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IMB 521

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TELMA: BUILDING AND DEFENDING MARKET
LEADER yo
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SREELATA JONNALAGEDDA AND AMI SHAH
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No
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Sreelata Jonnalagedda, Professor of Marketing, and Ami Shah prepared this case for class discussion. This case is not intended to
serve as an endorsement, source of primary data, or to show effective or inefficient handling of decision or business processes.

Copyright © 2015 by the Indian Institute of Management Bangalore. No part of the publication may be reproduced or
transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise (including internet) –
without the permission of Indian Institute of Management Bangalore.
This document is authorized for educator review use only by Brijesh Singh, PES University until May 2025. Copying or posting is an infringement of copyright. [email protected]
or 617.783.7860
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Telma: Building and Defending a Market Leader

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The financial year (FY) 2013-–2014 looked good for Zoltan, a division of Glenmark Pharmaceuticals
Limited; Deepal Mistry, the Senior Marketing Manager in a candid conversation with the Vice President,
B. Suresh Kumar reminisced her decade long journey with Telma. Introduced in 2003, Telma was the
flagship brand of Glenmark Pharmaceuticals contributing over INR 96 crores ($1 = INR 63, approx. in

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June 2015; 1 crore = 10 million) to the company’s top line growth.

Innovation has clearly set Glenmark apart from the rest of the branded generic players.
It’s known for excellence in R&D and has introduced many new molecules in the Indian
marketplace. Telma is a classic example; Glenmark introduced Telmisartan in the country
and created a new category in the anti-hypertensive market.
Deepal Mistry

yo
As a first mover, Telma made a slow start but achieved a leadership position in the anti-hypertensive
market in India. In 2003, Mistry’s key objective was to establish Telmisartan’s relevance in a market that
was dominated by two other molecules, Ramipril and Losartan. Her strategic vision not only enhanced
brand performance over time but also placed Telma in the advantageous position it enjoyed in 2014. In
2014, Telma was the top-performing brand in the Telmisartan molecule category; it was ranked 4th best
op
performing brand in the anti-hypertensive category and 54th (of 36,000+ brands) in the Indian Pharma
Market (IPM). Telmisartan became an established and widely accepted molecule by doctors; however,
newer national and local competition emerged in the space. Mistry had to devise strategies to protect
Telma’s market share and propel market expansion.

PHARMACEUTICAL INDUSTRY IN INDIA

tC

The pharmaceutical industry in India has been the world's third largest in terms of volume. According to
the Department of Pharmaceuticals, the total turnover of India's pharmaceutical industry between 2008
and September 2009 was US$21.04 billion. Although, the domestic market was worth US$12.26 billion
and grew at a rate of 17% per year, the industry enjoyed a market share of $14 billion in the United States
growing at 22% per year.
No

Expansion of the Indian pharmaceutical industry started in the early 1970s, propelled by two fateful
decisions taken by the Indian government at that time. Firstly, The Patents Act, 1970 prohibited patents
on useful products such as medicines and food; process patents would only last the shorter of 5 years
from sealing or 7 years from the date of the patent. The Patents Act, 1970, also included provisions for
compulsory licensing such that patented processes for manufacturing substances capable of being used as
medicine or food were deemed automatically endorsed with the designation “licenses of right.” The
eventual economic effect of the India Patents Act, 1970, was a dramatic increase in domestic drug
Do

manufacturing and a sharp decline in the price of medicines sold in India.

Secondly, small-scale pharmaceutical units were eligible for huge fiscal incentives and state subsidies.
These incentives led to an unprecedented growth of medicine manufacturers. In 2014, an estimated
20,000 registered pharmaceutical companies produced over 40,000 branded formulations, many times
more than the rest of the world.

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Telma: Building and Defending a Market Leader

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India has been primarily a branded generics (molecular copy of an off-patent drug with a trade name)
market. However, it is important to note that generic versions of molecules which still had patent
protection in the rest of the world were produced (by reverse engineering) and marketed in India by
domestic market participants until 2005, since India did not follow product patent protection laws up to

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2005.1

Globally, India has been a leading exporter of generic drugs to countries such as the United States and
Japan as well as to countries in Africa and Europe. In 2010, the Indian pharmaceutical companies
produced 20–22% of the world's generic drugs in terms of volume and offered 600 finished medicines
and nearly 400 bulk drugs. Indian firms manufactured products for nearly 60,000 generic brands,
covering 60 key therapeutic areas. The Indian pharmaceutical market has been highly fragmented with

yo
top ten participants accounting for nearly 37% of the market share in 2010.

PHARMACEUTICAL MARKETING IN INDIA

When a company discovers a new molecular entity, it usually files for a patent; the choice of a nation to
file a patent largely depends upon the importance of the market and national patent enforcement regimes.
op
Approximately 1 in 250 molecules patented actually enters the drug development phase. In evaluating
which drug to develop for a particular market, the pharmaceutical companies consider alignment with
their strategic objectives, drug-to-target market fit, and long-run market potential in terms of volume as
well as price premiums. Once a drug is chosen, the product development proceeds as follows (Exhibit 1):
the applicant files the IND (Investigational New Drug) with CDSCO (Centre for Drug Standards Control
Organization) along with an application to the Ethics Committee. Based on the CDSCO and the Ethics
tC

Committee recommendations, the Drug Controller General of India (DCGI) approves the IND to begin
the clinical trial process.

Clinical trials are divided into three phases. The first phase tests the pharmacological action of the drug on
a small number of healthy patients (20 to 100). The second phase determines the effectiveness of the drug
by testing it on a small number of patients (100 to 500) with the disease or condition being treated. The
No

third phase involves a large-scale study (1,000 to 5,000 volunteers) to determine adverse reactions and
side effects. Upon completion of the clinical trials, a new drug is registered with CDSCO and approved
by DCGI for marketing.

Although, the process for drug approval in India has been more-or-less identical to the process in the
United States, the drug approval process has been considered less stringent in India. For example, if a
drug is approved for marketing in the United States and has outlived the patent protection period as per
the Indian Law, it is sufficient for the Indian generic manufacturing company to show that the marketed
Do

drug is bioequivalent to the patented one.2

1
Until 2005, India respected process patents but forbade product patents. In 1995, India joined the WTO and the TRIPS Agreement that was to be
implemented in 2005. In compliance with the TRIPS (Trade Related Intellectual Property Rights) agreement, the Indian government introduced
product patents on pharmaceuticals, wherein Indian drug makers are forced to either obtain a voluntary or a compulsory license in order to
produce/market a molecule patented after 1995 (Source: http://www.rajdeepandjoyeeta.com/trips-a-india.html).
2
The United States Food and Drug Administration (FDA) has defined bioequivalence as, "the absence of a significant difference in the rate and
extent to which the active ingredient or active moiety in pharmaceutical equivalents or pharmaceutical alternatives becomes available at the site
of drug action when administered at the same molar dose under similar conditions in an appropriately designed study."

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Telma: Building and Defending a Market Leader

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Indian pharmaceutical companies similar to their global counterparts have marketed their products using
programs targeted at two key stakeholders: external as well as internal. External audience includes
doctors who chalk out treatment plans for patients; chemists and hospitals who purchase and stock
medicines; and patients, the end consumers. Medical representatives (MRs) or Field Sales Officers

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(FSOs) are the internal stakeholders who drive the implementation and efficacy of the marketing
programs. Most pharmaceutical companies use a sales technique called “detailing”, where sales
representatives visit physicians to explain the benefits of the drug and provide free samples. Drug
companies also sponsor conventions and other physician-focused events. In India, as of 2014,
pharmaceutical companies were disallowed to engage in direct-to-consumer advertising.

OVERVIEW OF HYPERTENSION AND THE TREATMENTS

yo
Blood pressure is determined by the amount of blood the heart pumps and the amount of resistance to
blood flow in the arteries. Hypertension or high blood pressure is an indication that the heart is
overworking to supply blood to the body, creating additional pressure on the arteries. High blood pressure
has been one of the most prevalent chronic diseases in India; rapidly increasing among both urban and
rural populations. In 2014, prevalence of hypertension ranged from 20–40% in the urban adults and from
op
12–17% in the rural adults. The number of people with hypertension is projected to increase from 118
million in 2000 to 214 million in 2025, with nearly equal number of men and women patients. A recent
study (2012) reveals that for every known person with hypertension, there is a possibility that there are
two persons with either undiagnosed hypertension or prehypertension. Prolonged hypertension can exert a
stress on vital organs such as heart and the kidney, which can lead to stroke, renal failure or aneurysm.
tC

Hypertension also affects approximately 70% of patients with diabetes. In India, about 63 million people
suffered from diabetes in 2014, and this figure is likely to increase to 80 million by 2025. Importantly,
hypertension in patients with diabetes causes a significant increase in the risk of vascular complications in
this population, and together both conditions predispose the patient to chronic kidney disease. Diabetes
mellitus is an independent risk factor for coronary artery disease, and the risk is markedly increased when
hypertension is present.
No

When a patient experiences symptoms of hypertension, he/she visits a general physician. If the patient’s
condition is complicated or critical or not controlled by the first line of treatment, the general physician
refers the patient to a consulting physician. If the patient’s condition becomes complex, then the
consulting physician may refer him/her to a cardiologist, a diabetologist, a neurologist or a nephrologist,
depending upon the complexity of the condition and other symptoms (Exhibit 2).

A number of safe and effective medications are available for treatment of high blood pressure. These
Do

include older molecules such as diuretics, beta-blocking agents, calcium channel blockers (CCB) and
newer molecules such as angiotensin converting enzyme (ACE) inhibitors, and angiotensin receptor
blockers (ARB).

Source: Center for Drug Evaluation and Research (2003). Guidance for Industry: Bioavailability and Bioequivalence Studies for Orally
Administered Drug Products – General Considerations, (PDF). United States Food and Drug Administration.

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Telma: Building and Defending a Market Leader

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When a patient is first diagnosed with mild hypertension, the first line of treatment is to use a single drug.
If this does not provide the desired results, the doctor may add a second drug for better results.
Combination therapy is sometimes used for hypertension and some drug combinations are available as a
single pill.

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As a patient with hypertension may be at risk for kidney, respiratory, heart disease, or neurological issues;
in prescribing a drug for hypertension, the doctors are guided by the other symptoms or the risk of
complications expected in the patient. For example, diabetic patients are generally prescribed ACE
inhibitors or ARB, and not prescribed diuretics as they may cause a rise in blood sugar levels. Similarly,
beta-blockers are also avoided for diabetics because they can hide the condition of blood sugar levels
dropping to an unhealthy level.

yo
When a patient is on anti-hypertensive drugs, the drug may interact with other medications used by the
patient. Even a simple over-the-counter painkiller or cough and cold medicine could react with the anti-
hypertensive medicine to cause undesirable effects that may or may not be dangerous. Although, every
class is effective in different situations, it can display unique drawbacks (Exhibit 3).
op
ANTIHYPERTENSIVE BRANDS

As per Intercontinental Marketing Services (IMS)’s November 2013 data, the total antihypertensive
market was worth INR 5,020 crores with a growth rate of 13%. Excluding the combination therapies,
miscellaneous hypertensive brands and alpha blockers, the top five groups contributed INR 2,800 crores –
Beta blockers (INR 801 crores), ARB (INR 763 crores), calcium channel blockers (INR 640 crores), ACE
tC

inhibitors (INR 328 crores), and diuretics (INR 267 crores). Market data for molecules within each group
are available in Exhibits 4–6. Within the Telmisartan molecule, there are 73 IMS-listed brands and many
local brands.

TELMISARTAN MOLECULE: A BRIEF HISTORY

No

Telmisartan belongs to the class of ARBs used in the management of hypertension. The molecule was
discovered and developed by Boehringer Ingelheim, and launched in Europe and the United States in
1998, primarily under the trade name Micardis®. Although, the efficacy of the molecule in the treatment
of hypertension was established prior to introduction, mortality data was unavailable at that time,
inhibiting its initial adoption. The availability of mortality data for a competing molecule, an ACE
inhibitor Ramipril, made it an obvious choice for treating high-risk heart patients until the results of the
ONTARGET trial were published in 2008.
Do

The ONTARGET: ‘‘The Ongoing Telmisartan alone and in combination with Ramipril Global Endpoint
Trial’’ (ONTARGET), one of the largest ARB clinical studies ever undertaken began in 2003. The trial
covered 25,620 patients from 733 centers in 41 countries for 5.5 years of treatment of either Telmisartan,
the ACE inhibitor Ramipril, or a combination of the two. The results of the landmark ONTARGET® trial
announced in 2008 proved that the ARB Telmisartan, was as effective as Ramipril, and better tolerated
with lower rates of cough and angioedema, which led to fewer discontinuations.

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MARKETING TELMA: THE JOURNEY SO FAR

Glenmark introduced Telma, the first branded generic for the telmisartan molecule in India in 2003.
Telma’s launch, while creating a new category for telmisartan molecule in the antihypertensive market in

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India, also coincided with the beginning of the ONTARGET trial.

At the time of introduction, the Healtheon division of Glenmark, which managed a range of diabetology
and a few cardiology brands, owned Telma. Apart from Healtheon, the two other divisions at the time
were Glenmark and Gracewell; these divisions managed anti-fungal, cough and antibiotics categories, and
dermatology brands, respectively. In 2005, owing to a growing focus on new products, Glenmark moved
its cardiology brands from Healtheon to form Zoltan – a focus Cardiology division. As of 2014, Zoltan

yo
included eight brands – Telma, Telma-H, Telma-AM, Telma-AMH, Eptus, Aplet, Vocarb-MF, and
Vocarb. Zoltan has strived to be at the forefront of cardiology treatment and care through systematic
brand-building efforts.

Although, the largest proportion of the potential prescriber base for Telma consisted of general (70,000)
and consulting physicians (20,000), the cardiologists with a prescriber base of 5,000 were considered as
op
key influencers. Although cardiologists were a difficult segment to influence, once they were convinced
they were likely to stay with a brand for a long time. Further, consulting physicians also tended to value
the opinion of the cardiologists for their drug prescriptions. As hypertension often co-occurred in patients
with diabetic, renal, and neuro diseases, specialists such as diabetologists (3000), neurologists, and
nephrologists (2000) were also part of the potential prescriber base for Telma.
tC

The patients or the end-consumers on the other hand, tended to be brand agnostic about medication. In the
urban setting, patients typically consumed brands prescribed by the doctor but substituted in the event of a
stock-out at the pharmacy. In the rural setting however, there were many pharmacy-induced substitutions
to low priced brands. In India, while it has been illegal to sell drugs without prescriptions, this practice
was however highly prevalent.
No

TELMA – THE BRAND JOURNEY

Telma as a brand was very slow to take off. In 2003, after Telma was introduced, competitors in India
introduced four other brands of the telmisartan molecule. After a decade of its introduction; however,
Telma built a powerful identity and an enviable market position in the antihypertensive category. The
market capitalization that Telma enjoyed in 2013 was largely credited to Mistry’s strategic vision for
Telma.
Do

Mistry devised Telma’s campaigns to occupy a position of leadership, and to be the first to deliver
information related to the molecule. To reinforce this message, the brand imagery used bright yellow –
the one of the first color a human eye notices in a clutter (Exhibit 7). The positioning statement for Telma
has been consistent since its inception: “ON TARGET… 20 hours + crucial last 4 hours.”

The positioning statement was coined in 2003 to deliberately bring out the fact that based
on the studies and pharmacologic data, the early morning hours that is the 4 hours

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Telma: Building and Defending a Market Leader

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between 4 am to 8 am are the most vulnerable hours for hypertensive patients and it is
during these hours that these patients are likely to suffer from myocardial infarction (heart
attack) or stroke. The last 4 hours are of utmost importance as even if the
antihypertensive drug works for 20 hours but does not cover the crucial 4 hours when the

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patient is asleep, the chances of a myocardial infarction and stroke increases.

So, to emphasize the importance of these 4 hours medically, to differentiate ourselves

from the competing molecule Losartan (which does not cover/protect for 24 hours), as
well as to distinguish ourselves from the future brands which would be launched in this
segment of ARBs (Telmisartan), we coined the statement: 20 hours + crucial last 4 hours.

yo
This position also allowed us to take advantage of the impending ONTARGET trial
results, expected to be favorable to Telmisartan, slated for release in 2008. The
association of the trial ONTARGET and brand TELMA had to be strong enough so that
when the trial results were released, TELMA would have the best chance among
competitors to succeed.
Deepal Mistry
op
STRATEGIC BRAND PROGRAMS

2003–2005: Initial Years of Building Telma

Establishing the efficacy and safety of Telmisartan as a molecule was a pre-requisite for Telma’s launch
tC

as a brand. Although competitor brands focused their marketing efforts aggressively on consulting
physicians who were considered more open to trying new molecules, Mistry’s programs (Exhibit 8)
invested significant marketing resources in the cardiology segment as well.

Two programs: Telma Day, celebrated on the 24th of every month and Telma Times, a bi-monthly
magazine commissioned in 2003, served as important marketing opportunities for Mistry’s Field Sales
No

Officers. The FSOs used these events to leave behind literature (LBL), greeting cards, and low-cost
thematic tabletops to reinforce the key marketing messages and provide latest updates on Telmisartan
molecule. As of 2013, Telma Day, was the longest running marketing event at Glenmark and Telma
Times, a magazine that cardiologists looked forward to.

In addition to these strategic brand programs, Mistry developed periodic collateral and visual aids,
providing detailed scientific inputs including molecule comparison booklets (telmisartan vs.
ramipril/losartan) and clinical trial booklets. All these activities helped in the early years to establish the
Do

presence of Telmisartan molecule.

2006–2007: Growing the Brand

Taking advantage of the growing acceptance of the class of ARB molecules and the improving presence
of telmisartan in the Indian market, Mistry directed her efforts towards building conviction for Telma
through comparative marketing. The marketing collateral while emphasizing the high manufacturing and

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Telma: Building and Defending a Market Leader

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packaging standards; also highlighted the relative superiority of Telma over other competing telmisartan
brands.

In efforts to increase Zoltan’s credibility in the cardiologist community, Glenmark participated in various

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cardiology conferences by way of “a booth for brand” visibility and also arranged many CMEs which
facilitated the cardiologist and consulting physician community to meet on a brand neutral platform,
where knowledge was exchanged through keynote speeches and panel discussions.

In addition to the communication targeted to doctors, Mistry initiated several patient education programs
such as Hypertension Heart Control Month, World Heart Day celebration, etc. in 2007. These programs
included activities such as free health check-ups and workshops to educate patients on the benefits of

yo
healthy living.

2008–2010: Fortifying the Brand

In 2008, anticipating that the results of the ONTARGET trial would favor the telmisartan molecule, 21
brands of the molecule were introduced in India. By then, Telma had gained a position of prominence in
op
the physician community. Mistry’s meticulous planning and execution of events aimed at communicating
the results of the ONTARGET trial, helped strengthen Telma as a brand (Exhibit 9).

The execution of the ONTARGET marketing campaign reinforced Telma’s image as a responsible,
responsive, and a passionate brand, the key message being “No one knows telmisartan better than Telma.”
tC

2011 And Beyond: Sustaining the Brand

Using an innovative mix of insourced marketing campaigns, Telma built a powerful brand identity over
the years. Other noteworthy campaigns include Tel MA (Tell your mother), television, and radio
education on Doctor’s Day, World Heart Month celebrations (the first antihypertensive brand to do so),
and rallies for patient engagement.
No

In the marketing campaigns and collateral, Mistry’s team framed key messages based on the target
physician type (Exhibit 10), along with supporting messages such as ‘‘USFDA approved ARB, most
prescribed ARB, and 88.6% higher adherence to therapy with 70% lesser incidence of cough (side
effect)’’.

The Telma brand block was designed to convey key messages regarding when Telma could be used and
what its key differentiators were. ‘‘ON TARGET’’ was inserted in the positioning statement to remind the
Do

target audience about the largest clinical trial on the telmisartan molecule.

Among its customers, Telma invoked a brand personality of being proactive and a diligent mother in
whom one can place utmost trust, of someone who is most alert in those crucial hours when the
probability of an attack is at its peak. The association with the color yellow in the brand collateral became
a strong identifier, to the extent that the doctors were quick to notice when it was not present.

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TELMA: THE CHALLENGE AHEAD

Telma had created a new category for the Telmisartan molecule in the antihypertensive market in India.
With a little over a decade’s effort, the category garnered a fair share of the market; however Telma still

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strived hard to expand the market size for Telmisartan. Since doctors were likely to prescribe either an
ARB or an ACE inhibitor depending upon their faith in the molecule and the brand, Telma was focused
on continually educating doctors about how Telmisartan was equal or superior to some of the other
molecules such as Losartan, Olmesartan and Ramipril.

The brand adopted a premium pricing strategy and yet occupied a leadership position, not only in terms of
revenue but also in terms of number of prescriptions. However, competition increased owing to lower

yo
priced offerings from local, national, and new entrants in the market (Exhibit 11).

With a 70,000 prescriber base from urban as well as rural markets, general physicians formed the largest
segment of anti-hypertensive drug customers. This segment of doctors was by large price-sensitive and
continued to pose a significant challenge for Telma in expanding its market. Should Mistry reduce the
prices of Telma to allow a better chance to compete in the price-sensitive segment of the market, where a
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few aggressive competitors reduced their prices to one-tenth of that of Telma?

Since Telma was already the ‘‘cardiologist’s favorite’’, should Mistry devote more marketing effort
towards diabetologists who were the second highest segment of prescribers? Would Mistry’s team be able
to get their foot-in-the-door with diabetologists, where companies with traditionally strong diabetes
therapy range have carved an advantage?
tC

In 2005, India guided by the WTO-TRIPS (Trade Related Intellectual Property Rights) Agreement,
brought back drug product patent protection. Under the TRIPS agreement, generics manufacturers such as
Glenmark, were forced to obey the product patents filed by innovators and therefore would not be able to
freely copy patented drugs. Although the TRIPS norms may not have direct implications for TELMA (as
Telmisartan was granted patent prior to 1995), will it delay Glenmark’s ability to enter new combination
No

therapy markets for Telmisartan? Can Telma sustain its leadership under the newly emerging patent
regime?
Do

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Exhibit 1
Drug approval process in India

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op
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No
Do

Source: Glenmark Pharmaceuticals Limited

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Telma: Building and Defending a Market Leader

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Exhibit 2
Intervention sequence for a patient diagnosed with hypertension

General Physician

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Consulting Physician

yo
Cardiologists Diabetologists Neurologist Nephrologists

Source: Glenmark Pharmaceuticals Limited

op
Exhibit 3
Antihypertensive molecule groups and their side effects

Molecule Group Side Effects

Loss of potassium, frequent urination, fatigue, increased blood sugar,
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Diuretics muscle cramps, and erectile dysfunction in men

Worsen asthma, mask sugar level drop, insomnia, depression, increase
Beta Blockers cholesterol
Calcium Channel Blockers Headache, edema, constipation, dizziness
Heart palpitations, headache, nasal congestion, dizziness, dry mouth,
Alpha Blockers drop in blood pressure
No

ACE Inhibitors Dry cough, reduction of taste, increased potassium levels

Headache, fainting, dizziness, nasal congestion, diarrhea, back pain, leg
Angiotensin Receptor pain
Blockers (ARB)

Source: Glenmark Pharmaceuticals Limited

Do

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Telma: Building and Defending a Market Leader

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Exhibit 4
Antihypertensive molecule market value and growth in 2013

Value (MAT in
Crore November Value Growth (MAT

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Antihypertensive Groups 2013) November 2013)(%)
Hypotensive Combination 1107 17
Diuretic Combination 950 14
Beta Blockers 799 11
Angiotensin Receptor Blockers (ARB) 756 17
Calcium Channel Blockers (CCB) 635 11

yo
Angiotensin Converting Enzyme (ACE)
Inhibitors 329 4
Diuretics Plain 268 7
Alfa Blockers 142 10
Other Hypotensives Plain. 34 19
Grand Total 5020 13
op
Source: IMS Health Market Data

Exhibit 5
Value and growth of ACE INHIBITORS and ARB group by molecules
Value
tC

(MAT* Value Growth

December (MAT
Groups Molecules 2013) December 2013)
ACE INHIBITORS RAMIPRIL 218 5
ENALAPRIL 72 6
ENALAPRILAT 2 22
LISINOPRIL 23 -6
No

PERINDOPRIL 12 5
BENAZEPRIL 1 -21
Total (ACE INHIBITORS ) 328 4
ANGIOTENSIN
RECEPTOR BLOCKERS LOSARTAN 201 1
TELMISARTAN 350 17

OLMESARTAN MEDOXOMIL 151 21

Do

VALSARTAN 20 -3
IRBESARTAN 4 -14

CHLORTALIDONE+TELMISARTAN 38 1088
Total (ANGIOTENSIN
RECEPTOR BLOCKERS) 763 17

Note: *MAT – Moving Annual Turnover in Crores

Source: IMS Health market data

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Exhibit 6
Top 10 anti-hypertensive molecules by value

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Source: IMS Health Market Data

Exhibit 7
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Brand imagery for Telma

No

Source: Glenmark Pharmaceuticals Limited

Do

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Exhibit 8
Telma brand-building activity timeline

Year Event Activities

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th
2003 Introduction of Telma Day: 24 of Provide one-to-one updates on Telmisartan
every month based on scientific literature
Meet and greet physicians

2003 Introduction of Telma Times: a bi- Updates on Telmisartan targeted at

monthly magazine cardiologists

yo
2006 Cardiology Conference An annual cardiologists conference on
medicine
Keynote speakers, panel discussions

2007 Seminars Multi-city seminars for consulting

physicians (CPS)
op
Roll out of quarterly journal to 5,000 CPs

2007 Hypertension Heart Control Month to Health camps, workshops and free check-
mark Telma's 4th anniversary ups for patients
tC

2008 Announcement of ONTARGET trial Design and execution of ONTARGET

results marketing campaign

Source: Glenmark Pharmaceuticals Limited

No
Do

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Exhibit 9
Telma’s ONTARGET campaign

ONTARGET Campaign

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Teasers: With a curiosity-building run of 3 months, and weekly mails, results of smaller
trials with similar endpoints were shared with physicians.

Announcement: Base presentation slides and thematic file folders for announcing
ONTARGET results were sent to FSOs and training sessions on how to present the
slides were organized. Mistry prepared a database of email ids & mobile numbers of
2,000 doctors ready in their SMS system. 140 Laptops were hired for 4 days for the

yo
FSOs. Sweets boxes, tent card with ‘‘Telma Wins’’ flags were sent to the FSOs in
advance. Chronology of events is as below:
§ 10:00 pm IST: ONTARGET results were release in Chicago
§ 10.19 pm: Results flashed on the PC screen.
§ 10.45 pm: Mistry arranged for two Indian Key Opinion Leaders (KOLs) who
attended the conference to call her and share the results.
§ 11:00 pm: Mistry prepared result slides and mailed to the entire Zoltan field
op
team. FSOs who were stationed in cyber cafés across India downloaded the
results sent from the head office that night
§ 11:30 pm: A few of her FSOs in Delhi met KOLs and made their presentation
to set the record.
§ 11:45 pm: Results of the trial were inserted into the template and texted/e-
mailed to 2,000 doctors.
§ 07:00 am: FSOs were on field with hired laptops. Shared sweets with doctors
tC

as a gesture of sharing the joy of having one more opportunity to save more
lives with this wonder drug. Placed ‘‘Telma Wins’’ flags on doctor’s table and
presented the slides. Leave behind literature (LBL) of the New England Journal
of Medicine article with full results left with the doctor.
§ Within 100 hours, FSOs visited 11,400 doctors sharing complete and correct
details.
No

Finale: Organized doctors’ meet in 5 metros: Mumbai, Bangalore, Chennai, Delhi &
Hyderabad, where 437 doctors interacted with Professor Peter Sleight, co-chair of the
ONTARGET trial.

Source: Glenmark Pharmaceuticals Limited

Do

Page 15 of 17
This document is authorized for educator review use only by Brijesh Singh, PES University until May 2025. Copying or posting is an infringement of copyright. [email protected]
or 617.783.7860
 t
Telma: Building and Defending a Market Leader

os
Exhibit 10
Marketing messages by target customer type

Physician Type Punchline Key Detailing Messages

rP
Cardiologist The cardio-protective ARB Prevents every 5th cardio vascular event
Prevents nitrate tolerance and increases total
exercise time

The Cardio metabolic ARB

Diabetologist with superior protection Improves insulin sensitivity

yo
Prevents weight gain and obesity

Reduces urinary albumin to creatinine ratio

Nephrologist Superior reno protection (UACR)
Halts progression of diabetic nephropathy

Neurologist Superior neuro protection Lower rate of stroke

op
Improves cognitive function in hypertensive
patients with Alzheimer’s Disease

Consulting and
General Sustained and uniform BP
Physicians control with organ protection Superior two-digit BP reduction
tC

Higher smoothness index – long-lasting BP

index

Chemists Superior quality Unique manufacturing process and packaging

Field Sales Force Zoltanites are leaders

No

Source: Glenmark Pharmaceuticals Limited

Do

Page 16 of 17
This document is authorized for educator review use only by Brijesh Singh, PES University until May 2025. Copying or posting is an infringement of copyright. [email protected]
or 617.783.7860
 t
Telma: Building and Defending a Market Leader

os
Exhibit 11
Prices and value of major telmisartan brands

Value in INR MRP (INR)

rP
crores Pack Size
Brands Company (Growth %) (tabs in a pack) 20 40 80
Zoltan
TELMA Division 96 (16%) 15 76 127.65 197
TAZLOC USV 33 (25%) 10 42.5 81.65 119.5
TELSAR UNICHEM 22 (10%) 10 45 85 125
DR REDDYS

yo
TELSARTAN LABS 22 (26%) 15 61 128.5 119
TELSARTAN DR REDDYS
Active LABS NA 30 64 97 162
ERIS LIFE
ERITEL SCIENCES 15 (41%) 10 37.5 70 122
LUPIN
TELISTA LIMITED 15 (25%) 15 72.5 135.5 210
ARISTO
op
TELVAS PHARMA 14 (22%) 10 26.5 44.5 NA
TETAN ALEMBIC 8 (16 %) 15 62.25 111 165
CRESAR CIPLA 8 (18%) 10 33 69 114.5
TELEACT RANBAXY 5 (15%) 10 47.5 87.5 142
MACSART 3 (103%) NA NA NA NA
tC

Source: Glenmark Pharmaceuticals Limited

No
Do

Page 17 of 17
This document is authorized for educator review use only by Brijesh Singh, PES University until May 2025. Copying or posting is an infringement of copyright. [email protected]
or 617.783.7860