This document provides a business plan for Losartan Potassium (Losartan) in Bangladesh for 2015. It summarizes hypertension prevalence data from various sources, showing about 20% of people in Bangladesh have hypertension. The cardiovascular drug market is growing at 11% annually and Losartan has a 29.24% share of the antihypertensive market. The objectives for 2015 are to achieve 10% sales growth, a 4.9% market share, and reach the number 3 market position for Losartan. The strategies proposed include increasing prescriptions from specialty physicians like cardiologists and improving performance in metro areas through targeted promotional initiatives.

1. LOSART
(Losartan Potassium)
Business Plan 2015

2. Prevalence of Hypertension
in Bangladesh
 According to WHO, 18 percent of
people have Hypertension.
 According to NHF, 20-25 percent of
people have Hypertension.
 According to NICVD, 20 percent of
people have Hypertension.

3. According to different renowned
organization reports, at least 1
people of Bangladesh have
Hypertension out of 5.

4. Cardiovascular market
in Bangladesh
Cardiovascular market is 988 cr. with
11% growth and 9.3% share of
market.
Antihypertensive market is 636 cr.
and 64% of cardiovascular market.

5. Why Losartan?
• First antihypertensive generic which
crossed 100 crore and as combination
added another 86 crore. Losartan & its
combination has been taking 29.24%
share from antihypertensive market.
• Second prescribed generic in
antihypertensive drugs in terms of
units.

6. Brand Health
Issues & Opportunities
1. Generic market of Losartan is always positive from 2012. In next 4 yrs,
it will be 150 cr./yr.
2. Because of negative growth of Prosan (Bxm) and higher growth of
LOSART than generic, we have opportunity to take 3rd
position in IMS
market with satisfactory market share.
Issues & Opportunities
1. Generic market of Losartan is always positive from 2012. In next 4 yrs,
it will be 150 cr./yr.
2. Because of negative growth of Prosan (Bxm) and higher growth of
LOSART than generic, we have opportunity to take 3rd
position in IMS
market with satisfactory market share.
TerapeuticgroupCAGRValgr CAGRUnitgr Value(Cr.) Valuegr MS% Unitgr Value(Cr.) Valuegr MS% Unitgr Value(Cr.) Valuegr MS% Unitgr
Total 30.04 27.28 110 12.26 9.03 98.26 13.51 -3.09 86.6 32.26 23.51
Osartil 34.62 34.28 42.62 12.42 38.64 11.94 37.9 22.36 38.58 6.31 31 29.92 35.79 15.25
Angilock 33.33 33.29 37.16 17.11 33.69 15.51 31.7 21.02 32.29 5.24 26.2 30.35 30.29 15.87
Prosan 38.2 38.95 7.73 -12.43 7.01 -22.1 8.8 16.35 8.99 -5.87 7.5 28.28 8.77 11.6
LOSART 13.5 13.8 3.6 45.5 3.3 44 2.5 -17.5 2.5 -33 3 64 3.5 54.7
Losardil 26.27 26.29 2.8 -14.64 2.54 -14.68 3.2 16.1 3.34 15.1 2.8 38.24 3.27 38.29
Losan 6.83 5.48 2.6 35.73 2.4 25.89 1.9 -46.83 2.0 -56.73 3.6 58.98 4.2 58.77
20122014 2013

7. Brand Health-Internal
Issues
1. Overall brand growth from 2013 to 2014 is satisfactory (42%).
2. Growth of LOSART is higher than generic & also leading brands .
3. Brand position is 4 & has gained 3.3%.IMS share.
Opportunities
1. Due to negative growth of Prosan (Bxm) and higher growth of LOSART than
generic, we have opportunity to take 3rd
position in IMS market.
2. Our continuous promotion & communication with RSM, Internal Rx, sales,
growth of LOSART is increasing day by day. We hopeful about our team to help
us to increase sales through more Rx share in future.
Issues
1. Overall brand growth from 2013 to 2014 is satisfactory (42%).
2. Growth of LOSART is higher than generic & also leading brands .
3. Brand position is 4 & has gained 3.3%.IMS share.
Opportunities
1. Due to negative growth of Prosan (Bxm) and higher growth of LOSART than
generic, we have opportunity to take 3rd
position in IMS market.
2. Our continuous promotion & communication with RSM, Internal Rx, sales,
growth of LOSART is increasing day by day. We hopeful about our team to help
us to increase sales through more Rx share in future.
Sales2013(Cr.) Target2014(Cr.) ActualSepYTD(Cr.)
LE2014
(Cr.)
%Ach Gr% %ConttoDiv PCPM
4.01 5.97 3.55 5.7 95 42 0.6 3945

8. Specialty Contribution
Issues & Opportunities
LOSART is a chronic care products and majority % of Rx
is prescribed by specialty doctors. Within specialty
prescriber, We need to increase Rx of Cardiologist,
Diabetologist & Neurologist.
Issues & Opportunities
LOSART is a chronic care products and majority % of Rx
is prescribed by specialty doctors. Within specialty
prescriber, We need to increase Rx of Cardiologist,
Diabetologist & Neurologist.
Specialty (Top 5
for the molecule)
Molecular
contribution %
Brand
Contributio
Our Rx. Gr. % Mol.Rx. Gr. %
Cardiologist 11.6 5.9 -18 5
Diabetologist 9.4 2.9 -33 4
Medicine 19.9 5.6 -10 5
Neuro & Psychiatry 5 3.8 -31 -14
Hospital 8.8 3.4 17 17
GP 31 5.3 -2 -2

9. Customer matrix
2014 2015
Primary Speciality Universe no. No. Resourced Resource plan
1 Cardiologist 2500 148 1700
2 Diabetologist 1500 44 500
3 Medicine 6078 340 3000
4 Uro & nephrologist 400 8 70
5 Neuro & Psychiatry 400 15 175
Total 539 5445
2014 2015
Secondary Speciality Universe no. No. Resourced Resource plan
1 GP 15600 827 1000
Total 827 1000

10. Pack health
Interpretation
1. As usual trend market is being lead by 50 mg tablet,
then 25 mg & 100 mg. Our SKU contribution is as per
market.
Interpretation
1. As usual trend market is being lead by 50 mg tablet,
then 25 mg & 100 mg. Our SKU contribution is as per
market.
Pack strength
Value
(Crore)
% gr
%
contribution
(to total
25 mg 15.7 12 14
50 mg 87.6 11.4 80
100 mg 7 25.5 6
LOSART 25 mg 0.42 33 11.6
LOSART 50 mg 3.1 46.6 85.6
LOSART 100 mg 0.1 71 2.8
Pack analysis
MAT 14

11. Opportunities
•Positive market growth
•No. 3 competitor lost it share
•Accepted generic by doctors
•Prevalence of hypertension is
increasing day by day
Opportunities
•Positive market growth
•No. 3 competitor lost it share
•Accepted generic by doctors
•Prevalence of hypertension is
increasing day by day
Strength
•Full range of strength
•Have a good acceptability
•Large field force
Strength
•Full range of strength
•Have a good acceptability
•Large field force
Weakness
•Less specialty focus
•Low achievement in metro area
Weakness
•Less specialty focus
•Low achievement in metro area
Threats
•No. 1& 2 competitors still remain
aggressive in this market
•Direct cash investment to specialty
doctors level
Threats
•No. 1& 2 competitors still remain
aggressive in this market
•Direct cash investment to specialty
doctors level
SWOT analysis

12. Positives & Improvement Areas
Positives
1.Positive growth
2.Full range of strength
3.Established molecule
4.Well accepted by doctors
5.Strong sales team
6.No major complaint
regarding quality
Improvement Areas
1.Specialty wise promotion
2.New pack size (5x10’s)
may be introduced
3.Better pack design
4.Increase specialty doctors
coverage
5.Improves metro & urban
area

13. Need-Gap Analysis
Vis-à-vis Key Competition
Po
Gap Vs key Competition
1.Increase Rx
2. Specialty doctors
coverage
3. Improves metro & urban
area
Gap Vs key Competition
1.Increase Rx
2. Specialty doctors
coverage
3. Improves metro & urban
area
Strategy to Bridge Gap
1.Doctors & RSM wise Rx
monitoring
2.Specialty wise investment
3. Monthly & event wise
promotion
Strategy to Bridge Gap
1.Doctors & RSM wise Rx
monitoring
2.Specialty wise investment
3. Monthly & event wise
promotion

14. Objective 2015 (IMS)
Valin Millions
ValGr%
(over2013)
CAGRvalgr%
(over2012)
ValMS % Valin Millions Gr% MS%
Total 1100 12.26 32.2 1220 10.9
Osartil 426 12.42 30 38.64 500 17.4 41.0
Angilock 371 17.11 30.5 33.69 420 13.2 34.4
Prosan 77 -12.43 29 7.01 54 -29.9 4.4
LOSART 36 45.5 64 3.27 60 66.7 4.9
Brand Justabove
us
874 5.7 31 79.45 920 5.3 75.4
Market projection
Therapeuticgroup
(Molecule)
MAT2014 Projected MAT2015

15. Objective 2015 (Rx share)
Average
totalRx
Rxshare%
TotalRxavg
monthly
Rxshare% Gr%
Total 4588 5400 18
Osartil 1500 32.7 1700 31.5 13
Angilock 1289 28.1 1450 26.9 12
LOSART 225 4.9 375 6.9 67
Prosan 229 5 170 3.1 -26
BrandJustaboveus 2790 60.8 3150 58.3 13
Projected20152014Therapeutic
group
(Molecule)
Rxshareprojection

16. Objective 2015 (PCPM)
Growth objective : 43%
MS objective : 4.9
PCPM objective : 6921
Rank Objective : 3rd
Growth objective : 43%
MS objective : 4.9
PCPM objective : 6921
Rank Objective : 3rd
LE(Projection)Cr. PCPM SalesobjectiveCr. Gr% PCPM
LOSART 5.7 4582 10 43 6921
2014 Projcted2015
Brand
PCPMprojection

17. Strategic statement
We will achieve 10 crore with 43% growth for LOSART and
4.4 crore with 24% growth for LOSART PLUS in the next
year.

18. Communication Strategy
USP:
1.LOSART ensures effective blood pressure control &
improves CV outcomes
2.Besides BP controls, LOSART effective in CHF &
stroke
3.LOSART provides renal protection in diabetic patients
4.LOSART improves patients compliance by once daily
dosing
Payoff:
A perfect choice for hypertensive patients with stroke,
CHF & diabetic nephropathy
Payoff:
A perfect choice for hypertensive patients with stroke,
CHF & diabetic nephropathy

19. Brand usage
• Key Indications (specialty wise)
Cardiologist/
Diabetologist/
Nephrologist
Cardiologist/
Diabetologist/
Nephrologist
Hypertension, Congestive Heart
Failure with diabetes, stroke, renal
impairment (CKD) and
dyslipidemia
Hypertension, Congestive Heart
Failure with diabetes, stroke, renal
impairment (CKD) and
dyslipidemia
Medicine/
Neurologist
Medicine/
Neurologist
Hypertension, Congestive Heart
Failure, stroke
Hypertension, Congestive Heart
Failure, stroke
Potential GPPotential GP HypertensionHypertension

20. Key campaign initiatives
Objective
Campaign (Short
description)
Tgt Doctor
Specialty
Tgt doctorno Frequency Input
One tablet for
triple protection
We will promote
LOSART prevents heart
attack, stroke &
improves CHF
Cardio, Dia,
Med, Neuro
5375 3
1Literature
2Gift
Sample
For wishing World
Hypertension Day
We will promote
LOSART more
aggressively a successful
World Hypertension Day
Cardio,
Diabeto, Med,
Neuro, Nephro
5445 3
1Literature
4Gift
Sample
Controls
hypertension with
renal protection
We will promote
LOSART kidney friendly
antihypertensive
Dia, Nephro 570 3
1Literature
1Gift
1S.pad
Sample
A simple &
economic solution
for Hypertension
We will promote
LOSART & ARBs with
cost effective way
Cardio,
Diabeto, Med,
Neuro, Nephro
5375 3
1Literature
3Gift
1S.pad

21. Medico – Marketing initiatives
Objective Content
Doctor
Specialty
Doctor
Nos
Nos. of
programs
Costper
Program
Sales/Yr Investment ROI
To
increase
brand
image
CMEonstroke
&CHFandits
management
Cardiologist 30 16 40000 81000000 640000 1800000

22. Books
Objective Content
Doctor
Specialty
Doctor
Nos
Cost per
Program
Investment
To
increase
brand
image
BOOK (Kumar &
Clark's Cases in
Clinical
Medicine 3e)
Cardiology,
Medicine
800 775 620000
To
increase
brand
image
Oxford
Handbook of
Cardiology
Cardiology 600 713 427800

23. LOSART Resource analysis Q-1
(Feb/Mar/Apr)
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Family Lit Lit-1 8000 800 10 Feb 12 96000
2 Gift-1 Gift-1 2400 300 8 Feb 100 240000
3 Pen Gift-2 2800 350 8 March 30 84000
4 Card-Bioshakh PPM 2000 250 8 April 10 20000
5 Bioshakh Gift 1000 200 5 April 150 150000
590000
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Family Lit Lit-1 2000 200 10 Feb 12 24000
2 Card-Bioshakh PPM 1200 200 6 April 10 12000
3 Bioshakh Gift 800 200 4 April 80 64000
100000
690000
Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)
Total
Institution budget
Total
Total Q-1

24. LOSART Resource analysis Q-2
(May/Jun/Jul)
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Family Lit Lit-2 8000 800 10 May 5 40000
2 Gift (WHD) Gift 1800 300 6 May 120 216000
3 Ramadan PPM 1500 250 6 June 5 7500
4 Ramadan Gift Gift 1500 250 6 June 100 150000
5 Eid Card PPM 1500 250 6 July 10 15000
6 Eid Gift Gift 1500 250 6 July 150 225000
653500
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Family Lit Lit-2 1600 200 8 May 5 8000
2 Gift (WHD) Gift 600 200 3 May 120 72000
3 Ramadan PPM 800 200 4 June 5 4000
4 Ramadan Gift Gift 800 200 4 June 100 80000
0
164000
817500Total Q-2
Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)
Total
Institution budget
Total

25. LOSART Resource analysis Q-3
(Aug/Sep/Oct)
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Show card PPM 4000 500 8 August 5 20000
2 Gift Gift 4000 500 8 October 50 200000
220000
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Show card PPM 800 200 4 August 5 4000
2 S. pad PPM 800 200 4 October 10 8000
12000
232000
Institution budget
Total
Primary customers (Cadio + Diabeto + Medi +Nepro +Neuro)
Total Q-3
Total

26. LOSART Resource analysis Q-1
(Nov/Dec/Jan)
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Lit-4 PPM 5600 700 8 November 5 28000
2 Gift (16th Dec) Gift 1000 250 4 December 100 100000
3 New year gift-1 Gift 1000 250 4 December 120 120000
4 New year gift-2 Gift 1000 250 4 January 100 100000
348000
SN Name of inputs
Type
(LBL/Gift/Ne
ws
letter/FLA)
Total no. No. MPE No/MPE
Month of
Dist.
Cost/input Total Cost
1 Lit-4 PPM 800 200 4 Feb 5 4000
2 Pen Gift 800 200 4 Feb 20 16000
20000
368000Total Q-4
Institution budget
Total
Primary customers (Cadio + Diabeto + Medi + Nepro + Neuro)
Total

27. Sample plan
Total Sample cost :
15,04,819 TK/year (COG)
Total Sample cost :
15,04,819 TK/year (COG)
Brand Unit(1's/2's)
Noof
Dr./MPEto
sample
Unitpervisit
Totalvisitwith
sample/month
Unit/MPE/mon
th
Total
unit/mont
h
Total
unit/year
Total
value/ye
ar
LOSART50mg 4 8 2 2 31 31040 186240 1504819
Totalsamplecost 1504819

28. Brand expense sales ratio
Brand Projectedval2015 TotalGC2015
LOSART 100000000 0
LOSARTPLUS 44000000 0
0
Total 144000000 0
4917387
3.41
Totalpromo2015
Totalpromo%tosale

29. THANK YOU