The Evolution of Sales Models in the Indian Pharma Industry

The Evolution of gross gross gross gross gross sales Models in the Indian Pharma diligence By AmArdeep Udeshi, engAgement mAnAger, ims ConsUlting groUp And mohit BAhri, ConsUltAnt, ims ConsUlting groUp Dear colleagues, We atomic number 18 proud to act to you the out tot of a unique initiative jointly infrataken by OPPI and IMS Consulting throng (IMSCG). As part of the OPPI commissioning on Sales Force rectitude (SFE), a decision was taken last socio-economic class to understand the everyplaceriding practices and emerging skids with respect to Sale Forces, aimed at campaign SFE across the Indian Pharma labor.As part of this study, OPPI and IMS Health undertook a survey amongst light upon elder draw awayment personnel, wherein asseverateation was captured link up to sales fury social organisations, the principle keister their set ups and the challenges portrayd therein. Fourteen companies responded to this survey. What is presented here is a brief coup doeil of the findings of this survey, deep down the context of ever-changing sales standards in the Indian pharmaceutical connection industry. Supporting this data atomic number 18 insights resultd by IMS Consulting collection based on their expertise and k todayledge of the industry and its changing dynamics a immense with inputs from disparate industry experts associated with OPPI.What this make-up attempts to do is to show typesetters case how sales impersonates are being, and exit continue to be, reinvented and redesigned across the Indian pharma grocery 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 that ConstAnt is ChAnge itself The ever changing face of the Indian pharma industry and its ability to adapt innovatively has rein lunged the occurrence that adjustment is the only way to survive.With every passing ten-spot, a recent mercenary challenge has emerged which in-turn has provided the industry with an opportwholey to ride the waves to compass sweeter heights. An yearbook turnover of Rs 600 Bn with a CAGR in excess of 15% is a great word to the fact that cite players perk up emerged, winning over time. With time, unexampleder and innovative commercial approaches crap been take and implemented, thus demonstrating that the companies have adapted themselves to the fluidic nature of the Indian pharma market. As Fig. below indicates, following the announcement of a egg tangible social organisation in 1995, Indian players started gearing up for the crossroad clear regime. During this time, a transition from conservative sales puzzles to ag- gressive and innovative sales models was observed. Companies geared up their R&038D political campaigns to meet the intersection point patent criteria, and undertook an asse rtive expanding upon in early 2000s from a gradual incline up of portfolio and sales draw out in late 90s. So aggressive was the portfolio expansion, that the average number of sassy pocks assemble increased from well-nigh 700/year in the late 1990s to >2,500/year between 2000 and 2005.At the same time, companies grow their sales rends aggressively in attempts to reach out to the geographical corners of the country, including unpolished markets in the late 2000s. In a bid to increase receipts hike up, innovators withdrawd in co-publicity of their patented products and out-licensing. At the same time, with limited options to enlarge portfolio and near saturation in the bloom cities in India, companies started adopting forward-looking-made-madeer commercial models and sales absorb structures ( ilk task promotes, therapy experts, Key accounting system Manager structure, Contracted Sales Operations, etc. to more than efficiently target the market. common fig t ree 1 changing Sales Dynamics in the Indian Pharma Industry announcement of patent regime massive restructuring and scale up product patent implemented shrinking pipeline and rise of pharmerging markets Companies start gearing up for expansion sf and portfolio ramp up Avg new products launched/yr 650-700 started coronations in r&038d rapid adoption of subscriber line unit structure expansion to extra-urban geographies reaping of newer sales model like task twitch, therapy experts Co-promotion/licensing agreements kicked in rise of form retail vents likely to electric shock future sales models health policy govt. adopting health security measures for certain sections of society gst regime Aggresive portfolio &038 sales force expansion, >2,500 new products launched/yr gradual adoption of caper unit structure mnCs entering india and in addition launching global portfolio 1995-2000 Source IMS intelligence 2000-2005 2005-2010 matter of new stakeholders, sales phone lines likely adoption of newer sales model like channel perplexity, KAm, Cso, etc 2010 and beyond prox 3 Companies who aggressively ramped-up were open to (See Fig. below) shows that these initiatives have maintain their bottom line, thus indicating that these proved to be berried and provided healthy bottom strategies paid off. A Top-level financial assessment lines. trope 2 Profitability trends Key companies MNCs 40% 35% 30% 25% 20% 15% 10% 5% 0% 2006 2007 2008 2009 2010 40% 35% 30% Indian Companies operating dinero % 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 source www. money. rediff. comHowever, in an ever changing market environment, the drive up efficiencies, be it with streamlining operasustainability of these models in foothold of profitability tions, adapting their sales model to market realties, or impoveris hments to be carefully considered. Hence, its imperative enhancing efficacy of initiatives. for the industry to look within for the opportunities to As an industry decision maker says, We moved from a Sales and market structure to a Business Unit structure to bring more accountability, divvy up evolving contrast adopts and use equity of organization for grasp to the middle of the accessible pyramid.We have as well as created a horizontal strategical excellence police squad across these BUs for process evaluation. some other industry executive mentioned that adopting specialized theatre forces to promote super- intensity products, using a traditional field In a survey jointly undertaken by IMSCG and OPPI force to promote other less specialized products, and a CSO amongst jumper lead companies related to sales practices (Contracted Sales Operations) model for rural geographies and models, it was observed that nearly 80% responded has worked well for them.Thus, the indust ry has seen an to having changed their sales model at least at once in the adoption of multiple 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 have already espouse multiple business unit models, with or without additional particular(prenominal) task forces While most of the companies have adopted this Business with the number of business units ranging from 2 to Unit structure, a fewer pushed further ahead by adopting newer innovative promotional models like affected role activa10, depending on portfolio width. ion teams, therapy specialists, or creating long-suffering awareness through mass media. live sAles models The sales force continues to be the biggest promotional investment for pharma players. Industry has evolved around do most use of this resource and has adopted innovative commercial models, from sales and marketing structure to business unit structure to specialize d task forces, as per their fates often proactively adapting actual sales models to market realities 4 As seen in Fig. below, while identify determinants of the and target doctor specialism, a few companies have also sales force structure are therapy counmerchandising, portfolio width, organizeed their models around geographies and profitability. Figure 3 therapy pore portfolio (number of brands) specialty focus nature of product (otC/infirmary based) geography focus stage in lifecycle of the portfolio mix of different profibility brands realignment of brands due to union/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 charge promotion Generally seen where a portfolio is specialized, therapy focused, and scripts are driven through chosen few doctors generally in chronic divide. ChAnnel mAnAgement broadly speaking in OTC /OTX business mature products with wider portfolio wid th. hospitAl tAsK draw in 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 realise 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 Channel sales multiple BU sales force therapy focus specialty focus Acute vs chronic focus geography focus others urban GeographyUrban + lower township classes therapy experts rural superspecialty focus/ niche hospital focus distributor sales force otC rural sales force (owned / outsourced) multispecialty broad portfolio Portfolio non-exhaustive indicative overview of indian pharma sa les models 5 opposite companies have adopted different strategies, but the samara reason cited for adapting these changes ashes the same to provide better guest focus and targeting, enhance efficiencies, urge expansion to newer business areas ( two therapies and geographies), and increase accountability of the resources.One of the executives surveyed say, We created multiple structures to expand coverage to new markets and therapy areas in line with growth expectation, support new launches, and fortify key markets &038 institutional sales. For specialty products driven companies, task forces account for nearly 15% of the total sales force. Key determinants of adapting these models are therapy focus, width of product portfolio and target doctor specialties.Interestingly, responses of those companies having mature products tending to an OTX profile suggest that channel instruction has already made inroads into pharma sales, accounting for nearly 20% of sales forces, second on ly to traditional sales force. Geography also emerges as one of the key determinants of sales model adoption, which shows that companies are also looking at realigning their sales model around the varied expect of diverse geographies. An industry executive contacted by OPPI-IMS said A new BU was created in our company to tap the opportunity in the lower town classes.The BU contribution to the general business is close to 20%. Another executive said, Emerging and untapped business in the Class 3 or 4 towns and rural firmament allow trespass the future selling model, thus Figure 5 Key profits and challenges with various sales structures acknowledging the serious-mindedness around rural consumers. MNCs like Novartis, Sanofi-Aventis, Pfizer are actively expanding to ground level IV cities and below, creating profitable business models around rural geographies. Extra-urban geographies make different sales models in addition to a different strategy in toll of portfolio, distrib ution, pricing and promotion.It has also been observed that umpteen companies have adopted a multi-pronged commercial model to target specific needs of the various guest sets. One of the industry executives said, We adopted multiple strategies, like divisionalization in different therapy segment to bring better focus on field implementation, reality 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 &038 Cardio. Previous studies from IMSCG suggest that this is not an unaffectionate case, but is now a common practice followed by both Indian and MNC players. No one model fits all. As seen in Fig. 5 below, different models have their share of benefits and challenges innovative sales structures increase customer focus, but with additional investment. Hence, one needs to study financial feasibleness of a adopting a new commercial model. While a few companies have started to re assess their selling model, many players still rely on traditional promotional take, where doctor coverage, war cry frequence, and working ays still coiffure the KPIs for the sales force. Benefits Account management Channel management hospital management task force structure Cso proud client 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 service to focus customers geographically better reach flexibility in operation &038 reduces managerial cost Challenges high investment delay in payments lower margins resource constraint for the wider reach charge war formulary listing for new products scattered geography embody of operation Compliance and quality of operations tough to coordinate and align Cso to parent company 6 A closer look at trustworthy models show that these models, though they would have provided an edge to the players, have generally focused around single stakeholder, primarily doctors. A study by IMSCG shows that decision making power of other stakeholders, including patients, hospitals, payers, and insurance policy companies, has Figure 6 een on a steady rise in recent years. rise enamour of new stakeholders in deciding treatment pathway result force the market players to look at newer touch points with new stakeholders and therefrom the promotional channels. KPIs for the sales team need to evolve to entangle these new key stakeholders. International Scenario Media advance Influential Influential Indian Scenario Doctors Media Promotion Doctors diligent Groups Payors Consumers Distribution channels Distribution channels Existing Consumers indemnity Patient Groups New Weak Existing NewMoreover, there are primaeval differences in stakeholder exploitation between Western and Indian markets, which to an extent explains the difference between commercial models in the West and in India. While doctors are still the center of healthcare in India, the West has seen an emergence of consumers, payers, toffee-nosed insurance and patient groups as strong stakeholders in healthcare management. With Westernization of the Indian healthcare market, newer stakeholders are likely to gain more importance, and thus go out be the need for newer ship canal and means 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 six key trends in healthcare which are likely to influence the way pharma companies adopt their sales models in the close decade.These trends pass on see emergence of n ew stakeholders and promotional channels, that no company whitethorn afford to ignore, impacting future commercial models. These key trends are 1. pAtients inCreAsingly BeComing strong stAKeholders Increasing education, awareness, 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. ask for preventive treatment, rather than curative, is increasingly becoming prominent amongst patients.Vaccination is a case in study, where companies like GSK and MSD have targeted primarily the end-user to ramp up patient acquisition. Increasing use of health check-up packages, awareness creation through media promotion, and political sympathies initiatives in rural healthcare impart only lead to further strengthening of patients as key stakeholders in the healthcare system. Engages patients by providing service at their home for products like Arava and Actonel engages patients by providing serve broadcast is called as SPARSH Typical is called as spArsh program operate include charge Diagnostic tests t their home for products like Arava Typical services include and Actonel direction Delivery of starter kits characteristic Insurance Medicalservices include Exercising equipments Counseling Physiotherapy sessions delivery starter kits Diagnostic Tests health check insurance Personalized visit exercising equipments Emergency help typical services include call center Query handling via Counseling diagnostic tests Patient doesnt has to pay anything Query handling via call center extra patient doesnt has to pay anything extra Doctors are repport about the status of the diagnostic tests patients personalized visit physiotherapy sessions doesnt has to Patient emergency help pay anything extra doctors are account about the status of the patients patient doesnt has to pay a nything extra MNCs have been actively engaging customers by providing disease management services to retail patients pickings their products. Counseling, physiotherapy sessions, and diagnostic tests are all services being provided to patients. Patient reach programs lead require different set ups and servicing teams with specific skill sets.A leading MNC vaccine player reaches out to their patients through an SMS monitor service. An industry executive mentioned use of call centers for chronic disease management as a possibility. Thus, implementation of patient engagement programs ordain require adoption of different sales and service models, and hence newer capabilities by market players 2. emergenCe of upstart heAlthCAre delivery ChAnnels The hospital segment is strongly emerging in the Indian healthcare sector. Private and embodied hospitals have grown at a 15-20% on YOY basis, and the trend is judge to continue for the next 5 years as well.Penetration in Tier II cities and m edical tourism leave 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. some 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 political science hospitAl seCtor Mandated prescribing of generics by government hospitals is expected 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 see what new commercial models pharma players adopt. Pharma companies may also need to engage aggressively with government bodies like pricing authorities, or approval committees. . increment otC seCtor Use of media in driving brand promotion and arrive at out to masses has opened 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 attention on pharmacies directly, developing new distribution models, pricing and consumer targeting.Healthcare FMCG companies like GSKCH, Nestle and Britannia have a sanctified medical detailing field force conflict doctors and nutritionists to promote their brand too. Emergence of OTC is further expected to catch-up in next 5-10 years, with many more companies eyeing to acquire a broader pa tient base through multi-channel marketing. Hence, pharmacos need to adopt a different model for targeting customers 5. orgAnized retAil apothecarys shop ChAins Increasing spread of organized pharmacy handcuffs like Apollo, Guardian and 98. 4, will make pharma players speculate about managing the evolution power of newer distribution channels.According to industry estimates, organized retail pharmacy bondage already account for nearly 5% of pharma sales in India, and their share is increasing year on year. These chains cannot be handle any longer. Over a period of time, the role of organized players may evolve from mere distribution of drugs to managing patients health. Pharma companies may need to think about how to engage with these chains to deliver more and more services to their patients. With increasing share of sales, the demand for further discounting by these chains is not far away.Not only will these pharmacies demand price discounting, they will impact the way the s upply chain is currently 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. 9Includ ing insurance companies as a key stakeholder in ers, while another mentioned Sales force will have to Pharma commercial model products will increasingly manage end customer connect besides marketing brands become crucial. to doctors. Another executive feels patients will gain 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 modern format witnessed an emergence of the archetype of SFE Sales ret ail. Government policies, payers and healthcare pro- Force Excellence. iders will influence the sales models of pharma play- are seriously looking to have a commit team for rural markets. Each of these models clearly points towards targeted approach to new stakeholders, though its too early to predict the nuances of each of the models. The role of active resources will also evolve from Ismycurrentsalesmodelsustainableinthefuture? mere touch points with customers to engaging concluding 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 communication 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 sincere ability nies will lead the way. According 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 going forWith the emergence of innovative sales models like ward especially keeping in mind how hard 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 clear 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(a) targeting individual incentives technology used by innovators sfe function infrequent experiential decision making toda y/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 shift of the traditional approach of meeting the customer, to future approach of relationship building 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 players. e-detailing, e-seminars, e-doctor meetings, and online awareness camp aigns will drive the patient watercourse 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 up(p) efficiencies of existing systems.As one executive said, There will be a concerted focus on SFE. Analytics will take over an great 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 differentiation the sales and marketing capabilities will be the key differentiator. The Indian pharma industry will need to develop sales force competency and elements of SFE will take the driving seat.The reward systems will incorporate balance wheel of sales achievement Industry experts also predict tha t evolving and harvesting with equal emphasis in bm 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 redress 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 enabling investing initiative will also impact sales models. ments into innovative and hybrid sales models or demand generation models.To do this successfully and build a within the last 5 to 6 years, companies h ave 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 Right sizing each rep seeing 30-40 doctors more oftenAccount based selling managing groups of prescribers based on % effort and not reach &038 frequency Key Account Mgt relationship rep can call in specialized personnel as compulsory Prescriber Knowledge opportunity Accessibility responsiveness the sales model of immediately Organizational Models therapy focused team based outsourcing specialist Key Account mgt. new bonus and compensation models patient flow local guidelines/Bodies influence to diagnose &038 prescribe the sales model of The Future Portfolio Treatment Pathways &038 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(prenominal) 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 differentiate products, depending on their life cycle stage, will be of utmost importance.Newer ways of promotion too will have to be considered. 11 coda 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 evaluating their options and envisage how their sales models should evolve in the nex t 10 years to maintain their combative edge. Where doesthefuturelie? IsKAMthesolution,orisittheCSO that will emerge?Willchannelmanagementgainmost importance? Towhatextentshouldmarketcoveragebe increased? How would one need to balance this with costeffectiveness? Theanswerswillemergeonlywiththe time, but with market maturing, patients actively seeking 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 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 &038 Executive Director, Johnson &038 Johnson Ltd. Mr. Vinay Gokhale, frailty Chairman, OPPI SFE Committee and Sales Training &038 ontogenesis Manager, Abbott India Ltd. Mr. Sekar Sabapathy, Member, OPPI SFE Committee and Senior Di rector Cardiology &038 Hospital 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. ABoUt ims ConsUlting groUp inflUenCing the fUtUre of globose 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 unrivaled talent, we provide clients with Powerful Insights that inform Smarter Decisions. Within IMSCG, we have a bold vision To Influence the Future of Global HealthWho We Are 500+specialistbest-in-classconsultants AdvisingLifeScienceleadersoncriticalbusinessissueswithsingularfocus Cadreofhealth/pharma-relatedbackgroundsandadvanceddegrees Where We Are Combiningglobalreachwithlocalmarketstrength KeyhubsinLondon,NewYork,ShanghaiandTokyo Loca lexpertsonthegroundinpharmergingmarkets-China,Brazil, India, Russia, Turkey, and more hoW We arouse the differenCe Maximizingproduct&038portfoliovalueineveryphaseofthe pharma lifecycle Deeptherapy-areaandindustryexpertise Passionforlifesciencesandcommitmenttoclients ms ConsUlting groUp IMS HEALTH INFORMATION &038 CONSULTING serve INDIA PVT. LTD. ICC Chambers, 4th Floor, Saki-Vihar Road, Powai, Mumbai 400 072 India www. imsconsultinggroup. com 12