How to write Pharma marketing plan ?

Eli Lilly – Day Holding
Partnership
Launch plan of Humalog®
Launch Plan of Humalog Mix®
JAN.2015

What is our Mutual
interests ?
Day Holding : To gain 30% value share of total market value
Eli Lilly interests : ….

1.9Billion Euro CPT
Anti-Diabetic Agent: 79 Million Euro
Fastest Growing therapeutic Area
Population :
GDP : 368 B USD
GDP per capita : 4763 USD
Health Expenditure : 6 %
Pharmaceutical Market sales : 3.2 B Euro end User
Diabetes Market : 79 Million Euro CPT Price
Insulin Market :
Local Producer
Importer
51%
Insulin Market : 49 Million Euro Local Value
Importer Value
15.4 million Euro
34 million Euro
4%
MS (2014)
40 million Euro
38 million Euro
49%
32%
CAGR 5 YS
57%
CAGR 5 YS
62%
MS (Diabetes)
2014
70%
30%
2014 2014 2014
Segmentation
42k
patient
2016
8
Mil.€
2017
85k
patient
16
Mil.€
2018
131k
patient
2019
174k
patient
24
Mil.€
32
Mil.€
CPT CPT CPT CPT
M/S : 7% M/S : 13% M/S : 18% M/S : 22%
9
Mil
Diabetes
4.5
Mil
Diagnosed
2.6
Mil
Treated
1.8
Mil
OAD
Lantus
(38k patient)
NovoRapid
(39k patient)
NovoMix
(95k patient)
Regular+NPH
(240k patient)
Regular
(82k patient)
Biphasic
(35k patient)
810
Kilo
insulin
20%
CAGR
5Y
NPH
(280k patient)

What Is required to
reach goal ?
Resource
Market access (Registration)
Powerful Launch team (8% market share first year)
Agile Distribution System
Prescriber Adherence
Patient Adherence

What Is The first Step?
Market access (Registration)

Time Line
This is a Top priority to enter to market before becoming too Late

Jan- FEB
Head of Diabetes association
The Secreteriate
60 Days
March
1-12 Months
Our core value is to change
it to One MonthsJAN
FORM Number 1
Pharmaco Economic Files
Price proposal
Having Reference of France, Spain, Italy,
Turkey and Greece and original country
45 Days
JAN
Required Documents :
Just verify the documentation
60 days
FEB Pharmaco economic
evaluation
30 Days
Documentation Committee secretery Sub Commitee Pharmaco Economy Waiting List
 Active ingredient
 Name (Chemical, Generic, and Brand )
 Category
 Dosage form
 strength
 Indications
 Pharmacological group
 ATC category
 Mechanism of action
 Pharmacokinetics (Absorption, Distribution, Pr.b, Biotransformation,
Half-life, time to peak effect, Elimination route)
 Precautions
 Contraindications
 Side effects
 Toxicological studies
 Drug interactions
 Warnings
IRAN DRUG LIST Registration Process:
March
Last step
Approval of MOH
Minister of Health (Chairman)
Head of Iranian FDO (Vice Chairman)
Deputy of Health
Deputy of Education
A medical specialist which is consultant of Minister of Health
General Director of Supervision on Medication (Secretary of the Committee)
1 Month
IDSEC*
*Iran Drug Selection and Evaluation Committee
Form 1 Index :
1 1-6 1-6 Months

Jan- FEB
The Dossier should
preferably be presented in
CTD format
Registration fee:
+ 65,000,000 Rial
Day will pay for registration
March
Last step
Approval of MOH
Filling IRC Form by DAY
Getting IRC CODE
JAN
Getting Price approval before getting
IRC number
(Last Month New regulation)
Price proposal
Having price of France, Spain, Italy,
Turkey and Greece and original country
JAN
Required Documents :
1. LOA
2. CCP
3. DIAF
4. GMP
FEB MOH evaluation
DAY value to shorten this
step
Price approval Preliminary aggrement IRC registration MOH Evaluations
LILLy has to provide the followings for registration:
1) The exclusive letter of authorization endorsed by the Iranian Embassy in the country of origin. (LILLy ).
2) Certificate of a pharmaceutical product(CPP). (LILLy )
3) Drug importation application form (DIAF). (LILLy )
4) GMP certificate . (LILLy )
Iran Registration Code Process:
Duration : 6 Months

Registration Time Line
14 Months Day
Total registeration gross steps
Documentation
Submission to subcommitee
Pharmaco Economy Evaluation
IDSC
IRC Registration
26 Months Regular

How Other principals
must be evaluated ?
Marketing Plan( What is the wants of stakeholders ?)
What is the sizes and power of competitors ?
Which is the best strategy to launch ?
Audit

Launch Marketing Plan – Introduction
Humalog® & Humalog MIX 2016 launch plan®
Executive Summary
Humalog® & Humalog Mix®
Marketing Plan – Vision, Mission, Values
2. 1 Current Situation Macroenviroment
Microenvironment Analysis – PESTLE
Microenvironment Analysis – Supply Chain
Microenvironment Analysis – competitors Supply Chain
Microenvironment Analysis – Network
Current Stakeholders and evaluation of relations between DAY and players
2.1 Current Situation Market Analysis
Market Analysis – Anti Diabetic Market Definition
Market Analysis – Market Definition
submarkets and core markets of Anti Diabetic
Market Analysis – Market Segmentation
Market Analysis – Five Forces Analysis for industrial analysis
Competitive intensity and market attractiveness
Market Analysis – Market structure
Top Insulin Brand (Volume Based)
Top Insulin Brand (Value Based)
Imported Companies
Supplier
Price Analysis
Import Vs. Local
Market share Trend (Molecule Kind)-Volume
Market share Trend (Molecule Kind)-Value
Market share Trend (Supplier)-Volume
Market share Trend (Supplier)-Value
Market share Trend (Import Manufactures)-Volume
Market share Trend (Import Manufactures)-Value
Sales Per Capita 2014 (Tier 1)
Share of Province
Sales 2014 Vs. 2013 (Tier 1)
Market Analysis – Market Trend
2.3 Current Situation Prescriber Analysis
Competition and market share
Patient Analysis – Buyer Decision Process
Potential or factual motivation of a patient‘s buying decision
Patient Analysis – Target Group
Description of targeted customer segment
Prescriber Analysis – Prescriber Segmentation
Consumer Analysis – ABC Analysis of Insulin Prescriber
Prescriber Analysis – ABC Analysis of prescriber (graph)
Prescriber Analysis – Prescriber Satisfaction Index
Satisfaction based on Index (Evaluation of Satisfaction Index, A-Prescriber)
endocrinologist Analysis – Net Promoter Score
Prescriber Analysis – Summary
Summary of Prescriber most important characteristics
"It's about wanting; if it's not about wanting, it's not about people."
Prescriber Analysis – Shortcomings
Shortcomings of Prescriber satisfaction and improvement measures
Prescriber Analysis – Action Plan
Schedule for Prescriber satisfaction improvement measures
2.4 Current Situation Competitor Analysis
Competition Analysis – Strengths and Weaknesses
Strengths and weaknesses of the strongest competitors
Competition Analysis – Strengths & Weaknesses
Strengths & weaknesses of your company compared to strongest competitors
Internal Analysis – Corporate Value
Values and corresponding measures
Internal Analysis – Corporate Structure
Structure and hierarchy of Lilly’s Business Unit within OmidDarou Salamat
Internal Analysis – The Value Chain
Entirety of processes involved to provide a product or service to the market
Internal Analysis – Resource Analysis
Corporate resources
Internal Analysis – Potential Analysis
Position of Day Holding on the market according to the following factors:
Internal Analysis – Deming Cycle (PDCA / PDSA)
Continuous Improvement Cycle of Day
Internal Analysis – Competitive Advantages
Skills providing competitive advantages
Internal Analysis – Developing Competence
Internal Analysis – Core Competences
Internal Analysis – Strength and Weaknesses
Analysis of internal Dayholding resources (1/3)
Internal Analysis – Strengths & Weaknesses
Analysis of internal Day Holding resources (2/3)
Analysis of internal company resources (3/3)
Internal Analysis – Opportunities & Threats Analysis
Analysis on environmental / external changes and subsequent reactions
Current Situation – SWOT Analysis
Current Situation – SWOT-to-TOWS Analysis
Match opportunities & threats with strengths & weaknesses
Current Situation – Competition Advantage
Market attractiveness - competition advantage portfolio 1/3
Current Situation – Competitive Advantage
Market attractiveness - competition advantage portfolio 3/3 – Results
Current Situation – Competitive Advantage of HumalogLaunch By DAY
3 .Current Situation Objectives Analysis
Objectives – Setting Primary Goals
Setting goals from company visions & values
Objectives – Gap Analysis
Objectives – Marketing Targets
Economic and non-economic objectives of a Humalog and Humalog Mix Business
Objectives – Marketing Objectives
Derivation of marketing objectives from corporate objectives
Objectives – Long Term Objectives
4 Current Situation Analysis – Market research
Market Research – Parameters
Market Research – Action Plan
Planning of survey methods and resulting actions
Timeline for marketing research measures
Market Research – Results
Overview of market research results
5 .Market Strategy
Marketing Strategy – Market Stimulation Strategy
Matrix for evaluation of the price/performance strategy
Marketing Strategy – Competition Strategy (Porter)
Matrix for the determination of the basic competition strategy
Marketing Strategy – Growth Strategy (Ansoff)
Marketing Strategy – Promotion Strategy
Humalog®: Issues, Objectives, Imperatives
Humalog® KwikPen® key risks and mitigation strategies
Humalog MIX ®: Issues, Objectives, Imperatives
Humalog MIX® key risks and mitigation strategies
LILLY Diabetes - Strategic Issues
Lilly Diabetes - Strategic Actions
National tactics overview according to rule of halves*
Marketing Strategy – Summary
Summary of the basic marketing strategy
Marketing Strategy – Marketing Mix (4P‘s)
Components and measures of the marketing mix in 2015
Marketing Mix (4Ps) – Objectives
Marketing Mix (4Ps) – Extended Marketing Mix
Marketing Mix (4Ps) – Budget
Classical and new instruments
5.2 Product – Product Mix
Product – Strengths & Weaknesses
Analysis of products’ strengths & weaknesses in Iran Market
Product – Product Life Cycle
Product – Brand Experience
Factors which define a customers’ brand experience (according to J. Brakus)
Patient contact with the Humalog®
Product – Four Codes of Brand Communication
Communication model implying that there are three more codes
next to language responsible for concrete meaning
Product – Requirements for a Brand
Major tasks of branding policy: development of brand names and trademarks
Product – Corporate Identity
Detailed presentation of the three activities of a Eli Lilly, aligned upon a Eli Lilly philosophy
Product – Humalog®Dimensions
Product – Norm Strategies (McKinsey/GE)
Matrix of norm strategies (threefold division of axis )
5.3 Price − Price Policy Objectives
Comparison of possible pricing policy objectives
Price − Price Strategies
Price − Pricing Techniques
Price development in the course of time
Price − Zones
Promotion – PR goals
Goals and actions of Day Holding public relations
5.4 Promotion – PR instruments
Planning and evaluation of actions
Promotion – Media Planning
Overview of the planned PR actions / measures
Promotion – Dimensions of the Media Strategy
5.5 Distribution – Market Areal Strategy
Distribution – Market Area Strategies
Distribution – National Strategies
Distribution – Distribution Channels
6.Implementation − Financial Plan
Implementation − PR measures
Marketing-specific measures
Implementation − Marketing Expense to Sales Analysis
Marketing expenses in relation to sales development
7.Scenarios – Scenario Analysis
Scenarios
Three scenarios with considering the safety stock

Humalog® Launch MARKETING PLAN IRAN

Launch Marketing Plan – Introduction
Humalog® Humalog Mix ® 2016 launch plan
Benefits of a Launch Plan
 4 main strategic pillars with risk mitigation
strategy described to be evaluated by Eli Lilly
team which contains registeration timeline.
 Relevant tactical plan explain the roadmap of
marketing activites .
Launch Plan objectives
 Humalog® will gain 7.2 % market share of
targeted market ( vol share).first year
 Humalog Mix ® will gain 5 % market share of
targeted market ( vol share). first year
 The Plan of 13000 Call in 2016
 Humalog® & Humalog Mix ® Most likely cpt sales
out in Forecast for coming 3 years :
 8 Million Euro (2016) (8% of Market value)
 16 Million Euro (2017)(16% of Market)
 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 Humalog® and
Humalog Mix ® in iran to build strong
partnership relation to expand Eli Lilly
portfolio in iran .
 Significant unmet needs in Diabetic Market
 Large market opportunities in Anti Diabetic
therapeutic area are aligne with Day Holding
core compitencies .

Executive Summary
Humalog® & Humalog Mix®
1. Humalog ® (Lispro) & Humalog MIX ® 2. Key competences
 Both insulin aspart and lispro are indistinguishable from each other with respect to blood
levels and that they are equally effective in correcting abnormalities in carbohydrate and fat
metabolism in patients . [3]
 Humalog Mix ® Different Dosages Vs NovoNordisk.
 Covering Unmet geoghraphic areas.
 Supperiority profile of Lispro Vs. Regulars.
 Insulin lispro (marketed by Eli Lilly and Company as "Humalog") is a fast acting insulin
analog. It was first approved for use in the United States in 1996, All people with type 1
diabetes must take insulin shots to survive because their bodies cannot make insulin.
Humalog is a rapid-acting insulin that is absorbed quickly and starts working within minutes
to lower blood sugar (glucose) after meals. Humalog should be taken within 15 minutes
before eating or right after eating a meal. In people with type 1 diabetes. [1]
 Lispro is superior to regular insulin in transient intensive insulin therapy in type 2 diabetes. [2]
3. Ressources
 Dedicated Business Unit gathered and waiting to hear the start shoot.
 730 k € budgeted to launch Humalog & Humalog Mix®.
4. Objectives
 Register The Humalog® and Humalog Mix® within one year.
 To be the first ranked of Iran Anti Diabetic Market within 5 years.
 We will launch Humalog Mix® and Humalog®. We will have 10000 call of potential prescriber at first
year .
 2016, Day holding will invest on the Multichannel by 20% percent of marketing budget .
 Day holding will allocate 8 FTE in October 2016. (sales & Marketing)We will start pre launch activities
for increasing the launch performance on Jan 2016
 Our territory coverage program will commence on 9 provinces simultaneously on 3 months in
advance of launch date . 180 of endocrinologist is expected to attend on Launch celebration.
 We want to grow our market share to 7% of segmented patients in the First 12 months
[1] http://www.humalogtype1.com/pages/humalog-and-type-1-diabetes-in-adults.aspx
[2] http://www.ncbi.nlm.nih.gov/pubmed/15497510
[3] http://www.ncbi.nlm.nih.gov/pubmed/12832307

Vision
Mission
Values
Solid Financial power
Market Knowledge
Day Darou Omid
Eli Lilly
Humalog®
Unmet therapeutic needs
Humalog Mix®
Pharmalyze®
Team of first ranking of Anti Diabetic Market in Iran
To be Main player of helping people to fight against
their Diseases
 To be the leader of Diabetic Market
 Ethics and commitment is our core value.
 we strive for excellence in our employees.
 we assume our environmental responsibilities.
Marketing Plan – Vision, Mission, Values
Partnering with Eli Lilly is our top objective this year to help for achieving Mutual Goals

2. Current Situation
2.1. Macro Environment Analysis

Macroenvironment Analysis – PESTEL
Political
 Iran and 5+1 agreement on 2015
 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
 Total adult population (20-79 years) : 51,145.45(1000s)
 Number of deaths in adults due to diabetes : 38,002 per Y
 Prevalence of diabetes in adults (20-79 years) (8.43 %)
 1% incidence of Diabet
 Total cases of adults (20-79 years) with diabetes :4,395.93 (1000s)
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 manufacturer
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 .
 Iranian Food Style is full of Carbohydrates
 Aggriculture and majority of industry influenced by
climate changes ,more pressure enforcing to
population in their job Its lead the Stress Risk
L egal
 IDL list entering (Big Obstcle)
 IRC code ( Medium)
 Pricing committee ( Great Challenge)
 Importation permission
 Reimbursment

Macroenvironment Analysis – Supply Chain
Alumina
Consumers
Regulatory Sales & Marketing Distribution
Iralco

Macroenvironment Analysis – competitors Supply Chain
Supplier
 Novo Nordisk with NOVOMIX® &
NOVORAPID®
 Sanofi with Lantus
 Exir with LANSULIN
Supplier‘s supplier
 NovoNordisk
 Sanofi
 Exir
Internal supply chain
Regulatory Sales & marketing Distribution
 High
restriction for
imported
product in
registration
and pricing
 MOH Support
Local
manufacturers
 No or Weak
Marketing
activity by
Local players
 Strong activity
by Sanofi and
Novonordisk
 All are out
sourcing
Patients
 Local manufacturers acting by
production concept
 Patients satisfaction is low in local
generic due to side effects and low
efficasy
 NOVOMIX® focousing on BB and
SELF MIX
 Novorapid is the only rapid acing
 Lantus is the only long acting
 Lansulin still working on HI
 3 Import 4 local generic Producer

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
TAX
INT
KOL
Endo
KOL
MOH
Payer
clinics
associations
Social Media
Eli Lilly
o/0.5
o/2
+/3
+/3
+/2
+/2
o/1
+/3
+/0
+/3
o/1
+/2
+/2
+/3
+/1
+/3
*Distributor(Day Darou Omid)

2.2. Market Analysis

Market Analysis – Anti Diabetic Market Definition
4,500,000 people suffered from Diabetes and 874,000 people fighting against Diabetes Type 1
Anti Diabetic Insulin Market definition
 59 Million Euro Market value (2013)
 5 main Insulin therapy by patient number 1.NPH(280k ) 2.Regular+NPH self mix (240k ) 3.Biphasic (90K) 4.Regular(82K) 5.Analouges (172K)
 Patients age segmentation 4-20 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 Poor self management knowldlege of patients in using Analoges
 Local producer supply 77% of total market volume
 Importer supply 23% of total market volume
 Lansulin of Exir has 22% market value of Insulin Market and Novonordisk 37% of value
 Leader of Human Insulin is Exir 12.79 Million Euro.
 Leader of Analog is Novonordisk 21.8 Million Euro.
 In terms of growth NOVO is key driver in market of Insulin with CAGR(5Y) 100%
 In 2014 there are 9 suppliers in Insulin market Local: 5 Import: 4

Market Analysis – Market Definition
submarkets and core markets of Anti Diabetic
Anti Diabetic
Regular
(82k patient)
Biphasic
(35k patient)
NPH
(280k patient)
Strategic
business sources
Oral
(1800k patient)
Main market
Insulin
(810 k Patient)
Lantus
(38k patient)
NovoRapid
(39k patient)
NovoMix
(95k patient)
Short Acting
(82k patient)
Intermediate
(280k patient)
Rapid
(39k patient)
Mix
(370k patient)
Long Acting
(38k patient)
Regular+NPH
(240k patient)
BASAL
(318k patient)
Mix
(370k patient)
Fast
(121k patient)

Market Analysis – Market Segmentation
Individual segments of the core- and submarkets require an individual approach
Segment A Segment B Segment C
Rapid
Tier A ENDO
Generate more data on safty and
compliance
Basal-Bolus (MIX)
Increase number of advocate KOL in migiration of
BB and self mix to Humalog MIX
Effiency and low side effects matter
BASAL
Bring facts vs other Insulin in BB and Rapid
Generate more Awarness of Analogs and its
superiority in HYPO and ease of use
Indication
Endocrinologist
&
Internist
Patients
Maximize pre-launch and launch
efforts for humalog® in Rapid Market
Estabilish Humalog Mix ® superiority
VS Self mix
The gold standard of Diabetic is to
start with Humalog MIX®
Tier B ENDO
Accelerate Endocrinologist penetration and make
Humalog MIX® the standard of care instead of
Basal.
40-60
Tier A INT
>604-20

Market Analysis – Five Forces Analysis for industrial analysis
Competitive intensity and market attractiveness
Supplier Power
 9 suppliers
 Size of suppliers indicates 3 main player
 Homogenous products have same feature( Lispro &
Aspart )
 Low price sensitivity
 High Cost of changing
Threat of Substitution
 Substitute performance for gold standard treatment !
 New products in Diabetic (pomp and ect)
Threat of New Entry
 Player number indicate saturate in HI but treatment
management culture is changing
 endocrinologist knowledge in Iran is noticeable
 54% value with 3 main player !
 Generic price are too low (its free)
 GMP barrier of MOH for local producer
 High Barrier to entry both local and import
 New Entry quite Hard
Buyer Power
 800 K patient
 endocrinologist are main influencer
 Differences between molecules are not noticeable
 Price sensitivity in >60 age is low
 Cost of changing
Competitive Rivalry
 3 main competitors
 Quality differences
 Benefit difference
 Switching costs
 Customer loyalty is high

Market Analysis – Market structure
Levels of narrowing based on potential and actual patients according 2016 lanch strategy
Penetrated
Market
Total Diabetes
Estimated Patients : 9 Million patient
Important competitors : NONE
Treated Diabetes
Estimated Patients :4.5 M
Important competitors:
importers
Insulin patients
Estimated Patients : 810 K patient(2016)
Important competitors : Exir,Novo,Sanofi
Humalog & Humalog Mix®
Estimated Patients :47K patient
Important competitors : Exir,Novo,Sanofi
Total Basal-BB-Rapid
Estimated patients : 732k
Main player : NovoMix®

Confidential Document
62%
MS (Diabetes) 2014
57%
CAGR 5 YS
13%
Diabetes GR 2013
20%
CAGR 5 YS
Market Summary
37%
GR Vs. 2013
-
2
4
6
8
10
12
2010 2011 2012 2013 2014
Millions
Sales Volume
11%
Diabetes GR 2013
30%
GR Vs. 2013
Value
Volume
-
10
20
30
40
50
60
70
80
90
2010 2011 2012 2013 2014
Mill.Euro
Sales Value

Top Insulin Brand (Volume Based)
Brand Company Source Volume 2013 Volume 2014 MS GR CAGR
LANSULIN Exir Local 3,847,359 3,667,044 33% -5% -11%
NOVOMIX Exir-Novo Pars Novo Nordisk 1,281,695 2,885,360 26% 125% 87%
LANTUS Cobel Darou Sanofi 873,815 1,155,688 10% 32% 215%
DIPISULIN Darou Paksh Local 1,117,663 1,430,116 13% 28% 62%
NOVORAPID Exir-Novo Pars Novo Nordisk 407,620 1,207,730 11% 196% 120%
VITASULIN Osveh Local 551,932 360,810 3% -35%

Top Insulin Brand (Value Based)
Brand Company Source Value 2013 Value 2014 MS GR CAGR
NOVOMIX Exir-Novo Pars Novo Nordisk 16,105,437 29,376,509 38% 82% 76%
LANTUS Cobel Darou Sanofi 14,164,234 18,498,009 24% 31% 194%
NOVORAPID Exir-Novo Pars Novo Nordisk 5,391,267 12,296,192 16% 128% 106%
LANSULIN Cobel Darou Sanofi 13,918,916 10,804,584 14% -22% 3%
DIPISULIN-N Darou Paksh Local 4,022,233 5,106,568 7% 27% 87%
VITASULIN Osveh Local 1,172,762 1,203,670 2% 3%
INSULIN HUMULIN
M3
Ronak Local 208,090 151,322 0% -27%
ACTRAPID Exir Local 7,533 0%

Imported Companies
Company Value 2013 Value 2014 MS GR CAGR
Novo Nordisk 21,009,104 35,952,862 65% 71% 76%
Sanofi 14,164,234 18,498,009 33% 31% 194%
Others 1,700,135 1,175,303 2% -31% 76%
Pharmstandard 6,874 0% -100%
Company Volume 2013 Volume 2014 MS GR CAGR
Novo Nordisk 1,652,745 3,531,770 70% 114% 87%
Sanofi 873,815 1,155,688 23% 32% 215%
Others 682,542 359,906 7% -47% 94%
Pharmstandard 2,385 0% -100%

Import Vs. Local
-
2,000
4,000
6,000
8,000
10,000
12,000
2010 2011 2012 2013 2014KVIALS
Local Import
-
10
20
30
40
50
60
70
80
90
2010 2011 2012 2013 2014
MILL.EURO
Local Import

Market share Trend (Molecule Kind)-Volume
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
2010 2011 2012 2013 2014
LONG-ACTING
INTERMEDIATE-ACTING COMBINED WITH FAST-ACTING
FAST-ACTING
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
LONG-ACTING
FAST-ACTING

Market share Trend (Molecule Kind)-Value
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
LONG-ACTING
FAST-ACTING
-
10
20
30
40
50
60
70
80
90
2010 2011 2012 2013 2014
MILLI.EURO
LONG-ACTING
FAST-ACTING

Molecule Trend Value
0%
20%
40%
60%
80%
100%
120%
2009 2010 2011 2012 2013 2014
Molecule Trend
INSULIN BIPHASIC ISOPHAN (70+30)U/ML 3ML INJ.
INSULIN BIPHASIC ISOPHANE (70+30)U/ML 10ML VIAL
INSULIN REGULAR HUMAN 1000U/10ML VIAL
INSULIN GLARGINE 300IU/3ML PREFILLED PEN
INSULIN ISOPHAN (NPH) HUMAN 1000U/10ML VIAL
INSULIN ASPART Rapid
INSULIN ASPART 100IU/ML 3ML FOR INJ
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2009 2010 2011 2012 2013 2014
Molecule Trend
INSULIN ASPART Rapid
INSULIN BIPHASIC ISOPHAN (70+30)U/ML 3ML INJ.
INSULIN BIPHASIC ISOPHANE (70+30)U/ML VIAL

Molecule Trend Volume
0%
20%
40%
60%
80%
100%
120%
2009 2010 2011 2012 2013 2014
Molecule volume Trend
INSULIN GLARGINE 1000U/10ML VIAL
INSULIN ASPART Rapid 100IU/ML 3ML FOR INJ
0%
10%
20%
30%
40%
50%
60%
70%
2009 2010 2011 2012 2013 2014
Molecule Trend
INSULIN ASPART Rapid 100IU/ML 3ML FOR INJ
INSULIN GLARGINE 1000U/10ML VIAL

Market share Trend (Supplier)-Volume
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
2010 2011 2012 2013 2014
Exir Novo Pars Darou Paksh Cobel Darou
Darou Daraman Ronak Darou Vitan Farmed Radin Behbood
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Exir Novo Pars Darou Paksh Cobel Darou
Darou Daraman Ronak Darou Vitan Farmed Radin Behbood

Market share Trend (Supplier)-Value
-
10
20
30
40
50
60
70
80
90
2010 2011 2012 2013 2014
MILL.EURO
Exir Novo Pars Cobel Darou
Darou Paksh Darou Daraman Ronak Darou
Bazargani Soha Radin Behbood Vitan Farmed
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
Exir Novo Pars Cobel Darou
Darou Paksh Darou Daraman Ronak Darou
Bazargani Soha Radin Behbood Vitan Farmed

Market share Trend (Import Manufactures)-Volume
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
2010 2011 2012 2013 2014
Novo Nordisk Sanofi Others Pharmstandard
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014

Market share Trend (Import Manufactures)-Value
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
-
10
20
30
40
50
60
2010 2011 2012 2013 2014
MILLI.EURO

0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
Tehran Isfahan Khorasan Rz Fars Azarbaijan
Sh
Azarbaijan
Gh
Mazandaran Kerman Khozestan Gilan Yazd Golestan Alborz
Personin10,000People
Sales Per Capita AVG Per Capita Excl.Tehran

0
2
4
6
8
10
12
14
Hormozgan Hamedan Markazi Ghazvin Zanjan Qom Boushehr Ardebil

0
2
4
6
8
10
12
14
16
Zanjan Qom Boushehr Ardebil Kohkiloyeh Sistan Charmahal Kermanshah Kordestan Khorasan Sh Khorasan Jo Lorestan Semnan Ilam

Share of Province
19.3%
9.9%
9.4%
8.4%
6.8%
5.2%
4.5%
4.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
-
50,000
100,000
150,000
200,000
250,000
300,000
Tehran Isfahan Khorasan Rz Fars Azarbaijan Sh Azarbaijan Gh Mazandaran Kerman
Box

Share of Province
4.1%
3.6%
3.2%
3.2%
2.7%
1.4%
1.4%
1.3%
1.3%
1.0%
1.0%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
4.0%
4.5%
-
20
40
60
80
100
120
Khozestan Gilan Yazd Golestan Alborz Hormozgan Hamedan Markazi Ghazvin Zanjan Qom
KBox
Sales Share 2014

Share of Province
1.0%
1.0%
0.9%
0.9%
0.8%
0.6%
0.6%
0.6%
0.6% 0.4% 0.3% 0.3%
0.0%
0.2%
0.4%
0.6%
0.8%
1.0%
1.2%
-
5
10
15
20
25
30
35
KBox
Sales Share 2014

Sales 2014 Vs. 2013 (Tier 1)
85.2%
26.6%
138.2%
133.5%
-69.5%
82.6%
64.0%
-12.8%
163.8%
123.8%
54.1%
162.5%
29.0%
-100.0%
-50.0%
0.0%
50.0%
100.0%
150.0%
200.0%
-
10
20
30
40
50
60
70
80
90
Tehran Isfahan Khorasan Rz Fars Azarbaijan Sh Azarbaijan Gh Mazandaran Kerman Khozestan Gilan Yazd Golestan Alborz
KVial
YTD 2013 YTD 2014 Growth Tier AVG GR

Sales 2014 Vs. 2013 (Tier 1)
222.0%
-43.1%
96.3%
32.0%
123.7%
47.4%
18.0%
9.0%
-100.0%
-50.0%
0.0%
50.0%
100.0%
150.0%
200.0%
250.0%
-
1
2
3
4
5
6
7
Hormozgan Hamedan Markazi Ghazvin Zanjan Qom Boushehr Ardebil
KVial

Sales 2014 Vs. 2013 (Tier 1)
66.5%
43.6%
-11.7%
36.5%
80.9%
299.5%
128.5%
73.5%
45.7%
31.7%
-50.0%
0.0%
50.0%
100.0%
150.0%
200.0%
250.0%
300.0%
350.0%
-
1
1
2
2
3
3
4
4
5
Kohkiloyeh Sistan Charmahal Kermanshah Kordestan Khorasan Sh Khorasan Jo Lorestan Semnan Ilam
KVial

Market Analysis – Market Trend
Expected demand and price tendencies within the market
Cause of Market Trend
High population in
Diabetes
therapeutic area
Acceptable CAGR
Increasing
migiration of
Human Insulin to
Analoges
Increasing
awareness Stage
Activity of Brands
Endocrinologist
knowdlege in iran
Result
62%
MS (Diabetes) 2014
57%
CAGR 5 YS
13%
Diabetes GR 2013
20%
CAGR 5 YS
37%
GR Vs. 2013
-11%
Diabetes GR 2013
30%
GR Vs. 2013
Value
Volume

Market Analysis – Competition
Competition and market share
Competitor Relevant products Market Share value of Insulin Market
NovoNordisk Novo rapid® , NovoMix® 36.44 %
Sanofi Lantus® 24%
Exir Lansulin® ,Lansulin N®, Lansulin R® 21.68 %

2.3. Prescriber Analysis
I

Patient Analysis – Buyer Decision Process
Potential or factual motivation of a patient‘s buying decision
 National health programs in Iran 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 endocrinologist and after regular tests
they recomanded to use kind of medication but the effectiveness of
endocrinologist to patients is approximately 98% and when the price is
same purchase of medication Done with no hesitation.
 Anti Diabetic decision making aids appear to be useful for helping patients
choose an initial Anti Diabetic 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 mostly for
migirant patient not new patient.

Patient Analysis – Target Group
Description of targeted customer segment
 Our Micro target Group is 4-20 years old (T1) and the second 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
(highest Income).
 12 % of population over 60 years old suffer from Diabete .
 708 K patient exist in this target group with Diabete
> 16%
10% - 12%
< 8%
8% - 10%
No Data
Spatial distribution of current prevalence of Diabetes in IranEducation 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 )
Patient
prevalence
4%
Prevalence of type 2 diabetes in the Islamic Republic of Iran: systematic review and meta-analysis

Prescriber Analysis – Prescriber Segmentation
Differentiation and description of target groups among endocrinologist and Internist
Prescription Rate
Motivation Cost
Internist ,A
endocrinologist Tier A
Characteristics:
 61% of total patients visited By 80% of endocrinologist A
 2 % innovator ,15% early adoptor
Core motive: KOL support ,Academic Event Support
endocrinologist Tier B
Characteristics:
 13% of total Patients v isited By 50% of endocrinologist B
 4% innovator,18% early adoptor
Core motive: attention (frequent call),promotional support
Internist Tier A
Characteristics:
 13% of total Patients visited By 50% of Internist 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 Insulin Prescriber
Prescriber Sales 2013 (in Million Euro) of Insulin Cumulated Sales Class
Endocrinologist
36 61% A
7.68 13% B
4.72 8% C
Internist
7.68 13% A
1.77 3% B
1.18 2% C
59

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
INT-A
endocrinologist A
INT-B
Endo-C
Endo-B
INT-C
NEVER SEEN BEFORE*
*innovative visualization
Internist : 4000
Prescriber Internist : 1000
Internist (Tier A) : 200
Internist (Tier B) : 300
Internist (Tier C) : 500
endocrinologist : 220
Prescriber endocrinologist :
178
endocrinologist (Tier A) : 35
endocrinologist (Tier B) : 53
endocrinologist (Tier C) : 81

Prescriber Analysis – Prescriber Satisfaction Index
Satisfaction based on Index (Evaluation of Satisfaction Index, A-Prescriber)
Description
 Therapies with complementary
mechanisms of action must typically
be used in combinations for
optimum glycemic control.
 Glycemic control targets include
fasting and postprandial glucose .
 The Algorithm should be as simple
as possible to gain physician
acceptance .
 Should be given higher priorities to
the Risk of hypoglycemia and
weight gain than cost management.
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 0.16
1.6
2
Life Style optimization
0.09
0.72
3 Reach A1c Target 0.08
0.72
4 Price affordability 0.02
0.14
5 Availability 0.05
0.45
6 Minimizing risk of hypoglycemic 0.13
1.17
7 Minimizing risk of weight gain 0.11
0.88
8 Patient compliance 0.12
1.08
9 Specific Algorithm 0.16
0.8
10
Treatment Algorithm should be
simple
0.08
0.64
Total score
8.2

NPS (Net Promoter Score)
% Promoters - % Detractors =
-100 +100
21%
25%
54%
Promoters
Passives
Detractors
Number of Results per Total Score
Total Score Of Endocrinologist
Numberofresults
PromotersPassivesDetractors
5 5
6 6
8 8
10
11
19
22
1.6 0.72 0.72 0.14 0.45 1.17 0.88 1.08 0.8 0.64
Description
 Our objective is to
change to 8%(2017) .
 With coopromotion
agreemen in 3rth year it
will be +15%.
 This information is
different in variety of
physician tiers..
Endocrinologist Analysis – Net Promoter Score
The NPS shows the likelihood of Endocrinologist recommending New Molecule(sample size=100 physician )
2012

Prescriber Analysis – Summary
Summary of Prescriber most important characteristics
Expectations
 Word of mouth (regular calls)
 Technical information
 Calls
 Support
Prescribing
motivation
 Requires objective cause-effect rationale with heavy scientific support .
 Operates on a safty and ease of use
 Based on evidence fact regarding improving life style
 Main Concern : the time it takes to educate the patient and titrate the dose. (Main field activity)
 They also may fear hypoglycemia and have concern for their patients' safety .
Attitude
 Sixty-six endocrinologist s (66%) believed that patients treated with Analoges were more satisfied with their
treatment when compared with those treated with Human Insulins.
 A Endocrinologist might spend 3 months, using trial and error, to find a Insulin that would finally meet his goals .
 (36%) had never prescribed Analogs despite the fact that they had been working more than ten years in Diabetes.
 Sixty-four endocrinologist s (64%) would rather combine two Insulin for controlling PPG & FBG
 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
higher than Internist .
Endocrinologist : 220
Prescriber endocrinologist : 178
endocrinologist (Tier A) : 35
endocrinologist (Tier B) : 53
endocrinologist (Tier C) : 81

Prescriber Analysis – Shortcomings
Shortcomings of Prescriber satisfaction and improvement measures
Nr. Shortcomings Explanations Measures
1 Diabetes are mostly with other comorbidities
EMEA and FDA approved Humalog for all of
comorbidities
Drive awareness and recognition of Humalog benefits
in COMORBIDITIES
2 Dosage adjustment
We Will Use PEN and different Dosage VS
NovoMix®
Drive education and awareness regarding full profile
of Humalog® and efficacy aspects with once daily
dose of Humalog®
3
Multi Insulin make financial pressure on
patients and complication of use
Humalog Mix® is the solution
Differentiate/establish superior benefits of Humalog®
Humalog MIX® over add on therapy
4 Adherent rate of patients
Patients with Humalog stay longer to
treatment
Expand awareness & importance of comparative
factor
5 Complication of Self MIX dosages
Humalog MIX ®with Different Dosages VS
NovoMix
Core campaign re-enforcing physicians on
why Humalog® is the Gold choice
6 Hypoglycemic Fear Humalog ® could be used with Meal
Leverage existing good experience to
influence others
7 What could we do with Vial Lovers ?
We will train patient with simple mode of
learning steps
Differentiate/establish superior benefits of
Humalog® on Humalog lasts slightly longer
8
How could we have better control with
Insulin Vs Orals ?
Mix 25 provided good overall glycemic
control, as well as patient treatment
satisfaction Vs Orals
http://www.ncbi.nlm.nih.gov/pubmed/
15526500

Prescriber Analysis – Action Plan
Schedule for Prescriber 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 ENDO DIABETESINTERNIST
5th

2.4. Competition Analysis

Competition Analysis – Strengths and Weaknesses
Strengths and weaknesses of the strongest competitors
Competitor Strengths Weaknesses
Novonordisk
 Active Marketing
 Good availability
 Anti Diabetic portfolio
 Experienced in market and Well known
for HCP
 Not Locally manufactured
 Poor Transaction procedure
 Availability in far region
 S&M team focused on restrict area(TEH)
 No Patient support
Exir
 Basket selling with their other drugs
 Supported By MOH
 Production size and forecast flexibility
for HCP
 Wide products of different fields caused
Low allocated resource on Diabetes
 NO Analoges
Sanofi
 Strong in Anti Diabetic
 New Launches
 Leverage of Other Drugs of Sanofi
for HCP
 Not Locally manufactured
 Transaction
 Traditional Marketing based on
Distributor
 On-Off availability due misleading in
Forecast planning
 S&M team focused on restrict area(TEH)

Competition Analysis – Strengths & Weaknesses
Strengths & weaknesses of your company compared to strongest competitors
No.
Critical resources
(performance potential)
Novo Nordisk Day holding Exir
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 Anti Diabetic portfolio 8 1 7
2 sales market (market share) 9 8 4
3 marketing concept 7 6 2
4 finance situation 7 9 3
5 Team Effectiveness 5 9 2
6 production 7 7 6
7 Relation with MOH 5 8 7
8 Distribution 4 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 8 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 its the reason of all
our noticable culture in
Day Holding (ICARE)
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 will Dedicated selling
team of Anti Diabetic
drug in country for Eli Lilly
with 8 years experience in
cobel Darou .
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
Targeted 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
the hidden needs of
patients.
Patient Centeric
+
+

Internal Analysis – Corporate Structure
Structure and hierarchy of Lilly’s Business Unit within OmidDarou Salamat
Anti Diabetic 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: No1 team of sales and marketing(fastest growing sales)
Self Distributor network: Day Darou Omid with 90% coverage of country
Solid Finance : 127 Million $ 2013
Import
Humalog®
 Gold standard
 Supperior
Sales &
marketing
 Strong Launch
for other
products of Eli
Lilly
Prescription of
Humalog®
Humalog MIX ®
 Top of Mind
 Top of Heart
Operation
 Support
 Communication
management
Distribution
 availibility
 Agility
Main Activities
Description
The Humalog 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
Day Resources (next Slide)

Internal Analysis – Resource Analysis
Corporate resources
Employees
 Staff situation : high Loyality
 Education : MD,Pharm D, IT ,DBA,MBA
 Staff development : 6 cource per year
Management
 Quality of leadership : Private Holding
 Business experience : 11 years
 Age structure : average 34 years
IT-Equipment
 Sort : ALL On line
 Actuality : Standard Format
 Complexity : Online Dashbord
Financial resources
 Liquidity
 Reserves
 Possibilities to raise capital
S&M resources
 InfraStructure
 Distribution
 pharmalyze™

Internal Analysis – Potential Analysis
Position of Day Holding on the market according to the following factors:
Image
 Teamwork
 Leadership
 Customer Focus
 Integrity
 Quality
Market
 Positioning of company:
1. Innovative
2. Supportive
 Top market share of therapeutic area:
60% oncology
Capital
 Capital resources : Iranian first rank
bank as a investor
 credit status : 260 million Euro
Employees
 317 employee in holding
 Cycle management structure
 Consering top qualification and
motivation via internal marketing
Location
 90% covergae
 Modern Infrastructure
 Top Business locations
 Strong Distribution in target area
Sales
 High opperational effectivness
 Distribution organization
Partner
 Lundbeck
 Boehringer
 LFB
 Hikma
 Sigma tue
 Friesland
 Bracco
Patient Support
 Number of patient who registered for
our products
 24Hr phone services

Internal Analysis – Deming Cycle (PDCA / PDSA)
Continuous Improvement Cycle of Day
Phase 1: Identify the improvement within
KOL consultancy
Phase 2: Analyze the
process of serving the
needs
Phase 3: Develop the
optimal solution with
available resources
Phase 4: Implement
solution according the
tactical plan
Phase 5: Check the
implementation of the solution
to reveal the barriers to growth
and identify the Strategic Issues
Phase 6: Standardize
the solution with Resource
allocation
Phase 7: Plan for the
future
Continuous
Improvement
Continuous
improvement

Internal Analysis – Competitive Advantages
Skills providing competitive advantages
Skills
 Experience of second ranking selling in iran
 staff : high quality , best support
 Marketing skills
 Market access skills
 MoH relation skill
 Cycle management processes
Intellectual property (IP)
 Patient centeric,
 Pharmalyze copyright,
 ERP distribution network
 Plasma collecting authorization,
 Single Presciption import authorization.
 Production GMP
Assets
 Strong Capital.
 high quality infrastructure.
 UAE Banks credit.
 16 building all around iran .
 production plants on Saveh .
 Self Distribution System.
.

Internal Analysis – Developing Competence
 We understand patients
are suffured from low
compliance of current
treatment
 B physicians know how to
spread products among
targets
 We couldn’t recommend
directy to patient but we
are outsourcing by
conviencing physicians to
prescribe
External analysis  value of expertise
Low High
LowHigh
Internalanalysiscustomervalue
II. Competence gaps
Selective in-/outsourcing
BLURREDREALM
B L U R R E D R E A L M
III. Strategically relevant key competencies
Insourcing
I. Competence standards
Outsourcing
BLURREDREALM
B L U R R E D R E A L M
IV. Competence potential
Selective in-/outsourcing
Recommend Humalog®
Understanding the needs
Distributing Humalog®

Internal Analysis – Core Competences
Core competencies
Key skills (resources)
Increaseinvalue
highmediumlow
Customer not satisfied satisfied highly satisfied
Market access
Marketing
Sales
Distribution
Import chain
infrastructure
 Management of the qualification,
support and continued development of
all operations on a project
 Short communication paths with just
one contact person in departments
 High attractiveness for representatives
because of Day’ market position,
development chances
 Perfect-fit employees and team
composition
 Fast success through custom-tailored
qualification of representatives

Internal Analysis – Strength and Weaknesses
Analysis of internal Dayholding resources (1/3)
Source of evaluation criteria
 To being leader in Anti
Diabetic Market there are
some mandatory steps
which must pass with
sophisticated competitive
advantages and factors
determined by Iran Diabetic
facts
 Derivation of evaluation
criteria in 20 view let us
have 360 ͦ view point access
via pharmalyze statistic
1
Evaluation process
 Importance of Weighing
consulted with all
stakeholders member
 Determination of evaluation
scale designed to transfer
real measurement on
timeline and performance
quality .
2
Rating
 Identification of all
participants:
 Dr.Javadi deputy of Ministry
of health
 Dr.Khamse endocrinologist
KOL
 Dr.Namvar Manager of
distribution
 Dr.Khatibi Regulatory
,former Director of MOH
 Mr.Maleki Finance Director
3
Evaluation
 Discussion on extreme
values on annual meeting
 Significant strengths &
weaknesses
 Creating improvement
suggestions via partners
 Catalogue of resulting
measures in diabetic market
4

Analysis of internal Day Holding resources (2/3)
Sector Success factor
Relevance
Notes
1 2 3 4 5
Marketing and
Sales
Range of service in Supply chain Management From launch to market switch
Product Quality Day Market image is quality
Image Responsible coorporate
Market share in pharmaceutical Market 40% of oncology
Market growth +20% growth
Sales development 3 Business UNIT
Distribution 2015 90% coverge of day darou omid
Sales network 9 branch in main proveinces
Advertising Working with iranina top ad agency
Complaint management Listener and Solving
Adherence to schedules Firm plan with the B plan
Patient Access Patent cnteric
Forecast processing Patient and coverage base
Sensitivity to economic situations International Offices
Customer service 24 hour
Market cultivation ROI 3.2
Sales representatives Well Educated-Supreme selling skills
Market research Pharmalyze inteligent FTEs
Sales planning Tailor made for cities
Patient loyalty Our objective is patient happiness

Analysis of internal company resources (3/3)
Success Factors
Weighing Evaluation
Noteslow medium high
poor neutral good
9 8 7 6 5 4 3 2 1 0 1 2 3 4 5 6 7 8 9
Regulatory DAY VALUE
Endocrinologist Relation
Distribution Network DAY VALUE
Anti Diabetic basket
portfolio
Understand the needs
Patient Relation DAY VALUE
Innovative Marketing DAY VALUE
Sales represenative coverage
Pharmacy Relation
Solid finance DAY VALUE

Internal Analysis – Opportunities & Threats Analysis
Analysis on environmental / external changes and subsequent reactions
Criteria Opportunities Threats
Market Situation
Market structure with no superior product x
Market potential with unmet need / market size 59Million Euro x
endocrinologist attitudes x
NOVO & EXIR as Competitors x
Environment / Frame conditions
MOH regulation x
Society acceptance via Diabetes facts x
Demography of patients x
Technological Development of Generic Producer x
Strength
Humalog superiority vs Bolus x
Prices x
Organization / Management team x
Cash Flow x
Weaknesses
Locations x
Marketing performance x
Anti Diabetic portfolio x
Financial resources x

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
 Humalog® superiority vs. other agents in Regular and Bolus
 Humalog Mix Superiority
 Day International offices
Opportunities
 Eli Lilly reputation potential
 Humalog Mix® and Humalog® synergy with Humulin in market
 There is a gap among dosage adjustment by NovoMIX
 Day Darou Omid dedicated a Ftes for Anti Diabetic franchize
 Migiration of pereptions from Human Insulin to Analoges
 Brilliant relation with KOLs
 Levemir Launch
Weaknesses
 Anti Diabetic product portfolio
 Expired patent of Humalog® & Humalog Mix ®
 Inertia for new medicines
Threats
 MOH policies
 Local manufacturer attach this market when Eli Lilly rapidly growth
 Competitors S&M activity ,mostly importers
 Generic high volume production by local manufacturer to fulfill Market
 Launch of Apidra®

Current Situation – SWOT-to-TOWS Analysis
Match opportunities & threats with strengths & weaknesses
SWOT-
Analysis
Internal analysis
Strenghts Weaknesses
Externalanalysis
Opportunities
 Eli Lilly global image could well established by Day sales and
marketing
 Humalog Mix Synergy has a great weight in S &M ROI effectiveness
 Scientifically approved facts for Humalog® and Humalog Mix®
 Dedicated team in distribution team is security of availability
 Different Dose of Humalog MIX® 50/50 & 75/25
 Anti Diabetic product portfolio will fulfill with Eli Lilly products
 Expired patent of Humalog® made price affordable for Iran market
 Low acceptance of new drug will broken by Humalog Mix®
existence experience of quality and also referring to Humulin
Threats
 Low price of local products solved with highest value of
superiorities
 Iran International Relation solved with International Offices
 Local manufacturer attach this market when Eli Lilly rapidly growth
faced with this fact generic lispro is not Humalog®
 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 Regular and Self mixed human insulin

Criteria Weigh.
Coefficients
0 0,1 0,2…0,8 0,9 1
Index
1. Market growth 0.02 3.9 0.078
2. Market quality 0.04 7.3 0.292
- Profitability of the Brands 0.05 8.4 0.42
- Tolerance for price policy 0.04 5.7 0.228
- Technological level 0.04 8.2 0.328
- Protectability of know how 0.1 5.8 0.58
- Intensity of investments 0.1 6.7 0.67
- Intensity / structure of competition 0.03 6.6 0.198
- Number / structure of potential consumer 0.02 7.6 0.152
- Entry barriers 0.1 5.7 0.57
- Distribution requirements 0.04 4.5 0.18
- Variability of competition conditions
0.04
8.8
0.352
- Substitution possibilities 0.1 9.1 0.91
Criteria Weigh.
Coefficients
0 0,1 0,2…0,8 0,9 1
Index
3. Energy / Accommodation 0.01 8.3 0.083
- interference of accommodation
0.03 8.4 0.252
- influence of profitability through price
fluctuation by MOH
0.04
6.5
0.26
- existence of alternatives
0.05 7.3 0.365
4. Environment situation 0.02 5.6 0.112
- Economic dependency
0.03 8.2 0.246
- Inflation effects
0.03 9.2 0.276
- Dependency on legislation
0.02 6.6 0.132
- Dependency on public
0.02 5.7 0.114
- Risk of public interference
0.01 7.2 0.072
- Pollution of nature
0.02 6.2 0.124
TOTAL 1,0 7
Evaluation of market attractiveness

Criteria Weigh.
Coefficients
0 0,1 0,2…0,8 0,9 1
Index
1. Rel. market position 0.02 5.9 0.118
- Market share 0.02 7.3 0.146
- Size and financial power 0.06 8.4 0.504
- Growth rate 0.03 5.7 0.171
- Profitability 0.05 8.2 0.41
- Risk 0.05 7.8 0.39
- Market potential 0.05 6.7 0.335
2. Rel. product potential 0.03 6.6 0.198
- Process efficiency 0.02 7.6 0.152
- Cost advantage 0.05 8.7 0.435
- Innovation ability 0.02 6.5 0.13
- License relations 0.06 8.8 0.528
- Adaptability 0.07 9.1 0.637
- Sustain market share with capacity 0.02 5.9 0.118
- Location advantage 0.02 7.3 0.146
Criteria Weigh.
Coefficients
0 0,1 0,2…0,8 0,9 1
Index
- Pot. increase of productivity 0.05 8.8 0.44
- Environmental friendly production 0.07 9.1 0.637
-Delivery conditions 0.04 8.3 0.332
- Sustain market share with given supply
conditions 0.03
8.4
0.252
- Cost situation with energy and raw material
supply of Sobhan Darou 0.04
6.5
0.26
3. Relative R&D potential 0.05 7.3 0.365
- Status of research 0.02 5.6 0.112
- Development compared to market position
0.02
8.2
0.164
- Innovation potential 0.04 9.2 0.368
4. Rel. employee qualification 0.02 6.6 0.132
- Professionalism and culture 0.02 5.7 0.114
- Innovation climate 0.01 7.2 0.072
- Quality of management systems 0.02 6.2 0.124
TOTAL 1 7.79
Evaluation of market attractiveness

Current Situation – Competitive Advantage
Market attractiveness - competition advantage portfolio 3/3 – Results
 How do we establish Humalog® superiority and
strengthen loyalty to the Endocrinologist to
maximize basal penetration and strengthen
Humalog leadership within Diabetes segment?
 How do we increase the perceived safety value
of Humalog® benefits vs. other Bolus in 1st
priority segment to increase capture of start
and overcome conversion inertia ?
 How do we establish the value acceptance of
Humalog® vs local generics or new comers ?
 How do we secure continued volume market
share leadership with increasing competitive
pressure in Diabetic market ? (2016)
A
B
low medium high
lowmediumhigh
Relative competition advantage
Marketattractiveness
Investment on sales and marketing and
sustained growths strategies in Anti Diabetic
Superior Data base management and
data processing capabilities via pharmalyze
Absorption and
divestment strategies in
keeping superior support of prescriber
C
Competitive Advantage vs. Strategic Issues

Current Situation – Competitive Advantage of Humalog ® And Humalog MIX® Launch By
DAY
Humalog MIX ®has a Different dosage 25 & 50
Generic Lispro is not Humalog®
Superior to the
competition vs. Novolog ® NovoMix®
Right strategy channel to
transfer Messages
Eli Lilly 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 Anti Diabetic Field
 How do we establish Humalog® superiority and
strengthen loyalty to the Endocrinologist to maximize
basal penetration and strengthen Humalog ®and
Humalog Mix® leadership within Diabetes insulin
Market ?
 How do we increase the perceived safety value of
Humalog® and Humalog MIX® benefits vs. Bolus and BB
in 1st priority segment to increase capture of start and
overcome conversion inertia ?
 Increase endocrinologist s awareness of how
Humalog® & Humalog MIX ® can fulfil the un-met
need in real life settings together with the patient
perspective of Diabetes, convenience and device
patient to overcome pricing/value perception
 Communicate compelling rationale for
endocrinologist to defend their Humalog choice
over other Bolus (efficacy, safety ,On set of action)
In A segment
To establish Eli Lilly quality in Diabetes
 How do we establish the value acceptance of
Humalog® vs local generics ?
 How can steps be implemented?
 Drive awareness and recognition of Humalog
MIX superiority profile in Oral-Insulin stage .
How to support more patients with high
quality treatments
 How do we secure continued volume market
share leadership with increasing competitive
pressure in BB & Bolus market ? (2017)
 Are there any hurdles to overcome?
 How can these be circumvented?
 Strengthen Humalog® leadership as the
preferred treatment in Antidiabetic by
enforcing specialists belief that Humalog® is
always standard of Rapid and always
available to train patients.

Objectives – Gap AnalysisTargetvaluei.e.revenue
timePresent Planning horizon
Development limit by defining
M/S by MOH According Health
Expenditure for Medication and
Importation Share
The Solution :Increasing portfolio products
Potential of
Brand launch
Core business
Strategic gap
Operative gap
The Solution :
Is Operational Effectiveness
Maximum
Needs of Market

Objectives – Marketing Targets
Economic and non-economic objectives of a Humalog and Humalog Mix Business
Economic marketing targets
Close connection to general
economic company objectives
revenue : 13 Million end user price
profit contribution :15% / Return-on-Investment: 10-15% by MOH
(revenue:13/sales in :8)
Rationalizing in 3 different scenario with 10% tolerance
Capacities to have : 13 Million Euro
security (risk distribution of investment ) : 1 million Euro
market position /market share of value : 22% In potential market 2019
22% in Premix and rapid Market Volume base
Non-economic marketing targets
Connecting to mental processes of buyer
(purchase behavior)
Patient retention
Patient satisfaction
Humalog and Humalog MIX Brand recognition
Ultimate treatment (image / sympathie)
Re prescription rate : 90%
level of distribution : Targeted City by Efficency
effects of knowledge to increase awareness level
strength of purchase intention by communicating value

Objectives – Marketing Objectives
Derivation of marketing objectives from corporate objectives
Corporate
objectives
Financial
target
Communication
target
Exhibition objectives
 To be leade in Iran pharmaceutical Market by 2021
 To be Leader in Anti Diabetic MARKET in iRAN
 Increase in Anti Diabetic FRANCHISE sales, improvement of Eli Lilly
image
 To increase 25 % in company revenue in 2016 vs 2015
 To spread marketing presence with 90% share of voice
 To be Well represented in Anti Diabetic segmentation
 To be well represented in endocrinologist Segmentation
Marketing
objectives
Price
policy target
Distribution
target
PR- objectives Advertisement
objectives

Objectives – Long Term Objectives
To be a Leader in pharmaceutical Market to be able for helping more patient
TO be a 3rth in
CNS market
To be a Leader in
Oncology Market
To be a 2nd in
Diabetes Market
TO be top 5 in
Cardiovascular market

Market Research – Parameters
Parameters of market research
relevant market of Anti Diabetic
products to be evaluated Bolus and Premix market
approach Pharmalyze® data base
geographical scope
According prevalence rate and Population
Density
survey method KOLS Advisory board
selection method for evaluated products Indication segmentationimplementation
Status quo
Market research planning process
data collection
data evaluation & interpretation
definition of actions

Planning of survey methods and resulting actions
Criteria Method / action Prescriber Patient Competitors pharmacies
scope
 Survey
 Observation
 Experiment
MarketresearchSubjective
To understand
Prescriber Attitudes
by Survey &
Experiments
To Data Mining Patients
needs by Survey
Data Mining by pharmalyze
observation
Data Mining by pharmalyze
observation
benefit
Preparing for successful launch
risk mitigation accuracy in
forecasting
Brand awareness Safety and side effects
concept
Their corporate strategy
and goals
Manufacturer sponsored
deal
use
To design strategic objectives endocrinologist Kol
A prescriber
Price elasticity To understand their
distribution strategy
Sales and retail outlets
frequency
Weekly plan Drug benefit rating Compliance survey Financial analysis Most prescribed
endocrinologist
costs
40 k € Lead user analysis Drug benefit rating Pricing strategy Product usage by
diagnosing
manpower
3 FTE 5 months Opportunity to
prescribe
Prescription history Weakness opportunities Brand and generic approach

No. Task Time Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1
Market Research among Anti
Diabetic supplier
150 days
2
endocrinologist KOL
surveyed
60days
3 Competitors analysis 100 days
4 Patient Syrvey 60days
Market Research – Action Plan 2014
Timeline for marketing research measures
Marketing plan
Indivual questionaries
Mass Questionaries
Pharmalyse data Minig with IMS
Contact
Business Case of
potent products
Eli Lilly
selected

Market Research – Results
Overview of market research results
Eli Lilly
High potential
44%
29%
11%
16%
Humalog
Potential
Global
positioning
Eli Lilly reputation
in Iran
Business
models
Prescriber
Diabete
Visited Patient Share
ENDO A ENDO B INT A INT B
61%13%
8%
13%
3%
2%
Patient
Potential market vs.
Price elasticity
40-60 years>604-20 20-40
44%
29%
17%
10% Competitors
SOV effictivness
NOVO ExirSANOFI Hexal
41%
27%
18%
14%
CONCLUSION
 overview of Diabetic , including
epidemiology, etiology,
symptoms, diagnosis, pathology
and treatment guidelines as well
as an overview on the
competitive landscape.
 Detailed information on Humalog
including product description,
safety and efficacy profiles as
well as a SWOT analysis
determined.
 Sales forecast for Forecast for the
top Nine Cities for 2016.
 Sales information covered for the
9 major provinces.
ENDO C INT C

5. Strategy
5.1. Marketing Strategy

Marketing Strategy – Market Stimulation Strategy
Matrix for evaluation of the price/performance strategy
Performance
low
highIV: Advantage
strategy
III: Price /
Amount strategy
II: Preference strategy
On Pillars slide 97-104
I: Over reaching strategy
low
Price
high
„Stuck-in-the-Middle“
Security
distance
Outpacing strategy
Outpacing
strategy
Novo
Lilly
Exir
Sanofi

Marketing Strategy – Competition Strategy (Porter)
Matrix for the determination of the basic competition strategy
Strategy of
quality leadership
• performance/quality of Humalog
• Uniqueness in Diabete
Strategy of selective
quality leadership
• specific need : Low specific rate
• relatively price-inelastic
Strategy of aggressive
cost leadership
• price/costs : our price is high
for this strategy
• standard product
Strategy of selective
cost leadership
• limited need : Unlimited need
• price elastic
Competitive advantage
Performance advantage Cost advantage
Sub-marketOverallmarket
Degreeofcompetition

Marketing Strategy – Growth Strategy (Ansoff)
Product/market matrix to determine growth strategy according to Igor Ansoff
Existing
New
Existing
Market penetration
New
Indication use
development
In unmet field
Product
Market
Market development Diversification
 In product development growth
strategy, Humalog® & HumalogMIX
®are introduced into Anti Diabetic
markets. Product development can
differ from the introduction of a
new product in an existing market or
it can involve the modification of an
existing product. By modifying the
product one would probably change
its outlook or presentation, increase
the products performance or
quality. By doing so, it can appeal
more to the already existing market.
A good example is day launched
products in past 3 years in oncology
field.

Marketing Strategy – Promotion Strategy
Strategies according to individualization degree of Humalog® & Humalog MIX ® and Patient relation
Mass-marketing
standardized
market development
Relationship marketing
individualization of
customer relationship
Customized marketing
individualization
of product
Individual marketing
Individualizatin and Micro Segmentation
market development according Ansof
Level of individualization of a product
Individualization degree
of customer relationship
low high
low
high

The Day Holding brand 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:
CONFIDENTIAL – INTERNAL USE ONLY

Humalog®: Issues, Objectives, Imperatives
Strategic Issue
Strategic
Imperative
Strategic
Objective
Strategic priorities
priority
(1)
priority
(2)
How do we secure continued volume market share
leadership with increasing competitive pressure?
Humalog ® volume
SOG > MS% in top 10
Humalog ® markets
Strengthen Humalog ® launch as the preferred bolus insulin by re-
enforcing specialists belief that Humalog ® is the gold standard bolus
insulin in T1 and T2
How do we increase the value of a rapid acting
insulin, for Eli LILLY and the patient?
Mealtime insulin( MI)/human insulin(HI ) Rapid Acting
Insulin penetration 25%*
Device/vial RAI penetration 26%**
Leverage the full value and benefits of the Humalog ®
patient offering
by launching Humalog ® and promoting the evidence
of Humalog ® + device superiority vs. HI & vials
* Humalog ® vol. share (%) of total rapid acting vol. sales ≥30% by dec. 2019
** Humalog ® device vol. share (%) of total Novo Rapid® and Apidra® vol. sales ≥ 26% by dec. 2019

Humalog®
Strategic
Imperative
Strategic Action
1. Core campaign re-enforcing physicians on why Humalog® is
the Gold Standard bolus insulin
2. Establish a new Gold Standard basal–bolus BB treatment
with Humalog®®
3. Optimise promotional effort for Humalog®® during Humalog
MIX® dosage launch period
4. Increase SOV in the medical community to mitigate
competitor investments
5. Strengthen brand leadership position in Pediatric Segment
(create “halo effect”* in Type 1)
1. Ensure that Humalog® Kwikpen® and other device launches
drives differentiation versus competitors
2. Leverage all existing evidence of Humalog® + device
superiority vs. HI and vials
3. Q1D Self-titration Algorithm with Humalog® KwikPen®
Strengthen Humalog® leadership as the preferred bolus
insulin by re-enforcing specialists belief that Humalog® is
the gold standard bolus insulin in T1 and T2
Leverage the full value and benefits of the Humalog®
patient offering by launching Humalog® KwikPen®
and promoting the evidence of Humalog® KwikPen®
® + device superiority vs. HI & vials
*The halo effect is a cognitive bias in which an observer's overall impression of a brand influences the observer's feelings and thoughts about that entity's character or properties

Affiliate Brand Plan Templates 2013-14
Humalog® KwikPen® key risks and mitigation strategies
Business impact
Minor – minor impact
Moderate – value
destruction
(10-25%)
Major – significant value
destruction
(25-50%)
High - >50% value
destruction,
potential
showstopper
Probability
Unlikely – less than 10%
Possible - 10-25%
Likely – 25-50%
Very likely– more than 50%
Strategic Imperatives Risks
Contingency/Mitigation
strategies
Strengthen Humalog® KwikPen® launch as
the preferred bolus insulin by re-enforcing
specialists belief that Humalog® KwikPen®
is the gold standard bolus insulin in T1 and
T2
1. Resistance of current bolus
user
Remind the hypo RISK with Bolus
Leverage the full value and benefits of the
Humalog® patient offering by launching
KwikPen® and promoting the evidence of
Humalog® + device superiority vs. Human
Insulins (HI) & vials
2. Training complication • Accurate dosage adjustment
• No need to have dosage adjustment
aid
Very likely
>50%
Moderate
10-25%
Major
(25-50%)
Minor
0-10%
Critical
(>50%)
Unlikely 0-
10%
Possible 10-
25%
Likely 25-
50%
Likelihood
Impact(0-3yrs
shortterm)
1
2

Strategic Issue
Strategic
Imperative
Strategic
Objective
1. Achieve a iran premix MS of 20% by end of 2019 by
maintaining MS in premix start markets.
2. Drive Humalog MIX® analogue MS% according to AB
Communicate compelling rationale for HCPs to defend their
Humalog MIX® choice over basal and NovoMIX (efficacy,
long-term simplicity, postprandial glucose (PPG), device)
1. 3% increase per year in Humalog MIX® penetration
of total premix segment while achieving
HumalogMIX® volume targets
Increase HCP awareness of how Humalog MIX® can fulfil
the un-met need in real life settings (beyond randomized
controlled trials RCTs) via the patient perspective of
hypo, convenience and device to overcome pricing/value
perception
How do we establish Humalog MIX® superiority and
strengthen loyalty to the brand/company to limit basal
penetration and strengthen Humalog MIX® leadership
within premix analogue segment?
How do we increase the perceived value of
HumalogMIX® benefits vs Biphasic Human Insulin(BHI) to
increase capture of start and overcome conversion
inertia?
Priority
(2)
Priority
(1)
Driving volume market share
Win start in premix start marketsIncrease Humalog MIX penetration of total premix segment
Commercial objective: Double blockbuster by end of 2019 and reach 30% of total premix value by end 2019*
* Based on CPT value 2016

Drive increased perceived benefits of Humalog MIX® over BHI, with a focus on
hypoglycemia, plus strengthening rationale for premix loyalty
Strategic
Imperative
Strategic Action 1. Launch patient centred brand story targeting HCPs and
simplify the value story in order for them to re-evaluate
cost effectiveness
2. Drive education and awareness regarding hypo frequency
and psychosocial aspects with BHI in T2 diabetes
3. Leverage devices as a patient communication channel /HCP
differentiator to drive upgrade
4. Increase the level of positive endorsement from patient
organizations
5. Increase market access via strengthened value story
targeting payers
1. Increase impact of promotion via:
• New visual identity and message story-flow (Long
term efficacy and simplicity vs glargine +/-
glulisine)
• Device (e.g. KwikPen ) and LILLY reputation
• Effective targeting of HCPs according to current Rx
habit and competition
2. Leverage new clinical data to reaffirm premix start & stay
choice (e.g. A1chieve, IDF guidelines, Simplemix, Easymix)
3. Drive value of targeting PPG when making Rx decisions (IDF
guideline, Asian PPG needs , cardiovascular disease CVD
and long term complications)
4. Strengthen KOL advocacy for premix via efficacy,
postprandial glucose PPG needs, long term simplicity
Increase HCP awareness of how Humalog MIX® can fulfil
the un-met need in real life settings (beyond RCTs) via the
patient perspective of hypo, convenience and device to
overcome pricing/value perception
Communicate compelling rationale for HCPs to defend
their Humalog MIX® choice over basal and Novomix
(efficacy, long-term simplicity, PPG, device)

Humalog MIX® key risks and mitigation strategies
Affiliate Brand Plan Templates 2013-14
Business impact
Minor – minor impact
Moderate – value
destruction
(10-25%)
Major – significant value
destruction
(25-50%)
High - >50% value
destruction,
potential
showstopper
Probability
Unlikely – less than 10%
Possible - 10-25%
Likely – 25-50%
Very likely– more than 50%
Strategic Imperatives Risks
Contingency/Mitigation
strategies
Increase HCP awareness of how Humalog MIX® can fulfil the
un-met need in real life settings (beyond RCTs) via the patient
perspective of hypo, convenience and device to overcome
pricing/value perception
1. Obstacles to
differentiate Humalog
MIX vs Novo MIX
• Remind the different dose of Humalog
Mix to have better adjustment
Communicate compelling rationale for HCPs to defend their
Humalog MIX® choice over basal and NovoMIX ®(efficacy, long-
term simplicity, PPG, device)
2. To having re
Adjustment again for
NOVOMIX
• We make treatment algorithm simple
Very likely
>50%
Moderate
10-25%
Major
(25-50%)
Minor
0-10%
Critical
(>50%)
Unlikely 0-
10%
Possible 10-
25%
Likely 25-
50%
Likelihood
Impact(0-3yrs
shortterm)
1
2

LILLY Diabetes - Strategic Issues
Strategic Issue
Strategic
Imperative
Strategic
Objective
How do we ensure maximum
impact of LILLY diabetes
initiatives, ultimately benefiting
people with diabetes
Activate stakeholders to
make informed decisions
to improve diabetes care
80% of top 15 affiliates have
executed Lilly Diabetes plans
that meet the global impact
criteria by 2019
Iran impact criteria
• Focus on 1-2 key areas in the Rule of Halves where the
biggest opportunities for Lilly and key partners are for
addressing unmet needs(The area which NOVO didn’t
presence ) .
• Ensure general focus on improving patient outcomes .
• Individual plans should include how activities aim at
creating shared value in relation to patients, society and
Novo Nordisk business .
CONFIDENTIAL – INTERNAL USE ONLY

Lilly Diabetes - Strategic Actions
Strategic
Imperative
Strategic Action
Activate stakeholders to make informed
decisions to improve diabetes care
1. Drive measurement of patient outcomes
2. Drive improvement of care by comparing
regions within provinces
3. Understand barriers to overcome patient
medical and psychosocial unmet needs
4. Drive transparency around cost implications
of not addressing unmet needs
5. Enhanced integration of Lilly Diabetes®
programmes
6. Identify and initiate partnerships with key
policy/payor stakeholders

National tactics overview according to rule of halves*
Ensure early,
effective
treatment
Ensure people
treated achieve
targets
Create awareness of
the pandemic and
the need to prevent
Ensure early
diagnosis
Ensure optimal
outcomes long
term for people
with diabetes
10% 15% 50% 15% 10%
Tactics:
• Alignes with MOH Strategy
• Mass Media
• Prevention training
Tactics:
• Mass Media
• Prevention trainig
• HCP training
Tactics:
• Patient Centeric
• Free of charge pens
• Lilly Diabetes Campaign
Tactics:
• Education
• Diabetes Gatheing
• Life style enhancment
Tactics:
• Education
• Diabetes Gatheing
• Life style enhancment
* Guidance to affiliates: 75% of Day assigned weighting is come from 1-2 focus areas of the Rule of Halves
Overall
Weight
9,000,000
4,500,000
2,600,000
1,000,000
500,000

Marketing Strategy – Summary
Summary of the basic marketing strategy
Where? When?How?
In which market is the
DAY HOLDING active?
When will the Day
become active on
the market?
What is the central
orientation of the
marketing strategy?
Concentration of Day's
activities on particularly attractive and
promising Anti Diabetic markets especially :
Age : 4-20 & >60
Source : Human Insulin
Place : 9 Major Provience
Conscious selection of markets
and definition of future strategies with long-
term orientation and obtaining our
commitment for forecasts
Jan 2016 is the determination of market entry
time in compliance of the previous
development and S & M effort and
Registration Process date

Marketing Strategy – Marketing Mix (4P‘s)
Components and measures of the marketing mix in 2015
Product policy Price policy Communication policy Distribution policy
 Gold standard treatment in
Basal Humalog Mix and
Bolus:Rapid
 Different Dosage By HM
 Quality of Eli Lilly
 Humalog® & Humalog MiX® in
Pen
 Sales & Marketing Effort
 Price vs value is affordable
 Price deductions compare with
Turkey an EU
 Delivery conditions: Fixed
Pricing
 Payment conditions : 3 Months
payment term by distributor
 Media advertisement : Pharmacy
LED,Publication
 Sales promotion
 Direct marketing: F2F visit
 Public relations:patient Centeric
 Sponsoring :Endocinologist Assocciation
 Congress:Nation/International
 Migiration of self mix to HM
 Focous on BASAL
 DDO Distribution systems to
where competitors are weak
 Sales organs in proviences
 Logistic systems cover 90%
coverage
Marketing mix
Sub-markets and customer groups of Potentioal Bolus /BB/ Basal Market

Marketing Mix (4Ps) – Objectives
1. Revolutionary Device benefit Vs Vial
2. Efficious with Lowest HYPO rate
3. Safe active substance to have lowest side effects By Lilly
4. Patient friendly administration : Ease of use
5. Innovative disese treatment idea : Predictibility of Humalog
6. Simple algorithm
1. Pricing objectives : no Meet competitions,build image satisify 8-10 cluster,
2. Customer Demand : elasticity of demand is medium
3. Comperitor pricing : Generic Human insulin is very cheap for 8-10 cluster
1. Physical Distribution in segmented city
2. Warehousing in DDO
3. Agility in distribution
4. Selected pharmacies according ENDO segments
1. Promotional Objective : inform,persuade,prescribing desicion
2. Advertising :Efficious with safty profile of Humalog
3. Personal Selling :uncovering patient needs,Product detailing ,maintain
relationship ,transferring messeges to target groups
4. Public relation : Press relation,Events,Speeches by advocates
5. Sales promotion :premium incentive ,promotion fulfillment ,Multichannel

Marketing Mix (4Ps) – Extended Marketing Mix
PriceProduct
Place
Promotion
Physical
Environment
Process People
1. 9 Major targeted Proviences
1. Attraction : Day Shuttel for Medrep transport
2. Longterm relation : KOL multichannel sales
3. Influence perception :web support patent
centeric
4. Differentitor Medreps by E detail aiding and
Uniforms
1. Promotional Objective : inform,persuade,prescribing
desicion
2. Advertising :Efficious with highest remission rate
3. Personal Selling :uncovering patient needs,Product
detailing ,maintain relation ship ,transferring messeges
4. Public relation : Press relation,Events,Speeches
5. Sales promotion :premium incentive ,promotion
fulfillment ,Multichannel
1. Humalog® Indication Diabete
2. Superrior long acting Vs NOVORapid
3. Efficasy Supperiority
4. Ease of use
1. Especially relevant to service Anti Diabetic Therapeutic area Anti Diabetic Business Unit
1. Pricing objectives : no Meet competitions,build imag e
,satisify 8-10 cluster
2. Value Based Pricing
3. Customer Demand : elasticity of demand is medium
4. Comperitor pricing : Human Insulin is very cheap for 6-8
cluster

Marketing Mix (4Ps) – Budget
Classical and new instruments
2%
2% 1%
2%
2%
2%
88%
Product policy
„product“
Equipment policy
„physical facilities“
Communication policy
„promotion“
Personnel policy
„personnel“
Distribution policy
„place“
Price policy
„price“
Process policy
„process“
Classical instruments
New instruments

Product – Product Mix
Evaluation of product lines concerning length, depth and consistency In Anti Diabetic market in iran
10
0
5
Consistency
Relatedness of products
within the category
10
5
0
Depth
Subcategories of
product line
Length
Number of products
in one product line
NOVO
SANOFI
EXIR
LILLY
SANOFI : 1 product line
EXIR : 3 product line
LILLY : 2 product Line
NOVO : 2 Product Line
SANOFI : NO variation
EXIR : No variation
LILLY : 2 variation
NOVO : No variation
SANOFI : NO closely related product
EXIR : No closely related product
LILLY : 2 closely related product
NOVO : No closely related product

Product – Strengths & Weaknesses
Analysis of products’ strengths & weaknesses in Iran Market
Product Strengths Weaknesses
Humalog®
 No Vial No syringe
 Immediately with meal
 No Diet
 Most Predictable
 Used only by Meal must be add to another insulin
Humalog MIX®
 Less hypo
 Just One insulin
 Better controlling of glucose
 Less Injection
 2 dosage
 No carb counting
 Control both FBG and PPG
 Restricted Diet
 Low flexibility
Novo Rapid®
 No Diet
 Used only by Meal must be add to another insulin
NovologMIX®
 Less hypo
 Just One insulin
 Better controlling of glucose
 Less Injection
 No carb counting
 Restricted Diet
 Dose adjustment
 Low flexibility
Human Insulin
 Low price
 Tight control
 Flexibility
 Control the FBG
 Less predictable
 More injection
 Carbohydrate counting
 Vial No syringe

Product – Product Life Cycle
Product life cycle displaying sales, profit and loss zones in the course of time in separate phases
Description
 Regular Insulin growth
rate is showing saturation
in market with local
producer dominance
 Lantus seeing early
decline but its because of
availability shortage.
 NOVO MIX is still growing
Introduction
Salesandprofit
Development Growth Maturity Saturation Degeneration Elimination
NOVOMIX
Lantus
Lansulin
Humalog
NOVORAPID
Humalog MIX

Factors which define a Patient’ brand experience (according to J. Brakus)
Sensory
 LILLY Logo
 Patient Pen box (promotional)
Affective
Cognitive affects, including curiosity, interest,
and intrigue, function to educate the
Patients through exploration of the Humalog®
and Humalog MIX®.
Intellectual
 via social media channels, blogs, promotions,
cultural events, sweepstakes
Behavioral
 Anti Diabetic Campaign which invite
patients to interact, move, or use the
product in a certain way
Branding efforts should be global

Patient contact with the Humalog®
Website
Print products
TV
Efficacy
Leverage Current successful experience
Humalog
Education
Sensorial experience
Stimulation of senses
colors
Manufacturer
Advertising
Social Networks
Side effects
Function
Design
Experience
Identity
Testimonials/
Brand Ambassadors
Pharmacy
Availibility
Shapes
Scientific Support
Warranty
Press Releases
Presentations
Interactivity
Direct marketing

Product – Four Codes of Brand Communication
Communication model implying that there are three more codes
next to language responsible for concrete meaning in All medicine products
Meaning
Language
Style
Rhetoric
Wording
History
Tell stories of Anti Diabetic
Show episodes
Symbols
Protagonists
Figures
Places of action
Sensorics
Sensorial experience
Stimulation of senses
Noises / colors
Shapes / haptics

Product – Requirements for a Brand
1 Brand name/ marking
Product design
Packaging
Trademark
2 Brand protection
Humalog®in relation to Humalog Mix ®
3 Distinctiveness
Difference in performance compared
with competitive offerings superiority
4 Standards
Standardized Quality
Consistently high Qualityof Humalog
Brand
5 Price stability
Value Base Pricing
6 Availability
Availability and
distribution is the main strategy
7 Publicity
Perception & recognition of Humalogon
market through advertising
Criteria and characteristics of a brand

Product – Corporate Identity
Detailed presentation of the three activities of a Eli Lilly, aligned upon a Eli Lilly philosophy
Internal and external
corporate communication:
press releases, ads, posters, TV spots, staff
newspaper, customer magazine, website,
banners, Open house, Day celebration, trade
show appearance, packing design
Appearance:
Behavior from inside to outside:
to employees

Product – Humalog®Dimensions
QualityBrand
Efficacy
Less HYPOONE INSULIN
ONE LIFE
PEN ease of useBetter Outcome
AvailabilityPrice
Education
& Training
Made By LILY
Administration
OnLine
Consultancy
Humalog®
Actual Product
Patients benefit
Humalog® Affordability

Product – Norm Strategies (McKinsey/GE)
Matrix of norm strategies (threefold division of axis )
Relative competitive advantages
Marketattractiveness
High
Medium
Low
Investment or retreat Investment
Keep
market leadership 2019
Absorption and
gradual divestment
Transition Growth 2017
Divestment
Absorption and gradual
divestment
Absorption 2016
Low Medium High

Price − Price Policy Objectives
Comparison of possible pricing policy objectives
Development of new
markets or market niches
Increase and recovery
of market Shares
Improvement of
profit situation
Improvement of
revenue situation
Eliminate or discourage competitors
!
Create image for Humalog®Image

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 Humalog® &
Humalog Mix ®correspond
exactly to the patient value.
highlowPricelevel
highlow Service/Performance
(patient value)
High price strategies
Value oriented price
strategies
Low price strategies
Humalog®
IMPORTED HI
Local HI
NOVO RAPID®
Humalog MIX®
NOVO MIX®
Lantus®

Price − Pricing Techniques
Price development in the course of time
Time
Price
Absorption strategy (skimming- price- strategy )
Premium price- strategy
Low price- strategy (promotion price- strategy )
„Follow- the- free“- strategy
Penetration strategy
Introduction
2016
Milestone
2017
2018
2019
6.1€
6€
6.2€

Price Analysis
NOVOMIX
LANTUS
NOVORAPID
VITASULIN
0.00
5.00
10.00
15.00
20.00
25.00
30.00
(500,000) - 500,000 1,000,000 1,500,000 2,000,000 2,500,000 3,000,000
Price
(Euro)
Sales Volume
LANTUS
Human Insulin
6-5€ the CPT price of Analog in Iran

Price − END USER 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 goals
Goals and actions of Day Holding public relations
CONVINCE
Attracting new
prescriber
Increase
Humalog®brand
recognition
Primary
tasks
Secondary
tasks
INFORM REMINDGoals
Lead
generation
Attend to loyal
Prescriber
Sales
Marketing
Humalog®
differentiation
Stabilize
sales
Influence
decision-makers
To Prescribe

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
endocrinologist
Event
Congress
Product
Placement
Promotion
Direct
Marketing
Advisory Board
Journal Club ENDOOnline
Marketing
Pharmacy AD
High frequency Medium frequency Low frequency
Lecture Tours

Multichannel sales
THE Innovator Endocrinologist engagement model
360-Degree Multichannel approach for endocrinologist s
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™
Endocrinologist
s
DAY salesforce

Start
@
@
A segment of
endocrinologist are
invited to register for a
satellite symposium
Inform rep of their
invited targeted
endocrinologist 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 endocrinologist Register
?
Reminder endocrinologist 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
endocrinologist
Register ?
Yes
Yes
Kol meeting

Strategy Message Objectives
Innovator
Early
Adaptor
Early
Majority
Late
majority
S1 1. Evaluation of Humalog and Humalog MIX® Vs HI
S1 2. significantly fewer Hypo RISK than Human Insulin's
S1/S2 3.Cost Benefit
S4 4.Leverage the previous use of Humalog among group (EU , Turkey , USA)
S1 5.Allways Available for patients
S3 6. Humalog Mix in Basal stage of Diabetes
S1/S2 8.Humalog MIX better result vs Orals
S4 9. Humalog patients will stay longer to the treatment & more likely to adherence
S1 10.Encorage physician to start with Humalog MIX instead of Basal
S3 11.Lets Beat A1C record
S1 12.As long as we don’t start Premix were gonna be dizzy
S1 13.Eli Lilly : A highly Committer partner in Diabetes experienced one
S4 14.Generic lispro is not Humalog
S1 15.Human Insulin lead to poor life style

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 endocrinologist , Internist First Year 150mt
Publication (journal Ad)
Sepid/Salamat/Diabetes
journal/Akhbar Pezeshki
INFORM-CONVINCE 201K ,(1000 Professional /200 K
patients)
Quarterly 20mt
Print Brochure
( Promotional material)
Humalog and Humalog MIX
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
Endocrinologist Congress
Internist 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

Promotion – Dimensions of the Media Strategy
50 % reach to target group
8 Types of Media
endocrinologist A ( 50 times per year with Events And Media )
endocrinologist B ( 40 time per year with Events And Media )
Internist A ( 20 times per year with Events And Media )
Internist B ( 20 times per year with Events And Media )
10 Minutes Message
story
Multi Channel
White Space
Advertising agency
Direct Marketing
26 K total Contact
Range
Contacts
Intensity
Repetition
Dominance
Impact
Frequency of Media exposing

5. Strategy
5.5. Distribution (Place)

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 yazd
 Day Darou Omid
 Capillary distribution
 500
B
Regional Strategy A
 Tehran-Qazvin-Zanjan-Rasht
 Day Darou Omid
 Darou Pakhsh
1500pharmacy
A
Regional Strategy B
 Esfehan-Shiraz-
Boshehr,Yazd
 Day Darou Omid
 Capillary ditribution
 800
B
Regional Strategy B
 Tabriz ,AZSH,AZGHA
 Day Darou Omid
 800 pharmacies
E
E
A
B
A
C
D
B
B

Distribution – National Strategies
 Organizational Base
1. Delivery Speed
2. Delivery frequency
3. Customer satisifaction
4. Resources capabilites
 Market Base
1. Density
2. Geoghraphy
3. Clustering
4. Size
 Prodcut base
1. Life saving
2. Shelf life
3. Storage
4. Packaging complexity
 Enviroment base
1. Competeation
B A
D,E C
low high
Differentiation advantage
highlow
Integrationadvantage
Distributing Channel Strategy Selection Factors of Day

Distribution – Distribution Channels
1. Eli Lilly
2. Day Darou Omid
Warehouse
3. Pharmacy
4. Patient
Production
Distribution ware
House
Pharmacies
patients
 .
Local Distribution
warehouse

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