pharmacutical industry

Reasearch Findings And Conclusions …

Executive summary

The Indian pharmaceutical industry has come a long way from

its beginnings in 1970 to become a prominent maker of healthcare

products meeting almost 95% of the country’s healthcare needs. In

terms of technology, quality and range of medicines manufactured

India ranks very high in the world. The Indian pharmaceutical

industry with over 20,000 registered units rank 4th in volume terms

& 13th in value terms globally.

Alembic Limited, Baroda is also well established and competent

part of this dynamic industry. Alembic established in 1907,is ISO-

9002 & ISO-14001 company with manufacturing practice and

facilities that conform the WHO/GMP guidelines.

A distribution system is a key external resource to any

company. A distribution channel performs the work of moving goods

from producers to consumers. Pharma company generally follows 2-

level consumer marketing channels, which includes wholesaler and

retailer. Sales fore is the important link in the company’s channel to

customers. In pharma company the Medical Representative and

stockiest are the key personnel in the channel. They require

motivation to perform their functions more fruitfully.

Respiratory products are divided into the cough &cold

markets, which constitute the largest segment of the pharma

industry. Alembic is amongst the top 3 companies in terms of Rx

generated for respiratory care. The leadings brands contributing to

this are Zeet, BroZeet and Wikoryl.

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The products are prescribed by almost all specialties

in varying proportions. In order to capitalize in this category like

Zeet expectorant & Wikoryl tablets deals have been regularly given.

So, company put in

the action trade offer in the key season months to encourage

chemist and also there is incentive for fieldforce.

The project is Trade offer analysis i.e. Summer Surprise

Scheme analysis. The scheme is for Zeet expectorant and Wikoryl

tablets. Under this scheme chemist will receive gifts by buying

certain value of Zeet expectorant and Wikoryl tablets.

The project is aimed at evaluating the success of the scheme

and to analyze and test the validity of hypothesis. This is scheme is

for two months i.e. May and June 2005.But because of time limit the

project include the analysis of data of month May only. The research

methodology is primarily an analytical. It is relied upon the

secondary data, which was received from the MRs.

The research findings of trade offer are evaluated with the help

of tables, cross tables, graphics. Region wise variations are also

analyzed.

Numbers of gifts entitled by chemists are as follows,

Traveling Bag- 472

Ajanta Clocks-104

Cello Keg-110

This numbers suggest that chemist have actively participated

in the scheme.

Out of total 504 medical representatives all over India 99 have

participated in the trade offer-summer surprise scheme during

month May. The hypothesis is that 15% of MR i.e. 75 will

participate in scheme. The per capita value is 0.20 lacs and

total value for Zeet and Wikoryl sold during the scheme is 19.4

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lacs. These values suggest that results meet with

hypothesis.

There is no any linking between fieldforce participation and

value generated.

Opportunity gap is large in almost each region except in Puna

having least opportunity gap.

In some region, Total value generated is majority due to one

product.

From findings it is concluded that overall the trade offer is

successful and hypothesis proven to be true.

Recommendations made are, some comparative studies

should be done and marketing division should carry out extra

effort to encourage field force.

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INTRODUCTION

Most producers do not sell their goods directly to the final

users between them stands a set of intermediaries performing a

variety of functions. These intermediaries constitute a distribution

channel. Some intermediaries such as wholesalers and retailers buy

and resell the merchandise. Intermediaries smooth the flow of goods

and services.

Pharma industry generally follows the 2-level consumer

marketing channels.

Pharma Company

Carrying & forwarding agent

Stockist

Retailers

Consumer

(2-level consumer marketing channel)

A company needs to view its intermediaries in the same way it

views its and users. The company should provide training progress,

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market research progress & other capability building programs such

as Trade offers, reward to improve intermediate Performance.

Alembic launched the Trade offer- summer surprise scheme.

For intermediaries in its distribution channels in order to encourage

the chemist to stock more & to increase the sale of product Zeet

expectorant & Wikoryl tablets.

The project is about the analysis of the Trade offer called

summer surprise scheme in terms of participation of fields force &

sale of the products.

SUMMER SURPRISE SCHEME :

Alembic has launched the summer surprise scheme for

chemist. This summer surprise scheme includes two products.

1.Zeet expectorant

2.Wikoryl Tablets.

Dispensing Doctors can also be included under this scheme.

Upon delivery of specified amount of Zeet & Wikoryl, chemist

can claim for different gifts as follows.

Rs.2000 /-worth =Get a Travel Bag Free

Rs.3000 /-worth =Get an Ajanta Clock Free

Rs.5000 /-worth =Get an Insulated Cello Cool Keg [5 liter] Free

This scheme also beneficial to medical representatives. MR will

gain exciting incentive under this scheme.

ROB value (Rs.)

from

To Incentiv

e

45000 65000 1000

65001 85000 1500

85001 2500

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Process Flow Chart:

6

Confirm receipt of gift.

MR

Confirm Stockist delivery

Book order from chemist

Fill in the summer surprise form.

Confirm the gifts

Collect Stockist Invoice Copy

Submit

it to

AM

Send gift to MR

Calculate the incentives.

Process it AM send it to Alembic Mkg. division

Acknowledgement card

Make a set of Summer surprise form Stockist invoice copy

Make a set of Summary of all the

chemist PTR valueii. Stockist invoice.

Collect proof of delivery

End

Disburse Incentive

Send to Alembic division


HYPOTHESIS:

5% of MR will take part in scheme.

The per capita per MR will be 0.45 lacs for two months i.e.

May, June.

Total value for Zeet & Wikoryl sold during the scheme will

be around 17 lacs per months

OBJECTIVE:

To analyze & test the validity of Hypothesis.

Analyze regional variations of the scheme through

-Skew of Zeet/Wikoryl.

-Participation of field force.

-Per capita.

SCOPE:

The Zeet-Wikoryl chemist summer surprise scheme is only

for two months i.e. May and June.

All the formats reaching Baroda before 7th July 2005 will be

included in analysis.

LIMITATIONS OF PROJECT:

Secondary comparative data is not available. so,

incremental effect cannot be Compared.

Time delays in sending the chemist card by fieldforce.

The secondary data collection of the project has to be

closed

due to time limitation

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Alembic limited has mainly three divisions

Alembic Mega care Specia.

o Macrolides

o Cough & cold

o NSAIDS

o Antibiotics

o GIT drugs.

COUGH & COLD MARKET:

Respiratory product are divided into cough & cold markets

which constitute the largest segment of the pharma industry

Cough market (Rs.680 Crore)

Antitussive Expectorants

Bronchodilators

(40%) (20%) (15%)

The cold market is dominated by the solid forms (65%) though

both solid & liquid dosage forms are growing at 7%.

The product can be prescribed by almost all specialties.

However the Key specialties are Peds, ENT, CP, GP& surgeons.

All types of product are prescribed by these specialties in the

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varying proportions. For Alembic, the old Rx brand in

this category are Zeet expectorant & Wikoryl Tablets

Alembic division is dealings in different brand as follows.

Brand group value (lacs)

1. Althrocin 5977

2. Roxid 4622

3. Zeet 1099

4. Wikoryl 607

5. Sharkoferrol 661

6. Nimegesic 749

7. Rekool 510

INTRODUCTION TO PRODUCTS:

ZEET EXPECTORANT:

Launched in >35 years

Zeet expectorant is a popular remedy in the management of

Productive cough.

Expectoration: Process of expelling sputum, & other foreign

bodies through explosive airflow.

Punch line : Pushes cough up & away.

Composition :

o Each 5 ml contains,

o Bromhexine Hcl IP 4mg

o Amm. Chloride IP 100mg

o Guaiphenesin IP 50mg

o Diphenhydramine Hcl IP 8mg[Antihistamine]

Packing: 100 ml Bottle

Price: Rs 33.89

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MOA: Expectorants act by,

Breaking mucus into smaller molecular weight chains

Dilute sputum viscosity.

Helps upwards movements in RT

Increased respiratory muscle strength

Zeet has three expectorants:

A. Bromhexine - breaks disulphide bones

B. Ammonium Chloride – dilutes sputum

C. Guaiphenesin- expels cough by reflex initiation

About the Constituents:

Bromhexine Mycolytic expectorant

Reduces viscosity so that mucus/sputum

can flow easily.

Amm.ChlorideSaline expectorant

Increases bronchial secretion to reduce

viscosity of sputum

GuaiphenesinExpectorants

Increases fluid flow in RT

Reduces viscosity of secretion

Facilitates the removal of secretion by cough

reflexes & cilliary action.

Diphenhydramine Hcl

Antihistamine

Time tested anti allergic

Relieves irritation & inflammation.

With respect to other anti histamines, it is

more potent & has minimal sedation.

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WIKORYL TABLETS:

Launched in > 35 years

Wikoryl is a complete formula that provides relief from all

symptoms of cold like fever, body ache, congestion,

rhinorrhoea, sneezing etc. it is an ideal preparation as an

adjuvant in URI or viral fever.

Punch line : For multisymptom cold relief.

Composition:

Each tablet contains,

Paracetamol 500mg

Phenylpropanolamine Hcl 25mg

Chlorpheniramine Maleate 2mg

Packing : 10 Tablets

Price : Rs. 14.91

About the constituents:

Paracetamol: It is a centrally acting analgesic cum

antipyretic it rapidly relieves the Pains & also

the temperature.

Phenylpropanolamine:

It is one of the most widely accepted nasal

decongestants. It acts on alpha as well as

beta-receptors & exerts its effects by

stimulating them. Its dual action makes it a

patent long acting nasal decongestant with

minimal side effects.

Chlorpheniramine Maleate:

It is one of the most potent antihistamines. It

has minimal sedative & anticholinegic effects.

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Today CPM is one of the most accepted

antihistamines in common cold preparation.

Highlights of Wikoryl:

The following salient features of Wikoryl are worth nothing.

1.Wikoryl removes pains.

2.Wikoryl reduces nasal discharge.

3.Wikoryl relives congestion.

4.Wikoryl prevents sneezing.

5.Wikoryl opens up the air passage

6.Wikoryl brings back the mood.

7.Wikoryl prevents otitis media.

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RESEARCH METHODOLOGY

RESEARCH DESIGN:

Type of research: Analytical

Data collection: All the secondary data received from MRs.

Universe: Universe include all the chemists and field force

participated in the scheme.

Duration: Month-May

Analysis And Conclusions: Simple statistical tools were used

to analyze the secondary data collected. It has been done

by Percentage, Mean and whenever required different types

of graphs are used to make the findings more clear.

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INDIAN PHARMACEUTICAL INDUSTRY

“The Indian pharmaceutical industry is a success story

providing employment for millions & ensuring that essential drugs

at affordable prices are available to the vast population of this

subcontinent”

-Richard Gerster

The Indian pharmaceutical industry has come a long way,

being almost non-existing during 1970,to a prominent provider of

healthcare products meting almost 95% of country’s

pharmaceutical needs. The Indian pharmaceutical industry is in

the front rank of India’s science-based industries with wide

ranging capabilities in the complex field of drug manufacture &

technology. A highly organized sector, the Indian pharma industry

is estimated to be worth $ 4.5 billion, growing at about 15

percent annually.

It ranks very high in the third world, in terms of technology,

quality & range of medicines manufactured. From simple

headache pills to sophisticated antibiotics & complex

cardiac compounds, almost every type of medicine is now

made indigenously.

The Indian pharma market can be divided into bulk drugs

segments & formulations.

The industry produces about 60,000 finished medicines &

roughly 400 bulk drugs.

Playing a key role in promoting & sustaining development in

the vital field of medicines, Indian pharma industry boasts of

quality producers & many units approved by regulatory

authorities in USA & UK.

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Technologically strong & totally self reliant, the

pharmaceutical industry in India has low costs of production,

low R & D costs, innovative scientific manpower, strength of

national laboratories & an increasing balance of trade. The

pharmaceutical industry with its rich scientific talents &

research capabilities supported by intellectual property

protection regime is well set to take on the international

market.

KEY STATISTICS OF INDIAN PHARMA MARKET :

Global ranking 13th in value terms & 4th in volume terms.

Share of world pharma market 1 % in value & 8% in volume

terms.

5th largest manufacture of bulk drugs.

Number of registered units over 20,000 .out of which

approximately 250 in-organized Sector & are recognized &

certified by international agencies.

Leading 250 pharmaceutical companies in India control 70% of

market with market leader holding nearly 7% of market share.

Annual turnover more than $5.02 billion

A future projection is $26.66 billion by 2010.

OTC market $ 0.77 billion, growth rate 18-20 %

Indian pharma exports is $ 1.6 billion during 2004-2005 & are

projected to grow $ 6 Billion by 2015.India is among top 20

pharmaceutical exporters in the world.

Industry employee approximately 35 lacs people.

Number of generic brands over 60,000 in 60 therapeutic

categories.

Alternative medicine –Herbal/Ayurvedic market $ 0.84 billion

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Per capita drug expenditure Rs.220 per annum.

ADVANTAGE INDIA:

Competent Workforce: India has a pool of personnel with high

managerial & technical competence as also skilled workforce.

Professional services are easily available.

Legal & Financial Framework: India has a 53-year-old democracy

and hence has a solid legal framework & strong financial

markets.

Information & Technology: It has good network of world-class

educational institutions & established strengths in information

technology.

Globalization: The country is committed to free market

economy & globalization. Above all, it has a 70 million middle

class market, which is continuously growing.

Production & Research Low cost of production & low R& D costs.

Indian pharma industry is an efficient & cost effective source

for procuring generic drugs especially the drugs going off

patent in the next few years. It is an excellent center for

clinical trials in view of the diversity in population.

RESEARCH & DEVELOPMENT:

R & D spending,

World- 10-16 % of sales turnover.

India- 1.5-2 % of sales turnover.

Scope for collaborative R & D by development of,

- Combinatorial chemistry

- New synthetic molecules

- Plant derived drugs.

Indian pharma industry provides cost-effectives clinical trial

research.

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It has an excellent record of development of improved, cost

beneficial chemical synthesis for various drug molecules.

SWOT ANALYSIS OF INDIAN PHARMA

INDUSTRY:

STRENGTHS:

Cost Competitiveness.

Well-developed industry with strong manufacturing base

Well-Established network of laboratories and R & D

infrastructure.

Access to pool of highly trained scientists, both in India &

abroad.

Strong marketing & distribution network

Rich biodiversity

Competences in chemistry & process development

India has the largest no. of US FDA approved plants outside US

WEAKNESSES:

Low investments in innovative R& D

Lack of resources to compete with MNCs for new drug

discovery research & to commercialize molecules on a

worldwide basis.

Inadequate regulatory standards

Production of spurious & low quality drugs spoils the image of

the industry in International arena.

OPPORTUNITIES:

Significant export potential

Licensing deals with MNCs

Marketing alliances to sell MNC products in Indian market

Contract manufacturing agreements with the MNCs

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Potential for developing India as a centre for

international clinical trials

THREATS:

Product patent regime posses serious challenge to domestic

industry unless it invests in R & D

DPCO puts unrealistic ceilings on product prices & profitability

and prevents pharma companies in generating investible

surpluses.

Export effort hampered by procedural hurdles & non-tariff

barriers imposed abroad.

Lowering of tariff protection.

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MAJOR PLAYERS IN INDIAN PHARMA

INDUSTRY(MAY-2004)

RANK COMPANY VALUE

(CRORE)

GROWTH RATE

1 Cipla 20.44 2.3

2 Glaxosmithkline 1.13 4.4

3 Ranbaxy 1.11 - 0.5

4 Nicholas Piramal 0.90 1.5

5 Sun Pharma 0.84 -0.5

6 Zydus Cadila 0.50 1

7 Dr.Readdy’slaboratories 0.49 -0.9

8 Aristo Pharma 0.47 9.1

9 Abbott India Ltd. 0.46 0.5

10 Sanofi Aventis 0.46 -0.3

11 Alkem Laboratories 0.45 8.5

12 Lupin Labs 0.45 10.8

13 Micro labs 0.40 10.6

14 Torrent Pharma 0.38 2.9

15 Novartis India Ltd. 0.37 -4.1

16 Wockhardt 0.36 -5.3

17 Unichem Labs. 0.35 7.3

18 Alembic Limited 0.34 1.1

19 U.S.V.limited 0.33 1.3

20 Intas 0.29 15.1

TOTAL MARKET 20.44 2.3

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ALEMBIC LIMITED

Alembic established in 1907 in Baroda with the philosophy of

self-reliance and quality & now it is Asia’s respected integrated

pharmaceutical company with manufacturing facilities in Baroda &

Baddi, India With R & D Facilities.

Alembic is certified ISO-9002 & ISO-14001 Company with

manufacturing practice & facilities that conform the WHO-

GMP guidelines.

Alembic is in the business of improving the quality of life &

health care in over 75 countries around the world.

MISSION: To give access to the best healthcare products at

affordable price to everyone, anywhere in the world.

LOGO: Just as a country identified by the national flag , for

a company, a logo stands for its identity. A logo reflects the

basic ethos of a company, what it stands for & how it

expects to ride into the future.

The unidirectional arrows below the name of Alembic indicate

the momentum. it is said that,

Speed X Direction = Velocity

It is this velocity. These Feelings of direction & purposeful

movement that company want. The Blue colour stands for stability,

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dependability & Strength of character. Green stands for

prosperity & freshness.

To gather Blue & Green symbolize the colour of the ocean,

which has an unparallel depth & is in constant movement. A logo of

Alembic combines the stability of the past with the freshness of the

present & the dynamism of the future.

Major Areas Of Interest :

Active pharmaceutical ingredients (API): API remains to be

significant operation for alembic limited. Alembic has exclusive

facility for manufacturing synthetic APIs consisting

independents manufacturing blocks for macrolides, NSAIDS &

other drugs.

Bulk Drugs: The synthetic BPC business is supported with an

independent facility equipped with an excellent pilot facility.

Formulations: Basket of formulation products contains more

than 150 products in second forms belonging to diverse

therapeutic segments including anti-infective, cough & cold

products to cardiovascular & oral antidiabetics.

Veterinary products: Alembic veterinary Division was

established in 1986.Now, ranked among the top 10 in Indian

Veterinary industry.

Research :

Alembic has well equipped R& D facilities spearheading

landmark research in the areas of chemistry, microbiology &

pharmaceutical technology & bioequivelence. Alembic has just

launched “BIOARC RESEARCH CENTRE” at Baroda to further

capitalize their strength in research.

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Alembic has undertaken educational, environmental &

healthcare program to make a world better place to live.

- Alembic is using the state-of-the-art-effluent treatment plant

for all the waste generated.

- Alembic has promoted Bhailal Amin Trust that manages one of

the most successful hospitals in the state of Gujarat.

- Alembic is also managing one educational trus

Future Of Alembic :

Alembic believes that in the future, their global presence will

serve as the perfect vehicle for further growth. Over the year they

have seen considerable success is non-regulated markets, they

are also aggressively making in-roads into regulated markets.

Alembic has built a reputation for itself in the international

pharmaceutical and fine chemical arena, as a company focusing

on delivering quality products & services that conform to global

norms. The cater specific needs of local markets of various

countries around the world.

This allows them to collaborate through every stage of an

international product launch, which makes us the ideal business

in API’s, BPC’s & FDF’s is responsible for enhancing life in over75

countries in four continents around the world.

Their goals are on emerging opportunities; as a result, our

capabilities are in-sync with our overall belief of extending life.

They have also paved the way for new molecule development.

Established their presence in the major regulated markets.

Focused & result oriented approach in R& D, resulting in the

development of newer analogues of macrolides and

introduction of Newer Drug Delivery System.

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Development of non-infringing routes and obtain

process patents.

Strengthen the knowledge base through tie-ups and

collaborations with scientific & research institutions in India

and abroad.

Consolidate their position as one of the leading pharmaceutical

companies in India.

Introduce products in new therapeutic categories by utilizing

distribution end.

R& D strengths, as well as through strategic alliance.

PRODUCT :

Branded Formulation

Antibiotics & Antibacterials

Antihistamines

Oral Hypoglycemic

Cough & Cold

NSAIDS

Herbal & Nutraceuticals

Others

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MARKETING CHANNEL SYSTEM

Marketing channels are set of interdependent organization

involved in the process of making a product or service available for

use or consumption. Most producers don’t sell their goods directly to

the final users, between them stands a set of intermediaries

performing a variety of functions these intermediaries constitute a

marketing channel. Marketing channel also called a trade channel or

distribution channel.

Intermediaries :

Merchants: Some intermediaries such as wholesalers &retailers

buy, take titles to goods and resell the merchandise. They are

called merchants.

Agents: Others like brokers, manufacturers’ representatives,

sales agent search for customers and may negotiate on the

producer’s behalf but don’t take title of goods, they are called

agents.

Facilitators: Still others transportation companies, independent

warehouses, banks, advertising agencies assist in the

distribution process but neither take the title to goods nor

negotiate purchase or sales; they are called facilitators.

Marketing channel decisions are among the most critical

decision facing management. The channels chosen intimately

affect all other marketing decisions. The firm’s sales force and

advertising decision depend on how much training and

motivation dealers need. In addition, the company’s channel

decision involves relatively long term commitments to other

firms.

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A distribution system…is a key external resource.

Normally it takes years to build and it is not easily changed. It

represents a significant corporate commitment to large

numbers of independent companies whose business is

distribution and to the particular market they serve.

Channel functions and flow :

Intermediaries normally achieve superior efficiency in making

goods widely available and accessible to target markets. Through

their contacts, experience, specialization and scale of operation,

intermediaries usually offer the firms more than it can achieve on

its own. Intermediaries smooth the flow of goods and services.

This procedure is necessary in order to bridge the discrepancy

between the assortment of goods and services generated by the

producer and the assortment demanded by the consumer. The

discrepancy results from the fact that manufacturers typically

produce a large quantity of limited variety of goods, where as

consumers usually desire only a limited quantity of a wide variety

of goods.

A distribution channel performs the work of moving goods from

producers to consumers. It overcomes the time, place, and

possession gaps that separate goods and services from those

who need or want them. Members of distribution channel perform

a number of key functions.

They gather information about potential and current

customers, competitors and other actors and forces in the

marketing environment.

They develop and disseminate persuasive communications to

stimulate purchasing.

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They reach agreements on price and others terms so

that transfer of ownership or possession can be affected

They place orders with manufacturers.

They acquire the funds to finance inventories at different levels

in the marketing channel.

They assume risks connected with carrying out channel work.

They provide for the successive storage and movement of

physical products.

They provide for buyers’ payment of their bills through banks

and other financial institutions.

They oversee actual transfer of ownership from one

organization or person to another.

Some functions like physical, title, promotion constitute a

forward flow of activity from the company to the customer

other functions like ordering and payment constitute backward

flow customers to the company. Still others like information,

negotiation, finance and risk taking occur in both directions. A

manufacturer selling a physical product and services might

require three channels: A sales channel, a delivery channel and

a Service channel.

Channel levels :

The producer and the final customer are part of every

channel. The Chart illustrates several consumer-good

marketing channels of different lengths.

A zero level channel also called a direct marketing channel

consists of a manufacturer selling directly to the final

customer.

26


E.g. Door to door sales, home parties, mail order,

telemarketing, Tv selling, Internet selling and manufacturer

owned stores.

A one level channel contains one selling intermediary, such as

retailer

A two level channel contains two intermediaries in consumer

markets. These are typically a wholesaler & a retailer.

O – Level 1- Level 2- Level 3-Level

A three level channel contains three intermediaries. In Japan

food distribution may involve as many as six levels.

From the producer’s point of view, obtaining information about

end users and exercising control becomes more difficult as

the number of channel levels increases. Channels normally

describe forward movements of product from source to user.

Reverse flow channels are also important.

E.g. Milk bottles & soft drinks bottles are returned.

Push And Pull Strategy :

27

Manufacturer Manufacturer Manufacturer Manufacturer

Wholesaler Wholesaler

Retailer Retailer Jobber

Retailer

Consumer Consumer Consumer Consumer


In managing its intermediaries, the firm must decide

how much effort to devote to push versus pull marketing.

Push Strategy: A push strategy involves the

manufacturer using its sales force and trade promotion

money to induce intermediaries to carry, promote and sell

the product to end users. Push strategy is appropriate

where there is low brand

loyalty in a category, brand choice is made in the store, the

product is an impulse item and product benefits are well

understood.

Pull Strategy: Pull strategy involves the manufacturer

using advertising and promotion to induce consumers to ask

intermediaries to order it. Pull strategy is appropriate when

there is high brand loyalty and high involvement in the

category. When people perceive differences between brands

and when people choose the brand before they go to the

store.

Companies in the same industry may differ in their

emphasis on push and pull strategies.

Number Of Intermediaries :

Exclusive Distribution: Exclusive distribution

severely limiting the number of intermediaries. It is

used when the producer wants to maintain control

over the service level and outputs offered by resellers.

Often it involves exclusive dealing arrangements. By

granting exclusive distribution, the producer hopes to

obtain more dedicated and knowledgeable selling.

Selective Distribution: Selective distribution

involves the use of more than a few but less than all of

28


the intermediaries who are willing to carry a

particular product. It is used by established companies

and by new companies seeking distributors. Eg.Disney,

car, and two wheelers.

Intensive Distribution: Intensive distribution consists

of the manufacturer placing the goods or services in as

many outlets as possible. This strategy is generally

used

for items such as tobacco products, soap, snack foods

and gum, products for which the consumer requires a

great deal of location convenience.

Motivating Channel Members :

A company needs to determine intermediaries' need and

construct a channel positioning such that its channel

offering is tailored to provide superior value to these

intermediaries. The company should provide training

programs, market research programs, schemes and other

capability building programs to improve intermediaries'

performance. The company must constantly communicate

its view that the intermediaries are partners in a joint effort

to satisfy end users of the product.

The intermediary often acts as a purchasing agent for

his customers & only secondarily as a selling agent for his

supplier. The intermediary attempts to weld all of his

offerings into a family of items, which he can sell in

combination, as a packaged assortment, to individual

customers. His selling effort are directed primarily at

assortment, rather than for individual items unless given to

do so, intermediaries will not maintain separate sales

29


records by brand .Producers vary greatly in skill in

managing distributors. They can draw on the following types

of power to elicit co-operation.

Coercive power: A manufacturer threatens to

withdraw a resource or fail to co-operate This power can

be effective, but its exercise produces resentment and

can lead the intermediaries to organize countervailing

power.

Reward Power: The manufacturer offers

intermediaries an extra benefit for performing specific

acts or functions. Reward power typically produces better

results than coercive power, but can be overhead. The

intermediaries may come to except a reward every time

the manufacturer wants a certain behavior to occur.

Legitimate Power: The manufacturer request a

behavior that is warranted under the contract. As long as

the intermediaries view the manufacturer as a legitimate

leader, legitimate power works.

Expert power: The manufacturer has special

knowledge that the intermediaries value. Once the

expertise is passed on to the intermediaries, however, this

power weakens. The manufacturer must continue to

develop new expertise so that the intermediaries will want

to continue cooperating.

Referent power: The manufacturer is so highly

respected that intermediaries are proud to be associated

with it. Companies such as IBM, Caterpillar, and Hewlett-

Packard have high referent power.

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Most producers see the main challenge as

gaining intermediaries' cooperation. They often use

positive motivators such as higher margins, special deals,

premiums, cooperative advertising allowances, display

allowances & sales contest.

Channel Dynamics :

Conventional Marketing Channel: It comprises

an independent producer, wholesaler & retailer. Each is

separate business seeking to maximize its own profits,

even

if this goal reduces profit for the system as a whole. No

channel member has complete or substantial control over

other members. e.g. Pharma companies distribution

channel.

Vertical marketing system (VMS): VMS

comprises the producers, wholesalers and retailer acting

as a unified system. One channel member, the channel

captain, owns the others or franchises them. The channel

captain can be the producer, the wholesalers or the

retailer. The VMSs achieve economies through size,

bargaining power and elimination of duplicated services.

There are three types of VMS: corporate, administer and

contractual. e.g. Franchise organizations.

Horizontal Marketing Systems: In this two or

more unrelated companies put to gather resources or

programs to exploit an emerging marketing opportunity.

Many super market chains have arrangements with local

banners to offer in store banking. e.g. ATM counter in

super market, Crossword in barista.

31


Multi Channel Marketing Systems:

Multi channel marketing occurs when a single firm uses

to two or more marketing channels to reach one or more

customer segments. Today, with the proliferation of

customer segments and channel possibilities more

companies have adopted multi channel marketing. By

adding more channels, companies can gain benefit of

increased market coverage, lower channel cost and more

customized selling.

Wholesaling :

Wholesaling is one of the important level in the

distribution channel. Wholesaling includes all the activities

involving in selling goods or service to those who buy for resale

or business use. Wholesalers pay less attention to promotion,

atmosphere & location because they are dealing with business

customers rather than final consumers. In this aspects

wholesaler differ from retailers. Wholesale transactions are

usually larger than retail transactions and wholesalers usually

cover a larger trade area than retailers.

Wholesalers generally perform one or more of the following

functions:

Selling and promoting: Wholesalers' sales forces help

manufacturers reach many small business customers at a

relatively low cost.

Wholesalers have more contracts, and often buyers trust

wholesalers more than they trust a distant manufacturer.

32


Buying and assortment building: Wholesalers are

able to select items and build the assortments their

customers need, saving the customers considerable work.

Bulk breaking: Wholesalers achieve the savings for their

customers through buying in large carload lots and

breaking the bulk into smaller units.

Warehousing: Wholesalers hold inventories, thereby

reducing inventory costs and risks to suppliers and

customers.

Transportation: Wholesalers can often provide quicker

delivery to buyers because they are closer to the buyers.

Financing: Wholesalers finance customers by granting

credit, and finance suppliers by ordering early and paying

bills on time.

Risk bearing: Wholesalers absorb some risk by taking title

and bearing the cost of theft, damage, spoilage, and

obsolescence.

Market information: Wholesalers supply information to

suppliers and customers regarding competitors' activities,

new products, price developments, and so on.

Management service and counseling: Wholesalers often

help retailers improve their operations by training sales

clerks, helping with store layouts and displays, and setting

up accounting and inventory control systems. They may

help industrial customers by offering training and

technical services.

Types of wholesaling:

Merchant Wholesaler: Independently owned business that

take title to the merchandise they handle. They are called

33


distributors, jobbers or mill supply houses and

fall into two categories.

Full service.

Limited Service.

e.g. Pharma distributors.

Broker and Agents: Don’t take title to goods and perform

only a few functions. Main function is to facilitate buying

and selling for which they earn a commission of 2 to 6

percent of the selling price.

Brokers: Chief function is bringing buyers and sellers to

gather and assisting negotiation. They are paid by the

party who hired them. The most familiar examples are

food

brokers, real estate brokers, insurance brokers and

security brokers.

Agents: Represents either buyer or seller on a more

permanent basis. Manufacturer's agents represent two or

more manufacturers of complementary line. They enter

into formal agreement with each manufacturer.

Miscellaneous wholesalers: A few specialized types of

wholesalers are found in certain sectors of the economy.

This includes agricultural assemblers, petroleum bulk

plans and terminals and auction companies. e.g.

Seasonal wholesaler for kites and crackers.

Trends in wholesaling:

Manufacturers always have the option of bypassing

wholesalers or replacing in efficient wholesalers with better

34


ones. Manufacturer's major complaint against

wholesalers is as follows.

- They don’t aggressively promote the manufacturer's

product line & act more like order taker.

- They don’t carry enough inventories & therefore fail to fill

customers' order fast enough.

- They don’t supply the manufacturer with up to date market.

- They don’t attract high caliber managers & bring down their

own costs.

To strengthen the relationship with manufacturer

distributed the use following ways.

1. Distributor sought a clear agreement with their

manufacturers about their expected functions in the

marketing channel.

2. Distributor gained insight into the manufacturer's

requirements by visiting their plants & attending

manufacturer association’s conventions & trade shows.

3. Distributors fulfilled their commitments to the manufacturer

by meeting the volume targets, paying bills promptly, and

feeding back customers information to their manufacturers.

4. They identified and offered value added services to help

their suppliers.

Retailing :

Retailing includes all the activities in selling goods or

services directly to final consumers for personal, non-business

use. A retailer or retail store is any business enterprise

35


wholesale volume comes primarily from retailing. Any

organization. Selling to final consumers whether it is a

manufacturer, wholesaler or retailer is doing retailing.

Retailer Types:

Specialty Store: Narrow product line with a deep assortment. A

clothing store would be a single line store. A men's clothing

store would be a limited line store & A men's custom short

store would be a super specialty store. Chemist store or

pharmacy store is perfect example of specialty store.

Department Store: Several product lines typically clothing, home

furnishings & household goods with each line operated as a

separate department managed by specialist buyers or

merchandisers.

Supermarkets: Relatively large, low – cost, low margin, high

volume, self service operation designed to serve total needs

for food, laundry & household products big bazaar.

Convenience Store: Relatively small store located near

residential are, open long hours, seven days a week & carting

limited line of high turnover convenience products at slightly

higher prices.

Discount Store: Standard merchandise sold at lower prices

lower margins & higher volumes. Discount retaining has

moved into specialty merchandise stores such as discount

sporting goods stores, electronic stores & book storese.g. Apna

bazaar, Army shop.

Off price retailer: Merchandise bought at less than regular

wholesaler price & sold at less than retail.

36


Factory outlets owned and operated by manufacturers

and normally carry the manufacturer's surplus, discontinued or

irregular goods.

Independent off price retailers are owned and run by

entrepreneurs or by divisions of larger retail corporations.

Warehouse clubs sell a limited selection of brand name grocery

items, appliances and clothing of other goods at deep

discounts to members who pay annual membership fees.

Super store: About 35,000 square feet of selling space

traditionally and aimed at meeting consumer's total needs for

routinely purchased food and nonfood items plus services such

as laundry, dry cleaning, shoe repair, check cashing & bill

paying.

Catalog Showroom: Broad selection of high markup, fast

moving brand name goods at discount prices. Customer orders

goods from a catalog, then pick these goods up at

merchandise pick up area in the store.

Managing the sales force:

Sales personnel serve as the company's personal link to

the customers. The sales representative to is the company to

many of its customers. No one debates the importance of the

sales force in the marketing mix. Therefore, the company

needs to carefully consider issues in sales force design –

namely the development of sales force objectives, strategy,

structure, size and compensation.

- A direct company sales force consists of full or part time

paid employees who work exclusively for the company. This

sales force

37


- Includes inside sales personnel who conduct

business from the office using the telephone and receive

visits from prospective buyer.

- Contractual sales force consists of manufacturer's

representative, sales agent and brokers, who are paid a

commission based on sales.

Training Sales Representatives:

Today's customers expect sale person to have deep product

knowledge, to add ideas to improve the customer's

operations and to be efficient and reliable. These demands

have required companies to make a much higher

investment in sales training. Sales force received training to

recognize value-adding opportunities rather then price

cutting opportunity. As a result the company's sales

revenue climbed

further and so did its margins. Training time varies with the

complexity of the selling task and the type of person

recruited into the sales organization.

Motivating Sales Representatives:

Some sales representatives will put forth their best

effort without any special coaching from management.

However, the majority requires encouragement and special

intensive. This is especially true of field selling.

The basic model for motivating sales representative

works as follows:

Higher the sales person's motivation

Greater the effort

38


Greater performance

Greater rewards

Greater satisfaction

Reinforce motivation

The reward with highest value is extra pay followed by

incentive, promotion, personal growth and sense of

accomplishment. The list value rewards are liking and respect,

security and recognition. In other words, sales person are

highly motivated by pay and the chance to get ahead and

satisfy their intrinsic needs and less motivated by compliments

and security.

Sales Quotas: Many companies set annual sales quotas.

Quotas can be set on sales value, unit volume, margin,

selling effort or activity and product type. Compensation is

often tied to degree of quota fulfillment. Sales quotas are

developed from

the annual marketing plan. Quotas are set higher than the

sales forecast to encourage managers and sales person to

perform at their best level. Quotas drive representative to

get as much as business possible.

Supplementary Motivators: Companies use additional

motivators to stimulate sales force effort. Sales meeting are

and important tool for educations, communication and

motivation. Companies also sponsor sales contests to spur

the sales force to a special selling effort above what is

39


normally expected. The contest should presented

reasonable opportunity for enough sales people to win. The

contest period should not be announced in advance.

RESEARCH FINDINGS AND CONCLUSIONS

The secondary data received from medical representative in

set of summer surprise card and stockist invoice copy is checked

and processed for conformation of claimed gifts. After that all the

collected data is analyzed by different criteria with tabulation and

cross tabulation as follows.

TABLE:1 MR WISE CONTRIBUTION

Sr.No. Region No.of MRs No.of MRs Value Average Regional

participated(Rs.in lacs)(Rs.in lacs) Average

A B C D=C/B E=C/A

1 Banglore 31 7 0.6 0.08 0.02

2 Chanigarh 19

40


3 Chennai 28

4 Cochin 23 13 1.41 0.1 0.06

5 Delhi 34 6 1.89 0.31 0.05

6 Ghaziabad 40 6 3.26 0.54 0.08

7 Gujarat 29 6 0.77 0.12 0.02

8 Guwahati 16 7 1.25 0.17 0.07

9 Howrah 27 3 1.28 0.42 0.04

10 Hyderabad 19

11 Indore 22 6 0.87 0.14 0.03

12 Jaipur 19

13 Kolkata 24 8 1.16 0.14 0.04

14 Lucknow 34 4 1.15 0.28 0.03

15 Mumbai 20 2 0.20 0.1 0.01

16 Nagpur 24 6 0.96 0.16 0.04

17 Patna 33 7 1.12 0.16 0.03

18 Pune 28 18 3.48 0.19 0.12

19 Vijaywada 34

All over

India 504 99 19.4 0.19 0.03

GRAPH:1 OPPORTUNITY GAP

REGION

AVERAGE

D=C/B

REGIONAL AV.

E=C/AGhaziabad 0.54 0.08

Howrah 0.42 0.04

Delhi 0.31 0.05

Lucknow 0.28 0.03

Pune 0.19 0.12

Guwahati 0.17 0.07

Nagpur 0.16 0.04

Patna 0.16 0.03

Indore 0.14 0.03

41


Kolkata 0.14 0.04

(Top 10 Regions showing opportunity gap)

Graph shows comparative average value contributed by top ten

regions. Ghaziabad is on top with average value of 0.54 lacs per

medical representative participated. While, per capita for each

medical representative whether participated or not is 0.08,which is

very less. So, there is large opportunity gap. If more no. Of medical

representatives have actively participated in the trade Offer, the

opportunity gap would be less. Here, opportunity gap is large in

almost all region except in Puna having least opportunity gap.

From these findings we can say that more participation from the

field force is invited.

42


Table No.2 Value -Zeet and Wikoryl

SR.NO REGION ZEET Value WIKORYL Value

Qnty. (QtyxRate) Qnty. (QtyxRate)

1 Banglore 211 6417 4163 54993

2 Cochin 1390 42270 7644 100977

3 Delhi 2992 90986 7824 103355

4 Ghaziabad 6426 195414 12161 160647

5 Gujarat 773 23506 3854 50911

6 Guwahati 2410 73288 3874 51176

7 Howrah 3127 95092 2809 37106

8 Indore 1343 40840 3134 41400

43


9 Kolkata 3005 91382 2147 28361

10 Lucknow 2223 67601 3279 43316

11 Mumbai 144 4379 1373 18137

12 Nagpur 1761 53552 3069 40541

13 Patna 2958 89952 2060 27212

14 Pune 5708 173580 12748 168401

Total 34471 1048259 70139 926533

ZEET STD.RATE= 30.41

WIKORYL STD.RATE= 13.21

Here total values contributed by Zeet and Wikoryl in each

region is calculated by the considering the standard rate in all over

India.

TABLE:3 REGIONAL AVERAGE VALUE FOR ZEET & WKL.

Sr.No. Region No.of MRs Total Value Zeet Value Avg.Zeet Wkyl Value Avg.Wkyl Avg.totalParticipated. Value Value Value

(Rs.in lacs)(Rs.in lacs)(Rs.in lacs)(Rs.in lacs)(Rs.in lacs)(Rs.in lacs)A B C D=C/A E F=E/A G=B/A

1 Ghaziabad 6 3.26 1.95 0.32 1.60 0.26 0.54

2 Howrah 3 1.28 0.95 0.31 0.37 0.12 0.42

3 Delhi 6 1.89 0.90 0.15 1.03 0.17 0.31

4 Lucknow 4 1.15 0.67 0.16 0.43 0.10 0.28

5 Pune 18 3.48 1.73 0.09 1.68 0.09 0.19

6 Guwahati 7 1.25 0.73 0.1 0.51 0.07 0.17

7 Patna 7 1.12 0.89 0.12 0.27 0.03 0.16

8 Nagpur 6 0.96 0.53 0.08 0.40 0.06 0.16

9 Indore 6 0.87 0.40 0.06 0.41 0.07 0.14

44


10 Kolkata 8 1.16 0.91 0.11 0.28 0.03 0.14

11 Gujarat 6 0.77 0.23 0.04 0.50 0.08 0.12

12 Cochin 13 1.41 0.42 0.03 1.00 0.07 0.10

13 Mumbai 2 0.20 0.04 0.02 0.18 0.09 0.10

14 Banglore 7 0.60 0.06 0.009 0.54 0.08 0.08

45


GRAPH:2 SKEW STUDY

GRAPH:2.1

Graph: 2.2

Graph: 2.3

46


Graph-2 shows MR Average contribution in each Zeet and

Wikoryl.

Graph-2.1 shows 5 regions contributing highest sale value.

They are contributing approximately 60 percent of total sale

value

Ghaziabad has 0.54 lacs average sale value from which Zeet

contributed 0.32 lacs and Wikoryl contributed 0.32 lacs. We

can consider it around 0.26 lacs. We can consider it almost

same. So, there is no skew in almost all top regions except in

Howrah.Howrah is highly skewed region. In Howrah the

contribution of Zeet is 0.31 lacs whereas contribution from

Wikoryl is only 0.12 out of 0.42 lacs.

This findings shows that top 5 regions that

contributed higher value having almost same contribution from

both Zeet and Wikoryl

47


TABLE: 4 FIELDFORCE PARTICIPATION

Sr.No. Region No. Of MRs No. of MRs Value % Participation Rank accordingParticipated (Rs.in lacs) To value

A B C1 Pune 28 18 3.48 64 1

2 Cochin 23 13 1.41 57 4

3 Guwahati 16 7 1.25 44 6

4 Kolkata 24 8 1.16 33 7

5 Indore 22 6 0.87 27 11

6 Nagpur 24 6 0.96 25 10

7 Banglore 31 7 0.60 23 13

8 Gujarat 29 6 0.77 21 12

9 Patna 33 7 1.12 21 9

10 Delhi 34 6 1.89 18 3

11 Ghaziabad 40 6 3.26 15 2

12 Lucknow 34 4 1.15 12 8

13 Howrah 27 3 1.28 11 5

14 Mumbai 20 2 0.20 10 14

15 Chanigarh 19

16 Chennai 28

17

Hyderaba

d 19

18 Jaipur 19

19 Vijaywada 34

Table shows region Pune has maximum participation of

fieldforce and also ahead of all regions in terms of value contributed.

Whereas, Ghaziabad has only 15 percent of fieldforce participation,

still it ranks second in value.

From table it is clear that Top 5 regions having maximum

participation of fieldforce ranked almost behind last regions having

minimum participation of fieldforce.

48


So, there is no linking between fieldforce participation and

value generated. The sale is depend upon the individual

performance of the medical representative.

TABLE:5 SALIENCE STUDYAccording to zeet salience

SR.NO REGIONTotal Value

Zeet Value

Wkyl Value

% Contribution Salience

(Rs.in lacs)

(Rs.in lacs)

(Rs.in lacs)

Zeet Wkyl Zeet Wkyl

1 Ghaziabad 3.26 1.95 1.60 60 40 18.6 17.32 Pune 3.48 1.73 1.68 50 50 16.5 18.13 Howrah 1.28 0.95 0.37 74 26 9.0 4.04 Kolkata 1.16 0.91 0.28 79 21 8.7 3.05 Delhi 1.89 0.90 1.03 48 52 8.6 11.16 Patna 1.12 0.89 0.27 80 20 8.5 2.97 Guwahati 1.25 0.73 0.51 58 42 7.0 5.58 Lucknow 1.15 0.67 0.43 58 42 6.44 4.69 Nagpur 0.96 0.53 0.40 56 44 5.0 4.310 Cochin 1.41 0.42 1.00 30 70 4.0 10.811 Indore 0.87 0.40 0.41 47 53 3.8 4.412 Gujarat 0.77 0.23 0.50 30 70 2.2 5.413 Banglore 0.60 0.064 0.54 10 90 0.6 5.914 Mumbai 0.20 0.043 0.18 21 79 0.4 1.9

All over India 19.4 10.417 9.2 54 46

According to wkyl

SR.NO REGION

Total Value

Zeet Value

Wkyl Value

% Contribution

Salience

(Rs.in lacs)

(Rs.in lacs)

(Rs.in lacs)

Zeet Wkyl Zeet Wkyl

1 Pune 3.48 1.73 1.68 50 50 16.5 18.12 Ghaziabad 3.26 1.95 1.60 60 40 18.6 17.33 Delhi 1.89 0.90 1.03 48 52 8.6 11.14 Cochin 1.41 0.42 1.00 30 70 4.0 10.85 Banglore 0.60 0.064 0.54 10 90 0.6 5.96 Guwahati 1.25 0.73 0.51 58 42 7.0 5.57 Gujarat 0.77 0.23 0.50 30 70 2.2 5.48 Lucknow 1.15 0.67 0.43 58 42 6.4 4.69 Indore 0.87 0.40 0.41 47 53 3.8 4.410 Nagpur 0.96 0.53 0.40 56 44 5.0 4.311 Howrah 1.28 0.95 0.37 74 26 9.0 4.012 Kolkata 1.16 0.91 0.28 79 21 8.7 3.0

49


13 Patna 1.12 0.89 0.27 80 20 8.5 2.914 Mumbai 0.20 0.043 0.18 21 79 0.4 1.9

All over India 19.4 10.42 9.2 54 46

GRAPH:3 SALIENCE STUDY

GRAPH:3.1

GRAPH:3.2

50


Graph 3.1 and Graph 3.2 shows top 5 regions in which

there is highest salience of Zeet and Wikoryl.These 5 regions

contributes approximately 61 % of total salience of Zeet. Ghaziabad

contributes highest Zeet value to total Zeet sold during scheme,

whereas Pune contributes highest Wikoryl value to total Wikoryl sold

during scheme.

Cochin, Banglore and Mumbai haave very low salience

compared to Wikoryl salience. Means in these regions quantity sold

for Wikoryl is higher than Zeet. Likewise in Patna and Kolkata have

low Wikoryl salience compared to Zeet salience. In these regions

the quantity sold for Wikoryl is far less from that of Zeet. These

regions are having higher demand for Zeet than Wikoryl.

So, it is clear that there are certain regions, which

contributes particularly more to Zeet or to Wikoryl. In some regions

contribution from both the products is same as demand is same.

51


CONCLUSIONS

Conclusions are the extracts squeezed out from the whole

work. After scrutinizing the study regarding Trade offer-Summer

surprise scheme analysis following conclusions can be drawn.

Number of gifts allotted to stockist during May is as follows.

o Travel Bag-472

o Ajanta Clock-104

o Cello Keg- 110

Number of gifts suggests that chemist has actively

participated in the scheme.

Out of 504 medical representatives all over the India 99 have

participated in Trade offer. The hypothesis is that 15% of MR

will participate in the scheme. The participation of field force is

meet with hypothesis.

The per capita is approximately 0.20 lacs for one month. i.e.

May The hypothesis is per capita will be 0.45 lacs for two

months. In June participation of field force is expected to grow.

So, per capita is also expected to meet with hypothesis.

Total value for Zeet and Wikoryl sold during the scheme in

month of May is 19.4 lacs. The hypothesized value is 17 lacs

per month.

There is no linking between fieldforce participation and the

value generated. The sale is depending upon the individual

performance of the medical representative.

Opportunity gap is large in almost each region. So, grater

participation of fieldforce is invited.

52


Regions with the highest sale value having the almost

same contribution from Zeet and Wikoryl. There is no skew in

top 5 regions contributing higher value except in Howrah.

Top 5 regions contributed approximately 60% of the total

salience for Zeet and Wikoryl each. Ghaziabad contributes

highest Zeet value to total Zeet sold during scheme. Where as

Pune contributes highest Wikoryl value to total Wikoryl. In same

region total value generated is majority due to one product.

So, it is concluded that overall the Trade offer is

successful. The hypothesis is proven true. The response

from the field force and distribution channels is positive.

53


SUGGESTIONS

Studies should be done to analyze the actual success of

the Trade offer-Summer surprise scheme. Some

comparative

The marketing division should be carried out more efforts

to motivate the field force to take part in the Trade

offer.

The duration of scheme should be increased specially for

more accurate analysis of trade offer.

Some intensive should be included in the scheme for area

manager so that he encourages his field force to

participate in the scheme.

Some regions, which have not yet participated in the

Trade offer-Summer surprise scheme, require more

attention from marketing division. It is need of hour that

marketing division should make extra effort to encourage

them.

54


BIBLIOGRAPHY

Kotler Philip, eleventh edition, Marketing Management,

(2005), Chp:17,18,21.

Kothari C. R., Research Methodology, Second edition

Swarbrik James, Boylayn C. James, Encyclopedia of

Pharmaceutical Technology, Vol-II.

Insight Newspaper, Alembic, page:3

“Economic Times” dated May 27,2005.

“Economic Times” dated May 4,2005.

www.healthcare industry india.com

www.express pharma pulse.com

www.Alembic.co.in

www.coolavenues.com

55

http://www.coolavenues.com/

http://www.Alembic.co.in/

http://www.express/

http://www.healthcare/


CERTIFICATE

This is to certify that Miss Ankita P. Patel, Second Year

MBA student has carried out this Summer Project work

entitled as "Trade Offer Analysis" under my guidance and

supervision in the Marketing Division, Alembic Limited,

Vadodra during the academic year 2005-2006.

The data of the entire work has been checked by me

from time to time.I am fully satisfied with the candidate's

performance of work.

I recommend this summer project work for submission

to the adjudicators.

Mrs.Minali Desai

Group Product Manager,

Marketing Division,

Alembic limited,

Vadodara

CONTENTS

Sr.

No.

subjects Page

No

1 Executive Summary

56


2 Introduction

-Project-Summer surprise scheme

-Products

3 Research Methodology

4 Indian Pharma industry profile

5 Alembic Limited

6 Theory Aspects of Study

-Marketing Channel System

-Wholesaling and Retailing

-Managing the Sales force

7 Research Findings and Conclusions

-Conclusion

8 Suggestion and Recommendation

9 Annexure

10 Bibliography

57

Reasearch Findings And Conclusions … 58

pharmacutical industry

Documents

indian pharma

indian pharma

indian pharmaceutical

capability

secondary

summer surprise

distribution

trade offer