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CASE-A-THON

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

Plan to enter the $18B diabetes


market in US with launch of new
A strong generic drug market

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

A segmented approach to target the


Selection of the Criteria to prioritize
most effective areas to gain initial
different groups of medical
traction.

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

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PAT I E N T D Y N A M I C S

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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.

2. In most cases(data provided in the


excel sheet), Phiksitall leads to higher
savings for the patient.
3. It is well known that Diabetes is more
likely in the obese. While Phiksitall is
marketed as an anti diabetic drug, it can
also leverage its side effect of weight
loss, to pivot the product, owing to its
positive side effect.

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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

NULL SET Contains areas not to be focused in the new launch

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MEDICAL PRACTITIONERS
PRIORITIZATION

We try to find the focus area among different medical practitioners by


comparing the ratio of their percentage of the branded sales to the
percentage of the number of doctors.

% doctors % branded sale Ratio

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.

It was also seen,that this non PCP group , especially Endocrinologists


contributed highly to the branded sales. Endocrinologists, and non-PCPs
in general therefore form an important sub group within our classification.
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7
R E S U LT

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 No. of Doctors % of total sales Priority

Segment I 75 11.146 1

Segment II 71 8.56 2

Segment III 69 6.464 3

Segment VI 72 9.56 4

Segment IV 81 6.00 5

Segment V 150 -

Segment VII 102 -

NULL Segment 380 -

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L A U N C H S T R AT E G Y

We start by approaching the HCPs who have shown themselves to be "Early


Adopters". Proving that our drug costs less to the customer, as well as
showing its positive side effects, all the while still being more efficient than
the market leading drug , should be enough to convince them to prescribe
this drug.
This is how we grab a foothold in the market.

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.

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