PHYSICIAN SEGMENTATION
P H I K S I TA L L P R O D U C T L A U N C H
MRIDUL PANT PAREEN JAIN ASHAY WALKE VIVEK MATHAI LALIT KHEMLANI
SCQD
S C
drug
Most doctors not early adopters
Steady growth over the past five
Strong presence of two branded
years
SITUATION CHALLENGE players, Demitol and Panceon.
Aim to penetrate the diabetes
S
market in an effective manner
practitioners
Devise marketing strategy for each
group to capitalize on initial launch.
Q
QUESTIONS
D
DISCUSSIO
Call planning and launch tracking.
Future strategy to target sectors not
considered during initial launch
N
2
PAT I E N T D Y N A M I C S
3
BRAND POSTIONING COMPETITOR LANDSCAPE
1.Phiksitall has higher efficacy than even 1. Highly consolidated market, top three drugs
the market leader in the industry, and account for 90 per cent share.
thus can be positioned as a top quality
product. 2. Competitor entry into market 7-8 years ago.
4
5 I M P O RTA N T P O I N T S
Considering that the product is at the launch stage, we prioritize adoption behaviour among the
ADOPT ION practitioners as the primary metric to differentiate. At this stage, it is really important for the company
to target practitioners who are more likely to accept the medicine.
Economics dictates that practitioners and patients are likely to accept the drug if it has an additional
cost advantage over the existing brands. Particularly at the launch stage, it is not possible for the
COST company to target in areas where cost advantage doesnt exist. The company should focus on these
areas only when product is established and its benefits have been proved. Thus, the areas with cost
disadvantage fall into the null set.
Assume that the prices of Branded competitors are approximately similar to one another, and that
GENERIC SHARE prices of the generic drug are far lower than that of the branded one. We priorotiize those
practitioners who have branded sales as a percentage greater than 25%
As already discussed, we prioritize Practitioners other than PCPs over PCPs as they have a higher
PRACT IT IONER the ratio of their percentage of the branded sales to the percentage of the number of doctors..
MET RIC
5
MEDICAL PRACTITIONERS
PRIORITIZATION
Others 45 55 11/9
PCP 55 45 9/11
The initial division of the HCPs into 2 categories was done to get similar
number of doctors, and then analyse the combined contribution to
branded sale by non PCP. We consider all non-PCPs together so as to
form a group which is approximately similar to the number of PCP
doctors. It was found, after calculating market share(shown in excel
document), that the non-PCP group had higher marketshare per
physician.
Using the analysis, we divide the given data set into seven segments and an additional NULL segment.
The NULL segment comprises of areas which have a cost disadvantage. The statistics and characteristics
for different segments arementioned below:
Segment I 75 11.146 1
Segment II 71 8.56 2
Segment VI 72 9.56 4
Segment IV 81 6.00 5
Segment V 150 -
8
L A U N C H S T R AT E G Y
Following this, we market to those who are not early adopters, by proving our
worth, and by leveraging the positive responses of the HCPs we approached
earlier. Thus, we can carve out a niche for ourselves, while maintaining some
competitive security.
Later in the cycle, if there is dire threat from substitutes, or from the generic
sector, we can pivot our positioning , by utilising the weight reduction side
effect, which is positive for the diabetics who suffer from Obesity.