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Central Europe

Central Europe. Solvay’s Business Model in CE. COMMERCIAL EFFECTIVENESS WORKSHOP November 24th, 2006 Hannover. Slawomir Chomik MD PhD MBA. Agenda. Introduction SOLVAY in CE Conclusions. Central Europe ( CE ). AREA CE EU: POLAND HUNGARY CZECH Rep. SLOVAK Rep. SLOVENIA

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Central Europe

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  1. Central Europe Solvay’s Business Model in CE COMMERCIAL EFFECTIVENESS WORKSHOP November 24th, 2006 Hannover Slawomir ChomikMD PhD MBA

  2. Agenda • Introduction • SOLVAY in CE • Conclusions

  3. Central Europe (CE) • AREA CE • EU: POLAND • HUNGARY • CZECH Rep. • SLOVAK Rep. • SLOVENIA • EU 2007: ROMANIA , • BULGARIA • Population: 94 Mio

  4. Central Europe (CE) • AREA CE • EU: POLAND • HUNGARY • CZECH Rep. • SLOVAK Rep. • SLOVENIA • EU 2007: ROMANIA , • BULGARIA • Population: 94 Mio • EU 25 have similar demographic dynamics • Similar epidemiology trends • Similar age related diseases

  5. Agenda • Introduction • Economy and Health • SOLVAY in CE • Conclusions

  6. Central Europe (CE) • AREA CE • EU: Poland, Hungary, Czech Rep. Slovak Rep. Slovenia • EU 2007: Romania, Bulgaria • 94 Mio Inhabitants • Political change after elections in: PL, H, CZ, SK • PHARMACEUTICAL MARKET CE • Total Pharmaceutical Market in 2005: 8,5 BEUR, • Growth 15% • Solvay Market Share: >1% • SOLVAY • 5 Legal Entities and 2 Branch Offices • Employees: 500

  7. CEE PHARMA MARKET – A GROWING PIE 2010 > US$ 14 billion 2002 US$ 8.3 billion

  8. Pharmaceutical Market CE • Total Market (2005): 8,5 BEUR • Growth: 14%

  9. SOLVAY in CE • BF2006: 114 MEUR • Growth: 22%

  10. TOP 10 CE FLAG SHIPS Sales BF 2006 MEUR

  11. TOP 10 CE FLAG SHIPS Sales BF 2006 MEUR

  12. SLOVENIA K€

  13. BULGARIA

  14. SLOVAKIA

  15. CZECH REP.

  16. HUNGARY 20 19 19 16 15

  17. HUNGARY 12% Pay back to Authorities from Net Sales of Reimbursed Products 20 KEUR Med Rep/ year tax ~ 2.5 MEUR

  18. ROMANIA

  19. POLAND

  20. What is the optimal diversification of the portfolio ?

  21. Portfolio Management

  22. Inside-out approach A Competitiveness derives from an ability to build a Core Competence, at lower costs and more speedily than competitors. • A core competency is something that a organization can do well and that meets the following three conditions: • Provides customer benefits • It is hard for competitors to imitate • It can be leveraged widely to many products and markets Hamel and Prahalad (1990)

  23. Portfolio Management or Core Competences

  24. Portfolio Management or Core Competences Focusing on growth targets In-License/ Buy Out-License/ Sell Co-marketing/ Co-promotion

  25. THE STAND ALONE BUSINESS MODEL – GREENFIELD MODEL In Licensed Products In House Pipeline Growth • Develop EU targeted Products • Leverage Existing Range • Utilize Common Regulatory Market Mechanisms – MRP, DCP/ CP for Obtaining MA’s • Immediate Access to Wide Product Range • Ability to Develop Tailor-made Product Portfolio • Synergies with API Business of the Company 1

  26. Shift focus • Brand Management to change into Customer Relationship Management • More customer insight needed • Needs-based selling to replace drug selling • „Holistic approach” to be adopted (disease management services, therapeutic programs, etc.) … ALL to create value to customer

  27. Shift focus Past: „Product X treats hypertension” Future: „Products A, B, C, together with technology X, diagnostic tool Y and education material Z help you to manage your CV risk.”

  28. OBJECTIVES

  29. Objectives 2006 / 2007 • General: • Accelerate Growth through new product launches and NBD • Master Commercial Effectiveness (Sales Force, Marketing, IT) • Focus (commercial activities/ resources) • Grow Profitability (optimize resource allocation) • Redefine target product portfolio • Create and implement innovative ways of making business • Successfully complete integration process • Specific • Achieve Market Share above 1,5% in all markets • Industrial Results of 36% • Launch and reimbursement of Androgel, Omacor, Duodopa, Lipanthyl in all CE countries

  30. Agenda • Introduction • Economy and Health • SOLVAY in CE • Conclusions

  31. Conclusions • CE economy is growing at average 5% per year and pharmaceutical marketis growing at aver.15% • Mastering commercial effectiveness and optimization of resource allocation will secure profitablegrowth • Active portfolio management and new product launches will and secure further growth and reduce negativeimpact of generics • EU Cost Containment Process requires sufficient pharmaco-economy data • Business model of medium size organization in CE is based on innovation and entrepreneurship

  32. Pharma myopia and the ‚e‘ hype • Creating new channels for information exchange with internal / external customers(Affiliate database, surveys, scorecards, Website,etc.) • Supporting and improving communication tools (Web Development, WebConferencing, ) • Developing and implementing measurement tools (Affiliates performance dashboards, Internal / external benchmarking, KPIs linked to the ideal commercial model, ROI calculation models)

  33. … All men are equal - all men, that is to say, who possess umbrellas… E.M.Forster

  34. Solvay’s Business Model in CE: Time for Change

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