This document provides a brand plan for launching Brand-X (Clopidogrel 75mg) in the Bangalore market. It includes a market analysis of the anti-platelet drug market in India, a SWOT analysis of Brand-X, and secondary sales planning for 2015-2017 with targets to increase sales each year. The document also outlines pre-launch and post-launch strategies for engaging doctors and pharmacies in Bangalore. It proposes tracking sales performance and providing field motivation programs to incentivize sales representatives.

1. Brand Plan for the launch of Brand-X (Clopidogrel 75mg)
Satyajit Hui
Bangalore

2. MAT (Moving AnnualTotal) India figure (Nov-13 to Oct-14)
Angioplasty drugs Value (Cr) MS% CAGR%
1 Anti-platelets 584 100 13
2 Clopidogrel 198 34 -3
3 Clopidogrel+ASA 102 22 4
4 Clop+ASA+Atorvastatin 82 14 22
5 Clopidogrel+Atorvastatin 66 11 48
1 Clopilet 46 23 -3
2 Clopitab 30 15 4
3 Deplatt 28 14 1
4 Clavix 21 11 0
5 Clopivas 15 8 23
6 Ceruvin 13 7 0
7 Plavix 9.2 5 328

3. Clopilet Clopitab Deplatt Clavix
Clopivas Ceruvin Plavix
Clopidogrel
Clopidogrel+ASA
Clop+ASA+Atorvastatin
Clopidogrel+Atorvastatin
Rankings
198Cr
No. 1
Brand

4. Present market of Clopidogrel (alone) in India
 Market Forecast:
• Anti-platelets market is
growing by 13% CAGR.
• Clopidogrel standalone
market is showing
marginally negative
growth.
• Growth expected to be
driven by clopidogrel
+ASA+Atorvastatin
combo or clopidogrel
+atorvastatin.
• Even there is a scope of
clopidogrel
300mg, which used as
loading dose during
angioplasty.
Total anti-platelet Market:
INR 584 Cr
Growing at
11% CAGR
Clopidogrel standalone:
INR 198 Cr
34% market share
-3%CAGR
Rx trend:
There are 24000 total
prescriber’s
Prescribed3,52,263
prescriptionsper month.
Scope of Market

5. Company name & reputation in Pharma
market, and amongst Doctors.
Proven Expertise in complete cardiology basket!
Quality of formulation
Attractive Packaging
Competitiveness
Formulation similar to that of key competitors.
There are 54 brands in the market.
Double the cost of per day therapy compare to
other generics.
Increasing rate of angioplasty in India.
Increasing more no. of cardiology patients because
of changing life style.
Entering into this segment can open the
opportunity for clopid+ASA or clop+atorva or
clop+ASA+atrova combo where market is growing
much stronger rate
Strong competition posed by the big existing
players such as Clopilet, Clopitab etc.
Brilanta (Astra), Ticagrelor is the biggest threat for
clopidogrel.
Standalone clopidogrel market is not growing
Govt. of India may come with more price cut for
essential product like clopidogrel (DPCO)
SWOT
SWOTAnalysis

6. Pre-launch strategy in Bangalore market
Institute Pri PCI Sec PCI ACS Pat Cath lab Imp Drs
Jayadeva 150 600 2500 4 C N Manjunath
NH grp 100 500 1600 6 Mahalla, Pradeep S, Kannan, Nausad A
Fortis grp 100 120 500 4 Kesav, Gopi, Srikanth, Venkatesh, Vivek J
Vikram 5 45 175 1 Ranganath N, Sunil D, Padma K, Charith
Mallya 5 60 300 1 V K Srinivas
Manipal grp 15 75 350 3 Subhash C, Anand S, SS Iyanger
St Johns 5 20 350 1 KiranV, Santhosh H
Columbia 5 20 200 1 Prabhakar S, Karthik V
Satya sai 25 200 1000 2 Baruah, P K Dash
Vydehi 5 20 250 1 Vijay Kumar
Trinity 30 70 300 1 B G Murlidhar
Ramaiah 25 75 700 2 VSP, Nagamallesh
Panacea 3 17 100 1 Mahantesh, Srinivas S, Bangaru
Mys-Vikram 5 35 150 1 CV kesavmurthy, Rajgopal, Jaikumar
Mys-Jayadeva 10 40 250 1 Sadanand,V Kesavmurthy
488 1897 8725 25

7. Pre-launch strategy in Bangalore market
Target Customers
IC-PCI IC-MM CC-MM Neuro- Stroke Vas-PAD
101 95 340 32 20
Custo
mers
Segment
ation
Targeting Engagement Positioning
Tier-1 Top ICs Price Insensitive
KOL
engagement
-Generic/Tica to Brand-X
-Start from angioplasty
includingloading dose
Tier-2 Mid ICs Price sensitive
RTMs,
engagement
Generic to Brand-X
Tier-3 MM
Prefer high/low
pricedgenerics
Group activities Generic to Brand-X
Tier-4 CC/CPs Low price generic Only calls Not to target
Tier-5 Neuro Price Insensitive Dept. meet Selectively
Tier-6 Vascular Price Insensitive Dept. meet Selectively

8. During the launch- Strategy
New product performance depends on….
Success
of
New
product
Our capabilities Doctor level
Pharmacy level Competition
•Volume (Call avg)
•Focus (Frequency)
•Value (In-chamber)
•Availability
•Margin
•Substitution
•Treatment
algorithm
•KOL development
•Engagement Plan
•Activity
•Engagements
•Conversion

9. Treasure cards 1,2 3
Launch to the doctor, prior appointment, some activity during launch
Launch with group activity
Frequent reminder calls,What’s app/ reminder message/ email s
Launch with specialized inputs
Focus on brand awareness, reminder, engagement, fulfillingcustomers academic needs
Short call: Interview, demo & closing
Long call:Opening, Interview, demo, validation & closing
Regular follow up, Prescriptionwatch
RTMs:With referral doctors
Campaign:World heart, Doctors day, Women’s day etc.
Low budget targeted dept meet (cardio, cath lab juniors drs, neuro, vascular etc.)
Keeping samples in Ambulance
Sampling (selective bases)
Keeping samples to emergency dept, because all treatments start there
Keeping bulk samples to CCU/cath labs- to initiate Brand-X on day-1 & to form protocol
Post Launch strategy Initiative to ensure proper Execution

10. KOL/ KBL engagement program
Activity type No. Budget Total Exp
Approx
date
Purpose
1
ICS 2/Year 50000 100000 Apr, Sep
Brand awareness & brand
building
2 Dept Meet 3/FF/Year 10000 300000 1 in cycle Brand association
3 RTMs 4/FF/Year 8000 320000 Qtrly one Brand building
4
CCI Journal
5/FF
Monthly
6000 300000 Monthly Brand value
5
Partnership
Prog
5/FF/Year 200000 SOS
Brand loyalty, cust
satisfaction
1220000

11. Strategy for Hospital pharmacy, specialty chemist
Institute No. of angio Potential
Jayadeva 750 3500
NH 600 2500
Ramaiah 100 1750
Fortis grp 200 1500
Manipal grp 100 1000
Chain of pharmacy: No of counter Per month sales
Medplus Over 300 10000
Apollo Over 175 5000
Trust 35 1000
Others 50 2000
To do something or to give some special rate over these counters

12. Supposein
Bangalorecity
there are 10
peopleworking
Secondarysales planningfor 2015
1stQtr 2nd Qtr 3rdQtr 4thQtr Yearly
To reach 2000 strips 1st Qtr To reach 5000 strips 2nd Qtr To reach 9000 stp/m 3rd Qtr To reach 14000 stp/m 4th Qtr
1st qtr (35 new pat/FF) Total 2nd qtr (39 pat/FF) Total 3rd qtr (48 pat/FF) Total 4th qtr (50 pat/FF) Total
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
No. of NEW
patient
acquisition per
month
100 110 120 330 120 130 140 390 150 160 165 475 160 170 175 505 1700
One pat= 3
strips/month &
old pat are
continuing
300 630 990 1920 1350 1740 2160 5250 2610 3090 3585 9285 4065 4575 5100 13740 30195
Value wise (per
strips10 tab*Rs.
20) = 200
60000 126000 198000 384000 270000 348000 432000 1050000 522000 618000 717000 1857000 813000 915000 1020000 2748000 6039000
Business Plan for 2015
In the year 2015 we are planning to reach 60L, means 5L/Month, means 50K/FF/Month
To achieve the plan monthly we need to acquire 100-175 patients for the year
1st month acquired patients will continue for next 12 month (minimum)

13. Supposein
Bangalorecity
there are 10
peopleworking
Secondarysales planningfor 2016
1stQtr 2nd Qtr 3rdQtr 4thQtr Yearly
To reach 2500 strips 1st Qtr To reach 7000 strips 2nd Qtr To reach 12000 stp/m 3rd Qtr To reach 18000 stp/m 4th Qtr
1st qtr (43 new
pat/FF)
Total 2nd qtr (50 pat/FF) Total 3rd qtr (61 pat/FF) Total 4th qtr (67 pat/FF) Total
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
No. of NEW
patient
acquisition per
month
130 143 156 429 156 169 182 507 195 208 214.5 617.5 220 225 230 675 2228.5
One pat= 3
strips/month &
old pat are
continuing
390 819 1287 2496 1755 2262 2808 6825 3393 4017 4660.5 12070.5 5320.5 5995.5 6685.5 18001.5 39393
Value wise (per
strips10
tab*Rs.20) =
200
78000 163800 257400 499200 351000 452400 561600 1365000 678600 803400 932100 2414100 1064100 1199100 1337100 3600300 7878600
Business Plan for 2016
In 2nd year we have targeted 32% growth over 2015
Therefore our target to reach 78L (calculated on MRP)
I have not calculated old patients of last year those are continuing for minimum 1 year

14. Supposein
Bangalorecity
there are 10
peopleworking
Secondarysales planningfor 2017
1stQtr 2nd Qtr 3rdQtr 4thQtr Yearly
Toreach 3000 strips 1st Qtr Toreach 9000 strips 2ndQtr Toreach 15500 stp/m 3rdQtr Toreach 23000 stp/m 4thQtr
1st qtr (55 new
pat/FF)
Total 2ndqtr (66 pat/FF) Total 3rdqtr (80 pat/FF) Total 4thqtr (88 pat/FF) Total
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
No. of NEW
patient
acquisition per
month
169 185.9 202.8 557.7 202.8 219.7 236.6 659.1 253.5 270.4 278.85 802.75 286 292.5 299 877.5 2897.05
One pat= 3
strips/month &
old pat are
continuing
507 1064.7 1673.1 3244.8 2281.5 2940.6 3650.4 8872.5 4410.9 5222.1 6058.65 15691.7 6916.65 7794.15 8691.15 23402 51210.9
Value wise (per
strips10 tab*Rs.
20) = 200
101400 212940 334620 648960 456300 588120 730080 1774500 882180 1044420 1211730 3138330 1383330 1558830 1738230 4680390 10242180
Business Plan for 2017
At the end of 3rd year I am aspiring to reach 1 cr mark, that is 15% market share, as total
standalone Clopidogrelmarket stand for 7 Cr as per MAT data

15. 0
500000
1000000
1500000
2000000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Series3
Series2
Series1
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Series3
Series2
Series1
100 110 120 120 130 140 150 160 165 160 170 175
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
Series3
Series2
Series1

16. Main Communication Strategy
StentThrombosis
Acute ST
24 hours
Sub acute (SAT)
24 hours to 30 days
Late ST
1 month to 1 year
Very Late ST
More than 1 year
ST most commonly occurs in the first 30 days after stent implementation
We have to aggressively promote DOT of 1 year

17. Jan
PU CU Current Target Actual
Total No
of doctor
No. of Pts on Clop/
Month
No. of Pts
on Brand-
x/ Month
Patients
fromTica
DOT
(days)
No. of Pts
DOT
(days)
No. of Pts
Patients
fromTica
DOT
(days)
IC - PCI 100 1,500 - - - - - - - -
IC - MM 80 200 - - - - - - - -
CC - MM 250 1,000 - - - - - - - -
Neuro - Stroke 60 350 - - - - - - - -
PAD 12 150 - - - - - - - -
AreaTotal 3,200 - - - - - - - -
Tracking Format

18. Long
Term
Profit
Product/Service quality
Brand/FirmAssociation
RelativeAdvantage
Innovation
Values and Heritage
Manage Employee capability
Customer Satisfaction/Brand
Loyalty
Brand-X- Long term profitability
In-chamber communication
in terms of long and short
calls . FF’s product &
therapy knowledge &
business acumen to follow.
Properselection of P1, P2 &
P3 & properassignment of
call frequency, KOLs
engagement.

19. Field motivation program
Special product Incentives
Need based Incentives/ Rewards
Special recognition of innovative way of launching the
product
Special recognition of potential break through
Recognitionon planning & executing activities in innovative
way.
Celebration of Success stories by SMS, Mail &What's app
Continuousappreciation and recognition program on
maintainingproper call average, frequency & in-chamber
communication.

20.  Thank you