TAS

TAS 2016 In-house Selection Process Prayas by Sanofi-Aventis in India

TASScheme of the presentation

STRATEGIC INTENT Please comment on the

strategic intent behind conceptualisation of the Prayas Initiative by Sanofi-Aventis.

What do you think were the risks involved in this initiative right from the beginning?

GROWING MARKET POTENTIAL

NEW PROMISING FRONTIERS OF GROWTH: BoP

CREATING SOCIAL RELEVANCE

COMPANY’s GLOBAL STRATEGY

• Leaders in the market.• Involve partnerships

within all service providers.

• Stagnant growth in urban market.

• 2nd biggest pharma market after US - USD 55 bn by 2020 .

Rising income level in rural areas.

Growing Patient base.

Improvement in healthcare infrastructure.

Wider Insurance Cover.

Bridging Diagnosis-Treatment gap.

CME to doctors for Awareness to Advocacy to Adoption.

TASScheme of the presentation

STRATEGIC INTENT Please comment on the

strategic intent behind conceptualisation of the Prayas Initiative by Sanofi-Aventis.

What do you think were the risks involved in this initiative right from the beginning?

Universal Risks

Specific to Prayas

• Low Govt. spend.• Poor Healthcare

infrastructure.• Poor basic

hygiene and living conditions.

• Extensive availability of spurious drugs.

• Tangible returns from a socially based model.

• Presence of players - variety of products, high cost advantage, very high penetration reach and coverage

• Unorthodox/Unethical promotional practices

TASScheme of the presentation

VALUE PROPOSITION What were the value

propositions for each of the key stakeholders of Prayas initiative?

Distinguish between the approaches of value creation by MNCs and Indian companies in this specific industry sector. Support your arguments with statements from the case.

KOLS• Name associated

with a Social Objective.

MENTORS

• Network and collaborate with the experts.

• Certification by ACPMENTEES

PATIENTS

SANOFI-AVENTIS

• Promotion of brand in Rural areas,

• Mentee Doctors prescribe Sanofi’s Productions out of gratitude.

• Opportunity to upgrade medical knowledge and practice

• Advanced treatment• Diagnostic treatment than

symptomatic treatment.

TASScheme of the presentation

VALUE PROPOSITION What were the value

propositions for each of the key stakeholders of Prayas initiative?

Distinguish between the approaches of value creation by MNCs and Indian companies in this specific industry sector. Support your arguments with statements from the case.

The GAME PLAN of Competitors:

• Disease education focus :Focus on disease education rather than health education.

• Smaller packs since usage was in small quantity but frequent. Many are daily wage earners/low income consumers and could not afford to buy in bulk.

• Medical awareness directly to end users (patients) -. (Novartis)

• Entering with established product portfolio (Chronic care products) eg Eli-lilly and Novo

• Mobile clinics to promote drugs (Novo-Novardisk)• Collaborating with NGOs (Eli-lilly, Nicholas Piramal)• Traditional Advertising eg hoardings, promotional

event eg by Strepsils• Unethical practices by some local players.

TASScheme of the presentation

CUSTOMER INSIGHT What customer insight

did Sanofi-Aventis leverage to address the target market in India?

Are any of these insights applicable to other products and services across industry sectors?

Customer Insights:

• Doctors in rural areas:• Doctors enjoyed “godlike Power”. • Preferred certain brands • Doctors Unaware- leading to misdiagnosis.• No specialist doctors. All for one doctors• Latent demand for Knowledge:

• Lacked advanced knowledge. • Not up to date with the recent developments. • Did not have opportunity to network and

enhance their knowledge as compared to doctors in Tier 1 cities.

• Sales in rural areas was in acute diseases rather than chronic (used to decide on product portfolio)

• Customer Profile : Low income - Small but frequent purchases

• Role of Chemists: Patients not always went to doctors. For small ailments they used medicines given by chemists.

TASScheme of the presentation

CUSTOMER INSIGHT What customer insight did

Sanofi-Aventis leverage to address the target market in India?

Are any of these insights applicable to other products and services across industry sectors?

Applicable in other sectors as well:• Purchases in rural areas are “influenced” rather

than “informed” - Target influencers• Retailers influences purchases in rural

markets, especially in FMCG markets.• Building an intangible brand value goes a

long way in customer loyalty and retention.• Products such as mobile and computers had

very little penetration until recently, resulting in high bargaining power of some few shopkeepers.

• Create a different product portfolio to address the unique needs of BoP market

• Smaller packs used by CavinCare to penetrate in daily wage earners market. (First company to introduce sachets packing in India)

TASScheme of the presentation

SALES AND MARKETING What challenges of

marketing to the Bottom of Pyramid does this case highlight.

What innovative approaches for product, sales, marketing, and distribution does this case highlight.

How could businesses of Tata group companies apply these learnings? Take any business and detail your proposal.

Challenges of marketing to BoP:• Logistics• Local competition• Need Quick fix solutions

• Don't go to doctor - symptomatic treatments• Customised product portfolio that is attractive to the

target segment• Emotional purchases

TASScheme of the presentation

SALES AND MARKETING What challenges of

marketing to the Bottom of Pyramid does this case highlight.

What innovative approaches for product, sales, marketing, and distribution does this case highlight.

How could businesses of Tata group companies apply these learnings?

Innovative approaches: • Workshop Solution - creating an intangible brand• Develop a product portfolio suitable for BoP

• Acute Product Care Portfolio• Careful branding

• Encashing Hoechst legacy• 3rd party manufacturers for cost advantage• Added a new sub-channel to distribution network

TASScheme of the presentation

SALES AND MARKETING What challenges of

marketing to the Bottom of Pyramid does this case highlight.

What innovative approaches for product, sales, marketing, and distribution does this case highlight.

How could businesses of Tata group companies apply these learnings?

Tata group company• Tata Chemicals - Tata Swachh

• Sensitisation• Product portfolio • Branding• 3rd party manufacturing• Distribution network

TASScheme of the presentation

FUTURE OUTLOOK Identify the key

challenges in sustaining the success of “Prayas” in and after 2011.

What would be your recommendations to address the challenges mentioned above.

Was the top management of Sanofi-Aventis right in wondering if such social models would yield profits similar to mainstream business models? How would you respond to such a dilemma?

Key Challenges & Recommendations in sustaining Prayas

• Growing Competition - competitors adopting similar measures aggressively

• Scaling and expanding the initiative : vying for funds • Retaining and adding more KOLs/mentors/mentees• Retaining sales force• Digital interface - poor digital infra• Extending initiative to patients and pharmacies• Expanding product portfolio and increasing

prescriptions

TAS

THANK YOU!

TAS

Annexure 1 

Key featuresPureIt Swach

  PureIt Compact PureIt classic PureIt Autofill Swach Swach Smart Swach MagicAvailability of different ranges and variety

Three different varieties are available in the range Rs. 1000 to  Rs. 3200

Three different varieties are available in the range  Rs. 499 to  Rs. 1498

Technology It is a 4 stage purification technology comprises of microfiber mesh for dirt, compact carbon trap for parasite & pesticide, germkill processor for bacteria & virus removal and a polisher for making the water tasty and odourless.

TATA Swach® TSRF™ technology is based on nanotechnology efficient for removal of bacteria and viruses. Built around a bulb-like water purifier made of natural elements like rice husk ash impregnated with nano-silver particles,

Cost Rs. 1000 Rs. 2000 Rs. 3200 Rs. 1498 (including extra bulb)

Rs. 1213 (including extra bulb)

 Rs. 499

Refill / operational cost Rs. 280/ 1000 litres Rs. 550/ 2250 litres Rs. 550/ 2250 litres

 Rs.299 / 3000 litres

Capacity of the purifier 14 litres 23 litres 

18 litres  

Time taken for purification 9litres/1-5 hours 3-4litres/hour

Purification life of the bulb/germkill kit

1000 litres 2250 litres/1500 litres 

3000 litres

End of life indicator Yes YesAuto shut off when unsafe to use

Yes Yes

Running water Not required Both with & without

Not required 

Water wastage No NoClear taste, removes odour Yes, other than high saltiness Yes, other than high saltiness

Gas/electricity/any additives/boiling

Not required Not required 

Plumbing or expensive installation & maintenance required

Not required Not required

 Removal of salt / TDS Not done Not done Certification CTFTRI, Mysore, IPHA, Kolkata, IPHE,

NEERI,SPDL, Glasgow, SHTM, University of London etc.

CTFTRI, Mysore, IADFAC, Bangalore,Microtech Services (Wessex) Ltd, UK,AES, UK, Vitens Laboratory, Netherlands etc

 

TAS

Annexure 2: Sanofi performance

• Market capitalisation of INR 10k crores currently• Ranked 17 among Indian pharma firms