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.
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
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
Dick Braun describes how Parker Hannifin's Win Strategy has significantly increased both sales and margins by improved value creation and value capture. Dick will discuss layering in value management pricing strategies on top of Parker's already robust product and customer segmentation price practices. Learn the concepts of "value triangulation" - whereby the pricing team dynamically adjusts value propositions based on competitive position and customer-specific economics. See how a $12 billion global diversified manufacturer endeavors to deploy a consistent value management approach.
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.
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?
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.
The document discusses market segmentation, which is the process of dividing a market into meaningful subgroups based on characteristics that cause similar product needs. It describes the importance of segmentation for better defining customer needs and allocating resources accurately. Additionally, it outlines various bases commonly used for segmenting consumer markets, such as geography, demographics, psychographics, benefits sought, and usage rates.
This document outlines Tasigna's launch strategy in Spain. In the short term from 2011-2012, it recommends promoting Tasigna as the first-line CML treatment and positioning it as the fastest-acting drug. Long term from 2013 onward, it aims to consolidate Tasigna's position in the CML treatment pathway and introduce pipeline drugs as second-line options. The strategy involves influencing key opinion leaders, conducting clinical trials, implementing a pricing and reimbursement plan, and restructuring the sales team with a regional focus.
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
The document discusses business-level strategy and the value creating activities common to a cost leadership business-level strategy. It outlines activities across a firm's infrastructure, procurement, operations, logistics, marketing and sales, service, and supplier relationships that aim to minimize costs and maximize efficiency in order to achieve low prices and high sales volumes. The goal is to gain competitive advantage through low cost relative to competitors.
Dick Braun describes how Parker Hannifin's Win Strategy has significantly increased both sales and margins by improved value creation and value capture. Dick will discuss layering in value management pricing strategies on top of Parker's already robust product and customer segmentation price practices. Learn the concepts of "value triangulation" - whereby the pricing team dynamically adjusts value propositions based on competitive position and customer-specific economics. See how a $12 billion global diversified manufacturer endeavors to deploy a consistent value management approach.
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.
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?
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.
The document discusses market segmentation, which is the process of dividing a market into meaningful subgroups based on characteristics that cause similar product needs. It describes the importance of segmentation for better defining customer needs and allocating resources accurately. Additionally, it outlines various bases commonly used for segmenting consumer markets, such as geography, demographics, psychographics, benefits sought, and usage rates.
This document outlines Tasigna's launch strategy in Spain. In the short term from 2011-2012, it recommends promoting Tasigna as the first-line CML treatment and positioning it as the fastest-acting drug. Long term from 2013 onward, it aims to consolidate Tasigna's position in the CML treatment pathway and introduce pipeline drugs as second-line options. The strategy involves influencing key opinion leaders, conducting clinical trials, implementing a pricing and reimbursement plan, and restructuring the sales team with a regional focus.
The Indian FMCG market is set to treble from $25 billion in 2008-09 to $74 billion in 2018. The document discusses Emami's brands and financial performance. It provides an agenda for the GPRV analysis, valuation using market multiples and DCF, estimating synergies, and determining a fair acquisition price for Emami. Fund raising plans are also proposed.
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
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.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
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.
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.
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.
Junho 2012 - apresentação institucional - agosto de 2012 (english version)Arezzori
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth, cash generation, and high operational efficiency. The company innovates through 7 to 9 collections per year and has a strong marketing program. It uses a flexible, asset-light production process and distribution strategy through franchises and multi-brand stores to rapidly expand across Brazil.
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.
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.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
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.
Dow Accelerates Implementation of its Transformational Strategy Presentationfinance5
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.
- Dabur is an Indian FMCG company founded in 1884 in Calcutta, operating in various consumer products categories like hair care, oral care, health care, skin care, home care, and foods.
- It has revenues of US$910 million and a market capitalization of US$4 billion.
- Dabur Nepal Pvt Ltd is a subsidiary established in 1992 that manufactures and exports Dabur products in Nepal, with annual turnover of 52142.18 lacs and total assets of 23784.33 lacs.
The document analyzes the profitability and working capital management of Dabur Nepal over 5 years from 2006-2010. It finds that Dabur Nepal has significant profitability as measured by return on assets of 24.4% on average. It also finds negative relationships between liquidity and leverage, and liquidity and profitability. Specifically, increases in the cash conversion cycle were positively correlated with profitability, while liquidity and leverage were negatively correlated.
The document provides an overview of a vertical integrated global t-shirt company. It manufactures basic, non-fashion clothing like t-shirts, fleece, and socks. It has manufacturing plants in Pakistan, Bangladesh, the Caribbean, and Honduras and distributes products globally. The company focuses on cost leadership through high volume production and supply chain efficiency. Key competitors include Hanesbrands and Fruit of the Loom. Historical financial results show sales growth and gross margins around 23.4% on average. Risks include cotton price fluctuations and economic/consumption changes.
This document contains an investor presentation for Avery Dennison Corporation. It discusses several of the company's business segments, including Pressure Sensitive Materials (PSM), Retail Information Services (RIS), and Graphics and Reflective. For PSM and RIS, it provides financial highlights and describes growth opportunities through geographic expansion, new applications, and product innovation. It also outlines cost synergies expected from the Paxar acquisition to substantially improve RIS margins over the medium term.
This document contains an investor presentation for Avery Dennison Corporation. It discusses several of the company's business segments, including Pressure Sensitive Materials (PSM), Retail Information Services (RIS), and Graphics and Reflective. For PSM and RIS, it provides financial highlights and describes growth opportunities through geographic expansion, new applications, and product innovation. It also outlines cost synergies expected from the Paxar acquisition to substantially improve RIS margins over the medium term.
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.
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.
The document discusses the OC&C FMCG India Index for fiscal year 2009. It provides details on how the index is compiled from annual reports and other data sources to track the performance of top FMCG companies in India based on sales, profits, and capital employed. The index strictly corresponds to companies' FMCG operations in personal care, home care, foods, and beverages. It also provides a breakdown of sales and EBIT growth for FMCG companies in the index and ranks the top 7 companies by a composite score across various financial metrics.
The Indian FMCG market is set to treble from $25 billion in 2008-09 to $74 billion in 2018. The document discusses Emami's brands and financial performance. It provides an agenda for the GPRV analysis, valuation using market multiples and DCF, estimating synergies, and determining a fair acquisition price for Emami. Fund raising plans are also proposed.
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
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.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
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.
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.
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.
Junho 2012 - apresentação institucional - agosto de 2012 (english version)Arezzori
Arezzo&Co is a leading footwear and accessories company in Brazil with a platform of top brands. It has a unique business model combining growth, cash generation, and high operational efficiency. The company innovates through 7 to 9 collections per year and has a strong marketing program. It uses a flexible, asset-light production process and distribution strategy through franchises and multi-brand stores to rapidly expand across Brazil.
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.
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.
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
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.
Dow Accelerates Implementation of its Transformational Strategy Presentationfinance5
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.
- Dabur is an Indian FMCG company founded in 1884 in Calcutta, operating in various consumer products categories like hair care, oral care, health care, skin care, home care, and foods.
- It has revenues of US$910 million and a market capitalization of US$4 billion.
- Dabur Nepal Pvt Ltd is a subsidiary established in 1992 that manufactures and exports Dabur products in Nepal, with annual turnover of 52142.18 lacs and total assets of 23784.33 lacs.
The document analyzes the profitability and working capital management of Dabur Nepal over 5 years from 2006-2010. It finds that Dabur Nepal has significant profitability as measured by return on assets of 24.4% on average. It also finds negative relationships between liquidity and leverage, and liquidity and profitability. Specifically, increases in the cash conversion cycle were positively correlated with profitability, while liquidity and leverage were negatively correlated.
The document provides an overview of a vertical integrated global t-shirt company. It manufactures basic, non-fashion clothing like t-shirts, fleece, and socks. It has manufacturing plants in Pakistan, Bangladesh, the Caribbean, and Honduras and distributes products globally. The company focuses on cost leadership through high volume production and supply chain efficiency. Key competitors include Hanesbrands and Fruit of the Loom. Historical financial results show sales growth and gross margins around 23.4% on average. Risks include cotton price fluctuations and economic/consumption changes.
This document contains an investor presentation for Avery Dennison Corporation. It discusses several of the company's business segments, including Pressure Sensitive Materials (PSM), Retail Information Services (RIS), and Graphics and Reflective. For PSM and RIS, it provides financial highlights and describes growth opportunities through geographic expansion, new applications, and product innovation. It also outlines cost synergies expected from the Paxar acquisition to substantially improve RIS margins over the medium term.
This document contains an investor presentation for Avery Dennison Corporation. It discusses several of the company's business segments, including Pressure Sensitive Materials (PSM), Retail Information Services (RIS), and Graphics and Reflective. For PSM and RIS, it provides financial highlights and describes growth opportunities through geographic expansion, new applications, and product innovation. It also outlines cost synergies expected from the Paxar acquisition to substantially improve RIS margins over the medium term.
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.
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.
The document discusses the OC&C FMCG India Index for fiscal year 2009. It provides details on how the index is compiled from annual reports and other data sources to track the performance of top FMCG companies in India based on sales, profits, and capital employed. The index strictly corresponds to companies' FMCG operations in personal care, home care, foods, and beverages. It also provides a breakdown of sales and EBIT growth for FMCG companies in the index and ranks the top 7 companies by a composite score across various financial metrics.
Do successful companies think differently and act differently? Do they fear recession? How do they stay
at the helm as market or technology leaders? Do they pile on cash for future or invest now?
This presentation provides an overview of Cardium Therapeutics' portfolio of regenerative medicine technologies and products. Key points include:
1) Their capital-efficient business strategy focuses on leveraging other companies' R&D investments and developing a diversified portfolio.
2) Their lead product, Excellagen, is a collagen gel for wound care that recently received FDA clearance. It will initially target diabetic foot ulcers.
3) Their Generx cardiovascular gene therapy product is preparing to initiate an international Phase 3 study in Russia for coronary artery disease.
4) They are also developing a line of nutraceutical products and searching for acquisition opportunities in late-stage clinical programs and revenue-generating businesses
1. The document discusses partner marketing and how to improve relationships with partners to drive conversion. It emphasizes developing progressive partnerships through understanding partners' businesses and adding value.
2. The iris approach involves defining strategic paths and shared growth agendas with partners. It also focuses on field teams, brand effect, consumer behavior and marketing support to optimize partner activities.
3. Dashboards are used to track partner strategies, observations, and opportunities for briefs that accelerate brands and add value through differentiated products and services. The goal is influencing purchase both in and outside of retail through long-term progressive partnerships.
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 overview presentation of GTM360 Marketing Solutions includes a 4-step methodology for business development and links for marketing collateral templates.
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.
13 investing to grow how nielsen can help clients maximize return on their in...Evelyn Femat
Nielsen helps clients maximize their return on marketing investments in today's fragmented media landscape. Nielsen's marketing ROI solutions measure the impact of spending through marketing mix models and analysis. This allows clients to evaluate performance, recommend improved strategies, and track results. Nielsen provides insights at the store, market and consumer levels. The framework aims to improve ROI over the long-term by considering objectives, competitive dynamics, and marketing mix principles.
5 Medical Distribution Strategies Doomed to Fail in 2012Gunter Wessels
The document discusses 5 medical distribution strategies that are doomed to fail in 2012: 1) portfolio expansion through acquiring new brands, 2) focusing on high-volume products, 3) overly focusing on manufacturers and specific product lines, 4) private label products, and 5) an overreliance on features and benefits in sales and marketing. It provides analysis of why each strategy is likely to fail and recommendations for more effective alternatives, such as maintaining focus on core expertise, specializing in hard-to-find products, and selling services that solve customer problems.
Marketing science at Dell: modeling investment trade-offs; George Sadler, Director, Social Media & Marketing Insights; Mu Sigma Customer Summit 2012, Half Moon Bay, CA, February 27, 2012
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.
- One Equity Partners (OEP) is the private investment arm of JPMorgan Chase that manages $10 billion for investments and commitments.
- The document discusses recent OEP acquisitions including the acquisition of MERFISH PIPE & SUPPLY COMPANY AND PIPE EXCHANGE, INC. by OEP and an investment by OEP in WOW! Nutrition in Brazil.
- It also provides an overview of OEP's investment approach, focusing on identifying trends, investing in concepts not just deals, partnering to create value, investing for the long term, and leveraging an experienced team.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
This document provides an overview of Camargo Corrêa Desenvolvimento Imobiliário (CCDI), a Brazilian real estate development company. CCDI operates in multiple market segments, including low-income, traditional, and luxury ("Triple A") projects. In 2010, CCDI accelerated its growth, launching 27 projects with over 8,000 units and R$1.5 billion in potential sales value. CCDI also expanded regionally, with new offices launching projects in Rio de Janeiro, Espírito Santo, Minas Gerais, and Paraná. Going forward, CCDI aims to continue growing its operations while maintaining a focus on costs, innovation, and client satisfaction.
P&G uses a decentralized organizational structure with Market Development Organizations and Global Business Units to pursue their marketing strategy globally and locally. They focus on total customer orientation, permanent innovation through open source R&D, and diversifying their business portfolio. P&G's position is that their BOP segment is not a priority target, as they aim to sell premium products at higher prices than competitors to maximize profits for reinvestment in advertising and R&D. Their vision combines opportunity, innovation, brand equity, and profits.
The document summarizes McKesson Corporation's investor/analyst day presentation from June 7, 2002. It discusses the company's strategy, financial performance, goals for its supply management, information solutions, and other business segments. Key points include revenue and earnings growth in recent years, goals to increase market share and margins across various segments, and continued investment in new products and services. Financial metrics like EBIT, EPS, cash flow, and return on capital are presented for 2000-2002 with most showing strong growth.
This investor presentation provides an overview of Multiplus S.A., a leading loyalty coalition network in Brazil. Key highlights include:
1) Multiplus has over 7 million members and partnerships with 125 companies across multiple industries.
2) Multiplus has a unique business model that is scalable with low capital requirements and generates recurring free cash flow and high margins.
3) Recent financial results show growth in gross billings, revenues, EBITDA and net income compared to prior periods.
The document discusses corporate excellence in corporate responsibility and sustainability. It provides an overview of the Global Leadership Network (GLN), which works with global companies to advance excellence in sustainability and CSR. The GLN helps companies: 1) Identify key issues to drive business strategy; 2) Integrate responsibility into business strategy; and 3) Support performance measurement and communications on progress. It outlines the GLN framework for excellence and areas of work, including leading engagement, global reach, and shaping leadership.
Similar to Profarma Casa Saba Brasil Acquisiton Conference Call (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.
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$3.5
O documento resume o desempenho financeiro da empresa no quarto trimestre e ano de 2015. A receita bruta consolidada cresceu 10,5% no ano, com destaque para o crescimento de vendas na divisão de especialidades de 25,9% e no varejo de 16,1%. O EBITDA consolidado aumentou 31,4% em 2015, atingindo R$ 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
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, the Company 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.
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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
diversifying its pharmaceutical distribution business by
Distribution Hospitals Specialties Services Retail
breaking into new market segments such as:
Scale
The hospital industry
Special products (vaccines, dermatological products,
higher value-added products, etc.)
Price
Value-added services for manufacturers
Goals
Retailing
Quality
Profarma’s new business segments complement and
strengthen the Company’s position in the industry:
Products
Distinct
Higher-margin segments
Synergies with the logistics segment
Initial Focus Synergy Approach New Focus
Synergies with storage services
Selected Portfolio
Synergies with the purchasing department
6
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 DC
Hospitals (RS) Prodiet Casa Saba
Minas K+F
Hospitals in SP Brasil
Gerais (SP) DF CE GO
Espírito In RJ IPO Arpmed
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
7
8. Profarma | Our Growth in Figures
Rise in Gross Revenues
In R$ million
3,317
3,042 3,133
2,940
2,832
2,596
1,968
1,725
1,443
1,102
2003 2004 2005 2006 2007 2008 2009 2010 2011 9M12
8.4% 9.3% 9.6% 9.6% 11.5% 11.7% 10.9%* 10.2%* 9.2%* 9.0%*
Market Share | * Not including similar medications
8
9. Profarma | Revenues and EBITDA
Diversification EBITDA and EBITDA Margin
As a % of Gross Revenues In R$ MM and as a % of Net Revenues
2.0% 2.7% 3.1% 2.7% 4.3
6.7% 4.1% 4.5% 3.9
12.6% 3.5
3.1 3.0 3.1
17.8% 18.9% 2.7
17.8% 7.1%
110.7
5.7% 5.7% 13.5%
7.0%
8.6% 80.1 79.9
78.7 75.9 73.4
68.1
67.7% 69.7% 66.5%
55.4%
2006 2008 2010 9M12 2006 2007 2008 2009 2010 2011 9M12
Branded Generics OTC
EBITDA EBITDA Margin (%)
Health and Beauty Hospitals + Vaccines Specialties
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11. Global Pharmaceutical Distribution and Retail Industries | Overview
Developed countries: An This process was driven by the
scalability inherent to the industry, This trend benefited companies
establishment process has
which leads to an increase in with higher scales and greater
taken place over the last 15 companies’ earnings thanks to
higher volumes, better negotiation efficiency, able to obtain high
years. There are currently
terms with suppliers and, returns and profitability.
few players. consequently, higher margins.
M&A Transactions in the Distribution and
Top 3 Distributors’ Market Share
Retail Industries
% of the Total Market In € billion
57% 43%
43 42
100% 36 35
93% 92% 30
23 24 10.4
19 21 21
72% 16
64% 61% 58% 55%
6.6
39% 5.5
4.2 3.9 4.3
2.9 2.5 2.5
13% 1.8 1.9
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Transaction Amounts # of Transactions
11
Source: IMS Health 2010. Source: J.P. Morgan
12. Global Pharmaceutical Distribution and Retail Industries | Main Trends
World Ranking of Distributors
Ranking Distributor Growth 11/10 Sales EBITDA Margin Mixed
1 13.0% 31.2 6.4%
2 2.9% 30.8 3.0%
3 -3.0% 28.8 2.6% N.A.
4 3.0% 112.0 2.1%
5 4.0% 102.6 1.8%
6 3.0% 80.2 1.6%
Mixed Model: A Reality Worldwide, with Different Focuses
Strong presence through company-owned chains Source: IMS Health
12
Focus on services / franchises
13. The Brazilian Pharmaceutical Market | Overview
A unique combination of high growth rates and sound industry fundamentals.
Sales of the Brazilian Pharmaceutical Industry 1996-2011 (R$ billion)
41.8
36.0
30.0
26.1
23.2
20.9
18.3
16.6
13.1 14.4
10.3 11.2 11.6
8.3 9.4
7.0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
2001: Argentine Default 2006: Lula’s Re-election 2008: Subprime Crisis
1997: Asian Crisis 2003-04: First Years
1998: Russian Crisis 2002: Pre-Lula of Lula’s Administration
1999: Real Depreciation Election Crisis 2004: Mensalão
2000: Internet Bubble Burst (cash-for-votes scheme)
Scandal
Macro Drivers Micro Drivers Timing
Income Growth Aging Population Generic Drugs Regional Brands Fragmented Market Formalization
Source: IBGE. Farmácia Popular, Health, OMS, IMS, Brazil Central Bank 13
14. Distribution in Brazil | A Fragmented, Highly Competitive Market
Distribution Overview Share of the Top 3 Distributors by Geographical Region
Total area (km²) 8.5 MM
42%
# of Drugstores 60 thd
Share: 7.8%
28% Total Market R$41.8 Bil Market: R$3.2 Bil
Top 3
Area: 1,606,372 km²
# of Drugstores: 6.7 thd
Share: 4.1%
Market: R$1.7 Bil
Area: 3,853,327 km²
2006 2011 # of Drugstores: 4.3 thd
• Highly fragmented: The top 3 account for 42% of
Share: 16.3%
the Brazilian market, vs. 92% in the USA, 72% in Market: R$6.8 Bil
Area: 1,554,257 km²
Mexico and 55% in Argentina;
# of Drugstores: 4.3 thd
• A slow establishment process: mainly labor and
Share: 54.6%
tax liabilities and contingencies hinder
Market: R$22.8 Bil
consolidation in the distribution industry; Area: 924,511 km²
# of Drugstores: 27.2 thd
• Margins under pressure from the consolidation of
the retail industry; Share: 17.2%
Market: R$7.2 Bil
• A drop in part of the tax incentives. Area: 575,410 km²
# of Drugstores: 12.4 thd
Source: IMS, IBGE Source: IMS, IBGE 14
15. Distribution in Brazil | A Fragmented Market with Opportunities
• The Brazilian pharmaceutical distribution market is still much more fragmented than in the U.S. and Europe;
• The top Brazilian distributors have not yet felt the need to adopt the European mixed business model or the
American model, with services.
Business Segments of the Main Pharmaceutical Distributors in Brazil
Retail / Distribution European Mkt U.S. Mkt
Distributor Medications Vaccines Hospital Health and Beauty Specialties Government Retail Services
Source: IMS Health
Profarma has the scale, efficient operational platform and execution capacity needed to become one of the
major mixed distribution players in Brazil.
15
16. The Retail Industry in Brazil | A Fragmented Market
The retail market is still very fragmented, with about 60,000 drugstores in Brazil. Independent stores continue to play
an important role in the retail industry – The top chains in Brazil are establishing themselves through geographical
expansion whereas medium-sized chains are establishing themselves regionally.
Top Established Players – 2011 Presence of Chains by Brazilian Region
Groups Names # of Stores Relevant Market Chains S SW MW NE N
Droga Raia 389 Raia Drogasil
Aug 2011
Drogasil 363 DSP Pacheco
Top 5 Chains São Paulo 374 23,3% Pague menos
Aug 2011 Pacheco 348 Brazil Pharma
Pague Menos 466 Araújo
Araújo 99
Panvel
Catarinense 197
Nissei
Top 6-10 Chains Nissei 209 7,2%
Onofre
Panvel 274
Extrafarma
Ultrafarma 6
Drogasmil
Bifarma
Bigfarma 86
Venâncio
Bom Preço 180
Brazil Pharma
Big Bem (PA) 128 Drogal
Rosário (DF) 85 Angélica
Venâncio 17 Drogãosuper
Top 11-20 Chains 8,5% Indiana
Extrafarma 177
Estrela Galdino A Nossa Drog
Mais Econômica (RS) 187
Guararapes
Santana (BA) 103 Permanente
Farmais
Onofre 39 São Bento
São João (RS) 240 Moderna
Other Chains Outras 3.713 12,8% Santa Lúcia
Independent Independentes 57.825 48,3% Minas Brasil 16
Source: Media publications. IMS Distribution Study.
17. The Retail Industry in Brazil | Opportunities for Establishment in the Retail Industry
The Growth of 3 of the Top 5 Players – Number of Stores
1,050
828
688 776 737
582
503 555
423 489
400
333
2009 2010 2011 2012 2009 2010 2011 2012 2009 2010 2011 2012
2011 2011 2011
Sales EBITDA Net Income Sales EBITDA Net Income Sales EBITDA Net Income
R$4.7 Bil R$271.5 MM R$151.4 MM R$2.6 Bil R$155.4 MM R$95.7 MM R$2.9 Bil R$232.2 MM R$109.1 MM
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19. The Mixed Model | Recent Moves in Latin America in Line with a Global Trend
Mexico Chile
• Socofar is one of the top three pharmaceutical
• Founded in 1892, Grupo Casa Saba is the top distributors in Chile;
• It owns the largest retail chain in that country (Farmacias
pharmaceutical distributor in Mexico, with US$2.8 billion
Cruz Verde), which has over 500 stores and established
net revenues in 2010;
itself after the acquisition of Farmacias Conosur in 2001
• Grupo Casa Saba is also present in the retail market. It
(ranking 4th in the industry).
had over 160 stores under the brands Farmacias ABC and
Farmacias Provee de Especialidades (in Mexico) and Peru
Drogasmil (in Brazil) at the close of 2009;
• In October 2010, Grupo Casa Saba acquired Farmacias
Ahumada AS and became the largest mixed distributor in
• Quimica Suiza, the top pharmaceutical distributor in Peru,
Latin America, with a retail platform of over 1,500 stores acquired Boticas BTL, one of the top drugstore chains in
in Mexico, Brazil, Chile and Peru. that country in 2011 and now has a retail platform of over
300 stores.
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20. The Mixed Model | The Changing Reality in Brazil
Examples of Brazilian Pharmaceutical Distributors Migrating to the Mixed Model
Northeast • Grupo Jorge Batista, one of the top distributors in Northeastern Brazil, owns the retail chain
Globo Guararapes (with 30 stores in Rio Grande do Norte State), has recently acquired
Lusitana chain (with 25 stores in Piauí State) and is engaged in negotiations with Drogaria
Ceará, which has 20 stores in Fortaleza, Ceará State.
Mid-West
• Founded in 1972, Distribuidora Brasil distributes pharmaceuticals in the states of Mato
Grosso and Mato Grosso do Sul and has recently expanded its presence to the states of São
Paulo and Paraná, and the Federal District. It operates in the retail industry through Drogaria
São Bento, a chain with about 75 drugstores in Mato Grosso and Mato Grosso do Sul.
Southeast
• Headquartered in Ribeirão Preto (São Paulo State), Drogacenter is a pharmaceutical
distributor operating in the states of São Paulo, Minas Gerais, Goiás and Rio de Janeiro. The
company owns the largest drugstore chain in the country of São Paulo State (Drogão Super),
with over 50 stores inland, in the Santos area and Southern Minas Gerais State.
North
• Imifarma is a pharmaceutical distributor based in Belém (Pará State). The company owns
Extrafarma drugstore chain, with over 70 stores located in the states of Pará, Maranhão and
Ceará.
South
• Dimed was one of the first distributors to adopt the mixed model in Brazil. It operates in the
industry under the Panvel brand, which is currently the largest drugstore chain in Southern
Brazil, with 290 stores. 20
21. The Mixed Model | The Main Advantages for Profarma
Vertical integration offers Profarma several opportunities to create value.
Efficiency Gains Higher Gross Margin
A management structure combining Adoption of the best purchasing
optimized logistics, an integration terms and conditions and gross
between systems and processes, a margin and leveraging of the
dispersal of expenses and the combined scale of purchases in
elimination of redundancies. new business negotiations.
Complementarity
Strategic access to information Growth
and market needs will be able to Entry into the retail industry, a
leverage new business (e.g. provision fragmented market with multiple
of additional services to industry and opportunities for establishment
21
23. Profarma | Overview of Casa Saba Brasil
Highlights Transaction
Geographical Coverage
• Two strong brands in the market: “Drogasmil” and • Aquisition of 100% of CSB Drogarias S.A.(Drogasmil
“Farmalife” with complementary positioning.
/ Farmalife) total equity, for R$ 87.0 million, to be paid
net of debt and cash balances;
• Platform of 85 stores;
• Gross Revenue of R$ 332.8 million in 2011; • 100% paid upon CADE´s approval of the operation.
• Leading position in Rio de Janeiro (2nd largest
market in Brazil); Geographical Coverage
• Strong presence in shopping malls (less
competitive environment);
• Relevant participation in the hygiene and beauty
segment, and also dermocosmetics. RJ
Rio de Janeiro State
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24. Casa Saba Brasil | Transaction Rationale
Robust entry on the retail sector through an 85 store platform, being one of the largest
Diversification drugstore chains in Brazil, second largest in Rio de Janeiro.
and Scale Creation of one of the largest mixed distribution and pharmaceutical retail platforms in Latin
America, and the largest in Brazil
Company with a differentiated position to become an important player of the industry
consolidation process;
Growth
Improved flexibility and capillarity for the entry into new markets where Profarma already has
operations (support from the local Profarma team).
Support from regional industry managers, generating possible synergies in purchases,
marketing funds, logistics and back-office;
Sinergy
Tax optimization in Rio de Janeiro;
Easier integration and management of retail operations.
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25. Profarma | A New Company
Mixed Model
Distribution Retail
A Solid Regional Expansion and
Diversification of Channels and A Fragmented Retail Market
Products
3rd largest distributor in Brazil, with 12 Mixed operation model (distribution +
distribution centers and nationwide retail) already established in the
coverage. European market;
The Company also has two platforms + Greater consolidation opportunity:
(Prodiet and Arpmed) focused on the more than 80% of the points of sale are
hospitals, government and specialties still independent shops.
segments.
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