Zelisar Marketing Plan for Spain

Novartis Masterminds Challenge

Nova Artists
Index

1.Executive Summary
2.Hypertension
3.SWOT Analysis
4.Key Decision Makers
5.The launching year
6.Action Plan
7.Bibliography
1. Executive Summary
In this first approach to the Zelisar’s marketing plan for the next years, we
address the following main issues:

• First of all we try to understand what is Hypertension and how the actual
market for antihypertensives is distributed.

• Then we analyze the strengths and weaknesses, opportunities and threats

for Zelisar in a SWOT matrix.

• Once we know about the market and Zelisar’s properties, we expose who
we believe are the main decision makers affecting our product.

• We try to explain what could have happened during the launching year that
explains the low market share reached.

• Finally, with all this, we propose some initial lines of action to work in.
2. Hypertension
Hypertension is a chronic medical condition in which
the blood pressure is elevated
1. Primary: no medical cause found. 90-95% of patients
3 Types 2. Isolated systolic hypertension
3. Secondary

Main risk factors:

•Sedentary lifestyle •Sodium sensitivity •Aging
•obesity •Alcohol •Genetics
•Renin elevation is another risk factor (renin is an enzyme secreted by the
kidney)

Strokes, Heart failure, Arterial aneurysm, Chronic renal failure…

Zelisar is the first antihypertensive that acts directly on renin enzyme.

2. The Spanish hypertension market

40 M people

Total Population
Actual
Potential
10 M people

25% suffers hypertension

Clients
4 M people

40% of patients diagnosed Market

enlargement

Current Potential
1 M people

25% of diagnosed receive treatment

Clients

The real market for hypertension products is much bigger than the actual one.
The market has to be enlarged.
2. Hypertensive medications
Drug Price Market share
Valsartan (Novartis) 21,46 € 18,45%

Valsartan1 21,37 € 16,13%

Iosartan 9,45 € 16,59%

Valsartan2 21,15 € 5,85%

Irbesartan 17,93 € 13,68%

Candesartan Cilexetil 17,08 € 16,13%

Losartan (Generic) 9,26 € 9,10%

Zelisar (Novartis) 20,96 € 4,08%

Zelisar only accounts for a 4% of the market share, needing to cover the 18% of
Novartis’ Valsartan before its patent expires in two years.
3. SWOT analysis on Zelisar
Strengths Weaknesses
 Addressed the root of the problem directly and inhibits renin  High price
 Clearly superior in terms of renal protection  Not so good authorities reports
 Effective in both monotherapy and in combination with other  Not enough time to long-term patients results
antihypertensives
 High competition from other antihypertensive medications,
 More than 24 hours of consistent blood pressure control: no even from Novartis
problems in case of missed intakes
 Low potential for drug interactions

Build Revolve
Opportunities Threats
 First medication of its class. There is no competition in its  Not being identified as a first choice treatment
class  Not covering the market of Novartis patents expiring in
 Medication change causes no problem to the patient 2012
 New markets to discover  Not covering prescriptors expectations
 No need of doses adjustments, which is budget and time
saving

Exploit Avoid
4. The key decision makers
The spending control measures and the recommendations given by authorities are
mostly followed by physicians, thus their reports are very relevant for Zelisar’s success.
Cardiologists and Nephrologists account for the main part of the antihypertensive
prescriptions, while PC Physicians rarely change them.

A triple but specific approach focused on key decision makers is needed.

 5. The launching year
• Sales force: 350 representatives (out of 500)
• Targets: PC’s and specialists Market Share
• Sales process with 2 more products (1 antihypertensive) 4%
• Price: similar to leading product

Possible underperformance causes:

- High cost/effective ratio
- Not solving essential problems, while existing alternatives work sufficiently
- Authorities bad receiving to Zelisar’s introduction
- Second antihypertensive product cannibalizes potential Zelisar’s sales
- Low rate of P1 equivalents during the sales process for Zelisar
- Long term results: evaluable Zelisar’s effects within 3-4 weeks
- Lack of differentiation with other antihypertension drugs
- Underperformance of Zelisar by using it as monotherapy
- Lack of long-term results
- Lost time on PC’s information, while decision makers are others
- Not worked on specific messages for each decisor
A deep analysis on this and some other issues would lead to effective corrective actions.
5. The launching year
Promotional message effect:
• Cardiologists • Patients
• Efficiency in patients • Not aware of the disease and its
• Renal protection different treatments
• Tolerability • Low levels of brand loyalty
• Notice inconvenience of multiple
• Nephrologists medications
• Cardiovascular protection
• Tolerability
• Efficiency

• Internists
• Hypertension strength
• 24-hour coverage
• Efficiency

A specific message to each one of has to be configured in order to strengthen what

they really value.
6. Action plan
Objective Actions
Improve regulator’s Increase studies on Zelisar’s effects
reports and Create opinion groups to support evidence
recommendations Improve argumentation to convince regulators

Canalize the
substitution of Specific campaign for prescriptors of expiring patent
Novartis ending products to make them switch to Zelisar
patents

Promote health Favour the routine check-ups and the health consciousness
consciousness in of people as in the US
society Promote and sponsor healthy activities and diets
6. Action plan
Objective Actions
Prepare specific messages focused on their interests
Concentrate on specialists
Improve notoriety
Form influence groups
in prescriptors
Allocate correct incentives on Zelisar’s promotion and/or
separate from other antihypertensives

Create awareness Blood pressure measurement campaigns on specific targets:

among potential obesity, sedentary,… and specific locations: old people’s
clients homes, sports competitions, drugstores, McDonald’s…
6. Action plan
“If the budget only allowed you to pursue one action, which would it be?

In our opinion, and lacking more relevant information, the principal

action to make would be to improve the impact of the commercial effort
on specialists, focusing on specific messages for each type and
specially motivating the change to actual prescriptors of expiring
Novartis patents.
7. Bibliography
Database of “Consejo General de Colegios Oficiales de Farmacéuticos”
http://www.portalfarma.com

Autonomic evaluation reports on Zelisar introduction

Instituto de Información Sanitaria

National Indicators on Healthcare System

Studies and regulation on public spending control mechanisms