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Sustainable business in Emerging Markets
Jens Pii OlesenHead of Marketing
International Operations
Slide no 3
Agenda How did we begin New opportunities in Pharma ”P” considerations
Portfolio Price Profit Partnerships
Conclusions
Slide no 4
How did it begin?
• Keen founders
• First export in 1933/34
• Production established 1950s
• S. Africa, Algeria, India
• First export market department 1970s
Novo Nordisk International Operations turnover 2010 ~
Novo Nordisk in 1995
Slide no 5
New opportunities in pharmaceuticals
Slide no 6
WW pharmaceutical sales growth70% of growth outside developed markets
$955bn$130bn
$55bn
$765bn
2009E 2014E
Developed Markets
Other Markets
30%
70%
Source: IMS. Developed markets: EU-15, Norway, Switzerland, Iceland; US, Canada, Japan, Australia, New Zealand.
Slide no 7
N-11 some overlap but 7 others…
Slide no 8
“P” considerations
Slide no 9
PortfolioBrands lives long in Emerging Markets
Source: IMS 2009: (BRIC + South Korea, Mexico, Poland, Taiwan, Hungary, Romania, Egypt, Algeria, Saudi Arabia, South Africa, Ukraine, UAE
Branded originals
~$50bn(~28%)
Branded generics
~$90bn(~50%)
Commodity generics
~$10bn (~5%)
~$30bn(~17%)
Total
~$180bn
Patented originals
Slide no 10
PricingPrices are reasonable
Source: IMS 2009: (BRIC + South Korea, Mexico, Poland, Taiwan, Hungary, Romania, Egypt, Algeria, Saudi Arabia, South Africa, Ukraine, UAE
Branded originals
70-100%
Branded generics
50-80%
Commodity generics
Cost+
100%EU prices
Patented originals
Slide no 11
ProfitLower prices are made up by lower costs
69
100
Sources: OM estimation using AZ (72%) and SA (66%) annual reports and IR reports. Pre-R&D operating margin (excluding central costs), indexed to typical established markets. FTE cost analysis: Internal competitor analysis
Typical emerging markets
Typical established markets
People cost index:
US/EU: 100
Brazil: 40
Russia: 30
China: 25
India: 4
Slide no 12
Partnerships
AgencyAgency w
sales force Govt &
Health
authorities
Sales Office Affiliate
Any sales +2m +10m +30m
Input from the “old timers”:
• Partners/People determines success
• Open & honest
• Keep them close
• Incentivise optimal behaviour
• Get rid of bad apples quickly
• Follow up in the market
Slide no 13
Conclusions EMs important for Novo Nordisk future Market choice not always clear Portfolios similar across markets Price fit operating costs Partnerships will be the key to success