Transcript Document

Focused on Healthcare, Pharma, and
Biotech in Asia including India
Mala Healthcare Private Limited, 1401 Terra, Planet Godrej, KK Marg, Mumbai 400011
Executive Summary

Competitive Advantage

Management Team

Strategy and Execution
India – Growing Market ($45 Billion by
2020* McKinsey Report)
Health Awareness
Large population
Higher Health
Expenditures
Government
Reforms
Growing
Per capita Income
Cost-effective
Unmet Needs
Manufacturing
India
Advantage
“Future innovations will flow from
the rise of capital-scarce but
labor-abundant nations like India
and China”
Diana Farrell
McKinsey Global Institute
Key Advantages of Mala Healthcare
o Already Exclusive Commercial representation of
Japanese company and European company in India.
o Licensee of several products which are under
registration and regulatory approval process in India.
o Proven track record in India and working with over 35
companies including multinationals.
o Managing local India environment. More than 20,000
manufacturers are in India and it can be difficult for any
foreign company to navigate in India.
o All our Partner affiliates and employees are fully
committed to service excellence and delivery.
MALA Management Team & Investors

Jayita Basak - Director
–

Milan Sinha – Senior VP, Sales and Marketing
–

Former Dr Reddys and Lupin and local Asia expert.
Pramod Pandey – Regulatory & Government Affairs
–

Current Managing Director of Tech Incubator (India), Former Licensing
Expert from Tech Park (U. Massachusetts); IBM Global Business.
Kevin Lei – Operations
–

Former General Manager of #1 Pharma company in India (Sun Pharma)
and HMR (Hoechst Marrion Roussel). Heading Specialty Business
including Oncology/Auto-Immune.
Business Development
–

University of Wisconsin grad with 15 years experience in Mayo Clinic,
Northwestern Memorial, Quest Diagnostics. Managed P&L in USA.
Former Top 10 Pharma (India) Head
Bimal Basak – Chair
–
TATA Management Expert and Chief GM of Largest Central
Government Enterprise (India) with 40 yrs experience.
Strategic Advisors


Dr. Mahendra Shah – Executive Advisor, USA
-
Venture Partner, Vivo Ventures, San Francisco, US.
-
Founder, CEO, Chairman – NextWave Pharma
-
Chairman and CEO – First Horizon Pharma. Sold to Shionogi
for $1.4 Billion.
-
Board member of Unimed, introgen (UMED) Therapeutics
(INGN), and others.
Jaisim Shah - Executive Advisor, USA
–
Board Director, CEO, Founder of Biotechs. Former Chief
Business Officer, PDL Biopharma/Facet Biotech, USA.
Former Global VP of Sales and Marketing BMS and Roche.
Leader in managing P&L - 20 year reputation in developing
brands for blockbuster success for Pfizer, Roche and BMS.
Strategic Advisors
Narendra
–
–
Rana - Executive Advisor, USA
India Country Head, Devine Group.
Formerly Managing Partner, Amitayus Consulting, USA.
Global experience from start-ups to Fortune 100 companies
– 30 years including Managing Director, Knight Ridder
Information, International Head Lexis Nexis, and President
2Knowinc.
Strategic Investors

European company & Partner – Licensed product to
MALA Healthcare on exclusive basis.

Japanese company & Partner – Licensed product to
MALA Healthcare on exclusive basis.
MALA India Operations

Strategy based on product mix of proprietary
and branded generic products

Provide solutions to the unmet medical
needs of patients.

Sales and Marketing leadership

All India Distribution and Logistics in over 22
locations
MALA’s Competitive Advantage

Experienced Leadership in India /Asia
commercialization and Biotechnology

Ability to rapidly register and commercialize
new products

Strong Government Relations & Access

Clear objective to partner and bring biotech
and novel pharmaceuticals into India and
Asia
Key Success Factors

Superior product
– Blue Ocean market development
– Fast product uptake
– Focused promotion and target positioning
– Key Brand Messages

Higher share of voice

Competitive pricing

Access package & Reimbursement support
Global shifts - Influencing innovation and
commercialization
Emerging Markets especially India and China
are the fastest growing areas of development
in the world
Blockbusters with mass-market appeal to
Targeted niche markets
Exciting Technologies to New Products
- Philip Kotler
Kellogg School of Management
Strategic priorities of MALA

Target Partners for Licensing approved treatments for
“neglected” diseases for Indian subcontinent

Increase product access for needy patients via
advocacy groups and clinician/hospital networks

Increase market penetration in India and Asia for
partner

Leverage understanding of local operating environment
to foster partnerships with research-based companies
MALA Strategy

Representative office and Liasioning office in India.
– Market Research and Opportunity assessment of
Local market
– Fast Track Regulatory approval in Indian subcontinent
including clinical trial and dossier readiness
requirements
– Top tier commercial infrastructure with domain experts
– Ensure high performance of supply chain systems and
product supply, freight and logistics for import/export.
– Identify risks in advance and mitigate them with
partner.
– Regular Board Level communications with partners.
MALA-Partner collaboration can create
value and reduce collective business risks

Extension of Partner into India. Access
complementary strengths

Grow top-line from in-licensed products and
expand into new territories including India.

Share risk – regulatory, technology and investment

Grow pipeline and Leapfrog competition
- New product categories (oncology, CNS, cardio,
diabetes)

Reduce COGs through INDIA Advantage for
bulk/formulations
MALA is seeking partnerships with
companies with key attributes

Management - Understands the Asian
operating environment

Brand Image – Ethical, top quality, customercentric

Other
– Success in partner’s local market
– Transparency in clinical data
– Regulatory frameworks for rapid decisions
– Exchange of ideas with KOLs
– Pre-clinical to Market Launch capabilities
Potential Areas for Partnership
Includes Orphan Drugs, Cancer, Inflammation, Plasma, Infectious
Diseases, Novel Technologies with Improved Target product profiles
Branded Formulations
Commercially available in
Regulated but not in
Asia
Biotech Bulk and
Finished Products
Imaging & Other
Diagnostic Tools
Pharma and
Biotech
Partners
Clinical Candidates
Specialized
Technologies
Novel Formulations
Medical Products
Thank you
MALA Marketing Process
Brand Strategy - Four Column Model
How we’re going to get there
Where we are
Where we want to be
What we’ll use to
get there
How much? By who?
By when?
Column 1:
Analyses & Givens
Column 2:
Strategic Ends
Column 3:
Strategic Means
Column 4:
Operational Plan




Disease State
 Brand Position, Brand
Overview
Character and overview of
Product Profile
CMEs including Core Value
Patient Segmentation
Message Elements (from PVA Kit)
Market Analysis by
 Strategic Intent
Patient Segment:
– Health Care
 Critical Success
Transaction
Factors
Model Analysis
(including Key
 Brand Objectives
Player
identification and
O/Ts Insights)

– Scenario
Analysis
– Competitive
Analysis
– SWOT
Archetype
Assessment
 Global Target Audience
/Key Player
Segmentation
– Motivations, Attitudes,
Beliefs, Behaviors
– Key Player
Objectives
 Marketing Programs by
Target Audience / Key
Player Segment including
PRA strategy/programs
 Medical Plan and Health
Outcomes Plans
summary
 Market Research Plan
 Competitive Intelligence
Plan
 Resources
 Implementation Plan
 Plan Forecast
 Budget
 Balanced Scorecard
 Measurement/
Evaluation of Brand
Plan
Sales/Rx
“Textbook” Life Cycle Curve
Development
Introduction
Growth
Maturity
Decline
Product Launch Phase Planning
Higher, Faster, Longer
Based on Customer Input
New Paradigm
•Peak Share Much Earlier
Launch phase
Old Paradigm
•Peak Share in 5-7 years
-2
-1
Years
1
2
3
4
5
6
7
8
9
10
Product : Pre - Post Launch Activity
Overview
Activity Level
Physician Campaign
Allied Pr and Print
Strategy
Detail Piece
Dosage Card
Core Symptom efficacy
Naïve & Switch Strat
Monograph
Launch Invites
First Draft / Start Sign Off
Launch Cascade
Meetings throughout Region
Physician Launch
Launch
KOL - Speaker Training
KOL
Interaction
P2P
Market Research
Book Venues
for Launch.
Invites
Sales Rep training
Conditioning piece
Target Dr and Pharmacy
Sales
force
product
training
Q1
2007
Sales Force Training
Internal Launch
Sales Conference
Blunting
Strategy
Advisory Regional
Board
Advisory
Board
Pharmacy
Order
Strategy
Postlaunch
Doc- discussion groups
Detail Piece
Dosage Card
T1 super targets
Core Symptom efficacy Monthly (6 month duration)
Patient booklet
Monograph
Regional
Advisory
Board
Website
Q2
Q3
Advisory
Board
Q1 – Q4
Q4
2008
Product - Life Cycle Planning
Long Term View to Meet Growth Potential of the Molecule
Development Timeline D
Development Timeline C
$$$ Revenue
GOAL based Life cycle
- Plan
-Innovation Cycle = 2 years
Innovation =
Development Timeline B
Development Timeline A
-New indication
-Line Extension
-Major Data
-New Delivery Device
Revenue Cycle = 2/3rds peak sales
by end of 2 nd year
following introduction
of that innovation
Launch Timeline
-2
L
+2
+4
+6
+8
+10
Launch uptake of a brand likely to set future trajectory