Transcript Brazil - Growth Markets Onco Focus

BRAZIL
Country Onco Overview
Summary presentation
I.
Profile
II.
Business definition
III.
Where does Teva Oncology stand?
IV.
Areas of performance and where demand can be grown
V.
Barriers to success
VI.
Maximising opportunities with customers across the portfolio
VII. Disruptive opportunities
Country Onco Overview
Total Population: 202,033,670
Natural Increase: 0.8%
Density: 24 Inhabitants/km²
Urban Population: 85.4%
Ethnic Origins: According to the 2010 Census, 47.7% of the Brazilian population were white,
43.1% of mixed ethnic origins, 7.6% black, and 1.6% belonged to other ethnic minorities
(Indians, Arabs, Japanese).
Official Language: Portuguese
National Currency: Brazilian Real (BRL) : 1 BRL = 0.2534 USD, 1 USD = 3.9462 BRL
1 BRL = 0.2241 EUR, 1 EUR = 4.4632 BRL
Country Onco Overview
Area: 8,515,770 km²
Type of State: A federal republic based on parliamentary
democracy. The Brazilian constitution gives extensive powers
to the government.
Type of Economy: Upper-middle-income economy, Emerging
Financial Market.
7th world economy with high inequalities; leading producer of
sugar and coffee in the world.
HDI*: 0.744/1
HDI (World Rank): 79/187
Note: (*) The HDI, Human Development Index, is an Indicator Which Synthesizes Several Data Such as
Life Expectancy, Level of Education, Professional Careers, Access to Culture etc.
First and last name: Renata Corrêa
Country: Brazil
Role : Oncology / Hospital Marketing Manager
My expectations for this meeting are…
To exchange experiences with TEVA colleagues from other
countries and to receive some inputs from Regional Team in
order to prepare the most successful launch in Brazil .
Something I’d like to share with the team is… that we want to
participate in an active manner of this great moment of
oncology/hospital growth markets team at TEVA.
First and last name: Cristiane Giordano
Country: Brazil
Marketing Director, 3 months with TEVA
Responsible for Onco/Hosp, CVM/Resp, WH & CNS
My expectations for this meeting are:
- Lots of learning with the others
- Contribute with the team in generate good ideas
- Share Brazilian learnings
Something I’d like to share with the team is that Brazil is
really excited with the launch of Lonquex and I’m very
happy to be part of it, once recently I fully understood
the impact of this type of treatment within patients lives.
First and last name: Orlando Brandao
Country: Brazil
Medical Manager Onco-Hospitalar Franchise
•
•
•
Brainstorm about onco-hosp. brands, market,
plans, strategy, tatics.
Increase knowledge about onco-hosp. brands.
Meet Teva Onco-hosp. family.
I love electronic music, djs, politic, economy, read
book of Agatha Christie and Social communication.
Selfie
II. Business definition - Oncology Market
Top 15 brands , company, sales & growth
(vs previous year)
Brand
Company
Sales $K (2015)
Growth
HERCEPTIN
ROCHE
270.016,31
22,9%
AVASTIN
ROCHE
119.274,72
15,5%
MABTHERA
ROCHE
114.270,68
14,8%
REMICADE
JANSSEN CILAG
100.264,72
15,9%
ZYTIGA
JANSSEN CILAG
52.622,58
48,5%
TEMODAL
MSD
47.228,22
15,6%
ROCHE
39.711,63
3,2%
SIMPONI
JANSSEN CILAG
30.019,25
166,4%
SUTENT
PFIZER
28.393,87
-2,2%
ELIGARD
ZODIAC
26.781,92
91,6%
VELCADE
JANSSEN CILAG
26.504,04
-28,3%
ZOLADEX LA
ASTRAZENECA BRASIL
26.400,72
-12,2%
BRISTOL M. SQUIBB
25.920,80
13,5%
XELODA
SPRYCEL
Source: IMS Health|PMB+NRC|MAT 07’15|Rate: 3,47
Channel (Hospital/clinic/private/government/major source of sales %)
value
A.
B.
C.
D.
Government (49%)
Clinic (20%)
Private Hospital (19%)
Private (12%)
Market Access and Services
A. Solid Tumours are more frequently treated in private market (60%/40%) while
haematological ones are in public market(95%/5%).
B. Private insurances are more likely to reimburse new cancer drugs than the public
health system, which remains less open to new products.
C. There are
D. The APAC system (Authorization for High Complexity Procedure controls and
approves Oncology treatments in public hospitals.
III. Where does Teva Oncology stand?
Total Teva Onco Sales
Brand
Sales $K
2015
ABELCET
10.248
TEVAGRASTIM
1.222
TEVAMETHO
683
TEVACARBO
371
TRISENOX
TEVAETOPO
TEVAOXALI
TEVAIRINOT
TEVAFOLIN
263
102
65
50
798
LONQUEX
13.802
Sales $K
2016
19.573
3.191
408
291
696
55
1097
640
869
869
Mkt Share
(TEVA)
2016
Launch
Year
Onco Company Ranking & Growth
Company
Sales $K
2015
2008
19,6%
3,2%
0,4%
0,3%
0,7%
0,1%
1,1%
0,6%
ROCHE
602.629,74
2012
JANSSEN CILAG
217.447,23
2008
ABBVIE
200.741,34
2008
PFIZER
166.707,56
NOVARTIS
119.800,38
ASTRAZENECA BRASIL
74.675,48
BRISTOL M. SQUIBB
53.048,88
MSD
47.228,85
ZODIAC
44.205,61
LIBBS
39.866,26
ACHE
34.548,62
2010
2008
2008
2014
0,9%
2016
0,9%
27.689
Source: IMS Health|PMB+NRC|MAT 07’15|Rate: 3,47 (2015)
AOP internal data (2016) Rate : 3,30 (2016)
Ranking
Growth
1
22%
2
23%
3
2%
4
4%
5
11%
6
-1%
7
20%
8
16%
9
56%
10
15%
11
-1%
IV. Areas of performance and where demand can be grown (1)
Category, access, channel, trends, government policy, patient association (cooperation ?)
HMOs (# patients covered)
Scientific approach of sales force
Increase focus on public market
Patient centricity and disease awareness
Core business vs. new segments/products, new targets etc
Tevagrastim: ~100% growth through access team
Lonquex: increase private reimbursement
Increase penetration in reference centers
BD opportunities: find synergies for complementary portfolio
IV. Areas of performance and where demand can be grown (2)
Country asset audit - what assets/resources implemented in your market were a success? (List branded and
unbranded resources/assets - Med Ed, patient support programs, CRM, TPP/owned sites, apps, games, etc.)
Your listed assets will be compiled to create an internal depository that all countries can use.
 Sales force commercial approach skills
 Sales force understanding of key purchase influencers among hospitals and clinics
What additional assets/resources can be developed to further grow demand?
 Improve market data (business intelligence)
 Improve patient orientation
 Strengthen TEVA corporate image
V. Barriers to success – What keeps you awake at night?
Competitor threats
Presence of manufacturers with
higher presence and relationship
in Oncology segment
(Libbs/Blausigel)
Non compliance actions taken by
competitors directed to
pharmacists, physicians and
institutional buyers (mainly
national)
New entrants very focused on
oncology with innovative
molecules
Customer attitudes and
behavior
Internal/regulatory issues/
portfolio
Physicians do not differentiate
Teva as a strategic partner in
Oncology
Field force has to be more
scientific driven
Teva is unknown among clinical
oncologists
Doctors are satisfied with current
therapy (short action G-CSF)
Long lead times from supply
chain
Long process of market
authorization in Brazil (ANVISA
regulatory agency)
Lack of new drug classes in
oncology (EGFR)
VI. Maximising opportunities with customers across the portfolio
For example, creating synergies with high-value brands and BGx/Gx within the same therapeutic areas.
 Synergy with Abelcet® and in future Linezolide for opportunistic infections among CT
patients
 Tevagrastim® and Lonquex® performs a full menu for neutropenia treatment (short
action and long action)
 Take advantage of Vagidrat®(vaginal moisturizer) for CT woman patients adverse
event (dryness)
VII. Disruptive/Critical Mass opportunities – The sky is the limit
For Oncology , Hematology, Customers, Channels, Access, Products, Services etc
 Broader portfolio in all therapeutic classes of oncology
 Stablish protocols to management of neutropenia
 Robust educational project for residents and interns (nurses and pharmacists)
 Patient support programs
 To be recognized as a reference company in oncology supportive care