Team 5

Pluto®: The resistance-free generation

Executive Summary

The purpose of this plan is to launch “Pluto, 2nd G TKI which is indicated as a single agent for the treatment of adult CML patients.

Current

situation

• # of patients with IR-CML: 320• # of available drugs: 2 Pluto ® and Dasatinib• Prices: 1500LE and 1600LE respectively• Market Share for 1st gen.: 60%

Mission

and objectives

• To gain 80% of the market within 5 years.

Strategic planning

• Utilizing our resources, on the 1st year, the ROI was 3.1 which increased gradually till it reached 12.8 with average 7.8

Executive Summary

Strategic Planning Roadmap

Vision

MIssion

Core Values

1. Environmental Analysis

2. Strategic Objectives

3. Strategic Formulation

4. Strategic Implementation and

Evaluation

Internal Influence

External Influence

Annual Market Scan

SWOT Analysis

I. Environmental Analysis

STRENGTHS WEAKNESS

OPPORTUNITIES

THREATS

SWOT

NOVARTIS

STRENGTHS WEAKNESS

1. Good history and reputation.2. Well-established pharmaceutical

company.3. Wide distribution around Egypt.4. Competent staff members.

1. High turnover rate of medical representatives.

2. No accreditation for research centre [R &D].

OPPORTUNITIES THREATS

1. Unsaturated market.2. Established market share.

1. Potential competitors [substitute product].

2. Inflation and economic threats.

PLUTO®

STRENGTHS WEAKNESS1. Low adverse effects.2. No resistance, high efficacy.3. Response is rapid and durable.4. Low incidence of cross- intolerance

with Mirac®.

1. Presence of some adverse effects.

OPPORTUNITIES THREATS1. Lower price than second-line

competitor [Dasatinib].1. Three times as costly as the first

generation drug [Mirac®].

CONCLUSION

• We can focus on the following points in our strategic plan:

1. Good history and reputation.2. Unsaturated market.3. Lower incidence of adverse effects than second-line

competitor [Dasatinib].4. Lower price than second-line competitor [Dasatinib].

As a leading private pharmaceutical company in the Egyptian market, we are committed to develop and maintain our leading position in the pharmaceutical industry in a patient-centered environment. We strive to attain the highest health standard for our patients, regardless of their cultural or social differences.

II. Strategic ObjectivesA. Mission Statement

Quantitative Objectives

Qualitative Objective

B. Strategic Objectives

Customer satisfaction: 1st choice for prescribing doctors, oncologists, haematologists, health care organizations and health insurance companies.

To be the 1st choice for treatment of at least 60% of imatinib-resistant and intolerant cases, with intention to increase to 80% within the next 5 years.

To obtain a Return on Investment of at least 6:1 by the end of 5 years.

• Pluto:• 2nd generation oral tyrosine kinase inhibitor• Low SE and cost• Rapid and durable response • Ttt of Ph+ CML adult patients resistant and intolerant to

at least one prior therapy

III. Strategic FormulationA. Product of Service Offerings

1 High 2

Low

(↑ efficacy , ↓

SE & $)

Health care centers

National cancer

institute

Hematologists Oncologists

B. Strategic Scope

• Health care centers• National cancer

institute• Insurance• Private clinics

• Medical representatives

• Local congress• Abroad meeting• RTD• Gifts• Medical magazines

Product Promotion

PricingDistribution

1500 LE/month

Pluto ®

Hematologistsoncologists

C. Marketing Mix

IV. Strategy Implementation and Evaluation

Resources:almost 2,000,000 LE for implementation support and advertisement. Assumptions:Resistance cases for imatinib represent 20% of all leukemic patients.Adverse events occurred in 20% of this population.

Total Year 5 Year 4 Year 3 Year 2 Year 1

34,910,000 9,216,000 8,928,000 8,640,000 8,352,000 8,064,000 Sales

990,000 310,000 200,000 200,000 140,000 140,000FF

1,665,000 413,000 343,000 353,000 273,000 283,000Promotion

230,000 --- --- 30,000 100,000 100,000Phase IV

2,000,000 --- --- --- --- 2,000,0001st

investment

4,885,000 723,000 543,000 583,000 513,000 2,523,000 Total7.4 12.8 16.5 14.8 16.3 3.1 ROI

A. Financial Plan

End date Start date Responsible person Activity description Activity name

15-8-2010 10-8-2010 HR Dept. Complete training to the new Med. Rep.

Training of new Med. Rep.

All the year Med. Rep. Periodic visits every week

Potential physicians visits

All the year Med. Rep. Periodic visits every month

Health insurance agencies visits

All the year Med. Rep. Periodic meeting with seniors every month

Hospitals and institutes visits

All the year Dist. managerDaily follow up with

double visits to potential physicians

Supervision and follow up to Med.

Rep.

B. Action Plan


20-9-2010 14-9-2010 Med. Rep. & Dist. manager

Prepare for abroad meeting for sp. doctors

Abroad meetings


Prepare a local congress for 40 doctors (health

insurance, hospitals and institutes)

Local congress


Round table discussion (focus group) conducted at

Fairmont hotel for 10 doctors.

RTD

All the year Med. Rep. Gifts represented to the doctors Gifts

Every month then every two months then every 4 months

Marketing Dept.

Scientific advertisement in scientific magazines and

journalsadvertisement


All the year for the first two years. Med. Rep.

Assign specific arrangements with doctors

and patients to keep documentations for every activity in patient medical

record

Phase IV

All the year Med. Rep.Collect data about sales

from different distributers and analyze them

Sales calculations

C. KPI

Sales

Customer satisfacti

on

No.of patient shifted

sales

Pilot study

This methodology trial was applied to one institute.- Phase I: Plan:

Place of application: spicial insttitutes in Cairo, Giza and AlexTime of application: first 2 years

- Phase II:Review strategy.

-Phase III:Finalize strategy and implement.

Evaluate & verify results.Phase VI:

Results: 1ry result: doctors prescribed these drugs to the appropriate patients (resistant to Mirac).2ry result: patients with adverse events are switched to Pluto.

maintenance

Feed back loop

Process control spread sheet

Feedback loop:

Measure actual performance

Compare to

standards

OK

Establish

control standar

d

Diagnose the cause

Remedy the cause

Identify the problem

Not OK

Trouble shooting

THANK YOU!

Year 5 Year 4 Year 3 Year 2 Year 1

7 & 2(H & O)(Mirac)

5 & 1(H & O)

5 & 1(H & O)

3 & 13 (30,000) & 1 (50,000)

Med. rep. & Dist. manager

4 4 4 3 3 (20,000) Abroad meeting

150 100 100 40 40 (2,000) Local congress

--- --- 10 10 20 (1,000) RTD

100 100 100 100 100 (30) Gifts

3 6 6 12 12 (10,000) Advertisement

723,000 543,000 553,000 413,000 423,000 Total

Health & Medicine

Team 5