Neolite is a state-of-the-art research and consulting firm specialized in the pharmaceutical and biomedical sectors. It commits to offering in-depth insights and client-tailored solutions to help clients overcome business challenges. Neolite aims to be recognized as a reliable partner through providing valuable information to help companies make more effective decisions with insight and passion.

1. The Company Credential

2. About Us

3. Neolite is...
A state-of-the-art research and consulting team
Specialized in pharmaceutical and biomedical market
With expertise in a wide range of therapeutic categories
Commits to offer in-depth business insights & client-tailored solutions
To help our clients overcome the business challenges.

4. Neolite: Vision & Mission
“To be recognized as a reliable partner in delivering value added
information to help the companies make more effective decisions
with insight & passion.”
Insight Passion
Provide the benefits of the experience; put Enthusiasm & Energy!
findings into meaningful context Always passionate about your business
Integrate learning from other relevant needs!
studies Responsive is the basics, we will
Move beyond the numbers to provide proactively suggest new ideas and
implications and recommendations thinking!
Keep in mind the decisions you need to Active contributor!
make – what are the next steps Creative & compelling presentations and
Set key recommendation apart and upfront workshops!
– you don’t need to search Balanced objectivity + advocacy!

5. Neolite: Service Team
Frank Ren Joyce Zhang
Director Research Director
9 yrs marketing/research experience 7 yrs marketing/research experience
Bachelor of Medicine, Peking Univ. Health Master of Medicine, Peking Univ. Health
Science Center Science Center
Ex-Marketing Manager, NESCAFE Ex-Product Manager, Valdoxan, Servier
Ex-Consumer Insight Manager, NESTLE Ex-Research Manager, Servier
Ex-Key Account Manager, TNS Healthcare Ex-Project Manager, TNS Healthcare
(Novartis, AstraZeneca, Pfizer, GSK, Johnson (Novartis, Pfizer, Johnson Ethicon, XJP, etc)
& Johnson, etc)
Amanda Qian David Wang
Research Executive Operation Manager
7 yrs marketing/research experience 8 yrs research experience
Bachelor of Marketing, PIPCT Degree of Computer Science & Info. Technology
Ex-Marketing Executive, BTIC Westport Ex-Research Executive, Kantar Health
Ex-Business Executive, Singapore Ex-Research Coordinator, CMMR
Information Services Pte, Ltd

6. Neolite: Fieldwork Capability
Neolite has nationwide fieldwork execution
capability - the Neolite FPA (Fieldwork
Partnership Alliance) enables Neolite to conduct
the projects even down to small cities.
In Beijing, Shanghai and Guangzhou, Neolite
leverages the FPA to own independent offices for
project management.
All interviews/questionnaires will go through
the first quality check by the FPA and then
centrally double-checked by Neolite

7. Neolite: Quality Control Standard
Neolite fully subscribe to the professional and ethical standards for market research
established by Council of American Survey Research Organizations (CASRO) and European
Society of Opinion and Marketing Research (ESOMAR).
Neolite also fully comply with the Internet Research Guidelines jointly developed and
published by the European Pharmaceutical Marketing Research Association (EphMRA) and the
Pharmaceutical Business Intelligence and Research Group (PBIRG).
During fieldwork execution, 100% interviews will be called-back for identity validation by
Neolite FPA in Beijing, Shanghai and Guangzhou.
Upon the fieldwork closure, all interview records will be sent back to Neolite, and 30% of the
interviews will be randomly double-checked by Neolite for critical logic questions.
All interview records and questionnaires will be kept strictly and independently by Neolite for
confidentiality.

8. Therapeutic Experience
Neolite’s researchers have prolific marketing & research experience in various therapeutic
areas, includes:
CVS & Metabolics Bone Health Infection Respiration
Hypertension Fracture management Antibiotics Asthma
Heart failure Bone pain Anti-fungi agents COPD
Anti-coagulation agents Osteoporosis Anti-HBV agents CAP
Diabetes (OADs/Insulins)
NeuroScience Oncology Immunology Others (Specialties)
Headache & Migraine Leukemia Allergy OAB
Vertigo & Dizziness Thalassanemia & IOL OA & RA Wet-AMD
Depression GIST Immunosuppressants Infertility
Bipolar disorder Breast Cancer Biological agents
Alzheimer’s disease Carcinoid tumors Bio-markers
Schizophrenia Bone Metastasis Medical equipments
Cooperate Image & ISQ
etc

9. Neolite: Client List

10. Our Point of View

11. Global pharmaceutical industry is now facing tough time from both
economy and regulation viewpoints...
Global Trends: Pharmaceutical Industry
“Global growth of the pharmaceutical industry slows slightly to 5% to 6% in 2009 versus 6% to
7% in 2008 and 7.7% in 2007.” IMS Health
“We expect to see a decline, for the first time, in the global market size for primary-care driven
drugs.” IMS Health
“Drugs with about $20B in annual sales face patent expiration in 2008. That number is
expected to double by 2010.”
“New government contracting efforts in Germany, Japan, US, Spain, and Italy are expected to
drive greater generic use in those markets. Overall, generics are expected to grow 15% to
17% on a global basis in 2010.” MedAdNews
“The FDA [in the US] approved 19 drugs in 2007, the fewest since 1983.” Bloomberg
“Between 2011 and 2012 we are predicting that the global sales of pharmaceutical product
will decline for the first time in over 60 years.” DataMonitor

12. MNCs recognize China as one of the most important marketplaces
to grow, but face fierce local challenges.
China Trends: Pharmaceutical Industry
Double-digit CAGR of 18.3% from 2003 to 2009.
Is forecast to become the world No. 5 pharmaceutical market by 2010 and to be the No. 1 by
2050
The Healthy China 2020 Strategy may pose a key challenge as companies debate how to
supply essential medicines to broader populations. Sales could increase but, due to the
higher distribution cost and other potential pricing factors, profit margins would decline
MNCs may soon face tighter price controls from the National Development & Reform
Commission – because the current policy which allow off-patent products from MNCs to be
priced higher than local companies is facing strong opposition.
As the heparin and melamine milk scandals have highlighted, critical improvements are
needed in supply chain management
First legal action against kickbacks in Nov. 2008 announced that Chinese doctors who accept
kickbacks will face bribery charges – Stronger compliance requirements for manufactures
and distributors are expected to follow

13. While the market potential here, is HUGE...
Even though some companies are projecting near-term revenue growth of more than 30% a
year, none have captured the market’s full potential!
A recent survey of 1,600 doctors in 38 cities shows evidence that companies are having trouble
dealing with the magnitude of the country and the fragmentation of the industry and the
market. While almost all major global companies have a presence in China’s largest and
wealthiest cities, for instance, few have completely penetrated them. And the impact of the
MNCs is especially patchy in rural areas and smaller cities.
What’s more, few products have achieved critical scale. Among the portfolios of leading
companies, only 12 drugs achieved more than USD 50 million in sales in China in 2007; and
80% of the products generated less than USD 10 million in revenues apiece.

14. The Implications for Companies...
Challenges Implications
Relatively weak research pipelines Existing products: Maximizing the brand
A lot of expectation from HQ (Business performance
focus move from US/EU to BRICs), very New communication: Maximizing the
aggressive ADF every year. marketing impact and the influential power
Marketing budget increases, but not in the New pricing: Maximizing the revenue and
same ratio as the sales target profit with smart pricing strategy
Market access getting more difficult New customer relationships: Maximizing
Meanwhile, under pressure on prices – both the detailing effectiveness with certain level
from generics and regulators exposure
Under pressure to maintain profitability New patient centric: Maximizing the
Sales force arms race is unsustainable treatment performance from every single
unit of the patients
Downsizing, real-sizing, rationalising

15. Our Working Framework & Competitive Advantages

16. Neolite Working Framework
Brand & Communication Customer Relationship Price & Reimbursement Treatment Management
Market Understanding and PE & Competitive Analysis
Customer Profiling, Severity, Progression, Risk
Sizing; Segmentation and Targeting; Positioning Consideration; Factors
Brand Health Tracking (ATU); Call Plan & Implementation Influencing Factors to the Patient Attitudes/Perceptions
Concept, Message, Creative Sales Performance Evaluator Physicians & Payers:
Patient-Doc communication
& Detailing Aids Development Efficacy & effectiveness
SOV measurements Adherence/Compliance,
Portfolio Analysis & Safety/Tolerability
Optimization ROI modeling & optimization Quality of Life
Cost-effectiveness
Customers’ Commitment
Policies’ Tendency
Patients’ Compliance
Therapeutic choices
Patient Share & Rx Dynamics
Sales & Profitability

17. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
The ultimate goal for the brand communication is to generate the demand,
attach the meanings, and develop the loyalty.

18. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Our approach is designed to drive strategic and tactical decision making –not merely report
current brand health and advertising/marketing communication impact…
What are the therapeutic Market Needs and Gaps to satisfy? Which are the
Market Understanding & most important therapy segments?
Sizing
What are the key drivers of brand choice and loyalty?
Where should brand management focus on in the Marketing and Sales Mix to
Brand Strategy & Planning !…..generate higher Rx growth?
!…..resist competitive pressure to switch?
How does “brand X” perform against competitors (Brand SWOT) and where
Tracking & Refining
does Brand management need to act next?
How loyal are prescribers to brand X vs. Competition and what should brand
management do to “convert" disloyal prescribers?
Diagnosing & Correcting
How can I identify the best brand-specific marketing and sales model to
develop a detailed implementation plan?

19. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Case Study: Early Warning System for Need of Action
Value for Current Patient
Awareness User Positioning Money Sales Force Loyalty Patient Growth
unprompted Share Index Index Index index Share Index
Results T2 68% 93% 51 34% 54% 56 25% 5%
Evaluation
T1 – T2
Evaluation
Benchmark
(best
competitor)
Neolite
Neolite Neolite Neolite
Neolite Brand Value Neolite
Brand Sales Force Brand
Descriptor for Money Brand Predictor
Actiogram Indicator Converter
Barometer

20. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Case Study: Brand Diagnostic Analysis
Essentials Key Drivers
High
A10: Treats a wide range of pts effectively A1: Well tolerated
A5 : Has cardioprotective effects A24 : Manufactured by a well known company
Level of performance
A7: Provides renal protection A13 : Tried and trusted product
A2: Decrease in systolic BP A4 : Decrease in diastolic BP
A6: Safe to use with diabetic patients A12 : Easy for patients to use
A3 : Reduces risk of strokes
Potentials Opportunities
A23 : Innovative drug A11: Good personal experience with brand
A15 : relatively low daily cost of therapy A17 : Available on most formularies
A19: A highly selective AIIA A25 : Represented by a competent sales rep
A27 : Patients ask for it by name A16 : Easy to titrate dosage
A20 : Initiated & recomm by local consultants A14 ; Approval for treatment of heart failure
A9 : Full 24hr duration of action A18 : Recommended by relevant guidelines
A21 : Use supported by key opinion leaders A26 : Company offers good educational programmes
Low
A22 : Fast onset of action A8: Advantages proven in large clinical trials
Low Importance in driving commitment High

21. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Case Study: Brand Action Matrix Analysis
Competitive Advantage (Performance)
Weaknesses Neutral Strengths
high importance
+ Underperforming star Potential star properties Existing star properties
properties (USP) (USP) (USP)
! ! Improve performance vs. • Strengthen competitive • Performance ahead
competition advantage of competition
Product Choice criteria with
! Improve relevance of • Improve performance • Develop if underperformed
- added value positioning
Med. importance
+ Avoid positioning/ Potential added value Opportunity of added
communication positioning value positioning
! • Use to strengthen star ! Use to strengthen new
property property
• Increase competitive ! Consider as future star
- advantage property
low importance
Avoid positioning/
communication
+ ! Implement reduction of Avoid positioning/ New opportunities
investment communication (check return and
• Consider reducing investment)
! investment • Increase importance or
• Consider reducing
investment
-

22. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Acquiring customers is difficult enough, but preventing the most valuable ones
from leaving is what really keeps marketing executives up at night. Managing –
and maximizing – the “lifetime value” of customers has emerged
as the primary challenge.
The “Lifetime Value” Module Pack
ROI analysis and optimisation Customer profiling & Micro-segmentation
Adjust
Share of Voice
Message Delivery Measurements Plan
Target list generation
Sales Performance Optimizer Check
Do
Call planning and Detailing scheme optimizer
implementation

23. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Customer profiling & Micro-segmentation
Case: A Micro-Segmentation study for an OAD product Countermeasures
! The BGC level should be on-target, and
Treatment more important, the islet function should
Attitude ! Maintain
be restored
Physicians’ ! Typical influence to patient
Influence ! Encourage the trial rate of DPP4 I
to increase the doctors’ confidence l
! Not very satisfied with the current remedies, ! Help physicians improve their
Treatment communication with patients
Satisfaction give extremely positive preference towards
DPP-4 inhibitor Customized
Treatment
! Improve islet function (b cell
regeneration)
! Can used mono or combined with Met, Deliver message
Impactful SU, Insulin and TZD ! b-cell regeneration is a strong
attributes of ! When combined with Met, significantly weapon
DPP-4 improve the b cell sensitivity to glucose
inhibitor ! Safety profile serves as value adds
stimulation (5 times test/control) ! Combination therapy, especially
with Metformin should be highlighted.

24. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Case Study: Detailing Scheme Development

25. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Sales Performance Optimizer
Sales Rep Relationship
Benchmarking
Sales Rep Personal &
Professional Conduct Questions
Sales Rep Knowledge
& Expertise 1. Generate
Index
Sales Rep
Visits/ Details
Patient Management &
Treatment Services
2. Identify Sales Experience
Direct-to-Consumer Drivers Index
Communication
Physician Education &
Information Services
Business and
Practice Mgt/
Internet-Based
Services

26. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Share of Voice, Message Delivery Measurements
Sales Performance Tracking
Evaluation of Personality/Attitude/
Competence of Sales Reps
Client Competitor Competitor Competitor
Performance (%) A B C
A01 Has a friendly attitude
A06 Is reliable
Has the ability to gain my
C04
commitment to prescribe
A03 Builds a personal relationship
Impact
Behaves positively towards my
A04
staff
B01 Is committed to own products
A02 Is persistent, but not too pushy
Has in-depth medical knowledge
C01
focused on respective indications
Is well informed about competing
C02
drugs

27. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Share of Voice, Message Delivery Measurements

28. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Challenge to the Methodologies…
1. Has the agency taken the product positioning into account? Is the product a
“revolutionary” product, a “evolutionary” product, or a “Me-too” product?
The positioning initiative will determine which reference price we should use and whether we need to
build the pricing scenario from the lower end or ceiling end.
2. Direct exploration or In-direct approach?
Should be hybrid always – however will more focus on typical methodologies for certain exploration.
3. Does Adaptive Conjoint Analysis / Discrete Choice Modeling really make sense?
You have to assure that the research does more than make comparison with known reference points
– cover a broad range of possibilities and elicit more open-ended feedback. Rigid multiple-choice
questionnaires or trade-off techniques will limit the responses.
4. How do you deal with the potential scenarios listed below?
a. Competitors’ reaction: Especially for evolutionary products, competitors’ price cut?
b. Life cycle strategy: If early adopters are willing to pay premium for the product, the company
might consider a high release price to capture the extra value, with planned reductions down the
road to attract latecomers
c. Cannibalization: Old product remains viable? Or you want to let it shift?

29. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Our State-of-the-Art Approach:
5
5 Steps to Optimal Pricing/Reimbursement Strategy
4 Pricing Strategy
3 Evaluate Pricing
Opportunities Pricing/
2 Value Profile reimbursement
Assessment Which price is
Analyze Decision strategy
perceived to be
1 Process Which are main Best negotiation
appropriate?
Analyze criteria to evaluate strategy
Who are the How do they react
Relevant Market a product?
decision makers, on predefined price Launch sequence
What is the current influencers? Which are the key
levels? Optimized product
competitive situation value drivers?
Which are Which usage at profile
in the relevant reimbursement Which are the
market? diff. price levels? Further need for
patterns across competitive
advantages/ How to reach a clinical data
Who are the target national market?
groups? disadvantages? higher price Next steps in
Which are the main acceptance?
Is it perceived as marketing
Review all available criteria to evaluate
a major What is the research
data about this a product?
therapeutic and therapeutic willingness-to-
Which are the key copayment of
geographic market progress?
value drivers? patients?

30. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Challenge to the Methodologies…
Various Price Research Techniques for Different Business Purpose
1. Has the agency taken the product positioning into account? Is the product a
“revolutionary” product, a “evolutionary” product, or a “Me-too” product?
The positioning initiative will determine which reference price we should use and whether we need to
build the pricing scenario from the lower end or ceiling end.
2. Direct exploration or In-direct approach?
Should be hybrid always – however will more focus on typical methodologies for certain exploration.
3. Does Adaptive Conjoint Analysis / Discrete Choice Modeling really make sense?
You have to assure that the research does more than make comparison with known reference points
– cover a broad range of possibilities and elicit more open-ended feedback. Rigid multiple-choice
questionnaires or trade-off techniques will limit the responses.
4. How do you deal with the potential scenarios listed below?
a. Competitors’ reaction: Especially for evolutionary products, competitors’ price cut?
b. Life cycle strategy: If early adopters are willing to pay premium for the product, the company
might consider a high release price to capture the extra value, with planned reductions down the
road to attract latecomers
c. Cannibalization: Old product remains viable? Or you want to let it shift?

31. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Challenge to the Methodologies…
Case Study: VFend POS Pricing Exploration
1. Has the agency taken the product positioning into account? Is the product a
“revolutionary” product, a “evolutionary” product, or a “Me-too” product?
The positioning initiative will determine which reference price we should use and whether we need to
build the pricing scenario from the lower end or ceiling end.
2. Direct exploration or In-direct approach?
Should be hybrid always – however will more focus on typical methodologies for certain exploration.
3. Does Adaptive Conjoint Analysis / Discrete Choice Modeling really make sense?
You have to assure that the research does more than make comparison with known reference points
– cover a broad range of possibilities and elicit more open-ended feedback. Rigid multiple-choice
questionnaires or trade-off techniques will limit the responses.
4. How do you deal with the potential scenarios listed below?
a. Competitors’ reaction: Especially for evolutionary products, competitors’ price cut?
b. Life cycle strategy: If early adopters are willing to pay premium for the product, the company
might consider a high release price to capture the extra value, with planned reductions down the
Thru a scenario-based simulation test, Neoliters help VFend POS identify the different
road to attract latecomers
options for pricing positioning and the potential competitive situation it might face.
c. Cannibalization: Old product remains viable? Or you want to let it shift?

32. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
By demonstrating product effectiveness and safety; treatment management could
support pharma industry in forecasting patient potential and in negotiations with
payers and approval authorities.
Pharmaceutical companies need to balance the risks of marketing new products with patient
potential in different indications and product safety
The Public healthcare sector (e.g. Ministry of Health) needs to evaluate the status of diseases for
improving the future healthcare system
Pre-launch Launch Post-launch
Health status/healthcare
Product safety
needs of populations
Clinical Research Post Marketing
PUBLIC HEALTH
(phase IV) Drug Surveillance

33. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Epidemiology & Healthcare Show patient potential associated with preference patterns, QoL and disease
Consumer Study burden
Monitors Show current treatment patterns
Health Outcomes Show product/treatment outcomes, comparative effectiveness
Clinical & Safety Show product safety
1. Bridge marketing and outcomes needs
2. Understand current treatment patterns and market gaps
Disease, brand and therapeutic class insights
3. Link successful drug development to optimal market launch, penetration and performance
4. Maximize the product performance across the life cycle
Product development support through clinical efficacy & safety assessments
Develop post-launch arguments for therapeutic adoption and optimal reimbursement by
demonstrating real-world therapeutic effectiveness
5. Evaluate and promote evidence-based medicine

34. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Case Study: Consumer Insight via Ethnographic Research
Neoliters also leverage the consumer sector knowledge and expertise to conduct
ethnographic research for healthcare products...
By doing the consumer immersion exercises and adapting the projective techniques and
diary collection tools, Glivec successfully develop the patient support/education program
and improve the patient compliance effectively.
Thru ethnographic research, NESCAFE developed the communication strategy based on the
identified touch-points - improve the penetration in Tier II cities from 40% to 46% in 2 years..

35. Differential Advantages
Brand Communication Customer Relationship Pricing & Reimbursement Treatment Management
Case Study: Consumer Segmentation
Unlike doctors who are professional and independent, consumers are social and emotional
animals. They talk about disease in different words and in different manners. In this context,
consumers are not only classified by medical situation, but also should be taken more
consideration of the lifestyle, disease management attitude and emotional needs.
Low priority ------ High priority
Premium
Landlord
Initial adoption soon
23% Initial adoption right after surgery; post service
hip Fracture Initial adoption soon with the surgery;
monitoring; preventing fracture and keeping BMD
Elites with the surgery see less side effect
need to be claimed.
16% as user benefit
Disease education for fracture might Convenience as
See advantage on less
happen again and patients need to keep trigger, follow with
General Fracture side effect, preventing
Passive “Professors” Active alert. Preventing re-fracture is essential post service
fracture, etc
while Aclasta offer great value. monitoring
30%
Disease education for osteoporosis is not Liaise with Miacalcic. See opportunity to create a
Bone Pain purely bone pain while fracture is the new treatment model: e.g. Miacalcic 2 weeks and
Not care serious potential risk… then one dose Aclasta
15%
More education on disease but not Convenience, less
Limited Mild symptoms treatment. Might consider check-up center side effect, prevent
Less side effect, prevent
affordability fracture, keep BMD
as focus. fracture, keep BMD
16%
Poor disease recognition, Good disease recognition,
Poor treatment compliance Poor treatment compliance
Price Conscious Poor disease recognition, Good disease recognition,
Good treatment compliance Good treatment compliance
By identifying the “professors” segment which is characterized as “Much care about their family
members’ health, willing to pay extra, conscious about being fracture, etc”, Neoliters help
Aclasta develop the patient communication strategy incisively to the target patients.

36. Thank you for your attention!
Should you have any question, please contact: enquiry@neoliters.com