Handout - PBM BTM - l1 To l4

100 Marks Internal Assessment Total 5 Modules covered in 12 Lectures
Biotech Sector Outlook
Growth in India is primarily export-driven.

Export sales of Indian biopharmaceutical products are currently rising at an annual rate of 47%, domestic sales of Indian biopharmaceutical products have risen only 45% per annum
Vaccines are the largest and fastest-growing sector.

Indian vaccine sales currently account for about 43% of the country's total biopharmaceutical sales, 16% for diagnostics 13% for therapeutics. Most of the growth in Indian biopharmaceuticals is because of vaccines India is one of the world's leading suppliers of vaccines for measles and other childhood vaccinations. 1
Industry growth is concentrated in a relatively small number of companies.
About 30 Indian companies account for the great majority of the country's biopharmaceutical sales.
Indian companies manufacture an increasingly wide range of biopharmaceutical products.
These include recombinant insulin, erythropoietin (EPO), G-CSF, recombinant hepatitis-B vaccine, streptokinase, interferon alpha-2b, rituximab, and an anti-EGFR MAb product.1,2
Indian biopharmaceutical R&D is increasing rapidly.
Top ranking Bio-Pharma companies in India

3
Top 10 Agricultural Biotech Companies
Pharma Sector Outlook
Population is ever increasing
Disposable income increasing

People becoming more aware and concerned for Health & Well Being
Proliferation of Health insurance

NRHM Rural push by Pharma Companies and Hospitals
Lifestyle & Chronic Diseases on the rise
Overall

Government (DBT) is pushing research and product development Bio-Pharma Industry Association also working on regulatory easing Agriculture has immense scope
Clinical Research & diagnostic sector is also comingup
Long-term Career prospects are Very Good

6
Course & Lecture Outline
The course contents are developed with special emphasis on Pharmaceutical & Biotech Industry

8
Module 1: Frame work of Product
Module 3:
& Marketing
Management Organization
Lecture 1:
New Product Planning, Development & launch
Lecture 7 & 8:
New Product Development
Introduction to Product Management
Process and Role of Product Managers
Lecture 2:
Role and Operation of Product Management in Marketing
Module 5: Brand, Branding and Brand

Strategies Lecture 9 & 10:

Module 2
: Covers Product /Customer/

Competitor and demand Analysis
Competition, Competitor Analysis
Brand vs. Product, Brand Elements Brand Extension/Brand Relationships Spectrum Brand Identity Brand Equity
Lecture 3:
Lecture 4:
Category Analysis
Brand Building Strategies

Practice of Preparing new products, Product launches, Brand Plans, Marketing Plans, Fieldforce interactions Summary of the course
Lecture 5:
Lecture 11 & 12

Customer Analysis
Lecture 6:
Demand Analysis & Forecasting
Course Objectives
We focus on the following questions:
What are the characteristics of products? How can a company build and manage its product mix and product lines? How can a company make better product & brand decisions? How can packaging and labeling be used as marketing tools?
Introduction to Product
Management
What is a Product?
A product is anything that can be offered to a
market to satisfy a want or a need or desire of a customer

e.g. Cifran, Core, Dr. Lal Path lab, Sildenafil Citrate, Mobile Phone, Soap, Hotel Room, Airline Service
10

11
Management
Physical Goods (whether Anything that can be Offered Persons tangible or e.g. Medicine, Cars, e.g. Movie Stars, intangible) would be called a product, such as; Political Shampoos Leaders, Dhoni Services Places e.g. Hospital, Diagnostic e.g. Switzerland, Nainital Lab Financial, , Internet Organizations Experiences e.g.Vergin Atlantic Space e.g. Girl Scouts, Political Flight, Spa, Movie Theatre Parties, Fortis Events Ideas e.g. Iifa, Pravasi Bharatiya e.g. Family Planning, Sammelan Driving in Single Lanes

Product Levels
Development of a product in various levels depends on customer value perception and hierarchy of it.
Management
Customer value hierarchy Customers will choose a product based

their perceived value of it.
on
Satisfaction is the degree to which the actual use of a product matches the perceived value at the time of the purchase. A customer is satisfied only if the actual value is the same or exceeds the perceived value
12

Product Levels
Customer value hierarchy Core Benefit
the fundamental need or want that consumers satisfy by consuming the product or service
Management
Basic product
a version of the product containing only those attributes or characteristics absolutely necessary for it to function and cater to core benefit
13

Product Levels
Expected Product
the set of attributes or characteristics that buyers normally expect and agree to when they purchase a product
Management
Augmented inclusion of additional features,

benefits, attributes or related services that serve to differentiate the product from its competitors
Potential Product all the augmentations and

transformations a product might undergo in the future
14
Product level: Example

Mobile Phone
Core Benefit
Voice communication while on move or anywhere
Basic Product
Hand Held device, able to send & receive voice communication
Expected Product
Hand-set with voice & text communication abilities with ringtones, color screen, light
weight, long battery life, sufficient memory, Calendar, Camera, FM Radio etc.
Augmented Product
Large screen, touch screen, internet, other applications, mobile map, games etc.
Potential Product
Hand-set with mind reading capacity, mobile working as Credit card/Debit card/Travel
card/Unique identity etc.
15
Class work: 30 minutes

Define Product Levels for following products
/services
Car
Aatta
Bank Hospital Mouth Dissolving Tabs Penta vaccine
16

Product Hierarchy
Management
Product needto satisfy a need e.g. feet protection Product classa family of products having similar function e.g. all shoes Product linea group of products with closely related functions e.g. sports shoes Product type products within a line having similar form e.g. basket-ball shoes Branda name representing a product or line e.g. Nike Item (Stock Keeping Unit)a unit item e.g. one pair of Nike basket-ball shoe
17

Product Classification
1.
Management
On basis of durability and tangibility
Non-Durable : The products which last only for some-time and have few uses
e.g. Crocin, Antibiotics, soap, salt
Durable: The products which last for a long time, have repeated uses
e.g. Spectrophotometer, clothing, cooking range, Mobile, Washing Machine etc.
Services : Intangibles e.g. Path lab, Banking brokerage
18

2. Consumer Goods
Convenience Goods Frequently used, purchased with minimum effort bread, cooking oil, tooth paste
Shopping Goods Purchased less often, comparison on price, quality, and style TV, Mobile Phone, Sofa Specialty Goods Purchased as desired, branded products
anti-aging cream, Pharma Ethical
Management
Unsought Goods Purchased on perceived need, can do without food processor, Music System, Car, Personal Jet
19
FMCG
Management
A sub-category of Consumer Goods

Groceries Food Items Home Care Personal Care/Body Care Cloths
20

3. Industrial Goods
Capital Goods Plant Equipment,
Management
Computers Materials and Parts Plastics, Auto Parts Supplies Paper, Toner Installations Equipment
21

4. Supplies and business services
Business advisory Services Market Research, Patent
Management
Services e.g. ORG-IMS Maintenance and repair items Operating supplies Maintenance and repair services Information Services
22
Product Mix
Product mix has following terminologies:

Width - refers to the no. of different product lines the
co.
Length - refer to the total no. of items the Co. carries
within its products lines

Depth - depth refer to the no. of versions, offered of
each product in the line

Consistency - refers to how closely related the various
product lines are in end use, production requirements, distribution channels, or some other way.
23
Product Mix
Management
Company may have an assortment of products

This assortment of products is known as
Product
Lines
-
Mix
E.g. HUL product Assortment consists of many product
Food brands Home care brands Personal care brands Water Nutrition Health, hygiene & beauty
24
Case Product mix Sun Pharma

Product Mix (Assortment )
Line 1: CNS drugs Length
1.AntiDepressent 2. Anti-epileptics 3. Alzheimers 4. OCD
Line 2: Cardiovascular s
Line 3: Optholmology
Line 4: Gastroenterolog y
Line 5: Antiinfectives
Depth
1. Amexide 2. Citopalm 3. Cloferanil 4. Fluvoxin Form, Flavours, packaging
Consistency Using Same Channel, Dr, Rep
25
Management
Product Mix
Product-line length
Line Stretching Down-market Stretch: Means when the company
launches lower end versions of a product generally to capture mass market. Some of the reasons for down market stretch are as follows; The company may notice strong growth opportunities as mass retailers attract a growing number of shoppers The company may wish to tie up lower-end competitors who might otherwise try to move up-market The company may find that the middle market is stagnating or declining
Up-market Stretch: This is a terminology used for

launching higher end versions of an existing product/service so as to capture premium segment of market/customer
Two-Way Stretch
26

What
Management
is Management?
Management is coordination of the
resources of the firm to produce goods and services

It is Marketing department which is responsible for co-
ordination
Within the marketing department it is product Manager
who is responsible for the product.
27
Management
Marketing Organization Setup
28
Management
Marketing Organization Set-up

1.
Product-Focused Organization
Head of Co./Div
Head Marketing
Head HR
Head Fin
Head Mfg
Support
Product Management
Marketing Research
Product Manager A
Product Manager B
Product Manager C
29
Management
Product Focused Organization

Characteristics
Classic brand management structure developed by
P&G in 1930s Commonly used where different products use the same channels of distribution Product Manager acts as a Mini-CEO
Product Manager has the ultimate responsibility for the brand Associate Product Manager develops brand extensions or
manages a small brand

Assistant Product Manager is responsible for market and share
forecasting, budgeting, coordinating with production, executing promotions, and packaging
30
Management
Advantages of Product focused Marketing organization set-up

Center of responsibility is clear Clear who to turn to for information on the product Product has an advocate with training, experience,
persuasion, and communication skills

Breeding ground for senior executives
31
Management
Disadvantages of Product focused

Marketing organization set-up
Narrow focus on one product Induces a centralized structure Quest for quarterly or short-term sales and market share
goals
Several salespeople representing different products
calling on the same customer

Inefficient use of marketing funds to build brand name
32
Management
Examples of product focused organizations

Elli-Lilly P&G HUL Dabur Intel Maruti-Suzuki Taj Hotels ORG-IMS
33
Management
Market Focused Organization

Characteristics
Marketing authority by market segment Useful when there are significant differences
in buyer behavior in the market segments

Does not give managers full responsibility for
the services or products delivered
34
Management
Market-Focused Organization
Head of Co./Div
Head Mfg
Head Fin
Head HR
Head Marketing
Market Manager A
Market Manager 2
Market manager 3
35
Management
Advantages of Market Focused Organization set-up

Focus on the customer as an asset Easier to justify product modification or elimination Useful when bundling different products or when consumer
purchases many different products form the same company

Enhances product manager interactions due to specific
knowledge in the particular segment
36
Management
Disadvantages of Market Focused Organization set-up

Possible conflict with the product management
structure that may lie below

Mini-CEO training and experience of traditional
product managers may be lost

Most product management skills need to be
sustained
37
Management
Examples of Market Focused Organization

Cipla (and Majority of Pharma companies) HUL
Infosys (Vertical focused)

Intel Thomas Cook
Himalaya Ayurvedic
38
Management
Function Focused Marketing Organization Set-up

Characteristics
Aligned by marketing functions
Product and market-focused organizations have aspect
of this structure embedded in their organizations

A single manager is not responsible for day-to-day
marketing activities of the product

Marketing strategies are designed and implemented
through coordinated efforts
39
Management
Function-Focused Organization
Head of Co./Div
Head Mfg
Head Fin
Head HR
Head Marketing
Adv. Mgr
Product Marketing
Market Service
Market Research
Sales Promotion
40
Management
Advantages of Function Focused Marketing Organization Set-up

Administratively simple Useful if company has few products The structure is logical with normal marketing
activities
Functional training is easier to deliver
Managers become functional experts
41
Management
Disadvantages of Function Focused Marketing Organization Set-up

Product responsibility is shared so no one down
the line can be held accountable

Requires substantial time in cross-functional
meetings
Training is limited to function
Marketing VP or head needs to do much of the
planning
42
Management
Examples of function focused Marketing Organization

Intel Google IOC (Oil Marketing) More (Mall) Hotel Leela Venture Aventis Apple
43
Management
44

Develop a long-range and competitive strategy for the product Preparing an annual marketing plan and sales forecast Working with advertising and merchandising agencies to develop
copy, programs and campaigns

Stimulating support of the product among the sales force and
distributors
Gathering continuous intelligence on the products performance,
customer and dealer attitudes, and new problems and opportunities

Initiating product improvements to meet changing market needs
45
Critical Skills for a Product Manager

Observation Analytical Ability Negotiations Team-work Communication
46
Role & Operation of Product Management
47
Marketing Planning
One of the key responsibility of a Product
manager is to develop Marketing Plan

Marketing Plan is a written document containing the guidelines for the business centres Marketing Programs and allocation over the planning period
48
Marketing Planning
Hierarchy of Planning
Corporate strategic planning
Group/Sector planning
SBU Planning Annual Marketing Plan

Brand Plan
49
Marketing Planning
Objectives of a Marketing Plan

To define current situation facing the product To define problems & opportunies facing the
product/Business
To establish Objectives
To define Strategies & Actions/Programmes necessary
to achieve product objectives

To Estimate & project Financials of the product
50
Marketing Planning
Marketing Planning Process & Sequence

Update Historical data Collect current situation data
Analyse data
Develop Objectives, Strategies & Programmes Develop Financial plan (P&L)

Negotiate final Plan
Implement & Measure Progress Audit
51
Marketing Planning
Marketing plan Contents (Summary)

Executive summary Situation Analysis
Category/Competitor definition Category Analysis Company & Competitor Analysis Customer Analysis Planning Assumptions
refer to Product Management by Lehmann, p. 45-48
Objectives (Sales, M.S. Growth, Profitability, volumes, any other) Product/Brand Strategy
Supporting Marketing Programs Financial Documents Monitoring & control Mechanism Contigency Plans
52
Reference Books
Product Management Lehmann

Strategic Brand Management David Aaker Strategic Brand Management Noel Kapferer Building Strong Brands Keller Marketing Management - Kotler
53

54
Module 1: Frame work of Product Management

Lecture 1:

& Marketing Organization
Introduction to Product Management Role and Operation of Product Management in Marketing
Module 2: This Modules covers Product Analysis

Lecture 2:
Product Analysis:
w.r.t. Competition, Competitor Analysis, Category Analysis
Lecture 3:
Product Analysis Contd.
Customer/Demand
Lecture Objectives
Understand how to define competition Determining & selecting competition How to Analyze Category with various parameters Learn to Assess Market Attractiveness Analyze Competitor(s)
Data Collection/Analysis What and how to analyze
55
Defining the Competitive set
56
Define Competition Set

57
Bases of Competition
Customer oriented Who are they When they use Why they use (what benefit sought)
Marketing Oriented Advertisement/Promotion/Channel/Media/Price Resource Oriented Raw material, Shelf-Space, employees, Financial resources Geographic

58
Levels of Competition:
Product form
Product Category Generic
Budget
aabc c aabc

59
Determine Competitors Set 1. Managerial Judgement:

- Experience , Internal Sources, Traders, KOLs
2. Customer Based Measures

Behavioural data
- Primary source Deptt. Stores, A.C. Nielsen, Scanned data, IMS, C-Marc - Brand-Switch Matrix Customer Judgement - Surveys Focus Groups, Exploratory
Using
Customer Judgments
Product Deletion in a group that are substitutes for each other, if one is deleted or not available, which one would the customer select from the choice set or the rest
Substitution in Use judged similarities in usage context, use and substitutes are indicated for the target product
60
Using
Customer Judgments (Models)
Perceptual Mapping Judged Overall Similarity for a pair of products

Similarity within Consideration Set
large set of products divided into groups in which each is a substitute for another
61
Perceptual Map
62
Marketing Planning
Marketing plan Contents (Summary)
Executive summary
Situation Analysis Competitor definition Category Analysis Competitor Analysis Customer Analysis Planning Assumptions

REPEAT
Objectives (Sales, M.S. Growth, Profitability, volumes, any other) Product/Brand Strategy Supporting Marketing Programs Financial Documents Monitoring & control Mechanism Contnigency Plans
63

64

Lecture 1:


Lecture 2:
Product Analysis:
w.r.t. Competition,, Category Analysis, Competitor Analysis
Lecture 3:
Customer/Demand
Category Attractiveness Analysis

Aggregate Category Factors
Category Factors
Environmental Factors
65

1. Aggregate Category Factors Category Size Category Growth Stage in PLC Sales Cyclicity Sales Seasonality Profits 2. Category Factors Threat of new entrants Bargaining Powers of Suppliers Bargaining powers of Buyers Existing Category Rivalry Pressure from Substitutes Category Capacity Remarks Mkt. Attractiveness
66

Environmental Factors Technological Political Economic Regulatory Social Remarks Attractiveness
67

1. 2. 3. 4. 5. 6. Category Size Category Growth Stage in the PLC Sales Cyclicity Seasonality Profits
68

Aggregate Category Factors 1. Category Size
For Category Attractiveness Analysis, size is
an important parameter to assess
- Measured in units and monetary value - Will revenues support investment? - Large markets are better - Large categories offer more opportunities for segmentation - Large size tends to draw competitors
69

Aggregate Category Factors 2. Category Growth
Current growth are important Growth projections are crucial
Fast-growing support high margins and
sustain future profits Attract competitors Cause dramatic shift in market share survivability of product
70
Category Attractiveness over the PLC

3. Stage in the PLC
Stage of PLC Category Size Category Growth Category Attractiveness
Intro Small Low Low
Growth Medium High High
Maturity Large Low Medium/Hig h
Dline Medium -Ve Low
71
Category Attractiveness Vs PLC

3. Stage in the PLC
The introduction stage is unattractive for new
entrants
The growth stage is attractive The maturity stage may be attractive for
some categories
The decline is unattractive to new entrants
and low market share holders may exit
72

4. Sales Cyclicity
Due to inter-year variation in demand General Economic conditions
introduce peaks and valleys in sales as GDP varies

Swing in sales, profits, employment,
cash available for new product development

73

5. Seasonality
Intra-year cycles in sales Clothes, sweets, fire-crackers, and toy
sales during festivals

Generates price wars Many products are seasonal like cold
remedies, skin creams, ice cream
74

6. Profits
Vary across products or brands in a
category, and over time

Inter-industry differences also exist
Average profit margins for footwear is
about 6%, personal care 20%, and biotechnology 50%

Chronic low profitability is less attractive
Variation used as industry risk
75

1. Aggregate Category Factors Category Size Category Growth Stage in PLC Sales Cyclicity Sales Seasonality Profits Remarks Attractiveness
2. Category Factors
Threat of new entrates Bargaining Powers of Suppliers Bargaining powers of Buyers Existing Category Rivalry Pressure from Substitutes Category Capacity
76
Category Factors
1. 2. 3. 4. 5.
Threat of New Entrants Bargaining Power of Buyers Bargaining Power of Suppliers Amount of Intra-category Rivalry Threat of Substitute Products or Services
Category Capacity
77
78
Five Forces Determining Segment Structural Attractiveness

- M. Porter
1. 2. Threat of New Entrants Bargaining Power of Buyers 3. Bargaining Power of Suppliers 4. Amount of Intra-category Rivalry 5. Threat of Substitute Products or Services Category Capacity
Category Factors 1. Threat of New Entrants

If high, attractiveness diminishes In early stages of market development it can
help a market to expand Usually it heightens competitiveness and reduces profit margins Offset by setting up barriers to entry
79
Category
Factors
Potential Barriers to Entry

Economies of Scale Product Differentiation
Capital Requirements
Switching Costs Distribution
80
Category
Factors
2. Bargaining Power of Buyers

Distributors, original equipment
manufacturers (OEMs) or end users

High if product bought is a large % of
buyers cost, product is undifferentiated, buyers earn low profits, buyer can backward integrate, buyer has full information, when substitutes exist
81
Category
Factors
3. Bargaining Power of Suppliers

Is a mirror image of buyer power High if suppliers are concentrated, no
substitutes, differentiated product, built in switching costs, supply is limited
82
Category
Factors
4. Threat of Substitute Products or Services

Large number is less attractive
Threat from generics Threat generally in all categories
High rates of returns when few
83
Category
Factors
5. Amount of Intra-category Rivalry

Intense category competition is not
attractive Escalates marketing expenditures, price, employee switch High if many or balanced competitors, slow growth, high fixed costs, lack of differentiation, personal rivalry Difficult for a product manager to have an impact on category rivalry
84
Category
Factors
Category Capacity Chronic overcapacity is not a positive sign for long-term profitability Operating at capacity costs stay low, supplier bargaining power high Indicates health of category Recession may lead to overcapacity
85

Environmental Factors
Technological Political Economic Regulatory Social Remarks Attractiveness
86
Environmental
Technological
Political Economic Regulatory Social
Factors
87
Environmental Factors Technology

If weak vulnerable to new product and
global competition If well positioned firm can take advantage of change
88
Environmental
Factors
Political Affects products with global sales Product manager must assess political risk Free market affected by political party in power
89
Environmental
Factors
Economic Interest rate fluctuations short-term financing Currency exchange rates global markets Employment conditions availability of skilled labor Recession sales, GDP growth declines Inflation rates consumer buying power diminishes
90
Environmental
Factors
Regulatory Restrict industry from specific media use Stringent testing requirements Air, water, soil pollution Intervene in global competition - dumping
91
Environmental
Factors
Social Trends in demographics, lifestyles, attitudes, and personal values Trends affect B2B due to derived demand Young adults Mature consumers Children as consumers Shift of power from seller to consumer
92
93

94

Lecture 1:


Lecture 2:
Product Analysis:
w.r.t. Competition,, Category Analysis, Competitor Analysis
Lecture 3:
Customer/Demand
Competitor Analysis
Data Collection
Data Analysis
Steps
95
Data Collection
Primary Sources of Information

Primary Data Investment Bankers Sales Force Suppliers Customers Employees Consultants
96
Data Collection
97
Secondary Sources of Information

Secondary Data
Internal Sources Newspapers Annual Reports Internet News Releases Trade Associations
Patent Filings
Financial Audit Filings Business Press Government Computer
Promotional Literature
Trade Press Consultants Customer
Databases
Communications
Data Collection
Other
Sources of Information
Classified Ads
Trade Shows Plant Tours Reverse Engineering Monitoring test Markets Hiring Senior Employees
98
Competitor Analysis Model

Primary Data/ Secondary Data Key Questions Who are they? What are the competing product features? What do they want? What is their current strategy? Differential Competitor Advantage Analysis Who has the competitive product advantage? Competitor Marketing Plan What are they going to do?
99
Data Analysis Questions

Who are the major competitors?
How do the competing products or services stack
up against each other?

What are the objectives of the major competitor
products?
What is the current strategy being employed to
achieve the objectives?

Who has the competitive edge?
What are they likely to do in the future?

100
Assessing Competitors Current Objectives

Is a critical first step in a competitor analysis
for major competitor products

Gives valuable information on intended
aggressiveness of the competitors in the future

Helps to assess the capabilities of the
competitors
101
Determine
the Objectives
Growth Objective increase unit sales
or market share
Hold Objective brand losing market
share, stop the slide

Harvest Objective profit is paramount
relative to market share
102
Determining
the Objectives
Growth Objective Improve market share at the expense of short-term profits

The following will occur:
- A cut in price - Increase in advertising expenditures - Increase in promotions to consumers and distributors - Increase in distribution expenses
103
Harvest Objective Focus on profitability brand marketed in the opposite way

The following will occur:
- Increase in price - Decrease in marketing budgets
104
Assessing
the Competitors Current Strategies

The important second step in competitor
analysis is to determine how competitors are attempting to achieve their objectives

Marketing Strategy Differential Advantage Analysis
Competitors Will
105
Marketing
Strategy
Three Major Components:
1. Target Market Selection
2. Core Strategy
- Positioning, Differentiating
3. Implementation
- Supporting Marketing Mix
106
3. Implementation
(Supporting Marketing Mix ) Marketing Mix (The mix provides insight into the
basic strategy of the competitor and special tactical decisions)
4Ps
- Product (Physical product or service and how it is
sold)
- Price - Promotion (Which type and how often) - Place (Which channels are being emphasized?)
107
Tracking
Competitors Strategies
Industrial Products Product sales literature The companys own sales force Trade advertising
Consumer Products Tracking Ads
108
Comparing Value Chains
109
Technology
Strategy
Framework of Six Criteria Technology Specialization Level of Competence Sources of Capability Internal/External R&D Investment Level Competitive Timing Initiate/Respond R&D Organization and Policies
110
Competitive
Product Analysis Matrix
Handout Grid 2
Differential Advantage Analysis
Capabilities Matrix
Hand out Grid 3
Differential Advantage Analysis
Success Matrix
Handout Grid 3A
111
Assessing A
Competitors Will
A strong competitor can be overcome

A weak competitor can cause damage Assess: How crucial is this product to the firm? How visible is the commitment to the market? How aggressive are the managers?
112
Predicting Future Strategies Competitor signals with an
announcement Use historical information to forecast:

Competitors Strategy dependent variable
Capabilities and Resource independent
variable Extrapolate that the trend may continue Link Capabilities/Resources with Strategy Simulate by Role-Play
113

Handout - PBM BTM - l1 To l4

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100 Marks Internal Assessment Total 5 Modules covered in 12 Lectures

Biotech Sector Outlook

Growth in India is primarily export-driven.

Vaccines are the largest and fastest-growing sector.

Industry growth is concentrated in a relatively small number of companies.

Indian companies manufacture an increasingly wide range of biopharmaceutical products.

Indian biopharmaceutical R&D is increasing rapidly.

Top ranking Bio-Pharma companies in India

Top 10 Agricultural Biotech Companies

Pharma Sector Outlook

Population is ever increasing

Disposable income increasing

Proliferation of Health insurance

Lifestyle & Chronic Diseases on the rise

Clinical Research & diagnostic sector is also comingup

Long-term Career prospects are Very Good

Course & Lecture Outline

Course & Lecture Outline

Module 1: Frame work of Product

New Product Planning, Development & launch

Introduction to Product Management

Process and Role of Product Managers

Role and Operation of Product Management in Marketing

Module 5: Brand, Branding and Brand

: Covers Product /Customer/

Brand Building Strategies

Demand Analysis & Forecasting

Introduction to Product Management

market to satisfy a want or a need or desire of a customer

Introduction to Product Management

Introduction to Product Management

Customer value hierarchy Customers will choose a product based

Introduction to Product Management

Introduction to Product Management

Augmented inclusion of additional features,

Potential Product all the augmentations and

Product level: Example

card/Unique identity etc.

Class work: 30 minutes

Introduction to Product Management

Introduction to Product Management

On basis of durability and tangibility

e.g. Crocin, Antibiotics, soap, salt

e.g. Spectrophotometer, clothing, cooking range, Mobile, Washing Machine etc.

Services : Intangibles e.g. Path lab, Banking brokerage

Introduction to Product Management

A sub-category of Consumer Goods

Introduction to Product Management

Introduction to Product Management

Product mix has following terminologies:

within its products lines

each product in the line

Company may have an assortment of products

E.g. HUL product Assortment consists of many product

Case Product mix Sun Pharma

Consistency Using Same Channel, Dr, Rep

Up-market Stretch: This is a terminology used for

Introduction to Product Management

Management is coordination of the

resources of the firm to produce goods and services

who is responsible for the product.

Marketing Organization Setup