MARKITING PROCESS
MARKETIN
G
MARKETING MIX
SUBMITTED TO:
SUBMITTED BY:
MBA 2nd
:
2
MARKITING PROCESS
UNIVERSITY OF
GUJRAT
TABLE OF CONTENTS
Marketing ………………………………………………………… 01
Hierarchy ………………………………………………………… 03
MARKITING PROCESS
Market Analysis …………………………………………………………
012
MARKETING
“There are many definitions of
marketing. The better definitions are
focused upon customer orientation and
satisfaction of customer needs.”
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MARKETING PROCESS
It is a process which consists of four steps enabling the marketers to perform their strategies
according to their plans. These steps are:
ANALYZING MARKET SITUATION
It is based on information and research including SWOT and PEST analysis of market
DEVELOPING
MARKETING
ANALYZING
IMPLEMENTATION
MARKETING
MAEKETING
CONTROLMIX
SITUATION
DEVELOPING MARKETING MIX
It includes development of 4P’s namely
Product
Price
Place
Promotion
MARKETING IMPLEMENTATION
It involves turning plans into actions.
MARKETING CONTROL
Being the last step it identifies the gap between planned
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And actual goals
History
Novartis pharmaceutical is established in 1996.The history of Novartis traces back to three
companies
➢ Geigy Pharmaceutical
➢ Ciba pharmaceutical
➢ Sandoz pharmaceutical
Geigy whose origin goes back to the middle of the 18th century. CIBA founded around 1859and
Sandoz established in 1886
In1970 CIBA and Giegy merged .the newly created CIBA-Geigy Ltd and Sandoz continued to
follow separate path for two and half decades
In1996 Sandoz and CIBA-Geigy joined to form Novartis pharmaceutical.
BUSINESS OBJECTIVES
MISSION STATEMENT OF NOVARTIS
“To bring value to patients and customers and have a positive impact on people's lives and to
discover, develop and successfully market innovative products to cure diseases and enhance the
quality of life.”
VISION STATEMENT
“To lead our industry through continuous innovation. The long term success is founded on
meeting the expectations of all our stakeholders - patients, healthcare providers, our people,
and the community.”
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CORE VALUES
At Novartis shared values and behaviors are known as 'Eight Commandments'.
➢ Leadership
➢ Empowerment/accountability
➢ Customer/quality focus
➢ Competence
➢ Speed/action/simplicity/initiative
➢ Candor/trust/Integrity
➢ Communication
➢ Commitment/self c discipline.
CORE COMPETENCIES
1. Brand Image
2. Goodwill
3. Credibility
4. Quality of life
5. State-of-the-art-technology
6. Distribution Network
STRATEGIC INTENT
“Novartis strives to be where GSK stands right now in the pharmaceutical
industry of Pakistan”
GOALS AND OBJECTIVES
MARKITING PROCESS
• Markets
• Competitors
• Technologies
INNOVATION
Innovation is the driving force in our company. It enables us to create new, cutting-edge:
• Product,
• Processes, and
• Technologies
PEOPLE
We know that people make the difference. This means that we:
• treat each other with respect,
• support each other's efforts, and
Work at delivering superior results.
PERFORMANCE
We strive to achieve world-class results, based on ambitious targets, and aim at the highest
performance standards. We achieve this through:
• Initiative,
• Decisiveness,
• Perseverance, and
• Flexibility
Head Office
Novartis International AG
CH-4002 Basel
Switzerland Head office in Pakistan
Tel: +41 61 324 11 11
Fax: +41 61 324 80 01 Novartis Pharma (Pakistan) LTD.
15 West Wharf Road, Karachi 74000, Sindh,
Pakistan
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Phone: 9221-2313389 / 2316286 / 2313387 /
2313390
Fax: 9221-2310241
Sector Head
Farhan Baider Malik
15 West Wharf Road, Karachi 74000, Sindh, Pakistan
Phone: 9221-2313389 / 2316286 / 2313387 / 2313390
Fax: 9221-2310241
Managers
Khalid Ashraf (National Sales Manager)
Lahore M. Ejaz
Qamer Shahzad Ali
Muhammad Zeeshan Altaf
Islamabad
M. Sohail Aslam
Naveed Basheer
Faisalabad Ikram Ulah Khan
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M.Usman Karachi
Multan Faizan Ur Rehman
Syed Ather Hussain
Shahzad Jamil
Asif Ali Khan
Ghazanfar Aziz Ghauri
Qamar Zaman
Hyderabad
Gujranwala
Abaid ur Rehman Jawaid Jabbar
Syed Shoaib Hussain
Naveed Farooque
Sukhar
Peshawar
Imtiaz Soomro
Abdul Hameed Noorullah Jan
Inayat Ullah Khan Afridi
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Definition:
An epileptic seizure is defined as paroxysmal discharge of cerebral neurons, sufficient to
cause clinically detectable events that are apparent to the subject.
• Chronic Neurological disorder characterized by recurrent seizures
• Epilepsy is a social stigma in Pakistan
• Spiritual treatments are quite common
• Treatment gap is quite high-especially in rural population (up to 80 %)
Causes of Epilepsy:
In 70% of Epilepsies, the cause is unknown. Epilepsy is a disorder in which seizures appear as a
symptom and draws our attention to the fact for some reason the nervous system is reacting to an
underline physical or chemical disorder.
The following could be the causative factors:
• Head Traumas
• Biochemical imbalances
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• High fever
• Birth trauma
• Trauma
• Degenerative brain diseases
• Imbalances in Menstrual Cycle
• Increased Stress
• Deprivation in sleep
• Have had active hyperventilation, hyperthermia
• Meningitis
Demographics:
• 2.5 million In USA---50 mio. Worldwide
• Pakistan = 1.5 %
• Age: Young children & Young Adults
• Gender : More in males
• 70 % epileptics are in Developing Countries
World:
Epilepsy is the commonest paroxysmal neurological disorder.
• It afflicts more than 50 million of the people in the world
• 10% among these have fits as frequently as more than once a month. According to some
estimates
• 5% people suffer from one fit once in a lifetime
• 0.5 to 1.0% people of the country’s population suffer from epileptic seizures
Pakistan:
• According to National Health Survey of Pakistan and report of Pakistan Medical Research
Council (PMRC) In Pakistan the prevalence of epilepsy has been estimated to be nearly 1.5 %
of the general (rural and urban) population. This means there are about 1.5 Mio epileptics in
Pakistan, but only about 10% seek medical treatment. This is largely because of ignorance
amongst the masses, particularly in rural areas.
Diagnosis:
• Eye witness account
• EEG (Electroencephalography)
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• MRI (Magnetic Resonance Imaging)
• Blood Tests
Treatment:
• To advance and disseminate knowledge about epilepsy
• To promote research, education and training
• To improve services and care for patients, especially by prevention, diagnosis and treatment
• Epileptic patients generally see GPs for the management of mild to moderate epilepsy.
Specialist aims to minimize the seizures through sedatives and mainly cannot figure out
the causes of the epileptic patient
BUSINESS SCOPE
Products manufactured and consumed locally - Home Market.
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WHAT NEEDS?
Novartis Pharma Pakistan Ltd provides value to patients and customers by providing positive
impact on people's lives and to discover develop and successfully market products to cure
diseases and enhance the quality of life.
WHO’S NEEDS?
This is the business scope for the segment targeted for Tegral, that seek same benefits or sharing
same needs and wants.
• All segments of patients with paroxysmal discharge
• All patients with simple/complex partial or secondary generalized seizures
• All patients with onset of seizures after the age of 30 years
• Any patient with Todd’s paralysis lasting more than 6 hours
• Any patient with neurological deficit in the intricate period
• Any febrile illness with seizures
• If there is history of changing seizure types
• All cases of resistant/intractable seizures
Treatment gaps are different in rural and urban areas: 25% are treated in rural areas
50% are treated in urban areas
Manufacturing of drugs locally to sell at affordable & profitable price in a poverty riddled
country like Pakistan.
Added Value
The company’s core business comes from pharmaceuticals, which is around Rs 4.0 Bio. The
CNS Business Unit contributes about 20% of this business and is the leading Neuroscience
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Company, not only globally, but also in Pakistan. In Neuroscience portfolio of Novartis, Tegral
is the leading product and is also the market leader in epilepsy, with about 30%market share.
The segment is offering highly innovative and effective drugs with the help of R&D,
manufactured locally eliminating import duty costs and in turn cheaper drugs for the population
of Pakistan.
With the research and development imported from the sister companies worldwide, CNS
department has added value to its line of products. Negotiating with the treatment gap that
comprises of 75% untreated patients in rural areas, CNS department has accommodated Epilepsy
camps to help the overcome the battle against this disease.
Free consultations and creating awareness through specialized marketing on posters, pamphlet
and free camps.
Future Directions
• Building technological and R&D facilities in Pakistan to fight neurological disorders faced
by their patients.
• Developing programs and workshops for rural society that are not aware of this disease and
• Is prone seeking guidance from no specialized institutions?
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External Analysis
CUSTOMER ANALYSIS
Quality & Price Tegral Epival Topamax Rivotril Seizunil
Product - Related
Service – Related
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Key Learning:
Tegral needs to make improvements in the following areas.
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R MOs Ps ych
16% 22%
Others
9%
IM
15%
GP
38%
Implication
The largest portion of the primary customer population is comprised of General Practitioners
(38%), while IMs constitute the smallest part of the population. Therefore, in order to increase
sales turnover, it is advised that Novartis’ Neuroscience’s main focus for Tegral should be the
GPs, while maintaining a secondary focus on the Psychiatrists who although comprise only a
22% of the total population, yet, are the top contributors of Anti-epilepsy prescriptions. Thus,
Tegral would be encompassing the wider customer base.
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2001 42 5%
2002 47 7%
2003 52 8%
2004 60 8.3%
2005 67 15.8%
2006 79 18 .2%
2007 87 15 %
2008 97 12 .7%
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Antibiotics 25 22 20 20 19 18 18 15
GIT 20 15 15 14 11 10 8 8
CNS 5 8 10 13 14 15 18 19
Respiratory 5 3 4 3 3 5 5 5
Vaccines 2 5 7 9 9 10 12 12
Vitamins 8 10 10 8 8 10 10 10
Narcoleptic 3 5 4 3 2 2 2 2
Nutritional 5 7 8 5 3 3 3 3
Anti metabolic 5 8 10 10 12 12 15 15
Anticancer 2 2 3 5 5 5 7 10
MARKET STRUCURE
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• Novartis is the largest Neuroscience company in Pakistan, being present in 35% of total
Neuroscience market
• Novartis has 20% market share in served segments of Neuroscience & 6.8% in total
• Market : Rs 63 Bio
• % of Pharma Mkt. : 11%
• Growth : 12%
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IMPLICATIONS
Tegral is the Market leader of Anti – Epileptic drug industry and its in its mature stage in the
PLC while other competitors are either in the growth stage or the decline stage. This indicates
that Tegral has high market share but has to retain its position in the market as competitors are
trying to penetrate the market through high promotional schemes and marketing strategies.
MARKITING PROCESS
and users especially in the urban areas. This driving force will help in increase of the
epilepsy market itself.
• New molecules are being adopted by specialists. Hence the pharmaceutical industry can now
avail the opportunity to introduce new products in the market and expand its market.
ENVIRONMENTAL ANALYSIS
Epilepsy - Issues in Pakistan:
Lack of awareness to treat Epilepsy as a lifelong paroxysmal disorder. More than 40% of
Pakistani patients are not aware that they are suffering from Epilepsy. Widespread
ignorance & illiteracy makes health education & self-care difficult
People are susceptible to the influence of quacks, Hakeem’s and homeopathic physicians.
Lack of resources at provider level:
• Primary health care professionals without adequate training
• Lack of health care professionals in rural and poor areas where they are
needed most
• No data availability to encounter heart related complications cost
effectively
Lack of resources at patient level:
• Generally low standard of living makes achieving balanced diet, having
healthy lifestyle & taking appropriate treatment more difficult.
Lack of political will and commitment for prevention and control of Hypertension.
GOVERNMENTAL POLICY
Pharmaceutical Companies in Pakistan have to undergo heavy tariff and income taxes
that are applicable to multinational firms. Government policies regulate:
a) Total Revenue of the company.
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b) Total cost figure which relevance to their share in overall profits.
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of protection normally is 16 years.
b) The Patents & Designs Act, 1911 (PDA) confers on the patentee exclusive privilege for
making, selling and using his invention throughout Pakistan and of authorizing others so
to do. The primary purpose of the PDA is to protect new invention and to encourage the
growth of industry in the country.
Product Registration
a) The regulations to obtain a sales permit for a given pharmaceutical product require that
the dossier of supporting data be accompanied by Certificates of Free Sale, confirming
the approval for sale of the product in developed countries of the world, such as the U.S.,
Europe and Japan. The research-based industry has understood and accustomed itself to
this requirement.
Licenses
For acquiring a manufacturing licence or its renewal, membership of Pakistan Pharmaceutical
Manufacturing Association (PPMA) is compulsory.
Sales Tax
a) Pakistan is the only country in which the government has imposed duties and taxes on
such an essential industry.
b) It is for the first time that 15% sales tax has been imposed on pharmaceutical products
besides imposing regulatory duty on the import of raw materials, intermediaries and
packing material.
INTERNAL ANALYSIS
PERFORMANCE ANALYSIS
MARKITING PROCESS
COST STRUCTURE
Cost of Production
COST ANALYSIS
COST OF PRODUCTION
(Contribution as percentages)
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9% 7% Depreciation 10%
5% % Amortization 3%
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Product Capabilities
Product Capabilities Average Good Excellent Strengths/Weaknesses
Implications
The Analysis above shows that Tegral’s main strength is the corporate image of Novartis that
retains and motivates the sales force to effectively deport their strategic promotional and tactical
plans to gain customer ground. While two of its rivals Abbott and Roche are gaining share of
voice through relations with KOLs and clinical evaluations. This SCA, combined with its’
highly effective sales force and marketing efforts, give the Neuroscience Unit a required upper
hand, while its huge sales force size may also be turned into a core competence, since Novartis
has its own distribution, which its archrivals lack.
Key Learning
• The Neuroscience Unit’s Achilles heel is the convenience of Tegral’s dosage, which is
comparatively lower than the competition. Dosage for children and young adults should
be varied
• Tegral does not sport varied versions of its formulations. New formulations should be
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adopted to gain competitive advantage
Implications
Tegral being the market leader and in the maturity
stage of its PLC, is the Cash Cow of Neuroscience
Unit. The strategy proposed under the BCG Matrix
for Cash Cows is to finance question marks and stars
that is the either existing products that are in their
growth stage and have high market share and growth
rate or new products that are penetrating the market
that are now at a low market share but have high
growth rate.
Epival is considered as a star.
Topamax is considered as a star.
Rivotril is considered as a problem child or a dog.
SWOT ANALYSIS
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Strengths Weaknesses
Opportunities Threats
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Weaknesses
WEAKNESSES
AND • Only one formulation is available
• No formulation for children
THREATS •
•
Mostly under dosage is recommended
Lack of resources to tap attractive
opportunities
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Weaknesses
WEAKNESSES
AND • Only one formulation is available
• No formulation for children
OPPURTUNITIES • Mostly under dosage is recommended
• Lack of resources to tap attractive
opportunities
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Strengths
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Proposed Strategies
Opportunities • Capitalize on strong CNS franchise –
build further rapport with KOLs
• Patient Evaluation Programs: For KOL
Development
• High growth rate of the market KEEP (Key Experts Evaluation
•
• More doctors particularly GPs are Programs)- Painful Diabetic
diagnosing epilepsy Neuropathies for 30
• High treatment gap Physicians
• Lot of potential in different indications •
BOC - 2 Programs for 30 Doctors each
(PDN) for PDN
• New Molecules are high cost & with • Epilepsy Project
low safety profile
- CME Programs for Family Physicians
(Epilepsy)
- Epilepsy Camps (28 camps organized so far)
• Neuroscience Summit: Patient
Evaluation Program for major Brands
of Neuroscience, Total 35 Top KOLs
from Neurology & Psychiatry
Strengths
• Market Leader
STRENGTHS • Strong CNS image of Novartis
• Strong brand image-Heritage, Valuation
AND • Strong rapport with KOLs
• High acceptance of Cabamazepine as an
THREATS anti epileptic
• FDA approved
• Effective in multiple indications
• First line, first choice therapy
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MARKET POSITIONING
& SEGMENTATION
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SEGMENTATION OF BRAND
Chemist
Patients
Ask
Patient
With
Chemist
Clerk
Spontaneous
Ask
Chemist
specific
Patient
Marketing
Trade seekdoesn’t
prescription
recommend
chemist
buy
recommend
Source buy
product
cheaper
recommend
Tegral
target for
Tegral
ofgeneric/other
target brand/generic
Tegral
business
recommend
other
treatment
(388)
recommend.
-w/o
(98) (Dispense
brand/generic
(91)
76%
80%
Rx(510)
(22)
brand
93%
(7) 7%
92%
(122) Tegral)
(64)
(24) 24%
16%
20%(2) 8%
(324) 84%
MARKITING PROCESS
Customer Segmentation
A2B Shift and Local Physician Segmentation
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Uses
Using
Uses
Not
Physician
Physician
Physician
initiating
Treats
Tegral
Tegral
Tegral Segment
Segment
Segment
widely
first
in 213
2nd (e.g.
specific
line
Tegral
line
(e.g.
with
when
Spreaders)
in Loyals)
Tegral
other A2B
patients/CG
patients/CG
and
drugs shift
advocates
where
where failefficacy
efficacy
matters
matters most most
TARGET MARKET
Epilepsy
Target Audience : Psychiatrist, Neurologists,Physicians,GPs
Core messages
Time tested & original Cabamazepine
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The primary drug for all epilepsies except absence seizures
Excellent Efficacy
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MARKET POSITIONING
Brand Vision
Maintain RX base of Tegral in Epilepsy & Neuropathies & sustain the leadership position
Brand Positioning
Tegral is the treatment of first choice in epilepsy because it has proven efficacy & better
tolerability, which brings them back to normal life
Tegral is the only right treatment for neuropathies because of its efficacy & treatment
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cost is better than competition
Strategic Imperation
Strate
Help
Convince
Patients
Ensure
Get GPs toshould
to
gic aware that
diagnose
Physicians
be
educate &&
Switched
Imper
Treat
GPs
Epilepsy
chemists
to isnota to
patients
atives
Epilepsy
prescribe
treatable
substitute
from Epival
disease-&
Tegral in PDN
treat
with Tegral
Positioning By Attributes
As an AED drug, Tegral positions itself on its attributes with high efficacy and economical
pricing.
MARKITING PROCESS
MARKETING MIX
The most interesting part of commerce is the marketing; this is the latter addition of the business
tools. It starts with conceiving idea of presenting a product, traditionally producers were
interested in producing those goods only which has existing pull, whereas now because of
marketing tools they are producing with the intention of pushing the product into consumer’s
hand. Marketers use numerous tools to elicit desired response from their target markets. These
tools constitute a marketing mix. Marketing Mix is the set of marketing tools that the firm uses
to pursue its marketing objectives in the target market. McCarthy classified these tools into four
broad groups that he called the four P's of marketing:
Product
Price
Place
Promotion
Product
Defining the characteristics of your product or service to meet the customers' needs.
Price
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Deciding on a pricing strategy. Even if you decide not to charge for a service, it is useful to
realize that this is still a pricing strategy. Identifying the total cost to the user (which is likely to
be higher than the charge you make) is a part of the price element.
Place or distribution
Looking at location (e.g. of a library) and where a service is delivered (e.g. are search results
delivered to the user's desktop, office, and pigeonhole - or do they have to collect them).
Promotion
This includes advertising, personal selling (e.g. attending exhibitions), sales promotions (e.g.
special offers), and atmospherics (creating the right impression through the working
environment). Public Relations are included within promotion by many marketing people.
PRICING PLAN
Breakup of the Pricing Of Tegral
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1 Tegral Rs 3 200mg
2 Epival Rs 4 250mg
3 Topamax Rs 20 50mg
4 Rivotril Rs 5 2mg
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5 Lamictal Rs 15 100mg
Action Plan
Implication
According to the KOLs, they believe that Tegral is a high-value product i.e. premium
product that has not been premium priced, thus this adds as an additional value towards the
attributes of the drug.
OPERATIONAL PLAN
TACTICAL PLAN
Changes
• There should be further steps taken for the brick walling of customers
• Due to rapid changes in Customer Loyalties a more focused strategy should be
implemented
• There should be an effective execution of Leader Development Program
• Right customers selection process should be executed to organise meetings
• Epilepsy Project should be expanded
• Focus to minimise substitution
Key Learning
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Product Plan
The product plan is based on the external and internal analysis of the company. Tegral has a
very strong and innovative brand image and its main strength is its continuous innovation
and product line.
As per the survey conducted to assess Tegral’s non-financial performance critical points that
are of importance to the preparation of a sound product plan are:
Novartis has a strong corporate image which has a positive impact on the overall
strategic positioning of Tegral in the market. This induces the relations with the Key Opinion
Leaders.
Tegral has a strong sales force which is effective and efficient as compared to
competition sales team hence it has managed to gain high market share and has the
ability to expand its market.
The rate of efficacy is very high in Tegral thus due to this there is a shift of patients
from other AEDs to Tegral in later stages of treatment
MARKITING PROCESS
Implication
The CNS Unit of Novartis has a consistent product line as all these are specialty products and go
through the same distribution channel. These lines are closely related to each other as they
perform the same functions for buyers i.e. treatment of neurological disorders.
PROMOTIONAL PLAN
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Positioning
• Express Exelon (brand extension) is the treatment of choice in dementia patients with
Noticeable Change causing distress, because it helps stabilize patients with superior efficacy
that endures.
CPP
“Stability in a time of change”
Actions
• Focus strategy and communication where need for efficacy drives the treatment decision
• Convince Neurologists / Psychiatrists of the importance of dose
• Strong communication of the clinical data to improve efficacy and tolerability perception
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2. Drug which is well tolerated and convenient to use
Action: 4 week dose period to be highlighted
3. Guidance on how and where to use available treatments (differential usage), supported
by meaningful data
BROCHURE
THEME:
Alzheimers and its affects on those who suffer from it.
Exelon Express is the ray of hope in the lives of AD patients. It is most effective in
the treatment of Alzheimers.
To describe Exelon Express’s mechanism of action.
OBJECTIVES:
To continue being the market leader by reinforcing the benefits of Exelon Expressly
among the target audience.
Trying to nullify the effects pf other competitive products with different generics on
target market.
FRONT PAGE:
New life, New hope
1ST PAGE
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There are many psychosocial issues related to Alzheimers, including the restrictions on driving
and the problems with unemployment, societal discrimination, memory and cognitive
difficulties, mood swings, and medication side effects.
2ND PAGE:
1. About Exelon Express
2. Seizure Control
3. Compliance
4. Safety
5. Dosage
3RD PAGE:
Comparison of Exelon Express with Competitive products
MARKITING PROCESS
A trained and motivated sales force carries out sales call on pharmacies throughout Pakistan. Out
of 24,000 licensed chemists in Pakistan, Novartis is covering 20,000 and intends to cover the
remaining portion gradually while keeping in front the policy of the company.
In order to cater the need of areas where the depots are not present or the same are pretty far
away, Novartis has established Customer Service Centers (Satellite Offices) which act as order
takers for sales depots. At present there are 5 such centers mainly in Punjab. This project was
initiated to improve availability of products and efficiency.
Distribution Plan
Focus on improvement of Inventory Turn Over through enhanced projections &
proactive analysis of changes in the market environment, through the Sales Force.
Attempt to further improve morale of sales force to further improve efficiency of
sales activities which stands as an SCA for the Central Nervous System Unit and
Novartis as a whole.
Study and identify gaps in territories that might be resulting in loss of sales, and take
measures to fill them.
Constant feedback and proper analysis of it, to ensure headway to achieve the
Distribution Strategic Intent – “Beat Muller & Phipps, the best distribution firm”
Implications
Either remove Customs Duty or allow compensation in price adjustment. Note that the
adjustment must be to maintain margin not simply to pay the duty. Hence, since
approximately 65% of industry cost base is imported material, the extra increase must be
6.5%.
Withdraw all notion of a high priced group of products on which no upward adjustments
will be allowed.
Introduce the concept of market driven pricing for the "decontrolled" products (i.e.
abolish any control over these prices.