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Your key to breaking new ground in emerging markets.

It’s a case of old versus new: established markets with stagnant, single-digit growth in sales versus double-digit performance in emerging markets. Yet much as the BRIC (Brazil, Russia, India, China) countries and others hold enormous potential, success has not always been assured. What defence mechanisms exist for brands to tackle the threat of cheap and poorly manufactured generics? How must pharma adapt to domestic business practices to ensure pro-active relationships with local distributors? How do in-country partnerships, networks, and the positioning of established brands work in these markets?

Insightful, pertinent and dynamically presented, FirstWord’s newest report is designed to share critical knowledge and experience to those challenged with establishing brand presence in emerging markets.





Report Overview


Filled with insights from experts in the field, the report outlines the allure—and complexities—of emerging markets, as well as the best practices and strategies to establishing a profitable presence.

Offering their expert views are leaders currently working in the area, such as Serge Scotto (CEO of Taishi Pharma AG), Diego Forero (senior director of Pfizer’s Established Products Latin America) and Wolfgang Brait (recent former head of specialty medicines, Group Emerging Markets), who shared his take on the potential emerging markets offer.

Anyone who needs to know what does and doesn’t work, those who need to know the differences in sales infrastructure and accepted practice, or others who requires advice on building strategies in markets that are in a state of change will benefit highly from this report.





Key Report Features
Insight on strategies to tackle the growing dominance of generics
Information on branding in emerging markets, how domestic competition works and what opportunities and challenges exist
Examination of how some multinationals position their brands and build equity
Key opinions from experts working in emerging markets, particularly Latin America
Overview of the importance of strong, local relationships, on-site contact and accessing long-term domestic knowledge
Case studies, including Novartis’ Glivec humanitarian patient assistance programme
Insight into how strategies and tools such as sales, digital marketing, local knowledge, and understanding the relationship between patients and physicians/payers vary from market to market






Key Benefits

Understand the critical importance of accessing deep, local knowledge while approaching domestic partnerships with clarity
Learn how to obtain the best deal from local distributors while protecting your brand
Comprehend the differences in branding and marketing in emerging versus developed markets, with particular reference to adapting global brands to a domestic market
Grasp the importance of long-term commitment and investment for inspiring confidence in governments, payers, healthcare professionals and patients
Gain access to up-to-date summaries of the latest intelligence and data on emerging markets
Obtain multiple examples of successful strategies for launching products from experts working with Pfizer, Novartis and others


Key Questions Answered

What are the key challenges for entering emerging markets?
How can I access local knowledge and expertise while maintaining brand integrity and momentum?
How do companies already trading in emerging markets handle the threat of generics?
What are the successful marketing and sales tactics currently used to create brand awareness?
What are the key factors in planning and launching a product in an emerging market?


Who Should Read This Report

This report will be of value to anyone involved emerging market development, particularly those with responsibilities in the following areas:

Brand marketing and development
Licensing and business development
Sales, key account and territory management
Market research and intelligence
Corporate affairs
Regulatory and government affairs
Emerging market strategy and development
Executive management



Expert Views Include:

Diego Forero, Senior Director, Pfizer Established Products Latin America
Wolfgang Brait, former Head of Group Emerging Markets, Novartis Pharma AG
Serge Scotto, chief executive officer Taishi Pharma AG, Switzerland
Galina Ditina, marketing director, Lundbeck, Russia
Tay Salimullah, market access consultant, Asia Pacific, Ascendancy Healthcare
Anonymous expert, marketing leader for a top five multinational company
Marc Yates, director of emerging markets, Research Partnership




Key Quotes

“You know you have to be extremely, extremely careful, in choosing a partner, if you choose this strategy. This is my one piece of advice for potential investors.” Serge Scotto, CEO, Taishi Pharma AG, Switzerland

“You need to create the brand in such a way that safety becomes an integral part of your brand message, if safety is an advantage of yours over the copies. In strong private markets like Brazil, people tend to stick with the brand from Western Europe or from the US simply because they have experience with it.” Wolfgang Brait, former head of specialty medicines, Group Emerging Markets

“There have to be some signs that not only your brand, but you and your company are here and that they can build up a long-lasting relationship with you. They will not want to do that over email or a telephone call, but face to face, with the presence of bricks and mortar, a signed long-term contract and staff. That’s when companies start doing well.” Tay Salimullah, market access consultant, Asia Pacific, Ascendancy Healthcare



Table Of Contents

Driving Brand Value in Emerging Markets -- winning strategies and tactics
1. Executive summary
1.1. Generics, branded generics and brands
1.2. Promotional methods

2.Introduction
2.1. Opinion from pharma experts in emerging markets
2.2 BRIC will comprise one-third of global medicines spend by 2016
2.3 A few facts about emerging markets

3. Methodology
4. I. Emerging markets: do they live up to expectations?
4.1. So what promise do the emerging markets hold for pharma?
4.2. Growth in medicines spend 2012-2016
4.3. Marketing rules and regulations in emerging markets
4.4. Key emerging markets
4.5. China
4.6. Public perception of the physician in China
4.7. Brazil
4.8. Russia
4.9. India
4.10. Macroeconomic, social and political changes shaping the emerging market landscape

11.II. Brands, branded generics, and generics
11.1. Remaining competitive with a brand in emerging markets where generic spend continues to rise
11.2. Increasing spend on generics
11.3. Defense strategy
11.4. Substandard generic products
11.5. Pricing
11.6. Flood the market
11.7. Added value and quality versus generics
11.8. Generic quality control
11.9. Regulatory environment raises the stakes for generics firms
11.10. Generics in Russia
11.11. Buying or partnering with generic producers increases the bottom line
11.12. Fear of counterfeit

12. III. Branding in Emerging Markets: strategy and tactics from the field
12.1. The psychology behind creating a positive brand image
12.2. Aspirations
12.3. Evidence of a multinational's long-term commitment inspires confidence
12.4. Capitalise on a good reputation
12.5. Market research and campaign planning
12.6. Russia exemplifies the need for essential country knowledge
12.7. Brand positioning through the product mix
12.8. Negotiating solutions for large populations
12.9. Pricing for an emerging market
12.10. Maintaining brand value through share of voice
12.11. Adding value to a brand
12.12. Case study: Glivec (imatinib) maintained sales 5 years post-patent loss
12.13. Gaining authority buy-in
12.14. GIPAP- adding value to the brand
12.15. Splitting patients between GIPAP and state funds
12.16. Pay-off for the company
12.17. Translating global branding messages to an emerging market
12.18. Russia
12.19. Latin America
12.20. Branding through digital channels in emerging markets
12.21. Digital promotion in China
12.22. Digital promotion in Russia

13.IV. Sales and marketing infrastructure to support the brand in emerging markets
13.1. Sales calls and sales forces
13.2. Russia - a special case
13.3. Brand emotion
13.4. Multinational marketing structures and practices for emerging markets
13.5. Relationships with KOLs
13.6. Local footprint
13.7. Working with distributors and local marketers
13.8. Pfizer in Brazil
13.9. Local distributors in Mexico
13.10. Local distributors in Russia

14.V. Close-up: Brazil, Russia and China

14.1. Brazil (and Latin America)
14.2. Brief market overview
14.3. Specialized therapeutic areas
14.4. Brazilian government regulations and access to quality medicines
14.5. Mutual benefit for multinationals and local partners
14.6. Brazil's emerging healthcare market
14.7. Patent protection in Brazil
14.8. Tackling generics
14.9. Potential of other Latin American markets
14.10. From the field: Working in Brazil
14.11. Shift in the percentage of out-of-pocket payers:
14.12. Farmacia Popular
14.13. Partnering with local Brazilian manufacturers and distributors
14.14. Brands and reputation in large contracts
14.15. Close-up interview on Latin America and Brazil: Building value for older brands: a discussion with the Senior Director, Pfizer Established Products, Latin America
14.16. Agile Leadership and Effective Communication
14.17. Brand messaging tailored to individual markets
14.18. Keeping share of voice for off-patent brands
14.19. Defending the brand
14.20. Second-Tier Latin American Markets Move Up the Scoreboard
14.21. Russia
14.22. Brief market overview
14.23. Growth in medicines spend
14.24. Regulatory changes
14.25. From the field: Working in Russia
14.26. Novartis in Russia
14.27. China
14.28. From the field: Marc Yates, Director of Emerging Markets, the Research Partnership speaks on working in China
14.29. Quality
14.30. Physician-sales representative relationship

15.Conclusions
16. Acknowledgments

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