Digital Strategy for Indian Pharma

MEDICINMANField Force excellence
February 2018| www.medicinman.net
Indian Pharma’s First Digital Magazine Since 2011
TM
CRAFTING A DIGITAL STRATEGY:
A PRIMER FOR INDIAN PHARMA
W
e are in the midst of a sea change in the way
thatbusinessisbeingconducted.Rapidstrides
in technology has allowed established compa-
nies and start-ups to create disruptive business models.
With change being the only constant, the companies that
have failed to adapt are quickly losing relevance. The
feeling of not knowing when, or from which direction,
an effective attack on a business might come has created
a sense of urgency amongst incumbents. Companies in
retail and consumer goods are quickly integrating tech-
nology to keep up with the evolving landscape. On the
other hand, highly regulated industries like banking and
healthcare are lower down the adoption curve.
All the important stakeholders in the healthcare value
chain are also adopting technology at a rapid clip. Re-
searchbytheconsultingfirmMcKinsey&Co.indicatesthat
about 70% of patients go online to check what condition
they might have based on their symptoms. A whopping
84% of patients check their treatment options after initial
diagnosis. Doctors too are increasingly using technology
to not only get access to the latest medical information,
but also to counsel their patients. Further, doctors are
also leveraging “doctors only” social media platforms for
networking and peer learning through case discussions.
This increasing propensity to use digital technology was
visible in a recently conducted survey, in which doctors
Manish Bajaj

Manish Bajaj | Crafting a Digital Strategy: A Primer for Indian Pharma
voted websites and webinars as the most preferred
digital channels for engaging with them.
The presence of online platforms and tools has
given patients a plethora of options to choose
products and services. This rapid adoption of tech-
nology by patients and doctors has caught health-
care businesses off-guard. The traditional users’
decision journey which comprised awareness –>
consideration –> preference –> action –> loyalty,
is getting disrupted as new forces of peer reviews,
recommendations by friends and other user gen-
erated content influence users’ buying decisions.
As companies scramble to digitally transform to
adopt to this new paradigm, it is important to take
a step back and understand what digital transfor-
mation actually means for a business. In many situ-
ations, technology upgradation is often construed
as digital transformation. In a recently conducted
survey by Altimeter, 88% of companies said that
they were undergoing ‘digital transformation’ but
only 25% said that they did so with the purpose be-
yond investing in new technology. The real defini-
tion of digital transformation is the realignment of,
or new investment in technology, business models,
and processes to create value for customers in a dy-
namic digital economy.
While defining the roadmap for integrating digital
in a business model, it is critical to measure the cur-
rent state of the business in leveraging technology.
According to the consulting firm Altimeter, digital
transformation is a journey and businesses can be
classified into six types based on the extent of stra-
tegic & operating integration into the digital econ-
omy:
1. Current steady state in which businesses are
unwilling to challenge the status quo and operate
with the view that the current mode of engaging
with customers and stakeholders remains relevant.
2 | MedicinMan February 2018
“
The traditional users’ decision
journey which comprised
awareness –> consideration –>
preference –> action –> loyalty, is
getting disrupted as new forces of
peer reviews, recommendations by
friends and other user generated
content inﬂuence users’ buying
decisions.

2. Present & active in which experimentation
is driving digital creativity with the objective of
improving specific offerings and/or processes.
These often happen in a non-coordinated manner
throughout the organization.
3. Formalized state in which experimentation be-
comes structured while execution is at a scale capa-
ble of impacting the business in a positive manner.
Initiatives tend to become bolder, and employees
seek support from the management leadership for
new resources and technology.
4. Strategic state in which the organization recog-
nizes the strength in collaboration, research, and
shared insights. The fruits of these efforts contrib-
ute to new strategic roadmaps with defined own-
ership and investments.
5. Converged state in which a dedicated digital
transformation team is formed to guide strate-
gy and operations based on business goals. New
structures take shape within the organization as
roles, processes, and systems are redesigned to
support the transformation.
6. Innovative & adaptive state in which thinking
‘digital’ becomes a way of business as leaders rec-
ognize that customers continue to be tech savvy.
A new ecosystem is established to identify and act
upon technology and market trends in pilot and
eventually at scale
Use of digital technologies in the pharmaceutical
space in India can broadly be classified into three
segments viz.
a. Patient centric tools
b. Differentiated doctor interactions (in-clinic)
c. Differentiated doctor education at scale
Patient-centric technology tools can range
from simple apps like a symptom tracking
diary to holistic disease information apps.
“
[The sixth stage in the digital
journey]: Innovative & adaptive
state in which thinking ‘digital’
becomesawayofbusinessasleaders
recognize that customers continue
to be tech savvy. A new ecosystem
is established to identify and act
upon technology and market trends
in pilot and eventually at scale

Pharmaceutical companies have started using dig-
ital tools to have more impactful and customized
communication with doctors. CRM-CLM tools can
allow marketers to develop and deploy customized
communication, based on doctor segmentation
leading to higher in-clinic engagement than con-
ventional visual aids. Web-based platforms can al-
low dissemination of medical information at scale
and with greater frequency than conventional CME
programs achieving higher attention as well as
message recall.
For the systematic development of a digital
strategy, there are eight key mantras that com-
panies should follow to increase the probability
of getting business impact from going digital:
1. Granular understanding of the patient journey is
essential in understanding the key unmet needs of
the patient as well as the pain points for which a
technology intervention is required.
2. Ideation can be a very exciting process however,
while crafting a solution it is important to sharply
articulate the value to patient, value to doctor and
value to the company. Absence of clarity on either
one of these leads to a higher risk of failure of the
initiative.
3. Follow a“shark tank”approach in which the ideas
are articulated as business cases to a select group
of leaders and the chosen ideas get preferential al-
location of resources.
4. Make sure that failure is not considered as a stig-
ma. Fail fast and fail cheaply but more importantly,
iterate as much as possible in order to develop a
solution that can delight customers.
5. Due to the diverse nature of the stakeholders in
the Indian pharmaceutical industry, it is important
to develop the go-to-market strategy with both
physical + digital (phygital) approach. This allows
not only for better execution in the marketplace
but also improved customer delight.
6. Form a team specifically devoted to digital trans-
formation. The presence of centralized resources
and execution teams specifically for this purpose
can greatly impact execution success.
“
Take the long term approach
to digital. Considering it as a
“campaign” is setting up yourself
for failure.

7. Partner with start-ups in the healthcare ecosys-
tem to bring solutions to the market faster. There
are a lot of things that pharmaceutical companies
can learn from enterprising start-ups.
8. Take the long term approach to digital. Consid-
ering it as a “campaign” is setting up yourself for
failure.
Pharmaceutical companies are taking baby steps
to integrate their business model with the digital
ecosystem while digital transformation of the eco-
system is happening at a rapid pace. If the compa-
nies don’t evolve their internal operating systems
at a similar pace, there is a high chance of getting
side-lined for future growth. We need to act before
it is too late. M
Manish Bajaj is Vice
President - Strategy, Portfolio,
Strategic Marketing and Head
- Urology franchise (India) at
Dr. Reddy’s Laboratories

CONTENTS
Our mission is to collectively improve the pharma
sales and marketing ecosystem - leading to better
relationships with doctors and better outcomes for
patients.
MedicinMan Volume 8 Issue 2 | February 2018
Editor and Publisher
Anup Soans
Chief Mentor
K. Hariram
Executive Editor
Salil Kallianpur
Editorial Board
Prof. Vivek Hattangadi; Deep Bhandari; Hanno
Wolfram; Renie McClay
Letters to the Editor: anupsoans@medicinman.net
1. Crafting a Digital Strategy: A Primer for
Indian Pharma ...................................................1
Steps and mantras for digital transformation of the
pharma organization
Manish Bajaj
2. Effective Management begins with Role
Clarity ..................................................................8
Role clarity and the importance of coaching for
successful frontline management
K. Hariram
3. Digital Transformation in Pharma Begins
with a Mindset Change ...................................11
The biggest challenge is not technology adoption but
mindset change
Sandeep Narula
4.WhoMovedmyVisualAid?............................18
A story of how digital technology made the Visual Aid
obsolete - inspired by Dr. Spencer Johnson
Vivek Hattangadi
5. AIOCD Market Highlights ...........................20
Pharma market sales highlights for the month of
January 2018
Ameesh Masurekar
Connect with Anup on LinkedIn | Facebook | Twitter
Anup Soans is an L&D Facilitator,
Author, Pharma Consultant.
muckrack.com/anupsoans/articles
MEET THE EDITOR

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the New Age
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Saturday, March 23, Mumbai
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Customer Retention or Acquisition?
The notion that customer experience matters in pharma is old news. Yet
pharma is rated among the least customer-friendly industries. Does pharma
focus too less on retaining customers and too much on acquiring new ones?
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MEDICINMAN

I
recently had the opportunity to talk to a team of
Second Line Managers and thought I could use the
opportunity for group coaching. I asked them what
their concerns were and therefore the challenges they
had on their hands. Ninety percent of them said that
their primary concern was that their frontline manag-
ers lacked ROLE CLARITY.
I could well understand where they were coming from
and after acknowledging their concerns, I continued
my line of questioning by asking them what their chal-
lenge was. I saw that there was silence as they were
not able to differentiate the two.
I explained to them that CONCERN always meant “re-
lating to something”whereas a CHALLENGE had to do
with “A task or situation that tests someone’s abilities”.
Thus, if the concern is about lack of role clarity, then
the challenge would be how to enable them to get
clarity and act accordingly.
My next question was:“do you have clarity about your
role and can you define the role of your FLMs in few
words?” As expected, there was complete silence and
I could see that there were worry lines on their fore-
heads.
It was certainly not their fault and I was glad that their
ignorance was out in the open. The reason for lack of
role clarity at each level of the corporate hierarchy is
due to the age-old British colonial style of handing
out‘job descriptions’which are nothing but‘to do’lists
without any connect to the contributions they will
make to organisational performance. Most important-
ly, the WHY of anything is hardly ever explained and
therefore not understood.
Effective Management
begins with Role Clarity
K. Hariram
Role clarity and the importance of coaching for
successful frontline management

K. Hariram | Effective Management begins with Role Clarity
Companies continue to assume that successful
sales representatives will make successful sales
managers.This is a flawed assumption.Think about
professional sports, where many great players end
up being mediocre coaches. Likewise, great sales
representatives often have a hard time making the
transition to management.
The reason why this transition can be challenging
is that each role, be it of first line or second line
manager, requires a distinct set of skills.
Any ROLE has 3 major components – Responsibil-
ity, Relationships and Contributions. It is a clear
understanding of the ‘relationship’ and therefore
suitable ‘contributions’ as per needs that help in
fulfilling‘responsibility.’
At all managerial levels, coaching is an essential
contribution.
So, have FLMs been trained and equipped with
the necessary skills to coach their team members?
Similarly, have the second line managers been
equipped with the coaching skills to help develop
their FLMs? And so on, up to the top.
I strongly recommend ‘Sales Coaching’ since this
skill has a significant“force multiplier”effect. Train-
ing managers on how to coach produces a high
return on training investment, as one trained man-
ager can coach multiple sales people and improve
their overall performance.
According to the Corporate Executive Board, a
leading research and advisory services company,
effective sales coaching can potentially increase
top-line revenue by up to 20 percent.With such po-
tential benefits the time allotted by the line man-
agers to coach their people should be around 50%
and above.
“
Companies continue to assume that
successful sales representatives will
make successful sales managers.
This is a ﬂawed assumption. Think
about professional sports, where
many great players end up being
mediocre coaches. Likewise, great
sales representatives often have a
hard time making the transition to
management.

K. Hariram | Effective Management begins with Role Clarity
Coming back to where I started, there is a dire need
to help managers understand their ROLE, and pro-
vide clarity in terms of their responsibilities, rela-
tionships and contributions, clearly connecting
these to their day-to-day work.
“A manager experiences role clarity when they
know what they need to do and what is expected
of them. The content of their tasks, work meth-
ods, and priorities are all clear, and the manager is
aware of their role within the organisation. On the
other end of the scale, role ambiguity occurs when
the content, priorities and work methods are un-
clear”. M
K. Hariram is the
former MD (retd.) at
Galderma India.
He is Chief Mentor at
MedicinMan and a
regular contributor.
khariram25@yahoo.com
“
Coming back to where I started,
there is a dire need to help managers
understand their ROLE, and
provide clarity in terms of their
responsibilities, relationships and
contributions, clearly connecting
these to their day-to-day work.

T
wo recent events compelled me to write this ar-
ticle. The first, a Tweet by Salil Kallianpur:
“India Pharma thinks of digital intervention as
“chalti gaadi ka bonnet kholna (repair a car while on the
move). It is more “udti plane me petrol bharna” (refueling
a plane midair). The choice is between refuelling midair
or emergency landing. #DigitalTransformation.”
The second: my Marketing Manager, Anil, tells me that
his wrist watch gives him data about his blood pres-
sure, calorie burn, number of steps travelled and pulse
rate.
Three years back, for all of this, a common man had
to visit a poly clinic or a hospital; but in today’s con-
text this data self-generated, and the common man
can easily decipher whether his readings are normal
or abnormal.
The point here is, at this juncture where “consumer”
and “medical technologies” are converging and pa-
tients’biometric data is at their fingertips, healthcare is
slowly, but at a steady pace, getting replaced by“Well-
ness”, and the pharmaceutical companies’ presence
and contribution is missing.
In cyber space, where communication between Key
Opinion Leaders, patients, therapy specialists and doc-
tors, is increasing manifold, the absence of pharma is a
DIGITALTRANSFORMATION
IN PHARMA BEGINS WITH A
MINDSET CHANGE
Thebiggestchallengeisnottechnologyadoption
but mindset change.
Sandeep Narula

Digital Transformation in Pharma Begins with a Mindset Change | Sandeep Narula
cause for concern for all of us and forces us to con-
clude that pharma is either totally ignorant about
these developments or is too cautious to take any
steps or may be in a wait and watch mode. What-
ever may be their stand, further delay is certainly
going to take a heavy toll on them as is summed up
in the above tweet.
Why is it that Indian Pharma is taking such a long
time to embrace digital technology whereas other
industries are fully immersed in digital and have
changed their business model too: be it consumer
goods, retail or financial services.
Let’s look at the following statements in the con-
text of healthcare:
Ø Nearly 50% of US and UK Doctors use Wiki-
pedia as a first point of reference for updated
medical information.
Ø For more specialized content they go to web-
sites like www.uptodate.com
Ø In the last 15 months,Twitter has gained prom-
inence, especially for the Specialist, for the lat-
est trends and developments in Healthcare.
Ø NHS (National Health Services, UK) has pub-
lished a list of recommended HealthApps (in
the future Doctors may start prescribing these
apps too!)
Ø Emergence of AppleHealthkit followed by Mic-
rosoft, Google and Samsung.
The caution exhibited by pharma companies can
be attributed to both external and internal factors:
External factors Internal factors
Health systems have generally
shown a slower adoption rate
as far as digital technologies are
concerned
Lack of clarity in assessing digital
opportunities
Ambiguity in regulations Lack of clarity as far as digital ROI
is concerned
Lack of Universal Standards Where to place the Digital Man-
ager organizationally
“
... at this juncture where “consumer”
and “medical technologies” are
converging and patients’ biometric
data is at their [the Doctor’s]
ﬁngertips, healthcare is slowly, but
at a steady pace, getting replaced by
“Wellness”...

Digital Initiative by Pharma Companies
Big Pharma is already experimenting with digital
initiatives. The following are few examples:
Merck
univadis - a medical information platform
merckEngage- for digital communication
Sanofi
GoMeals - an app to track the nutrition in your food
Janssen
care4today - an app designed to improve adher-
ence to treatment regimens through reminders
to take medications, refill prescriptions, and visit
healthcare providers
AstraZeneca
Simply4doctors.com: Online resource tailored to
the needs of healthcare professionals that pro-
vides access to resources and educational pro-
grams, along with guidance
Other Initiatives
Novartis: Strategic alliances with
- Qualcomm (for clinical trials)
- Google (for intelligent contact lenses)
Sales Force Effectiveness in the pharmaceutical in-
dustry is at an all-time low. Unfortunately, the last
two decades the entire focus has been on sales
maximization, irrespective of ways and means, and
this faulty selling method gave rise to the “Hock-
ey Stick Sales Syndrome” and a cadre of “Promo-
tional Representatives”. Pharmaceutical sales and
marketing professionals buried the “Consultative
Selling method”(the original selling method of the
Pharma Industry, when Medical Reps were labelled
Medically Qualified Scientists).
Right and judicious use of digital platforms has the
potential to reverse the above situation.
Transforrming the Organization into a
Digital Center of Excellence
In today’s context, pharmaceutical companies
have to alter their sales and marketing methods.
The sales and marketing functions should devise
their strategies by going digital first and align the
rest of their channels of communication with cus-
tomers accordingly.
The following Customer engagement model of-
fered by Affinion Group would serve well in today’s
digital context as far as pharmaceutical promotion
is concerned:

Pharmaceutical companies can initiate the cus-
tomer journey online and can sensitize Doctors
through Content Marketing strategies and once
enough interest has been generated online then
the Physician can be contacted for further rein-
forcement through traditional physical channels
i.e. field force promotion (Incremental returns can
be measured easily).
This form of sales and marketing has the capability
to reduce promotion cost, on an average, of be-
tween 25-30%.
Digital adoption can not only reduce sales promo-
tion costs but can also enable the companies to
sharpen their communication strategies by making
full use of digital a nalytics (like customer profiling
and preference analysis, website analytics, social
media analytics, key words usage, pricing and
packaging preferences).
To become a Digital Centre of Excellence a compa-
ny needs to include right mix of:
Ø Value-addition websites (for medical informa-
tion, education, visualization)
Ø Social media for customer engagement (in-
cluding Drs, Patients, peers, KOLs)
Ø M-health apps for providing healthcare man-
agement solutions.
In terms of regulations, some pharmaceutical com-
panies have already added ADR (adverse drug reac-
tion) reporting features on their website, however
most need to relook and reconsider their approach
towards legal and regulatory framework and phar-
macovigilance.
Mindset Change
The biggest challenge is not technology adoption
but mindset change. Companies needs to consider
this as an investment and not expenditure.

Nicholas Evans in his book Mastering Digital Busi-
ness has suggested following FOUR pillars for digi-
tal transformation:
As far as these four pillars are concerned, in terms
of digital maturity, he states a company can be at
any three levels: Early (stage1), Developing (stage2)
and Maturing (stage3).
We have already seen that digital has transformed
many industries. Pharmaceutical industry should
also embrace the change and welcome digital dis-
ruption. The leadership team must aim to trans-
form their organizations into digital centers of ex-
cellence.
Sandeep Narula, is
Associate Professor at The
IIHMR University
sandeep@iihmr.edu.in
“
The biggest challenge is not
technology adoption but mindset
change. Companies needs to
consider this as an investment and
not expenditure.

Vivek Hattangadi
A story of how digital technology made the Visual Aid obsolete -
inspired by Dr. Spencer Johnson
Who Moved my Visual Aid?
Visit: http://medicinman.net/download/Who-Moved-My-Visual-Aid.
pdf to read the complete story
Vivek Hattangadi is a
Consultant in Pharma
Brand Management and
Sales Training at The En-
ablers. He is also visiting
faculty at CIPM Calcutta
(Vidyasagar University)
for their MBA course in
Pharmaceutical Management.
vivekhattangadi@theenablers.org

Date and Time:
10th March 2018 (8:00 AM – 5:00 PM)
Venue:
Meluha The Fern, Central Avenue, Hiranandani Gardens,
Powai, Mumbai, Maharashtra 400076
Website
marksmanhealthcare.com/indian-medical-affairs-sum-
mit-inmas-2018/

Highlights
1. IPM grew at 9.5% and sales were worth INR
10056 Crs. This is highest monthly growth in
the last four months.
2. MNC segment grew at 10.7%, while domes-
tic companies grew comparatively slower at
9.2%.
3. April 2017 to January 2018 growth is only
5.2% - clearly showing the impact of the run-
up to GST and implementation of GST.
4. Anti-infective segment showed a very good
double-digit growth of 12.2%. Dermatolo-
gy posted a double-digit growth of 11.9%.
Respiratory segment showed healthy dou-
ble-digit growth of 19.3%.
5. Gastro Intestinal has shown a positive turn-
around and is growing at 6.4%, while Vita-
mins are also showing a growth of 7.2%.
6. Anti-diabetic posted a double-digit growth
of 10%.
7. Cardio segment posted better growth of
8.6%, CNS is also growing better at 9.3%.
Impact Of FDC
Ø FDC market showed growth of 18.1% while
the Non FDC market showed a growth of
9.3%. Single molecules grew at 9.4%.
Ø Price component of Growth Driver (GD) for
the FDCs is 0.6%, other GDs are volumes, at
17% and new products (NP) at 0.6%.
INDIAN PHARMA
HIGHLIGHTS FOR
JANUARY 2018
AIOCD AWACS
Market highlights for the month of January
2018 brought to you by AIOCD AWACS

AIOCD AWACS | Pharma Highlights
Ø Non FDC component GDs are Volumes at
6.9%, prices at (-0.5%) and new products
at 2.8%.
Ø Single molecules are driven by volumes at
8.5% however the prices are pulling down
at (-2%) and NPs grew at 3%.
Top Performing Companies:
Ø In theTop 10 ranked companies, Lupin has
the highest growth at 16.5% followed by
Mankind at 16.4% and Macleods at 14.6%.
Ø In the top 50 ranked companies, Allergan
has the highest growth of 34.6 % followed
by Hetero growing at 31.7% and Win Fran-
co Indian at 20.9 %.
Ø In the 11-20 ranked companies, Sanofi has
the highest growth at 12.8% followed by
Glenmark growing at 12.6% and Dr Red-
dy’s growing at 8.3%
Ø In the 21-30 ranked companies, MSD is
growing the fastest at 19.6% followed by
Himalaya 11.8% and Novartis growing at
10. 9%.
Ø In the 31-40 ranked companies, Hetero
grew at 31.7% followed by Franco at 20.9%
and Win Medicare 20.5%.
Ø In the 41-50 ranked companies, Allergan
has the highest growth of 34.6 % followed
by Medley growing at 19.1% and Janssen
11.6%.
Ø In the 51-60 ranked companies, Corona
leads at 24.2 % followed by Boehringer
Ingelheim at 16.2% and Panacea Biotech
at 16.2%.
Ø In the 61-70 ranked companies, Shreya
Lifesciences grew the fastest at 20.9% fol-
lowed by RPG Lifesciences at 17.8 % and
Maneesh Pharma growing at 15.4%.
Ø In the 71-80 ranked companies, Koye grew
at 48.2 % followed by Ozone at 23.5% and
Oaknet Healthcare at 23.2%.
Ø In the 81 -90 ranked companies, Eli Lily
grew at 62.8% followed by Leeford HAC
growing at 48.4% and then by Modi Mun-
di at 33.6%.
Ø In the 91 -100 ranked companies, My-
lan leads at 86.8% followed by Torque at
50.5% and Piramal Healthcare at 40.6%.

Ø In the 101 -150 few of the fastest growing
include: United Biotech, Themis Medicare,
Neon, Talent, Paviour, Ferring, MSN, An-
glo French, BMS, Group, Menarini, Ben-
net, Lekar, Ceylon, Khandelwal, Saffron,
Seagull, Glowderma, Meridian Entod, KLM
Pharma and Psychotropics.
Ø Abbott HC is growing slower at 13.6% and
Abbott India at 18%.
Ø Sun portfolio grew at 12.9% and Ranbaxy
portfolio grew at 10.4%.
Indian V/s MNC
Ø In the top 60 MNCs, Allergan was the fast-
est growing at 34.6% followed by MSD
growing at 19.6% and Boehringer Ingel-
heim at 16.2%.
Ø In the Non-NLEM category Indian Com-
panies showed a growth of 9.8 % whereas
MNCs grew at 11.8%
NLEM, Non NLEM & Non-Scheduled Para 19
Market
Ø NLEM 2013 containing molecules market
grew at 5.1% whereas the non NLEM mar-
ket grew at 10.2% resulting in an overall
growth of 9.5%.
Therapy Areas
Ø 18 therapy areas showed a positive
growth.
Ø Respiratory Market grew at 19.3%, Gastro
Intestinal grew at 6.4%, Pain and Analgesic
market grew at 6.4%.
Ø Anti-diabetic market is growing at 10%
& Cardiac at 8.6 %, Neuro/ CNS showed a
growth of 9.3%.
Ø Anti-Malarials posted a positive growth of
8.6 % & VMS Market grew at 7.2%
Regional Dynamics
Ø 29 regions posted positive growth.
Ø Haryana market grew the highest at 24
% followed by Madhya Pradesh at 23% &
South Rajasthan at 21.5%
Molecules
Ø Amoxycillin + Clavulanic Acid market is
showed a recovery at 14.6%. Glimepiride
+ Metformin Market grew at a single digit
growth of 4.7%.

Ø Glimepiride + Metformin was pegged at
172.4 Crs & Amoxycillin + Clavulanic Acid
Market at 171 Crs.
Ø Azilsartan plain Market is now valued
at 60.3 Crs on MAT basis. Sofosbuvir and
its combination market has reached INR
591.8 Crs on MAT basis.
Ø Luliconazole market is worth 245.3 crs on
MAT basis. While Tenegliptin and its com-
binations have crossed 600 Crs mark on
MAT basis.
Ø Paracetamol plain market grew at 8.5%,
plain Atorvastatin is stagnant at 1.8%. Pro-
biotics showed a double-digit growth of
14.2%,Pantoprazoleplainpostedagrowth
of 5.1%, Montelukast + Levocetrizine grew
at a double-digit rate of 20.9%, Voglibose
+ Metformin + Glimepiride posted a dou-
ble-digit growth of 14.3%, Plain Azithro-
mycin grew at 14%.
Brands
Ø Mixtard leads the pack with 45 Crs fol-
lowed by Glycomet GP at 35. Crs, Spasmo-
proxyvon Plus at 35 Crs, Lantus at 33 Crs
& Galvus Met at 31 Crs and Liv 52 at 25crs
and Janumet at 32 Crs.
Ø Few Brands who have gained ranks on
MAT basis include Novomix (+1), Cilacar
(+24), Udiliv (+15), Ultracet (+9), Duolin,
(+25), Gluconorm G (+9), Telma H (+2),
Allegra (+23), Synflorix (+8), Ecosprin AV
(+11), Duphaston (+10),Pan D (+4), Ista-
met (+6), Thyronorm (+16), Sinarest (+17)
Recent New Launch Molecule Performance
Ø Azilsartan and combinations are now val-
ued at INR 60.02 Crs there are 41 brands
already launched. On MAT Basis with Zi-
larbi (Emcure*) leading followed by Aztric
(Intas) and Abel (Lupin).
Ø Luliconazole segment is worth INR 270 Crs
on MAT basis there are already 43 brands
in the foray
Ø Benidipine molecule and its combinations
are now valued at 19 Crs on MAT Basis with
Inzit (Eris) leading followed by Benitowa
(Akumentis) and Benipack (Koye).
Ø Acotiamide molecule is now valued at

AIOCD AWACS - TOP 150 COMPANIES IN THE INDIAN PHARMA MARKET
43 Crs on MAT Basis with Acogut (Lupin)
is leading followed by Actapro (Sun*) &
Acotrust (DRL)
Ø Dulaglutide launched under the Brand
Name Trulicity by Eli Lilly is now valued at
20 Crs.
New Launches in IPM
Ø In the VMS category 18 brands were
launched.
Ø In Cardiac 4 brands launched.
Ø In Derma 25 brands were launched.
Ø In Gastro19 new brands were launched.

Digital Strategy for Indian Pharma

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