The Evolution of Sales Models in the Indian Pharma Industry

The Evolution of Sales Models in the Indian dose company industry By AmArdeep Udeshi, engAgement mAnAger, ims ConsUlting crowd And mohit BAhri, ConsUltAnt, ims ConsUlting groUp love devising colleagues, We atomic number 18 proud to present to you the outcome of a unique maiden jointly undertaken by OPPI and IMS Consulting Group (IMSCG). As part of the OPPI perpetration on Sales agitate Excellence (SFE), a decision was taken popu deep yr to understand the prevailing practices and emerging tailors with respect to Sale Forces, aimed at driving SFE across the Indian Pharma industry.As part of this study, OPPI and IMS Health undertook a review amongst fundamental senior caution personnel, w here(predicate)in information was captured related to gross revenue force play mental synthesiss, the principle behind their set ups and the ch each(prenominal)enges faced therein. Fourteen companies responded to this survey. What is presented here is a brief glimpse of the mentioning s of this survey, within the context of changing gross gross gross gross gross gross sales stumpers in the Indian drug companyceutical company industry. Supporting this data are insights provided by IMS Consulting Group base on their expertise and knowledge of the industry and its changing dynamics along with inputs from new(prenominal) industry experts associated with OPPI.What this paper attempts to do is to case how sales pretenses are being, and go forth continue to be, reinvented and redesigned across the Indian drug company market landscape in the years to come. We do hope you find this article and the subject as interesting as we found it to be while bringing this paper to you. Thank you, Tapan Ray Director general OPPI Ram Kalyana Country Principal, India IMS Consulting Group 2 the only ConstAnt is diversify itself The ever changing face of the Indian pharma industry and its energy to adapt sophisticatedly has reinforced the fact that fitting is the only focusing to survive.With both passing decade, a in the buff technical challenge has emerged which in-turn has provided the industry with an chance to ride the waves to defecate up unuseder heights. An annual turnover of Rs 600 Bn with a CAGR in superfluity of 15% is a testimony to the fact that key instrumentalists become emerged, lovable over time. With time, newer and in advance(p) commercialized approaches prepare been choose and implemented, so demonstrating that the companies lead adapted themselves to the fluidic record of the Indian pharma market. As Fig. below indicates, pursuance the announcement of a formal patent structure in 1995, Indian players started gearing up for the product patent regime. During this time, a transition from right sales homunculuss to ag- gressive and forward-looking sales simulates was observed. Companies geared up their R&D efforts to meet the product patent criteria, and undertook an aggressive expansion in firs t 2000s from a gradual ramp up of portfolio and sales force in late 90s. So aggressive was the portfolio expansion, that the average number of new brands order add-ond from nearly 700/year in the late 1990s to 2, euchre/year between 2000 and 2005.At the same time, companies expanded their sales forces aggressively in attempts to reach out to the geographical corners of the country, including farming(prenominal) markets in the late 2000s. In a bid to maturation revenue barely, innovators engaged in co- packaging of their patented products and out-licensing. At the same time, with limited options to expand portfolio and near saturation in the hook cities in India, companies started adopting newer commercial ensamples and sales force structures ( comparable t assume forces, therapy experts, list sum up Manager structure, Contracted Sales Operations, etc. to more(prenominal) efficiently maneuver the market. descriptor 1 Changing Sales Dynamics in the Indian Pharma Industry An nouncement of patent regime massive restructuring and crustal plate up product patent implemented shrinking pipeline and compound of pharmerging markets Companies start gearing up for expansion sf and portfolio ramp up Avg new products launched/yr 650-700 started investments in r&d rapid espousal of employment unit structure expansion to extra-urban geographies emergence of newer sales poseur standardized taskforce, therapy experts Co- forward motion/licensing agreements kicked in turn off of make retail vents ilkly to impact coming(prenominal) sales puzzles health restitution govt. adopting health security measures for certain sections of guild gst regime Aggresive portfolio & sales force expansion, 2,500 new products launched/yr gradual adoption of business unit structure mnCs entering india and in any case launching planetary portfolio 1995-2000 Source IMS intelligence 2000-2005 2005-2010 emergence of new stakeholders, sales jobs alikely adoption of newer sales get like channel management, KAm, Cso, etc 2010 and beyond proximo 3 Companies who aggressively ramped-up were able to (See Fig. below) shows that these initiatives give main(prenominal)tain their bottom line, thus indicating that these proved to be fruitful and provided healthy bottom strategies paid off. A Top-level financial assessment lines. Figure 2 Profitability trends mention companies MNCs 40% 35% 30% 25% 20% 15% 10% 5% 0% 2006 2007 2008 2009 2010 40% 35% 30% Indian Companies operating shekels % 25% 20% 15% 10% 5% 0% -5% -10% 2006 2007 2008 2009 2010 novartis Astra merck Abbott pfizer Aventis ranbaxy glenmark drl sun pharma CiplA % operating profit = operating profit/ operating income inception www. money. rediff. comHowever, in an ever changing market environment, the drive up efficiencies, be it through streamlining operasustainability of these models in terms of profitability tions, adapting their sales model to market realties, or inescapably to be carefully considered. Hence, its imperative enhancing efficacy of initiatives. for the industry to look within for the opportunities to As an industry administrator says, We locomote from a Sales and Marketing structure to a Business social unit structure to bring more obligation, manage evolving business enquires and intention equity of organization for reaching to the middle of the accessible pyramid.We commence also created a horizontal strategic excellence team across these great deal for process evaluation. Another industry executive director mentioned that adopting specialize field forces to force super-specialty products, using a traditionalistic field In a survey jointly undertaken by IMSCG and OPPI force to promote other less vary products, and a CSO amongst leading companies related to sales practices (Contracted Sales Operations) model for boorish geographies and models, it was observed that nearly 80% responded has give outed well for them.Thus, the in dustry has cyphern an to having changed their sales model at least once in the adoption of ten-fold kinds of sales forces an improvelast 5 years. Nearly 80% of the companies contacted ment over having a traditional sales force only model. by IMS energise already adopted seven-fold business unit models, with or without additional detail task forces era about of the companies have adopted this Business with the number of business units ranging from 2 to Unit structure, a some pushed further ahead by adopting newer innovative promotional models like diligent of activa10, depending on portfolio width. ion teams, therapy specialists, or creating uncomplaining cognisance through mass media. CUrrent gross revenue models The sales force continues to be the biggest promotional investment for pharma players. Industry has learnd around fashioning most use of this imaging and has adopted innovative commercial models, from sales and marketing structure to business unit structure to specialized task forces, as per their needs often proactively adapting existing sales models to market realities 4 As seen in Fig. below, while key determinants of the and target doctor specialty, a few companies have also sales force structure are therapy sharpen, portfolio width, align their models around geographies and profitability. Figure 3 therapy taper portfolio (number of brands) specialty focalizesing nature of product ( nonprescription(a)/hospital based) geography commission stage in mannerscycle of the portfolio liquify of contrastive profibility brands realignment of brands due to merger/acquisition 0 2 4 5. 5 6 8 7. 2 6. 9 6. 9 6. 7 9. 2 8. 9 8. 7 10A few of the models seen in the pharma industry (see Fig. 4 below) are therApy foCUs promotion principally seen where a portfolio is specialized, therapy focused, and scripts are operate through chosen few doctors generally in inveterate segment. ChAnnel mAnAgement Mostly in otc /OTX business progress pro ducts with wider portfolio width. hospital tAsKforCe Exclusively to manage hospital business. speCiAlty driven sAles model Applicable in scenarios where portfolio is built around 2 or 3 specialties. tAsK forCe Generally adopted for niche products in urban areas, such as fertility clinics or for new launches where the focus is on select top rung physicians only. oUt-soUrCed sAles forCe Generally used for expansion in extra-urban geographies or with companies for whom medico-marketing is secondary (such as OTC or Consumer Healthcare companies). Figure 4 Newer Sales Force Models adopted task-force institutional sales force origin sales multiple BU sales force therapy focus specialty focus Acute vs chronic focus geography focus others Urban GeographyUrban + lower town classes therapy experts rural superspecialty focus/ niche hospital focus distri just nowor sales force otC rural sales force (owned / outsourced) multispecialty broad portfolio Portfolio non-exhaustive indicative over view of indian pharma sales models 5 Different companies have adopted unalike strategies, but the key reason cited for adapting these changes remains the same to provide better node focus and targeting, enhance efficiencies, facilitate expansion to newer business areas (both therapies and geographies), and increase accountability of the resources.One of the executives surveyed said, We created multiple structures to expand coverage to new markets and therapy areas in line with harvest-home expectation, support new launches, and strengthen key markets & institutional sales. For specialty products driven companies, task forces account for nearly 15% of the radical sales force. tell apart determinants of adapting these models are therapy focus, width of product portfolio and target doctor specialties.Interestingly, responses of those companies having mature products be to an OTX profile suggest that channel management has already made inroads into pharma sales, accounting for ne arly 20% of sales forces, second only to traditional sales force. Geography also emerges as one of the key determinants of sales model adoption, which shows that companies are also feeling at realigning their sales model around the varied need of various geographies. An industry executive contacted by OPPI-IMS said A new BU was created in our company to tap the luck in the lower town classes.The BU contribution to the overall business is crocked to 20%. Another executive said, Emerging and untapped business in the Class 3 or 4 towns and rural sector volitioning impact the future sell model, thus Figure 5 Key benefits and challenges with various sales structures acknowledging the seriousness around rural consumers. MNCs like Novartis, Sanofi-Aventis, Pfizer are actively expanding to Tier IV cities and below, creating profitable business models around rural geographies. Extra-urban geographies consider different sales models in addition to a different strategy in terms of portf olio, distribution, determine and promotion.It has also been observed that some(prenominal) companies have adopted a multi-pronged commercial model to target specific needs of the various customer sets. One of the industry executives said, We adopted multiple strategies, like divisionalization in different therapy segment to bring better focus on field implementation, creation of channel management to manage late life cycle brands, launch of an extra urban division to increase reach, and launch of super specialty division like Derma & Cardio. preceding(prenominal) studies from IMSCG suggest that this is not an isolated case, but is now a park practice followed by both Indian and MNC players. No one model fits all. As seen in Fig. 5 below, different models have their component part of benefits and challenges innovative sales structures increase customer focus, but with additional investment. Hence, one needs to study financial feasibility of a adopting a new commercial model. Wh ile a few companies have started to reassess their selling model, legion(predicate) players still rely on traditional promotional channels, where doctor coverage, describe frequency, and working ays still define the KPIs for the sales force. Benefits peak management Channel management hospital management task force structure Cso luxuriously Customer focus Customer management Wider reach and frecuency helpful in managing large portfolio high focus on potential hospitals high productivity for speciality business high impact and productivity avail to focus customers geographi betokeny better reach flexibility in operation & reduces managerial cost Challenges high investment delay in compensatements lower margins resource constraint for the wider reach worth war formulary listing for new products scattered geography Cost of operation Compliance and quality of operations tough to coordinate and align Cso to parent company 6 A closer look at current models show that these models, though they would have provided an edge to the players, have largely focused around single stakeholder, mainly doctors. A study by IMSCG shows that decision making power of other stakeholders, including patient roles, hospitals, expecters, and amends companies, has Figure 6 een on a steady rise in recent years. Rising influence of new stakeholders in deciding treatment path centering lead force the market players to look at newer touch points with new stakeholders and hence the promotional channels. KPIs for the sales team need to evolve to include these new key stakeholders. International Scenario Media Promotion potent Influential Indian Scenario Doctors Media Promotion Doctors Patient Groups Payors Consumers dispersal channels Distribution channels real Consumers Insurance Patient Groups New creaky Existing NewMoreover, there are fundamental differences in stakeholder evolution between western sandwich and Indian markets, which to an extent explains the difference between commercial models in the western United States and in India. While doctors are still the nerve center of health care in India, the West has seen an emergence of consumers, supporters, private insurance and patient groups as voiceless stakeholders in healthcare management. With Westernization of the Indian healthcare market, newer stakeholders are likely to view more importance, and thus lead be the need for newer ways and convey of targeting them.Leading MNCs like Sanofi-Aventis, Roche, Lilly, MSD, and GSK have already started engaging newer stakeholders (patients) to maintain their leadership in the market. Awareness campaigns, as adopted by MSD for Gardasil or by GSK for its vaccine portfolio or by Sanofi-Aventis for its top end brands have helped route the patients to their products. Weak 7 emerging trends in the heAlthCAre system OPPI-IMSCG has identified cardinal key trends in healthcare which are likely to influence the way pharma companies adopt th eir sales models in the future(a) decade.These trends get out see emergence of new stakeholders and promotional channels, that no company whitethorn reach to ignore, impacting future commercial models. These key trends are 1. pAtients inCreAsingly BeComing soused stAKeholders increase education, knowingness, and income have prompted patients to actively seek a healthy life-style. Patients have emerged as stronger stakeholders in the overall treatment chain, commanding what they want, at the price they want, where they want and by whom. Demand for preventive treatment, rather than curative, is change magnitudely fit prominent amongst patients.Vaccination is a case in study, where companies like GSK and MSD have targeted generally the end-user to ramp up patient acquisition. Increasing use of health check-up packages, awareness creation through media promotion, and government initiatives in rural healthcare lead only lead to further strengthening of patients as key stakeholder s in the healthcare system. Engages patients by providing services at their home for products like leflunomide and Actonel engages patients by providing services Program is called as SPARSH Typical is called as spArsh platform services include Counseling Diagnostic tests t their home for products like Arava Typical services include and Actonel Counseling Delivery of starter kits typical Insurance Medicalservices include Exercising equipments Counseling Physiotherapy sessions speech starter kits Diagnostic Tests medical insurance Personalized visit physical exercise equipments Emergency help typical services include call center Query handling via Counseling diagnostic tests Patient doesnt has to cede anything Query handling via call center extra patient doesnt has to pay anything extra Doctors are reported about the status of the diagnostic tests patients alter visit physiotherapy sessions doesnt has to Patient emergency help pay anything extra doct ors are reported about the status of the patients patient doesnt has to pay anything extra MNCs have been actively engaging customers by providing disease management services to retail patients taking their products. Counseling, physiotherapy sessions, and diagnostic tests are all services being provided to patients. Patient reach programs forget require different set ups and servicing teams with specific skill sets.A leading MNC vaccine player reaches out to their patients through an SMS reminder service. An industry executive mentioned use of call centers for chronic disease management as a possibility. Thus, implementation of patient engagement programs entrust require adoption of different sales and service models, and hence newer capabilities by market players 2. emergenCe of neW heAlthCAre pitch shot ChAnnels The hospital segment is strongly emerging in the Indian healthcare sector. Private and corporate hospitals have grown at a 15-20% on YOY basis, and the trend is expec t to continue for the next 5 years as well.Penetration in Tier II cities and medical tourism will further boost growth of corporate hospitals. The upcoming increase in number of corporate hospitals will result in a structure where players will not only require a hospital sales force, but also the key account managers to handle relationships with wider set of stakeholders like purchase managers, administrative staff, and nursing staff. Most of the companies surveyed by IMS either already have a hospital division, or are planning to have one in next 2-3 years. 8 3.UptAKe of generiCs By government hospitAl seCtor Mandated prescribing of generics by government hospitals is evaluate to strongly impact the sales of branded drugs in the long run. Mandated generics prescription in the West has already led to emergence of new sales model aimed at generics promotion. though IMSCG does not see this trend impacting India much in next 5 years, over next decade or so it will be interesting to se e what new commercial models pharma players adopt. Pharma companies may also need to engage aggressively with government bodies like pricing authorities, or approval committees. . groWing otC seCtor Use of media in driving brand promotion and reaching out to masses has undetermined up a new avenue for Pharma players to grow beyond traditional channels. Revital, Gelusil, Liv 52, Volini, No Marks, Crocin are the classic case studies, where pharma players expanded their reach through newer promotional channels like media promotion or in-store branding. Because OTC implies reaching out to patients and consumers without doctor intervention, it necessitates focusing oversight on pharmacies directly, developing new distribution models, pricing and consumer targeting.Healthcare FMCG companies like GSKCH, approach and Britannia have a dedicated medical detailing field force meeting doctors and nutritionists to promote their brand too. Emergence of OTC is further expected to catch-up in n ext 5-10 years, with many more companies eyeing to acquire a broader patient base through multi-channel marketing. Hence, pharmacos need to adopt a different model for targeting customers 5. orgAnized retAil phArmACy ChAins Increasing spread of nonionized pharmacy chains like Apollo, Guardian and 98. 4, will make pharma players think about managing the growing power of newer distribution channels. fit to industry estimates, organized retail pharmacy chains already account for nearly 5% of pharma sales in India, and their share is increasing year on year. These chains cannot be ignored any longer. Over a boundary of time, the role of organized players may evolve from classical distribution of drugs to managing patients health. Pharma companies may need to think about how to engage with these chains to lay aside more and more services to their patients. With increasing share of sales, the postulate for further discounting by these chains is not far away.Not only will these pharma cies demand price discounting, they will impact the way the supply chain is soon structured. With media promotion driving the customer pull, merchandising will take a bigger role in overall sales promotion at these pharmacies. Thus, the association between pharmacos and these chains needs to grow in a manner that both parties benefit from the inter-play. 6. rise of heAlth insUrAnCe Increasing penetration of health insurance will increase power of insurance companies to decide inclusion or exclusion of drugs in re-imbursement list.It is expected that the total population covered under health insurance will increase from 2. 3% in 2007 to 20% by 2015. The possibile emergence of a drug re-imbursement list by Indian insurance companies cannot be ruled out, which may eventually lead to dictating the business terms by insurance companies to pharma players. Companies like ICICI Lombard are now eyeing to launch disease specific insurance covering cost of medications as well. One such policy , called Diabetes Care, is already in the market. 9Including insurance companies as a key stakeholder in ers, while another(prenominal) mentioned Sales force will have to Pharma commercial model products will increasingly manage end customer connect as well as marketing brands become crucial. to doctors. Another executive feels patients will add-on more importance in future, saying, Most companies will Each of the above trends will impact the pharma sales have focused approach and work towards better customer model in their own way, paving the way for new com- service leading to patient benefit. OPPI-IMSCG feels mercial models in the pharmaceutical industry. Industry that as the momentum of evolution of these trends gather also seems to acknowledge these trends as one industry pace, so will the evolution of pharma commercial models executive stated, Sales structures will evolve to manage in the next decade. With these changes, the industry has new channels like corporate hospitals or groundbreaking format witnessed an emergence of the concept of SFE Sales retail. Government policies, payers and healthcare pro- Force Excellence. iders will influence the sales models of pharma play- are bad looking to have a dedicated team for rural markets. Each of these models all the way points towards targeted approach to new stakeholders, though its too early to counter the nuances of each of the models. The role of existing resources will also evolve from Ismycurrentsalesmodelsustainableinthefuture? mere touch points with customers to engaging final Ismycurrentsalesmodeloptimalforfuturemarket consumers and managing the health of the patients. cenario? One industry executive points out, Pharma sales HowshouldIevolveandadapttothesechanges? structure will slowly move towards a more scientific dialogue between the sales force and the doctor. This Answers are not easy to come by, but a few compa- would require highly trained MRs with good ability nies will lead the way. A ccording to the OPPI-IMSCG to engage doctors more effectively. study, key players in the industry believe that adaptation of current sales model will be a must for survival.This question will be even more pertinent spill forWith the emergence of innovative sales models like ward especially tutelage in mind how difficult it is getkey account management, hospital task force, channel ting to find good talent in the market and how to make management, therapy specialist, and media promotion, existing talent more effective and productive through it is blank where sales models are heading. Companies skill-set enhancement. AdApting neW CommerCiAl models Emerging trends in healthcare delivery will force the pharma players to re-think about their go-to-market strategy.Some key questions to ask are Figure 7 yesterday sales representative roles fairly standardized reach and frequency paradigm share of voice sf main promotional channel molecular targeting individual incentives technology u sed by innovators sfe ladder infrequent empirical decision making today/tomorrow different roles (KAm, relationships rep, sample dropper and power rep) relationship paradigm share of relationship mC2 = multi-client/multi-channel Atomistic targeting team incentives effective use of technology sfe function contributing to roi evidence-based decision making 0 The OPPI-IMSCG study predicts the gradual qualify of the traditional approach of meeting the customer, to future approach of relationship construct and engaging with customers. Much will change. Managing the patients together is perceived to be the key to success. Delinking the role of sales force from stockist management will help sales teams to focus exclusively on customers. Engaging multiple stakeholders through multi-channel promotion and touch-points will be the crucial.Segmenting the customers, from current Potential-Support Model to more evolved models like behavioral Segmentation will provide the cutting edge to the p layers. e-detailing, e-seminars, e-doctor meetings, and online awareness campaigns will drive the patient flow to the healthcare system. Thus, KPIs for the sales forces may evolve as well. ing in-depth analytics so as to lead to scientific decision making from coordinating sales force activities to managing ROI through informed decision making with an end objective of improving efficiencies of existing systems.As one executive said, at that place will be a concerted focus on SFE. Analytics will take over an of the essence(predicate) role in deciding sales force size and predicting sales forecast. Measures of success will shift from PRPM model to carry-over models, thus, each incremental sales rep being added to sales force will have its own justification. With eroding product specialty the sales and marketing capabilities will be the key differentiator. The Indian pharma industry will need to develop sales force power and elements of SFE will take the driving seat.The reward sy stems will incorporate sense of balance of sales achievement Industry experts also predict that evolving and harvesting with adapted emphasis in effort parameters. newer touch points with patients will be a key to success. Study of patient flows in healthcare is likely to gain Considering that the largest resource allocation in comimportance. Not only will patient flow study impact the panies takes place on sales teams, it becomes important sales model, it will also impact the portfolio choice for the that SFE as a function be evaluated ore seriously. In players. An industry executive pointed out,Key Account order to institutionalize the discipline of SFE, companies Management will have increasing importance for MNCs will need to build capabilities for an enterprise-wide SFE with pipeline of patented products and strategic partner- setup which will be actively engaged in alter investing initiative will also impact sales models. ments into innovative and hybrid sales models or de mand generation models.To do this successfully and build a Within the last 5 to 6 years, companies have also created better business case for the same, companies will need a dedicated SFE function, with the purpose of improv- to closely examine how investments are channelized into ing the productivity of the sales forces. The role of SFE is each of the various initiatives balancing financial rigour expected to evolve strongly over the next 5 years, involv- with overall implementability. Figure 8 Smaller field forces removal of mirrored field forces in force(p) sizing each rep seeing 30-40 doctors more oftenAccount based selling managing groups of prescribers based on % effort and not reach & frequency Key Account Mgt relationship rep can call in specialized personnel as needed Prescriber Knowledge opportunity Accessibility responsiveness the sales model of Today Organizational Models therapy focused team based outsourcing specialist Key Account mgt. new bonus and compensation models patient flow local guidelines/Bodies influence to diagnose & prescribe the sales model of The Future Portfolio Treatment Pathways & InfluenceMNCs are expected to lead the change and that trend of micro-targeting has already begun. Companies like MSD, Sanofi-Aventis, and Roche have shown that value, and not cost, drives the healthcare choice. Januvia, (though much lesser than international price) is priced much higher and entered recently in the market, has already clocked sales of Rs 100 crs. Thus, its well said by a pharma executive The way of marketing differentiated products, depending on their life cycle stage, will be of utmost importance.Newer ways of promotion too will have to be considered. 11 Conclusion Declining effectiveness of current sales models will only lead to emergence of newer approaches in pharma selling. Though the approaches will vary vastly from company to company, the trend has already started. Pharmaceutical players should seriously start evaluatin g their options and envisage how their sales models should evolve in the next 10 years to maintain their competitive edge. Where doesthefuturelie? IsKAMthesolution,orisittheCSO that will emerge?Willchannelmanagementgainmost importance? Towhatextentshouldmarketcoveragebe change magnitude? How would one need to balance this with costeffectiveness? Theanswerswillemergeonlywiththe time, but with market maturing, patients actively pursuance healthcare, and newer stakeholders emerging, another round of adaptation in pharma sales model is inevitable. No single business model may suffice in future. The future will belong to hybrid business models, with different structures co-existing together.We would like to acknowledge the contributions of the following OPPI SFE Committee Members Mr. Rajan Tejuja, Chairman, OPPI SFE Committee and President & Executive Director, Johnson & Johnson Ltd. Mr. Vinay Gokhale,Vice Chairman, OPPI SFE Committee and Sales Training & Development Manager, Abbott India Ltd. Mr. Sekar Sabapathy, Member, OPPI SFE Committee and Senior Director Cardiology & infirmary BU, Aventis Pharma Ltd. (Group Sanofi Aventis). Mr. Biplab Chatterjee, Member, OPPI SFE Committee and Vice President Sales, Solvay Pharma India Ltd.Mr. Partha Ghosh, Member, OPPI SFE Committee and Director, Commercial, Pfizer Ltd. Mr. Vivek Padgaonkar, Director, OPPI. slightly ims ConsUlting groUp inflUenCing the fUtUre of gloBAl heAlth IMS Consulting Group (IMSCG) is the pre-eminent global life sciences consultancy. Distinguished by our sector and client focus, international reach, world-class methodologies and incomparable talent, we provide clients with Powerful Insights that inform Smarter Decisions. Within IMSCG, we have a unmixed vision To Influence the Future of Global HealthWho We Are 500+specialistbest-in-classconsultants AdvisingLifeScienceleadersoncriticalbusinessissueswithsingularfocus Cadreofhealth/pharma-relatedbackgroundsandadvanceddegrees Where We Are Combining globalreachwithlocalmarketstrength KeyhubsinLondon,NewYork,ShanghaiandTokyo Localexpertsonthegroundinpharmergingmarkets-China,Brazil, India, Russia, Turkey, and more hoW We mAKe the differenCe Maximizingproduct&portfoliovalueineveryphaseofthe pharma lifecycle Deeptherapy-areaandindustryexpertise Passionforlifesciencesandcommitmenttoclients ms ConsUlting groUp IMS HEALTH INFORMATION & CONSULTING SERVICES INDIA PVT. LTD. ICC Chambers, 4th Floor, Saki-Vihar Road, Powai, Mumbai 400 072 India www. imsconsultinggroup. com 12