The cardiovascular market may be segmented into numerous subcategories, including antihypertensives, antidyslipidemics, antithrombotics, cardiac therapies and other cardiovascular agents. While established treatments are currently available for each of these therapeutic subcategories, these markets are large and significant unmet medical needs still exists. Among the various cardiovascular indications, dyslipidemia had the highest prevalence in 2009, with approximately 333m people affected by the condition.
The global cardiovascular market is quite dynamic and has remained a leading therapy area in the global pharmaceutical market. The seven major markets (7MM) captured a significant market share of the global cardiovascular market and also recorded a moderate Y-o-Y growth in 2009. The US continued to be a dominant market and registered a Y-o-Y increase in 2009, mainly attributed to the performance of key categories such as statins and beta blockers.

In terms of pipeline developments, the thrombosis market has witnessed a lot of activity, with promising new drugs such as Sanofi-Aventis’ Multaq (launched in the US in 2009), J&J/Bayer’s Xarelto (launched in 2008), Pfizer/BMS’s apixaban (under registration), Eli Lilly/Daiichi Sankyo’s Effient (approved in 2009) and Boehringer Ingelheim’s Pradaxa (launched in 2008). These oral drugs are expected to widen the thrombosis market significantly, while also extending the prescription period. Additionally, these new generation drugs are set to undermine Lovenox’s (Sanofi-Aventis) monopoly in the thrombosis market.

Key features of this report

• Epidemiological analysis and forecast prevalence of the major cardiovascular indications such as hypertension, dyslipidemia and stroke over the period 2009–15.

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• Forecasts and analysis of the major products in the cardiovascular market over the period 2009-15 spread across the major indications and classes of treatments.
• Overview of key events in the global cardiovascular market that have impacted treatment trends and sales potential across the major cardiovascular indications.
• Strategic and growth analysis of leading pharmaceutical corporations based on sales focus by drug class, currently marketed products and R&D product portfolios.
• Detailed analysis across major classes of cardiovascular treatments including antihypertensives, antidyslipidemics, antithrombotics, cardiac therapies and other cardiovascular agents.

Scope of this report

• Quantify patient potential, assess treatment trends and sales patterns across the major cardiovascular disorder indications in the US, Japan and top 5 EU markets.
• Discover which indications have the greatest potential to provide franchise growth and understand the growth drivers of the major classes such as antihypertensives, antidyslipidemics, antithrombotics, cardiac therapies and other cardiovascular agents.
• Compare the franchises of top pharmaceutical marketers across major indications, and evaluate how market share of leading companies, such as Pfizer, Sanofi-Aventis, Novartis, Merck, AstraZeneca and BMS will change over the next 5 years.
• Quick and comprehensive understanding of how recent events are affecting the performance of major products, and how leading players are confronting competitive challenges in the cardiovascular marketplace.
• Gain up-to-date competitive intelligence across the cardiovascular portfolio and understand the major issues affecting key pharmaceutical marketers and product development.

Key Market Issues

• Angiotensin receptor blockers may cause increased cancer risk: In June 2010, the Lancet Oncololgy journal published a meta-analysis study which indicated that ARBs (angtiotensin receptor blockers) have an increased cancer risk. The study involved 61,590 patients from five clinical trials and the results demonstrated that ARBs increased the relative risk of new cancer occurrence by 7.2% versus 6% in control groups
• Crestor’s patent upheld in the US: AstraZeneca’s blockbuster antidyslipidemic Crestor, the biggest growth driver within cholesterol lowering drugs received a boost after its patent was upheld by a US district court in June 2010, following a four month trial which began in February same year. Crestor is currently the only branded statin in the US market which is witnessing positive growth and this judgement is expected to improve its prospects through the forecast period.
• Plavix boxed warning for poor metabolizers: Sanofi-Aventis’/BMS’ Plavix, received a boxed warning to its US label in March 2010, indicating a warning about the diminished effectiveness of the drug in patients with a variant of the CYP2C1P liver enzyme leading to reduced formation of the active metabolite. Sanofi-Aventis conducted a study in 40 subjects, with 10 each in the four metabolizer types and found that the poor metabolizers had notably lower levels of Plavix and anti-platelets. This patient pool termed as poor metabolizers includes approximately 14% of Chinese, 4% of blacks and 2% of caucasians.
• Apixaban’s Phase III AVERROES trial halted: In June 2010, BMS halted its Phase III AVERROES trial in vitamin K antagonist intolerant patients with atrial fibrillation. Interim data from the trial revealed that the drug reduced stroke and systemic embolism in comparison with aspirin, in addition to demonstrating sufficient safety prompting the company to take this decision. Apixaban has already been filed in the EU for prevention of VTE in adults who are undergoing elective hip or knee replacement therapies.

To know more about this report & to buy a copy please visit :
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Key features of this report

• Macroeconomic environment in Russia includes the demographic trends, economic landscape, disease burden and healthcare spending
• Russian healthcare system involving the pharmaceutical spending, intellectual property regime, pricing and reimbursement, healthcare reforms, and recent development in the healthcare sector
• Overview of the Russian pharmaceutical market covering comparative dynamics of emerging pharmaceutical market, key recent events, Russian OTC pharmaceutical market, therapeutic area analysis, leading product dynamics, generic drug market and the overall market forecast through 2014

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• Forecasts and analysis of the leading products in the Russian pharmaceutical market over the period 2008–14 spread across major indications and classes of treatments

Scope of this report

– Develop insights for the Russian pharmaceutical market, pricing & regulation, healthcare system and detailed epidemiological status of the common indications/risk factors in the country
– Quickly understand how recent events are affecting the performance of major products, and how their marketers are confronting competitive challenges in the Russian market
– Gain up-to-date competitive intelligence across a wide-range of marketed products, R&D pipeline, market share data, sales forecast and competitive landscape for the major players in the Russian pharmaceutical market
– Understand which indications have the greatest potential to provide franchise growth, and how pharmaceutical companies are attempting to exploit these opportunities in Russia

Key Market Issues

– Stringent drug pricing regulation in Russia might create an opportunity for local manufacturers: In August 2009, the Russian Ministry of health presented a draft guideline on optimizing the price regulation of essential and life-saving medicines in the country. According to the draft, companies have to register the prices of essential and vital medicines in Roubles (Russian currency) from January 01, 2011 and introduce a maximum trade mark-ups for both locally manufactured and imported drugs in Russia.
– Influvir and Pandeflu among two swine flu vaccines to receive Russian approval: In October 2009, Roszdravnadzor, Russia’s federal service on surveillance in healthcare and social development approved two domestic H1N1 flu vaccines Influvir and Pandeflu under a fast-track procedure. The approval was solely based on the safety and tolerability of the vaccine with no major side-effects. Influvir is a live monovalent vaccine for intranasal administration, while Pandeflu is an inactivated adsorbed monovalent sub-unit vaccine for injection.
– Neuronascent’s collaboration agreement with ChemRar will find new molecules in neurodegenerative diseases: In November 2009, Neuronascent (a US biotech company) and ChemRar (a Russian biotech start-up) signed a discovery agreement under which Neuronascent will screen ChemRar’s certain pathway inhibitors using its technology for identifying neurogenic and neuroprotective drug candidates. Both the companies also decided to evaluate co-development opportunities for funding and future commercialization of their products.

Key findings from this report

– The Russian pharmaceutical market was valued at around bn in sales in 2008. Despite several changes in the DLO system (state restricted reimbursement program) which was introduced to promote increased utilization of domestically manufactured drugs, imported drugs accounted for substantial portion of sales in the Russian market.
– Economic growth and stability have increased the attractiveness of the Russian pharmaceutical market to foreign companies. More recently, Russia also became a favored destination for outsourcing of clinical trials.
– Drug suppliers in the Russian pharmaceutical market are mainly manufacturers of APIs. However many large pharmaceutical players also have a chemical manufacturing unit in this country. For example Merck & Co. has its own chemical division in Russia.
– Drugs representing cardiovascular and alimentary canal & metabolic disorders held dominant position in Russian pharmaceutical market (with as many as six products in the top 10). However, the top 10 brands contributed only 7.3% in terms of market share in 2008, with ‘others’ accounting for a substantial share of 92.7%.
– Nycomed’s Actovegin (a cerebral and peripheral vasotherapeutic agent) and Pharmstandard’s Arbidol (one of the leading OTC drug for influenza) led the Russian pharmaceutical market in 2008.

Key questions answered

– What will be the major growth indications and the accompanying growth drivers in the Russian pharmaceutical industry over the next 5 years?
– Which were the leading players in the Russian pharmaceutical market (both multinational and domestic) in 2008?
– How have recent launches from companies such as Novartis, Sanofi-Aventis, Servier, Bayer, Pharmstandard and Gedeon Richter performed in the market place?
– Which products will be the future growth drivers for the Russian pharmaceutical market?
– Which therapeutic categories are forecast to have the highest levels of commercial potential over the period 2008–14?

To know more about this report & to buy a copy please visit :
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What do you see as the key benefit of dashboards for market intelligence professionals?

“There is so much information out there nowadays that it puts the onus on market intelligence teams to get access to up-to-date news, data, tables and charts quickly, shortlist them and push out the right intelligence for different parts of their business.

Today, many large international organizations use business dashboards to track key indicators and market signals. Dashboards can give businesses almost instantaneous visibility into how they are performing. You can say that they are used to filter the most important information that is needed on a regular basis to the top, so informed decisions can be made.

Practically speaking, dashboards are a great way to combine information from many sources into one view. In Plaza 7 you can have both shared dashboards, which an administrator can assign to a group of users, or you can create your own personal dashboard.”

Tell us a little more about Intelligence Plaza 7.

“GIA’s Intelligence Plaza is a software solution for managing a company’s market and competitive intelligence process.

Being like a “market intelligence engine” which handles both the inflow and outflow of information about markets and competitors through its web user interface, we wanted Plaza 7 to offer a user-friendly dashboard that internal clients throughout the entire company will find easy to navigate.

While dashboards have been around for a while, in the area of business intelligence, there are not many market intelligence dashboards on the market. Plaza 7 addresses this gap and provides an easy-to-use dashboard for data about the external business environment. So instead of looking at your own sales data, you can get an overview of competitor market shares, industry trends, and latest market developments.”

Can you demonstrate how this works please?

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“In essence, a dashboard is made up of content parts. Each content part is a box where you can show different information. The best way to use a dashboard is to dedicate it for a specific function or perhaps a special topic. In our example, a fictional company called ACME has three different dashboards. The default dashboard is called “Market overview”. It collects data from various data sources and shows them in multiple content parts. In one view, you can get a good understanding of the market landscape.”

ACME also has a dashboard for a special topic that is important for the company: iPad. On this dashboard, there is a content part that uses the “saved search” functionality of Plaza to collect content related to iPad from various modules. There’s also a video coming from an external source, in this case YouTube. In the bottom corner, there is an RSS feed.

These are some examples of the out-of-the-box content parts in Plaza 7, but it’s also possible to create completely customized content parts for specific needs. By focusing on dashboards and content parts, instead of building entire new web applications, customization work becomes significantly less expensive.”

What is the process of setting Intelligence Plaza 7 in general?

“The set-up project starts with needs analysis and specifications. This is a critical step since you don’t want to spend money implementing a system that doesn’t meet your requirements. Since GIA has already done this type set-up work with over 100 companies worldwide, we have good tools and templates to make this part of the project efficient and productive.

After about two weeks, it’s already possible to launch what we call a pilot project. During the pilot project, work is done with a smaller group called “pilot users” who help in optimizing the system by test-using and giving feedback. The administrators of the system are also trained during the pilot project. The pilot usually lasts for about two to three months, after which the service can be launched to the entire target group that typically consists of 100-500 users, but can be scaled to the entire organization.

Once Plaza 7 with several content modules is set up, users can immediately create dashboards using a simple drag-and-drop editing tool. Administrators can also set up information feeds that can then be shown on users’ dashboards.”

Author: Hans Hedin, Vice President, Business Development, Global Intelligence Alliance

This article and others from GIA’s World Class Market Intelligence practice can be found at Global Intelligence Alliance Insights and Analysis

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Home Page > Business > Management > Overcoming the Challenges in Market Intelligence for India

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Overcoming the Challenges in Market Intelligence for India

By: Global Intelligence Alliance
Posted: Mar 31, 2011

India presents lucrative business opportunities, but both foreign and domestic enterprises face formidable challenges in conducting business there. Dealing with construction permits requires around 195 days and 37 procedures while enforcing contracts requires 1,420 days and 46 procedures, for instance.

Not surprisingly India ranks 133rd among 183 countries for ease of doing business, according to the “Doing Business 2010″ Index from the World Bank. Conducting market intelligence in India can be equally daunting, says Peter Read, Senior Vice President for GIA Asia-Pacific.

India has the lowest rank among the BRIC nations. Low ranking for parameters such as starting a business, dealing with construction permits, paying taxes, enforcing business and closing a business have pulled India’s overall ranking in the index down.

However, on the brighter side, India falls in the top 50 ranks for protecting investors, and access to credit parameters. India ranks 51st among 139 countries surveyed for the Global Competitiveness Index 2010-11 (published by the World Economic Forum) and scores higher than Brazil (58) and Russia (63). However, it still falls far behind China’s competitiveness, which is ranked 13.

In the World Competitiveness report, while India is rated highly on certain parameters including financial market development, business sophistication and market size, it fares poorly on various other parameters including core infrastructure and labour market efficiency among others.

What challenges do businesses face when conducting market intelligence in India? We ask Peter Read, Senior Vice President, Asia Pacific for GIA.

What are some typical challenges that clients you have advised face in India?

“India is a complex market due to regional diversity, the rural-urban divide, the presence of a large unorganized market and multiple legal and administrative systems. Further, lack of proper infrastructure facilities, bureaucracy, and corruption accentuates the challenges of doing business in India in general.”

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Can you give any examples of foreign companies that have been successful in India?

“Companies that have understood the nuances of handling India’s complex business environment have been successful.

For instance, auto giant Hyundai was sensitive about the fact that Indian consumers attached a lot of importance to lifetime ownership costs while purchasing a car. It thus kept the fuel efficiency high, priced spare parts reasonably and incorporated other changes to suit Indian consumers. As a result Hyundai has emerged as a leading player in India’s small car market.

LG is another successful foreign player in India. It invested in feeling the pulse of the Indian consumers. For instance, it introduced a 6kg washing machine instead of its 4.5 kg model, keeping in mind the need of a large Indian household. Thus, market intelligence (MI) is very important for understanding the Indian business environment.”

In your opinion, what is the greatest challenge of conducting market intelligence in India?

“I would say it would have to be the presence of large unorganized and grey markets.

The grey market in India is swamped with a wide range of products ranging from electronics to cosmetics. These markets take advantage of the price sensitivity of Indian consumers. In the grey market for electronics, customers can get up to 20% to 25% discounts on prices at which these products are available in legal outlets.

Grey markets have flourished particularly well in the case of mobile handsets. A large number of mobile handsets are sold in the grey market, which include smuggled handsets, handsets brought by people travelling abroad and parallel imports. Since transactions in grey markets are not reported, it is difficult to assess the number of goods sold or revenues generated from such markets.

There also exists a large unorganized sector, which employs about 90% of India’s labour force and contributes 60% to India’s GDP, according to National Sample Survey Organization. The unorganized sector consists of ‘mom n pop’ businesses, which exist across industries such as textiles, automotives, engineering goods, food products, and so on.

These businesses may be formed as proprietorships or partnerships. The unorganized sector is characterized by high level of fragmentation, and activities do not get updated in the government records. It is thus challenging to assess the scale of operation and revenues of these businesses. Also, activities such as market sizing and identification of suppliers and competitors become very difficult due to the fragmented nature of the market. For instance, assessing the market size of car batteries is a challenging task, as about 90% of the market is unorganized.”

In view of such market complexities, how developed is the field of competitive intelligence in India?

“Competitive intelligence is a new concept in India, and a number of unethical means are being used to extract information. For instance, lot of ‘under the table’ dealings are required for extracting information from judicial or government officials. Industrial espionage, which is an unethical practice, is often used to gather information about competitors. In a scenario where unethical methods of data gathering are rampant, it becomes a challenge to gather information ethically.

It is critical to work with an intelligence partner who upkeeps high ethical standards.”

What can listeners learn from the webinar, Market Intelligence for India?

“First of all, we will give an overview of India’s states, as well as the major themes underpinning the country’s growth story.

We will also cover the challenges of conducting market intelligence in India and some best practices within the India market context. Two case studies will provide further insight into these best practices and demonstrate the unique environments amongst India’s states.”

Peter Read, Senior Vice President Asia Practice, Global Intelligence Alliance

Global Intelligence Alliance – About the Author:

Global Intelligence Alliance (GIA) is a strategic market intelligence and advisory group. GIA was formed in 1995 when a team of market intelligence specialists, management consultants, industry analysts and technology experts came together to build a powerful suite of customized solutions ranging from outsourced market monitoring services and software, to strategic analysis and advisory.

Visit Global Intelligence Alliance ?

Source: http://www.articlesbase.com/management-articles/overcoming-the-challenges-in-market-intelligence-for-india-4511489.html

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im not sure… i wish i could answer but uhm you seem like you could help with my marketing problem…

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Commercial real estate in India was hit the worst during the economic meltdown in the second half of 2008. Commercial rentals in top metros plummeted by more than 30-40%. Lately, following the residential segment, the commercial segment has started showings signs of recovery. With the economy back on a high growth trajectory and the ambitious hiring plans of outsourcing services and KPO companies, the demand for commercial space is poised to rise. Market research depicts an additional demand for ~243 mn sft of commercial space across India to be generated during 2010-2013. While Bangalore leads with the highest demand for commercial space, NCR (National Capital Region) is catching up owed to the emergence of outsourcing services, data management, equity research, analytical research, market research, business analysis and research companies in Gurgaon and Noida over the past few years.

India’s outsourcing services/off-shoring industry – an introduction

The genesis of outsourcing services lies in the fact that labour can’t be freely traded in the global market, while commodities and capital can. The trend towards outsourcing services to India and other low cost destinations began in the early 1990s. It was primarily driven by the cross border arbitrage that these destinations offer. Many international outsourcing companies reaped the benefits of this arbitrage by sourcing their production or service operations (initially low-end data management to more complex KPO services like equity research, analytical research and investment research etc) to lower-wage emerging-market country like India.

In 2009, India’s share of the global offshoring market valued at USD 94 billion was nearly 51%; thus, providing immense potential for expansion, as the global offshoring market is still a small fraction of the global outsourcing services industry valued at USD235 billion as on 2009. This provides a huge scope to the Indian IT, outsourcing services and KPO companies to create new service offerings and widen their geographical reach by entering newer regions. In the next few years, we expect the labor cost arbitrage offered by India to generate stronger interest for the outsourcing services / KPO companies to enter into the country.

The Indian KPO services industry is expected to reach ~USD6 bn in revenues in 2010-11 and ~USD10 bn by 2013-14. These KPO companies provide a wide range of solutions including data management, research analytics, equity research, market research, investment research, business analysis and business research etc. It is expected that in the coming years both the volume and complexity of the work (especially equity research, market research, analytical research etc) being outsourced to Indian KPO companies, will increase.

Corporate real estate driven by outsourcing services/off-shoring industry

Commercial real estate is further subdivided into Corporate (Office), Retail and Hotels. Corporate real estate still remains in its infancy in India with the first ‘A’ grade classified office only dating back to the mid 1990′s. Currently, all major Indian metropolitan cities boast a substantial amount of ‘A’ grade office space. The initial waves, in the early 1990′s, of Western companies outsourcing services to India were accompanied by an acceptance of any kind of facility available, irrespective of the cost. However, these companies were not accessing the quality of corporate real estate and services available elsewhere in the world. Only recently the local property developers started to fully comprehend the workspace specifications required for IT-enabled outsourcing services or KPO services. This local development, in addition to greater exposure from international service providers, is beginning to enable the delivery of quality real estate solutions at economical costs suitable for BPO/KPO companies.

Business outsourcing – overall impact assessment

In 2006, the total supply of commercial office space (grade-A, non-captive) in National Capital Region (NCR), Mumbai, Hyderabad, Bengaluru, Pune and Chennai together was recorded in the range of 40–45 million sq. ft (according to E&Y estimates). The absorption was primarily driven by the IT/ITES industry, which accounted for almost 70–75% of total absorption. Thereafter, a whopping 47 million sqft of absorption was seen in 2007 of which ~70% was absorbed by the IT/ITES sector. Office rentals have been rising in harmony with demand at 30-40% per annum from 2005 to 2008. However, during the recession a geographic de-concentration of the real estate activity was observed 1) from large metros like Bengaluru, Chennai, Mumbai and NCR to tier II and tier III cities (such as Chandigarh, Chennai, Jaipur, Pune, Hyderabad, Kochi and Visakhapatnam) and 2) from Central Business Districts (CBDs) to Secondary and Peripheral Business Districts (SBDs and PBDs). This transition has been driven primarily by the shift of IT-BPO & KPO companies to these less expensive destinations.

A substantial downsizing of operations became the order of the day for the outsourcing companies hit by the recession. Consequently, the absorption of commercial space fell drastically to 37mn sft in 2008 and further to 26mn sft in 2009. Most micro-markets across the country witnessed a 15-25% decline in rentals in 2009, as compared to 2008. However, the story took a new turn in 2010, wherein the decline has slowed to almost zero and new projects have been announced.

The future looks vivid with promising growth forecasts

The Global IT outsourcing services industry is anticipated to grow at a CAGR of 5.6% to USD 292 bn in 2013 as companies riding out of recession harness the need for information technology to retain competitive advantage. With the Indian economy estimated to grow above 7% in the near future, robust demand for office space is expected from companies, particularly in the IT/ITeS, KPO outsourcing, and analytical research services. Outsourcing services or BPO & KPO companies has emerged as key drivers of commercial real estate in India’s metro cities and is expected to generate a demand for 100-125mn sft of office space over the next five years. Market research pegs returns from realty in India at an average of 15% annually with a tremendous upsurge in commercial real estate on account of the Indian BPO/KPO services boom.

Lease rentals have been picking up steadily and there is a huge demand for quality infrastructure. Market research forecasts office rents to appreciate by mid-2011 and that more outright purchases would be made by MNCs and private equity firms. Additionally, IT/ITES and outsourcing companies will continue to account for 60-70% of office demand, further emphasizing the impact of the outsourcing services/KPO services industry on the commercial real estate market in India.

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How Does Market Research Help?

Market research is quite useful in augmenting business in many ways. Through a systematic collection of data, companies can analyse various aspects and improve their products accordingly. Different strategies are implemented by the companies to upgrade their products and services.

With the help of such an effective research, evaluation of consumer behaviour is possible. Consumer satisfaction is analysed through various types of researches. These researches are considered a vital and integral part of product development. It is also an important market strategy.

Growing Importance of Research

There has been a substantial increase in the need for market research as it allows companies to formulate policies that prove to be beneficial. Companies can easily evaluate their present performance and introduce changes for effective sales and increased profits.

According to the data collected, different types of marketing campaigns can be introduced which target the potential consumers, identify their preferences and make alterations accordingly. These researches aid in understanding the choices of the consumers. In addition to evaluating the existing markets, companies can also identify other opportunities available in the markets.

Market research also enables to identify the existing competitors and their business strategies. The effect of the strategies adopted by the competitors can also be analysed with the help of these researches. It is also an effect communication tool as companies can interact directly with the potential consumers to understand their preferences. Products can be manufactured according to the requirements of the potential consumers.

Market research is vital in reducing unwanted losses as it targets potential markets by analysing the exact demand of the consumers. It is essential in weighing the present success level of a company and analyses its drawbacks or pitfalls.

Types of Market Research

There are mainly two types of market research- the primary research and the secondary research. Methods of research are chosen according to the objectives of the research. Primary research involves collecting the data from the source directly. This is usually done through interviews, group discussions and surveys.

The primary research is further divided into quantitative and qualitative research. The quantitative research involves collection of data through surveys which are numerical. This method of research is less expensive and consumers are expected to answer questionnaires which consist of close ended questions.

The qualitative research on the other hand includes collection of information through group sessions or interviews. This involves time and money.

The secondary research involves analysing and using the data collected by magazines, government sources, libraries and internet. There are various sources which provide the required information for a research.

In short market research is crucial for companies to introduce latest products into the market, analyse the demand of existing products and identify opportunities.

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Best answer:

Answer by AKD
Database analyst– regression skills are key for direct marketing analysts.

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Answer by RandyH
I think you can find info like that @ NASDAQ you should find a page on sectors. Its not what I use …bbut you did say freeeeeeeeee

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I realize that the price you might recommend would depend on the parameters of the study, but if you could suggest a range?

For example, 5k for a 10-page briefing of the main players, 10k for a 20-page report including interviews, etc.

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Answer by Dr. Richards
Well you have it about right in your example I would say.

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