediates and formulation except those produced by the use of recombinant
DNA technology, for which the procedure prescribed by the government would be followed.

Drugs and Pharmaceuticals manufacturing units in the public sector are being allowed to face
competition including competition from imports. Wherever possible, these units are being
privatized.

Extending the facility of weighted deduction of 150% of the expenditure on in- house research
and development to cover as eligible expenditure, the expenditure on filling patents, obtaining
regulatory approvals and trails besides R&D in biotechnology.

19
In the process, the pharmaceutical industry in India has achieved global recognition as a low cost
producer and supplier of quality bulk drugs and formulations to the world.

Chapter-2.2
______________________________________________

Organizational Information

Introducing Wockhardt

20
Established forty years ago, Wockhardt has evolved into one of India's top five research-based
pharmaceutical companies and is amongst the top seventy-five in the world. The group now
employs over 3,500 people globally.Wockhardt's insight into evolving global markets has
resulted in a dramatic increase in international business.

Wockhardt is a global, pharmaceutical and biotechnology company that has grown by leveraging
two powerful trends impacting the world of medicine - globalization and biotechnology.

The Company has a market capitalization of over US$ 1 billion and an annual turnover of US$
650 million. Wockhardt’s pace of growth and momentum permeates every mindset, system and
technology within the organization.

Wockhardt today, is distinguished by a strong and growing presence in the world’s leading
markets, with more than 65% of its revenue coming from Europe and the United States.
Wockhardt’s market presence covers formulations, biopharmaceuticals, nutrition products,
vaccines and active pharmaceutical ingredients (APIs).

The Company has its headquarters in India, and has

14 manufacturing plants in India, UK, Ireland, France and US

Subsidiaries in US, UK, Ireland and France

Marketing offices in Africa, Russia, Central and South East Asia.

Shaping the Future

• Techniques have resulted in a world-class pharmaceutical force.

• The Wockhardt facility supports a multidisciplinary research Programme involved in

biotechnology, super-generics and new chemical entities. Key research areas include bio-
generics, antibacterial and nutrition. Wockhardt is the first company outside of the USA and

21
 Europe to manufacture recombinant insulin and the launch of hepatitis B vaccine was the most
successful in Indian history.

• Investment in Research & Development has reached $43million in the last 5 years alone.
Wockhardt’s policy is to maintain an annual R&D spends approaching 8% of sales, a figure on
par with the world’s elite pharmaceutical companies.

Wockhardt’s ambition is to refine and develop a global supply chain competence, offering
a truly integrated service.

WOCKHARDT ADVANTAGE

22
 Wockhardt’s manufacturing facilities in India, UK, Ireland, France and US have the approval of major
regulatory bodies, including US FDA and UK's MHRA, with capabilities for both Finished Dosage
Formulations and APIs. The output includes

Sterile (Injectibles)

Biopharmaceuticals

Orals (Tablets & Liquids)

Topicals (Creams & Ointments).

Wockhardt is a partner of choice for manufacturing, having entered into manufacturing alliances
with leading pharmaceutical and biotechnology majors, including

23
 Astra Zeneca Lab Aguettant

Aventis Amylin

Schering-Plough Eisai

Cell Therapeutics LSI, UK

AFT, New Zealand Ebewe, Austria

A key growth driver at Wockhardt is its state-of-the-art, multi-disciplinary research capability

backed by a team of 500 skilled scientists. Consistent efforts have resulted in six breakthrough

biotechnology products, 750+ patent filings and a pipeline of promising new molecules.

WOCKARDT IN INDIA:

Wockhardt’s strategies are aligned towards being a significant player in the emerging global
biopharmaceuticals market. In order to achieve this goal, the company has set up the Wockhardt Biotech
Park, India’s largest biopharmaceuticals complex, with six dedicated plants built to international
standards.

24
Wockhardt has build strong presence in the Indian market with focused efforts on high growth chronic
therapeutic segment. Wockhardt has a 1,500-strong field force covering over 2, 00,000 medical
practitioners.

The Company's strong focus covers 50% of the therapeutic segments through six therapy-focused
marketing divisions. Wockhardt's has a significant presence in pain management, cough therapy,
psychotic drugs, diabetology, vaccines, nutrition and animal health. Our focus on Power Brands has
helped push the growth further, with some of our brands having strong leadership profiles.

Some of Wockhardt’s Power Brands include:

Diabetology
Wosulin (Recombinant Insulin)
Mopaday (Oral Antidiabetic)
Glimaday (Oral Antidiabetic)

Nephrology
Wepox (Recombinant Erythropoietin)
Pain Management
Proxyvon
Spasmo-Proxyvon
Nutrition
Methycobal
Dexolac
Decdan
Neuro-Psychiatry
Libotryp
Tryptomer
Cough Therapy
Zedex
Bro-Zedex
Viscodyne

25
The Company enjoys excellent brand and customer equity, which has given it leadership positions in its
chosen areas of focus.

Wockhardt’s forte in the Indian market has made it the partner of choice for reputed international
companies. Today, Methycobal, which is licensed from Eisai, Japan, is the largest selling brand in the
segment and features amongst the Top 50 brands in the country.

Wockhardt offers the requisite resources, distribution & marketing infrastructure, and brand equity in the
Indian market to make it the ideal partner.

Partnerships for the Indian market

and pharmaceutical company, driven by research and global strategies. Today, Wockhardts has an annual
turnover of US$ 650 million.

CHAIRMAN’S PROFILE

Habil Khorakiwala
Chairman-Wockhardt

• Mr.Habil Khorakiwala, the Chairman of Wockhardt Limited, founded the company in the
early 1960s.Under his dynamic leadership, Wockhardt has emerged as a leading
biotechnology capitalization of over $ 1 billion. Mr. Khorakiwala leads a team of 7000

26
 employees based in India, UK, Ireland, Germany, USA, France and in emerging market.

MANAGEMENT STYLE
Mr. Khorakiwala advocates a customer-centric approach that has filtered down to every decision
and action in Wockhardt. His signature style is much evident in the management processes at
Wockhardt: an open culture, participative management practices, innovation, continuous
improvement, speedy response, empowerment of individuals and enjoyment of one’s job and
contribution to the community - all hallmarks of Wockhardt's culture.

Industry-level representation:
Past President of FICCI (Federation of Indian Chambers of Commerce & Industry).
President of the Indian Pharmaceutical Alliance (IPA), the organization of research-based
pharmaceutical companies in India.

Panel member of the National Manufacturing Competitiveness Council, a high-level think-tank

established by the Government of India.

Accolades received:
Elected as the FICCI president in Feb 2007.

Ernst & Young Entrepreneur of the Year Award in Healthcare & Life sciences (Year
2004).
The Giants 2003 Award for outstanding contribution to business and industry.

Lifetime Achievement Award by the International Medical Integration Council in 2003.

Award for ‘Excellence as Top CEO’ for the year 2002 from the Institute of Marketing &
Management (IMM), New Delhi.

Lifetime Achievement Award by the Indian Analytical Instruments Association (ANACON) for his
‘Contributions in Research and Industry’.

27
 Shiromani Vikas Award for his ‘Outstanding and Inspiring Contribution towards National
Development’ in 1992, at the hands of Mother Teresa.

Lifetime achievement award from Express Pharma

Educational qualifications:
A Masters degree in Pharmaceutical Science from Purdue University, USA.

An Advanced Management Programme from Harvard Business School, USA.

A new way of Pharma Marketing- Relationship Marketing

Much like Relationship Marketing: Definition and Background

Pharmaceutical care, relationship marketing has been defined in various ways. In the narrowest
sense, relationship marketing refers to the use of a customer database to select preferred
customers for a promotional program, such as direct mailing of a special coupon or offering a
discount to a limited group of customers. In this article, we define relationship marketing much
more broadly as a practice that encompasses "all marketing activities directed toward
establishing, developing, and maintaining successful relationships."

The focus of relationship marketing is on developing long-term relationships with a

targeted group of patients and other partners. This focuses primarily on the relationship
of marketing to the most important beneficiary of pharmaceutical care: the patient. In the
pharmacy setting, relationship marketing refers to attracting, maintaining, and enhancing
patient relationships to create mutual benefit for the pharmacist and patient.Given the
ongoing nature of chronic drug therapy and the opportunity for repeated interactions
28
between pharmacists and patients, identifying and targeting groups of patients who could
benefit from developing long-term therapeutic relationships with pharmacists makes
sense both professionally and economically.

Relationship marketing theory was developed in the early 1980s to respond to the
growing needs of service-oriented companies, which have steadily replaced
manufacturers as the dominant drivers of the U.S. economy. Although originally
developed for companies such as banks and insurers, relationship marketing lends itself
well to the promotion of pharmaceutical care programs. Pharmaceutical care is a service,
not a material good. Because patients cannot physically see or touch services, they must
understand and experience them to derive benefits from them and appreciate their value..

In addition, relationship marketing emphasizes the value of lasting bonds, making this
approach well suited to promoting pharmacy services to patients who have chronic
conditions and require long-term follow-up to ensure that their therapeutic goals are met.
The majority of pharmaceutical care services are for patients with chronic diseases, such
as asthma, diabetes, hypertension, or dyslipidemia, or who require long-term support for
efforts such as smoking cessation or weight loss. Relationship marketing offers a more
focused and efficient approach to recruit and retain patients from these populations.

Beyond the 4Ps: The Basic Tenets of Relationship Marketing

Traditional marketing has followed a set of principles called the 4Ps. These basic principles
remain important components of any pharmaceutical care marketing plan and have been
extensively reviewed elsewhere.[9,10] Relationship marketing does not replace these basic
principles, but rather offers a fresh perspective through which to view and implement them.
Briefly, the 4Ps refer to:

• Product -- This is the item or, in the case of pharmaceutical care, the service being
marketed. Although relationship marketing can be applied to any service, it is best suited
to programs that involve repeated interactions between the pharmacist and patient, such
29
 as disease state management or pharmacotherapy assessment and monitoring.
• Price -- Setting the appropriate price for a product or service is essential to marketing it
successfully. Here, relationship marketing can be used to assess patients' price sensitivity
and willingness to pay for a service before it is implemented.
• Promotion -- In addition to advertising, promotional activities include publicity, public
relations, and personal selling. The latter is especially crucial to the success of
relationship marketing, which emphasizes one-on-one interactions between patients and
pharmacists.
• Place -- Making the product available at the right time and the right place is also
important to the success of pharmaceutical care. From a relationship marketing
perspective, pharmacists need to know their target markets well enough to tailor place
considerations to patients' needs.

In addition, a fifth P, positioning, which addresses how the product or service will be
viewed in the minds of prospective patients, is also important to consider. Positioning
involves identifying and evaluating the niche for the service, which is another key
element in relationship marketing. As a philosophy, relationship marketing moves
beyond these basic principles to embrace several other key concepts.

• One-on-one marketing. Whereas traditional promotional tactics such as running

advertisements in newspapers are aimed at a mass market, relationship marketing tactics
target selected customers. Using this approach requires the pharmacist to pay greater
attention to relationship building and personal selling.
• Identifying groups of like-minded customers who share a common desire or
concern. Instead of trying to be all things to all patients, pharmacies that engage in
relationship marketing focus on providing high-quality services to carefully selected
groups of patients or other partners.
• Retaining patients. Pharmacies often focus their promotional efforts on one-time events

30
 or services, such as a blood pressure screening day, a month-long diabetes awareness
campaign, or a seasonal influenza vaccination program. Although these activities may
work well for drawing customers to the pharmacy, they typically offer little incentive for
patients to return on a regular basis to take advantage of other, longer-term clinical
services. Relationship marketing offers tools to build and sustain relationships with the
pharmacy's existing customers, such as patients who come in for a medication refill then
choose to participate in a drug therapy assessment program.
• Taking a longer-term view. Instead of a narrow, one-sale-at-a-time view of
organization-client interactions, relationship marketing emphasizes developing close and
continuing collaborations between an organization (the pharmacy) and its target markets
(patients) and various stakeholders in patient care (physicians, insurers, and suppliers).
Relationship marketing also requires recognizing that relationships take time to grow and
mature.

A 2000 estimate of pharmacy patronage showed that the equivalent of the entire U.S.
population (approximately 275 million people at the time) visited pharmacies each week.
Pharmacists' remarkable access to patients gives them numerous opportunities to initiate
and build therapeutic relationships. However, for these bonds to form, interactions
between patients and pharmacists must be meaningful, with each meeting building on the
previous interaction. For relationship marketing to succeed, interactions between
pharmacists and patients need to represent more than discrete transactions so that patients
can understand the value of the services pharmacists can provide, be they disease
management services or regularly performed drug regimen reviews.

Market Segmentation and Niche Marketing

An essential step for pharmacists adopting relationship marketing is identifying their most
promising market segments -- the specific groups of patients (and other partners, such as
physicians) that would most likely benefit from a proposed or existing pharmacy service. Market
segmentation is a focused approach to marketing in which value-added services (such as disease
31
state management programs) are offered to a targeted group or groups of patients.

A market segment consists of those patients who could benefit from a pharmacy service
because of their unmet health care needs (e.g., difficulty reaching a therapeutic goal, such
as target cholesterol levels). Points to consider when deciding whether to target patients
for specific services include the ability of patients to pay for the service (either out-of-
pocket or through a third party) and their desire to actively use the service.

Sometimes, a market segment may be attractive but too broad for the pharmacy to serve
effectively. In such cases, the market segment often can be further divided into market
niches, which are more narrowly defined groups of customers. For example, women
needing health care is a large and desirable market segment, but few pharmacies have the
staff or resources to offer the full spectrum of services women will need at all life stages.

replacement therapy and breast cancer risk assessment and counseling. By carefully
identifying market niches and then developing customized services for those patients,
pharmacies stand a better chance of competing in even crowded health care markets.

Niche marketing has been critical to the success of the Weight Control and Wellness
Program at Main at Locust Pharmacy. Although patients seeking help with weight
management were recognized as a major market segment for pharmacy services, the
pharmacists recognized during the program's developmental phase that intense
competition existed from established weight loss clinics. However, casual conversations
with patients and feedback from a patient survey identified a market niche of consumers
with unmet needs. These patients were taking daily medications for hypertension,
diabetes, or dyslipidemia and needed further education and support to implement
recommended lifestyle modifications, especially dietary changes. By developing
32
customized services for these patients, the pharmacy positioned itself not simply as
another weight loss center, but rather as a health education clinic that offered a variety of
solutions to help patients reach both their weight and therapeutic goals.

Once identified, market segments and niches can be profiled to learn more about patients'
needs and desires, identify important patient demographic characteristics, and understand
patients' reasons for participating or not participating in a particular program.
Pharmacists can use all of this information to develop customized marketing strategies
for increasing patients' use of a particular service that are based on a better understanding
of their needs and preferences.

Identifying Market Segments and Market Niches

Because it encourages focusing on selected groups of customers, relationship marketing is not a
one-size-fits-all approach. Each pharmacy needs to identify its most promising market segments

or niches while taking into account internal considerations, including pharmacy staff expertise,
interests, and resources, and external market characteristics, such as local patient demographics
and unmet health care needs in the community.

One of the best tools for identifying attractive market segments is also one of the
simplest: listening attentively to patients' comments and feedback. Employing this low-
tech strategy can help pharmacists identify and target individual patients as candidates
for specific pharmacy services. When customers make comments, suggestions, or
complaints, it is important to listen as closely as possible, paying attention to the person's
words and nonverbal cues. To maintain focus, try to listen actively; minimize external
33
distractions, such as other conversations, and avoid thinking about how to respond until
after the person has finished speaking.

At Main at Locust Pharmacy, conversations with patients revealed that many of them
were frustrated with their efforts to lose weight and had particular difficulty adhering to
recommended dietary guidelines for hypertension, diabetes, and dyslipidemia. Based on
this initial observation, we used other information-gathering tools to learn more about
patients in this promising market niche and how to customize pharmacy services to meet
these patients' needs.

Computerized dispensing records are another valuable -- and often underused -- tool for
identifying and evaluating potential market niches. Analyzing dispensing data allows
pharmacists to determine how many customers have certain conditions (e.g.,
hypertension, diabetes) and how many receive refill prescriptions for a particular
category of medications (e.g., antihypertensives, oral antidiabetic agents). The database
can also be mined for other relevant information, such as the age range of and insurance
coverage for a particular group of patients. If the pharmacy has access to a computer
systems analyst or consultant, it may be worthwhile to seek professional advice on how
to efficiently extract information from this rich data resource.

Analysis of dispensing records can also provide information about other stakeholders in
patient care, such as physicians, insurers, and employers. By tapping into this database, a
pharmacist can determine the numbers of patients who come from various physician

practices in the community. This analysis might show, for example, that the pharmacy
has a significant number of asthma patients from a single physician practice and, perhaps,
that a disproportionate number of these patients have received repeated refills for rescue
medication rather than inhaled glucocorticoids. Using this information, the pharmacist
could prepare a presentation to persuasively brief the prescribing physician about the
34
mutual benefits of a pharmacy-based asthma care program.

Main at Locust Pharmacy used its computerized dispensing records to identify patients
with hypertension, diabetes, and hyperlipidemia as potential participants in the Weight
Control and Wellness Program. Since, at the time, the practice did not routinely collect
diagnoses from patients, these individuals were identified using computerized dispensing
records and flagging patients who were receiving antihypertensives, oral antidiabetic
agents and/or insulin, and antilipemic agents. Once a database of selected patients had
been created, the pharmacy was able to communicate with patients in this target market
via direct mail and other personalized approaches.

A patient survey is another tool that can be useful for gauging patients' interest in a
proposed or existing pharmacy service. A survey can provide additional information
about patient demographics, the types of services that may interest patients, and patients'
willingness to pay for such services. A survey of Main at Locust Pharmacy patients
indicated a strong interest in the Weight Control and Wellness Program and patients'
willingness to pay out-of-pocket for it. The survey was distributed to patients as a bag
stuffer and by direct mail to selected customers with an enclosed postage-paid reply
envelope.

Conducting focus groups is another way pharmacists can learn about patients' interest in
proposed services. In these small group sessions, a representative sample of consumers is
gathered to discuss and share their views on an issue or proposal. A focus group,
especially when moderated by an unbiased facilitator, can help reveal patients' needs and
desires for a new service or provide feedback on an existing pharmacy service. As a

secondary benefit, patient focus groups can help to informally market a new service to

35
the participants and, if they are enthusiastic about the service, promote it beyond the
group through word of mouth.

Traditional promotions, such as newspaper advertisements and flyers, can be used

beneficially in conjunction with relationship marketing strategies. For example, the
pharmacy staff at Main at Locust Pharmacy invited selected patients to participate in the
Weight Control and Wellness Program. These patients received a personalized letter to
inform them of the program along with a reply card to indicate their interest. At the same
time, print advertisements were placed in the local newspaper to promote the service to
people who were not already patients of the practice.

Evaluating Target Market Segments and Niches

Before implementing pharmacy services for a selected patient group, the pharmacist should
carefully evaluate the potential for patient participation in an offered program and the service's
likelihood of becoming profitable. A number of important criteria need to be considered,
including:

• Size of the market. How common is the condition (or the need for service) in the
pharmacy's geographic area? How many of the pharmacy's current patients would likely
use the service? How many new patients could be attracted to the service and at what
expense?
• Obstacles to market entry. Does substantial competition already exist for the proposed \

service? If so, does the pharmacy service offer some additional value or benefit that could
help to attract and retain participants? Capital costs and investments of staff time, including
equipment expenses and staff training, also need to be evaluated before implementing a new
service.

• Potential revenue and profit. How much revenue could be generated through service
provision? The number of patients and the number of service episodes in a given period
are key factors in determining the potential revenue. Is third party reimbursement
available for the service? If so, does it cover the cost of the service with allowance for a

36
 reasonable profit? If insurance coverage is not available or adequate, would participants
be willing to pay out-of-pocket for the service? At Main at Locust Pharmacy, patients
pay out-of-pocket for the Weight Control and Wellness Program. Other authors have
similarly reported that many patients are willing to pay out-of-pocket for some pharmacy
services, especially those that provide support for lifestyle changes, which are not
ordinarily covered by traditional insurance plans conducting a patient survey or focus
group may be helpful for gauging this aspect of patients' attitudes and behavior.
• Patient access. Can prospective patients reach the pharmacy easily? Is the service
available during the times when patients would most likely want it? Less tangible
obstacles to access also should be considered. For example, if a pharmacy offers a patient
care service to a Hispanic population, the primary pharmacist ideally should speak
Spanish and understand the health beliefs of this population.
• Patients' attitudes and behavior. What aspects of patients' behavior might be important
when evaluating the market segment? For example, if the program requires significant
behavioral changes on the part of participants, the pharmacist needs to be able to assess
the readiness of individuals to participate actively, along with his or her ability and
willingness to motivate patients to participate. Likewise, pharmacy-based services that
are perceived as pioneering or outside the mainstream, such as counseling on dietary
supplement or herbal product use, may be more likely to appeal to patients who tend to
use new and innovative services Ideally, pharmacists should identify these early adopters
and target them with initial marketing efforts.

Employers are also important targets for relationship marketing efforts. Employers,
particularly those who self-fund their workers' health benefits, constitute a significant and
often overlooked market for pharmacy care services. Pharmacists who want to establish
relationships with employers need to consider how their services can reduce the cost of
health care while improving its quality. They also should be prepared to discuss studies
and model programs, such as Project Impact, Hyperlipidemia, that document the benefits
of pharmacists' interventions. As with establishing new relationships with physicians,
face-to-face meetings between the pharmacist and the company's senior managers or
other key decision makers are vital to building trust and credibility.

37
RESEARCH & DEVELOPMENT IN WOCKHARDT-

The world of tomorrow belongs to the proactive and creative mind. Research is a primary focus
at Wockhardt, with numerous initiatives targeting both identified market opportunities and the
challenge of unmet medical needs. Addressing these goals, Wockhardt has a dedicated and
infrastructurally sophisticated research complex, with 500 scientists, 150 of whom are PhDs. The
Company’s investment in research over the past years has been significantly on the increase and
is among the highest in the Indian pharmaceutical industry.

Our research teams focus on

three major areas:

Recombinant
biopharmaceuticals

Generics

New Drug Discovery

Concentrated R&D efforts at Wockhardt have resulted in 750+ patent filings, including
three in pharmaceutical biotechnology.

38
 CHAPTER – 3
______________________________________________

39
 RESEARCH METHODOLOGY

Research Methodology
__________________________________________
Research can be defined as the careful investigation or inquiry especially through search for new facts in
any branch of knowledge. Market research is a systematic and objective study of problems pertaining to
the marketing of goods and services. It is not restricted to any particular area of marketing but is
applicable to all its phases and aspects. In other words it is the function that links the customer and the
general public that comes under the purview of the target audience.

40
Objective of Study
• To know prescription behavior/habits of the Doctors for antibiotics azithromycin in Ghaziabad,
Hapur and Bulandshehr.

• To find out the most selling drug in the market regarding with antibiotics.

• To find out the prospective doctors for the company on the basis of their prescription habit.

• To find out the whether the chemist are aware about these salt or not?

• To find out whether tablets are prescribed more than liquids among patients?

MARKETING STRATEGIES

An investment can be considered in Wockhardt with a two- three years perspective. A blend of
organic & inorganic initiatives across geographies, a niche portfolio and potential value
unlocking from R&D support the recommendation.

Wockhardt has concentrated on a strategy of building presence and scale in markets outside
India, in turn, leading to a strong foothold in the European market (60 per cent of revenues).

In the US, with the recent acquisition of Morton Grove, a liquid generic and specialty
Dermatology Company, Wockhardt has addressed the pressing need to have a more diversified
portfolio.

41
The decision to invest in growth areas such as biotechnology and new drugs, after being
formulations-driven, is set to pay off soon. Lastly, in-licensing for the domestic market and
selected presence in diabetology, anti-infective, nutraceuticals (such as Farex, Protinex) and
oncology ensures above-average growth (18 per cent).

At the current market price of Rs 426, the stock trades at 13 times its FY-09 earnings per share,
at a valuation discount to peers.

Vistas for growth

Having invested $450 million for six acquisitions, which has generated synergies in marketing,
products and markets, Wockhardt plans to build on its presence in Europe. European formulation
sales doubled during the September quarter, driven by 15 per cent growth across the existing
markets of the UK and Germany, and consolidation of Pinewood Labs (Ireland) and Negma Labs
(France).

The momentum is likely to be sustained in EU, a market less subject to generic pricing pressures,
backed by rationalization of facilities and products from acquisitions and launches.

42
The existing portfolio, mainly targeting old patients and consisting of osteoarthritis,
hypertension-related medicines, holds promise. Wockhardt is also planning to integrate and
synergize the whole European business and this is expected to lift net profit margins in this
region to the 20 per cent range, from 15 per cent.

The contribution of US to Wockhardt’s revenues is expected to increase from the present 9 per
cent. It has a 25-product portfolio skewed towards injectables. In the next six months, it is also
expected to grab a decent market share through recent launches — Amlodipine (hypertension)
and Cetirizine (allergy) tablets. Wockhardt’s pipeline represents over $ 30 billion in brand value.
Even after price erosion and fragmentation in share, these products could push the US business
into a new growth phase.

Wockhardt’s Year ender Special:

Wockhardt has particularly done well in Day-1 launches, post-patent expiry. The newly-acquired
Morton Grove has 33 products in the market. The pending product approval of a nasal spray for

Morton, expected in the second half of 2008, addresses a lucrative opportunity with fairly
restricted competition.

Though it registered operating losses when acquired, it is expected to turn around by February-
March, through cost rationalization and top line improvements.

Worthy strategies

43
Wockhardt is one of the few companies that can capitalize on the biopharmaceutical/biogeneric
opportunity, expected to open up in the EU shortly. Armed with over 60 registrations (mostly in
semi-regulated markets), the company has 130-140 products in its pipeline.

Having already developed six biotech drugs, it can be expected to launch biogeneric versions of
insulin and other hormone-related substances in the EU by July 2009.

Wockhardt has filed over 153 patents in the first nine months of CY-2007 and is working on at
least six molecules that mostly cater to the resistant infections.

Its lead molecule is in the Phase-II human trials while others have completed advanced pre-
clinical.

Hence, the scenario bears watching as out-licensing deal(s) may be in the offing.

Crucial to Wockhardt’s success in domestic business (a quarter of revenues) is its ‘in-licensing’

strategy, which promises superior growth, as it allows entry into high growth segments for
companies unable to manufacture complex drugs on their own.

Skin and cancer are Wockhardt’s focus areas. The company has so far signed pacts with 10
companies overseas for such deals. Apart from a skin camouflage gel, a leucoderma drug and
acne antibiotic, the company will shortly launch an anti-wrinkle product to treat facial scars.

In oncology, seven products have been launched last year to address the Rs. 850-crore market.
The strategy will help Wockhardt’s domestic business to attain faster growth in the next few
years, if it launches 5-6 products annually.

44
Risks and concerns

With over two-thirds of revenues sourced from overseas, Wockhardt is exposed to fluctuations in
currencies such as the euro and dollar vis-À-vis the rupee. This might elongate the payback
period for acquisitions, impact near-term earnings prospects and increase interest costs on the
already-leveraged balance-sheet.

The company tends to defer R&D expenses which could lead to lumpiness in quarterly earnings.
Conversion of FCCBs into shares, if opted for by holders, will lead to 8 per cent equity dilution.
Bulk drugs, a business segment, could witness a shrinkage, which may not be quickly
compensated.

WORLD WIDE OPERATIONS-

What keeps driving Wockhardt’s innate passion is Wockhardt’s global ambition. About 2000+ of
our 9000- plus employees are based in international markets. One element binding Wockhardt is
a common vision and belief in their abilities to create change, to synergies their creative thinking
and technologies for a healthier world. Today Wockhardt’s presence in both the leading
emerging market of the world is a testimony to the success of its globalization strategy.

Wockhardt’s commitment to international quality standards in all its business processes has
propelled it to the ranks of the leading pharmaceutical and biotechnology companies operating
out of India, with a market capitalisation of over $ 1 billion and a strong global footprint. Today,
over 70% of Wockhardt’s turnover comes from the international markets, most of it from Europe
and the US.

45
The Company has built a strong presence in healthcare encompassing pharmaceutical
formulations, bulk actives, biopharmaceuticals, vaccines and nutritional products. Wockhardt
was recently adjudged as a ‘Business Super brand by a UK-based organization tracking reputed

Consumer and corporate brands in 45 countries including US, France, Germany, Australia and
Canada. The Super brands are selected by a council of independent experts in recognition of
emotional and tangible benefits to stakeholders. Wockhardt is the only pharmaceutical company
from India to get this tribute.
Besides formulation the company is also amongst the world’s leading manufacturers of active
pharmaceutical ingredients (APIs). Wockhardt is among the world’s top three suppliers of
Dextromethorphan, Vitamin B12 and Captoril.

The Company’s brand equity has made it the preferred partner for many international
pharmaceutical companies. Today, we have strong relationships with well-known companies
such as Amylin and Eli Lilly of US, Bristol of UK, and Eisai and Daiichi of Japan.

METHODOLOGY:

Research Design

The research design is exploratory in nature. A questionnaire was prepared and distributed to
retailers. The user’s profile is based on the results of a questionnaire that the users complete.

Sources of Data Collection

Primary Data

Data were collected through survey in whole GHAZIABAD, HAPUR AND

BULANDSHEHR region.

46
 Secondary Data

- Internet
- Articles
- Newspapers

Sample Design

Judgmental and Convenient Sampling.

Sample Size:

Number of retailers: 175

Sample Place:

 GHAZIABAD, HAPUR, BULANDSHEHR(U.P.)

Field Work

The data collection is through the response of questionnaire and personal

interviewing. Even through personal interviewing is time consuming process as
compared to other methods available. The chance of getting more accurate results
is more than that of other methods. The questionnaire constituted closed – ended
questions. The data collection was over a period of 60 days. The delay was due to
the fact that data collection was on shop-to-shop personal interview basis.

47
Date collection efforts were carried out from:-

11: 00 A.M. to 6:00 P.M.

Precautions:-

 Following of right respondent

 Following the right sequencing of question.

CHAPTER – 4
______________________________________
_

Data Analysis

48
 And

Interpretation

ANTIBIOTICS

SALT:

49
 1.CEFEXIME+COLAXACELLINE+LA
CTOBACILLUS
2.CEFEXIME+CLAVULANIC ACID

QUESTIONNAIRE:

1. Which medicine is generally preferred by Doctors in

antibiotics?
50
S.No. NAME
Of
DRUGS
1 Zifi Cv
2 Zifi Lbx
3 Mahacef
Cv
4 Augmenti
n
5 Gramoce
f Cv
6 Tricef
7 Mahacef
XL

2. Name of company of those drugs?

……………………………………………
S.N NAME COMPAN
51
o. OF Y NAME
DRUGS
1 Tricef WOCKHAR
DT
2 Mahacef MANKIND
Cv
3 Zifi Cv FDC
4 Zifi Lbx FDC
5 Mahacef MANKIND
XL
6 Gramocef MICRO
7 Augmenti Glaxo
n Smith
Kline

3. What is the Price of those drugs?

52
……………………………………………………………………………
.
S.N NAME COMPANY PRI
o. OF NAME CE
DRUGS
1 TRICEF WOCKHARD 32
T Rs.
2 Mahacef MANKIND
Cv
3 Zifi Cv FDC
4 Zifi Lbx FDC
5 Mahacef MANKIND
XL
6 Gramocef MICRO
7 Augmenti Glaxo Smith
n Kline

53
4. Any side effect of these drugs?

……………………………………………………………………………
..

5. Name of the Doctors which prefer your shop in

antibiotics?

…………
S.No NAME OF THE SEX DEGRE
. DOCTORS E
1 DR. J.P.SINGH MALE MBBS
MD
2 DR. VIJAY BAHADUR MALE MBBS
SINGH MD
3 DR. R.A.VERMA MALE MBBS

54
 MD
4 DR. RAJEEV SRIVASTAVA MALE MBBS
MD
5 DR.SALIL SRIVASTAVA MALE MBBS
MD
DR. S.C.GUPTA MALE MBBS
MD

6
7 DR.ASHIS SRIVASTAVA MALE MBBS
8 DR. MAHENDRA MALE MBBS
MAURYA
9 DR.K.C.TRIPATHI MALE MBBS
MD
10 DR.C.P.RAWAT MALE MBBS
MD
11 DR.A.K.SINGH MALE MS
12 DR.R.K.OJHA MALE MS
13 DR.AKHAND PRATAP MALE MBBS
SINGH MD
14 DR.REKHA SINGH FEMALE MBBS
15 DR.T.N.TRIPATHI MALE MBBS
MD
16 DR.D.K.SHUKLA MALE MBBS
55
 MD
17 DR.K.B.GUPTA MALE BAMS
18 DR.GOKHRAN GUPTA MALE BAMS
19 DR.R.CHANDRA MALE MBBS
20 DR.B.R.ARYA MALE MBBS
21 DR.ZAMIL AHMAD MALE MBBS
22 DR.NURUL HASAN MALE MBBS
23 DR.D.P.SINGH MALE MBBS
24 DR.A.K.MISHRA MALE MBBS
25 DR.O.P.YADAV MALE BAMS
26 DR.K.D.MISHRA MALE MBBS
27 DR.VINOD SINGH MALE MBBS
28 DR.PANKAJ MEHROTRA MALE MBBS
MD
29 DR.S.K.GAUTAM MALE MBBS
MD
30 DR.U.C.SHUKLA MALE MBBS
MD
31 DR.S.K.PATHAK MALE MBBS
MD
32 DR.RAJEEV SAURAV MALE MBBS
33 DR.M.K.SINGH MALE MBBS

56
 MD
34 DR.AMIT GUPTA MALE MBBS
MD
35 DR.ASHWANI KUMAR MALE MBBS
MD
36 DR.MERAJ AHMAD MALE BAMS
37 DR.HARI OM MALE BAMS
38 DR.R.K.MISHRA MALE BAMS
39 DR.K.K.SRIVASTAVA MALE BAMS
40 DR.S.N.SINGH MALE MBBS
MD
41 DR.S.P.MAURYA MALE MBBS
42 DR.A.L.YADAV MALE MBBS
43 DR.M.C.BARANWAL MALE BAMS
44 DR.MAHENDRA MAURYA MALE MBBS
MD
45 DR.B.K.SINGH MALE MBBS
46 DR.BALRAM PANDEY MALE BAMS
47 DR.N.N.CHAUDHERY MALE MBBS
48 DR.N.P.GUPTA MALE BAMS
49 DR.SHYAM BHARGAV MALE MBBS
MD

57
50 DR.ANWAR KHAN MALE MBBS
51 DR SUDHAKAR ARYA MALE MBBS
52 DR V.B. SINGH MALE MBBS
53 DR AJEET KAPOOR MALE MBBS
54 DR AMIT RAI MALE MBBS
MD
55 DR ASHUTOSH MOHAN MALE MBBS
56 DR AGGARWALL MALE MBBS
MD
57 DR K.V. AGGARWALL MALE MBBS
58 DR VIPIN AGGARWALL MALE MBBS
59 DR K.P. AGGARWALL MALE MBBS
60 DR VIPIN TYAGI MALE MBBS
61 DR VINAY KUMAR MALE MBBS
BHAGAT
62 DR S.C. SHARMA MALE MBBS
63 DR VIKAS GOYAL MALE MBBS
64 DR L.B. SHARMA MALE MBBS
65 DR K.C. SINGH MALE MBBS
66 DR ATUL AGGARWALL MALE MBBS
67 DR M.C. SHARMA MALE MBBS
MD

58
68 DR SAPANA MALE MBBS
AGGARWALL
69 DR ATUL BHAWALCA MALE MBBS
70 Dr SUNAINA CHAWALA FEMALE MBBS
71 DR RENU GUPTA MBBS
72 DR B.H. YADAV MALE MBBS
73 DR V.K. MUNGA MALE MBBS
74 DR NAVIN TYAGI MALE MBBS
75 DR B.S. YADAV MALE MBBS
76 DR G.K. VERMA MALE MBBS
77 DR NIKHIL BANSAL MALE MBBS
78 DR SANDEEP VARSHENY MALE MBBS
MD
79 DR SHEEMAVARSHENY FEMALE MBBS
80 DR RAM GOPAL MALE MBBS
81 DR M. HAMMED MALE MBBS
82 DR RAJEEV TYAGI MALE MBBS
83 DR RAJ KUMAR MALE MBBS
84 DR PREETI TYAGI FEMALE MBBS
85 DR RAMAVTAR TYAGI MALE MBBS
86 DR RAJPAL TOMAR MALE MBBS
MD
59
87 DR RAJEEV JAIN MALE MBBS
MD
88 DR SANDEEP SHARMA MALE MBBS
89 DR SUBHASH BATRA MALE MBBS
90 DR N.K. SHONI MALE MBBS
91 DR ASHUTOSH SHARMA MALE MBBS
92 DR RAVI PRAKASH MALE MBBS
SHARMA
93 DR R.P. SINGHAL MALE MBBS
MD
94 DR J.K AGGARWALL MALE MBBS
95 DR BHEIL CHANDER MALE MBBS
96 DR S.K.MALHOTRA MALE MBBS
97 DR RAJEEV MITAL MALE MBBS
MD
98 DR SANJAY AGGARWALL MALE MBBS
99 DR V.P. MITAL MALE MBBS
100 DR REENA AGGARWALL FEMALE MBBS
MD
101 DR VIJYA ARORA MALE MBBS
102 DR AJAY GUPTA MALE MBBS
103 DR H.P. SINGH MALE MBBS

60
 MD
104 DR A.P. SINGH MALE MBBS
105 DR UMAKANT GUPTA MALE MBBS
106 DR AMIT CHABRA MALE MBBS
MD
107 DR TEJVIR SINGH MALE MBBS
108 DR SHEEL VERMA FEMALE MBBS
109 DR NITIN MANGLIK MALE MBBS
110 DR PREETI GARG FEMALE MBBS
111 DR RAHUL SHUKLA MALE MBBS
112 DR SHUBHASH SAXENA MALE MBBS
113 DR MANISH RASTOGI MALE MBBS
114 DR A.K. CHOKRBORTI MALE MBBS
115 DR DINESH KAPIL MALE MBBS
116 DR SUBODH GARG MALE MBBS
117 DR VIJAY ARORA MALE MBBS

………………………………………………………………….

Do you keep Tricef (wockhardt) product?

61
-----------------------YES/NO----------------------

Name the most selling brands in antibiotics?

ZIFI & MAHACEF

1-THERE IS LESS DEMAND OF TRICEF (WOCKHARDT) IN

THE GHAZIABAD, HAPUR AND BULANDSHARE.

2-CHEMIST IS LESS AWARE OF TRICEF.

3-IN THE PLACE OF TRICEF ZIFI, MAHACEF & GRAMOCEF

ARE IN SALE IN THE MARKET.

4-ZIFI HAS NO.ONE POSITION IN THE MARKET

62
SELL OF DIFFERENT ANTIBIOTICS IN 4 QUARTERS OF YEAR

63
 Main brand of others molecule

TRICEF WOCKHARD
T
Mahacef MANKIND
Cv
Zifi Cv FDC
Zifi Lbx FDC
Mahacef MANKIND
XL
Gramocef MICRO
Augmenti Glaxo Smith
n Kline

64
Market Share of Different brands indirect
competitors of Azithromycin Molecule In
vashali,vasundra,kaushambi

65
 Main brand of ANTIBIOTICS in salt
(cefexime+colaxacilline+lactobacillus,cefexime+clavulonic
acid)

Zifi -FDC

Mahacef - Mankind

ZIFI CV
MAHACEF CV
GRAMOCEF CV
AUGMENTIN

Market share of different brand in Antibiotic salt

66
(cefexime+colaxacilline+lactobacillus,cefexime+clavulonic
acid) In
Sashtrinagar.rajnagar,vijaynagar,sanjaynagar,kavi
nagar
Main brand of
Antibiotics(cefexime+colaxacilline+lactobacillus,cefexi
me+clavulonic acid)molecule
TRICEF WOCKHARD
T
Mahacef MANKIND
Cv
Zifi Cv FDC
Zifi Lbx FDC
Mahacef MANKIND
XL
Gramocef MICRO
Augmenti Glaxo Smith
n Kline

67
Market share of different brand in Azithromycin In
Gaziabad

CHAPTER – 5
___________________________________
_

CONCLUSION, SUGGESTION&
LIMITATION

68
 Conclusion

From the data representations and interpretation, the researcher concluded that:

• In order to increase the market share in Ghaziabad, Hapur and Bulandshehr of its
antibiotics in salt cefexime+colaxaceline+lactobacillus & cefexime+colaxacelline
wockhardt Pharma should try to make more calls at regular intervals to CHEMIST
because chemists play an important role in final selling of the product there.

69
• In order to increase the awareness, availability, and usage of its Tricef antibiotics
Wockhardt Pharma should try to make more calls at regular intervals to it’s existing
customers (Ortho, Gny, Physicians & others) who are still not aware about the
availability of Tricef and other products of Wochardt.

• In this time cefexime+colaxaceline+lactobacillus & cefexime+colaxacelline salt

products are of many other brands like Zifi, Mahacef’s market position is good
but Wochardt’s products are unknown in market that’s why market position is not
good.

• To become recognizable in the today’s cutthroat competition it’s very important to

capture more shelf space in the market. It can only be captured by making product
available in different ranges (small quantity & price).

• To capture more market share Wockhardt pharma should focus on general physicians
& retailers too.

SUGGESTIONS AND RECOMMENDATION

 Good and formal relationship with doctors & also with chemists. Slight
compromise with the pricing of these drugs should be made and it should be
made down somewhere to the leading brands.
70
 Frequent technological department is necessary as it obsoletes very soon as
the more advance one comes.

 Promotional schemes like tour for Abroad/Sea region/Hilly areas & other
gifts.

 Advertisement should be such that the company could have and splendid
image of a USP i.e., unique service provider.

 Value chain should be improved-provides competitive edge.

 Distribution network should be maintained all over.

 Replacement schemes must be offered in case the drugs get expired at

chemist’s shop.

 Create market awareness of Tricef i.e. company should follow some

promotional scheme like free gifts, samples to the Doctors as well as
retailers and cash benefit to the retailers

 Advertisement should be followed by company; it should be in the Medical

magazines.

71
 SWOT Analysis

Strengths

1) A worldwide well known MNCs.

2) Better Export system.
72
 3) Better Hospital management.
4) Providing product at economical cost.
5) Better R&D practice.
6) Better Biotechnology practice.
7) Cost competitiveness.
8) Well developed industry with strong manufacturing base.
9) Access to pool of highly trained scientists, both in India and
abroad.
10) Competencies in Chemistry and process development.

Weaknesses

1) Communication gap between Doctors & Sales forces.

2) Employees are not very much devoted to their works.
3) Lower level management is not working properly.
4) Proper importance is not given to the retailers.

Opportunities

1) Penetrate towards Rural areas.

2) Using new technology.
3) Significant Export potential.
4) Licensing deals with MNCs for NCEs and NDDS.
5) Marketing alliances to sell MNC products in domestic market.
73
 6) Supply of generic drugs to developed market.
7) Niche player in global pharmaceutical R&D.
8) Contract manufacturing arrangements with MNCs.
9) Also went for accusation.

Threats

1) Stiff competition.
2) Product patent regime poses serious challenge to domestic industry
unless it invests in R&D
3) Retaining customers.
4) Retaining sales forces.
5) Rising R & D budgets.
6) Lowering of tariff protection.
7) R&D of Indian pharma companies hampered by lack of enabling
regulatory requirement. For instance, restrictions on animal
testing, outdated patent office.

LIMITATIONS OF THE STUDY

i. The medical stores – especially those that were around the

hospitals and medicine institutional, did not tell prescribers name.

ii. Non-cooperative behavior of the chemists.

74
 iii. Chemists try to avoid you by calling some other day or time.

iv. It was very hard to trace the location of chemists shop exactly
which was very time consuming.

v. All the things are based on the response given by the respondent so
any false information given by respondent could make the actual
result wrong.

vi. Some people didn’t have enough time to fill up the questionnaire.

vii. Mostly of the chemists have lack of knowledge about Tricef.

SYNOPSIS

PROJECT TITLE PRISCRIPTION BEHAVIOR OF DOCTORS

REGARDING ANTIBIOTICS in Pharmaceuticals industry in
GHAZIABAD, HAPUR AND BULANDSHEHR.
75
Name of Researcher- ALOK KUMAR SINGH

Research Area- Ghaziabad, Hapur and Bulandshehr

Research Methodology- Primary data through questionnaire

Sample Size- 247

Sample Unit- Retail Chemist

76
 Bibliography

Books

R. Panneersevam Research Methodology

C.R. Kothari Research Methodology

Website

www.wockhardt.com

www.google.com

www.ibef.org

www.wockhardtdiabetic.com

News Papers

Business Line

Economic Times

The Hindi

Magazines

Business Today

Business Line

Outlook

77
 Annexure

Questionnaire

Name of the medical store:-

Chemist’s Name:-
Address:-
Ph. No. :-

Q1. Do you keep Antibiotics (Cefexime+Colaxaciline+Lactobacillus & Cefexime+Culvanic

Acid salt) medicine in your shop?
(a) Yes (b) No

Q2. Is there any market competitor in antibiotics of Wochardt Pharma in market?

(a) Yes (b) No

Q3. Can you tell me name some of the shop, brands of this salt which are being prescribed by
the doctors in place of Antibiotics(Cefexime+Colaxaciline+Lactobacillus & Cefexime+Culvanic
Acid)?
(a) Yes (b) No
(a) Brand (b) Comp. Name (C) Doctor’s Name
1 1 1
2 2 2
3 3 3
4 4 4
5 5 5
78
Q4.what is the price of brand?

Thanking You

Signature Date

Stamp

79
 MEDICAL STORES
VAISHALI
Medical
stores address contact

Royal
medicine 1,sec-IIE,Kamna, 9818469102, 0120-
palace vaishali 2770952
Kunwardeep shop-16-17,kshitij
medicose complex,sec-IV 0120-2770616
Ganpati 17, Rameshwar tower,
medicose sec-4 vaishali 0120-2771566
Aman
medicose II-B/200 , vaishali 0120-4151131

Good will shop-9,kshitiz shopping 9818599703,0120-

medicose complex 2771560,9811339706
Nipun shop-10,sec-5,GDA 9818132894,0120-
medicose market vaishali 2775668
K.K. II-B/199,Sector 2,
medicose vaishali mob.9250096424
shop-19-20, Khitiz
Ravindra shopping complex sec- mob.9810895390,98186
medicose 4 82679
Anand
medical
store sec-5 vaishali
80
Shri ji
medicose sec-4 vaishali

Sharda
medicose shop-23,sec-4, vaishali 0120-6475755
Deepak sec-4,commercial plot-
medicose 7 vaishali mob.9891663639
Apollo shop-2, lazwanti 011-2775443,0120-
pharmacy plaza,sec-4 vaishali 3195009

PATEL
NAGAR
Medical
stores address contact

Nagar
medicine J-70, Patel nagar-I, opp. 0120-
chamber GDA. 2722961,9818995405
Goel
medicine J-62, Patel nagar-I, opp. 0120-2723508,0120-
chamber GDA. 27818113,011-31059153
Agarwal
medical
store patel nagar-I mob.9868766685
Mehra sons patel nagar-I mob.9811133052
81
chemist
Shubh
medical
store patel nagar-I
Singhal
medicose patel nagar-I mob.9899230801

VASUNDHA
RA

Rahul
medicose sec-II, vasundhara mob.9310676172
Shri balazi
medicose sec-II, vasundhara mob.9911439638
Rana
medicose sec-II, vasundhara mob.9910120367
shop no-LGF 3, city
City chemist reliable mall, Sec-6 0120-4563714,98108855
Jyoti
medicose sec-5, 901 vasundhara mob.9313661887
Santosh sec-11,sunrise mall,UGF-
medicose 20, vadundhara 0120-4558884
82
Shri ram plot no. 4A,sec-12,Lucky mob.9958791030,995879
medicose plaza UG-2 031
Krishna
medicose Sec-13,kona vasundhara mob.9810230916
shop no.13/c-1
Janta medical Mahaveer plaza, mob.9873423833,999026
store vasundhara 039
Karan
medicose Sec-13,vasundhara mob.9990003150
Sec-15,unique plaza,
Raj medicose vasundhara 0120-4565308,3218548

RAJ NAGAR

Shivam 3/4 rajnagar(Shivam

medicose hospital) 0120-2824053
Jai medical
store R-6/150,Rajnagar 0120-2823963
Ms Monika
chemist sec 11/18, rajnagar 0120-2822372
KG medicine R 10/f-56, Kc house
bureau rajnagar mob.9811893220
New KC sec 10 rajnagar
83
medicine
chamber
Apollo
pharmacy sec 10,rajnagar 0120-2820817
Shyam
medicose R-11,sec-11,rajnagar
JMD medicare shop-4,R/10/49 0120-3104671,98102857
Anil medical
store H-100,Sec-23, Raj nagar 0120-201002,981840708

KAVI
NAGAR

0120-
Anurag F-block,vivekanand high 2750987,9810646573,98
medical store school,new kavinagar. 386840
0120-
Raju medical KI-159,Aastha medical 2701712,9953174829,97
store centre,kavi nagar 235380

84
Neelkanth KM-46, shop no. 7,
medical store Kavinagar mob.9971588521
Ahuja
medical store KJ-90, Kavinagar 0120-4701235
Brij medical
hall KK 54, Kavinagar 0120-2782255,93135044
Shop-7-8,KM-
The chemist I,Kavinagar(opp. ram lila
corner ground) mob.9350912382
Ghajiabad
medical
bureau kavinagar mob.9810425077
Upchar Shop-8,D Block market,
medicose Kavinagar mob.9891660772
Laxmi
medicose kavinagar 0120-2701294
Guardian
lifecare Shop-4,C-D block
pvt,ltd. market, kavinagar 0120-4559323
Sanyam near jain mandir,
medicose kavinagar

GANDHI
NAGAR

85
Santosh 19,sher singh
medical store palace,gandhi nagar mob.9911948810
Super 21, sher singh palace,
medical store gandhi nagar 0120-2718891
Jai bhawani 22, sher singh
medical store palace,gandhi nagar 0120-2781231,98102047
Mehta
medical store 19,New gandhi nagar mob.9313284555
Shri krishna
medicose 155,New gandhi nagar 0120-4144816
Uttam
medicine
centre New gandhi nagar mob.9810332197
Ram
medicose New gandhi nagar
shop-117,New gandhi
Bhawati drug nagar 0120-2702992,98998323
Harsh opp. Bindals store,new
medical store gandhi nagar
Jai ambay
m.store 68,old gandhi nagar

86
G.T. ROAD

Sai medical
store ghaziabad mob.9953518988
Shivam
medical store GT road,ghaziabad mob.9350948037
Pratibha
medical store GT road,ghaziabad
UP. Medical
store GT road,ghaziabad
Chaudhary
medical store GT road,ghaziabad
Sharma
medical store GT road,ghaziabad
Mahalaxmi
medical store GT road,ghaziabad mob.9811720954
Balazi
medical store GT road,ghaziabad mob.9210118356
Uday medical
store GT road,ghaziabad 0120-2855657

87
SHYAM
PARK

Rahul main shyam park,LR

medical store college,sahibabad
Vikas main shyam park,gali
medicose no. 2,sahibabad mob.9868499610
Tyagi main shyam park,gali
medical store no. 2,sahibabad
Chaudhary main shyam park.gali
medical store no. 2, sahibabad
Namdhari gali no. 4, main shyam
store park, sahibabad
Shahi gali no. 4, main shyam
medical store park, sahibabad
Om medical gali no. 4, main shyam
store park, sahibabad
Bhagwati gali no. 4, main shyam
medical store park, sahibabad

88
AREA- SHALIMARGARDAN
MEDICAL STORES NAME MOBILE
RISHIB MEDICAL RISHIB 9871643071
STORE
SIDDH MEDICAL SIDDH 6455269
STORE
HIMALYA CHEMEST MANOJ VERMA 990165070
JAGDAMBA MEDICOSE JAGDISH 9953716264
JAIN MEDICAL STORE JAIN JI
SHIVAM MEDICOSE SHIVAM
KESHAV MEDICAL KESHAV 9312266962
STORE
LIFE CARE MEDICAL GRISH CHAUHAN 9210485629
STORE
SHARMA MEDICAL RINKU SHARMA 9212597324
STORE
PRAYGA MEDICOSE SANJEEV SHARMA 9350057532
RAMSON MEDICOSE RN GROVER 2636692
MEDI POINT MANOJ SHARMA 9311295195
BHARTI CHEMIST ANIL KUKREJA 9311764660
JUHI MEDICOSE JUHI 9999768778
HIMANSHU MEDICOSE HIMANSHU 9873983632
GURU NANAK HARPREET 9818967578
89
Declaration by Student:

I certify that I have properly verified all the items in this checklist and ensure that the
report is in proper format as specified in the course handout.

Signature of the Student _______________________

Date: _________________________

Name: ___________________________

Roll No.: ___________________________

90
91