business development

Lundbeck – Day Holding
Partnership
Launch plan of Cipralex®
Re-Launch Plan of Ebixa® Sep.2014

Executive summary
1.Current Situation
1.1 Situational analysis
1.1.1 Macro Environmental Analysis (PEST)
1.1.1.1 Political Analysis
1.1.1.2 Environmental Analysis
1.1.1.2.1 Rules and Regulation
1.1.1.2.2 Imbursement Regulation
1.1.1.3 Social Analysis
1.1.1.3.1 Epidemiology of Depression
1.1.1.3.2 Demographic Environment
1.1.1.3.3 Economic Analysis
1.1.1.3 Technology Analysis
1.2 Therapeutic Area Analysis
1.2.1 Patient Treatment Map
1.2.1.1 Perceptual Map
1.2.2 Anti-Depressant Market Sales Analysis
1.2.2.1 Serteraline
1.2.2.2 Citalopram
1.2.3 Pricing Strategy
2.Marketing Strategy
2.1. Therapeutic Area SWOT Analysis
2.2. Therapeutic Area Competitive Analysis
2.2. Cipralex® Launch Roadmap
2.3. Therapeutic key success factor
2.2. Therapeutic Segmentation
2.3. Therapeutic Targeting and positioning
2.4. Cipralex ® Brand Solution
2.5. Prescriber Analysis
2.6. Effective call plan based on ROI
2.7. Sizing
2.8. Multichannel Sales
2.9. Message Strategy
2.10. Cipralex® Brand Solution
2.11. Cipralex® Strategy approach
2.11.1 Cipralex® Specific Commercial Objective
2.11.2 Cipralex® Strategic Pillars
2.11.3 Cipralex® Strategic Messaging
2.12 Cipralex® Launch Tactical Plan
2.12.1 Cipralex® Tactical Description
2.12.2 Cipralex® Tactic Calendar
2.12.3 Overview of Key Medical Activities
2.12.4 2015 Group Activity
2.12.5 Congress
2.12.5.1 Local Congress
2.12.5.2 International Congress
2.12.6 National Publication
2.12.7 Mitigation Strategy
2.13. Product Life cycle Management
2.13.1.Worst –Case Scenario
2.13.2. Average–Case Scenario
2.13.3. Best–Case Scenario
Index:

Executive summary
1.Current Situation
1.1 Situational analysis
1.1.1 Macro Environmental Analysis (PEST)
1.1.1.1 Political Analysis
1.1.1.2 Environmental Analysis
1.1.1.2.1 Rules and Regulation
1.1.1.2.2 Imbursement Regulation
1.1.1.3 Social Analysis
1.1.1.3.1 Epidemiology of Depression
1.1.1.3.2 Demographic Environment
1.1.1.3.3 Economic Analysis
1.1.1.3 Technology Analysis
1.2 Therapeutic Area Analysis
1.2.1 Patient Treatment Map
1.2.1.1 Perceptual Map
1.2.2 Anti-Alzheimer Market Sales Analysis
1.2.2.1 Market vol/value
1.2.2.2 Competitors
1.2.3 Pricing Strategy
2.Marketing Strategy
2.1. Therapeutic Area SWOT Analysis
2.2. EBIXA® Re-Launch Roadmap
2.3. Therapeutic key success factor
2.2. Therapeutic Segmentation
2.3. Therapeutic Targeting and positioning
2.4. EBIXA ® Brand Solution
2.6. Effective call plan based on ROI
2.7. Sizing
2.8. Multichannel Sales
2.9. Message Strategy
2.10. EBIXA® Brand Solution
2.11. EBIXA® Strategy approach
2.11.1 EBIXA ® Specific Commercial Objective
2.11.2 EBIXA ® Strategic Pillars
2.11.3 EBIXA ® Strategic Messaging
2.12 EBIXA ® Launch Tactical Plan
2.12.1 EBIXA ® Tactical Description
2.12.2 EBIXA ® Tactic Calendar
2.12.3 Overview of Key Medical Activities
2.12.4 2015 Group Activity
2.12.5 Congress
2.12.5.1 Local Congress
2.12.5.2 International Congress
2.12.6 National Publication
2.12.7 Mitigation Strategy
2.13. Product Life cycle Management
2.13.1.Worst –Case Scenario
2.13.2. Average–Case Scenario
2.13.3. Best–Case Scenario
Index Cont’d:

3.2 Billion Euro
Local generic producer : 2.04 B Euro
Imported products : 1.2 B Euro
⅔
⅓
Population :
GDP : 368 B USD
GDP per capita : 4763 USD
Health Expenditure : 6 %
Pharmaceutical Market sales : 3.2 B Euro
http://www.worldbank.org/
CNS Market
373
million Euro
Local Producer
Importer
240 million Euro
133 million Euro 58
million Euro
Anti Depressant
Market
Local Producer
Importer
36 million Euro
22million Euro
35%
CAGR
5Y
21% prevalence
1.4M Treated
60%Serteraline
Citalopram
500 K patient
340 K patient
Importer
Domination
Local
Production
58%
98%
18million Euro
Total Sertraline
10million Euro
Total citalopram
Segmentation
46500
patient
2015
6
Mil.€
2016
70500
patient
13
Mil.€
2017
88000
patient
2018
98000
patient
22
Mil.€
30
Mil.€
Psychiatrists
Segmentation
Patient
Segmentation
Distribution
Strategy
Marketing
Budget
Strategic
objectives
€ Pricing
Strategy
CPT CPT CPT CPT

3.2 Billion Euro
Local generic producer : 2.04 B Euro
Imported products : 1.2 B Euro
⅔
⅓
Population :
GDP : 368 B USD
GDP per capita : 4763 USD
Health Expenditure : 6 %
Pharmaceutical Market sales : 3.2 B Euro
http://www.worldbank.org/
CNS Market
373
million Euro
Local Producer
Importer
240 million Euro
133 million Euro 8 <10
million Euro
Anti Dementia Market
Local Producer
Importer
3.2million Euro
4.8million Euro
2013
22%
CAGR
5Y
500 K patient
70K Treated
16%Memantine
11 K patient
Importer
Pts. share
Local
Pts. Share
7%
93%1million Euro
1million Euro
importer
Local
Segmentation
3750
patient
2015
1.6
Mil.€
2016
6000
patient
3.8
Mil.€
2017
8600
patient
2018
10000
patient
5.6
Mil.€
7.4
Mil.€
Psychiatrists
Segmentation
Patient
Segmentation
Distribution
Strategy
Marketing
Budget
Strategic
objectives
€ Pricing
Strategy
CPT :609 K €
CPT CPT CPT CPT

Cipralex® Launch MARKETING PLAN IRAN

Launch Marketing Plan – Introduction
Cipralex® 2015 launch plan
Benefits of a Launch Plan
 4 main strategic pillars with risk mitigation
strategy described to be evaluated by
Lundbeck team.
 Relevant tactical plan explain the roadmap of
marketing activites .
Launch Plan objectives
 Cipralex® will gain 7.2 % market share of Anti
Depression ( Value share).
 The Plan of 13000 Call in 2015
 Cipralex® Most likely cpt sales in Forecast for coming
3 years :
 4.5Million Euro (2015) (7% of Market value) + ⅟4 SS
 9.7 Million Euro (2016)(16.5% of Market)+ ⅟4 SS
 16.5 Million Euro (2017)(26. % of Market)+ ⅟4 SS
 The Market analysed by different stakeholder
view point and describe how forecasts will be
attainbale .
Reasons to create a launch
Marketing Plan
 With a comprehensive range of proven
commercial services, Day Holding will tailor
the right solution to launch Cipralex® in iran
to build strong partnership relation to
expand Lundbeck portfolio in iran .
 Significant unmet needs
 Large market opportunities in Antidepression
therapeutic area are aligne with Day Holding
core compitencies .

Executive Summary
Cipralex®
1. Cipralex® 2. Key competences
 The gold standard treatment of antidepression is entering to IRAN with the partner who has
8 years stands top of CNS market with the innovative way of understanding the beyond of
needs.
 CIPRALEX/LEXAPRO (escitalopram), an allosteric serotonin (5-HT)-reuptake inhibitor,
indicated for major depressive disorder (MDD), is the active S-enantiomer of Lundbeck's
citalopram (Cipramil/Celexa) and offers clinical benefits and an improved side-effect profile.
 Has a significantly superior profile than than other treatment of Antidepression .
3. Ressources
 Dedicated Business Unit gathered and waiting to hear the start shoot.
 508 k € budgeted to launch Cipralex®.
4. Objectives
 To be the leader of Iran CNC Market.
 We will launch Ebixa® and Cipralex®. We will have 10000 call of potential prescriber at first
year .
 This year, Day holding will invest on the Multichannel by 20% percent of marketing budget .
 Day holding will allocate 8 FTE in October this year. We will start pre launch activities for
increasing the launch performance on Jan 2015
 Our territory coverage program will commence on 9 provinces simultaneously on Jan ,
2015. 200 of psychiatrist is expected to attend on Launch celebration.
 We want to grow our market share to 15% of segmented patients in the next 12 months

Macroenvironment Analysis – PESTEL
Political
 Iran and 5+1 agreement on November
 4% tax, complicated regulation of MOH, Brand price
restrictions, 4% tariffs, and political stability in
coming years
 Political violence in Middleeast
 The victory of moderate cleric Hassan Rouhani in
Presidential elections in June 2013 is leading to a
gradual improvement in relations with the West.
S ociocultural
 Population Growth Rate: 1.2%
 6 million over 60 years old
 21% prevalence of depression
 4.7% prevalence of MDD
 3% incidence of MDD
 3% prevalence of GAD
E conomical
 Inflation rate is decreasing dramaticly and is on 14%
 Growth rate is 1.50%. GDP per capita is 7,207 USD
 18th largest economy purchasing power parity
 Iran is 21th market in world
 Drug price affordability among patient are
reasonable vs GDP per capita.
 Health Expenditure: 6% of GDP
T echnological
 There are over 70 pharmaceutical companies
operating in Iran
 Poor R&D activity
 Few manufacture lincenced by GMP
 Manufactures almost import API from india
 Noticable barriersare exist to enter to this market .
Environmental
 Iran climate is going to be pure tropic .
 Aggriculture and majority of industry influenced by
climate changes ,more pressure enforcing to
population in their job
L egal
 IDL list entering (Big Obstcle)
 IRC code ( Medium)
 Pricing committee ( Great Challenge)
 Importation permission ( Unbeliveble
 Reimbursment

Supply chain displaying the path of a product from commodity to supplier, manufacturer and customer
Macroenvironment Analysis – Supply Chain
Lundbeck
Cipralex®
Depressed patients
Regulatory Sales & Marketing Distribution
Day Holding

Macroenvironment Analysis – Network
Current Stakeholders and evaluation of relations between DAY and players
Quality of connection
+ perfect
o normal
K critical
Frequency of connection
3 intensive
2 medium
1 low
0 nonexistent
DAY HOLDING
Custom
Competitors
Patients
pharmacy
DDO
MOH
Data Base
Hospital
Attempt
Neurologists
KOL
Psychiatrist
KOL
MOH
Payer
clinics
associations
Social Media
LUNDBECK
o/0.5
o/2
+/3
+/3
+/2
+/2
o/1
+/3
+/0
+/3
o/1
+/2
+/2
+/3
+/1
+/3

2. Current Situation
2.2. Market Analysis

Market Analysis – Anti Depression Market Definition
3,800,000 people suffered from MDD and 2,400,000 people fighting against GAD
Anti depressant Market definition
 60 Million Market value
 3 main medication by patient number 1.Citalopram 2.Sertraline 3.Fluxetine
 Patients age segmentation 20-40 years 40-60 years over 60 years
 Mostly scattered in 9 major provision
 Its mandatory to be treated and effect life performance
 Unmet therapeutic needs according approved indications by EMEA and FDA
 Generic producer supply 91 % of total market volume ( Generic Sertraline :52% & Generic Citalopram : 97%)
 Sertraline has 47% market value of Antidepressant and Citalopram 13% of value
 Leader of Sertraline is Actover with 58% of market share of value.
 Leader of Citalopram is Sobhan with 50% of market share of value.
 In terms of growth Actover is key driver in market of Sertraline with CAGR 41% and Sobhan Darou in Citalopram with 58% within 5 years
 In 2014 there are 18 suppliers in Sertraline market and 19 suppliers in Citalopram market

Market Analysis – Market Definition
submarkets and core markets of anti depressant
Anti Depressant
Serteraline
(365k patient)
Citalopram
(496k patient)
Fluxetine
(463k patient)
Strategic
Business sources
GAD
(20k patient)
MDD
(532 K patient)
Main market
GAD-MDD
(848 k Patient)
NORTRIPTYLINE
(142k patient)

Market Analysis – Market Segmentation
Individual segments of the core- and submarkets require an individual approach
Segment A Segment B Segment C
GAD
Tier A Psychiaterist
Generate more data on safty and
compliance
MDD-GAD and ,comorbodity…
Increase number of advocate KOL
Effiency and low side effects matter
MDD
Bring facts vs other treatment
Generate more geriatric and pediatric
data and pursue indications as
necessary
Indication
Psychiaterist &
Neurologist
Patients
Maximize pre-launch and launch
efforts in GAD
Estabilish Cipralex® in many…The gold standard of MDD
Tier B Psychiaterist
Accelerate psychiatry penetration and make
Cipralex ® the standard of care.
20-40
Tier A Neourologist
40-60Over >60

Market Analysis – Market structure
Levels of narrowing based on potential and actual patients according 2015 lanch strategy
Penetrated
Market
Total MDD & GAD patient
Estimated Patients : 3.8 Million patient
Important competitors : NONE
Treated MDD and
GAD Patients
Estimated Patients :1.5 M
Important competitors:
importersCitalopram & Serteraline patients
Estimated Patients : 300 K patient
Important competitors : Actover,Pfizer,Hexal
Cipralex®
Estimated Patients :46K patient
Important competitors : Hexal ,Sobhan
Total Escitalopram
Estimated patients : 52
Main player : Cipralex®

 CAGR 5 Years: GR: 2014/2013:
• Value:20% Value: 37%
• Volume: 2% Volume: -5%
 Top Molecule in the market:
SERTRALINE , CITALOPRAM , FLUVOXAMINE
FLUOXETINE , VENLAFAXINE , NORTRIPTYLINE
-
200
400
600
800
1,000
1,200
1,400
2010 2011 2012 2013 2014
Mill.Tab/Cap
Sales Volume
Actual Estimated
 Sales value growth vs. 2014: 1.6 Mil. Euro
 1.8 Mil price effect (111%)
 (-0.2) Mil volume effect(-11%)
 Market 2014
 Volume: Local: 91% Import: 9%
 Value: Local: 48% Import: 52%
-
10
20
30
40
50
60
70
2010 2011 2012 2013 2014
Milli.Euro
Sales Value
Actual Estimated
Market Analysis – Market Growth of Antidepressant
 Market Size in 2014:
 1 Bil. Tab (14.27 per capita) 60 Mil Euro

-
20
40
60
80
100
120
140
2010 2011 2012 2013 2014
Mil.Tab/Cap
Sales Volume
Actual Estimated
 CAGR 5 Years: GR: 2014/2013:
 Value: 61% Value: 111%
 Volume: 16% Volume: 19%
 Sales value growth Vs. 2014: 14 Mil. Euro
 12 Mil price effect (85%)
 2 Mil volume effect
Market 2014
-
5
10
15
20
25
30
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Actual Estimated
Market Analysis – Market Growth of Sertraline

Main Players of the Market
-
20
40
60
80
100
120
2010 2011 2012 2013 2014
Mill.Tab/Cap
Sales Volume
Actover(Asentra) Razak Sobhan Abidi Hakim Others
20%
11%
12%
14%
2%
5%
9%
10%
3%
3%
11%
MS 2013 Aktover(Asentra)
Razak
Sobhan
Abidi
Hakim
Tehran Darou
Bakhtar
Rooz Darou
Tolid Darou
Behestan (Zoloft)
Others
46%
11%
10%
7%
6%
4%
4%
3%
3%
3% 3%
MS 2014
Aktover(Asentra)
Razak
Sobhan
Abidi
Hakim
Tehran Darou
Bakhtar
Rooz Darou
Tolid Darou
Behestan (Zoloft)
Others
Actover has high CAGR 5Y: 38%
Actover has high GR13/12: 174%

Main Players of the Sertraline Market
58%19%3%
3%
4%
1%
4% 1%2% 5%
MS 2013
Actover(Asentra) Behestan (Zoloft) Razak
Sobhan Abidi Hakim
Bakhtar Tehran Darou Amin
Others
81%
9%
2%
2%
1%
1%
1%
1%
1%
1%MS 2014
Sobhan Abidi Hakim
Others
-
5.00
10.00
15.00
20.00
25.00
30.00
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Actover(Asentra) Behestan (Zoloft) Razak Sobhan Abidi Others (13 suppliers)

Sertraline Price Analysis
Brand (100mg) Price (IRR) Supplier Out of Pocket Monthly Treatment Cost 1 MS 2014 2
ZOLOFT® 34,000 Behetan (Pfizer) 32,600 Value: 20%, Volume:4%
ZOLAMIN® 2,500 Amin 1,100 Value: 2%, Volume:5%
ASENTRA® 18,000 Actover(krka)) 16,600 Value: 58%, Volume:24%
SERTRALINE-HEXAL 6,000 Behestan (Hexal) 4,600 Value: 1%, Volume:1%
Other GXs & Brands 2,000 Various 600 Value: 9%, Volume:66%
Brand (50mg) Price (IRR) Supplier Out of Pocket Monthly Treatment Cost MS 2014
ZOLOFT® 23,000 Behetan (Pfizer) 22,160 Value: 16%, Volume:2%
ZOLAMIN® 1,500 Amin 660 Value: 1%, Volume:2%
ASENTRA® 11,400 Actover(krka)) 10,560 Value: 58%, Volume:19%
SERTRALINE-HEXAL 3,600 Behestan (Hexal) 2,760 Value: 1%, Volume:1%
1 Based on out of pocket
2 Based on MOH sales data 2014
0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000
ZOLOFT®
ASENTRA®
SERTRALINE-HEXAL
ZOLAMIN®
Other GXs & Brands
Serteraline Price Brand & Generic

Market Analysis – Market Growth of Citalopram
 CAGR 5 Years: GR: 2014/2013:
 Value: 22% Value: -0.5%
 Volume: 6% Volume: -5%
 Sales value decline Vs. 2014: 2,581 k . Euro
 -1300 K price effect
 -1281K volume effect
 Market 2014
-
20
40
60
80
100
120
140
160
180
200
2010 2011 2012 2013 2014
Mill.Tab/Cap
Sales Volume
Actual Estimated
-
2.00
4.00
6.00
8.00
10.00
12.00
14.00
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Actual Estimated

Main Players of the Citalopram Market
50%
19%
8%
4%
4%
3% 2%
2%
2%
1%
5%
MS 2013
Sobhan Behestan(Hexal) Iran Darou
Poursina Ramopharmin Amin
Tehran Darou Abidi Pharma Shimi
Tolid Darou Others
50%
18%
6%
6%
5%
4% 3%
2%
2%
1% 3%
MS 2014
Sobhan Behestan(Hexal) Iran Darou Poursina
Ramopharmin Amin Tehran Darou Abidi
Pharma Shimi Tolid Darou Others
-
2.00
4.00
6.00
8.00
10.00
12.00
14.00
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Poursina Ramopharmin Others (14 supplier)

Main Players of the Citalopram Market
Iran Darou has high CAGR 5Y: 58%
Poursina has high GR13/12: 40%
-
20
40
60
80
100
120
140
160
180
200
2010 2011 2012 2013 2014
Mill.Tab
Sales Volume
Sobhan iran Darou Poursina
Ramopharmin Amin Others
60%
10%
5%
4%
3%
3%
3%
2%
2%
1%
7%
MS 2013
Sobhan iran Darou Poursina Ramopharmin
Amin Tehran Darou Behestan Abidi
Pharma Shimi Tolid darou Others
60%
8%
7%
5%
4%
4%
3% 2%
2%
1% 4%
MS 2014

Citalopram Price Analysis
CITALOPRAM-HEXAL® 6,000 Behetan(Hexal) 4,670 Value: 1%, Volume:1%
CITALORAMIN® 2,400 Ramopharmin 1,070 Value: 1%, Volume:1%
OSALOPRAM® 2,500 Osveh 1,170 Value: 0.6%, Volume:0.5%
1 Based on out of pocket
2 Based on MOH sales data 2014
CITALOPRAM-HEXAL® 4,000 Behetan(Hexal) 3,055 Value: 22%, Volume:4%
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000
CITALOPRAM-HEXAL®
CITALORAMIN®
OSALOPRAM®
Other GXs & Brands
Citalopram Price Brand and generics

Patient Analysis – Buyer Decision Process
Potential or factual motivation of a patient‘s buying decision
 National health programs inIran may seek to impose
further drug price cuts to help repair public finances,
adding to the negative pressure on pharmaceutical
companies' cash flows…where squeeze on healthcare
spending likely to spur generic products.
 Currently the patients visit mostly psychiatrist and
after regular tests (DSM IV) they recomanded to use
kind of medication but the effectiveness of
psychiatrist to patients is approximately 90% and if
the price is acceptable purchase of medication Done.
 Antidepressant decision making aids appear to be
useful for helping patients choose an initial
antidepressant and increased discussion between the
physician and patient. The design of the cards plays
an important role in how the patient interacts with
the physicians and the type of questions
asked.Affordibility of price could commincate during
this Stage.

Patient Analysis – Target Group
Description of targeted customer segment
 Our Micro target Group is over 60 years population
whose stand in 8-10 income cluster and the the
population of over 60 in these cluster is over 3.7
million people .
 16 % of population over 60 years old suffer from MDD
 608 K patient exist in this target group with MDD
> 4%
3% - 4%
< 2%
2% - 3%
No Data
Spatial distribution of current prevalence of major depressive disorder in Iran
Education level
Literacy Rate in Iran is 82% while regional average rate is 62 % and young adult (15-
24) increased to 97 %.
Demographic Factor
Iran's population increased dramatically during the later half of the 20th century,
reaching about 80 million by 2013
0-14 years: 23.8% (male 9,733,762/female 9,251,929)
60-64 years : 2.2% (male 907,743/female 913,724)
65 years and over: 5.1% (male 1,902,743/female 2,175,724) (2013 est.)
More than half of Iran's population is under 35 years old (2013).
Population growth rate 0.792% (2008 ) 1.247% (2013 )
20-40Years
40-60Years
>60Years
1400K
1700K
608K
Patient No
4%
13%
10%

Prescriber Analysis – Prescriber Segmentation
Differentiation and description of target groups among psychiatrist and Neurologist
Prescription Rate
Motivation Cost
N,C
cardiologist Tier A
Characteristics:
 61% of total patients visited By 80% of Psychiatrist A
 2 % innovator ,15% early adoptor
Core motive: KOL support ,Academic Event Support
cardiologist Tier B
Characteristics:
 13% of total Patients v isited By 50% of Psychiatrist B
 4% innovator,18% early adoptor
Core motive: attention (frequent call),promotional support
ortho Tier A
Characteristics:
 13% of total Patients visited By 50% of Neurologist A
 10 % of total A early adaptor
 25 % of total A Early majority
 Core motive: KOL support,being Consuler,Academic event support

Consumer Analysis – ABC Analysis of Sertraline and Citalopram Prescriber
Prescriber Sales 2013 (in Million Euro) of Sert & Cita Cumulated Sales Class
Psychiatrist
16.47 61% A
3.51 13% B
2.16 8% C
Neurologist
3.51 13% A
0.81 3% B
0.54 2% C
27

Prescriber Analysis – ABC Analysis of prescriber (graph)
Potential
High Medium Low
LowMediumHigh
Shareinsales
BA
A
B
C
C
A
B
C
A-type Prescriber B-type Prescriber C-type prescriber
NEU -A
Psychiatrist A
NEU-B
Psych-C
Psych-B
Neu-C
NEVER SEEN BEFORE*
*innovative visualization
Neurologist : 1000
Prescriber Neurologist : 850
Neurologist (Tier A) : 250
Neurologist (Tier B) : 350
Neurologist (Tier C) : 250
Psychiatrist : 2700
Prescriber psychiatrist : 1500
psychiatrist (Tier A) : 300
psychiatrist (Tier B) : 500
psychiatrist (Tier C) : 700

Prescriber Analysis – Prescriber Satisfaction Index
Satisfaction based on Index (Evaluation of Satisfaction Index, A-Customer)
Description
 Broad spectrum
 Rapid onset
 Fast Onset of action
 Tolerability
 CYP 450 interactions
 Discontinuation sx
 Abuse potential
 Early activation
No.
Criteria / Requirement /
Expectation
Weight
W (0-1)
Degree of fulfillment E
Valuepoor average good excellent
1 2 3 4 5 6 7 8 9 10
1 FDA approved Indication 0.19
1.9
2
Efficacy : Onset of action Treatment and prophylaxis
0.09
0.72
3 Side effects 0.08
0.72
4 Price affordability 0.02
0.14
5 Availability 0.05
0.45
6 Acute and long term of action 0.08
0.4
7 Academic Support 0.1
0.6
8 Patient compliance 0.15
1.35
9 Drug-drug interaction potential 0.16
0.8
10 Once daily Dosing 0.08
0.64
Total score
7.72

NPS (Net Promoter Score)
% Promoters - % Detractors =
-100 +100
21%
25%
54%
Promoters
Passives
Detractors
Number of Results per Total Score
Total Score
Numberofresults
PromotersPassivesDetractors
6 6
7
8
13
15
10
15
12
9
1 2 3 4 5 6 7 8 9 10
Description
 Our objective is to
change to 5% .
 With coopromotion
agreemen in 3rth year it
will be +10%.
 This informations
different in tiers..
Psychiaterist Analysis – Net Promoter Score
The NPS shows the likelihood of your customers recommending your service

Prescriber Analysis – Summary
Summary of your customer‘s most important characteristics
"It's about wanting; if it's not about wanting, it's not about people."
Expectations
 Word of mouth (regular calls)
 Technical information
 Calls
 Support
Prescribing
motivation
 Requires objective cause-effect rationale
 Operates on a mechanism of action
 Based on evidence
 High Inter-rater reliability

Attitude
 Sixty-six psychiatrists (66%) believed that patients treated with citalopram were more satisfied with their
treatment when compared with those treated with other Antideppresant.
 A psychiatrist might spend several months, using trial and error, to find a drug that would finally work.
 (7%) had never prescribed citalopram despite the fact that they had been working more than five years in general
psychiatry
 Sixty-four psychiatrists (64%) would rather combine two antidepressant
 Residents have nothing to loss from new medicines coming into their prescription
Characteristics
 Determine ROI strategy to
maximisze efficenciy in calls.
 Attack to unmet marketing
promotion with great innovation
by white space company.
 Mid ages, sex: 20% female ,80%
male, income 8 decile,
profecsional and social class
lower tham Neurologist .
Psychiatrist : 2700
Prescriber psychiatrist : 1500
psychiatrist (Tier A) : 300
psychiatrist (Tier B) : 500
psychiatrist (Tier C) : 700

Prescriber Analysis – Shortcomings
Shortcomings of customer satisfaction and improvement measures
Nr. Shortcomings Explanations Measures
1
MDD are mostly with other disorder and
need more medication
EMEA approved cipralex for all of
comorbidities
Drive awareness and recognition of Cipralex
benefits in COMORBIDITIES
2 Dosage adjustment Once daily !
Drive education and awareness regarding full
profile of Cipralex® and efficacy aspects with
once daily dose of Cipralex®
3
Add on therapy make financial pressure
on patients
Cipralex mono-therapy = other add on-
therapy
Differentiate/establish superior benefits1 of
Cipralex ® over add on therapy
4 Adherent rate of patients
Patients with Cipralex stay longer to
treatment
Expand awareness & importance of
comparative factor vs SSRI
5 Remission rate of SSRI Cipralex remission rate
Core campaign re-enforcing physicians
on why Cipralex ® is the Gold choice
6 ONSET OF ACTION Faster onset of action vs SSRI & SNRIs
Leverage existing good experience to
influence others
7 Price ! Generic Escitalopram is not Cipralex®
Differentiate/establish superior benefits
of Cipralex® over Iranian Escitalopram
Generics (Lundbeck reputation Strategy)

Prescriber Analysis – Action Plan
Schedule for customer satisfaction improvement measures
No. Task Time Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 Pre-Luanch 40 days
2 Launch of Messages 280 days
3 Local Congress 18 days
4 Publications 50days
5 Call Plan xx days
6 Group Activity xx days
Pre Launch
M1
AB
SEPID
Call
M2 M3 M4
LT RT LT AD SS LT JC SP ED LT AB
Multichannel Detailing
1nd 2rth 3rth 4th
Akhbar pezeshti NEURO PSYCHIATERISTPSYCHIATERIST

2.4. Competition Analysis

Competition Analysis – Strengths and Weaknesses
Strengths and weaknesses of the strongest competitors
Competitor Strengths Weaknesses
Actover-KrKA
 Active Marketing
 Good availability
 CNS portfolio
 Slovakian manufacturer
 Transaction
Behestan-Pfizer
 Active Marketing
 Basket selling
 More products of different supplier=Low
allocated resource
 Availability
 Transaction
Sobhan(Generic)
 Strong in CNS
 Production size
 Low quality vs Brand
 No active Marketing
 On-Off availability due misleading in
production planning

Competition Analysis – Strengths & Weaknesses
Strengths & weaknesses of your company compared to strongest competitors
No.
Critical resources
(performance potential)
Actover Day holding Sobhan
poor moderate good
P
poor moderate good
P
poor moderate good
P
1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10
1 Current CNS portfolio 6 1 7
2 sales market (market share) 5 8 4
3 marketing concept 5 6 2
4 finance situation 6 9 3
5 Team Effectiveness 8 9 2
6 production 5 7 6
7 Relation with MOH 5 8 7
8 Distribution 5 8 9
9 cost situation, differentiation 7 9 5
10 quality of management 6 8 4
11 leading systems 7 8 3
12 potential increase of productivity 6 9 4
Total 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10 1 2 3 4 5 6 7 8 9 10

2.5. Internal

Regulatory
We are working to keep
ethics and commitment
and it cause all our
culture
Ethics &
Commitment
+
Internal Analysis – Corporate Value
Values and corresponding measures
Day Hoding has a great
relation with MOH and
some of former deputy of
Ministry of health in IDL
committe
Day Has a noticable cridit
in UAE banks and Iranian
Bank
127 Million $ 2013
SOLID Finanial
+
We Dedicated fist selling
ranking CNS drug in
country for Lundbeck
with 8 years experience
S & M
+
Pharmalyze ™ is the
innovative Data System
with integrated Network
with Patient dimenssion
to sales in each pharmacy
Pharmalyze™
+
Day Darou Omid is
subsidery company of
Day Holding to control
distribution with Target
roadmap
Self Distribution
System
+
Day Darou salamat is the
subsidery company of
Day holding with facility
to provide Primery and
Secondary packaging
GMP Packaging
Plant
+
Direct relation with
patient let us to discover
th e hidden needs of
patients
Patient Centeric
+
+

Internal Analysis – Corporate Structure
Structure and hierarchy of your company
CNS BU HEAD
Medical
Marketing
Marketing Manager
Brand Specilist
Brand Manager
Media Manager
Art Manager
Sales
NSM
Supervisor
DSM
Multichannel
Marketo alliance
E detailing Art
Patient
communication
Social Media
Business Support
Pharmalyz ™
Atomation
Marketing
Sales
Market Research
TRADE PHARMACY
Distributor Manager
Pharmacy Manager
HELP DESk.
FTE
FTE
Assistant
Mdrep
Md rep
Md rep
Md rep
Md rep
Market Research
Manager

Internal Analysis – The Value Chain
Entirety of processes involved to provide a product or service to the market
SupportActivities
Business Support Data: Pharmalyse™
Sales and Marketing Effectiveness: No 1 team of 1st ranking CNS product
Self Distributor network: Day Darou Omid with 90% coverage of country
Solid Finance : 127 Million $ 2013
Import
Cipralex®
 Gold standard
 Supperior
Sales &
marketing
 Strong Launch
for other
products of
Lundbeck
Prescription
of Cipralex®
 Top of Mind
 Top of Heart
Operation
 Support
 Communication
management
Distribution
 availibility
 Agility
Main Activities
Description
The Cipralex value chain
starts with the raising of
unmet needs and
concludes with the Best
treatment .
In essence, it is about
making innovative way that
can command premium
value .
And these needs served by
…

2.6. Summary

Current Situation – SWOT Analysis
Identify internal and external factors favorable and unfavorable to your objectives
Internal
Factors
External
Factors
Strengths
 Strong Sales and Marketing
 Self Distribution system
 Operational Effectivness
 Pharmalyze® the integrated online marketing system
 Cipralex ® superiority vs. other agents in MDD and GAD
 Day International offices
Opportunities
 Lundbeck reputation potential which is already not achieved
 Ebixa synergy
 There is a indication gap among this therapeutic area
 Day Darou Omid dedicated a Ftes for CNS franchize
 Low quality of generics
 Brielliant relation with KOLs
Weaknesses
 CNS product portfolio
 Expired patent of Cipralex®
 FDA just approved MDD and GAD and SAD ,PD,OCD still not
approved by FDA (available in EU only)
Threats
 Low price of competitors
 Iran International Relation
 Local manufacturer attach this market when Lundbeck rapidly growth
 Competitors S&M activity mostly importers
 Generic high volume production by local manufacturer
 Low acceptance of new drug

Current Situation – SWOT-to-TOWS Analysis
Match opportunities & threats with strengths & weaknesses
SWOT-
Analysis
Internal analysis
Strenghts Weaknesses
Externalanalysis
Opportunities
 Lundbeck global image could well established by Day sales and
marketing
 Ebixa Synergy has a great weight in S &M ROI effectiveness
 EMEA approved wide indication for cipralex
 Dedicated team in distribution team is security of availability
 CNS product portfolio will fulfill with Lundbeck products
 Expired patent of Cipralex® made price affordable
 FDA just approved MDD and GAD and SAD ,PD,OCD still not
approved by FDA solved by KOL management
 Low acceptance of new drug will broken by Ebixa existence
experience of quality
.
Threats
 Low price of competitors solved with highest value of superiorities
 Iran International Relation solved with International Offices
 Local manufacturer attach this market when Lundbeck rapidly
growth faced with this fact Escitalopram is not Cipralex
 Competitors S&M activity faced with S&M department
 Generic high volume production
 Targeted segment availability via self distribution vs volume
availability
 Launch more products in Iran market after experience
success in Market
 3 international offices
 GMP primary and secondary production site
 Low price of generic with law acceptance of new brands
aggressive marketing is the strategy to compare head to
head with SSRIs

Current Situation – Competitive Advantage of Cipralex Launch By DAY
Cipralex ®has a self-potentiating effect on the SERT
Generic Escitalopram is not cipralex®
Superior to the
competition vs. SSRI and NSRI
Right strategy channel to
transfer Messages
Lundbeck reputation and potential
to Multiple the approaches

Objectives – Setting Primary Goals
Setting goals from company visions & values
Mission Status quo Goals
To be leader in CNS Field
 How do we establish Cipralex® superiority and
strengthen loyalty to the psychiatrics to maximize
penetration and strengthen Cipralex leadership within
MDD –GAD segment?
 How do we increase the perceived safety value of
Cipralex® benefits vs. SSRI & NSRI in 1st priority
segment to increase capture of start and overcome
conversion inertia ?
 Increase Psychiatrists awareness of how Cipralex®
can fulfil the un-met need in real life settings
together with the patient perspective of Depression,
convenience and device patient to overcome
pricing/value perception
 Communicate compelling rationale for Psychiatrist
to defend their Cipralex choice over Serteraline And
Citalopram (efficacy, safety ,On set of action) In A
segment
To establish Lundbeck quality
 How do we establish the value acceptance of Cipralex®
vs local generics ?
 How can steps be implemented?
 Drive awareness and recognition of Cipralex
importance in moderate to Severe stage of
depression and generic substitution
unwelcome problems
How to support more patients with high
quality treatments
 How do we secure continued volume market
share leadership with increasing competitive
pressure in escitalopram market ? (2017)
 Are there any hurdles to overcome?
 How can these be circumvented?
 Strengthen Cipralex® leadership as the
preferred treatment in depression by
enforcing specialists belief that Cipralex® is
always standard and available

Cipralex ® Strategic Pillars Issues, Objectives & Imperatives:
Strategic
Issue
Strategic
Imperative
Strategic
Objective
• Increase source of business from
Citalopram use to 45% by end 2015 a
• Grow Cipralex® 15 % in 2015 and 23%b in
2016 by increasing breadth and depth
of prescribe Escitalopram amongst PSYC
to achieve 30% at the end of 2018(in
targeted pool)
• >40% of targeted psychiatrist to Rx
Cipralex® by end 2015 c
• 35% growth per year in Cipralex®
penetration of total Citalopram
segment while achieving Cipralex®
volume targets
Increase Psychiatrists awareness of how Cipralex®
can fulfil the un-met need in real life settings
together with the patient perspective of
Depression, convenience patient to overcome
pricing/value perception
• Increase source of business from sertraline
use to 25% by end 2015 a
• Increase SoV of Cipralex®
vs. Hexal of behestan to 30% by 2015
• Increase the perception of Escitalopram
monotherapy vs SSRI on broad use and
safety* in over >60
• 8% increase in sertraline market per year in
Cipralex penetration of segments while
achieving Cipralex volume targets in
citalopram market.
• Achieve first place in detailing SOV in SSRI
market (78% SOV ,print, group activity)
• Generate 60% of SOV Cipralex® specific news
coverage to both consumer and healthcare
professionals with publications
• 40% of top 15 PSYC KOL have executed
prevention plans according g EMEA
indications that meet the yearly impact
criteria of Cipralex in all stages by 2015
(to prevent switching From Cipralex to
local Escitalopram)
• Maintain a Cipralex MS of 90% by end of
2015 by maintaining MS in over 60
years patient segment (major group)
• Have Cipralex ® included in 100 %
depression/ anxiety related round up
articles stories that discuss treatment
Communicate compelling rationale for
Psychiatrist to defend their Cipralex choice
over Serteraline And Citalopram (efficacy,
safety ,On set of action) In A segment of
patient.
importance in all stage of depression and
generic substitution unwelcome problems
4. How do we secure continued
volume market share leadership
with increasing competitive pressure
in escitalopram market ? (2017)
3.How do we establish the value
acceptance of Cipralex® vs local
generics ?
1. How do we establish Cipralex®
superiority and strengthen loyalty to the
psychiatrics to maximize basal
penetration and strengthen Cipralex
leadership within MDD –GAD segment?
Strategic priorities
CONFIDENTIAL – INTERNAL USE ONLY
priority
1
priority
3
priority
2
2. How do we increase the perceived
safety value of Cipralex® benefits vs.
SSRI & NSRI in 1st priority segment to
increase capture of start and overcome
conversion inertia ?
• Increase Cipralex® availability to 90% in
coverage area by en of 2015
• Maintain 80% MS of SOV in all segment
of prescriber with group activity
• Maintain 40% MS of advocacy among
SSRI prescriber especially in tier B
psychiaterist
• Performance audit of sales team must
be above B grade
Strengthen Cipralex® leadership as the
always standard and always available
priority
4
a. Patient data tracker b. evaluating Cipralex profile vs Generic Iranian Escitalopram c. All provinces

Strategic Imperatives & Actions:
Strategic
Imperative
Strategic Action
1. Differentiate/establish superior
benefits1 of Cipralex ® over citalopram
2. Expand awareness & importance of
comparetive factor vs SSRI
3. Drive education and awareness
regarding full profile of Cipralex® and
efficacy aspects with once daily dose
of Cipralex®
4. Leverage existing good experience to
influence others (Turkey,EU,USA)
5. Maximise Cipralex® data through
scientific communication to fix the
perceptual map of antidepression on
top of minds
1. Core campaign re-enforcing physicians
on why Cipralex ® is the Gold choice
for patient above 60 years .
2. Optimise promotional effort for
Cipralex® during pre-launch period via
multichannel sales .
3. Leverage public affairs, patient and
KOL advocacy in support for
unrestricted switching to Cipralex®
from other SSRI
4. Create trust and safety recognition
among healthcare providers Psychiatrist
to be able compare the safety profile of
SSRI group.
1. Convince payers and HCPs(PSYC &
Neurologist) of Messages
2. Drive improvement of care by
comparing regions within
countries(awareness among patients)
3. Understand barriers to overcome
patient medical and psychosocial
unmet needs to effectively
communicate cost benefit vs. Values
4. Drive transparency around cost
implications of addressing unmet
needs and the value story of Cipralex
5. Identify and initiate partnerships with
key policy/payor stakeholders to
support Cipralex
1. Define channels to effectively reach
target audience and match
communication messages
2. Ensure effective implementation
across the organization when using
alternative channels (mentioned in
risk mitigation)
3. Leverage new clinical data to reaffirm
Cipralex start & stay choice .
4. Strengthen KOL advocacy for Cipralex
via efficacy, Cost effectiveness and
maintain the position
Increase Psychiatrists awareness of how
Cipralex® can fulfil the un-met need in real
life settings together with the patient
perspective of Depression, convenience
patient to overcome pricing/value
perception
Communicate compelling rationale for
safety ,On set of action) In A segment of
patient.
Drive awareness and recognition of
Cipralex importance in all stage of
depression and generic substitution
unwelcome problems
always standard and always available

Objectives – Budget Overview
 Increase Psychiatrists awareness of how
Cipralex® can fulfil the un-met need in real life
settings together with the patient perspective
of Depression, convenience and device patient
to overcome pricing/value perception
 Drive education and
awareness regarding
full profile of
Cipralex® and
efficacy aspects with
once daily dose of
Cipralex®
 Leverage existing
good experience to
influence others
(Turkey,EU,USA)
 Maximise Cipralex®
data through
scientific
communication
Increase source of
business from
Citalopram use to 45%
by end 2015 a
 Citalopram
Market
BUDGET25%
Grow Cipralex® 15 % in
2015 and 23%b in 2016
by increasing breadth
and depth of prescribe
Escitalopram amongst
PSYC to achieve 30% at
the end of 2018
 Citalopram
Market
BUDGET 25%
35% growth per year in
Cipralex® penetration of
total Citalopram
segment while
achieving Cipralex®
volume targets
 Citalopram
Market
BUDGET 50%
 Maximise
Cipralex® data
through scientific
communication
 Differentiate/esta
blish superior
benefits1 of
Cipralex ® over
citalopram
 Expand awareness
& importance of
comparetive
factor vs SSRI
 Communicate compelling rationale for
safety ,On set of action) In A segment
 Increase SoV of
Cipralex® vs. Hexal
of behestan to 30%
by 2015
 TARGET
 Citalopram
Market
BUDGET 30%
 8% increase per year
in Cipralex
penetration of
Sertralin segments
while achieving
Cipralex volume
targets in citalopram
 TARGET:
 Citalopram
Market
BUDGET 40%
 Achieve first place
in detailing SOV in
SRI market (78%
SOV ,print, group
activity)
 TARGET:
 Citalopram
Market
BUDGET80%
 Create trust and
safety recognition
vs. SSRI
 Core campaign re-enforcing physicians on why
Cipralex ® is the Gold choice for patient above 60
years
 Optimise promotional effort for Cipralex® during
pre-launch period via multichannel sales
 Leverage public affairs, patient and KOL
advocacy in support for unrestricted switching
to Cipralex® from other SSRI
152 k203k

Objectives – Budget overview
importance in moderate to Severe stage of
depression and generic substitution unwelcome
problems
 Understand barriers to
overcome patient
medical and
psychosocial unmet
needs to effectively
communicate cost
benefit
 Drive transparency
around cost implications
of addressing unmet
needs
 Identify and initiate
partnerships with key
policy/payor
stakeholders
40% of top 15 PSYC KOL
have executed
Escitalopram accordin g
EMEA indications that
meet the yearly impact
criteria of Escitalopram
by 2015
Citalopram
Market
BUDGET 70%
Maintain a Cipralex MS
of 90% by end of 2015 by
maintaining Ms in
escitalopram market
Citalopram
Market
BUDGET 20%
Have Cipralex ®
included in 100 %
depression/ anxiety
related round up
articles stories that
discuss treatment
Citalopram And
Serteralin
BUDGET10%
 Convince payers and
HCPs(PSYC &
Neurologist) of
Message NO1
 Drive improvement of
care by comparing
regions within countries
 Maximize Cipralex®
data through
scientific
communication
preferred treatment in depression by enforcing
specialists belief that Cipralex® is always
standard and available
Increase Cipralex®
availability to 90% in
coverage area by en
of 2015
Citalopram
Market
BUDGET 60%
Maintain 80% MS of
SOV in A segment of
psychiatrist
Citalopram And
Sertraline
Market
BUDGET20%
Maintain 40% MS of
advocacy among
SSRI Psychiaterist B
SSRI Market
BUDGET20%
 Define channels to effectively reach target
audience and match communication messages
 Ensure effective implementation across the
organization when using alternative channels
 Leverage new clinical data to reaffirm Cipralex
start & stay choice
 Strengthen KOL advocacy for Cipralex via
efficacy, Cost effectiveness
Sub-goal
Goal
Target
Project
 Strengthen
DDO City
Forecasting
with
Pharmalyze for
Cipralex via 28
Branches
76k 76k

Objectives – Long Term Objectives
To be a Leader in pharmaceutical Market to be able for helping more patient
TO be a leader in CNS
market
To be a Leader in
Oncology Market
To be a Leader in
Diabetes Market
TO be a leader in
Cardiovascular market

Product – Strengths & Weaknesses
Analysis of products’ strengths & weaknesses
Product Strengths Weaknesses
Cipralex®  GAD –MDD-PAN-SAD  Price
Sertraline  Gad-MDD  Safety
Citalopram  The oldest treatment
 Only MDD
 Player are all generic

Product – Perceptual Mapping
Positioning matrix displaying the customers perception of the product
Categorization Categorization
Categorization Categorization
EfficacyB1 (Opposing B2) (Opposing B1) Efficacy B2
Tolebrity A1
Tolerability (odds ration)
(Opposing A1)
Tolebrity A2
Mirtazapine
Fluvoxamine
Robexetine
Fluoxetine
Paroxetine
Venlafaxine
Bupropion
Milnacipran
Description
 Cipralex Highest Tolebrity
rate
 Higher Efficacy
 Great patient compliance
 Support wide indication
Duloxetine
Citalopram
Serteraline
Escitalopram

Product – Cipralex ®Dimensions
QualityBrand
Efficacy
Few Side effectsOn set of Action
Once DailyPatient
Support
AvailabilityPrice
Education
& Training
Remission Rate
Administration
On-site
Consultancy
CIPRALEX®
Actual Product
Patients benefit
Extended Cipralex®

Price − Price Strategies
 Low price strategies:
Traditional approach of Local
generic producer with the
lowest possible price for the
product .
 High price strategies:
Target specific customer
through high price level mostly
by Imported Generics.
 Value oriented price
strategies:
Prices of the Cipralex®
correspond exactly to the
patient value.
highlowPricelevel
highlow Service/Performance
(patient value)
High price strategies
Value oriented price
strategies
Low price strategies
Cipralex®
Asentra
Generics
Zoloft

Price − Zones
Price
Elasticity
Value Price strategy
8-10 Deciles are fine with this price strategy
Brand product
High Price Strategy
6-10 Deciles are find with this range of price
Imported Generic
Low Price Strategy
6-10 Deciles are fine with this pricing
Almost concern by imported generic to
accelerate penetration
Low Price Strategy
All Deciles are fine with this price
Local Generic producer
High Price Strategy
4-10 Deciles are fine with this range of pricing
Local Manufacturer Generic Brand Strategy

Promotion – PR instruments
Planning and evaluation of actions
High priority Low priorityMedium priority
ReachReach
Above The Line (ATL)
Classical
marketing
recognizable for
all segments
Below The Line (BTL)
Alternative marketing
mainly visible only for
targeted groups
Call
Print
Publication
PR
Social Media
Testimony Video
Size defines
the budget
Sponsoring -Congress
Psychiatrist
Event
Congress
Product
Placement
Promotion
Direct
Marketing
Advisory Board
Journal Club PSY Online
Marketing
Pharmacy AD
High frequency Medium frequency Low frequency
Lecture Tours

Strategy
MEDIA
Message Objectives
Innovator
Early
Adaptor
Early
Majority
Late
majority
S1 1. Evaluation of Cipralex Vs Generic (Bio availability & Bio Equivalent)
S1 2. significantly fewer side-effects than seen with current therapies
S1/S2 3.Cost Benefit
S4 4.Leverage the previous use of Cipralex among group (EU , Turkey , USA)
S1 5.Allways Available for patients
S3 6. Escitalopram benefits in Mild to Severe stage of MDD
S1/S2 8.Cipralex monotherapy with equal toleberty and remission rate vs combination venlafaxine+Mitrazapine
S4 9.Cipralex patients will stay longer to the treatment & more likely to adherence
S1 10.Superior remission rate from depression symptoms without adverse event vs SNRI
S3 11.Faster onset of action Vs SSRI & SNRIs
S1 12.Unsurpassed efficacy and acceptability profile
S1 13.Lundbeck : A highly Committer partner in Brain Diseases
S4 14.Generic escitalopram is not Cipralex
S1 15.Generic substitutions of branded SSRI may lead to poor

Promotion – Media Planning
Overview of the planned PR actions / measures
Media Action Scope Target group Frequency Budget
Pharmacy congress
Pharmacy Messages Tehran & Provinces: Inform+
Convince
2000 pharmacy weekly 25mt
Launch Plan
KOL Management INFORM-CONVINCE Psychiatrist, Neurologist First Year 150mt
Publication (journal Ad)
Sepid/Salamat/Psychiatery
journal/Akhbar Pezeshki
INFORM-CONVINCE 201K ,(1000 Professional /200 K
patients)
Quarterly 20mt
Print Brochure
( Promotional material)
Cipralex quarterly Messages
Brochure
INFORM-CONVINCE 1500 Contact Monthly 74mt
E-Detailing &text Messages
(Multichannel)
IPAD slidekit,online presentations INFORM-CONVINCE 1000 Contact Monthly 72mt
Educational & (Remote Speaker
Education) ,TC
Provinces Universities INFORM-CONVINCE 200 Contact Monthly 12.9mt
Local Congress
Psychiatry Congress
Neurology Congress
INFORM-CONVINCE 1500 contact H1/H2 205mt
Journal Clubs(Articles)
Tehran Universities INFORM-CONVINCE 500 Contact Monthly 6.6mt
Face to Face Direct Marketing
Medrep calls/Advisory
Boards/Lecture tour /Slide
presentation
INFORM-CONVINCE 600 Contact Monthly 118mt

Distribution – Market Areal Strategy
Market areal strategies
Local Regional National Middle east Multinational Global

Distribution – Market Area Strategies
Regional Strategy D
 Mashhad
 Day Darou Omid
 Darou pakhsh
 Capillary Distribution
600 pharmacyD
Regional Strategy C
 Kerman
 Day Darou Omid
 Capillary distribution
 500
C
Regional Strategy A
 Tehran-Qazvin-Zanjan-Rasht
 Day Darou Omid
 Darou Pakhsh
1500pharmacy
A
Regional Strategy B
 Esfehan-Shiraz
 Day Darou Omid
 Capillary ditribution
 700
B
Regional Strategy B
 Tabriz ,AZSH,AZGHA
 Day Darou Omid
 800 pharmacies
E
E
A
B
A
C
D

Implementation − Financial Plan
Operation Plan Nov Des Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total %
Promotional Materials
Brochures 50 40 100 - 50 50 30 - - 40 10 20 10 400 6%
Drop card 30 45 100 30 - - 30 235 4%
Gifts 60 60 50 - 50 40 40 - - 20 20 20 30 390 6%
110 100 150 0 100 90 100 0 0 90 30 40 40 0 1025 16%
Launch Event Cipralex® Launch Event 1500 - - - - - - - - - - - 1500 24%
0 0 1500 - - - - - - - - - - - 1500 24%
Local congresses
Gp & pharmacies
Congress
200 - - - - - - - 100 - - - 300 5%
Neuorology Congress - 200 - - - - - - - - - - 200 3%
Gp Congress - 200 - - - - - - - 250 - - 450 7%
Psychiatery Congress - - 200 - - - - - - - - - 200 3%
Neurology Congress - - - 200 - - - - - - - - 200 3%
DemanceCongress - - - - 200 - - - - - 250 - 450 7%
pharmacy - - - - - - - - - - - 250 250 4%
0 0 200 400 200 200 200 0 0 0 100 250 250 250 2050 33%
Journal Ads
psychiatery society
Journal
15 15 10 10 - 10 - - 10 - - 10 - - 80 1%
Entekhabe Bartar 15 15 10 - - 20 20 - - - - - - 80 1%
Sepid 15 15 10 - - 10 - 15 - 10 - - 10 85 1%
Akhbar pezeshky
Newspaper
15 15 10 - - 15 15 15 15 15 15 15 15 15 175 3%
60 60 40 10 0 35 35 50 25 25 15 25 25 15 420 7%
Public relations
Round tables 3 - - - - 3 - - 3 - - - 9 0%
Advisory Board 25 25 - 25 - 25 - 25 - - - - - 125 2%
Journal Club 6 6 6 6 6 6 6 6 6 6 6 66 1%
Slide presentations - 7 7 7 7 7 7 7 7 7 7 7 77 1%
Education 18 15 15 - - 18 15 15 - 18 15 - 129 2%
Key account
management
25 - - - - 20 - - 10 - 10 - 65 1%
lecture tour 6 - 6 - 6 6 6 - 6 - 6 - 42 1%
Multichannel 60 60 60 60 60 60 60 60 60 60 60 60 720 12%
Marketing Budget
112 113 94 98 79 120 119 88 92 91 104 73 1233 20%
170 160 502 523 394 423 414 170 144 203 237 406 419 338 6,228
7 FTEs Cost
salary and bonus 58 58 58 58 58 58 58 58 58 58 58 58 58 58 5684 51%
Travel 50 50 50 50 50 50 50 50 50 50 50 50 50 50 4900 44%
Training& advocacy 5 5 5 5 5 5 5 5 5 5 5 5 5 5 490 4%
Sales Budget 113 113 113 113 113 113 113 113 113 113 113 113 113 113 11074 100%
Total Sales
&Marketing Budget
615 636 507 536 527 283 257 316 350 519 532 451 1732 mRial
(Million Rial) = Equal to 508,882 €

Scenarios – Scenario Analysis
Opportunity Strong Change
Copromotion-marketing with Lundbeck
Stagnancy Threat
Characteristic A1
(Positive, Opposing A2)
(Negative, Opposing A1)
Characteristic A2
Characteristic B1
(moderate, opposing B2)
Characteristic B2
(intense, opposing B1)
POSITIVE SCENARIOS
Political, economical or socio-cultural
opportunities affecting strategy
NEGATIVE SCENARIOS
Political, economical or socio-cultural
threats affecting strategy
Scenario 1
PESSIMISTIC
Scenario 3
OPTIMISTIC
Scenario 2
MOST LIKELY
Obstacle of getting Permission to import
Described Strategy and Tactic

Scenarios
Three scenarios wit considering the safety stock
Pessimistic
2015
Patient Number : 36,000
Pack Number : 293K pack
Value: CIF ) : 4.6 Million
Euro Strategy
 If MOH regulation couldn’t pass to get
permission to import.
Most Likely
2015
Pack Number : 378K pack
Value: CIF : 6 Million Euro
Srategy
 With Explained Strategy.
Optimistic
2015
Pack Number : 504 K pack
Value: CIF : 8 Million Euro
Strategy
 Co-Marketing with Lundbeck .

Market Environment
Iran
Population: 80,000,000
Population Growth Rate: 1.2%
Urban Population: 69.1%
IRAN GDP:
GDP growth: 1.5% (2014 forecast)
-1.5% (2013 est.)
-1.00% (2012 est.)
GDP per Capita: 4,763.30 USD (2013)
Health Expenditure: 6% of GDP
5.9 Million
>60 years
AGE STRUCTURE STASTICS
7.4%
Of Total Population
47% 53%
5.3
5.4
5.5
5.6
5.7
5.8
5.9
6
1998 2000 2002 2004 2006 2008 2010 2012 2014
Death rate (deaths/1,000 population)
Situational Analysis
368.9 billion USD (2013)

Political /Legal Environment
The pharmaceutical industry in Iran began in its modern form in 1920 when the Pasteur institute, was founded.
Iran has a well-developed pharmaceutical production capability, however, the country still relies on imports for
raw materials and many specialized drugs. In 2009, Iran exported $74 million worth of "medical products" to
countries such as Iraq, Afghanistan and Russia. Today the largest healthcare delivery network is owned and run by
the Ministry of Health and Medical Education (MOHME) through its network of health establishments and medical
schools in the country. MOHME is in charge of provision of healthcare services through its network, medical
insurance, medical education, supervision and regulation of the healthcare system in the country, policymaking,
production and distribution of pharmaceuticals, and research and development. Additionally, there are other
parallel organizations such as Medical Services Insurance Organizations (MSIO) that have been established to act as
a relief foundation as well as an insurance firm
 Budget
 HealthCare System
 Rules and Regulations
 Iran Health Insurance
Total healthcare spending is expected to rise from $24.3 billion in 2008, to
$50 billion by 2014, reflecting the increasing demand on medical services.
Total health spending was equivalent to 6 % of GDP in Iran in 2013. 90% of
all Iranians have health care coverage. Iran is also the only country with a
legal organ trade.
MDD Prevalence
MDD Incidence
Regulatory quality
Supply chain facility
GDP
Population Trend
Political Stability
Generic manufacturer Quality
Number of Alzheimer Generic manufacturer
Price Elasticity
Physician
Pharmacy Network
Political Stability
Brand medicine imbursement
Regulatory quality
Imbursement
Economic Environment
EnergyGDP per capita

RulesandRegulations
MOH Registration:
Product Registration
The main registration level to get
IRC**
Takes 3 months to 6 Months
depend on the number of
registered molecules
For some specific molecules
importation parallel to registration
approval may obtain
Molecule Registration (IDL* )
For new molecule, it is a mandatory
level
Takes 1 year to 3 years depend on
molecule and MOH track
As Escitalopram is registered in
Iranian Drug List, there is no need
for Molecule Registration.
File Submission
File must be submitted to MOH in a specific format
*. IDL: Iran Drug List
**. IRC: Iran Registration Code
Commercial Registration:
Agency Registration
Registration of
agency in
Ministry of
Commerce
Takes almost 3
month
Can be done
parallel to MOH
registration
Source
Registration
Registration the
source of
importation in
Ministry of
Commerce
 MOH as the main decision maker in Iranian pharmaceutical market
 FDO has the key role in performing decisions of MOH (like pricing, registration,…)
 The Ministry of welfare (MOW) as the main decision maker regarding reimbursement cap
 Priority in supporting products with lowest price
 Continuous presence in the market and product availability would bring good reputation for the company
Strategyvs.Policy
Finished Product Importation
Based on the current laws, the importing company must assign a technical
supervisor, who is responsible for all technical and formal aspects of
registration and drug import and must ensure adherence to good storage
practice (GSP) and good distribution practice standards. In the past, all drug
imports were undertaken via four state-owned government companies, while
distribution within Iran was via six government firms. In more recent years,
the rules have been changed and drugs are now also imported through local
offices of foreign companies. Furthermore, all state-owned companies that
import medicines were required to be privatized or terminate their activities
by March 2007 which encourages the privatization of the pharmaceutical
supply chain.

Pricing Methodology in Iran(Cost Plus)
Producer Patient
 Government procurement prices of medicines are reasonable.
 Patients pay the same price for medicines in the public and private sectors (set by government).
 Overall patient prices of lowest-priced generics are reasonable.
 Few originator brands are marketed, but where found they are on average three to seven times the price of generic equivalents depending on the sector.
 The availability of generics was good in all sectors.
 Almost all surveyed medicines (import / Local generics ) are affordable for workers on the minimum wage.
 The sum of import tariffs, mark-ups and dispensing fees can double the price of some medicines.

Iran Health Insurance
More than 90% of Iranian people are under the coverage of at least one kind of health insurance. There is a positive and
a negative drug reimbursement list in Iran. In general, insurance covers only 70% of the pharmacy and 90% of the
hospital value of products, and then only if included on the positive reimbursement list. The health insurance
organization encourages generic substitution, agreeing to pay the cost fixed at the level of the lowest-priced medicine
using the same molecule, regardless of the actual price of different drugs. The government accounts for about 48% of
spending on health. The private sector – including out-of-pocket spending – accounts for a majority of healthcare
expenditure, private health insurance meets only 2.6% of total expenditure. Most private healthcare insurance is
operated by state owned companies. The major public health insurers are as follows:
The Social Security Organization (SSO): SSO is the largest health insurance organization in Iran. All the employed citizens
except for government officials and service people, contribute and receive benefit from this organization. SSO owns and
operates a considerable number of clinics and hospitals in urban areas. Medical services in institutions run by SSO are
offered either free of charge or at very low cost for policy holders. The SSO is the main social insurer organization
responsible for compulsory coverage of wage-earners and salaried workers as well as voluntary coverage of self-
employed persons. Generally, 7 million insured persons as well as 1,300,000 old-age pensioners are covered by the SSO;
meanwhile, considering the family members and dependents of the major insured individuals, totally, the covered
population by the SSO who receives insurance and medical services is about 27.5 million persons.
The Medical Service Insurance Organization (MSIO):MSIO provides health insurance for government employees,
students, and rural dwellers. The rural population not covered by any other insurance plan were entitled to receive
benefits at will in 2000. Patients are subject to copayment at the point of service.
The Military Personnel Insurance Organization: Provides health insurance for military personnel.
Imam Khomeini Relief Foundation (IKRF): Provides health insurance for the uninsured poor population and supports
more than 4/5 million of the deprived and the needy people in the country. For list of covered drugs click here.
Private and semi-public insurance companies: Policies mainly cover copayments for costly inpatient services and cover
almost 5% of the middle-class population holding none of the aforementioned insurances. The private insurance
companies do not offer private “health” insurance coverage however they do offer accidental insurance for individuals,
the cost of which varies with the type of coverage, age, ... etc.
14.2%
6.8 %
12.3%
Percentage of uninured
children under age 18
Percentage of uninured adult
age 18-60
Percentage of uninsured
persons age 65
7,850,000
Uninsured Iranian

Epidemiology of Depression in Iran
Depression afflicts
approximately 9.17 % of the
population
80%
Unaware
1.4
Million
people
21 % of Iran Population
6Million with Depression
threat Growth rate 11%
(2012)
4.7%
MDD
Diagnosed
&
Treating
2.3
Million
people
Untreated
Or
Carelessness
Depression 2-3 X
higher in women
Main Problem is unawareness
Suicide from depression is 25-30% of
depressed population.
37.8%
Treated
62.2%
Untreated
Ministry of Health and Medical Education
Center for Disease Control
References
54% believe depression is a
weakness not an illness
Iranian population
>50% believe depression is
“normal” and will not seek
treatment.
16,000,000
3,700,000
20.8% with anxiety
9.17% of psychosomatic Disorder
14.2% with social deficiency
Aware
One in every Seven people
will experience a depressive
episode during their
lifetime
 Do not seek help
 Undiagnosed
 Diagnosed but untreated
 Treated but non compliant
WHO- Fact SheetN°265, December 2001
Copelandet al (1987);Gräsbeck(1996);Hagnellet al (1982)
9.5%of women
5.8%of men
10-15%ofelderly 65years
3%
GAD2,480,000

Social/Demographic Environment
Education level
Literacy Rate in Iran is 82% while regional average rate is 62 % and young
adult (15-24) increased to 97 %.
Demographic Factor
Iran's population increased dramatically during the later half of the 20th
century, reaching about 80 million by 2013
More than half of Iran's population is under 35 years old (2013).
Population growth rate 0.792% (2008 est.) 1.247% (2013 est.)
> 4%
3% - 4%
< 2%
We predict that the following parameters will drive expansion in these markets:
- Growing elderly populations
- Diagnostic improvements
- Increasing levels of awareness
- Introduction of biologic medicines
- Expanded accessibility of care
2% - 3%
No Data
Spatial distribution of current prevalence of major depressive disorder in Iran
The Iran point prevalence of MDD, adjusting for methodological differences, was
4.7% (4.4-5.0%).
The pooled annual incidence was 3.0% (2.4-3.8%), clearly at odds with the pooled
prevalence estimates and the previously reported average duration of 30 weeks for
an episode of MDD .

Economic Environment
National Pharmaceutical market Environment
Inflation rate for Iran is 14.60% for year 2014 while in 2013 it was 39.20%. It is transition economy with
large public sector and estimated 50% of economy centrally planned. A unique feature is the large size of
religious foundations whose combined budget makes up more than 30% of central government.
Unemployment rate is 10.70%. According to official estimates some 3.5 million working age Iranians are
currently unemployed. The jobless rate is high among women and youth of Islamic republic. GDP, real
growth rate is 1.50%. GDP per capita is 7,207 USD . It is 18th largest economy purchasing power parity.
Iran's non-oil exports, excluding gas condensates to the Gulf Cooperation Council were valued at $2.281
billion during the first 9 months of the current Iranian calendar year, showing 25% over the same period
last year. The economic growth prospect for IRAN in 2014 is 3.2%. Prospects for both developing and high
income economies of Middle East and North Africa should 2014. Oil prices are expected to remain broadly
stable over the forecast period, at around $98 a barrel. Strong global activity is allowing crude oil to return
positive growth. GDP growth improve through or developing oil exporters should reach 3.2% .
1.5% 3% 4.1% 5.3% 6.5% 7.9% 9.6% 12.1% 16.2% 33.7%
26.5%19.9%14.9%8.4%6.3%4.7%3.5%2.6%2.6% 11.2%
29 Million Population
16 Million Population
14 Million Population1 2 3 4
5 6 7 8 9 10
population
There is a high level of inequality between Iranian rural and urban income deciles for health expenditure ratio according income
level and in parallel we have more old population at high income deciles .
The relationship between stressful life events and social support has been a matter of some
debate; the lack of social support may increase the likelihood that life stress will lead to
depression, or the absence of social support may constitute a form of strain that leads to
depression directly.[92] There is evidence that neighborhood social disorder, for example, due to
crime or illicit drugs, is a risk factor, and that a high neighborhood socioeconomic status, with
better amenities, is a protective factor . Adverse conditions at work, particularly demanding jobs
with little scope for decision-making, are associated with depression, although diversity and
confounding factors make it difficult to confirm that the relationship is causal
20-40Years 39%
40-60Years 45%
>60Years 16%
608,000 10%
1,482,000 4%
1,710,000 13%
Old population 8,680,000

Technological Environment
Iran is an example of a country that has made considerable advances through education and training, despite
international sanctions in almost all aspects of research during the past 30 years. Iran's university population
swelled from 100,000 in 1979 to 2 million in 2006. 70% of its science and engineering students are women.
Iran's scientific progress is reported to be the fastest in the world. Iran has made great strides in different
sectors, including aerospace, nuclear science, medical development, as well as stem cell and cloning research,
and Iran's scientists cautiously reach out to the world. Many individual Iranian scientists, along with the
Iranian Academy of Medical Sciences and Academy of Sciences of Iran, are involved in this revival. Considering
the country's brain drain and its poor political relationship with the United States and some other Western
countries, Iran's scientific community remains productive, even while economic sanctions make it difficult for
universities and pharmaceutical industries to buy equipment. Furthermore Iran is a large pharmaceutical
market in regional terms having a large and fast-growing population of more than 70 million and wide public
healthcare coverage. Although Iran has low per capita pharmaceutical consumption (around US$34.7 in 2008
and 40.0 US$ in 2009) compared to other countries in the region, the large size of its population and its
under-developed market coupled with the growing aging population will continue to encourage the
development of its pharmaceutical market. Basic healthcare reaches about 90% of the rural population and
almost the entire urban population. Self-medication is common among the population, creating a sizable OTC
drug market. In 2009, the market topped US$2.8bn showing an increase of almost 20% compared to 2008. In
2013, The market reached to US$3.5bn in value. The government funds about 48% of health expenditure
while the private sector and out-of-pocket spending – account for a majority of healthcare costs, private
health insurance meets only 2.6% of total expenditure. All Iranians are eligible for community-based
preventive public health and limited curative health services which is funded entirely by the national
government.
Pharmaceutical Manufacturing
There are over 70 pharmaceutical companies operating in Iran and there are just 2
manufacturer with GMP and New Governmental anti generic barriers such as GMP
made many obstacles and market loss at 2014.Traditionally, Iranian government
policy has supported self-sufficiency, with local production accounting for more
than 96% of pharmaceutical consumption in terms of quantity. The Iranian Ministry
of Health and Medical Education has also encouraged multinational drug makers to
setup manufacturing units in Iran, either independently or in partnership with local
companies. In order to help persuade foreign firms to invest, the Ministry of Health
and Medical Education has stressed that Iran is an attractive contract
manufacturing location, due to its low labour and energy costs. Moreover, high
demand for pharmaceutical products in the Middle East – due to population
growth, changing disease profiles and growing WTO membership in the region –
has led to greater efforts by leading Western multinationals to increase their
market share in this region. The authorities are keen to invest in biotechnology and
other leading areas of research, as well as to attract foreign players through
contract manufacturing and similar ventures.

20-40 years 32%
40-60 years 45%
>65 years 16%
Proportion of people with MDD
Disease in Iran by Age
With GAD
3% New Patient
Yearly
62%
MDD prevalence
750K patient
1,940
Patient Therapeutic MAP
80,000,000
Population
Segmented Population
MDD Prevalence
Undiagnosed patients Diagnosed patients
Diagnosed /Treat
patients
Untreated patient
Patient prescribed
GAD-MDDGAD
Patient prescribed
DOXEPIN Venlafaxine
3.7 Million
2150 K patient
1400 K Patient
Healthy
Population
26387 44,444 365,221
Paroxetine
32%
45%
16%
Serteraline
MDD
NORTRIPTYLINE Citalopram AMITRIPTYLINE DULOXETINE BUPROPION FLUOXETINE
7,959
Patient prescribed
142,140 496,165 58,884 19,139 463,847
FLUVOXAMINE
463,847
532k848k20k
16,000,000
Population
1550 K patient
Generalized Anxiety Disorder (GAD)
GAD affects 2.4 million adults, or 3.1% of the Iran population.
Women are twice as likely to be affected as men.
Major Depressive Disorder
The leading cause of disability in the Iran. for ages 15 to 44.3
Affects approximately 3.8 million Iranian adults, or about 5% percent of the Iran population in a given year.
More prevalent in women than in men.
Incidence is 3%

Antidepressant
agent In Iran
Market Analysis
Data
All value dimensions are is
END-USER PRICE

Other Pharmaceutical Products CNS Agents
CNS
12%
Other Pharmaceutical
Products( 89%)
Other medicine CNS Agents
Other
Pharmaceutical
CNS
24%
Volume
Value
Value K€
(2013)
CNS 374 Mil €
Total 3,283 Mil €
Anti Depressant: 15%
Value K€
(2013)
Anti Depressant 57.14 Mil €
Anti Depressant Vol
(2013)
Local generic producer 91%
Import 9 %
Anti Depressant Value
(2013)
Value
(2013)
Local generic producer 52% 35Mil €
Import 48 %
22Mil €

Anti Depressant treated patient
Molecule 2012 2013 Change
(%)
Share
(%)
Patient ATC Group DDD mg
NORTRIPTYLINE 264,989 233,699 -12% 20% 142,140 NSMRI 75
FLUOXETINE 245,341 203,981 -17% 18% 463,847 SSRI 20
CITALOPRAM 181,474 158,860 -12% 14% 496,165 SSRI 20
IMIPRAMINE 100,034 105,525 5% 9% 50,594 NSMRI 100
SERTRALINE 74,158 104,965 42% 9% 365,221 SSRI 50
AMITRIPTYLINE 106,333 94,820 -11% 8% 58,884 NSMRI 75
DOXEPIN 52,173 58,727 13% 5% 26,387 NSMRI 100
FLUVOXAMINE 47,301 44,789 -5% 4% 80,375 SSRI 100
CLOMIPRAMINE 45,084 43,253 -4% 4% 22,693 NSMRI 100
VENLAFAXINE 19,507 26,956 38% 2% 44,444 other 100
BUPROPION 16,828 16,309 -3% 1% 19,139 other 300
TRAZODONE 16,275 14,018 -14% 1% 6,401 other 300
TRIMIPRAMINE 13,274 13,549 2% 1% 13,363 NSMRI 150
MAPROTILINE 12,058 13,468 12% 1% 13,652 NSMRI 100
DULOXETINE 2,613 6,678 156% 1% 7,959 other 60
DESIPRAMINE 5,071 3,098 -39% 0% 2,122 NSMRI 100
PAROXETIN 4 708 17600% 0% 1,940 SSRI 20
TRANYLCYPROMINE 884 688 -22% 0% 1,885 MOIN 10
MOCLOBEMIDE 180 65 -64% 0% 89 MOAI 300
ISOCARBOXAZID 13 15 15% 0% 27 MOIN 15
MIRTAZAPINE 2 0% 5 other 30

Patient Share(totalAntiDepressantagent)
8%
26%
27%
20%
3%
4%
3% 1%
NORTRIPTYLINE FLUOXETINE CITALOPRAM SERTRALINE AMITRIPTYLINE FLUVOXAMINE IMIPRAMINE DOXEPIN
2014
Citalopram
FLuoxetinSerteraline

Anti-Depressant Market
Analysis

Executive Summary of Antidepressant
Anti-depressant: Decline during last 3 years
Anti-depressant: of 60 Mil. Euro market value
Generics are dominant in the market Volume (91% MS; Sertraline: 52% MS; Citalopram:97%)
Sertraline has 47% market value of Antidepressant and Citalopram 13%
Leader of Sertraline is Actover with 58% of market share
Leader of Citalopram is Sobhan with 50% of market share
In terms of growth Actover is key driver in market of Sertraline with CAGR 38% and Sobhan Darou in
Citalopram with 58%
In 2014 there are 18 suppliers in Sertraline market and 19 suppliers in Citalopram market

Anti-Depressant Market Overview
Market Size in 2014:
1 Bil. Tab (14.27 per capita) 60 Mil Euro
• CAGR 5 Years: GR: 2014/2013:
• Value:20% Value: 37%
• Top Molecule in the market:
SERTRALINE , CITALOPRAM , FLUVOXAMINE
FLUOXETINE , VENLAFAXINE , NORTRIPTYLINE
-
200
400
600
800
1,000
1,200
1,400
2010 2011 2012 2013 2014
Mill.Tab/Cap
Sales Volume
Actual Estimated
Sales value growth vs. 2014: 1.6 Mil. Euro
1.8 Mil price effect (111%)
(-0.2) Mil volume effect(-11%)
Market 2014
Volume: Local: 91% Import: 9%
Value: Local: 48% Import: 52%
-
10
20
30
40
50
60
70
2010 2011 2012 2013 2014
Milli.Euro
Sales Value
Actual Estimated

FLUOXETINE
CITALOPRAM
SERTRALINE
FLUVOXAMINE
PAROXETIN
SSRI
Antidepressant
NSsRI MOAI other
68% 19% 12%
39 Million Euro ,2013 10.58 Million Euro ,2013 7.05 Million Euro ,2013140 k Euro ,2013
0
50
100
150
200
250
Millions,Tab
Top Antidepressant Molecule ranking
Volume
NORTRIPTYLINE
IMIPRAMINE
AMITRIPTYLINE
DOXEPIN
CLOMIPRAMINE
TRIMIPRAMINE
MAPROTILINE
DESIPRAMINE
VENLAFAXINE
BUPROPION
TRAZODONE
DULOXETINE
MIRTAZAPINE
TRANYLCYPROMINE
MOCLOBEMIDE
ISOCARBOXAZID
1%
-
2
4
6
8
10
12
14
16
18
20
Millions
Antidepressant Top Molecules Ranking Value 2013

Market share Trend (Molecules)
19% 20% 20% 18% 19%
23% 21% 22%
21% 19%
12% 15% 15%
14% 14%
7%
7% 6%
9% 12%
11%
10% 9%
8% 7%
9% 9% 8%
9% 7%
5% 4% 4%
4% 5%
4% 4% 4%
4% 4%
5% 4% 4%
5% 4%
0% 1% 2% 2% 2%
6% 6% 6% 6% 6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Share of Sales Volume
FLUOXETINE NORTRIPTYLINE CITALOPRAM SERTRALINE
AMITRIPTYLINE IMIPRAMINE CLOMIPRAMINE FLUVOXAMINE
DOXEPIN VENLAFAXINE others
28%
22%
27%
31%
47%
23%
29% 24% 18%
13%
16% 15%
13%
11%
9%
7% 7% 10%
9%
6%
1% 3% 4%
5%
5%6%
5% 6%
5%
4%2%
2% 2%
4%
4%
0%
0%
2%
4%
3%
3%
2%
2% 2%
2%
7% 5%
4%
4%
2%
8% 9% 7% 9%
5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Share of Sales Value
SERTRALINE CITALOPRAM FLUVOXAMINE FLUOXETINE
VENLAFAXINE NORTRIPTYLINE BUPROPION DULOXETINE
CLOMIPRAMINE DOXEPIN Others

Market share Trend (Players)
13%
5%
16%
19%
40%
23%
24%
20%
18%
15%
7%
10%
11%
12%
11%
13% 23%
15%
12%
8%
2%
3% 3% 3%
3%
3%
4% 3% 3%
3%
0%
0% 2% 4%
3%38%
31% 31% 29%
17%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Sales Value
Actover Sobhan Abidi Behestan Amin Razak Tadbir Kala Others
19% 19%
13%
20% 21%
11%
16%
16%
18% 20%
9%
8%
10%
7%
7%
6%
5%
6%
6%
7%9%
10% 13%
10%
7%
1%
0% 2%
2%
6%
3%
4%
4%
4%
5%
5%
4% 3%
3%
4%
37%
34% 33% 31%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Sales Volume
Sobhan Abidi Pars Darou Amin Darou paksh
Actover Razak Iran Darou Others

Sertraline in the Market
-
20
40
60
80
100
120
140
2010 2011 2012 2013 2014
Mil.Tab/Cap
Sales Volume
Actual Estimated
• CAGR 5 Years: GR: 2014/2013:
• Value: 61% Value: 111%
• Volume: 16% Volume: 19%
Sales value growth Vs. 2014: 14 Mil. Euro
12 Mil price effect (85%)
2 Mil volume effect
Market 2014
-
5
10
15
20
25
30
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Actual Estimated

-
20
40
60
80
100
120
2010 2011 2012 2013 2014
Mill.Tab/Cap
Sales Volume
Actover(Asentra) Razak Sobhan Abidi Hakim Others
20%
11%
12%
14%
2%
5%
9%
10%
3%
3%
11%
MS 2013
Aktover(Asentra) Razak Sobhan
Abidi Hakim Tehran Darou
Bakhtar Rooz Darou Tolid Darou
Behestan (Zoloft) Others
46%
11%
10%
7%
6%
4%
4%
3%
3%
3%
3%MS 2014
Aktover(Asentra) Razak Sobhan
Abidi Hakim Tehran Darou
Bakhtar Rooz Darou Tolid Darou
Behestan (Zoloft) Others
Actover has high CAGR 5Y: 38%
Actover has high GR13/12: 174%

58%19%3%
3%
4%
1%
4% 1%2% 5%
MS 2013
Sobhan Abidi Hakim
Others
81%
9%
2%
2%
1%
1%
1%
1%
1%
1%MS 2014
Sobhan Abidi Hakim
Others
-
5.00
10.00
15.00
20.00
25.00
30.00
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Actover(Asentra) Behestan (Zoloft) Razak Sobhan Abidi Others (13 suppliers)

Citalopram in the Market
• CAGR 5 Years: GR: 2014/2013:
• Value: 22% Value: -0.5%
Sales value decline Vs. 2014: 2,581 k . Euro
-1300 K price effect
-1281K volume effect
Market 2014
-
20
40
60
80
100
120
140
160
180
200
2010 2011 2012 2013 2014
Mill.Tab/Cap
Sales Volume
Actual Estimated
-
2.00
4.00
6.00
8.00
10.00
12.00
14.00
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Actual Estimated

50%
19%
8%
4%
4%
3% 2%
2%
2%
1%
5%
MS 2013
Poursina Ramopharmin Amin
Tehran Darou Abidi Pharma Shimi
Tolid Darou Others
50%
18%
6%
6%
5%
4%
3%
2%
2%1% 3%
MS 2014
Sobhan Behestan(Hexal) Iran Darou Poursina
Ramopharmin Amin Tehran Darou Abidi
Pharma Shimi Tolid Darou Others
-
2.00
4.00
6.00
8.00
10.00
12.00
14.00
2010 2011 2012 2013 2014
Mill.Euro
Sales Value
Poursina Ramopharmin Others (14 supplier)

Iran Darou has high CAGR 5Y: 58%
Poursina has high GR13/12: 40%
-
20
40
60
80
100
120
140
160
180
200
2010 2011 2012 2013 2014
Mill.Tab
Sales Volume
Sobhan iran Darou Poursina Ramopharmin Amin Others
60%
10%
5%
4%
3%
3%
3%
2%
2%
1%
7%
MS 2013
60%
8%
7%
5%
4%
4%
3% 2%
2%
1% 4%
MS 2014

IFE,InternalFactorEvaluationMatrix
Key Internal Factors Weight Rating Weighted Score
Strengths
Socially Responsible Company and has a great reputation among CNS KOLs 0.03 3 0.09
Available facts of Escitalopram superiority vs other agents in MDD and GAD 0.04 3 0.12
Lundbeck products enjoy strong brand image 0.06 3 0.18
Sales force as a major physical resource strength and self Distributor 0.06 3 0.18
Quality of product distribution networks in country 0.04 4 0.16
Pharmalyze integrated launch Plan for Cipralex with self distribution system 0.2 4 0.8
Cipralex® once daily dosing and patient compliance 0.03 3 0.081
Cipriani study indicate cipralex to be best choice for moderate to sever depression 0.02 3 0.069
Solid Financial power of day holding to overcome market inertia for new products 0.1 4 0.4
Online normal transaction 0.08 4 0.32
Weaknesses
Low acceptance of new drug 0.02 2 0.04
Low prescriber awareness 0.02 1 0.02
Local manufacturing sector output comprising mostly inexpensive 0.09 2 0.18
FDA just approved MDD and GAD and SAD ,PD,OCD still not approved by FDA
(available in EU only) 0.08 2 0.16
Low credit sales and profit margin to retailers 0.05 2 0.1
Weak promotional activities spreaded among targets in previous years for Lundbeck reputation 0.02 3 0.06
Expired patent of Cipralex® 0.03 1 0.09
Can’t launch expensive brand due to low income groups (high price) 0.03 3 0.09
Total 1 3.14

EFE ,External Factor Evaluation Matrix
Key External Factors Weight Rating Weighted Score
Opportunities
Market Size 0.04 2 0.08
Unmet therapeutic Need 0.04 2 0.08
Disease treatment guidelines 0.04 2 0.08
New Governmental anti generic barrier (for standardize GMP) 0.05 2 0.1
shortage of generic producer 0.07 3 0.21
Patient Advocacy group of day holding confirmed strategy 0.09 4 0.36
Old Population(>60) have good income in 10th
cluster 0.05 3 0.15
Societal attitude changes vs. Depression among >20 years old 0.03 3 0.09
20-40 years population are 90% well educated 0.02 3 0.06
Multichannel detailing of DAY (Multichannel Sales) 0.12 4 0.48
Anti depression Market in Iran has followed the trend 0.12 3 0.36
Increase in Anti Depression by 34% CAGR in last 3 years 0.05 4 0.2
Threats
Actover and Behestan Tasnim as major competitors with reasonable price 0.05 3 0.21
Market segment growth could attract new entrants 0.04 3 0.12
No imbursement possibility 0.02 2 0.04
continuing Sanction of Iran 0.01 4 0.04
Expired patent encourage Local Producer to buy High quality API for generic production 0.01 2 0.02
Cipralex has a high risk in sexual dysfunctions 0.02 2
No production of Cipralex in Iran in coming years even packaging & Government positive approach to local production when local
production is above 50% market share(Vol). 0.05 2 0.1
Strong advertisement by major competitors 0.08 3 0.24
Total 1 3.02

Actover Behestan Day Holding Sobhan Darou
Critical Success factors Weights Rating Weighted Score Rating Weighted Score Rating Weighted Score Rating Weighted Score
0.0 to 1.0 1 to 4 1 to 4 1 to 4 1 to 4
Market Share 0.12 3 0.36 2 0.24 1 0.12 1 0.12
Inventory System 0.05 3 0.15 2 0.1 3 0.15 2 0.1
Financial Position 0.2 2 0.4 2 0.4 4 0.8 2 0.4
Product Quality 0.15 4 0.6 4 0.6 4 0.6 3 0.45
Consumer Loyalty 0.07 3 0.21 2 0.14 2 0.14 2 0.14
Relationship with Suppliers 0.03 2 0.06 2 0.06 3 0.09 3 0.09
Product Access availability 0.06 3 0.18 1 0.06 4 0.24 4 0.24
Organization Structure 0.02 3 0.06 2 0.04 3 0.06 3 0.06
Production Capacity 0.05 3 0.15 2 0.1 2 0.1 2 0.1
Advertising 0.15 2 0.3 3 0.45 4 0.6 1 0.15
Efficient cost Management 0.05 1 0.05 3 0.15 4 0.2 2 0.1
Brand Equity 0.05 3 0.15 2 0.1 4 0.2 1 0.05
Totals 1 2.67 2.44 3.3 2
CPM , Competitive Profile Matrix of Escitalopram Market

Weaknesses -W
Opportunities-O  Day Holding financial power to launch Cipralex
with full awareness stage for all provider within
6 months for a segments
 Develop and promote new Indications with
strong club journal and lecture tour in
provinces with leverage of promotional for
universities
 More Market penetration through effective
Salesforce
 Create awareness and promote New Marketing
 Patient centric to increase awareness among
20-40 population
 Development of quality products to target the
middle class
 Increase the sales thought more facts about
Escitalopram in all level
 Sobhan faced with portion
 Pharmacy intensive Plan via MIC plan of
pharmacies
Threats-T  Escitalopram is best choice for moderate to
severe depression among all treatments
 Price affordability with high value of Cipralex
doesn’t need imbursement
 Sanctions 90% will be solve after November
5+1 meeting
 Strong Advertisement campaigns to
communicate the value of Lundbeck products to
the target customers better than competitors
 Increase promotional activities with more web
development to lead the early stage for
increasing awareness
Strengths - S
 Socially Responsible Company and has a great reputation among CNS KOLs
 Available facts of Escitalopram superiority vs other agents in MDD and GAD
 Lundbeck products enjoy strong brand image
 Sales force as a major physical resource strength and self Distributor
 Quality of product distribution networks in country
 Pharmalyze integrated launch Plan for Cipralex with self distribution system
 Potential in add on therapy with Donepezil in moderate to severe stages
 Price affordability
 Solid Financial power of day holding
 Online normal transaction
 Low acceptance of new drug
 Low prescriber awareness
 Local manufacturing sector output comprising mostly inexpensive
 FDA just approved MDD and GAD and SAD ,PD,OCD still not approved by FDA
 (available in EU only)
 Low credit sales and profit margin to retailers
 Weak promotional activities spreaded among targets in previous years for Lundbeck
reputation
 Expired patent of Cipralex
 Cant launch expensive brand due to low income groups (high price)
 Market Size
 Unmet therapeutic Need
 Disease treatment guidelines
 New Governmental anti generic barrier (for standardize GMP)
 shortage of generic producer API
 Patient Advocacy group of day holding
 Old Population(>60) have good income in 10th
cluster
 Societal attitude changes vs. Depression among >20 years old
 20-40 years population are 90% well educated
 Multichannel detailing of DAY
 Anti depression Market in Iran has followed the trend
 Increase in Anti Depression by 34% CAGR in last 3 years
 Actover and Behestan as major competitors with reasonable price
 Market segment growth could attract new entrants
 No imbursement possibility
 continuing Sanction of Iran
 Expired patent encourage Local Producer to buy High quality API for generic
production
 Cipralex has a high risk in sexual dysfunctions
 No production of Cipralex in Iran in coming years even packaging & Government

Therapeutic Area Segmentation
Segmentation
Segmentation base : By prescriber, patient diagnosis, product or formulation
Identifying Escitalopram Market Segment Attractiveness
Criteria
segments of indications: Depression (GAD + (MDD+GAD)+ MDD)
Provider : Psychiatrist & Neurologist
Patient Segment : Provinces : All Provinces

Identifying Escitalopram Market Segment Attractiveness
Segmentation Targeting positioning
Depression (GAD +
(MDD+GAD)+ MDD)
MDD(Citalopram +Mostly Sertraline)
❶Establish Cipralex® as the
most efficacious treatment for MDD❷ Switching
from citalopram to Cipralex❸ once daily
❹ Lower Side Effects
❺Rapid onset of action
GAD( Citalopram)
❶Maximize pre-launch and launch efforts in
Comorbidities ❷Strengthen value story for Cipralex
including real world evidence of experiences to win
value to price comparison
Early stage of Depression
❶Drive awareness and recognition of Escitalopram
benefits in all aspects of Depression
Psychiatrist & Neurologist
Neurologist Tier 1(A) 240
Innovator
❷Accelerate psychiatry penetration and make
Cipralex the standard of anti depressant.
Be proactive with super selective action message to
address competitors head on with lowest side effects
among anti depressant
Early Adaptor
Early majority
Late majority
Neurologist Tier 2(B)250
Innovator
Early Adaptor
Early majority
Late majority
Psychiatrist Tier 3(A)
Innovator
Early Adaptor
Psychiatrist Tier 4(B) Early majority
Late majority
Nine provinces current
(80%)of patients
❸Generate more geriatric data and spread price affordability
Targeting & positioning

PrescribersKey Opportunities in Physician Segments:
Physician awareness of lundbeck's Cipralex® and their use of the agent among
MDD patients remains low compared with other antidepressants.
What percentage of surveyed physicians is currently prescribing Ebixa® which
accordingly cause to know lundbeck? How many physicians are familiar with the
brand but have never prescribed the agent? Which segments of physicians are
early adopters of Cipralex®? Are surveyed physicians satisfied with Ebixa®, and
how does this compare with their satisfaction of Lundbeck’s Cipralex ®?
- Escitalopram was recently approved by the FDO and will launch in 2015 by local
generic producer . What is the awareness of Escitalopram among physicians?
What percentage of physicians who are aware of the new agent plan to prescribe
it? What are the specific demographic and behavioral characteristics among
physician segments that are the most-likely prescribers of Cipralex®? What is the
profile of the typical MDD patient who will most likely be prescribed Cipralex®?
Primary physician research: Quantitative results from our survey of 235 Iran
physicians (116 psychiatrists and 119 PCPs and 88 neurologist). Surveyed
psychiatrists and PCPs treat an average of 132 and 80 patients per month,
respectively (with a minimum of 50 and 25 MDD cases per month, respectively).
Key Agents Included in the Surveys and Analysis: Lexapro/Cipralex®, Zoloft,
Effexor, fluoxetine, Lexapro, Generic Citalopram, Generic sertraline.
To open the right doors for market entry,
you need a partner who knows local payers
and providers and can tell your value story.
Patient Engagement & Referral
management
Awareness Stage of people >60
Physician & Patient portal
FQA
Data Analytic Process via
Pharmalyze™
Ability of track daily calls vs sales
…
…
Frequency of calls with heights quality
 Therapeutic Area
 Demographic Data
 Chronology Data
 Behavioral Data
 E-detailing
Perceptions of Current and Emerging Brands:
Survey data indicate that Lexapro or Cipralex® is the top-of-mind MDD
brand for surveyed physicians.
What specific attributes differentiate branded agents such as Zoloft®, Asentra®,
and citalopram Hexal from Lexapro? With which brand attributes are physicians
most satisfied and dissatisfied? How can each brand leverage its brand strengths to
better position itself in the MDD market?
- Surveyed physicians are least satisfied with Pfizer’s Zoloft among the surveyed
atypical antipsychotic brands. What factors drive the low satisfaction of generic
citalopram and serteralin ?

Neurologist A
Neurologist B
Psychiatrist A
Psychiatrist B
Effective Call Plan Based ON ROI
20%
80% Psychiatrist A
50%
50%
50%Neurologist A
50%
50%Neurologist B
50%
5%
70%
80%
20%
61%
Patient
61% of total patients
Visited By 80% of
Psychiatrist A
13%
Patient 13% of total Patients
Visited By 50% of Psychiatrist
13%
Patient 13% of total Patients
Visited By 50% of Neurologist A
3%
Patient
Physician A
Physician B
Psychiatrist B
Neurologist A
3% of Total Patients
Visited By 30% of Neurologist B
Neurologist B
TotalPatientofDepression
95%
30%
20%
80%

Sizing and Call
management Iran Numbers Targeted 2015 2015
Freq/Yearly Monthly Visits
Accounts
Psychiatrist
A Class 100% 300 240 24 5760
B Class 40% 500 250 12 3000
C Class 700 0 0 0
Neurologist
A Class 30% 100 50 18 900
B Class 20% 150 45 9 405
Pharmacies
A Class 2500
Total Yearly visits 10065
Average number of visit days per year 200
Average visited account per day per FTE 10
Needed number of FTEs
5

Multichannel sales
THE Innovator psychiatrist engagement model
360-Degree Multichannel approach for psychiatrists
Sales Rep detail With iPad
Telesales Detail
Customer Service call
KOL/Thought Leader
Conventions
Email and survey responses
Website visits And registrations
Direct mail responses
Text Messages
Medical apps and portal visits
Mobile apps
Remote Speaker education and programs
pharmalyze™
Psychiatrists
DAY salesforce

Start
@
@
A segment of
Psychiatrist are invited
to register for a
satellite symposium
Inform rep of their
invited targeted
psychiatrist and ingrain
in future call planning

Rep Alignment
Open dialog around key
learning’s and clinical
experience
Wait
30 days
NO
NO NO
Rep visit Psychiatrist Register ? Reminder Psychiatrist Register ?
Call center
Schedule video
Monitor Scripts and
network
Change Observed ?
Yes
Survey Negative feedback ?
Embed in future
interaction and
messaging
End the
journey
NO
Integrated message communication
Connect the representative through mobile alert
Psychiatrist
Register ?
Yes
Yes
Kol meeting

AllvendorsMarketingbudgetperSpecialties-2013
-20%
0%
20%
40%
60%
80%
100%
120%
-20% 0% 20% 40% 60% 80% 100% 120%
%OfSales
% Of Marketing Budget
Neurology
Psychiatrists
Pharmacist
To make the right market decisions, you need
pharmaceutical market research that’s grounded in
reality and designed for action. Our market
intelligence experts work closely with you at any stage
of your product’s lifecycle. You’ll have access to our
proprietary tools for pharma market research,
decision modeling and analytics. Drawing on 10 years
of clinical and commercial experience, we translate
rich market insights into practical plans.
how our market intelligence experts can help you:
Understand your marketplace to provide effective
opportunity assessments Identify and model new
product acceptance, strategic positioning, behaviorally
based market segments and product forecasting
Maximize value using linked model revenue/pricing,
techniques to develop communications platforms and
competitive readiness and response analyses
Cipralex® Brand
Solution
psychiatrist
Neurologist
Pharmacist

The Day Holding Cipralex® strategy approach
Strategic
Issues
Strategic
Objectives
Strategic
Imperatives
Strategic
Actions
Brand Tactics KPIs
• The key barriers or
levers to achieving
the brand ambition
• The key targets for
the brand
expressed in
commercial and
customer terms
• Specific courses of
action whose
completion is
necessary to achieve
the brand Objectives
and address the Issues
• A specific line of action
determined for a
particular stakeholder
or element of the
marketing mix, whose
completion is
necessary to deliver
the Strategic
Imperative
• An activity the brand
undertakes to achieve
part of the brand
strategy. Specifically
defined in scope, timing
and cost, and connected
with other activities
which combined should
deliver the Strategic
Objectives
• A specific measurement
of how well a brand is
doing in achieving its
Objectives
Definition:
Provided by Global

Content
1
2 Brand Strategic Priorities, Tactical Execution and P&L
Strategic Priorities – Cross Brand
Cipralex®
Lundbeck

Cipralex specific Commercial objectives
Strategic priorities – cross brand
 Cipralex gain 35% market share of Anti Depression patient share
1. Cipralex® Maintain 60% market share of Escitalopram market Volume wise within 3rth years
2. Cipralex® gain 35 % market of new patient with 80% SOV in the segment A psychiatrist
3. Cipralex ®gain 15 % of Citalopram & Sertraline uncontrolled patient at fist year
4. Cipralex® increase escitalopram CAGR to 35% by end of 2015 year from Additional new patients
Key priorities Market share of segmented
Antidepressant Market
2015 2016
15% 23 % 30%
2017

business development

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to business development

Similar to business development (20)

More from Modjtaba Babazadeh

More from Modjtaba Babazadeh (6)

Recently uploaded

Recently uploaded (20)

business development