MEDICINMAN

TM

January 2018| www.medicinman.net

Field Force Excellence
Indian Pharma’s First Digital Magazine Since 2011

DIGITAL MARKETING IS ALL ABOUT

INTENT, CONTENT, STRATEGY AND
SKILLS. DIGISTORM 2017 REPORT.
Salil Kallianpur

D
igital is taking marketing by storm every-
where. Pharma marketers in India have
begun to sit up and take notice. They have
begun to ask questions. They have begun to look for
opportunities to listen and learn. They want to know
who has gone down the digital path and they want
to speak to them. Or listen to them. They want to lis-
ten to actual cases and learn about what went right
and what didn’t. They are looking for experience and
not merely theory, insights and not merely knowl-
edge, outcomes and not merely processes.
DigiStorm 2017 provided a forum for exactly such
thinking. There was an enviable array of speakers
who are digital and marketing leaders. The crème
de la crème presented their work to an audience of
eager learners. There were group discussions and
panels to whom the audience asked a barrage of
questions. A huge cache of information, practice
and insights on the use of technology in pharma
marketing was created and eagerly passed around
in the room for everyone to learn from. Such was the
appetite for learning that for the first time, Medicin-
Man live-streamed the event to an eager audience
outside Mumbai.

Salil Kallianpur is Partner and Co-Founder at The Digital
Transformation Lab.
Intent
The proceedings were kicked off through key note
addresses by Manish Bajaj – Vice President, Head of
Strategy and Portfolio Management at Dr. Reddy’s
and by Anand Rao – Senior Vice President & Head
Digital Technology at Axis Bank.
 Salil Kallianpur | DigiStorm 2017 Report

Manish Bajaj - Vice President, Head of Strategy and Portfolio Anand Rao - Senior Vice President & Head Digital Technology at
Management at Dr. Reddy’s Axis Bank

Shashin Bodawala – Director, Business Ex- K. Hariram – Former MD of Galderma (L) Krishna Singh – CMD, Global Space
cellence & International Business at Boehring- Technology
er-Ingelheim, India

Both keynote speakers explained very clearly that

though the pharma industry is a laggard, the move
to ‘go digital’ is being forced by doctors and pa-
tients who are increasingly getting comfortable
with technology. Senior leadership in companies,
are getting clearer about their intent to integrate
digital into the commercial model. However noble
the intent is, execution is always more important.
Manish Bajaj emphasized on his ‘8 mantras’ for suc-
cessful implementation of a digital strategy, while
Anand Rao provided a great overview on how a
tired and old industry like banking totally reinvent-
ed itself with technology.
Lots of lessons for the pharma industry were further
explored through a panel discussion moderated by
Shashin Bodawala – Director, Business Excellence
& International Business at Boehringer-Ingelheim,
India. Panelists included K. Hariram – Former MD
of Galderma and Krishna Singh – CMD, Global
Space Technology.

Intent – A change in commercial model has

to be driven from the top. Senior leaders in-
creasingly believe in the need to integrate
digital technology into the existing com-
mercial model, but will depend on middle
managers to drive that change through the
hierarchy.

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 Salil Kallianpur | DigiStorm 2017 Report

Kiran Pai – Head, Digital Marketing Gurpinder Singh – Head, Digital and Arshiya Zaheer – APAC Regional Ritika Kapur – Brand Manager Mar-
at Cipla MCM at GSK Pharma Medical Lead for MCM at Pfizer Com and Digital at Qi Spine Clinic

Content
Integrating digital into a commercial model is
about using channels beyond the medical repre-
sentative to reach customers. However, channels
are merely tools that help us to reach customers.
The objective of marketing is not to reach cus-
tomers but to engage them in meaningful ways.
Customers will only engage when they see what
they want to see. That is the all-important role of
content.
Kiran Pai – Head, Digital Marketing at Cipla and
Gurpinder Singh – Head, Digital and MCM at GSK
Pharma, India, spoke extensively on how marketers
should use the functionalities of the channels that
they choose to deploy rather than first creating
content and then force-fitting that content into dif-
ferent channels. A sensible content strategy would
involve the following:
1. Engaging customers by understanding their
journey – this means that the marketer knows
well about how the customer consumes con-
tent online and how he perceives your brand
2. Engaging by personalizing content – the mar-
keter uses information and insight about cus-
tomers to make the content as relevant and
personalized for that individual customer as
possible
3. Engaging by using data - the marketer uses
technology to constantly capture and analyze
data from the content. This data then allows
the marketer to further sharpen content and
make it more relevant. This ensures continu-
ous and high value customer engagement.
The ensuing panel discussion was moderated by
Arshiya Zaheer – APAC Regional Medical Lead for
MCM at Pfizer and included panelists such as Riti-
ka Kapur – Brand Manager MarCom and Digital at
Qi Spine Clinic.

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 Salil Kallianpur | DigiStorm 2017 Report

Shiva Natarajan – Head of Respiratory Busi-

ness, GSK Pharma India

Content – Content is king. The right con-

tent strategy is to superimpose customer
needs over the brand strategy and to pro-
vide customized and relevant content to
customers through a clear understanding
of their journey in order to engage them in
a meaningful manner. As you can see, con-
tent is always about the customer

Strategy
While the industry is very well versed with the chal-
lenge of decreasing in-clinic time with customers,
it has continuously glossed over its root cause.
Doctors have made their choices clear, over and
over again. They have always said that they do not
enjoy meeting medical reps because they see no
value in those visits. They see no value because the
only thing that the reps talk about are their prod-
ucts, which are often of no interest to the doctor.
Yet, the industry refuses to move away from a prod-
uct-centric focus to a customer-centric one.
As Shiva Natarajan – Head of Respiratory Busi-
ness, GSK Pharma India put it, traditional pharma
marketing was quite linear and based on reach and
frequency. This means that if pharma focused sim-
ply on meeting more number of doctors more of-
ten, they could grow their business. This could well
have continued if doctors depended on pharma
for information and allowed more frequent visits
by pharma reps. The fact is that they don’t! So, why
doesn’t pharma change when faced with this chal-
lenge?
When the customer consumes content and in-
teracts with content in a non-linear way – which
means that (s)he can consume content from
any website and is rarely dependent on phar-
ma for new information – often the buying de-
cision is made much before a physical meet-
ing with a representative from the company.

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 Salil Kallianpur | DigiStorm 2017 Report

N. Suresh Babu – Head Strategic Initiatives at

Sanofi India (R)

Strategy – It is important to realize that

customer engagement is no longer linear.
Customers no longer depend on pharma for
information and influence. As customers get
easy access to information online, they de-
cide on which brands they want to use and
which they don’t. This happens much before
a reps visit and reflects on the productivity
of the call. Digital strategy should recognize
this and prepare accordingly to better sup-
port the field force.

Or as in a majority of cases, because the buying de-

cision is negative, the rep is rarely allowed an inter-
view. In such cases, how effective is the strategy?
When technology allows you opportunities to at-
tract and engage your customers in much more
meaningful ways than before, the industry should
grab the chance and put customer before product.
Does this mean stop thinking about your brand? Of
course not! Engaged customers don’t need to be
sold to, they are already sold. So focus on serving
your customer instead of promoting your product.
This talk seemed to spark off a whole wave of
thoughts and ideas in the audience. The ensuing
panel moderated by Salil Kallianpur - Partner
and Co-founder of the Digital Transformation Lab,
with panelists including Shashin Bodawala, Krishna
Singh and N. Suresh Babu – Head Strategic Initia-
tives at Sanofi India, had the longest and most en-
gaging discussion for almost 90 mins. At the end
of this discussion, the audience still had questions
which was carried into offline discussions with the
speaker and panelists, well after the session had
ended.

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 Salil Kallianpur | DigiStorm 2017 Report

Deep Bhandari – Executive Coach & Consultant Amlesh Ranjan – Deputy Director, Super-specialty business at
Sanofi India

Skills
Old world skills are redundant in the new age
world. The new age world is hyper-connected as in-
formation and power flows through networks. The
opportunities that pop up in your life depend on
how well-connected you are. This works as much
in making friends and influencing people as it does
in managing customers and selling your products.
Deep Bhandari – Executive Coach & Consultant
presented his views on the “future of work” and the
skills needed to function and excel in the new age
world along with Amlesh Ranjan – Deputy Direc-
tor, Super-specialty business at Sanofi India.
The fact that networks rule the new age world is
amply demonstrated by comparing the market
capitalization (total value of the company) of differ-
ent companies. Networks of customers have an 8x
impact on market capitalization of that company
as compared to its product portfolio (1-2x), people
(2-3x) and the technology it deploys (5x). What this
shows is that people are the champions of technol-
ogy and if people aren’t skilled enough to under-
stand how to use it, then the best technology can-
not help a company to serve its customers better.
The four sessions in DigiStorm focused on Intent,
Content, Strategy and Skills which put togeth-
er form the framework on which a robust digital
engagement strategy is created and executed.
The program was specifically designed to
be an experiential one and not just theory.

Skills – The hyper-connected world is all

about networks. Networks of customers
have an 8X impact on market capitalization
of that company as compared to its prod-
uct portfolio (1-2X), people (2-3X) and the
technology it deploys (5X). Marketing must
expand to creating customer communities
rather than focusing on brand

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 Salil Kallianpur | DigiStorm 2017 Report

The faculty did their best to inform the audience

about their experience of implementing digital
– what worked and what could have been done
better. This is definitely just the beginning and the
dialogue and experience sharing will continue. To-
gether, let’s make pharma marketing an art that
adapts, evolves and blazes new paths for other in-
dustries to emulate. 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.

DIGISTORM 2017 & DIGIPHARMAX AWARDS PHOTO MONTAGE

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 DIGISTORM 2017 & DIGIPHARMAX AWARDS PHOTO MONTAGE

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 DIGISTORM 2017 & DIGIPHARMAX AWARDS PHOTO MONTAGE

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 DIGISTORM 2017 & DIGIPHARMAX AWARDS PHOTO MONTAGE

10 | MedicinMan January 2018

 CONTENTS Meet the Editor
1. Digital Marketing is all about Intent, Content, Anup Soans is an L&D Facilitator,
Strategy and Skills..............................................1 Author, Pharma Consultant.

DigiStorm 2017 report muckrack.com/anupsoans/articles

Salil Kallianpur Connect with Anup on LinkedIn | Facebook | Twitter

2. How to Create a Winning Sales Organisation

2017 ...................................................................12
Our mission is to collectively improve the pharma
Conference keynote address sales and marketing ecosystem - leading to better
K. Hariram relationships with doctors and better outcomes for
patients.
3. Author’s Corner: Interview with Kamalesh
Subramanian ...................................................14
MedicinMan Volume 8 Issue 1 | January 2018
MedicinMan brings you the man behind the
innovative “management fiction” book Editor and Publisher
Anup Soans
MedicinMan interview
Chief Mentor
4. Book Review: Decoding a Brand Manager’s K. Hariram
Success .............................................................18
Executive Editor
Straight-talk with young and experienced brand
Salil Kallianpur
managers to help navigate the corporate maze of
brand management Editorial Board
Anup Soans Prof. Vivek Hattangadi; Deep Bhandari; Hanno
Wolfram; Renie McClay
5. AIOCD Market Highlights ...........................20
Market highlights for the month of January 2018 Letters to the Editor: anupsoans@medicinman.net

Ameesh Masurekar

11 | MedicinMan January 2018

 
How to Create a Winning
Sales Organisation
Conference Keynote

K. Hariram

K. Hariram

W
hen the spiritual teacher and his disciples
began their evening meditation, the cat
who lived in the monastery made such a
loud noise that it distracted them. So, the teacher or-
dered that the cat be tied up during the evening prac-
tice. Years later, when the teacher died, the cat contin-
ued to be tied up during the meditation session. And
when the cat eventually died, another cat was brought
to the monastery and tied up. Centuries later, the ritu-
alistic practice was continued without challenging the
real reason for the same.
Indian pharma is in a similar situation when it comes
to ‘building a winning sales organisation’, more so in
today’s VUCA environment. The widely used acronym
VUCA, as we may know, stands for volatility, uncertain-
ty, complexity and ambiguity.
Great salespeople are a key asset for a successful sales
organization, but great managers of those salespeople
are worth even more. That’s why a winning sales man-
agement team is “the force behind the sales force.”
The sales force is a key focal point in the challenge to
drive profitable revenue growth in an ever-changing
VUCA business environment.
This certainly calls for a RESPONSIVE and RESPONSIBLE
leadership through an alternate VUCA – Vision, Under-
standing, Clarity and Agility. Therefore, the need today
is to learn, unlearn and relearn as rightly said by Alvin
Toffler, author of the famous book FUTURE SHOCK writ-
ten decades ago: “The illiterate of the 21st century will
not be those who cannot read and write, but those
who cannot learn, unlearn and relearn”

12 | MedicinMan January 2018

 K. Hariram | Keynote: How to Create a Winning Sales Organisation

Recognising this need to ‘challenge the status quo’

and bring in more relevance to the changing con-
test, Medicinman’s “Building a Winning Sales Or-
ganisation” workshop with the help of Mr. Deep
Bhandari and his team of industry experts have
unfolded the various facets through 4 key areas,
which are:
1. The Role of Sales Force
2. Understanding Territories and Deployment
3. Building A Winning Sales Force
4. Sales Manager Excellence
The proceedings will certainly help in questioning
many past assumptions when it comes to sales
team deployment, structure, process and engage-
ment thus fulfilling the primary responsibility of
revenue generation that is more sustainable and
predictable in a highly competitive market place.
This workshop precisely spells out those aspects
that are relevant for today and tomorrow and
as Ralph Waldo Emerson said, “This time, like all
times, is a very good one, if we but know what to
do with it”. M

Full Report and Photos from How to Create a

Winning Sales Organisation will be published
in the February 2018 issue

K. Hariram is the
former MD (retd.) at
Galderma India.
He is Chief Mentor at
MedicinMan and a
regular contributor.
khariram25@yahoo.com

13 | MedicinMan January 2018

 
AUTHOR’S CORNER:
INTERVIEW WITH
KAMALESH SUBRAMANIAN

MedicinMan brings you the man behind the

innovative “management fiction” book.
MedicinMan: Tell us something about yourself and
your career journey so far.
Kamalesh: I am from Chennai, from a humble back-
ground, and education was the only way to progress.
As a Medical Rep, my first job was to launch Eli Lilly’s
products in coastal Andhra Pradesh. Memories of the
first company that you work with are always precious.
What was good about Eli Lilly was their almost mili-
tary-style discipline, which enables me even now to
compete with millennials in knowledge, technology
and performance.
After that, I had a brief stint of three years in the UK,
as a sales manager for Gryphon. On returning to India,
I connected with my former boss S. Anand who had
moved from Eli Lilly to AstraZeneca. Rarely does one
get the opportunity to work with the same boss in two
different companies but I was fortunate.
At present, I am with Mead Johnson Nutrition as a re-
gional sales manager. In my career, I have launched
Insulin disposable pens, Brilinta and now a specialty
nutrition for infants. I try not to be in the same therapy
area for more than 4-5 years. This helps me not to set-
tle down into a comfort zone, breaks the boredom and
reduces resistance to change.

14 | MedicinMan January 2018

 Interview | Kamalesh Subramanian

MedicinMan: What are your observations about

field sales working - the good and not-so-good?
Kamalesh: The good part is that a few companies
realized the importance of people, especially, Med-
ical Reps, as the most important resource. Such
companies are successful. In the current scenario,
for a company that does ethical promotion, people
are the biggest asset and it always works. Only a
well-trained Medical Rep, who is good in in-clinic
performance, SFE parameters and one who is ca-
pable of customer delight can succeed. The not so
good part is when the entire world has moved to
customized solutions, we are still stuck with a blan-
ket approach across MCL’s (Must Call List), it does
not work so well.
MedicinMan: Your book, Feather in a C.A.P. has
a unique story-teller’s format, tell us how and
why you chose this style and title?
Kamalesh: In India, right from childhood, we are
taught about good and evil through stories. Espe-
cially grandmother stories, which we remember
and transfer to future generations. You can hardly
find a child who is not excited to hear Vikram and
Vedal, Akbar and Birbal, Panchatantra and Jataka
tales. They are full of intrigue, wisdom and values.
When I started narrating these stories to my
daughter Vikashini, I realized that stories could be
a way to convey professional values. This triggered
the urge to write a book on a new genre - “man-
agement fiction”. I wanted to share my experiences
as short stories and help the readers in skill devel-
opment. I am not a fan of the usual management
books. Feather in the C-A-P is a story where Vikram,
a salesperson has to undergo a Corrective Action
Plan. His boss Vedal (Vedachalam) narrates short
interesting stories in do-or-die situations and tries
to build Vikram’s competencies in a rather rough-
shod manner.
MedicinMan: Give us a brief overview of the
book and its objectives
Kamalesh: Feather in the C-A-P is an attempt to make
professionals to learn management lessons with
Indian roots. Whenever you need to handle tough
situations or if you require inspiration, please go
back to the Indian classical literature instead of Bri-
an Tracey, Robin Sharma or Stephen Covey’s books.
Works like Thirukural, Vemana Padyamlu, Kabir Ke
Dohe, Arthasasthra by Chanakya are written for
us centuries ago to inspire and provide solutions.

15 | MedicinMan January 2018

 Interview | Kamalesh Subramanian

For me, “Arise, awake and stop not till you reach
your goal” by Swami Vivekananda is the biggest
inspirational quote compared to any western
‘whatsapp’ forwards we receive every day. Leader-
ship and management in India has to be learned
in a different way instead of copying the western
world. There is a learning and cultural mismatch
and my objective is to enable professionals to learn
from their Indian roots.
MedicinMan: What changes do you think are
needed to make pharma field sales attractive?
Kamalesh: Gone are the days when pharma field
sales people are attracted to a bag full of incen-
tives, foreign tours and cycle meet certificates:
1. Instead of leader-to-peer approach, start a
leader to leader approach
2. Share the goals not the process
3. Pay careful attention to every conversation
with peers
4. Take responsibility to build their careers
5. Take a deep-dive and not shallow-swim ap-
proach
MedicinMan: Your message to pharma field
sales professionals, in different stages of their
career from entry-level to senior managers?
Kamalesh: Once upon a time there was a rude
and ineffective manager, Vedal, and Vikram was his
Medical Rep. They were traveling to nearby city on
a two-wheeler. Vikram was upset, as he was grilled
on basics like pre-call planning, input planning, call
average for the week etc. During the journey to
break the silence, Vikram asked a question to Vedal
“What’s the message you want to give me?” Instead
of a direct answer, Vedal asked, “Do you know, what
the butterfly effect is?” Vikram had no answer. “Ok,
let me explain” started Vedal, “The flapping of a
butterfly can lead to a tornado, hundreds of miles
away. Similarly, as a pharma sales professional, you
must understand whatever you do impacts society.
So, take ownership and be responsible for your ac-
tions”.
Vikram was ‘thought-munching’ on the butterfly ef-
fect. During the waiting time at the first call, Vikram
said “Boss, I think I understand what you said. The
role played by a medicine man is a not a joke. The
only way I can build performance, which in turn
will help the company and the society is by being
brilliant with my basics. Being brilliant in my basics

16 | MedicinMan January 2018

 Interview | Kamalesh Subramanian

will not allow me to do a wrong act and give me

the license to succeed. Thank you for this learning”.
Vikram spoke from his heart.
“Being brilliant in basics is a good one-liner Vikram,
and it applies to all”. Saying this Vedal broke in to
a loud laughter in the silent zone of doctor’s wait-
ing chamber. Vikram was not happy with Vedal’s
loud laughter as the receptionist was giving him
an angry look, but Vikram also realized that he had
learned an unforgettable lesson from his Vedhal
that day. M

Kamalesh Subramanian,
is a Regional Manager at
Mead Johnson Nutrition

17 | MedicinMan January 2018

 

BOOK REVIEW

Straight-talk with young and experienced brand managers

to help navigate the corporate maze of brand management

Anup Soans

P
rabhakar Bethi and Sachin Srivatsava, veteran
pharma marketing managers have done a won-
derful job in sharing their experiences and in-
sights to help young Brand Managers succeed in their
role.
Pharma-specific resources are hard to come by and
any effort to add to the learning and development of
young brand managers is commendable.
Decoding a Brand Manager’s Success is a jargon-free
straight-talk with young brand managers from the day
they step into product management, till they become
mature brand managers.
In little over a 100 pages, Prabhakar Bethi and Sachin
Srivatsava have crafted a handbook that covers all es-
sential areas that are rarely explained such as the soft
factors that are necessary for young brand managers
to make sense of the unspoken corporate codes and
navigate the hierarchical maze effectively.
The twelve chapters covers important topics
like understanding organizational culture and
delivering to the bosses expectations by un-
derstanding their personalities and priorities.

18 | MedicinMan January 2018

 “
 Anup Soans | Book Review: Decoding a Brand Manager’s Success

Decoding a Brand Manager’s

Success is well researched and
begins with reference to Stanford
professor, Carol Dweck’s work on
the significance of nurturing the
right mindset.
Many young brand managers falter in this area as
they are unable to read their bosses mind.
Decoding a Brand Manager’s Success is well re-
searched and begins with reference to Stanford
professor, Carol Dweck’s work on the significance
of nurturing the right mindset. Prabhakar Bethi
and Sachin Srivatsava have also delved in depth
into emotional intelligence – a skill necessary both
for personal effectiveness and professional suc-
cess. All in all, it is an excellent read for young brand
managers to orient themselves to the task of prod-
uct management.
Decoding a Brand Manager’s Success is priced at an
affordable Rs.399/- and at that price, it is a steal. Go
for it, and over the next 12 months, read each chap-
ter again and again to internalize the learning and
master the secrets of brand management that no
one reveals. January is the right month to set pro-
fessional development goals and Decoding a Brand
Manager’s Success is a good starting point. M

Anup Soans is Editor at MedicinMan

19 | MedicinMan January 2018

 
INDIAN PHARMA
HIGHLIGHTS FOR
JANUARY 2018

Market highlights for the month of January

2018 brought to you by AIOCD AWACS

AIOCD AWACS
Highlights
1. IPM grew at 7.8% with sales worth INR 10000
Crs - slightly lower than November 2017
2. Apr to Dec 2017 growth is 4.9%. Clearly show-
ing the impact of the run-up to GST and im-
plementation of GST.
3. Anti-infective showed good growth at 8.2%,
while Dermatology posted slightly lower
growth than the double digits. Respirato-
ry segment showed healthy double digit
growth of 14.9%.
4. Gastro Intestinal showed a positive turn-
around grew at 7.6% while Vitamins grew at
6.5%.
5. Anti-diabetic posted a double digit growth of
10.4%.
6. Cardio segment posted single digit growth at
4.4%, CNS grew better compared to Novem-
ber at 8.4%.
7. Only Derma at 11.2% and Anti-diabetics at
12.3% showed double digit growth in the top
10 segments.
8. IPM Growth Drivers (GD) were 6.1% in vol-
umes, (-1.3 %) in Price Increase & 3% in New
Introductions (Nis) - volumes posted a pos-
itive growth however, price component is
dragging IPM.
9. Oct to Dec qtr saw a better volume growth
at 5.9% & price growth at (-1.5%) while new
products fared comparatively better at 2.8%.

20 | MedicinMan January 2018

 AIOCD AWACS | Pharma Highlights

Impact Of FDC
ØØ FDC related market grew at 4% and non-
FDC market grew at 8.7%, while single
molecules grew at 7.1%.
ØØ Price component of GD for the FDCs were
0.5%, other GDs in terms of volumes are at
2.9% while new products grew at 0.7%.
ØØ The Non FDC component GD are volumes
at 6.0%, prices at (-0.5%) while new prod-
ucts are growing at 3.1%.
ØØ The single molecules GDs are volumes at
6.3% however the prices are pulling down
at -2.1% while New Products (NPs) are
growing at 3%.
Top Performing Companies:
ØØ In the top 10 ranks, Mankind has the high-
est growth at 19.9% followed by Lupin at
12.9% and Alkem at 12.4%.
ØØ 40 companies showed positive growth in
the top 50 ranks.
ØØ In the top 50 ranks, Hetero has the highest
growth of 38.8% followed by Allergan at
34.9% and La Renon at 28.5 %.
ØØ In the top 11-20 ranks, Glenmark has the
highest growth at 10.5% followed by Sa-
nofi at 8.6% and Intas at 7.9%
ØØ In the top 21-30 ranks, Natco is growing
the fastest at 14.8% followed by Himalaya
and Cadila growing at 9%
ØØ In the top 31-40 ranks, Hetero shows a
monthly growth of 38.8% followed by
Franco at 14.9% and Meyer Organics at
11.7%.
ØØ In the top 41-50 ranks, Allergan has the
highest growth of 34.9 % followed by
La Renon growing at 28.5% and Eli Lilly
20.9%.
ØØ In the top 51-60 ranks, Corona leads at
17.3 % followed by Boehringer Ingelheim
growing at 14.3% and Hegde & Hegde at
13.1%.
ØØ In the top 61-70 ranks Shreya is growing
the fastest at 26.4% followed by Albert Da-
vid growing at 14.9 % and RPG Lifescienc-
es at 12.9%.
ØØ In the top 71-80 ranks, Koye is growing at
48% followed by Ozone growing at 30.2%

21 | MedicinMan January 2018

 AIOCD AWACS | Pharma Highlights

and East India 28.6%.

ØØ In the top 81-90 ranks, Leeford HC is grow-
ing at 69% followed by Modi Mundi at
29.2% and Veritaz at 20.6%.
ØØ In the top 91-100 ranks, Torque leads
44.1% followed by Galpha growing at
39.2% and Unison at 24.3%.
ØØ In the top 101-150 ranks, few of the fastest
growing Corporate includes United Bio-
tech, Comed, Neon, Talent, Ferring, BMS,
Mapra, Paras, Menarini, Bennet, Tas Med,
Seagull, Glowderma, Strassenburg, Entod,
KLM Pharma, Psychotropics etc
New Companies (launched within last 36
Months)
ØØ 23 new companies were launched in last
36 Months.
Indian V/s MNC
ØØ Indian companies were growing at 6.3%
for the month while the MNC have shown
a growth of 8.2% for the month of Dec -17
ØØ Amongst the top 60 MNCs, Allergan was
the fastest growing at 34.9 % followed by
Eli Lilly growing at 20.9 % and Boehringer
Ingelheim which grew at 14.3% for Dec-17
ØØ In the Non-NLEM category Indian Com-
panies showed a growth of 9.2 % whereas
MNCs grew at 6.9%
NLEM, Non NLEM & Non-Scheduled Para 19
Market
ØØ NLEM 2013 containing molecules market
grew at 3% whereas the non NLEM mar-
ket grew at 8.7% resulting in an overall
growth of 7.8%.
Therapy Areas
ØØ 17 therapies showed a positive growth.
ØØ Respiratory market posted a double digit
growth of 14.9%, Gastro Intestinal grew at
7.6% and Pain and Analgesic market grew
at 6%.
ØØ Anti-diabetic market grew at 10.4% and
Cardiac at 4.4%, Neuro/CNS grew at 8.4%.
ØØ Anti-Malarials degrew at (-7.8%) and VMS
market grew at 6.5%.
ØØ Derma grew at 9.6% in Dec 2017, a slow-
down as compared to Nov 2017.

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 AIOCD AWACS | Pharma Highlights

Regional Dynamics
ØØ 29 regions have posted positive growth.
ØØ UP east market grew the highest at 26.4%
followed by North Karnataka at 17.4 % and
Haryana at 15.3%.
Molecules
ØØ Amoxycillin + Clavulanic Acid mar-
ket showed a recovery at 10% monthly
growth. Glimepiride + Metformin Market
is stagnant at 0.56%.
ØØ Glimepiride + Metformin was pegged at
169.1 Crs and Amoxycillin + Clavulanic
Acid Market is pegged at 160.5 Crs.
ØØ Azilsartan plain Market is now valued at
56.8 Crs on MAT basis. Sofosbuvir and its
combination market has reached 575.3
Crs on MAT basis.
ØØ Luliconazole market is worth 233.2 crs on
MAT basis. While Tenegliptin and its com-
binations are pegged at 586.4 Crs.
ØØ Paracetamol plain grew at 8.97% on
monthly basis, plain Atorvastatin is decling
at -5.58%. Probiotic Microbes is showing a
double digit growth of 15.28%, Pantopra-
zole plain has posted a growth of 7.36%,
Montelukast + Levocetrizine is growing at
a double digit rate of 18.81%, Voglibose +
Metformin + Glimepiride posted a double
digit growth of 12.94%, Plain Azithromy-
cin is showing monthly growth of 6.62%.
Brands
ØØ Mixtard leads with 47 Crs followed by Gly-
comet GP at 33. Crs, Spasmoproxyvon Plus
at 38 Crs, Lantus at 33 Crs & Galvus Met at
33 Crs and Liv 52 24crs and Janumet at
34 Crs.
ØØ Few Brands who have gained ranks on
MAT basis include Novomix (+3), Cilacar
(+22), Udiliv (+15), Ultracet (+9), Duolin,
(+27), Gluconorm G (+6), Telma H (+4),
Allegra (+19), Synflorix (+11), Gemer (+4),
Ecosprin AV (+11), Duphaston (+14),Pan D
(+5), Istamet (+5)
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)

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  AIOCD AWACS | Pharma Highlights

Recent New Launch Molecule Performance

ØØ Azilsartan is now valued at 57 Crs there
are 41 brands already launched with Zi-
larbi (Emcure*) leading followed by Aztric
(Intas) and Abel (Lupin).
ØØ Luliconazole segment is worth INR 233.2
Crs with 37 brands in the foray.
ØØ Benidipine molecule and its combinations
is valued at 16.8 Crs with Inzit (Eris) lead-
ing, followed by Benitowa (Akumentis)
and Benipack (Koye).
ØØ Acotiamide molecule is now valued at 43
Crs with Acogut (Lupin) leading followed
by Actapro (Sun*) & Acotrust (DRL).
ØØ Dulaglutide - Trulicity by Eli Lilly is now val-
ued at 19 Crs
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 150 COMPANIES IN THE INDIAN PHARMA MARKET

24 | MedicinMan January 2018

 AIOCD AWACS | Pharma Highlights
 AIOCD AWACS | Pharma Highlights