Pharmasim Markting Plan

Birmingham Business School

University of Birmingham

Introduction
Established in 1924, Allstar Brands Corporation is the leading manufacturer of packaged
goods in the world. The company comprises of three separate divisions: Consumer Products,
International, and Pharmaceuticals. The Pharmaceutical division is responsible for the
production and marketing of ethical drugs & OTC medications.
Allround is the cash cow product for Allstar - with 40.4% market share in the OTC remedy
market. Its recent success in terms of sales and profitability were mainly due to its strong
brand awareness and product effectiveness which enabled it to achieve a high customer
satisfaction. As a result, Allround will act as a crucial component in the implementation and
success of the long term strategic plan of Allstar Brands Corporation.

Mission Statement:
To develop innovative products to cure diseases and ease the suffering of patients

Vision Statement:
To offer a complete solution to customers, in order to enhance their quality of life

Market Overview:

Strategic Objectives
Short-term Objectives:
1.
2.
3.
4.

Increase sales by 3.75% to $475 Million

Increase stock price to $42 per stock
Increase overall Market share to 25 %
improve relationship between the company and the suppliers, retailers and customers

Long-term Objectives:
1.
2.
3.
4.

expand the business product portfolio in 3 years with a new product

be the market leader in the pharmaceutical industry in the next 5-year period
enhance our shareholder value
increase market penetration to 75% in the next 5 years

Segmentation, Targeting, Positioning

Allround products will address the multi-symptom market indiscriminately. The focus symptoms will
be aches and fever, chest congestion and cough (common to both colds and allergies).
The adopted positioning strategy will be based on the motto: because were here all-round the
year showing that Allround is suitable for all seasons and can appease all symptoms.
Value Proposition: superior-formulated product to alleviate consumers cold and/or allergy
symptoms in a short time with minimal side effects.
The trade-off will based on the concept for a superior product priced equally that brings comfort to
consumers in a brief period of time.

Marketing Strategy
1. First period (year 1-2):

As seen in the SWOT analysis (appendix 1), Allround has a low retention rate (appendix 3).
One of the reason might be that multi-symptom medication usually suffers from low retention
rates. However, this impacts negatively on the overall sales.
To address this issue, the adopted Allround marketing strategy is Market Penetration during
the first period Year 1-2 of the plan.
The production capacity will be increased to almost 100% by investing into the production
facility to achieve its long term objectives. Short term, Allround aims to maintain its
advertisement budget to $20 Million, however it may be reduced in the future as the Allround
has already established itself in the market and has the highest brand awareness.

2. Second period - Years 3 5

During the next planning period, assuming that 1) the results from the first period are positive,
2) the sales target was achieved and 3) retention rate was increased, Allround will pursue a
Need-based Strategy.
This strategy will translate into further investment into the R&D based on the available market
research and will develop a new product, much more focused on market demand and
customer needs.

Marketing activities:
1. Product
Product development will be a secondary focus for Allround with a new product development taking
place in the second part of the planning period.
A product formulation will be proposed during Years 1-2 to answer the market demand of a more
focused product. Also, research into consumer preferences showed a strong preference for 12hcapsule product formulation.
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During years 3-5, Allround will propose a new product to complement the existing offering on the
market. This product will be more focused on reducing higher level cold/allergy symptoms.

2. Price
For the first period, we will maintain its price to $5.29, as inflation rate continues to increase
to 3.1%.
During the second planning period, the new product will be priced similarly. In calculating the
MSRP, a combination of benchmarking with similar offerings on the market, production costs
and overhead will be used.
The price of the current product will decrease by approximately 15-20% during year 3 and will
continue to decrease to up to 30% by the end of the period, until completely withdrawn from
the market.

3. Place
Push strategy: In the short run, Allround will try to improve its relationships with its suppliers,

retailers, wholesalers and customers by increasing the trade promotion to $2 Million and
consumer promotion to $6 Million to promote sale of its products.
Distribution Channels:
1. Direct Channels: urban and suburban stores and retail chains.
2. Indirect channels: wholesalers

4. Promotion
Push Strategy: Allround will be looking to increase its direct sales force to 100 and indirect sales

force to 45 to further increase its sales through direct & indirect channels that are growing
rapidly.
Pull strategy: Allround currently enjoys the highest market share, highest brand awareness rate and
highest brand trials and most frequent purchases, the pull strategy is considered to be sufficiently
sound and healthy.
The advertising budget for the integrated marketing communications will increase by approximately
10-20% with a special focus given to the following areas:
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1. Advertising to ensure a good pull approach from the consumers

2. Social media integration and viral marketing through activities engaging consumers to share
their stories
3. A new special packaging to reflect the new product formulation and a completely new,
refreshed packaging for the second product.

Contingency plan:
At the end of the first planning period (Year 1-2), the management team will evaluate the current
results against the objectives and measure the results.
If the results achieved do not meet the objectives set, in terms of overall sales, market share and
retention rate, Allround will change the planned strategy.
In the plan, we envisage a new product launch in the second period of time. However, should the
results not be in line with the objectives, Allround will continue with a Need-based strategic
approach, market development.
In this we envisage an extension of the distribution channels to reach more remote areas. As seen
from the SWOT and the Pestel Analysis (appendix 2-3), the current customer reach extends to only
75% of the population.
Therefore, extra efforts will be put into reaching those customers as well, through indirect channels
and increasing the number of direct as well.
Also, special attention will be given to the direct sales force who will be more proactive in these area
by organizing a special structure in the sales department.

Bibliography
2GC, n.d. 2GC Active Management. [Online]
Available at: http://2gc.eu/resource_centre/balanced-scorecard
[Accessed 02 2015].
Age, T. M. A. C. o., 1989. The Marketing Audit Comes of Age. Philip Kotler, William T. Gregor and
William H. Rodgers III.
Graham Hooley, B. N. N. P., 2011. Marketing Strategy and Competitive Positioning. 5 ed. Harlow:
Financial Times/ Prentice Hall.
Hill, C. W. L., 1988. Differentiation versus Low Cost or Differentiation and Low Cost: A Contingency
Framework. The Academy of Management Review, 13(3), pp. 401-412.
Levitt, T., 1980. Marketing Success Through Differentiationof Anything. Harvard Business Review.
Porter, M. E., 1996. What Is Strategy?. Harvard Business Review.
Porter, M. E. et al., 2011. HBR's 10 Must Reads on Strategy. s.l.:Harvard Business Review.
Robert S. Kaplan, D. P. N., 2000. Having Trouble with Your Strategy? Then Map It. Harvard Business
Review.

Appendix 1

Financial Summary:
Industry Sales
Industry sales growth

$1,491.2 M
5.50%

Retail sales
Manufacturers Sales
Promotional Allowance
Cost of goods Sold
Gross Margin
Consumer & Trade Promotion
Advertisement
Net Income
Stock Price
Production Capacity Utilization

$468.1 M
$355.3 M
$60.4 M
$122.6 M
$172.3 M
$ 7.0 M
$20 M
$67.2 M
$38.35
85.10%

(Source: PharmaSim Simulation, Period 0)

The Economic prospective for the industry appear to be highly positive as the industry sales
continue to grow by 5.50% to $1,491.2 Million of which Allround accounts for $468.1 Million.
Moreover, Allround has a net Income of $67.2 Million and is the market leader in the OTC
cold and allergy market, as it continues to focus on brand awareness and trade distribution
for which it has devoted around $20 Million in Advertisement and $7 Million in consumer and
trade promotion. However, its resources are being under-utilized as the production capacity
can be enhanced to support the long term objectives of the company.

Appendix 2

P.E.S.T.E.L Analysis

Political

Economical

Social

Technological

Legal

Environmental

- High government taxes.

- Pressure on pricing of drugs by the governments (Price Control).
- Government concerns with regard to drug usage and the market segment to
which it will be used to cater
- Consumers perceive medicine to be expensive.
- Strong Entry Barriers, such as high cost of capital investment
- Global Economic growth of 5.5% in the industry
- Highly competitive market, as companies increase their spending on
advertisements and promotions
- Increase in Inflation rate to 3.1%
- International exchange rate
- Global increase in the growth of population
- Changes in consumer attitude, as consumers are becoming more health
conscious
- Product side effects and effectiveness can have a strong impact on purchase
decision of consumers
- Increase usage of drugs by senior citizens
- Significant improvement in research and development.
- Efficiency in production facilities.
- Increased use of social media, print media and internet for the purpose of
advertising.
- Customized treatments.
- Increased legislation on the advertising of drugs.
- Highly regulated
- Global law inconsistencies.
- Strict regulations regarding the
- Safe dispose of toxic waste
- Impact of chemicals on the environment
- Environmental pressure groups

Appendix 3

S.W.O.T Analysis

Strengths
-

Highest market share in OTC - cold

segment
Highest brand awareness in the market
(74.1%)
Highest brand trials and most frequent
purchases
Highest customer satisfaction (58.3%)
Marketing Efficiency Index rating of 2.04
Strong brand perception for aches,
nasal, runny, cough and allergy
Strong base of loyal customers

Weaknesses
-

Opportunities
-

Growing demand for nasal spray

Growing demand for cold-alleviating
medicine, by 6.6%
Growth in overall industry sales by 5.5%
Still a low market penetration rate for
OTC (only 64%)
Strong growth in various indirect
distribution channels

Low retention rate (46.3%)

Under-utilisation of resources and
product capacity
Allround is only offered in liquid form

Threats
-

Highly competitive market: 5 players

and 10 brands in total.
Heavily regulated by government
Capsule product formulation is
demanded by consumers
Brand Switching customers

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Appendix 4

Porters Five Forces

Competitive Rivalry:
Allround brand competes with five other firms in the OTC cold and allergy market. Since its
establishment, it has achieved incredible level of growth and success. However, it faces stiff
competition from its direct competitor Ethik Incorporated.

Threat of New Entrants:

Allround has the highest level of brand awareness and is the most frequently purchased brand
in the market for this market segment. Its strong brand awareness in the market along with
its product effectiveness have enabled Allround to create a base of loyal customers. As a
result, it has been able to maintain a price leadership in the market. Therefore, the threat of
a new entrants is very low, as significant investment is required to enter into any of the wellestablished market segments.

Bargaining power of buyer:

There are five key players that are operating in the market. Therefore, if the customer is
dissatisfied by a brand then they can switch the brand, due to which the retention rate of
Allround has plummeted down, as compared to its competitors.

Threat of Substitution:
Threat of substitution is quite low as Allround is the market leader in the OTC cold and allergy
market segments. However, it is only sold in liquid form, which can be a cause for concern for
Allstar brand, as consumers prefer the capsule formulation as it is more convenient.

Bargaining power of Supplier :

The supplier can increase the input price of the product based on the level of demand in the
market and can have a strong impact on the production supply chain. Therefore, companies
keep multiple suppliers to curb the power of suppliers. Since, consumers dont make their
decisions based on price, therefore all round can charge higher price for its products from the
customers.

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REFERENCES:
http://www.novartis.com/about-novartis/our-mission/index.shtml
http://www.ukessays.com/essays/international-business/global-pharmaceutical-industry.php

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