SUBMITTED BY –

MILIND (24)
MITUSH GUPTA(25)
RISHABH SAXENA (32)
RETAIL MARKETING
ASSIGNEMENT

Question 1- what are the Issues and Challenges of Organized Pharma

retailing in India?
The clients within the market are exceedingly cost delicate and rising working fetched, need of exacting
directions, low per capita healthcare use, and need of foundation has come about in low penetration of
drug store retail in India.

The online pharmacy retail market popularity is increasing as it has increased the ease of accessibility to
drugs for the customers. These companies majorly operate in Tier 1 and 2 cities. They operate on either
marketplace model or inventory based model.

Within the face of industry headwinds, pharmacies can work to form the foremost of their particular
advantages to meet shifting consumer needs. The US retail drug store scene faces soaked retail areas,
progressing labour deficiencies, inflationary weight, and a levelling-off of non-specific medicate
entrance.

Within the organized pharmaceutical retail division, the improvement periods were long, regulation
financing was troublesome, and there was small or no government back. The conviction among top
retail chains within the nation was that the division would see huge ventures coming once the current
boycott on remote coordinate ventures was lifted and joint venture issues were settled; in any case, that
may well be two to three a long time absent.

In addition to high costs, the organized pharmaceutical retail segment battled with destitute infiltration
in country regions, which required to be sorted out to create the segment more competitive. Other
issues were the complex dispersion structure and divided nature of the division, which brought about in
moo incomes per store.

Question 2 Discuss Critical Success Factors in Indian Market

India was a major producer of pharmaceutical formulations and active ingredients. Global
leaders in vaccines and generic medications were among its pharmaceutical corporations. The
majority of the big participants in India were foreign-owned multinational corporations that
were already generating more than 75% of their revenue from outside sources. Their revenue
from sources outside of India. The middle class in India had more purchasing power thanks to
robust economic growth, which also drove up demand for medications and other health care
services in general. The need for pharmaceuticals has also increased as a result of the rise in
lifestyle disorders like diabetes, cardiovascular disease, and cancer.
The trend towards organised retail in almost all industries was followed by organised
pharmaceutical retailing. As pharmaceutical retailing became more organised and additional
retail formats emerged, consumers had more options in terms of quality, cost, and variety. 
The majority of branded pharmacy retail stores also offer an attractive shopping environment
without charging an additional fee. outlets offered value-added services such home delivery,
prescription records, reminder services, modern pharmacies, dedicated areas for diabetes care,
self-diagnosis equipment, natural foods, and baby care goods, toiletries, and skin care.

There is a significant room for growth for any player who can even slightly enhance the client
experience.
There were hardly any organised players in the market, thus it was obvious that a new player
might have a big impact. If clients found the correct ambiance and levels of cleanliness,
supported by billing transparency and adequate availability and reliability of medicines in
Guardian stores, Garg anticipated a big value proposition that might be unleashed. The
cornerstone of Guardian was built on these observations, which many market research firms
had been unable to collect.
Guardian improved their customer centricity and customer experience by offering value-added
services that were specifically tailored to the needs of its target market. With an exclusive
partnership with GNC, these value-added services included developing new wellness categories
for things like sports nutrition, herbal treatments, sexual health, weight management, and
aesthetic care. The agreement aided Guardian's efforts to distinguish itself from its rivals by
focusing on client wellness. Customer loyalty cards including the Extra Value Card, GNC Gold
Card, and Senior Citizen Card supported the wellness positioning. By mapping the precise
stages in the customer lifecycle, Guardian aimed to cover every customer touch point and
maximise the value offers so that the relevant message could be sent to the right customers at
the right time.

Question 3 - What about customer Segmentation in Pharma Market?

Whether the target audience sits inside B2B or B2C, with patients, HCPs or more profound inside the
supply chain, seldom will a pharmaceutical association rise as expansive sufficient to serve the whole
advertise, not one or the other will it be able to serve all the target gathering of people with a single
message.

Successful division approaches more often than not comprises of clearly identifiable little sections,
inferred from a long list of such little sections that don’t cover with one another. It’s likely that your
current clients can moreover be separated into littler sections. This makes estimation and investigation
of KPIs more viable within the long run. Building on the four division categories, a common list of
potential sections can be found underneath.

 Demographics
 Geographic
  Psychographics
 Behavioural

From a B2B point of view, see at the segments which might utilize your items and administrations.
Fixings, inward breath, packaging… See at your items and clients from a cost point of view, are you
focusing on cost-sensitive clients? Too, see at the diverse stage of advancement another association
might need to work with you. Revelation, pre-clinical, stage 1… Where is the sweet spot for your current
item or benefit advertising? Is there room to develop? Non specific fragments are incredible as a
premise of the division errand, but B2B pharma – due to the measure of the showcase – requires
advance focusing on.

The pharmaceutical advertiser is frequently censured for being moderate to adjust to specialized
promoting advancements, but within confront of progressively troublesome working situations, online
and digitally-focused division is frequently a division basis of choice. Leonard Lerer investigates such
division in his presently convenient paper on pharmaceutical promoting division within the age of the
web.

While the web has moved on significantly since distribution, centring on people through the channels
that those people utilize continuously gives a strong premise for division. Portioning bunches on the
premise of genuine points of use for advanced showcasing and creating the leading conceivable
advertising from a digital/interactive substance point of view ought to stay a need. This said, for long-
term victory, it is exceedingly likely that an Omni channel showcasing approach will be required here.
Distinguishing the online portions will likely come from the introductory division handle, but indeed on
the off chance that they are not obvious at that point, know that both B2B and B2C clients’ fragments
will have to be exist online.

Question 4 - Different strategies for Expansion in Indian Pharma Market

Based on the case study, the Indian pharmaceutical industry has several expansion strategies,
such as acquiring existing players, collaborating with local businesses through joint ventures or
partnerships, directly investing in infrastructure and distribution, expanding the range of
products, and establishing strategic partnerships with regional suppliers or businesses. The
success stories of Sun Pharma's purchase of Ranbaxy and Pfizer's association with Biocon are
given as examples of successful acquisitions and partnerships. By adopting these expansion
strategies, companies have been able to expand their product range, enter new markets, and
enhance their position in the Indian pharmaceutical industry.