Mariana | Phone number: 55 (21) 4009-0276 | E-mail: mariana@profarma.com.br
Address: Av. Presidente Vargas, 817 - 5th floor, Centro, Rio de Janeiro - RJ, 20071-907
Profarma will hold its next earnings conference call on May 15th at 11:00 am BRT. The dial-in
information will be available on the Company's website 1 week prior to the call.
The Company will also hold its Annual Shareholders' Meeting on April 30th at 2:00 pm at its
headquarters.
Please let me know if you need any other information. I'm always available to
Profarma Casa Saba Brasil Acquisiton Conference Call Profarma
1. Profarma is a new company entering the pharmaceutical distribution market in Brazil with a focus on long-term growth.
2. Profarma's growth strategy relies on three pillars: regional expansion, entering new business segments like hospitals and specialties, and selective acquisitions.
3. Profarma has a proven track record of successful organic growth, entering new regions and segments, and integrating acquisitions to diversify and strengthen its position in the market.
Profarma Casa Saba Brasil Acquisiton Conference Call 2Profarma
1. Profarma is a new company entering the pharmaceutical distribution market in Brazil with a focus on long-term growth.
2. Profarma's growth strategy relies on three pillars: regional expansion, entering new business segments like hospitals and specialties, and selective acquisitions.
3. Profarma has a history of successfully implementing its strategy through organic growth, new product lines, and acquisitions, with revenues growing at a compound annual rate of 9-12% since 2003.
Pfizer is undergoing a transformation to become a more focused and entrepreneurial global health care company. Key achievements in 2008 include donating 145 million doses of antibiotics to fight trachoma, $5.3 billion in animal health product sales, and being the #1 pharmaceutical company in prescription drug sales. Pfizer and Wyeth have agreed to merge, creating a company that will lead in nearly all dimensions of human and animal medicines. The Chairman discusses commitments made in 2008 to hold revenues steady despite losses of exclusivity, reduce costs by $1.5-2 billion, achieve adjusted EPS of $2.35 per share, and improve R&D productivity. All commitments were met or exceeded. The merger with Wyeth will position
This document provides a summary of Elliott Sigal's presentation at the 2008 JP Morgan Healthcare Conference on Bristol-Myers Squibb's research and development strategy and pipeline. Sigal discusses BMS's evolution towards a next generation biopharma model focused on an innovative portfolio, selectively integrated business models, and continuous improvement. The presentation highlights BMS's productive pipeline, including recent drug approvals. Sigal also provides updates on key pipeline programs in oncology, transplantation, and diabetes.
Our presentation for Pharma Sector.
Problem statement: You are Pfizer and your major blockbuster drug, Lipitor ($12 bn in sales in 2008, ~20% of your total revenue), is going off-patent in 2011. A decline in the sales of Lipitor is inevitable and you are looking to make a major move into emerging economies where growth in pharma sales is the highest. How would you go about doing this?
Gsb 621 Return Driven Execution Presentation On Johnson & Johnson And Abb...wunder26kj
The document provides information on Johnson & Johnson (J&J) and Abbott Laboratories' strategies for growth and productivity. It compares their strengths and weaknesses in executing a return-driven strategy across various tenets like commitment to shareholders, fulfilling customer needs through innovation, and supporting initiatives through strategic partnerships. Both companies aim to grow through strategic acquisitions, investments in R&D and emerging markets, and increasing market share of key products like J&J's pharmaceuticals and Abbott's Humira drug.
Corporate Venture Capital at DSM - Erik Rutten DSM Venturing Stanford Feb909Burton Lee
DSM is a global life sciences and materials sciences company with 23,000 employees across 200 locations. In 2007, DSM had over €8 billion in total revenue across its nutrition, pharma, performance materials, polymer intermediates, and base chemicals and materials divisions. The DSM Venturing team invests in early-stage companies strategically aligned with DSM's knowledge base and business areas. Investments are evaluated based on strategic fit and venture capital criteria like business viability, return potential, and exit opportunities beyond being acquired by DSM. Current strategic search areas for investment include performance materials, biomedical materials, industrial biotech, and various life science and pharma areas. DSM Venturing typically invests between €0
Profarma Casa Saba Brasil Acquisiton Conference Call Profarma
1. Profarma is a new company entering the pharmaceutical distribution market in Brazil with a focus on long-term growth.
2. Profarma's growth strategy relies on three pillars: regional expansion, entering new business segments like hospitals and specialties, and selective acquisitions.
3. Profarma has a proven track record of successful organic growth, entering new regions and segments, and integrating acquisitions to diversify and strengthen its position in the market.
Profarma Casa Saba Brasil Acquisiton Conference Call 2Profarma
1. Profarma is a new company entering the pharmaceutical distribution market in Brazil with a focus on long-term growth.
2. Profarma's growth strategy relies on three pillars: regional expansion, entering new business segments like hospitals and specialties, and selective acquisitions.
3. Profarma has a history of successfully implementing its strategy through organic growth, new product lines, and acquisitions, with revenues growing at a compound annual rate of 9-12% since 2003.
Pfizer is undergoing a transformation to become a more focused and entrepreneurial global health care company. Key achievements in 2008 include donating 145 million doses of antibiotics to fight trachoma, $5.3 billion in animal health product sales, and being the #1 pharmaceutical company in prescription drug sales. Pfizer and Wyeth have agreed to merge, creating a company that will lead in nearly all dimensions of human and animal medicines. The Chairman discusses commitments made in 2008 to hold revenues steady despite losses of exclusivity, reduce costs by $1.5-2 billion, achieve adjusted EPS of $2.35 per share, and improve R&D productivity. All commitments were met or exceeded. The merger with Wyeth will position
This document provides a summary of Elliott Sigal's presentation at the 2008 JP Morgan Healthcare Conference on Bristol-Myers Squibb's research and development strategy and pipeline. Sigal discusses BMS's evolution towards a next generation biopharma model focused on an innovative portfolio, selectively integrated business models, and continuous improvement. The presentation highlights BMS's productive pipeline, including recent drug approvals. Sigal also provides updates on key pipeline programs in oncology, transplantation, and diabetes.
Our presentation for Pharma Sector.
Problem statement: You are Pfizer and your major blockbuster drug, Lipitor ($12 bn in sales in 2008, ~20% of your total revenue), is going off-patent in 2011. A decline in the sales of Lipitor is inevitable and you are looking to make a major move into emerging economies where growth in pharma sales is the highest. How would you go about doing this?
Gsb 621 Return Driven Execution Presentation On Johnson & Johnson And Abb...wunder26kj
The document provides information on Johnson & Johnson (J&J) and Abbott Laboratories' strategies for growth and productivity. It compares their strengths and weaknesses in executing a return-driven strategy across various tenets like commitment to shareholders, fulfilling customer needs through innovation, and supporting initiatives through strategic partnerships. Both companies aim to grow through strategic acquisitions, investments in R&D and emerging markets, and increasing market share of key products like J&J's pharmaceuticals and Abbott's Humira drug.
Corporate Venture Capital at DSM - Erik Rutten DSM Venturing Stanford Feb909Burton Lee
DSM is a global life sciences and materials sciences company with 23,000 employees across 200 locations. In 2007, DSM had over €8 billion in total revenue across its nutrition, pharma, performance materials, polymer intermediates, and base chemicals and materials divisions. The DSM Venturing team invests in early-stage companies strategically aligned with DSM's knowledge base and business areas. Investments are evaluated based on strategic fit and venture capital criteria like business viability, return potential, and exit opportunities beyond being acquired by DSM. Current strategic search areas for investment include performance materials, biomedical materials, industrial biotech, and various life science and pharma areas. DSM Venturing typically invests between €0
Model Portfolio 5 diversifies across global asset classes. It allocates 15% each to the S&P 500 Index, US Small Cap Index, US Large Value Index, Targeted Value Index, International Value Index, and International Small Cap Index. By investing in these indexes, the portfolio achieves global diversification across size, value, and geographic factors. This diversification results in an annualized compound return of 10.23% and standard deviation of 11.81% for the period from 1973 to 2010.
This document discusses Celanese Corporation's use of non-GAAP financial measures and provides an overview of its business segments. It notes that Celanese uses measures like operating EBITDA, adjusted earnings per share, and adjusted free cash flow to measure performance and provide guidance. It then summarizes Celanese's businesses, noting that it has globally balanced integrated businesses focused on specialty products like consumer and industrial specialties that provide more resilient earnings. Finally, it discusses strategies like reducing costs to improve performance in 2009 during challenging market conditions.
The document provides an overview of Neenah Paper, Inc. (NP) which has two business segments: Technical Products and Fine Paper. Technical Products produces specialty and performance-based products for filtration, industrial backings, and labels. Fine Paper produces premium textured and colored papers for print communications, packaging, and crafting. NP pursues growth through leading niche markets, increasing portfolio diversification, and delivering consistent returns. Key investment drivers include leading market positions, pricing power, a recent brand acquisition providing growth, and strong cash flow generation.
The document discusses developing a marketing strategy for a new "natural" line of Pantene conditioners. It identifies the prime prospect as women aged 40-50 seeking confidence through natural beauty products. The strategy focuses on positioning the new line against competitor Timotei in the natural product segment. It proposes a distribution strategy in supermarkets, discounters, and chemical stores along with promotional pricing and in-store merchandising tactics to target the prime prospect and increase Pantene's market share in the growing natural hair care category.
The document provides an investor presentation for Biocon, an emerging global biopharmaceutical company. In 3 sentences:
Biocon has a portfolio approach across small molecules, biosimilars, branded formulations and novel molecules. It has strategic partnerships for commercialization and research. Financial highlights showed steady revenue and profit growth over 2008-2011, with revenues reaching $402 million and net profit of $74 million in fiscal year 2011.
The document provides an overview of Biocon's business including:
1) Biocon is an emerging global biopharmaceutical company focused on developing affordable therapies for chronic diseases like diabetes and cancer.
2) In FY2012, Biocon saw 16% revenue growth and a 27% EBITDA margin, initiated several clinical trials, and formed new strategic partnerships.
3) Biocon has a diversified portfolio spanning small molecules, branded formulations, biosimilars, and research services.
The document outlines the strategy, goals, SWOT analysis, and key decisions around production, purchasing, marketing, and finance for a company over 4 periods. It details the production and sales forecasts, pricing and market share targets for different products. Several errors are noted in the decisions for period 3 that impacted profits and inventory levels.
Orexo is a pharmaceutical company with two main platforms in drug delivery and discovery. It has launched two products in the last 12 months - Abstral for breakthrough cancer pain in Europe and Edluar for insomnia in the US. It has a strong pipeline and revenue-generating partnerships. Its goal is to become a profitable specialty pharmaceutical company through innovative new products, partnerships, and expanding sales activities.
The document discusses factors that influence external competitiveness in determining pay levels, including labor market factors, product market factors, and organizational factors. It outlines different pay policy alternatives for setting pay levels and pay mixes relative to competitors, and the potential consequences of those policies for controlling costs, attracting employees, and other objectives. The purpose is to help managers make conscious decisions about pay levels and mixes based on their competitive environment and objectives.
This document provides information about OTC and biosimilar products from various companies. It features the company Geiser Pharma which develops both generic and OTC products for out-licensing. The supplement also lists OTC product profiles from Geiser Pharma including stick packs, lozenges, laxatives and medical devices for conditions like cough, heartburn, sore throat, constipation and ear issues. Contact information is provided to obtain more details on product dossiers and technical services.
This document discusses Celanese Corporation and provides non-GAAP financial measures. It defines operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It states that Celanese is a leading global producer of chemicals and advanced materials with a geographically balanced global presence and diversified end market exposure. The document also provides an overview of Celanese's integrated businesses aligned to accelerate growth.
The document provides a sample market segmentation analysis for a fictional company that sells helpdesk software. It segments the market based on company size and geography. It then ranks each segment based on various factors and calculates an overall segment score. The segment with the highest score is Australia Corporate, followed by North America Corporate and Small Business. This high-level summary outlines the key aspects and results of the sample market segmentation analysis.
This document discusses Celanese Corporation's use of non-GAAP financial measures and forward-looking statements in company presentations. It provides definitions and explanations for key performance metrics used by Celanese, such as operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It also notes that Celanese is unable to reconcile forecasts for these non-GAAP measures to GAAP measures. The document aims to explain these non-GAAP measures to investors and how management uses them for planning, budgeting, and evaluating financial and operating results.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove a disruptive concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
Blue ocean strategy pp education (short version)Joseph Hudson
This document provides an overview of blue ocean strategy (BOS) and how to develop a BOS. It discusses key principles of BOS including reconstructing market boundaries, focusing on value innovation rather than competition, and getting the strategic sequence right. The document outlines tools for analyzing the current market situation, identifying new opportunities, and addressing barriers to implementing a new strategy. The overall goal of BOS is to create new demand by shifting focus from competitors to value creation for customers.
The document discusses emerging business and operational models in the pharmaceutical industry driven by factors like increased regulations, price pressures, and patent expirations. It summarizes that the industry is moving away from traditional blockbuster models towards strategies like cost management, emerging market expansion, and customer value management. Project management is playing a key role in balancing risks, simplifying structures, leveraging technology, and managing adaptive flexibility across the pharmaceutical value chain.
Company Overview - Sharon Bio-Medicine Ltd.suchitramestry
This document provides an overview of Sharon Bio Medicine Ltd., an integrated pharmaceutical company involved in research, manufacturing, and packaging of pharmaceuticals. It discusses the company's vision, mission, facilities, certifications, management team, history and growth. The key points are:
1) Sharon aims to be a reliable and efficient manufacturer known for production excellence globally.
2) It has operations across India with facilities approved by various health authorities and engages in research, API and formulation development, manufacturing and packaging.
3) The company has grown over the years through strategic investments and expansion of facilities and capabilities.
Ge mc kinsey matrix powerpoint presentation slides ppt templatesSlideTeam.net
The GE-McKinsey Matrix is a tool that evaluates business units based on their market attractiveness and competitive strength. It divides businesses into nine categories: stars, question marks, cash cows, and dogs. Stars have high market attractiveness and strength and should receive investment. Question marks have high market attractiveness but low strength and require focus strategies. Cash cows have low attractiveness but high strength and generate cash flow. Dogs have low attractiveness and strength and should be divested from or exited.
Charoen Pokphand Foods is acquiring a 74.18% stake in C.P. Pokphand, which operates a feed business in China and feed, farm and food businesses in Vietnam, for $2.17 billion. This acquisition strengthens CPF's position in the global and regional food industry by providing new growth opportunities in China and Vietnam. Feed sales will account for a larger proportion, around 79.7%, of the combined company's total sales. The deal is expected to be earnings accretive for CPF and implies a 2.7% upside to the analyst's target price of 37 Thai baht.
In 3 sentences:
- The document summarizes the 2Q13 earnings results of a Brazilian pharmaceutical distribution company, which saw consolidated revenues increase 10.6% year-over-year to R$1.0 billion and EBITDA rise 6.3% to R$33.1 million. Key divisions like pharmaceutical distribution and hospitals & specialties grew sharply by 10.3% and 12.2% respectively. The company also implemented a new SAP system and decreased its cash cycle by 2.8 days.
The document provides an earnings release and financial highlights for Profarma's 1Q16 results. Some key points include:
- Gross revenue increased 16.9% to R$1.338 billion driven by growth across all divisions.
- Consolidated EBITDA rose 31.0% to R$25.8 million with an EBITDA margin of 2.2%.
- The pharmaceutical distribution division saw a 17.0% revenue increase and 16.5% EBITDA growth.
- Specialties revenue grew 38.8% and EBITDA rose 82.9%.
- Retail sales increased 12.4% while EBITDA grew 81.7% to R$3.5
Profarma's market share reached a record 12.0% in 3Q07, with gross revenues growing 31.9% to R$698.2 million compared to 3Q06. Net earnings increased 94.9% to R$8.2 million due to strong sales growth across branded, generic, and OTC products. Adjusted EBITDA was R$21.6 million for 3Q07, a 12.9% increase over 3Q06, demonstrating improved profitability.
Model Portfolio 5 diversifies across global asset classes. It allocates 15% each to the S&P 500 Index, US Small Cap Index, US Large Value Index, Targeted Value Index, International Value Index, and International Small Cap Index. By investing in these indexes, the portfolio achieves global diversification across size, value, and geographic factors. This diversification results in an annualized compound return of 10.23% and standard deviation of 11.81% for the period from 1973 to 2010.
This document discusses Celanese Corporation's use of non-GAAP financial measures and provides an overview of its business segments. It notes that Celanese uses measures like operating EBITDA, adjusted earnings per share, and adjusted free cash flow to measure performance and provide guidance. It then summarizes Celanese's businesses, noting that it has globally balanced integrated businesses focused on specialty products like consumer and industrial specialties that provide more resilient earnings. Finally, it discusses strategies like reducing costs to improve performance in 2009 during challenging market conditions.
The document provides an overview of Neenah Paper, Inc. (NP) which has two business segments: Technical Products and Fine Paper. Technical Products produces specialty and performance-based products for filtration, industrial backings, and labels. Fine Paper produces premium textured and colored papers for print communications, packaging, and crafting. NP pursues growth through leading niche markets, increasing portfolio diversification, and delivering consistent returns. Key investment drivers include leading market positions, pricing power, a recent brand acquisition providing growth, and strong cash flow generation.
The document discusses developing a marketing strategy for a new "natural" line of Pantene conditioners. It identifies the prime prospect as women aged 40-50 seeking confidence through natural beauty products. The strategy focuses on positioning the new line against competitor Timotei in the natural product segment. It proposes a distribution strategy in supermarkets, discounters, and chemical stores along with promotional pricing and in-store merchandising tactics to target the prime prospect and increase Pantene's market share in the growing natural hair care category.
The document provides an investor presentation for Biocon, an emerging global biopharmaceutical company. In 3 sentences:
Biocon has a portfolio approach across small molecules, biosimilars, branded formulations and novel molecules. It has strategic partnerships for commercialization and research. Financial highlights showed steady revenue and profit growth over 2008-2011, with revenues reaching $402 million and net profit of $74 million in fiscal year 2011.
The document provides an overview of Biocon's business including:
1) Biocon is an emerging global biopharmaceutical company focused on developing affordable therapies for chronic diseases like diabetes and cancer.
2) In FY2012, Biocon saw 16% revenue growth and a 27% EBITDA margin, initiated several clinical trials, and formed new strategic partnerships.
3) Biocon has a diversified portfolio spanning small molecules, branded formulations, biosimilars, and research services.
The document outlines the strategy, goals, SWOT analysis, and key decisions around production, purchasing, marketing, and finance for a company over 4 periods. It details the production and sales forecasts, pricing and market share targets for different products. Several errors are noted in the decisions for period 3 that impacted profits and inventory levels.
Orexo is a pharmaceutical company with two main platforms in drug delivery and discovery. It has launched two products in the last 12 months - Abstral for breakthrough cancer pain in Europe and Edluar for insomnia in the US. It has a strong pipeline and revenue-generating partnerships. Its goal is to become a profitable specialty pharmaceutical company through innovative new products, partnerships, and expanding sales activities.
The document discusses factors that influence external competitiveness in determining pay levels, including labor market factors, product market factors, and organizational factors. It outlines different pay policy alternatives for setting pay levels and pay mixes relative to competitors, and the potential consequences of those policies for controlling costs, attracting employees, and other objectives. The purpose is to help managers make conscious decisions about pay levels and mixes based on their competitive environment and objectives.
This document provides information about OTC and biosimilar products from various companies. It features the company Geiser Pharma which develops both generic and OTC products for out-licensing. The supplement also lists OTC product profiles from Geiser Pharma including stick packs, lozenges, laxatives and medical devices for conditions like cough, heartburn, sore throat, constipation and ear issues. Contact information is provided to obtain more details on product dossiers and technical services.
This document discusses Celanese Corporation and provides non-GAAP financial measures. It defines operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It states that Celanese is a leading global producer of chemicals and advanced materials with a geographically balanced global presence and diversified end market exposure. The document also provides an overview of Celanese's integrated businesses aligned to accelerate growth.
The document provides a sample market segmentation analysis for a fictional company that sells helpdesk software. It segments the market based on company size and geography. It then ranks each segment based on various factors and calculates an overall segment score. The segment with the highest score is Australia Corporate, followed by North America Corporate and Small Business. This high-level summary outlines the key aspects and results of the sample market segmentation analysis.
This document discusses Celanese Corporation's use of non-GAAP financial measures and forward-looking statements in company presentations. It provides definitions and explanations for key performance metrics used by Celanese, such as operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It also notes that Celanese is unable to reconcile forecasts for these non-GAAP measures to GAAP measures. The document aims to explain these non-GAAP measures to investors and how management uses them for planning, budgeting, and evaluating financial and operating results.
This document discusses strategic brand venturing in the U.S. beverage industry from 2001 to 2009. It notes that the industry grew 30% in retail sales and saw 19% growth in the number of brands over $1 billion during this period. One third of total industry growth came from categories that barely existed 5 years prior. The document outlines how entrepreneurs are driving disruption through new beverage categories and products. It also discusses the risks involved in venturing, noting that the average time to prove a disruptive concept is 4-10 years and success rates are low initially. The document advocates for companies to establish a distinct venture unit to identify and nurture brands with $1 billion potential through incubation and investment strategies.
Blue ocean strategy pp education (short version)Joseph Hudson
This document provides an overview of blue ocean strategy (BOS) and how to develop a BOS. It discusses key principles of BOS including reconstructing market boundaries, focusing on value innovation rather than competition, and getting the strategic sequence right. The document outlines tools for analyzing the current market situation, identifying new opportunities, and addressing barriers to implementing a new strategy. The overall goal of BOS is to create new demand by shifting focus from competitors to value creation for customers.
The document discusses emerging business and operational models in the pharmaceutical industry driven by factors like increased regulations, price pressures, and patent expirations. It summarizes that the industry is moving away from traditional blockbuster models towards strategies like cost management, emerging market expansion, and customer value management. Project management is playing a key role in balancing risks, simplifying structures, leveraging technology, and managing adaptive flexibility across the pharmaceutical value chain.
Company Overview - Sharon Bio-Medicine Ltd.suchitramestry
This document provides an overview of Sharon Bio Medicine Ltd., an integrated pharmaceutical company involved in research, manufacturing, and packaging of pharmaceuticals. It discusses the company's vision, mission, facilities, certifications, management team, history and growth. The key points are:
1) Sharon aims to be a reliable and efficient manufacturer known for production excellence globally.
2) It has operations across India with facilities approved by various health authorities and engages in research, API and formulation development, manufacturing and packaging.
3) The company has grown over the years through strategic investments and expansion of facilities and capabilities.
Ge mc kinsey matrix powerpoint presentation slides ppt templatesSlideTeam.net
The GE-McKinsey Matrix is a tool that evaluates business units based on their market attractiveness and competitive strength. It divides businesses into nine categories: stars, question marks, cash cows, and dogs. Stars have high market attractiveness and strength and should receive investment. Question marks have high market attractiveness but low strength and require focus strategies. Cash cows have low attractiveness but high strength and generate cash flow. Dogs have low attractiveness and strength and should be divested from or exited.
Charoen Pokphand Foods is acquiring a 74.18% stake in C.P. Pokphand, which operates a feed business in China and feed, farm and food businesses in Vietnam, for $2.17 billion. This acquisition strengthens CPF's position in the global and regional food industry by providing new growth opportunities in China and Vietnam. Feed sales will account for a larger proportion, around 79.7%, of the combined company's total sales. The deal is expected to be earnings accretive for CPF and implies a 2.7% upside to the analyst's target price of 37 Thai baht.
In 3 sentences:
- The document summarizes the 2Q13 earnings results of a Brazilian pharmaceutical distribution company, which saw consolidated revenues increase 10.6% year-over-year to R$1.0 billion and EBITDA rise 6.3% to R$33.1 million. Key divisions like pharmaceutical distribution and hospitals & specialties grew sharply by 10.3% and 12.2% respectively. The company also implemented a new SAP system and decreased its cash cycle by 2.8 days.
The document provides an earnings release and financial highlights for Profarma's 1Q16 results. Some key points include:
- Gross revenue increased 16.9% to R$1.338 billion driven by growth across all divisions.
- Consolidated EBITDA rose 31.0% to R$25.8 million with an EBITDA margin of 2.2%.
- The pharmaceutical distribution division saw a 17.0% revenue increase and 16.5% EBITDA growth.
- Specialties revenue grew 38.8% and EBITDA rose 82.9%.
- Retail sales increased 12.4% while EBITDA grew 81.7% to R$3.5
Profarma's market share reached a record 12.0% in 3Q07, with gross revenues growing 31.9% to R$698.2 million compared to 3Q06. Net earnings increased 94.9% to R$8.2 million due to strong sales growth across branded, generic, and OTC products. Adjusted EBITDA was R$21.6 million for 3Q07, a 12.9% increase over 3Q06, demonstrating improved profitability.
The document reports on Profarma's financial results for the second quarter of 2007, highlighting revenue growth of 29.2% compared to the same period last year, driven by an acquisition. Adjusted EBITDA grew 16.8% to R$19.7 million in 2Q07. Profarma also saw increases in market share, gross profit margin, and operating expenses as a percentage of net revenue compared to prior periods.
- Profarma celebrated its 50th anniversary in May 2011 and reported a 1.7% rise in consolidated gross revenues compared to the previous year.
- The health and beauty products category saw strong sales growth of 78% year-over-year, while errors per million shipped units declined 31.4% from the prior year quarter.
- While most product categories saw revenue declines compared to the previous quarter, net profit decreased significantly from the prior quarter, dropping from R$10.5 million to R$2.2 million.
- The company reported a 3.7 day reduction in its cash cycle compared to 2009, lowering costs by R$22.9 million. Operating cash flow was positive for the third straight year at R$44.4 million.
- Gross revenues increased 3.0% to R$3.1 billion in 2010, with strong 37.8% growth in health and beauty products. Sales through electronic orders reached a record 65.3% of total sales.
- Net debt declined R$9.4 million to R$108.7 million in 2010 due to positive operating cash generation of R$44.4 million.
- The company's net profit increased 47.1% compared to the previous quarter, reaching R$11.4 million.
- Inventory levels decreased 11.1% compared to the previous quarter.
- Cash flow from operating activities was positive at R
Luciana Santos
Phone: 55 (21) 4009 0276
E-mail: luciana.santos@profarma.com.br
Address: Av. Brasil, 4.000 - Módulo 30 - Barra da Tijuca
Rio de Janeiro - RJ - Brazil - CEP 22.630-000
Profarma's shares are traded on the São Paulo Stock Exchange (BOVESPA) under the ticker PFRA3.
- Profarma's gross revenue reached R$ 764.3 million in 2Q09, up 3.1% YoY. Net income increased 66.2% to R$ 17.9 million.
- Gross profit margin was 12.8% of net revenue, up 3.0 percentage points YoY. EBITDA margin reached 5.8%, up 2.1 percentage points YoY.
- Revenue from the hospital and vaccine segment grew 47.9% YoY, while generic revenue grew 39.6% QoQ.
- Operating expenses were 7.7% of net revenue, down 0.3 percentage points YoY. Cash flow generation was positive at R$
This earnings release from Profarma highlights their financial results for the second quarter of 2007, including revenue growth of 29.2% and net profit growth of 134.5%. A key event was the acquisition of Dimper's assets in Rio Grande do Sul for R$13.1 million, expanding their market share. Adjusted EBITDA grew 16.8% and their new Ceará branch achieved 5.9% market share, contributing to continued financial performance.
- Profarma opened a new distribution center in Ceará, expanding its market reach and increasing its national market share.
- In Q1 2007, Profarma saw increases in gross revenue, adjusted EBITDA, and net income compared to Q1 2006.
- Key operating metrics like service level, logistics productivity, and sales per square meter also improved in Q1 2007 versus the previous year.
This document provides an earnings release and financial highlights for a Brazilian pharmaceutical company for the fourth quarter and full year 2014. Key points include:
- Consolidated EBITDA rose 9.6% to R$87.3 million in 2014, with an EBITDA margin of 2.2% versus 2013.
- Sales increased in the pharmaceutical distribution, specialties, and retail divisions. The retail division benefited from sales growth and store expansion at Drogasmil and Tamoio pharmacies.
- Net losses widened in 2014 due to higher financial expenses, though operating results improved across divisions.
- The company remains focused on acquisitions and integrating companies onto its SAP platform to drive synergies.
The document discusses QA best practices in an Agile development environment. It describes key aspects of Agile like iterative delivery, self-organizing teams, and rapid feedback. It addresses challenges of fitting QA into short iterations and questions around testing approaches. The document advocates for testing to be collaborative, automated, and continuous throughout development. It provides recommendations for QA roles in activities like planning, stand-ups, retrospectives and acceptance testing. Overall it promotes testing practices in Agile that focus on early feedback, automation, and involvement of QA throughout the development process.
El representante del Senado Romano da un discurso a los dioses sobre la situación política en Roma, donde Octavio busca consolidar su poder aliándose con el general Antonio tras reconciliarse con su familia, mientras el Senado observa cómo Octavio se posiciona para unir a su familia y legiones con Antonio.
Tecnicas de investigacion por wendy velascowendyvelasco
El documento describe los diferentes tipos de investigación descriptiva, incluyendo sus objetivos, etapas y métodos. Explica que la investigación descriptiva busca obtener información sobre situaciones, costumbres y actitudes a través de descripciones exactas. También cubre temas como la recolección y análisis de datos cualitativos y cuantitativos, el uso de poblaciones totales versus muestras, y diferentes enfoques como estudios de encuesta, de interrelaciones, de desarrollo y de tendencia.
Este documento resume conceptos clave sobre semiconductores como:
1) La polarización directa de una unión p-n impulsa huecos y electrones hacia la unión para mantener una corriente continua.
2) La corriente eléctrica es el flujo de electrones libres que se mueven de átomo en átomo, requiriendo una fuente de energía externa.
3) Los semiconductores tipo N tienen más electrones como portadores mayoritarios, mientras que los huecos son mayoritarios en los semiconductores tipo P.
El documento define la alfabetización digital como enseñar conceptos y habilidades básicas de la tecnología para que las personas puedan usarla e incorporarla en todos los aspectos de la vida. Explica que no solo se trata de usar equipos y programas, sino también de comprender los efectos culturales de la tecnología y desarrollar habilidades comunicativas y de análisis crítico. Además, señala que el acceso a la tecnología ya no es solo para minorías privilegiadas sino un fenómeno extendido a nivel
Bonnie Mangold presented on Novartis' new strategic sourcing model of partnering with clinical research organizations (CROs). The model aims to bring in new capabilities and opportunities through expanded CRO partnerships. It involves integrating CRO teams into program teams, benchmarking performance, and shifting some activities traditionally viewed as core competencies to CROs. Initial pilots showed benefits like access to expertise and improved development times, though internal barriers had to be overcome. Metrics were used to measure success and identify areas for further improvement and learning.
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Dow is accelerating its transformational strategy through restructuring actions to reduce costs. It will eliminate around 5,000 jobs, close 20 facilities, idle 180 plants, and reduce contractors by 6,000. This will generate an estimated $700 million restructuring charge but $700 million in annual savings by 2010. Total targeted operating cost reductions and synergies from the Rohm & Haas acquisition are $1.5 billion. Lower working capital, capital spending, and restructuring actions will reduce cash needs by $2.5 billion through 2009. Dow remains committed to its consistent dividend for shareholders.
This presentation provides an overview of Cardium Therapeutics' portfolio of regenerative medicine technologies and products. Key points include:
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Profarma is acquiring Drogaria Rosário for R$173 million. The acquisition will be paid through R$32 million in cash at closing and R$91 million 36 months after closing. The acquisition expands Profarma's retail footprint and positions its d1000 retail division as the 6th largest drugstore chain in Brazil. The acquisition offers synergies through increased scale and bargaining power. Profarma has a track record of successfully integrating and turning around acquisitions like Drogasmil/Farmalife. The Rosário acquisition strengthens Profarma's strategic positioning across multiple divisions.
This document discusses a review of the retail market and supplier performance conducted by Strategic Horizons. It provides background on Strategic Horizons and its joint venture @TheCoalFace Review, which brings together skills and experience from consumer goods, retail directors, and market research. The review aims to gather insights from retailers and suppliers on key priorities and issues, identify strengths and areas for improvement, and develop action plans to help businesses prepare for future growth. The structure assesses relationship management, supply chain, brand development, personnel quality, and customer management. Benefits for retailers include benchmarking competitive strengths and leveraging trading relationships. Benefits for suppliers include understanding customer priorities and engaging more effectively.
This document provides a summary of a pharma key account management report from 2011-2012. The report examines the successful implementation of key account management (KAM) in order to increase stakeholder satisfaction, market share, and profitability. It discusses organizational changes needed to transition to a KAM model, challenges in measurement and incentivization, and examples of delivering value to key accounts. The summary provides high-level insights into the challenges and opportunities of implementing KAM strategies.
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George Barrett, Vice Chairman and CEO of Cardinal Health, presented on the company post-spin. The new Cardinal Health will be a leading provider of products and services across the healthcare supply chain, serving over 50,000 customers with $90 billion in annual revenue. It will focus on the pharmaceutical and medical products segments to provide solutions that improve customer efficiency and quality. Cardinal Health is well-positioned to address evolving industry needs such as cost containment and care coordination due to its broad footprint and capabilities.
This overview presentation of GTM360 Marketing Solutions includes a 4-step methodology for business development and links for marketing collateral templates.
Letícia | Phone: 55 (21) 4009-0276 | E-mail: leticia@profarma.com.br
Market Maker: BTG Pactual | Phone: 55 (11) 3383-2384
Ticker: BM&FBOVESPA: PRMX3
Independent Auditors: KPMG
Thank you for your interest in Profarma. Please contact us if you have any other questions.
Session 4400 - Rapid Commercialization Strategies For Pharmaceutical And Biot...James Chi
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A joint effort undertaken by IMS Consulting Group and the Organization of Pharmaceutical Producers of India (OPPI), this white paper offers a glimpse into the findings of a survey with key management personnel in India’s pharmaceutical market about Sales Force structures within the context of changing sales models in the Indian pharma industry.
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Neolite is invited to give a presentation on 3rd Summit of China Pharmaceutical Market Research Association which was held on Oct 7-10 in Suzhou. This is the presentation deck.
Bio-Agro (Pvt) Limited has over 30 years of experience in agricultural products in Sri Lanka. They own over 12,000 acres of farmland and distribute a variety of products nationwide. For this analysis, we focused on their fruit juice offerings. Bio-Agro has a strong distribution network and loyal customer base due to their quality products and services. However, as a private limited company they face limitations in capital and expansion. Opportunities exist in receiving government support for agricultural products and a stable economy. Threats include weather-dependent supply and increased competition in the market.
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Managing Advertising Agencies Throughout a Product's Lifecycle WhitepaperDana Small
This whitepaper gives in-depth detail on how you can actively manage creative advertising agencies through a product's lifecycle. It gives insights and pro tips based on the presentation given at ProcureCon Marketing 2019.
This document outlines a human capital plan for a pharmaceutical company. [1] It analyzes the current and future business environments and identifies gaps between the current and needed organizational capabilities and HR practices. [2] Key trends include increasing generic competition and government price controls. [3] The future strategy will require capabilities like specific market knowledge, customer proximity, and change management. Ideal HR practices include team building, leadership development, and increasing competencies and competitiveness.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
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Similar to Apresentação teleconferência Aquisição Tamoio (20)
O documento fornece informações sobre a Profarma, incluindo sua história, estrutura organizacional, realizações recentes, planos de capitalização e sinergias entre suas divisões de distribuição e varejo. O documento também apresenta métricas financeiras e operacionais das principais aquisições da empresa.
- Profarma's 3Q17 earnings release discusses financial results, capital allocation strategy, and division performances. Key highlights include consolidated gross revenue growth of 4.5% and a shortened consolidated cash cycle. The Retail Division accounted for 55% of gross profit versus 40% in 3Q16. Pharma distribution sales decreased 6.6% year-over-year. Net income was adjusted for non-recurring expenses from restructuring. Capex was primarily for IT, machinery, and equipment while net debt declined.
O documento resume os principais resultados financeiros do 3T17 do Grupo Profarma. Destaca o crescimento de 4,5% na receita bruta consolidada, a redução de 16 dias no ciclo de caixa para 35 dias e o aumento da participação do varejo no lucro bruto consolidado para 55%. Também ressalta iniciativas de realocação de capital e redução de custos nas diversas divisões visando aumentar a rentabilidade.
The document provides financial information for Profarma's 2Q17 earnings release. Key highlights include:
- Consolidated sales grew 6.7% year-over-year led by 55.4% growth in retail sales.
- Pharma distribution sales increased 3.9% with 10% growth in independent customer segment. Cash cycle was shortened by 16.8 days.
- Specialties sales grew 3.6% in 1H17 year-over-year with vaccine sales up 40.2% and generics category up 6.3%. Operating expenses declined 0.3 percentage points.
- Retail EBITDA margin improved compared to prior periods through expense optimization initiatives.
O documento resume o desempenho financeiro da empresa no 2T17, com destaque para:
- Crescimento de 6,7% na receita total consolidada, impulsionada por alta de 55,4% no segmento varejo;
- Melhora no lucro líquido ajustado consolidado de R$2,9 milhões em relação ao trimestre anterior;
- Inauguração em setembro de um novo centro de distribuição no Rio de Janeiro, com investimento de R$40 milhões.
1. Profarma's consolidated sales grew 8.1% in 1Q17, driven by a 56.7% increase in retail sales. The pharma distribution division saw a 9.3% rise in gross profit and a 5% increase in EBITDA.
2. Specialties sales increased 12.8% in 1Q17, with operating expenses declining 1.2 percentage points. The independent customers segment in pharma distribution grew 19.9%.
3. The retail division saw gross margin increase 0.9 percentage points to 30.5% and adjusted EBITDA rise 17.1%. The Rosario stores reported a 75% increase in average monthly sales per store.
O documento resume o desempenho da empresa no 1T17, com crescimento de vendas de 8,1% e redução do endividamento. As principais divisões tiveram evolução nos indicadores, com destaque para o crescimento de 56,7% nas vendas do segmento varejo.
The document summarizes Profarma's capital allocation strategy and performance in 2016. In 2016, Profarma achieved gross revenues of R$5.5 billion, up 12.5% year-over-year. EBITDA was R$144.6 million with a margin of 2.6%. Acquisitions of Rosário and remaining stakes in other companies contributed to growth. The company's diversified business model across pharmaceutical distribution, retail drugstores, and specialty products enhances competitiveness and synergies.
Em 2011, a Companhia decidiu diversificar suas atividades para além da distribuição farmacêutica em busca de maiores retornos. Desde então, realizou várias aquisições de empresas de especialidades e varejo farmacêutico. Em 2016, adquiriu a Rosário, ampliando sua atuação no varejo.
The document summarizes financial information for a Brazilian pharmaceutical company for the third quarter of 2016. It reported consolidated gross revenues of R$1.367 billion for the quarter, a 3.7% increase year-over-year. The retail segment saw a 1.9% decrease in EBITDA compared to the previous year. Specialties sales increased 19.9% year-over-year while distribution sales grew 3.0%. The company's net debt to EBITDA ratio was 3.1x for the quarter.
O documento resume os resultados financeiros da Profarma no 3T16, destacando:
1) Crescimento de 3,7% na receita bruta consolidada em relação ao 3T15;
2) Aumento de 12,3% no lucro bruto da distribuição farmacêutica;
3) Incremento de 19,9% na receita bruta de especialidades e de 1,1 ponto percentual na margem bruta.
Esta apresentação descreve a aquisição da rede de farmácias Rosário pelo Grupo Profarma. A aquisição da rede líder na região Centro-Oeste por R$ 173 milhões permitirá ao Grupo Profarma expandir sua atuação no varejo farmacêutico e capturar sinergias operacionais.
The document summarizes Profarma's 2Q16 earnings release. Key highlights include:
- Consolidated pro-forma gross revenue increased 15.2% and EBITDA rose 59.8% to R$60.2 million.
- Retail sales grew 10.5% and EBITDA increased 50.1% to R$9.8 million. Specialties sales rose 41.9% and EBITDA grew 80% to R$5.1 million.
- Pharmaceutical distribution sales grew 11.4% and EBITDA increased 59% to R$45.1 million, the best performance in 7 years.
Este documento fornece um resumo dos resultados financeiros do 2T16. Destaca o crescimento de 15,2% na receita bruta consolidada e aumento de 59,8% no Ebitda consolidado. Também destaca o desempenho por divisão, com crescimento de vendas de 11,4% na Distribuição Farma, 41,9% nas Especialidades e 10,5% no Varejo.
Este documento apresenta uma análise da dinâmica positiva do setor farmacêutico global e brasileiro nos últimos anos. (1) O mercado global de medicamentos deve alcançar US$ 1,3 trilhões até 2018, impulsionado principalmente pelos mercados emergentes. (2) No Brasil, o mercado farmacêutico tem crescido acima do PIB nos últimos anos, apoiado por fatores demográficos e estruturais. (3) A distribuição e o varejo farmacêutico brasileiros também apresentaram forte
Este documento apresenta uma análise da dinâmica positiva do setor farmacêutico global e brasileiro nos últimos anos. (1) O gasto global com medicamentos deve alcançar US$ 1,3 trilhões até 2018, impulsionado principalmente pelos mercados emergentes. (2) No Brasil, o mercado farmacêutico tem crescido acima do PIB nos últimos anos, apoiado por fatores demográficos e econômicos. (3) A distribuição e o varejo farmacêutico brasileiros também apresentaram forte
O documento apresenta os resultados financeiros do primeiro trimestre de 2016 de uma empresa de distribuição farmacêutica. Destaca-se:
1) Crescimento de 16,9% na receita bruta consolidada;
2) Aumento de 31% no EBITDA consolidado, atingindo R$ 25,8 milhões;
3) Redução no ciclo de caixa consolidado para 32,9 dias.
O documento resume o desempenho financeiro da empresa no quarto trimestre e ano de 2015. A receita bruta consolidada cresceu 10,5% no ano, com destaque para o crescimento de vendas na divisão de especialidades de 25,9% e no varejo de 16,1%. O EBITDA consolidado aumentou 31,4% em 2015, atingindo R$ 114,7 milhões.
This document provides an earnings release and financial highlights for Profarma Group for the 4th quarter and full year of 2015. Key points include:
- Gross revenues increased 10.5% in 2015 driven by growth across all business divisions.
- Consolidated EBITDA grew 31.4% in 2015 with an EBITDA margin of 2.7%.
- The retail division saw same-store sales growth of 15.9% for Drogasmil and 8.8% for Tamoio.
- The specialties division achieved sales growth of 25.9% and an EBITDA increase of 172%.
- Pharmaceutical distribution sales rose 7.3% while EBITDA grew 33
The document provides highlights and financial results for Profarma's 3Q15 earnings release. Some key points:
- Gross revenue increased 13.2% year-over-year on a consolidated pro-forma basis.
- Consolidated EBITDA rose 9.2% to R$29.1 million with operating expenses falling 0.5 percentage points.
- The Retail division saw sales increases of 15.8% at Drogasmil and 7.1% at Tamoio, with same-store sales up 11.6% and 6.3% respectively.
- Specialties division sales increased 23.7% and EBITDA rose 151.3% to R$5.
3. Profarma | Disclaimer
This presentation does not constitute an offering, invitation or solicitation of any kind to subscribe for or purchase shares or any other type of securities, nor
does this presentation or any information contained herein form the basis of any type of contract or commitment.
This material should not be construed as investment advice to potential investors. This information is not intended to be complete and is presented as a
summary. No trust should be built upon the basis of the accuracy of the information herein and no representation or guarantee, whether expressed or
implied, is made as to the accuracy of the information herein.
This presentation contains forward-looking statements that may be based upon forecasts which, as such, are no guarantee of future performance.
Investors are advised that these forecasts are and will be subject to countless risks, uncertainties and factors related to Profarma’s operations and
business environments, such as: competitive pressure, the performance of the Brazilian economy and of the pharmaceutical industry and changing market
conditions among other factors mentioned in the documents released by Profarma. These risks may cause the Company’s results to be materially different
from any future results expressed or implied by such forward-looking statements.
Although Profarma believes the expectations and assumptions contained in the forward-looking statements and information to be reasonable and based
upon data presently available to its management, Profarma cannot guarantee future results or events. Profarma does not assume the obligation to update
any forward-looking statements and information.
It is summary information not intended to be complete and should not be deemed investment advice by potential investors. This presentation is strictly
confidential and may not be disclosed to any other persons. We make no statements and no guarantee as to the accuracy, suitability or completeness of
the information posted herein, which should not be relied upon for investment decisions.
3
5. Profarma | Long-Term Growth Strategy
Profarma’s long-term growth strategy rests on three main pillars.
Selected
acquisitions
New
Segments
Regional
Expansion
5
6. Profarma | A Strategy Based on A Broad Market Vision and Perfect Execution
Strategic Positioning Comments
Business Segment
Profarma has been consistently implementing the strategy of
Distribution Hospitals Specialties Services Retail diversifying its pharmaceutical distribution business by
breaking into new market segments such as:
Scale
The hospital industry;
Special products (vaccines, dermatological products,
Price
higher value-added products, etc.);
Attributes
Value-added services for manufacturers;
Quality
Retailing.
Profarma’s new business segments complement and
Products
Distinct
strengthen the Company’s position in the industry:
Higher-margin segments;
Initial Focus Synergy Approach New Focus
Synergies with the logistics segment;
Selected portfolio
Synergies with the purchasing department.
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7. Profarma | Main Events
A proven history of success: a unique ability to enter new regions and segments and make successful acquisitions.
Timeline
CAGR Market (97-00) = 12% CAGR Market (04-10) = 12% Market (9M11-9M12) = 17%
Dimper’s Casa Saba
K+F Hospitals (RS) Prodiet Brasil
Minas Hospitals
(SP) SP CE
Gerais DF RJ GO
Espírito IPO Arpmed Tamoio
Santo Bahia PE
Paraná Vaccines
1996 1998 1999 2001 2003 2004 2005 2006 2007 2009 2011 2012 2013
Organic Growth / New Regions New Segments / Products Selected Acquisitions
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9. Drogarias Tamoio | Overview
Company Overview
• Tamoio was established in 1954 headquartered in Rio de Janeiro State;
• It is a pharmaceutical retailer and has a large share of the health, beauty and skin care product markets;
• It is one of the fastest-growing drugstore chains in the state featuring a Compounded Annual Growth rate (CAGR) of
19,8% between 2009 and 2012;
• In 2012, Tamoio recorded gross revenues of R$312.3 million and EBITDA margin of 5.0%.
• Currently, Tamoio’s chain is Composed of 57 stores in 18 cities and towns in Rio de Janeiro State.
Gross Revenues 2012 Sales Mix # Stores
R$ million
Branded
312.3 31.3% 57
Health and
270.8 Beauty 51
224.8 Products 42
44.0%
Generic
8.4%
OTC
2010 2011 2012 16.3% 2010 2011 2012
9
* Growth Same Store Sale
10. Drogarias Tamoio | Rationale of the Transaction
A retail platform with about 140 stores (85 Drogasmil / Farmalife stores + 57 Tamoio stores) was
developed. It is one of the largest drugstore chains in Brazil and the 2nd largest in Rio de Janeiro;
Diversification
Tamoio and Drogasmil / Farmalife are present in different parts of the state;
and Scale
Creation of one of the top mixed pharmaceutical distribution and retail platforms in Latin America
and the largest in Brazil.
The Company is in a unique position to significantly help the industry consolidate its position;
Growth Greater flexibility and capillarity allow Profarma to enter new markets in which it already operates
(support from Profarma’s local team).
Support from manufacturers’ regional executives may create synergies in purchasing, marketing,
logistics and back office;
Synergies
Tax optimization in Rio de Janeiro State;
The retail operations will be integrated and managed more easily.
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11. Drogasmil + Farmalife + Tamoio | Present in Different Geographical Areas
Geographical Coverage - Rio de Janeiro State View
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12. Drogasmil + Farmalife + Tamoio | Present in Different Geographical Areas
Geographical Coverage
Campos dos Goytacazes – 1 store Campos dos Goytacazes – 2 stores Nova Friburgo – 2 stores Petrópolis – 1 store
Duque de Caxias – 1 store Magé / Piabetá / Fragoso – 3 stores São Gonçalo – 9 stores Três Rios – 1 store
Rio de Janeiro – 73 stores Cachoeira de Macacu – 1 store Teresópolis – 1 store Valença – 1 store
São Gonçalo – 3 stores São Pedro da Aldeia – 1 store Araruama – 1 store Itaboraí – 3 stores
São Paulo – 3 stores Rio das Ostras – 2 stores Cabo Frio – 4 stores Macaé – 2 stores
12
Niterói – 4 stores Rio de Janeiro – 2 stores Bacaxá – 1 store Niterói – 16 stores
São João de Meriti – 1 store Barra do Piraí – 1 store Itaperuna – 2 stores Maricá – 1 stores
13. Drogasmil + Farmalife + Tamoio | An Attractive Strategic Rationale
• The brands will be maintained in the current markets.
• Each company is going to continue doing what it does best. The main businesses are going to be expanded in
the current markets, focusing on services, innovation and value creation.
• The companies are going to support one another to speed up–synergies and expertise.
Complementariness Efficiency
Complementary Considerable Potential
Business Segments for Synergies
Relationships Growth
New Business A Platform for
Opportunities Future Growth
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14. Drogarias Tamoio | Overview of the Transaction
Profarma is going to acquire 50% of Tamoio's total capital immediately by means of a primary subscription of
R$62.3 million and a secondary subscription of R$43.1 million, corresponding to a multiple EV/EBITDA (2012E) of
7.5x. The remaining 50% of the capital will be acquired for a multiple EV/EBITDA of 7.5x based on the 12-month
period prior to the acquisition. Tamoio’s current shareholders will be fully liable for any contingencies connected
with events occurring prior to the execution date of the acquisition contract.
Payment Schedule
Primary Offer:
• 40% paid on Execution Date
• 15% paid on April 30, 2013 or on the Execution Date, whichever is later ;
• 15% paid on July 31, 2013 or on the Execution Date, whichever is later;
• 15% paid on October 31, 2013 or on the Execution Date, whichever is later;
• 15% paid on January 31, 2014 or on the Execution Date, whichever is later.
Secondary Offer:
• 100% paid on Execution Date
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15. Drogarias Tamoio | Overview of the Transaction
Contingency Cover
Contingency Cover
1 – Reimbursement:
• The Current Shareholders will have to reimburse Profarma for any contingencies related to taxable events occurring
prior to the Execution Date within the limits established below:
(i) The Current Shareholders will bear all contingency costs until the combined amount reaches a total of R$3.0 million;
(ii) Tamoio will bear all contingency costs exceeding R$3.0 million up to a total of R$20.0 million;
(iii) The Current Shareholders will bear all contingency costs exceeding R$20.0 million.
2 – Right of Defense, Guarantees and Costs:
• The Current Shareholders will have the right to defend themselves or make Tamoio defend itself in all administrative
and/or legal proceedings;
• The Current Shareholders will bear all the defense and guarantee-related costs;
• If Tamoio exercises its right of defense, the Current Shareholders will reimburse it for the defense costs after the
decision becomes final and unappeasable.
Contingency Cover
Description of Guarantees
1 – Interest Adjustment via Subscription Bonus:
• At the Execution Date, a subscription bonus will be issued in favor of Profarma, entitling it to issue new Tamoio shares
should the Current Shareholders fail to reimburse Profarma for past contingencies;
• Accordingly, Profarma will be reimbursed by adjusting its interest in Drogarias Tamoio;
• The subscription price of new Tamoio shares will be based on a multiple of 7.5x the EBITDA of the 12-month period 15
immediately prior to the subscription to the exercise of the Subscription Bonus.
17. Profarma | Acquisitions of the Drogarias Tamoio, Drogasmil and Farmalife Drugstore Chains
Profarma: a New Company
The Tamoio acquisition marks Profarma’s entry into
the retail market, In line with the Company's strategy
of diversifying and expanding its business, always
with a view to leveraging synergies among the fields
in which its operates and making its business more
profitable.
Without shifting away from it core business, Profarma
is breaking into a still fragmented, but more profitable
market with a greater growth potential.
Profarma is adapting to the modern world and the new
dynamics of the global pharmaceutical distribution
market, as well as capturing value throughout its
distribution chain.
Carefully-planned execution
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18. Profarma | A New Company
Mixed Model
Distribution Retail
A Solid Regional Expansion and
A Fragmented Market:
a Diversification of Channels and Products
Brazil’s 3rd largest distributor, with 12 Creation of a 140-store chain in
distribution centers and present in the different parts of Rio de Janeiro
whole country;
+ State;
The Company also has two platforms Position within the industry: one of
(Prodiet and Arpmed) focusing on the Brazil's top ten pharmaceutical
hospital industry, the government and retailers.
the specialties market.
A New Company with higher margins and better opportunities for growth. 18