Business Plan

Launching Pluto®

Executive Summary

Need

• 20% of the CML Ph+ patients are resistant or intolerant to current lines of treatment.

• Pluto is safe and effective treatment will offer hope to these patients with minimal side effects.

Opportunity

• Our target market consists of 2% of CML Ph+ patients (~300 patients).• Our competitor has higher side effects and higher price

Strategy

• 50 hematologists and 50 oncologists in Cairo and the Delta allow us to cover 95% of the market.

• within 5 years: obtain a market share of 80% with net sales of 17,550,000L.E. and ROI 7.9• making us the leading drug in the market in that field

Action

plan

• Intensive promotional plan• marketing team composed of 3 medical reps and a manager to cover areas with higher incidence; Cairo and Delta

• Dedication, innovation and enthusiasm will be stressed

Executive Summary

*Introduce Pluto®, an effective and safe drug that targets a segment of the CML Ph+ patients that are in urgent need for treatment.

*Pluto® will be their best available option

*Our business model has an excellent profit margin and ROI.

Strengths

* Novartis is the 3rd leading pharmaceutical company in Egypt

* We have experienced MR

* We are the owners of Mirac®; a successful CML medication

* targeting intolerant and resistant patients to Mirac®

* Binds more effectively to Bcr-Abl

* Higher IC-levels than Mirac®

* Active against 32/33 of Bcr-Abl mutations most commonly associated with resistance to Mirac®

Weakness

*Drug is taken 2 times daily

risk of reduced patient compliance

*MR have a high turn over rate

*more expensive than 1st line treatment

Environmental Analysis: SWOT

*100 L.E. less expensive than competitor

*Fast acting

Opportunities

*Strategic partner: Ministry Of Health (MOH)

*Several business partners

* Investment market in Egypt favors the introduction of new drug entity increasing rate of GDP.

Threats

*Different social classes in Egypt

*Limited number of concerned customers (only 50 hematologists and few oncologists)

*Decreased US aids to Egypt might decrease the financial support from the MOH to pharmaceutical companies

*Competitor: Dasatinib® of BMS with comparable efficacy to Pluto®.

SWOT (cont.)

Strategic ObjectivesMission Statement:

Our mission is to deliver “Pluto®”, a solution for patients intolerant or resistant to existing Ph+ CML therapies to ease

their suffering, and enhance customer’s & society’s well-being.

We aim to achieve a good profit margin for our stakeholders & reward dedication and innovation of employees.

Strategic ObjectivesQualitative:

1. Achieve team motivation, rewarding system to decrease medical representatives turnover.

2. Provide an image for the company as innovative & participate in community services.

3. Create a brand image as a safe, effective & rapid medication.

4. Measure customer satisfaction via: survey at clinics.

5. Retain physicians & patients.

6. Increase patient awareness & compliance.

*Strategic objectives

Quantitative:

*Ranked as FIRST drug against resistant CML during a period of 5 years

ROI = 7.9

Year No. of

patients Market share Sales (L.E.)

1 150 50% 2,700,000

2 180 60% 3,240,000

3 195 65% 3,510,000

4 210 70% 3,780,000

5 240 80% 4,320,000

Total = 17,550,000

Strategic Objectives

Strategy Formulation

*Product offerings:

*Effective: Treat patients resistant & intolerant to Mirac®

*Rapid & durable: Response is within ~ 3 months

*Less S.E.

*Value to stakeholders:

*Not to lose market share but increase it.

*We own the 2 products (Mirac® &Pluto®).

*Enhance the Company’s Image.

Strategy FormulationStrategic scope of the project:

*Differential strategy targeting THREE groups:1.High potential “Topnotch” hematologists

2.Median hematologists

3.High potential “Topnotch” oncologists

Strategy FormulationStrategic scope of the project:

Positioning:

P owerful L ess side effects U nique T olerable O ut of competition

Marketing Mix (Promotion)

Topnotch hematologist

s

Median hematologist

s

Topnotch oncologists

5 hematologists

45 hematologists 50 oncologists

Frequency of visits of medical

representatives

(3 MR)

4 visits per month

2 visits per month

2 visits per month

Phase IV trials for 30 patients for 3 months

Subscription in international journal (CME)

during 2nd year

Topnotch hematologists

Median hematologists

Topnotch oncologists

During launching

year

5 invitations to “The world

congress of the international

society of hematology”

45 invitations to “The annual

conference of the Egyptian

society of hematology”

5 RTDs

During 3rd year

40 RTDs (For all)

During the 4th year

50 invitations to “The annual conference of the Egyptian

society of hematology”

Satellite symposium at local congresses

Two gifts per year

Two detailing aids per year

Marketing Mix (Promotion)

Marketing Communication Strategy

*Advertisements in Medical magazines

*Launching year: 6

*2nd year: 3

*3rd to 5th year: 2

*Two awareness campaigns for patients per year.

*Sponsorship for World Cancer Day (4th February)

*Participation of Novartis employees in local and international conferences for promotion of Pluto

Year 1 Year 2 Year 3 Year 4 Year 5 Total

Sales 2,700,000

3,240,000

3,510,000

3,780,000

4,320,000

17,550,000

FF 140,000 14,000 168,000 168,000 168,000 784,000

Promotion 431,000 175,000 200,000 265,000 165,000 1,236,000

Phase 4 1500*30*3 135,000

Total Costs 2,155,000

Total 1,940,000 2925000 3,142,00

03,347,00

03,987,00

015,341,00

0

ROI 3.55 10.28 9.5 8.7 12.9 7,9

Strategy implementation and

evaluation Financial plan

Strategy implementation and

evaluation Financial plan Analysis

FF:

3 medical reps ( 2 covering Cairo and one covering Alexandria and Delta )One Manager

The team is promoted in salary during the 3rd year.

Activity name

Activity description

Responsible person

Start date End date

Recruitment Medical representatives

HR November January

Managers November January

PR September November

Plan evaluation

Patient surveys

Medical Representative

June + December

July + January

Physician Surveys

Action Plan

Strategy implementation and evaluation

Activity name

Activity description

Responsible person

Start date End date

Events Local conferences

PR+ Scientific operations department

+ Assign event

manager

January + July

RTD March + September

Awareness Campaigns

February + August

Send to international conferences

Depends on timing

Action Plan

Strategy Implementation and Evaluation

*1. Conduct marketing research

*Surveys: patient satisfaction, report AE

*Feedback forms: compliance, response to treatment

*2. Sales tracking

*Internally

*3. Market share tracking

*IMS

*Internally

Key Performance Indicator (KPI)

We will provide hope for untreatable segment of CML patients

and

Obtain 80% of the market.

Easing suffering and leading the market.

Pluto®

Thank You

Year 1 Year 2 Year 3 Year 4 Year 5 Total

Market share 50% 60% 65% 70% 80%

Number of

patients150 180 195 210 240

Sales 2,700,000

3,240,000

3,510,000

3,780,000

4,320,000

17,550,000

FF 3*30,000 3*36,000

Medical reps 90,000 90,000 108,000 108,000 108,000 504,000

Manager 50,000 50,000 60,000 60,000 60,000 280,000

Strategy implementation and

evaluation Financial plan

Year 1 Year 2 Year 3 Year 4 Year 5 Total

International

congress

5*20,000 100,000

Local congress

45*2000 50*2000 190,000

Gifts 30*2*100

30*2*100

30*2*100

30*2*100

30*2*100 30,000

RTD 5*1000 5*1000 40*1000 5*1000 5*1000 60,000

Symposium

100,000 100,000 100,000 100,000 100,000 500,000

Magazines 6* 10,000

3* 10,000

2* 10,000 2*10,000 2*10,000 150,000

Journal 50* 2000 90,000

Year 1 Year 2 Year 3 Year 4 Year 5 Total

Aids 20*2*100

20*2*100

20*2*100

20*2*100

20*2*100 20,000

Awareness

campaign10,000 10,000 10,000 10,000 10,000 50,000

World cancer

day5,000 5,000 5,000 5,000 5,000 25,000

Conference posters 15,000 15,000 15,000 15,000 15,000 75,000

Phase 4 1500*30*3 135,000

Total 1,940,000 2925000 3,142,00

03,347,00

03,987,00

015,341,0

00

ROI 3.55 10.28 9.5 8.7 12.9 7,9