CHAPTER I

Marketing is generally defined as selling a product to a customer who gets

satisfaction by using the product and thus gives profit to company. Therefore,
generating profits through customer satisfaction through product offering and
services are the main objective of marketing. It was practiced to a great extend
by many progressive companies. Globalization, massive information available
through media, world becoming one country has led to massive change in
customer behavior, attitude and life style.
In marketing the role played by the staff managers is more important than
line managers. However, co-ordination of the all departments is most essential in
order to have co-coordinated marketing the information supplied by the line
managers is more important because on the being of this information only staff
managers are going to devise the stratergies. However, in case pharma
marketing role-played by the doctors can’t be waived. Because marketing of the
products is solely depends on the doctor’s prescription & availability at the
druggist. So, co-ordination for the staff line managers, doctors & druggists is
more important
Pharmaceutical companies engaged in a variety of marketing tactics that
inform patients, doctors, hospitals, etc., of the efficiency and effectiveness of their
products. As consumers are becoming more aware, these marketing programs
are being redesigned target consumers also Drug companies retaking their
marketing activities more seriously than ever before.
Currently the pharmaceutical market is faced with three challenges in the
formulation and implementation of marketing strategies: • Regulations with
respect to what marketing tactics are permissible, • Pressure from the public,
government and insurance companies to control drug pricing. Under this turmoil
condition in order to assess the customers profile and to build the long lasting
relationship with the customers, the researcher has taken up this as the study.
1.2 Objectives

 To study the consumer profiling procedure and practice in pharma

marketing.
 To assess importance of customer profiling.
 To ascertain the influence of both financial and non-financial factor in
decision making.
 To develop consumer profiling with respect to Nicholas Piramal India
Limited.

1.3 Scope of the Study

In the today’s globalize market companies are faced with numerous

problems. In the stiff competition survival has become more difficult. In this
regard the outcome of this study provides insight on the different strata of doctor
and their preferential tasks performed by them. On the basis of this, company
can go for implementation of CRM practices in the company. Apart from this
company can sharpen its promotional activities in order to achieve desired
objectives.
1.4 Methodology of the study

The study was conducted on the basis of both primary and secondary
data.

Primary data:
Researcher has gathered information through structured questioners and
interviewing the respondents.
Respondents categories into different age group, different cities, &
different qualification.
The prospects are of different specialists like MS Orthopaedic,
D Orthopaedic, MD, FRCS etc were surveyed.
Many of the prospects were drawn from highly esteemed Medical
Institutions like Kerala Institute of Medical Science, Malabar Institute of Medical
Science and Medical College Hospitals.
Researcher has also gathered information by interviewing respondents
from Chemists, Hospital pharmacies.

Sample size: Ninety-Six doctors

Survey area: Cochin, Calicut, Trivandrum, Malapuram and Badagara.

Secondary data:
Secondary data has been collected from the company projects, manuals,
and discussion with the executives of the company. Researcher also referred
latest journals, magazines, web site for current information.
1.5 Limitation of the study

The researcher had observed the following limitation while preparing the
report.
1. Due to time constraints the study is limited to 96 doctors, where
researcher could not collect information from all the area of three districts.

2. The response from the respondents was not appreciable. Because of the
busy schedule of the respondents response was not spontaneous.

The outcomes of the survey are confined to only to the Cochin, Calicut,
Trivandrum and its large-scale application.
 THEORETICAL BACKGROUND

Marketing is generally defined as selling a product to a customer who gets

satisfaction by using the product and thus gives profit to company. Therefore,
generating profits through customer satisfaction through product offering and
services are the main objective of marketing. It was practiced to a great extend
by many progressive companies. Globalization, massive information available
through media, world becoming one country has led to massive change in
customer behavior, attitude and life style. It has affected scene in all major class
of towns irrespective of types of cities. Customers today are more demanding
and look for value for money instead of tolerating and blaming it to fate. He is
more aware of his rights and his expectation has gone up too. Today’s customer
cannot be taken for granted. It is a good happening. Therefore, classical 4 P’s of
marketing has changed to "OCTAGONAL MARKETING". Octagonal Marketing
encompasses all finer aspect of customer management which can result in
greater profits through customer satisfaction. Octagonal marketing gives better
edge to companies in not only maximizing customer satisfaction but also in
retaining them. Companies should revise at their activity plan and retrospective
analysis will give a fresh direction. Elements of Octagonal Marketing are:

1 Providing customer a product which is more acceptable to him:

We cannot sell grass to a lion. Product should have some tangible and
non-tangible benefits. Customer cannot be asked to change himself for a
product. Many products fail because they are not acceptable to them.
Nimesulide, Nimesulide with Tizanidine, have overtaken Diclofenac, Ibuprofen
because customers find it more acceptable due to product benefits. Nimesulide
may not be great seller in Europe, USA but in India it is. It has unnerved many
players. Success of A to Z, Taxim, Taxim-O, Nise, Nise-MR, Corex etc. are live
examples. By prescribing these products customer feels justified. They are not
influenced.
 Pfizer with Amlodipire failed due to non-acceptance of product by
customer as perceived benefits were much lower than the price charged by
Pfizer. Many Ayurvedic products are not getting adequate patronage because of
the perception of unsure results from Ayurvedic products and lack of clinical
experience. Research indicates the following reasons for better acceptance of
products :

Thus, Pharma Companies should not take the customer for granted.
Customer shift is taking at faster pace than it was yesterday. A concerted effort is
required for the company to make the product acceptable. Azithromycin still has
not overtaken Roxithromycin as customer does not feel the difference and
reason to shift. The second ‘A’ is "Affordability".

2 Affordable products:

This is very important factor. Price can be maintained high but if customer
believes that he is not paying more.

Price = Perceived Benefit + Actual Price

We have to develop brand equity to make the product affordable at high

price. Price difference of Rs. 1 or 2 does not make sense today. Minimum
difference of Rs. 5/- between two brands in price segment of up to Rs. 50/- does
make sense. Many success stories of brands were build because of price i.e.
"Affordable Price in Customer Mind". CZ of Lupin, SN-15 of Serum is the
classical example of price pushing of the brand towards success. In view of
globalisation, uncertainty "affordable product" will be an important role. Luxury
soap segment could revive because of more "free offer" to consumer and offering
"better value for money". The other ‘A’ of marketing is Availability.

3 Available at nearest to consumer:

Distribution is the key factor for success of new or old products. Yesterday
places like Dadar, Churchgate use to lure people from far places in Bombay.
Today, customer gets everything nearby to his residence. This is becoming very
important, as "alternatives" are available. Consumer will like to buy at the nearest
retail outlet. Availability of product at nearest chemist counter is an important
factor in prescribing. Pharma industry has to cross not only hurdle at distribution
but also the hurdle enforced by AIOCD. Luckily, IDMA/OPPI agreement with
AIOCD has helped pharma industry to have better approach towards this
problem. Reach is very important. Even today, many companies are not able to
make product available.

Availability will play an important role in near future for any pharmaceutical
companies. Higher growth rate can be registered if it is available at many retail
outlets. Hindustan Lever, Godrej could accelerate their growth in 2002 due to
massive effort in making their products available. This is too going to play role as
research says that many times doctors stops prescribing a product if it is not
available at nearby chemist.

Thus, pharmaceutical company has to revise at their distribution as it is

important even today. Distribution, in fact, is the "nerve centre" of any
organization. The other ‘A’ of Marketing is awareness.

4 Awareness among consumer:

Building awareness among doctors, patients, chemist & medical reps are
key activities for any marketing personnel. Medical representative continue to
bring awareness among doctors, nurses chemists & patients. Study revealed
brand recall will be better specially where degree of competition is high, if
following activities are conducted:

Brand recall normally among many "Me-too" product is tough. Many

companies do constant research to keep the brand alive through various
activities. New activities like event management, direct to customer
advertising/promoting etc are extensively used abroad are gaining supporters in
India too.
 The four ‘A’ no doubts are important to marketing. The addition of 4 ‘R’ to
marketing has really made today marketing as Octagonal from Rectangular
marketing (‘4Ps’). The changing dimension have its own impact in Pharma
Marketing Scenario. The first ‘R’ which is added is Why should customer buy and
what is its relevance to customers.

5 Relevance to Consumer :

This is becoming very important. Concept of unique selling point is

replaced by unique customer perception (UCP)

USP UCP Core Marketing

As said earlier, one cannot sell grass to a lion. Unique selling point can be
a tool to marketing professional but cannot be ultimate to make the consumer
buy it. Therefore, relevance to consumer is becoming important. You cannot
expect customer to change their style if it does not suit the customer. No wonder,
many FMCG companies are finding ways to make the product more relevant to
consumer. HLL, Colgate, Godrej all have gone out to modify the product
character to suit the local needs. Success of Cipro-Tini or Ofloxa-Tinidazole in
the field of antidiarrhoeal market is typical of relevance to customer and end
consumer. Product gave good success in prompt control and minimising
recurrence. Lupin’s new anti-TB product in line with current medical thinking is
yet the live example where many pharma companies bends the existing thinking
process to bring up the new reality. Relevance should also bring returns to end
user. Unless he gets better ROI he will not become loyal customer.

6. Returns to Consumers:

This is very important too. Indian consumer is more intelligent compared

to others. This is what world famous J. Sheth talked about Indian consumer
psychic. They always calculate "Value for Money". They do evaluate even after
the purchase is over and try to reinforce and justify the decision. Today, doctors
too like to evaluate new products before going for it. Hence, concept of clinical
trial for new product can help the launch of new product more successful. No
doubt 18% of customer will continue to buy on impulse if it is new. But decision
making process get delayed if investment is high. Return on Investment (ROI) if
communicated properly can easily convince "Rational Consumer". Doctors may
times are rational consumer and therefore this is going to be very critical for
pharma marketing. This can be communicated effectively if promotion is proper.
Sampling & visual aid detailing is not enough. Response generation is important
in view of resource crunch.

Response generation through promotion : Advertisement should generate

sales not awards. No wonder, P& G today talk about accountability. Any money
spent should generate adequate returns and response. Promotion plays an
important role.

This is now slowly shifting and event management, direct to customer

(DTC), relationship marketing activities are slowly taking away the share of
promotion in India too.

In USA as per Pharmaceutical Executive Sept, 2002 DTC & Event

Management Expenditure has gone up.

In USA DTC advertising is going up. According to expert on USA, it is

going to be part like detailing and sampling. India with DCI reconsidering Drug
Rules can open up this route for pharma promotion. Customer Relation too is,
emerging as important tool in building up brand equity and loyal customer.

7 Relationship through product & service:

Relationship marketing was unknown, was practiced more in consumer

durable, engineering sector. The emergence of CRM has taken marketing to a
greater height. Customer as a spokesman is becoming the key objective. In
earlier article, the author has defined relationship marketing. Relationship
marketing is a blend of product, quality and services. To achieve effective
relationship marketing, all the three factors will play role. Pharma Industry cannot
develop relationship marketing if it does not develop top quality products which is
affordable and effective and also provide service to retailers, customer and end
users. Dr. Reddy’s Lab, Nicholas, Glaxo etc are doing lot of work in developing
CRM with customers. However, under the garb of Relationship marketing
companies should not bribe the customers. This is not CRM.

 CRM is not over pampering customers.

 CRM is not corrupting customers.

 CRM is not winning & dinning.

 CRM is not gift business.

 CRM is not IT only.

CRM is a scientific technique to develop customer as spokesman through

various loyalty programmes. How many companies are doing it?

Thus , with passage of time marketing is also changing. Marketing is no

more ‘Rectangular Marketing – 4P" but has changed to Octangular Marketing.
This change has thrown a big challenge to pharma companies. In India, where
the degree of competition is high due to thousands of players in the scene,
scenario is going to be tough and will see many mergers, tie-ups, closure of
companies if companies do not see the new trend and adopt accordingly.
 COMPANY PROFILE

Nicholas Piramal India Limited (NPIL) is India's second largest

Pharmaceutical Healthcare company having turnover of 900 crore & is a leader
in the Cardio-vascular segment. It has a strong presence in Antibiotics and
Respiratory segments, Pain management, Neuro-psychiatry and Anti-Diabetics
segments. The company is also making forays into Biotechnology in key
therapeutic areas for which it has formed several global alliances. For 2001-02,
NPIL's recorded a turnover of Rs 9496.80 million and profits after tax were Rs
924.7 million.

NPIL's biggest brands in the pharma business are Phensedyl, Ismo,

Supradyn, Gardenal, Stemetil, Haemaccel and Rejoint - these bring in 67 per
cent of the business, while its secondary brands which include Paraxin, Flagyl
and Omnatax contribute around 24 % of its revenues.

An aggressive player in the pharma industry, NPIL came into existence in

1988 when it acquired Nicholas Laboratories from Sara Lee and in the last 15
years grown to its leadership position through a series of well managed
acquisitions, mergers and alliances. Some of NPIL's major acquisitions include
the Indian operations of Roche Products Ltd., Boehringer Mannheim India Ltd.,
Hoechst Marrion Roussel Ltd,'s Research Centre, Rhone Poulenc India Ltd., ICI
India Ltd.'s Pharma Division and Aventis' Reseach facilities.

NPIL has joint ventures and alliances with some of the finest global names
in the industry which include F. Hoffmann-La Roche Ltd., Switzerland; Allergan
Inc., USA; Boots Plc., UK; Gilead Sciences, USA; Cytran Inc., USA; Reckitt
Benkiser, UK; Cheissi, Italy; and IVAX Corp; UK.
 NPIL's core strengths are its 1700-strong field force that offers it the depth
and width in the Indian market; successful brand building - today NPIL, together
with its JVs, has 16 brands among the top 300 in the Indian Pharma Industry;
state-of-the-art manufacturing plants - NPIL's Hyderabad plant is the only one in
India to have USFDA approval for the entire facility, it is also accredited and
approved by MCA of UK, TGA of Australia and the European and Canadian Drug
Authorities, and its Pithampur plant in Central India is accredited by reputed
organizations like Allergan, Novartis, Solvay and IVAX, among others, which use
it for toll manufacturing.

Today, NPIL, is well poised to take advantage of the opportunities that will
emerge in the bulk actives and intermediates market for contract manufacturing
at attractive price points of both on patent and off patent drugs for the regulated
markets of Europe, US and Japan. The company's track record and credibility in
respecting IPR is extremely good and is respected globally. NPIL also has major
investments in R&D which focus on formulations development, new chemical
entity research, clinical research.

NPIL is the flagship company of the Rs. 2500 crore (US $ 500 million)
Piramal Enterprises (PEL), one of India's largest diversified business houses.
PEL also has interests in Retailing, Textiles, Auto-components and Engineering.
The Group is headed by Mr. Ajay Piramal, who is also the Chairman of NPIL, and
among the most respected names in Indian industry.

Mission
“Making a difference to the Quality of Life by reducing the burden of
disease”.
Vision
To become the most admired pharmaceutical company in India with
leadership in market share, research and profits by:

 Building distinctive sales and marketing capabilities

 Evolving from licensing to globally launching our patented products
 Inculcating a high performance culture
 Being the partner of choice for global pharmaceutical companies
 Always adhering to our Values, based on our obligations as the trustees of
our customers, employees, shareholders and society

Try imagining an organization, which has been consistently scaling new

heights in corporate excellence and growth while safeguarding the interests of its
customers, shareholders, employees and the society. The Piramal Group took
over Nicholas Laboratories in 1988 to enter into the healthcare business. Since
then, the determination with which Nicholas Piramal India Limited has
transitioned from an aspiring starter to a revered pharmaceutical powerhouse is
truly awe-inspiring and reflects a phenomenal growth rate. The fact that the sales
turnover for Nicholas Piramal has jumped from Rs. 82 crores in 1992 to Rs. 927
crores in 2002 confirms this. Thus today, Nicholas Piramal commands a lion’s
share in the Indian pharma market. This is corroborated by the list of popular
brands belonging to the Nicholas Piramal house, which is not just impressive but
simply staggering. Some of India’s best known brands, Paraxin, Gentycin,
Bactrim, Valium, Sorbitrate, Rejoint and Ismo are all Nicholas Piramal’s products.
In terms of intellectual capital, Nicholas Piramal is well served with more than
250 MBAs, 100 PHDs/Doctors, 500 Engineers and 30 CAs Finance.
Piramal Group is a corporate entity, which is a perfect example of a group
achieving success through a host of acquisitions and mergers. The Piramal
group’s vision is to recognise and enter into potentially high growth areas like
Biotek, Genomic research, Retailing and Information Technology. The 2000 crore
Piramal group also has major presence in businesses like Textiles and Pharma
packaging. Fundamentally, however it is the values, which the Piramal group
upholds and treasures, which have been responsible for its position as one of the
largest and most successful conglomerates in the Indian industry. One important
facet of the group’s growth strategy is that it has always kept abreast of the latest
technologies. The group has worked with dedication and determination towards
living its values to all its stakeholders, an example being Nicholas Piramals’
thrust on corporate governance much before it was mandated by the Securities
Exchange Board of India.
Nicholas Piramal ’s metamorphosis into a leader in its line of business has
been aided by a number of key acquisitions and mergers. We acquired Roche
Products Limited in 1993. The product range includes anti-cancer products,
antibiotics, wound healers, dermatology products, tranquilizers and anti-epilepsy
drugs and drugs for treating Parkinson’s disease.
In mid 1996, Nicholas Piramal acquired Boehringer Mannheim India Limited, one
of the global leaders in diagnostics and biotechnology. This acquisition gave
Nicholas Piramal the opportunity to add a new range of cutting edge products
and provided a platform to market diagnostic kits in the country.
In April 1998, the company acquired the world-class Hoechst Marion
Roussel’s Research & Development Centre at Mulund, Mumbai and renamed it
Quest Institute of Life Sciences. At the heart of its research strategy is a deep
commitment to alleviate the immense disease care burden in India.
In the year 2000 Nicholas Piramal acquired Rhone - Poulenc India Ltd.
held by Aventis global. This acquisition has made Nicholas Piramal the second
largest pharmaceutical group in terms of market share. The deal was one of the
largest in the country’s pharmaceutical sector. The company now has access to a
strong brand portfolio, which includes 4 among top 300 brands such as
Phensedyl, Stemetil, Gardenal and Flagyl.
HISTORY

Nicholas Laboratories was incorporated in 1947 to make pharmaceutical

formulations. The Piramal group acquired the Company in June ’88 and renamed
it Nicholas Piramal India Ltd. A group company Gujarat Glass Ltd, making glass
bottles/ vials for the pharma industry, was merged with NPIL w.e.f 1.4.91. In Apr
’92, NPIL commissioned a new plant at Pithampur, MP. In FY93, the capacity of
its sodalime glass was increased from 65 tpa to 130 tpa and that of borosilicate
glass from 15 tpa to 33 tpa. In Nov ’93, the Piramal group, with a plan to focus on
the pharma sector, acquired another pharma company Roche Products (affiliate
of Roche, UK) and renamed it Piramal Healthcare (PHL). In FY96, the group
decided to backward integrate by merger of the bulk drugs unit of Sumitra
Pharma. In FY97, NPIL took over Boehringer Mannheim (BM); and merged BM &
PHL with NPIL. In FY98, NPIL hived off its Glass and Bulk drugs division into a
separate entity.

Plant locations

Deonar, in Mumbai Maharashtra

Pithampur Madhya Pradesh (2 plants)

Hyderabad Andhra Pradesh

Thane Maharashtra

JOINT VENTURES
ALLERGAN INDIA LTD
The Group launched in 1994, a joint venture with Allergan Inc., a global
eye care company haedquartered in California, USA, for manufacturing and
marketing their full range of eye care products in India.
Allergan incorporated (headquarters Irvine, California, USA) is a speciality
healthcare company. With a presence in over 80 countries and turnover of ES$
1.2 billion, Allergan operates in the fields of eyecare, skincare and neuromuscular
disorders.
Allergan is renowned globally for its contribution to eyes are through strong
presence in Pharmaceutical, Surgical and contact lens care products. Allergan
Inc. is a technically oriented company which gives significant emphasis on
Research and Development of new molecules and a substantial portion of its
revenue gets invested every year in R & D.
Allergan’s operation in India formally commenced about 3 years back as a
joint venture with Nicholas Piramal India Limited. In the two predominant
segment at operates currently that is Pharmaceuticals and Surgicals, it has been
able to establish a direct reach to 6500 ophthalmologists all over the country and
it has been able to build on the Allergan International’s goodwill in India to earn
the respect and appreciation of its knowledgeable clientele.
In surgical business, Allergan India is already a market leader both in the
segment of Phacomulsification machines as well as Intra Ocular Lenses, its IOL
range includes renowned products like Epoch, AMO as well as foldable range DI
30 and SI 40.
In Pharmaceutical business with over 16 products, it probably operates
one of the widest among the ophthal companies and has successfully introduced
and marketed unique world class products. A series of launches are planned in
the near future.
Allergan recently introduced in the market, COMPLETE – World’s fastest
growing soft contact lens brand. COMPLETE is comprehensive lens care
system, which apart from the cleaning, soaking, disinfecting solution, includes
Protein Removal Tablets as well as the 10ml convenient comfort pack- the new
concept in wearer comfort in India.
Allergan India, a Joint Venture between Nicholas Piramal group and
Allergan Inc. has been in the Indian market with a range of ophthalmic products.
The portfolio includes remedies for Glaucoma, Infections, Inflammations and a
host of other ocular diseases. The current portfolio includes Allergan’s globally
best selling brands like Betagan – Betablocker, FML-a mild steroid and Tears
Plus – lubricating eye drops. The Indian subsidiary manufactures its products at
Pithampur, bases on the technology transferred from the parent company. The
material, manufacturing and testing processes are based on Allergan
international guidelines and confirm to the stringent internal pharmacopial
standards set up by the company for their world-wide operations.
Allergan also has a dominating presence in the neuromuscular disorders
segments. Its brand Botox-Butolonium-purified toxin is a revolutionary drug which
eleviates muscles in spasm. While this product was the outcome of extensive
research in the area of ophthalmic muscle disorders like Blephrospasm etc., it
has found extensive use in various other neuromuscular abnormalities like
cervical dystonia, cerebral palsy etc. This product is being used widely by Indian
neurosurgeons for a host of neuromuscular disorders.

BOOTS PIRAMAL
Boots Healthcare International (BHI) has been present in India since the
1940's as Boots Pharmaceuticals, manufacturing and marketing brands that are
household names today like Strepsils, Icy, Sweetex, Burnol, Coldarin, Brufen to
name a few.In 1994 BHI sold the pharmaceutical business to Knoll
Pharmaceuticals. However BHI continued to own three brands – Strepsils, Icy
and Sweetex which were licensed to Knoll Pharmaceuticals for marketing in
India. In February 1998 the licensing with Knoll was terminated and BHI entered
into a distribution agreement with Nicholas Piramal for the three brands it owned.
In November 1998 BHI and Nicholas Piramal India Limited (NPIL) signed a joint
venture and Boots Piramal Healthcare Limited was formed. A Win-Win Situation
for Both Partners Strong existing brands from both companies have been
brought into the JV with the objective of giving the brands enhanced focus:
-Strepsils, Sweetex and Icy from the BHI basket Melalite and Lobate from the
NPIL basket The Joint Venture has been profitable from day one. BHI brings to
the table its international portfolio of brands and technical expertise. Nicholas
Piramal supports this with its wide distribution network and state of art
manufacturing facilities. The Road Ahead Consolidate and revitalise existing
brands, which have been neglected in the past. Introduce line extensions of
Strepsils. New product introductions from the BHI international skincare portfolio.
Entry into the Analgesics segments. Explore opportunities for sourcing products
from India. Strepsils Whether a tickle or a burn, a sore throat can really get you
down. Around the world Strepsils Antibacterial formula not only soothes, it also
relieves the symptoms of throat infection. Strepsils Lozenges contain an effective
combination of two antibacterial agents to help kill the bacteria which can cause
some sore throats and mouth infectionsPiramal Enterprises and BUPA, Britain's
largest healthcare provider have entered into a 50:50 joint venture to provide
"one-stop' health facilities in India.The new company, BUPA Piramal Healthcare
Ltd. has taken on lease a 42,000 sq.ft. facility in Lower Parel, Central Mumbai
and have set up an ambulatory care hospital called Wellspring.
The purpose is to create a Preferred Provider Organisation (PPO) offering a
complete range of medical services in a user-friendly, cost-effective manner. In
addition to Wellspring, BUPA Piramal plans a chain of facilities across Mumbai
and other cities in India
STRYKER PIRAMAL

Nicholas Piramal has entered into marketing alliance and Stryker

Corporation of USA which develops and manufactures specialty surgical
instrument and medical products including powered surgical instrument,
endoscopic systems, trauma range of products, joint implants, spinal fixation
devices and patient care handling equipment. Stryker products will be marketed
by Nicholas Piramal through a specialised division focused on Stryker products
with excellent coverage of major hospitals and institutions. The marketing
alliance wil further strengthen the total surgical solutions offered by Nicholas
Piramal for theraperutic treatment, surgery and post-surgical care. Stryker
Corporation is a One Billion US $ company manufacturing and marketting
various surgical, orthopedic and specialised hospital products worldwide. The
products are in use in the field of orthopedics, nuerosurgery, cardiology, ENT,
gynaecology and general surgery. Some of the products have established
themselves as market leaders such as powered surgical and speciality hospital
beds and stretchers. In addition they have already established a niche market for
their osteonics products in orthopedic reconstructive surery such as hip, knee,
shoulders, spinal implants and trauma related product. They haveproduction
facilities in various locations all over nthe world. They have the unique distinction
of having achieved a 20 year compound annual growth rate of 25% in sales.
Stryker Corporation products in India are solid serviced by Nicholas Piramal India
Limited through a network of over 200 agents/dears supported by a team of
highly trained and qualified sales and service personnel. The stryker endoscopy
system, powered instruments and arthroscopes are already in use in a number of
hospitals and surgery in India and are rated as the best quality products by the
existing users. The latest introduction called the TPS (Total Performance System)
is a universal surgical system offering versatility and cost effective to the
institution. TPS stands alone in a field of many providing innovative handpieces
in a modular system to be used across all surgical diciplines
SARABHAI PIRAMAL
Two of India's major industrial houses, the Rs. 400 crore Sarabhai Group
and the Rs 1000 crore Piramal Enterprises, have joined hands to form a 50:50
joint venture, Sarabhai Piramal Pharmaceuticals Limited.
With a significance presence in the Indian healthcare market, both the
groups have entered into a novel strategic alliance capitalising on certain niche
areas. Among the areas to be targeted are the relief of pain and inflammation in
diseases of the bones and joints and the field of cancer. This alliance will benefit
from the established market presence of the sarabhai group as well as the
innovation and alliance skills of the Piramal Group. The venture will be
independently managed by professional managers and first year sales are
forecast at Rs. 60 crore.

CYTRAN
Recently, the group signed a 50:50 joint venture with Seattle (USA) - based
Cytran Inc. which is developing several new molecules in the area of
immunology. Under the joint venture agreement the Piramal Group and Cytran
will collaborate in developing state-of-the art molecules which will be marked in
India, and selected export markets in Asia & the Middle East

NEXSTAR PHARMACEUTICALS
The Biotek division of Nicholas Piramal India Limited has an alliance with
NeXstar Pharmaceuticals Inc. of the United States. NeXstar Pharmaceuticals Inc.
is an integrated biopharmaceutical company dedicated to the discovery,
development and global commercialisation of pharmaceutical products to fight
life-threatening illnesses and is recognised in the areas of cancer, infectious
diseases, hematotogic and immunologic disorders.
 The Company has headquarters in Colorado, USA; R & D and
manufacturing facilities in California, USA- Antwerp, Belgium and marketing
subsidiaries worldwide.
Nicholas Piramal India Limited has entered into a distributor agreement
with NeXstar Pharmaceuticals Inc. Currently, the Biotek division markets
AmBisome (liposomal Amphotericin B) for the treatment of life-threatening fungal
infections, primarily for individuals with compromised immune systems e.g.
cancer patients, AIDS patients and organ transplant patients among others. Also
multicentric clinical trials are currently on in India for the use of AmBisome as the
primary therapy for visceral leishmaniasis.
AmBisome is promoted by the specialised field force of Biotek division to
oncologists, nephrologists and physicians
PRODUCT PROFILE

Multispeciality Division

1.Asmapax (Anti asthmatic)

2.Bactrim(Antibiotics)
3.Becozym (Vitamin)
4.Bronchilet (cough)
5.Deletus (Cough Syrup)
6.Famtac(Gastrointestinals)
7.Genticyn
8.Micropyrin (Non Steroids Antiinflamatory Drugs)
9.Quinobact (antibacterial)
10.Redoxon (Vitamin)
11.Supradyan (Vitamin
13.Rejoint (Osteo Arthrithis)
14.Vah (pain killer)
15.Orthobid (pain killer)
16.Rocaltrol (Anti-Osteoporosis)
17.Osteospan (Bone nutrition)
18 Gatri (Antibacterial)
Mutispeciality Division

CL-Cardiologist
CP-Consultant Physician
OS-Ortho Surgeons
DL-Dermalosgist
OL-Ophthalmologists
Ch.P-Chest Physician
ENT-Ear Nose Throat

GE-Gastroenterogist

GO-Gynaecologist

PT-Paediatrician

SGP-super G.P.

EN-Endocrinologist

UR-Urologist

NR-Nephrologist

PT-Paediatrian
 ANALYSIS AND INTERPRETATION OF DATA

TABLE 1

Table showing Respondents Age & Hospital attachments

Age group No. Of Hospital attachments No of respondent %

1 hosp 2 hosp 3 hosp

<45 91% 9% 0% 62 64

>45 89% 10% 1% 34 36

Total 96 100

From the above table it was found that sixty four percent of the total
respondents were under the age group of below forty four years Out of which
ninety five percent were associated with one hospital for the consultancy and
only nine percent were with two hospitals.
However, thirty six of the total respondents were belongs to the age group
of more than forty four years. Out of which eighty nine percent of them were
associated with one hospital, ten percent of the the respondents with two
hospitals and only one percent of them associated with three hospitals.
TABLE 2

Table showing Respondents Place & Hospitals attachments

Place No. of Hospital attachments No of respondent %

1 hosp 2 hosp 3 hosp

City 88% 11% 1% 84 88

Town 95% 10% 0% 12 12

Total 96 100

On the basis of the above table one could infer that eighty eight percent of
the respondents were from city places however only twelve percent were from
town places.
In Cities majority i.e. Eighty eight percent of the respondents were
associated with one hospital, eleven percent associated with two hospital and
one percent were associated with three hospitals.
In town places ninety five of the respondents were associated with one
hospitals and only ten percent were associated with hospitals.
TABLE 3

Table showing Respondents Qualification & Hospitals attachments

Qualification No. Of Hospital attachments No of respondent %

1 hosp 2hosp 3 hosp

MS Orthopaedic 91% 9% 0% 72 75

Diploma 89% 10% 1% 22 22

Orthopaedic

Others 100% 0% 0% 02 03

Total 96 100

From the above table it was found that seventy five percent of the
respondents were MS orthopaedics, twenty two percent were Diploma
Orthopedics & three percent of the respondents were others.
In case of MS Orthopaedic majority of the respondents i.e. ninety one
percent were associated with one hospital and only nine percent were associated
with two hospital.
In case of D Orthopaedic eighty nine percent of them were associated with
one hospital; ten percent were with two hospitals and one percent with three
hospitals
TABLE 4

Table Showing Respondents Age& Patients Attended

Age group No. of patients seen No.of respondent %

25/day 25-50/day >50/day

<45 60% 20% 10% 62 64

>45 64% 24% 12% 34 36

Total 96 100

The above table shows that the classification of respondents according to

their age group and the number of the patients seen daily. It was found that in the
age group of the below forty five years sixty percent of the respondents had
twenty five patient per day, twenty percent of the respondents had checked
twenty to fifty patient daily per day, twenty percent of the respondents had
checked twenty to fifty patients daily .However, only ten percent of the
respondents had checked up patients more than fifty daily.
In the age group of more than forty five years sixty four percent had
checked up twenty five patients , twenty percent had checked up twenty to fifty
patients where as twelve percent had checked up more than fifty patients per
day.
TABLE 5

Table showing Respondents Place & Patients Attended

Place No. of patients seen No of respondent %

25/day 25-50/day >50/day

City 85% 10% 5% 84 88

Town 90% 10% 0% 12 12

Total 96 100

From the above table one could infer that eighty five percent the city
doctors were checking twenty patients per day & only five percent of them had
checked up more than fifty patients per day.
Ninety percent of doctors from the town place had checked up patients per
day only ten percent of them had checked up twenty to fifty per day.
 TABLE 6

Table showing Respondents Qualification & Patients Attended

Qualification No. of patients seen No of respondent %

25/day 25-50/day >50/day

MS Orthopaedic 80% 10% 10% 72 75

Diploma Orthopaedic 72% 13% 05% 22 22

Others 100% 0% 0% 02 03

Total 96 100

From the above table one could infer that eighty percent of the MS
Orthopedic were consulting twenty five patients per day, ten percent were
consulting twenty to fifty patients per day and only ten percent were consulting
more than fifty patients per day.
Where as in case of D orthopedics seventy two of them were consulting
twenty five patients per day, thirteen percent were consulting twenty to fifty
patients per day and only five percent were consulting more than fifty patients
daily.
TABLE 7

Table showing Respondents Age Group & Patient type

Age Group Patient type

No of
%
respondent
New Follow-up
<45
30% 70% 62 64
>45 36
40% 60% 34

96 100
Total

From the above table it was found that seventy of doctors below forty five
years were consulting follow-up cases and thirty percent were consulting new
patients.
In case of doctors above forty five years sixty percent were doing the
follow-up work whereas forty percent were consulting new patients.
TABLE 8

Table Showing Respondents Place & Patient type

Place
Patient type
No of respondent %
Follow-up
New
City
40% 60% 84 88
Town
30% 70% 16 12

96 100
Total

From the above table it was found that forty percent of the city doctors
were consulting new patients, sixty percent were doing the follow-up.
In case of doctors who belong to the town, seventy percent were doing the
follow-up and only thirty were consulting new patients.
 TABLE 9

Table showing Respondents Qualification & Patient type

Qualification Patient Type No. of %

Repondent
New Follow-up
MS orthopaedic
72 75
30% 70%
40% 60% 22 22
D orthopaedic

Others 30% 70% 02 03

96 100
Total

The above table shows that seventy percent of the MS orthopaedic were
doing follow-up where as only thirty were consulting the new patients.
Sixty percent of the D orthopaedic doctors were doing follow-up where
only forty percent were consulting new patients.
TABLE 10

Table Showing Respondents Qualification & Journal

Name of Journals No.of %

Respondent
Qualification
JBJS OCNA BMJ

MS orthopaedic
40 (55%) 22(30%) 12(15%) 72 75
D orthopaedic 22 22
15(68%) 05(22%) 02(10%)
Others 02 03
02(100%) 0 0
96 100
T
otal

JBJS-Journal of Bones & Joint surgery

OCNA-Ortho Clinic Of North America

BMJ –British Medical Journal

From the above table one could infer that fifty five percent of the MS
orthopedic doctors were referring JBJS journal followed by thirty percent OCNA
and only fifteen percent were referring BMJ.
In case of D Orthopedic six eight percent of them were referring JBJS,
twenty two were OCNA and only ten percent were referring BMJ.
 TABLE 11

Table showing Respondents Qualification & Magazine

%
Qualification Name of Magazines No.of
Respondent

India Today Outlook Week

MS orthopaedic
45 (63%) 22(30%) 05(07%) 72 75
D orthopaedic
15(68%) 05(22%) 02(10%) 22 22
Others
02(100%) 0 0 02 03

96 100
Total

From the table it was found that sixty three percent of the MS Orthopedic
were referring India Today magazines followed by thirty percent outlook and only
seven percent were referring week.
In case of D orthopedic six eight percent of them were referring India
Today, twenty two percent were outlook and two percent were referring week
magazines.
TABLE 12

Table showing Respondents Qualification & Holiday Spots

Favourite Holiday Spots

%
Qualification No.of
Respondent
Munnar Ooty Kodaikanal
MS orthopaedic
50 (70%) 20(28%) 02(02%) 72 75
D orthopaedic
20(90%) 01(05%) 01(05%) 22 22
Others
02(100%) 0 0 02 03

96 100
Total

The above table shows the doctors qualification and their preferential
favorite holiday spot.
It was found that seventy percent of MS Orhthopaedic were Prefered
Munnar, twenty eight percent were preferred Ooty & only two were Prefered
Kodaikanal.
In case of D orthopaedic major portion of the respondents i.e. ninety
percent had preferred munnar as their favorite place and equal percentage of
respondents i.e. five percent each were given preference to Ooty and
Kodaikanal.
 TABLE 13

Table showing Respondents Qualification & Common Disorder

Qualification Common Disorder

No. of
%
Osteo Trauma Others Respondent
-Arthritis
MS orthopaedic 47% 33% 20% 72 75

D orthopaedic 40% 50% 10% 22 20

Others(02) 25% 35% 40% 02 05

Total 96 100

Qualification

60%
50%
50% 47%

40% 40%
40% 35%
33%

30% 25%
20%
20%
10%
10%

0%
MS ortho(72) D ortho(22) Others(02)

Common Disorder Osteo -Arthritis Common Disorder Trauma

Common Disorder Others

 From the above table it was found that forty seven percent of the MS

Orthopaedic were dealing with Osteoarthrithis cases followed by thirty three with

trauma & only twenty percent were other cases.

However in case of D Orthopaedic fifty percent of them were dealing with

Trauma cases , forty percent with Osteo Arthrithis and only 1ten percent with

other cases.

In case of other doctors most of them i.e. were dealing other cases

followed by thirty five with trauma cases.

 TABLE 14

Table showing Respondents Qualification & Common Surgery performed

Qualification Trauma Others No. Of %

respondent
MS orthopaedic 60% 40% 72 75

D orthopaedic 40% 60% 22 22

Others 20% 80% 02 05

Total 96 100

Graph Showing Qualification & common Surgery

Qualification & Common surgery

90% 80%
80%
70% 60% 60%
60%
50% 40% 40%
40%
30% 20%
20%
10%
0%
)

)
)
2

2
22
(7

(0
o(

rs
o
th

th

e
or

th
or

O
S

Trauma Others
D
M

From the above table it was found more than hald of the respondents who
were MS orthodpaedic were doing surgery of trauma conditions, but it was only
forty percent of the D Orthopaedic was dealing with trauma conditions this shows
clear efficiency of the doctors.
 TABLE 15

Table showing Factors Influencing Prescription of respondents

Place Factors Influencing Prescription

Efficacy Price Brand Composition Company Medi.Reps

100 % 83% 21% 34% 21% 23%

City (84 Drs)

Town (12Drs) 100% 66% 0% 0% 16% 16%

Graph showing factors influencing prescription

Factors Influencing Prescription

120%
100%

80%
City (84 Drs)
60%
Town (12Drs)
40%
20%

0%
Efficacy

Price

Brand

Composition

Medi.Reps
Company

From the above table it was found that hundred percent of the city doctors
soley depends on the efficacy of the tablet, eighty eight percent admitted price of
the product , thirty four percent of them admitted composition , twenty one
percent of each brand & company name and only twenty three percent of them
admitted the Medical representatives recommendation for the purchase of the
product.
In case of city doctors , hundred percent opinioned that efficacy of the
product was the major influencing factors in prescription with hundred percent
respondents answers, sixty six percent of them were also admitted that price
was the influencing factor. However ,role played by Medical Respresentives &
company name equally influence the prescription i.e. sixteen percent were
admitted .Ironically, brand name & composition of the product don’t play any role
in influencing prescription.
TABLE 16

Table showing responses for pain

Molecule Mild Moderate Severe Total

Paracetamol
30% 0 0 30
Diclofenac 7%
15.% 0 20
Valdecoxib
0 10% 0 10
Rofecoxib
0 9% 3% 10
Tramadol
0 0 26% 26
96
Total

From the above table it was found that thirty percent of the respondents
were administered paracetamol for the mild pain management. However for
severe pain management twenty six percent of respondents had administered
tramadol. Mean while, fifteen percent of respondent had administered diclofenac
for mild pain management. In moderate pain management the favorite molecule
was valdecoxib that is ten percent followed by rofecoxib that is nine percent
preferred and last option was diclofenac i.e. with seven percent only.
Graph showing pain management

100%

90%

80%

70%

60%
Percentage

50%

40%

30%

20%

10%

0%
Paracetamol Diclofenac Valdecoxib Rofecoxib Tramadol
Molecules

Mild Moderate Severe

 Molecule Mild Moderate Severe Total
Diclofenac
10.% 0 0 10
Valdecoxib
10.% 31% 0 40
Rofecoxib
0 5% 5% 10
Tramadol
0 0 21% 20
Steroids
0 0 10% 16
96
Total
TABLE 17

Table showing responses for osteo-arthritis disorder

From the above table it was found that for severe Ostearthritis the favorite

molecule was tramadol with twenty percent respondents, followed by steroid

injections with ten percent respondents & however only five percent of the total

respondents had administered rofecoxib.

 However, in order to control moderate ostearthritis thirty of the

respondents had administred valdecoxib and only five percent had administred

rofecoxib

In case management of osteo arthiritis both diclofenac & valdecoxib were

equally favorite molecules i.e. with ten percent respondents.

Graph showing management of Osteo-Arthirtis

 100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%
Diclofenac Valdecoxib Rofecoxib Tram adol Steroids

Molecules

Mild Moderate Severe

TABLE 18
Table showing respondents Participation in Profession group meeting

Participation in prof group meeting No. Of respondents

Yes 65
No 31
Total 96

From the above table it is found that out of Ninety six respondents ,six five
doctors are participating in profession meeting ,while remaining thirty one doctors
are not participation group meeting.

FINDINGS,SUGGESTION,CONCLUSION
FINDINGS

1) The company is getting profile of doctors through medical representatives

sales report which is not sufficient.

2) It was found that non-financial factors such as outstations trips, gift

hampers were found to be more effective

3) It was found that majority of respondents both under the age group of
below forty five and above forty five years were associated with only one
hospital.

4) Place wise both in city and town majority of respondents were associated
with only one hospital. However, compare town in city a very minimal
number of respondents were associated with three hospitals.

5) There is no significance difference between the respondents below forty

five years & above forty five years with respect to their consultation of
patients. more than half of the respondents I .e. sixty percent consult
twenty patients daily, where as only ten to twelve percent were consulting
more than fifty patient per day.

6) In town places no respondents were consulted more than fifty patients a .

day.

7) It was observed that highly qualified respondents (MS orthopedic & D

orthopedic) are attached to one hospital.

8) The highly qualified respondents prefer to read Journal of Bones & Joint
Surgery (JBJS) followed by Ortho Clinic of North America (OCNA).
9) It was found that majority of the respondents prefers to read India Today
magazine, followed by Out Look, however Week magazine was the last
preference quoted by the respondents.
10) The favorite holiday spot for the many of the respondents was Munnar
followed by Ooty. Kodaikanal was given the last choice.

11) Most of respondents come across Osteo-Arthritis & Trauma as common

disorder.

12) Most of respondent perform trauma as common surgery.

13) It was found that most of respondents prescription decision was

influenced by the efficacy of the molecule followed by price and
composition of the molecule. However, the role-played by the brand name,
company name and medical representatives were insignificant.

14) With regard to pain management most of the respondents prefer

paracetamol for mild pain & Tramadol for severe pain and for moderate
pain they prefer Valdecoxib.

15) It was observed that most of the respondents prescribed the valdecoxib
molecule for moderate pain & Tramadol for severe pain in Osteo-Arthritis
disorder.

16) It was found that Glucosamine + Chondrotin (Rejoint) drug is expensive

compare to other competitors brands.

17) Though the product Rejoint (Drug) re launched as essential product the
respondents still perceive as dietary supplement
SUGGESTIONS

After having developed the profile, company should update this profile,
company should update this profile in fixed interval in order to make necessary
changes as these likings may not be constant.
 Company should rely more on efficacy of the product rather than more on
Medical Respresentives whose role is just is educating the customers.

Company Should Offer Reasonable Price for Glucosamine + Chondrotin

Drug as there is more Similar Drugs in Market.

The Pharma goods can be re launched with same brand name at the
same time company should take up adequate promotional work in order to give
more importance to the features.

Company should focus on leading magazines like India Today and Out
Look for complimentary subscription.

As Journal of Bones & Joint surgery is most preferred Journal, company

should give their advertisements in these journal in order to have more impact.

Majority of the respondents have opted Munnar and Ooty as their favourite
holiday spot. Package tour can be organized for the doctors who have
contributed a lot in promoting the companies product.

As the percentage of follow-up patients are more compare to new ones it

is better to give more importance to old patients in order to retain.

Conclusion

Unlike other marketing this pharma marketing is not so simple. Here

companies has to take up tremendous R & D work before manufacturing any
product. Apart from it in order to sell a particular molecule it has to study the
profiles of the doctors, influencing factors and has to have proven record of the
product. This is possible only when doctors are convinced about the efficacy of
the product. The data regarding customer profiling helps the company to have its
own databank. With the help of the databank company can easily find out the
prospective customers and target their efforts.

BIBLIOGRAPHY

 Philip Kotler-Marketing Management (2002),Prentice Hall of India private

Limited.

 C.N.Sontakki-Modern Marketing,(2001)
 Website www.projecthub.com

www.nicholaspiramal.com