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Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
Neolite Business Credential
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Neolite Business Credential

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A brief introduction about Neolite Co., Ltd.

A brief introduction about Neolite Co., Ltd.

Published in: Business, Health & Medicine
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  • 1. The Company Credential
  • 2. About Us
  • 3. Neolite is... A state-of-the-art research and consulting team Specialized in pharmaceutical and biomedical market With expertise in a wide range of therapeutic categories Commits to offer in-depth business insights & client-tailored solutions To help our clients overcome the business challenges.
  • 4. Neolite: Vision & Mission “To be recognized as a reliable partner in delivering value added information to help the companies make more effective decisions with insight & passion.” Insight Passion Provide the benefits of the experience; put Enthusiasm & Energy! findings into meaningful context Always passionate about your business Integrate learning from other relevant needs! studies Responsive is the basics, we will Move beyond the numbers to provide proactively suggest new ideas and implications and recommendations thinking! Keep in mind the decisions you need to Active contributor! make – what are the next steps Creative & compelling presentations and Set key recommendation apart and upfront workshops! – you don’t need to search Balanced objectivity + advocacy!
  • 5. Neolite: Service TeamFrank Ren Joyce ZhangDirector Research Director9 yrs marketing/research experience 7 yrs marketing/research experienceBachelor of Medicine, Peking Univ. Health Master of Medicine, Peking Univ. HealthScience Center Science CenterEx-Marketing Manager, NESCAFE Ex-Product Manager, Valdoxan, ServierEx-Consumer Insight Manager, NESTLE Ex-Research Manager, ServierEx-Key Account Manager, TNS Healthcare Ex-Project Manager, TNS Healthcare(Novartis, AstraZeneca, Pfizer, GSK, Johnson (Novartis, Pfizer, Johnson Ethicon, XJP, etc)& Johnson, etc)Amanda Qian David WangResearch Executive Operation Manager7 yrs marketing/research experience 8 yrs research experienceBachelor of Marketing, PIPCT Degree of Computer Science & Info. TechnologyEx-Marketing Executive, BTIC Westport Ex-Research Executive, Kantar HealthEx-Business Executive, Singapore Ex-Research Coordinator, CMMRInformation Services Pte, Ltd
  • 6. Neolite: Fieldwork Capability Neolite has nationwide fieldwork execution capability - the Neolite FPA (Fieldwork Partnership Alliance) enables Neolite to conduct the projects even down to small cities. In Beijing, Shanghai and Guangzhou, Neolite leverages the FPA to own independent offices for project management. All interviews/questionnaires will go through the first quality check by the FPA and then centrally double-checked by Neolite
  • 7. Neolite: Quality Control Standard Neolite fully subscribe to the professional and ethical standards for market research established by Council of American Survey Research Organizations (CASRO) and European Society of Opinion and Marketing Research (ESOMAR). Neolite also fully comply with the Internet Research Guidelines jointly developed and published by the European Pharmaceutical Marketing Research Association (EphMRA) and the Pharmaceutical Business Intelligence and Research Group (PBIRG). During fieldwork execution, 100% interviews will be called-back for identity validation by Neolite FPA in Beijing, Shanghai and Guangzhou. Upon the fieldwork closure, all interview records will be sent back to Neolite, and 30% of the interviews will be randomly double-checked by Neolite for critical logic questions. All interview records and questionnaires will be kept strictly and independently by Neolite for confidentiality.
  • 8. Therapeutic Experience Neolite’s researchers have prolific marketing & research experience in various therapeutic areas, includes: CVS & Metabolics Bone Health Infection Respiration Hypertension Fracture management Antibiotics Asthma Heart failure Bone pain Anti-fungi agents COPD Anti-coagulation agents Osteoporosis Anti-HBV agents CAP Diabetes (OADs/Insulins) NeuroScience Oncology Immunology Others (Specialties) Headache & Migraine Leukemia Allergy OAB Vertigo & Dizziness Thalassanemia & IOL OA & RA Wet-AMD Depression GIST Immunosuppressants Infertility Bipolar disorder Breast Cancer Biological agents Alzheimer’s disease Carcinoid tumors Bio-markers Schizophrenia Bone Metastasis Medical equipments Cooperate Image & ISQ etc
  • 9. Neolite: Client List
  • 10. Our Point of View
  • 11. Global pharmaceutical industry is now facing tough time from botheconomy and regulation viewpoints... Global Trends: Pharmaceutical Industry “Global growth of the pharmaceutical industry slows slightly to 5% to 6% in 2009 versus 6% to 7% in 2008 and 7.7% in 2007.” IMS Health “We expect to see a decline, for the first time, in the global market size for primary-care driven drugs.” IMS Health “Drugs with about $20B in annual sales face patent expiration in 2008. That number is expected to double by 2010.” “New government contracting efforts in Germany, Japan, US, Spain, and Italy are expected to drive greater generic use in those markets. Overall, generics are expected to grow 15% to 17% on a global basis in 2010.” MedAdNews “The FDA [in the US] approved 19 drugs in 2007, the fewest since 1983.” Bloomberg “Between 2011 and 2012 we are predicting that the global sales of pharmaceutical product will decline for the first time in over 60 years.” DataMonitor
  • 12. MNCs recognize China as one of the most important marketplacesto grow, but face fierce local challenges. China Trends: Pharmaceutical Industry Double-digit CAGR of 18.3% from 2003 to 2009. Is forecast to become the world No. 5 pharmaceutical market by 2010 and to be the No. 1 by 2050 The Healthy China 2020 Strategy may pose a key challenge as companies debate how to supply essential medicines to broader populations. Sales could increase but, due to the higher distribution cost and other potential pricing factors, profit margins would decline MNCs may soon face tighter price controls from the National Development & Reform Commission – because the current policy which allow off-patent products from MNCs to be priced higher than local companies is facing strong opposition. As the heparin and melamine milk scandals have highlighted, critical improvements are needed in supply chain management First legal action against kickbacks in Nov. 2008 announced that Chinese doctors who accept kickbacks will face bribery charges – Stronger compliance requirements for manufactures and distributors are expected to follow
  • 13. While the market potential here, is HUGE... Even though some companies are projecting near-term revenue growth of more than 30% a year, none have captured the market’s full potential! A recent survey of 1,600 doctors in 38 cities shows evidence that companies are having trouble dealing with the magnitude of the country and the fragmentation of the industry and the market. While almost all major global companies have a presence in China’s largest and wealthiest cities, for instance, few have completely penetrated them. And the impact of the MNCs is especially patchy in rural areas and smaller cities. What’s more, few products have achieved critical scale. Among the portfolios of leading companies, only 12 drugs achieved more than USD 50 million in sales in China in 2007; and 80% of the products generated less than USD 10 million in revenues apiece.
  • 14. The Implications for Companies... Challenges Implications Relatively weak research pipelines Existing products: Maximizing the brand A lot of expectation from HQ (Business performance focus move from US/EU to BRICs), very New communication: Maximizing the aggressive ADF every year. marketing impact and the influential power Marketing budget increases, but not in the New pricing: Maximizing the revenue and same ratio as the sales target profit with smart pricing strategy Market access getting more difficult New customer relationships: Maximizing Meanwhile, under pressure on prices – both the detailing effectiveness with certain level from generics and regulators exposure Under pressure to maintain profitability New patient centric: Maximizing the Sales force arms race is unsustainable treatment performance from every single unit of the patients Downsizing, real-sizing, rationalising
  • 15. Our Working Framework & Competitive Advantages
  • 16. Neolite Working FrameworkBrand & Communication Customer Relationship Price & Reimbursement Treatment ManagementMarket Understanding and PE & Competitive Analysis Customer Profiling, Severity, Progression, RiskSizing; Segmentation and Targeting; Positioning Consideration; FactorsBrand Health Tracking (ATU); Call Plan & Implementation Influencing Factors to the Patient Attitudes/PerceptionsConcept, Message, Creative Sales Performance Evaluator Physicians & Payers: Patient-Doc communication& Detailing Aids Development Efficacy & effectiveness SOV measurements Adherence/Compliance,Portfolio Analysis & Safety/TolerabilityOptimization ROI modeling & optimization Quality of Life Cost-effectiveness Customers’ Commitment Policies’ Tendency Patients’ Compliance Therapeutic choices Patient Share & Rx Dynamics Sales & Profitability
  • 17. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management The ultimate goal for the brand communication is to generate the demand, attach the meanings, and develop the loyalty.
  • 18. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Our approach is designed to drive strategic and tactical decision making –not merely report current brand health and advertising/marketing communication impact… What are the therapeutic Market Needs and Gaps to satisfy? Which are the Market Understanding & most important therapy segments? Sizing What are the key drivers of brand choice and loyalty? Where should brand management focus on in the Marketing and Sales Mix to Brand Strategy & Planning !…..generate higher Rx growth? !…..resist competitive pressure to switch? How does “brand X” perform against competitors (Brand SWOT) and where Tracking & Refining does Brand management need to act next? How loyal are prescribers to brand X vs. Competition and what should brand management do to “convert" disloyal prescribers? Diagnosing & Correcting How can I identify the best brand-specific marketing and sales model to develop a detailed implementation plan?
  • 19. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Case Study: Early Warning System for Need of Action Value for Current Patient Awareness User Positioning Money Sales Force Loyalty Patient Growth unprompted Share Index Index Index index Share Index Results T2 68% 93% 51 34% 54% 56 25% 5% Evaluation T1 – T2 Evaluation Benchmark (best competitor) Neolite Neolite Neolite Neolite Neolite Brand Value Neolite Brand Sales Force Brand Descriptor for Money Brand Predictor Actiogram Indicator Converter Barometer
  • 20. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Case Study: Brand Diagnostic Analysis Essentials Key Drivers High A10: Treats a wide range of pts effectively A1: Well tolerated A5 : Has cardioprotective effects A24 : Manufactured by a well known company Level of performance A7: Provides renal protection A13 : Tried and trusted product A2: Decrease in systolic BP A4 : Decrease in diastolic BP A6: Safe to use with diabetic patients A12 : Easy for patients to use A3 : Reduces risk of strokes Potentials Opportunities A23 : Innovative drug A11: Good personal experience with brand A15 : relatively low daily cost of therapy A17 : Available on most formularies A19: A highly selective AIIA A25 : Represented by a competent sales rep A27 : Patients ask for it by name A16 : Easy to titrate dosage A20 : Initiated & recomm by local consultants A14 ; Approval for treatment of heart failure A9 : Full 24hr duration of action A18 : Recommended by relevant guidelines A21 : Use supported by key opinion leaders A26 : Company offers good educational programmes Low A22 : Fast onset of action A8: Advantages proven in large clinical trials Low Importance in driving commitment High
  • 21. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Case Study: Brand Action Matrix Analysis Competitive Advantage (Performance) Weaknesses Neutral Strengths high importance + Underperforming star Potential star properties Existing star properties properties (USP) (USP) (USP) ! !  Improve performance vs. •  Strengthen competitive •  Performance ahead competition advantage of competition Product Choice criteria with !  Improve relevance of •  Improve performance •  Develop if underperformed - added value positioning Med. importance + Avoid positioning/ Potential added value Opportunity of added communication positioning value positioning ! •  Use to strengthen star !  Use to strengthen new property property •  Increase competitive !  Consider as future star - advantage property low importance Avoid positioning/ communication + !  Implement reduction of Avoid positioning/ New opportunities investment communication (check return and •  Consider reducing investment) ! investment •  Increase importance or •  Consider reducing investment -
  • 22. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Acquiring customers is difficult enough, but preventing the most valuable ones from leaving is what really keeps marketing executives up at night. Managing – and maximizing – the “lifetime value” of customers has emerged as the primary challenge. The “Lifetime Value” Module Pack ROI analysis and optimisation Customer profiling & Micro-segmentation Adjust Share of Voice Message Delivery Measurements Plan Target list generation Sales Performance Optimizer Check Do Call planning and Detailing scheme optimizer implementation
  • 23. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Customer profiling & Micro-segmentation Case: A Micro-Segmentation study for an OAD product Countermeasures !  The BGC level should be on-target, and Treatment more important, the islet function should Attitude ! Maintain be restored Physicians’ !  Typical influence to patient Influence ! Encourage the trial rate of DPP4 I to increase the doctors’ confidence l !  Not very satisfied with the current remedies, ! Help physicians improve their Treatment communication with patients Satisfaction give extremely positive preference towards DPP-4 inhibitor Customized Treatment !  Improve islet function (b cell regeneration) !  Can used mono or combined with Met, Deliver message Impactful SU, Insulin and TZD ! b-cell regeneration is a strong attributes of !  When combined with Met, significantly weapon DPP-4 improve the b cell sensitivity to glucose inhibitor ! Safety profile serves as value adds stimulation (5 times test/control) !  Combination therapy, especially with Metformin should be highlighted.
  • 24. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Case Study: Detailing Scheme Development
  • 25. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Sales Performance Optimizer Sales Rep Relationship Benchmarking Sales Rep Personal & Professional Conduct Questions Sales Rep Knowledge & Expertise 1. Generate Index Sales Rep Visits/ Details Patient Management & Treatment Services 2. Identify Sales Experience Direct-to-Consumer Drivers Index Communication Physician Education & Information Services Business and Practice Mgt/ Internet-Based Services
  • 26. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Share of Voice, Message Delivery Measurements Sales Performance Tracking Evaluation of Personality/Attitude/ Competence of Sales Reps Client Competitor Competitor Competitor Performance (%) A B C A01 Has a friendly attitude A06 Is reliable Has the ability to gain my C04 commitment to prescribe A03 Builds a personal relationship Impact Behaves positively towards my A04 staff B01 Is committed to own products A02 Is persistent, but not too pushy Has in-depth medical knowledge C01 focused on respective indications Is well informed about competing C02 drugs
  • 27. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Share of Voice, Message Delivery Measurements
  • 28. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Challenge to the Methodologies… 1.  Has the agency taken the product positioning into account? Is the product a “revolutionary” product, a “evolutionary” product, or a “Me-too” product? The positioning initiative will determine which reference price we should use and whether we need to build the pricing scenario from the lower end or ceiling end. 2.  Direct exploration or In-direct approach? Should be hybrid always – however will more focus on typical methodologies for certain exploration. 3.  Does Adaptive Conjoint Analysis / Discrete Choice Modeling really make sense? You have to assure that the research does more than make comparison with known reference points – cover a broad range of possibilities and elicit more open-ended feedback. Rigid multiple-choice questionnaires or trade-off techniques will limit the responses. 4.  How do you deal with the potential scenarios listed below? a. Competitors’ reaction: Especially for evolutionary products, competitors’ price cut? b. Life cycle strategy: If early adopters are willing to pay premium for the product, the company might consider a high release price to capture the extra value, with planned reductions down the road to attract latecomers c. Cannibalization: Old product remains viable? Or you want to let it shift?
  • 29. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Our State-of-the-Art Approach: 5 5 Steps to Optimal Pricing/Reimbursement Strategy 4 Pricing Strategy 3 Evaluate Pricing Opportunities Pricing/ 2 Value Profile reimbursement Assessment Which price is Analyze Decision strategy perceived to be 1 Process Which are main Best negotiation appropriate? Analyze criteria to evaluate strategy Who are the How do they react Relevant Market a product? decision makers, on predefined price Launch sequence What is the current influencers? Which are the key levels? Optimized product competitive situation value drivers? Which are Which usage at profile in the relevant reimbursement Which are the market? diff. price levels? Further need for patterns across competitive advantages/ How to reach a clinical data Who are the target national market? groups? disadvantages? higher price Next steps in Which are the main acceptance? Is it perceived as marketing Review all available criteria to evaluate a major What is the research data about this a product? therapeutic and therapeutic willingness-to- Which are the key copayment of geographic market progress? value drivers? patients?
  • 30. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Challenge to the Methodologies… Various Price Research Techniques for Different Business Purpose 1.  Has the agency taken the product positioning into account? Is the product a “revolutionary” product, a “evolutionary” product, or a “Me-too” product? The positioning initiative will determine which reference price we should use and whether we need to build the pricing scenario from the lower end or ceiling end. 2.  Direct exploration or In-direct approach? Should be hybrid always – however will more focus on typical methodologies for certain exploration. 3.  Does Adaptive Conjoint Analysis / Discrete Choice Modeling really make sense? You have to assure that the research does more than make comparison with known reference points – cover a broad range of possibilities and elicit more open-ended feedback. Rigid multiple-choice questionnaires or trade-off techniques will limit the responses. 4.  How do you deal with the potential scenarios listed below? a. Competitors’ reaction: Especially for evolutionary products, competitors’ price cut? b. Life cycle strategy: If early adopters are willing to pay premium for the product, the company might consider a high release price to capture the extra value, with planned reductions down the road to attract latecomers c. Cannibalization: Old product remains viable? Or you want to let it shift?
  • 31. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Challenge to the Methodologies… Case Study: VFend POS Pricing Exploration 1.  Has the agency taken the product positioning into account? Is the product a “revolutionary” product, a “evolutionary” product, or a “Me-too” product? The positioning initiative will determine which reference price we should use and whether we need to build the pricing scenario from the lower end or ceiling end. 2.  Direct exploration or In-direct approach? Should be hybrid always – however will more focus on typical methodologies for certain exploration. 3.  Does Adaptive Conjoint Analysis / Discrete Choice Modeling really make sense? You have to assure that the research does more than make comparison with known reference points – cover a broad range of possibilities and elicit more open-ended feedback. Rigid multiple-choice questionnaires or trade-off techniques will limit the responses. 4.  How do you deal with the potential scenarios listed below? a. Competitors’ reaction: Especially for evolutionary products, competitors’ price cut? b. Life cycle strategy: If early adopters are willing to pay premium for the product, the company might consider a high release price to capture the extra value, with planned reductions down the Thru a scenario-based simulation test, Neoliters help VFend POS identify the different road to attract latecomers options for pricing positioning and the potential competitive situation it might face. c. Cannibalization: Old product remains viable? Or you want to let it shift?
  • 32. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management By demonstrating product effectiveness and safety; treatment management could support pharma industry in forecasting patient potential and in negotiations with payers and approval authorities. Pharmaceutical companies need to balance the risks of marketing new products with patient potential in different indications and product safety The Public healthcare sector (e.g. Ministry of Health) needs to evaluate the status of diseases for improving the future healthcare system Pre-launch Launch Post-launch Health status/healthcare Product safety needs of populations Clinical Research Post Marketing PUBLIC HEALTH (phase IV) Drug Surveillance
  • 33. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Epidemiology & Healthcare Show patient potential associated with preference patterns, QoL and disease Consumer Study burden Monitors Show current treatment patterns Health Outcomes Show product/treatment outcomes, comparative effectiveness Clinical & Safety Show product safety 1. Bridge marketing and outcomes needs 2. Understand current treatment patterns and market gaps Disease, brand and therapeutic class insights 3. Link successful drug development to optimal market launch, penetration and performance 4. Maximize the product performance across the life cycle Product development support through clinical efficacy & safety assessments Develop post-launch arguments for therapeutic adoption and optimal reimbursement by demonstrating real-world therapeutic effectiveness 5. Evaluate and promote evidence-based medicine
  • 34. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Case Study: Consumer Insight via Ethnographic Research Neoliters also leverage the consumer sector knowledge and expertise to conduct ethnographic research for healthcare products... By doing the consumer immersion exercises and adapting the projective techniques and diary collection tools, Glivec successfully develop the patient support/education program and improve the patient compliance effectively. Thru ethnographic research, NESCAFE developed the communication strategy based on the identified touch-points - improve the penetration in Tier II cities from 40% to 46% in 2 years..
  • 35. Differential Advantages Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management Case Study: Consumer Segmentation Unlike doctors who are professional and independent, consumers are social and emotional animals. They talk about disease in different words and in different manners. In this context, consumers are not only classified by medical situation, but also should be taken more consideration of the lifestyle, disease management attitude and emotional needs. Low priority ------ High priority Premium Landlord Initial adoption soon 23% Initial adoption right after surgery; post service hip Fracture Initial adoption soon with the surgery; monitoring; preventing fracture and keeping BMD Elites with the surgery see less side effect need to be claimed. 16% as user benefit Disease education for fracture might Convenience as See advantage on less happen again and patients need to keep trigger, follow with General Fracture side effect, preventing Passive “Professors” Active alert. Preventing re-fracture is essential post service fracture, etc while Aclasta offer great value. monitoring 30% Disease education for osteoporosis is not Liaise with Miacalcic. See opportunity to create a Bone Pain purely bone pain while fracture is the new treatment model: e.g. Miacalcic 2 weeks and Not care serious potential risk… then one dose Aclasta 15% More education on disease but not Convenience, less Limited Mild symptoms treatment. Might consider check-up center side effect, prevent Less side effect, prevent affordability fracture, keep BMD as focus. fracture, keep BMD 16% Poor disease recognition, Good disease recognition, Poor treatment compliance Poor treatment compliance Price Conscious Poor disease recognition, Good disease recognition, Good treatment compliance Good treatment compliance By identifying the “professors” segment which is characterized as “Much care about their family members’ health, willing to pay extra, conscious about being fracture, etc”, Neoliters help Aclasta develop the patient communication strategy incisively to the target patients.
  • 36. Thank you for your attention!Should you have any question, please contact: enquiry@neoliters.com

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