Novo Nordisk Brand and Reputation Study mba abderrahmane GUELLIL

Brand & Reputation Survey- Novo Nordisk Algeria 2009

Novo Nordisk Brand and Reputation Study 2009

Η εκπόνηση της Πτστιακής Πρακτικής Εργασίας αποτελεί προϋπόθεση απόκτησης τοσ

Μεηαπηστιακού Διπλώμαηος Ειδίκεσζης ζηη Διοικηηική ηων Επιτειρήζεων

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τοσ Οικονομικού Πανεπιστημίοσ Αθηνών, 2009


Masters Thesis Submitted in Partial Fulfilment of the Requirements for the Degree of

Master of Business Administration

Athens University of Economics and Business, 2009

Students:

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Abderrahmane Guellil


Abstract:
In the present developing and modern day world, consumerism has dominated all the aspects
of life. The life in the society follows the pattern of the capitalist culture where the human values
have a different measure, „you are known by what you have not by what you are‟.
This naturally leads to the life in a society where everyone wants to have a unique place in the
society, by possessing the things which sets them apart from the rest of people in the society.
In present society and living way, the Brands not only represent the symbol of the company or
product but to a larger extent define the general life of a person. What the person uses can reflect
his taste of life, his status in the society, his economic background and many other things. This
makes a deep connection between the company and its brand, with the consumer. In this two way
relation both are dependent on each other for various different reasons.
Over the last few years, Algeria has become one of the most prominent and fast growing
markets for Novo Nordisk. This favorable situation has led to a necessary expansion and many
other changes within the Novo Nordisk affiliate in Algeria. It is expected that the developments
in the last years have caused changes in the way the company is perceived by its local external
stakeholders.
While several corporate brand and reputation surveys have been conducted by Novo Nordisk on
a global level, none have been undertaken in the Algerian market so far. With Novo Nordisk
stated goal to be the world‟s leading Diabetes Company, it is imperative for the Algerian affiliate

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to understand where Novonordisk should focus to achieve and sustain brand leadership.


Executive summary
a) Project Need:
Our survey project was a big challenge for us, Novo Nordisk felt the need of this project
because of the changing dynamics in the market,

Novo became “the player” in the Algerian

diabetes market, and the main reason is that there were no brand and reputation survey
undertaken so far.
b) Project Objective:
In conducting our survey Novo Nordisk want to understand its current brand and
reputation status in Algeria to support Novo Nordisk in order to achieve and sustain diabetes
brand leadership
c) Project Focus:
The project focus on understanding the underlying drivers of a diabetes company brand
and reputation, Measuring Novo Nordisk‟s reputation vis-à-vis major competitors. How Novo
Nordisk achieves and sustains brand leadership.
d) Project Stages: The project was conducted in 5 stages:
Stage 1: Survey Design:
•

Questionnaire adaptation & translation

•

Defining Sample

•

Data processing and methodology

•

Approach to scores calculation

Stage 2: Field work:

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•

Data collection (east, centre east, west, centre west Algeria)


Stage 3: Analysis:
•

Data Analysis and report preparation

Stage 4: Workshop:
•

Organize workshop with affiliate in order to discuss and choose appropriate action points

Stage 5: Presentation:
•

Presentation of final results

•

Action plan presentation

Principal results and recommendations made:
Only through partnership and focus on the real end user needs can Novo Nordisk sustain
its brand name. Novo Nordisk and stockholders can work effectively together through valuebased information sharing. Stakeholder surveys and value-driven knowledge bases form a strong
platform for truly stakeholder driven concerted action. Motivational and behavioral psychology
can inform and improve more effective use of IT systems to align processes and as in this case

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improve healthcare.


Acknowledgements
Many contribute to the development of this project, First, I like to thank Allah for giving
me the opportunity to come to Greece and completing the International Master Business
Administration degree, I like to thank my parents and my brothers and sisters with whom prayers
I could manage to accomplish this academic work. I like to specially thank my brother Fethi for
his understanding and constant support during my stay in Greece.
I owe special thanks to General Manager Mr Costas and the marketing director Elena
Chouliara of Novonordisk Africa & Gulf who accept our internship application, special thanks
also to our supervisor Martina Samarova, for her help, encouragement and patience throughout
the duration of this project. i would also like to thank Dr. Klas Eric Sodequist associate professor
in innovation and knowledge management, who was the initial instigator and early on provided
advice and encouragement. And Dr. Vlasis Stathakopoulos professor of marketing research
worked and shared generously his experience in conducting a marketing research survey. And
big thanks for all the staff of MBA International Program that equip us with the technical and
managerial skills to successfully carry out the project.

Athens. November 2009

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Abderrahmane Guellil.


Table of Contents
1. Introduction................................................................................................................................ 9
1.1Presentation of the company/organization................................................................................. 9
1.2General information about Novo Nordisk............................................................................... 10
1.3Novo Nordisk‟s key drivers......................................................................................................11
1.4The Novo Nordisk logo............................................................................................................13
1.5Definition and description of the mission.................................................................................13
1.6Scope and limitations of the mission........................................................................................14
1.6.1Translation.............................................................................................................................14
1.6.2Data collection vs. Time........................................................................................................15
2. Situation Analysis.....................................................................................................................16
2.1Brand and reputation management...........................................................................................16
2.2Changing diabetes....................................................................................................................17
2.3Performance..............................................................................................................................17
2.4Reputation studies....................................................................................................................18
2.5Novo Nordisk's approach.........................................................................................................18
2.6Building a winning reputation..................................................................................................18
2.7Risk to reputation.....................................................................................................................20
2.8Structural pharmaceutical Industry Analysis (Porter‟s Five Forces)........................................20
3. Project Methodology and Steps of Execution..........................................................................22
3.1Methodology and Execution....................................................................................................22
3.2summary of the major steps of execution.................................................................................22
3.3Questionnaire translation..........................................................................................................23
3.4Defining sample........................................................................................................................24
3.5Breakdown of Drs per region and city.....................................................................................24
3.6Simple size................................................................................................................................25
3.7Data processing methodology and collection...........................................................................25
3.8Quota Realisations and gaps between expectations and outcomes..........................................26

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4.1Patients......................................................................................................................................27

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4. Survey Key results, analysis, and recommendations...............................................................27

4.1.1Quota Realization...................................................................................................................29


4.1.2FAMILIARITY SCREENER.............................................................................................30
4.1.3Familiarity with the following companies in the area of diabetes.......................................31
4.1.4AWARENESS OFACTIVITIES (NOVONORDISK)......................................................33
4.1.5BRAND GOAL AND REPUTATION GOAL..................................................................34
4.2Primary care & Secondary care...............................................................................................37
4.2.1Dispatching quota.................................................................................................................37
4.2.2The survey vs. Companies.................................................................................................... 37
4.2.3Companies concerned in our survey......................................................................................38
4.2.4Percentage of stakeholders in each region.............................................................................39
4.2.5General stakeholders interviewed..........................................................................................40
4.2.6FAMILIARITY SCREENER.PC ........................................................................................42
4.2.7FAMILIARITY SCREENER................................................................................................45
4.2.8AWARENESS OF ACTIVITIES.PC....................................................................................46
4.2.9GLP-1 & DDP-4 ...................................................................................................................47
4.2.10Familiarity screener S.C.......................................................................................................49
4.2.11AWARENESS OF ACTIVITIES.SC..................................................................................51
4.2.12PRODUCTS (GLP-1 and DPP-4).SC..................................................................................52
5. Observation and recommendations..........................................................................................63
5.1SWOT analysis of Novo Nordisk.............................................................................................63
5.2Findings out of the survey........................................................................................................63
5.3Action proposal.........................................................................................................................64
5.4Concrete strategies....................................................................................................................64
6. Conclusion.................................................................................................................................65
7. Bibliography..............................................................................................................................67

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8. Appendices................................................................................................................................68


1. Introduction:
This introductory section essentially focuses on the background of the company, this
introduction also discusses the reasons that I found on this subject, to be relevant to study. The
introduction begins with the background of the problem to be studied which eventually leads to
the definition and description of the mission and my purpose of study.
1.1 Presentation of the company/organization:
Novo Nordisk is a healthcare company and a world leader in diabetes care. In addition, Novo
Nordisk has a leading position within areas such as haemostasis management, growth hormone
therapy and hormone replacement therapy.
Novo Nordisk manufactures and markets pharmaceutical products and services that make a
significant difference to patients, the medical profession and society. With headquarters in
Denmark, Novo Nordisk employs more than 27,900 employees in 81 countries, and markets its

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products in 179 countries.


1.2 General information about Novo Nordisk:

Headquarter

Denmark

International

International production facilities in six countries.
Affiliates or offices in 81 countries.

Workforce

More than 27,068 employees (December 2008).
Approximately 48% of employees are located in Denmark
(13,050) and 52% in the rest of the world (North America: 3,727,
Japan & Oceania: 1,033, International Operations: 5,587, Europe:
3,671).
17% within research and development
30% in production and production administration
34% in international sales and marketing
19% in administration

Product areas

Diabetes care
Haemostasis management (NovoSeven® )
Growth hormone therapy
Hormone replacement therapy (HRT)

Sales*

45,553

Sales by business

Diabetes care 33,356

segment*

Biopharmaceuticals 12,197

Sales by region*

Europe 17,219
North America 15,154
International Operations 8,425
Japan & Oceania 4,755

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* Million Danish kroner, Q4 2008


1.3 Novo Nordisk’s key drivers:
The Heart of Novonordisk business is diabetes car. With 73% then the hormone replacement
therapy, Growth hormone therapy, Coagulation disorder.
-

Hormone replacement therapy:

Also called: ERT, Estrogen replacement therapy, HRT,
Menopausal hormone therapy Menopause is the time in a woman's
life when her period stops. It is a normal part of aging. In the years
before and during menopause, the levels of female hormones
can go up and down. This can cause symptoms such as hot
flashes and vaginal dryness. Some women take hormone
replacement therapy (HRT) to relieve these symptoms. HRT
may also protect against osteoporosis.
However, HRT also has risks. It can increase your risk of
breast cancer, heart disease and stroke. Certain types of HRT
have a higher risk, and each woman's own risks can vary
depending upon her health history and lifestyle. You and your
health care provider need to discuss the risks and benefits for you. If you do decide to take HRT,
it should be the lowest dose that helps and for the shortest time needed. Taking hormones should
be re-evaluated every six months.
-

Growth hormone therapy:

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Growth hormone (GH) is a peptide hormone secreted by the pituitary gland that stimulates
growth and cell reproduction. In the past growth hormone was extracted from human pituitary
glands. GH is now produced by recombinant DNA technology and is prescribed for a variety of
reasons. GH therapy has been a focus of social and ethical controversies for 50 years.


This article describes the history of GH treatment, current uses, risks, and social controversies
arising from GH use. Other articles describe GH physiology, diseases of GH excess (acromegaly
and pituitary gigantism), deficiency, the recent phenomenon of HGH controversies, and growth
hormone for cows.
-

Coagulation disorder:

Coagulation is a complex process by which blood forms clots. It is an important part of
hemostasis (the cessation of blood loss from a damaged vessel), wherein a damaged blood vessel
wall is covered by a platelet and fibrin-containing clot to stop bleeding and begin repair of the
damaged vessel. Disorders of coagulation can lead to an increased risk of bleeding (hemorrhage)
or clotting (thrombosis).
Coagulation is highly conserved throughout biology; in all mammals, coagulation involves both
a cellular (platelet) and a protein (coagulation factor) component. The system in humans has
been the most extensively researched and, therefore, the best-understood.
Coagulation begins almost instantly after an injury to the blood vessel has damaged the
endothelium (lining of the vessel), this releases phospholipid components called tissue factor and
fibrinogen that initiate a chain reaction. Platelets immediately form a plug at the site of injury;
this is called primary hemostasis. Secondary hemostasis occurs simultaneously: Proteins in the
blood plasma, called coagulation factors or clotting factors, respond in a complex cascade to

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form fibrin strands, which strengthen the platelet plug.


1.4 The Novo Nordisk logo

The Novo Nordisk logo is the Apis bull, one of the sacred animals of ancient Egypt.
The Apis bull was worshipped as the incarnation of Ptah, creator of the universe, city god of
Memphis and the patron deity of craftsmen.
The logo is a stylised reproduction of an Egyptian statuette dating from circa 664–323 BC. It is
richly ornamented with symbols representing, among other things, the eternal dualities of life,
day and night, life and death.
Already in 1923, Nordisk Insulin laboratorium manufactured the first Scandinavian insulin
product capable of saving the lives of people with diabetes. In 1925 Novo Terapeutisk
Laboratorium was founded and started producing insulin and a special syringe for injecting it.
The Apis bull has been Novo‟s logo since the year after the company‟s foundation.
The choice of the logo follows an old European chemist's tradition of identifying pharmacies by
an animal symbol.
1.5 Definition and description of the mission:
1) Contexte, Scope and Objectives
The overall objective of this project was to support Novo Nordisk achieve and sustain diabetes
brand leadership in Algeria. To reach this objective, as the project team we were documenting:

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How Novo Nordisk is perceived as a company in the Algerian market,



13



How its brand and reputation compares to major competitors, and



Which are the underlying factors for having such perceptions on the side of health care
professionals and patients?


2) The project focus on:


Understanding the underlying drivers of a diabetes company brand and reputation



Measuring Novo Nordisk‟s reputation vis-à-vis major competitors



Next steps for Novo Nordisk in order to achieve and sustain brand leadership

3) Geographical scope: Algeria
Target group: external stakeholders such as patients already familiar with the company, as well
as primary and secondary health care providers (GPs and specialists), diabetes nurses/ educators.
The expected deliverable is a report that consists of three major parts:


Part 1: Thorough analysis of the perceptions of the brand and reputation position of Novo
Nordisk Algeria versus competition (development of a brand and reputation scorecard)



Part 2: Thorough analysis of the underlying factors that are affecting the stakeholders‟
perception of the company‟s brand and reputation



Part 3: Action plan containing specific activities that will aid the effective handling of
Novo Nordisk‟s brand and reputation in the Algerian market (based on research
outcomes)

This project will support Novo Nordisk Algeria achieve and sustain leadership status in the
diabetes area. Specifically, the company is expecting the project to guide them to build the
appropriate communication messages and activities to nurture stakeholder support.
1.6 Scope and limitations of the mission:
1.6.1 Translation:
The questionnaire was too long and verbose. More than 100questions. This situation
demotivates the interviewees who are discouraged to answer repetitive questions.

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Most of interviewees specially the patients and nurses found some difficulty toward
giving a sound reply to some questions because they believe this involves a personal and


emotional approach to the company. They claim they have no direct interaction with the
company. Most of them know the company only through its products.
1.6.2 Data collection vs. Time:
In fact we had all the necessary equipment for the survey (car, hotel, restaurant, personal
fees), but we were team of two person to collect Data and in limited time in all the north of
Algeria. This had a big impact on the realization of the quota simples.
The collection in all regions was painful, to go from hospital to other we were provided with
a car and there were no GPS and no direct address, this make delay to reach the hospitals and
interview our target.
Our targets which are Nurses, Doctors, Patient, it was very difficult to find a patients who are
familiar with Novo Nordisk and also others companies, so we had to terminate with many
patients in order to have an accurate data. For the Specialist doctors we had to fixe appointment
or wait with the patient to start the interview, some of doctors refuse to answer as they consider
those questions deal with their personal point of view and they don‟t want to share it. For the
nurses it was very easy to reach and get information from them, they were frustrated to talk with

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a medical representative because of the few visit of educators.


2. Situation Analysis:
2.1 Brand and reputation management
The value of a strong brand is indisputable. A good reputation attracts business opportunities,
partnerships and talent, and generates trust and loyalty among a company‟s people, customers
and other stakeholders. In that sense, a good reputation is directly reflected in the market
valuation of a company. A strong reputation is also a good financial indicator of a company‟s
long-term prospects. It has been claimed that a good reputation takes centuries to create and days
to dismantle. However, recent corporate examples demonstrate that a strong company brand
provides some protection against negative events and critical issues. Stakeholders are more
forgiving and tend to give companies with an established good reputation the benefit of the
doubt. Such companies are more capable of fending off negative opinion and require a shorter
time to recover from reputational damage in as far as they act in an open, honest and transparent
way when handling a crisis.
For a company like Novo Nordisk, a good reputation is vital, being part of an industry that has
been going through a reputational crisis. While on the rebound, the lack of trust in the general
pharma industry is still creating barriers for companies and their licence to operate. To that end,
Novo Nordisk established a new headquarter function to drive the company‟s reputational value
in December 2004. As Novo Nordisk is globalising its operations, and competition for share of
voice increases, Executive Management recognised that the time was right for making a mark
and realising the strong reputational value of the Novo Nordisk brand worldwide.
While Novo Nordisk is still among the most admired brands in Denmark, there is still a long way
to go to position Novo Nordisk in the minds of important stakeholder groups worldwide. It is
their ambition to become one of the most admired and agenda-setting healthcare companies
worldwide. their strength in reaching this ambition is their unique heritage, their Triple Bottom

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Line approach to doing business and our unwavering focus on diabetes.


2.2 Changing diabetes:
In 2005, Novo Nordisk launched a new global brand concept: changing diabetes – a unifying
theme that expresses their vision and values. The brand promise underscoring the changing
diabetes concept is that „Novo Nordisk is leading the fight against diabetes; defeating diabetes is
our passion and our business‟ – a statement extracted from Novo Nordisk‟s Vision.
2.3 Performance:
Under the banner of changing diabetes, Novo Nordisk took active leadership in working towards
a United Nations Resolution on diabetes in collaboration with the International Diabetes
Federation (IDF) and its partners. Changing diabetes has been visibly exposed at international
and regional diabetes congresses, including the American Diabetes Association (ADA) congress
in Washington in June, the European Association for the Study of Diabetes (EASD) congress in
Copenhagen in September, and the World Diabetes Congress held by the International Diabetes
Federation in Cape Town in December. The Changing Diabetes concept allows for one
consistent story to be told throughout all the company‟s activities at these major congresses,
where competition for share of voice is at its highest. In Copenhagen, for example, visitors were
greeted throughout September at Copenhagen Airport with messages of changing diabetes, and
these messages followed them into the centre of Copenhagen, to the Novo Nordisk exhibition
booth and were part of Novo Nordisk‟s stakeholder and awareness-raising activities throughout
EASD. It was also during this congress that Novo Nordisk launched its global drive to change
diabetes with the Changing Diabetes Bus. At the IDF congress in Cape Town, the bus was the
central attraction in a Changing Diabetes Village outside the congress centre.
Changing diabetes is not only a way of communicating Novonordisk leadership and commitment
to defeating diabetes, but also an invitation to form partnerships. They perceive the global
diabetes pandemic as our number one competitor, and it is their ambition to help rally the world

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to take action to defeat diabetes.


2.4 Reputation studies:
Since 2005, Novonordisk worked with Reputation Institute to develop a reputation survey to be
tracked over time.
The survey is conducted in selected countries among both employees and external stakeholder
groups such as patients, diabetes specialists and general practitioners. Participants are asked to
evaluate the reputation of Novo Nordisk and rate Novo Nordisk on a set of parameters related to
themes such as market leadership, innovation, corporate responsibility, business ethics, products
and services, and partnerships.
In 2006, the tracker study was revised slightly to accommodate some of the early conclusions
from the baseline study performed in the autumn of 2005. As reputation is measured over the
long term, it is not until the 2007 benchmark that Novonordisk have a valuable framework with
which to track their reputation.
Novo Nordisk‟s reputation has been consistently high among all surveyed stakeholders in the
surveyed markets over the past two years. One of Novonordisk goals is to maintain the high
scores and work to ensure that employee reputation always stay a few points ahead of the
external reputation to ensure the authenticity of the brand.
2.5 Novo Nordisk's approach:
Leading international corporate branding academics have referred to Novo Nordisk's approach as
„the second wave of corporate branding‟. Furthermore, Copenhagen Business School and Darden
School of Business, University of Virginia, have both used Novo Nordisk in a case study as an
example of this approach.
Rather than pursuing a marketing and campaigning approach (the first wave), corporate branding
at Novo Nordisk is a central and cross-disciplinary effort that seeks to establish cohesion
between the company‟s strategy, organisation and actions. The point of departure is that a strong

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23,613 employees as brand ambassadors. At Novo Nordisk, the Corporate Branding function

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corporate brand needs to be built from within, securing the involvement of Novo Nordisk‟s

works in a matrix involving International Marketing, Corporate People & Organisation,


Corporate Communications,

Corporate Responsibility Management,

Corporate Health

Partnerships and affiliates. The changing diabetes brand concept works as a unifying theme that
allows wide parts of the organisation to communicate the Vision and the values. Changing
diabetes also serves as a beacon for strategic decisions and drives action in support of the Vision.
2.6 Building a winning reputation:
Novo Nordisk follows a validated five-step approach to building its corporate branding.

Through profile-building activities and leadership communication, Novo Nordisk actively works
to build recognition of how it is changing diabetes. By being transparent about its motives and
conduct of affairs, Novo Nordisk seeks to instil trust and confidence among its stakeholders.
Having taken a clear position as a company whose ambition is to change diabetes and ultimately
defeat diabetes, Novo Nordisk seeks to claim a distinctive and differentiated position in the
market place. This also allows for consistency in communicating the company‟s 80-year heritage
as a diabetes care company. Novo Nordisk regards the authenticity of its brand as one of the
most critical components of a strong reputation. The philosophy is that it is the action and the

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people that drive the reputation.


2.7 Risk to reputation:
The governance of a company‟s reputational value and reputational risk is a matter for the Board
of Directors and Executive Management. In Novo Nordisk, „ensuring superior company
reputation‟ is part of the company's Balanced Scorecard and thus also owned by all managers of
Novo Nordisk worldwide.
As part of the Risk Management Board‟s mandate, work was undertaken in 2006 to create a
Novo Nordisk methodology for assessing and evaluating reputational risks. Reputational risk
will form part of the Risk Management Board‟s risk reporting to Executive Management and the
Board of Directors.
2.8 Structural pharmaceutical Industry Analysis (Porter’s Five Forces)
This section provides a summary positional analysis of the pharmaceutical industry using
Porter’s Five Forces model (see diagram below)

Figure: Porter’s Five Forces Model for Industry Analysis

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Barrier to entry: High (Pharmaceuticals). Cost of R&D and patent limitations



20



Industry Competition: High. Advantages gained by first mover advantage (patents)



Suppliers: supplier power is low



Buyers: buyer power is low



Substitutes: low (with patents) medium (after patent expiry)


Overall, the pharmaceutical industry shows an upward trend in its core markets. The industry
remains highly valued has a favorable market position with strong financial make-up and strong
earnings growth. Its future potential demand trend is positive and despite increased competition
the industry still shows a continuing upward growth momentum. Data monitor‟s forecast of the
leading 16 pharmaceutical companies for 2001 to 2007 suggests that combined sales will grow at

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a minimum rate of 5.2 percent based on the potential of their product pipeline.


3. Project Methodology and Steps of Execution:
3.1 Methodology and Execution:
We were provided with a questionnaire that we translate in our local language. Moreover, we
defined the sample relative to the Algerian market (in cooperation with company supervisor),
carry out the field work, did the statistical analysis and come up with ideas based on our research
findings.
3.2 summary of the major steps of execution:
Stage

Description


Questionnaire translation



Defining sample



Data processing methodology

1

Responsible
students

Students and company supervisor
Students in cooperation with
company supervisor



Approach and methodology for calculating brand
and reputation scores of Novo Nordisk and key
competitors. Approach towards the development of

Students in cooperation with
company supervisor

scorecard and its layout.

2
3
4



Field work: Data collection



Analysis and report preparation
Presentation of results including a comprehensive
action plan

students
students
students
-

5

Market research,
Data analysis model/

Tools and methods to employ

Statistical software (SPSS)

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-

Communications/ Marketing.


3.3 Questionnaire translation:
The French version of the questionnaire carries some flaws which hamper a good
interaction with practitioners who, at times, find some sections difficult to answer. This is due to
various factors such as the questionnaire does not follow the basic rules of ESP (English for
Specific Purposes” which focuses on issues but not on personal point of view of the interviewer.
Language is impersonal (without I, we, us). The style should use the imperative. Instead of “Can
you think of other pharmaceutical companies….” as in Section S170, it should read “Name out
other pharmaceutical companies.…” The focus here is on the practitioner‟s ability to think but
not on the companies he is invited to name out.
Though downsizing the questionnaire, the document still remains too long and verbose.
Some sections such as Sections 400 and 900 entitled “Brand and Reputation attributes” contain
39x2 questions. This situation demotivates the interviewees who are discouraged to answer
repetitive questions.
Most of interviewees found some difficulty toward giving a sound reply to BRAND
GOAL AND REPUTATION GOAL because they believe this involves a personal and emotional
approach to the company. They claim they have no direct interaction with the company. Most of
them know the company only through its products.
Concerning the BRAND AND REPUTATION ATTRIBUTES, imply that the interviewee
has a thorough knowledge of the internal development system of the company. This is not the
case for this survey as most of the companies have a poor information system targeting
pharmacists, practitioners, nurses, patients and the general public. Campaigns of sensibilization

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and advertising may help in better informing the company‟s clients.


3.4 Defining sample:
As we divided Algeria into four regions we had to defined the breakdown of doctors per
region, 31% of the questions were asked in west, 26% in the centre west, 23% in the east 20 %
in centre east. 30 nurses within the breakdown of the Gps, and 100 patients.

Survey regions

3.5 Breakdown of Drs per region and city:

City

# of drs/city

1,427

Oran

418

Center West

1,217

Alger

814

Center East

931

Setif

299

East

1,070

Constantine

352

Total

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# of drs/region

West

24

Region

4,645


3.6 Simple size:
31%
MI
GP
Endo/Diab

West

47
15%
80%
5%

7
37
2

CenterWest

26%

East

23%
MI
GP
Endo/Diab

35
20%
75%
5%

20%

30

CenterEast

39

7
26
2

MI

30%

12

MI

20%

6

GP

55%

21

GP

75%

23

Endo/Diab

15%

6

5%

2

Patients

4 regions

Nurses

100

4 regions

Endo/Diab

Total sample

251

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3.7 Data processing methodology and collection:
As survey area was very big for two students we decided to split the collection of data
between both of us, one student collect data from the west and centre west, and the other one
collect data from the east and centre east. It took us more than two months as we faced many
challenges during the collection.
We selected the major competitor that must be include in the questionnaire based on their market
share in Algeria, NOVONORDISK, SANOFI AVENTIS, SAIDAL, ELI LILY, this last were
replaced by MERCK LIFA SANTE as ELI LILY were not famous at all.
Top 6 Companies in the Diabetes Market
80%

Dkk MS(%)

60%

SANOFI-AVENTIS,
39.7%

40%

NOVO NORDISK,
35.0%

20%
M E R C K LIP H A
S A N T E , 9 .4 %
S A ID A L, 6 .1%
H IKM A , 5 .0 %
S E R V IE R , 1.7 %

0%

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25

2002

2003

2004

2005

2006

2007

2008

Top 6 Diabetes Companies in Algeria (Value MS%)

Insulin Market (Value MS%, ‘08)
Resource: IMS Dec. „08


3.8 Quota Realisations and gaps between expectations and outcomes:
The sample size that was big and the large distance between city to city had a big impact on data
collection and realization of the sample size. Also we were facing alphabets patients who mad it
very difficult for us to explain them the questionnaire and most of time there were excluded

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26

because there were not qualified.


4. Survey Key results, analysis, and recommendations:
4.1 Patients:
4.1.1 Quota Realization:
Companies concerned in the research: We
asked 115 questionnaires related to the four
companies to 83 patients, we had to ask each
patient questions about two companies if he
was qualified to answer. 44 patients with type2
diabetes, 38 patients with type1.

20 questionnaire about SANOFI AVENTIS,
20 questionnaires about SAIDAL, 52
questionnaires about NOVO NORDISK, 23
questionnaires about MERCK LIFA SANTE

3,66% have been diagnosed with diabetes are
less than 2 years, 25,61% from 2 to 5 years,
40,24% from 5 to 10 years, 26,83% from 11 to

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27

20 years, 3,66% more than 20 years


The 83 patients were dispatching into four
regions, 23,17% in the east, 25,61% in the
west, 28,83% centre east, 24,39% centre west.

10, 98% of the sample patients have 18-24
years old, 18, 29% have 25-34 years‟ olds,
37,80% have 35-44 years old, 23,17% have 4554 years, 9,76% have 55-64 years old.

39,02 % took oral drugs only , 54,88% take an
injectable therapy only, 6,10 take oral and an

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28

injactable therapy.


4.1.2 FAMILIARITY SCREENER:
- The first company that comes in patients
mind is Saidal with 43,90%,, this company is
the leader of the generic their previous
campaign had a big impact, Saidal is the first
mover in the market, in fact its public company
and its in the bottom heart of all Algerians.
Nationalism also plays a big role in this case.
-Patients who Don‟t know represent 24, 30%:
educative and social level is very low, poor
healthcare knowledge. (High numbers of
alphabet in Algeria, big majority of patients
bring the previous package and prescription to
have the new one).
The second company that comes in patients
mind is company is Merck with 12, 20%, the
company is well known as generic producer
and variety of product. its low price also play a
big role to be the second top of mind company.
In the third position is Novo Nordisk, even its
leader in insulin but it is not memorized in
patient mind, they remember the Logo more
than the name of the company this is a big
success for the Logo, Novo Nordisk started in
Algeria since 2002 and it succeed to be the

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29

third company top of mind in 7 years.
Poor knowledge of the patients and the impact
of the leaders companies drive the rest of the c


After asking the patient about the first
company that comes in mind in the area of
diabetes, we asked him to think of other
pharmaceutical companies that are active
within the area of diabetes. The result
confirmed our previous analysis, Always
Saidal is the top mind in diabetes with 25%,
than Novo

Nordisk

with 20,45%, than

MERCK with 15,15%,than SANOFI with
12,12%.

Q: Can you think of other pharmaceutical companies that are
active within the area of diabetes?

From the results we understand that patient is
aware about others companies even if we have
13,64% don‟t know any company, we can say
that Novo Nordisk succeed in few years to
compete with the first top of mind company in
the Algerian market.
To consolidate our finding we showed the
patient the names of the companies and we
asked him if is aware of.
As always Saidal is the first company with
28,68%, than in the second place Novo
Nordisk 25,66%, Sanofi with 16,98, MERCK
with 14,34%.
Bayer, Hikma, Servier, Eli LILY are less

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30

known with very low percentage.

Which of the following companies are you aware of?


4.1.3 Ffamiliarity with the following companies in the area of diabetes:

Page

Sanofi Aventis

Saidal

31

Nov Nordisk

Merck


HIKMA

ELI LILY

SERVIER

BAYER

In analysing familiarity with the companies we divide patients into two groups, as we found that
patient with type 1 know more Novo Nordisk than patient with type2.
24,39% of Patients with type 2 diabetes and 14,63% patients with type1 diabetes are very
familiar with Novo Nordisk, this means that 41,02% patients are very familiar.34,14% of
patients are somewhat familiar,10,98% of patient not at all familiar.

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32

The same as Sanofi Aventis, patient with patient with type 1 know more sanofi than patient with
type2. 35,36% of patients know the company very well and 19,52% are somewhat familiar .
73,17% of patients know very well SAIDAL, 41,46% are very familiar with merck.


Lily, Hikma, Servier, and Bayer are less known with very high percentage of patients that they
are not familiar at all with them.
This results consolidate more our previous finding as patients that are very familiar with saidal
are more than novo, sanofi, and merck, what we realise is that patient with type1 know the
leaders company in insulin more than the patient with type2 that know the leaders in oral drugs
like the case of Merck and Sanofi.
4.1.4 AWARENESS OFACTIVITIES (NOVONORDISK)

In the last six months, have you seen or heard any of the following about Novo Nordisk’s involvement in changing diabetes?

Despite the legislation that doesn‟t allow companies to advertise on the product but we have
34,40% of patients have seen product oriented advertising, and 25,60% have see non-product
oriented advertising, 12% article in the news paper and 9,60% Novo Nordisk web site, this last is

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33

due the high percentage of analphabetism and low access to internet.


4.1.5

BRAND GOAL AND REPUTATION GOAL:

We want to consider some statements, we asked patients to tell us how well they describe the
companies even if they do not believe they have enough information to rate this company we
asked them to share their impression of the company based on anything they might know or
might have read, seen or heard.
For each statement we have provided them “Not Sure” option. Only if they have absolutely no
opinion about this particular statement.
Finally we asked them to select a number between 1 and 7 where „1‟ means that “This item does
not describe the COMPANY at all”, and „7‟ means that “This item describes COMPANY very

34

-Novo Nordisk its not well known in type 2 as type 1 ( median5), in comparing with Sanofi and

Page

well”.

Merck there median is high 6 which means that Novo has to work on type 2, increase awareness


on type2 more than type1 because if they invest on type1 it will have no impact its like adding
mineral water on the sea.
-Novo is not known as a company that leads the fight against diabetes because majority of
patient scale it with median of 6 means Novo needs to improve itself in the eyes of the patients to
reach 7 even if its doing excellent in leading the fight against diabetes.

Same as previous slide but it focus on ethic and emotional feeling of the patients we see here
the same level of median because patients started to be tired to answer and they agree on all
good things for companies expecting a return from them as they have little and/or no

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35

interaction with psychologist and/or educators.


Toward Novo, patients definitely would say something positive about it, they recommend
diabetes products and services, they express a high willingness to participate in relevant
event held by Novo Nordisk. They which that they will have an office were they can go to
ask questions.
To reach median 7 Novo needs to increase awareness of its product even if its not allowed to
advertise directly on the product, the company should find a way to do so. Like (( Idea: open

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an office for patient awareness and monthly awareness days).


4.2 Primary care & Secondary care
Primary care: (General medicine, nurses)
Secondary care: (intern medicine, specialist)

4.2.1Dispatching quota

4.2.2 The survey vs. companies:
Diabetes specialiste

Nurse

13

38

4

11

Saidal

12

32

4

11

Novo

Page

General medcine

Sanofi

37

Intern medcine

20

89

10

24

Merck

9

20

6

7


4.2.3 Companies concerned in our survey

Companies

Sanofi

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38

#questionnaires 66

Saidal

Novo

Merck

59

143

42


4.2.4 Percentage of stakeholders in each region:

Centre-east

Centre-west

21,21%

7%

7%

9%

General medcine

57,58%

60%

63,89%

47,73%

Diabetes specialist

6,06%

6%

5,56%

11,36%

Nurse

Page

west

Intern medcine

39

East

15,15%

20%

11,11%

20,45%


4.2.5 General stakeholders interviewed :

General medicine

Specialist

Nurse

18,40%

57,06%

7,36%

17,18%

Number

Page

Intern medicine

Percentage

40

Specialty

30

93

12

18

The big part of our interviews had less than 10 years experience the rest are ether famous
doctor or specialist


The 26,38% of our target had initiate less than 10 petient a year, 25,15% had initiate
arround 10-19 patients, 13,50% had initiate 20-29 patients, 13,50% initiate 30-49 patients,
21,47% initiate more than 100 patients generaly this last target are specialiste or famouse
general medicine.

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41

Demoghraphic

The big part of our target was in the university hospitals the in GPs medical staff.


4.2.6 FAMILIARITY SCREENER.PC

Q:Thinking of pharmaceutical companies that are active within the area of diabetes, what is the first company that comes to your
mind?

In this case the primary care their top of mind is saidal with 38,84%, all what we can say is
that the nastionalisme play a big role, also the previous compagn of saidal had big impact on
the primary care top of mind.
As it concern the others compnies,t he knowledge of foreign laboratory is high through
promotion campaign.
In the case of novonordisk it‟s the second top of mind and it‟s a good signal for a good future

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in this market.


Can you think of other pharmaceutical companies that are active within the area of diabetes?

The primary care now think dipely on other company after the first company, so as we can
see from the figure , saidal is always the top of mind as a scond company for those who
remember other company in the previous question.

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43

Those who didn‟t remember novo, sanofi and merck, after thinking deeply they rember them.


which of the following companies are you aware of?
In this question we were showing the name of the companies for the primary care, now
things change, because now saidal, novo, sanofi are in the same level with a mean of 0.9 as
they are the leader in the market.
As it concerne hikma and merck they are in the middle class. Eli lily and bayer are doing

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very bad in this case.


4.2.7 FAMILIARITY SCREENER

How familiar are you with the following companies in the area of diabetes?
5

Merck : 70,55 very familiar , 22,70 somewhat familiar.

6

Saidal : 81,60 very familiar, 15,34 % somewhat familiar.

7

Sanofi : 78,53% very familiar, 17,79% somewhat familiar.

8

Novo : 71,785% very familiar, 22,70 somewhat familiar.

After chowing the name of the companies ( Mesrck, Sanofi, Novo, Saidal) and the name of
their products to The premary care ( Gps, Nurses) , the familiarity is almost in the same

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45

level with a little diferences because of the previous reason that we explain in the previous
graphs ( top of mind and the leaders)


Saidal is always on the top with, than in the second level sanofi than novo and the last one is
merck.
In this case novo has to work on its product because what we saw during our interviews
Primary care are not aware of the name companies that produce some kind of product.
4.2.8 AWARENESS OF ACTIVITIES.PC

The majority of the primary care that we asked are using internet to get information
(mean=1.4 as they have few interaction with the medical representative, so the future is on ebusiness and the company must focus on virtual awareness interactive medical ( Visit
Medical Interactive).
INTERACTION WITH sales (mean of 0,67 ) rep is related to the product oriented and nonoriented advertising, the less interaction of the sales rep with the primary care and specially
the nurses had a big impact on their awareness as it concern the product oriented and nor

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oriented, that‟s explain their alternative to use internet to get information .


4.2.9 GLP-1 & DDP-4:

Glucagon-like peptide-1 (GLP-1) is derived from the transcription product of
the proglucagon gene. The major source of GLP-1 in the body is the intestinal L cell that
secretes GLP-1 as a gut hormone. The biologically active forms of GLP-1 are: GLP-1-(7-37)
and GLP-1-(7-36)NH2.
GLP-1 secretion by L cells is dependent on the presence of nutrients in the lumen of the

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47

small intestine. Thesecretagogues (agents that cause or stimulate secretion) of this hormone
include major nutrients likecarbohydrate, protein and lipid. Once in the circulation, GLP-1
has a half life of less than 2 minutes, due to rapid degradation by the enzyme dipeptidyl


peptidase-4.
DPP-4 (dipeptidyl peptidase 4 inhibitors, for example sitagliptin, vildagliptin):
Dipeptidyl peptidase 4 (DPP-4) inhibitors are a new pharmacological class of drugs for
treating Type 2 diabetes. They improve the capacity of the organism to control glycemia by
increasing the levels of active incretins. Their mechanism of action is thus radically different
from those of other anti-diabetic drugs currently available. DDP-4 inhibitors use a
physiological mechanism to control hyperglycemia, by stimulating the secretion of insulin
from β-cells, decreasing the secretion of glucagon from pancreatic α-cells, and at the same
time reducing the production of glucose by the liver. DDP-4 inhibitors have shown
significant efficacy in maintaining reduced levels of glycosylated hemoglobin for up to 1
year. In vitro and animal studies have shown that they can inhibit apoptosis of β-cells and
favor their regeneration and differentiation. The oral DPP-4 inhibitors vildagliptin,
sitagliptin, and saxagliptin are efficacious both alone and in association with other oral antidiabetic agents and may be administered in a single daily dose. Lastly, they have substantial
advantages with respect to other anti-diabetic drugs, since they involve a low risk of
hypoglycemia and do not affect body weight.
Analysis:
64,10 % of the premary care concider DDP-4 as is a big advance and 64,58% of them
concider GLP-1 also as a big advance.
15.38% of the premary care don‟t know DPP-4, And 18,75% of the primary care don‟t know
GLP-1.
we have GLP1 more known than DDP4 and both are very important for medical advance, it‟s

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48

a big opportunity for Novo Nordisk to invest in this product.


4.2.10 Fammilarity screener S.C :

Thinking of pharmaceutical companies that are active within the area of diabetes, what is the first company that
comes to your mind?

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49

Can you think of other pharmaceutical companies that are active within the area of diabetes?


Thinking of companies that are active within diabetes, which of the following companies are you aware of?

Analysis 3 graphs :
Specialis : top in mind is novo than saidal than sanofi.
Doctors have two kind of patient , one is able to have novo product with high price and poor
patients that aren't able to have novo product so they ask to have generic from other
laboratories.
This last leads that generic companies come in the second level after Saidal that is considered

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50

as a reference to fixe the prices.


4.2.11AWARENESS OF ACTIVITIES.SC

SPECIALIST is interested in medical visit and event, this explains their awareness
about the product oriented and not oriented and also we notice that new technology
that is a good lever for pharmaceutical industry in term of communication.
Doctors are asking for new why of communication because of their busy schedule.
They don’t have time to spend time with medical representative. Some time we were

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51

avoided and/or asked for appointment to meet the doctors.


4.2.12 PRODUCTS (GLP-1 and DPP-4).SC
Which of the following statements best describes your familiarity with each of the following product classes?

35,7 % of the primary never heard the name of DPP-4, and 35,71% aware of it.35,71% never
heard the name of GLP-1 and 64,27%only heard the name.
Generaly the specialiste are aware of the product classs, and the MI are less aware than the

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52

specialist.
The majority of the primary care that are aware of the product, conceder GLP-1 & DDP-4 as
a big advance in the area of the dianbetes.

In an average year, how many prescriptions do you write for insulin?

Prescriptions of insulin

MI and MG receive the patient and orient them for the SP that explain the high number of
prescription in the specialist section (33,33% prescrept more than 1000 prescreption a year)
SP: is the main target, we have to target specialist and reduce cost, when you invest in 1 SP
its better than to invest in 100 GPs
MI:are orriented from the specialist wich explain the low percentage of prescreption in
compairing with the SP. So in this case we have to take in charge the SP to renew the

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prescription, ameliorate the diagnostic and screening patients.


In an average year, how many prescriptions do you write oral anti-diabetic agents?

MI and MG receive the patient and orient them for the SP that explain the high number of
prescription in the specialist section (33,33% prescrept more than 1000 prescreption a year)
Specialist and MI are more aware of the illness their prescreption is high(33,33% more than

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54

1000 prescreption). The MG and MI report to the SP to confirm the ilness.


This slide allows us to verify Novo Nordisk strategy in the field in term of impact of the
medical visits , we see that there is similarities in the level of prescription in the three graphs
MI, Ms, Mg that‟s explain the good impact of medial visit of Novo Nordisk.
We can see that the same challenge for Sanofi with a little difference in the level of
prescriptions.
For saidal even if it has a good presence in the heart of people but it has a low level of

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prescription due the low level of communication.


Novo Nordisk has a low level of prescription in the OADs that push us to ask many
questions, Where is the problem? Is it Prix, Product, Price, Promotion?
Is it due the impact of generics price or level of communications? Price or quality of the
product?
Finding:
During our interaction with GPS, MI and SP the majority agreed that this is due the price and

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quality of the product.( basically they mention the generic product)

Approximately how many people do you diagnose with diabetes each year?

Mi is the one who diagnose after the GPs sometimes and then the specialist approve it that‟s
explain the high percentage of diagnosed patients from the specialist and MI more than 25%
SP and 23,33% of MI diagnose more than 100 patients each.
For GPs they figure with low percentage, and its obvious because they are not specialist and

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they advice patient to go to specialist rather than to confirm his illness before.

How many patients on insulin treatment do you personally see or manage each year?

In fact Specialists help to confirm the disease more than follow the patient as we can see that
they have low number in comparing with the number of prescriptions in the previous slide.
SP: 16,67% SP treat and manage more than 500 patients in insulin vs. 33% of more than
1000 prescriptions each year.
MG : fellow the confirmation of the specialist and manage there illness. As we can see from
numbers bellow 23,66% MG treat and manage around 10 patients vs.15,05% of 10
prescriptions each year.
MI: fellow the confirmation of the specialist and manage there illness more than the MG.

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20% of MI treat and manage 40 patients vs. 23.33% prescription for 10 patients

In general, how often are you in personal contact with your company diabetes representative?

Sales representative focus on the specialist more than the other stakeholders, the majority of
the SP had a least one visit each month and sometimes more than ones. 100% agreed on one
or two visit a month. In comparing with competition Novo Nordisk is doing very well. We
can see the hard competition with sanofi also 100% of specialist agreed on one visit or more
a month.
Saidal and merck have no regular visit, once every two month for saidal and 50% of sp of
Merck argue that merck have less visit in comparing with others.

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GM and MI have few visit 37,50% of GM said that we had one visit each every 3 months.
For the nurses, majority complain of few visit of educators.


We would like you to consider some statements, and tell us how well they describe the companies
 Both primary and secondary care

think that Novonordisk is the is
leading within Type 1
diabetes.(median 7/7)
 Majority of the PC & SC that

Novo in the scond scal after Sanofi
as the world leading diabetes care
company.
 PC think that novo, sanofi and

Merck lead the fight against the
diabetes but not 100% they need some performance to reach this level. In other hand
the SC agreed that Novo lead the fight against the diabet and it describe it very well
this statement.
 PC said that Sanofi is the leader

within type2 diabetes. And both
merck and novo are less leading
within type2.
 Saidal has a poor level . both

primary car and secondary car do
not agree that saidal is leading

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60

within the diabete area.

We would like you to consider some statements, and tell us how well they describe the companies?

Primary and secondary care, admire
and respect novonordisk and they
agree that its has a good overall
reputation.
As it concern the trust and the
feeling regarding novo its different
with less level as respect and the
reputation. In comparing Novo with
the competion its doing very well
with sanofi and much better with
Merck and saidal.
Secondary care trust Novonordisk ,
admire and respect it, they have a
good feeling about it. And they
think that novo has a good overall
reputation.
In comparing this statement with the
competition novo is doing very

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61

well.

We would like you to consider some statements, and tell us how well they describe the companies?

both primary and secondary care would consult Novo Nordisk if they had a question about
diabetes, and if they have the opportunity they would participate in relevant event held by
Novonordisk, in the same time they
recommend its product and service for
others
In discussing Novo Nordisk with others, PC & SC
would be likely to say something positive about the
company.

they

would

recommend

diabetes

education services or materials from Novo Nordisk.
Given the opportunity, they would prescribe
diabetes products from Novo Nordisk in the Future.

In compering with the compatition Novo is
doing very well and it has a an agressive

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competition from Sanofi .


5. Observation and recommendations:
5.1 SWOT analysis of Novo Nordisk:
Strenghts
•

Weaknesses

Leadership Algerian market on

•

Less awarness for patients and nurse.

diabetes care especially in insulin‟s

•

Patients and nurses have no direct

area.

•

Marketing strength in major

them know the company only through

geographical and therapeutic areas

•

interaction with the company. Most of

its products.

Sales force developed in north

•

Algeria
•

7.73 % Market share in Oral AntiDiabetic drugs.

Good financial handling.
Big part revenue comes from insulin

Strong R&D performances in devices
innovations
Opportunities
•

Main therapy area focus (diabetes) is

Threats
•

Strong competitiveness in diabetes
care (Merck, Sanofi).

expected to experience strong industrywide

growth in emergent countries like

Algeria.
•

New products (GLP-1 and DPP-4)

•

Increased competition for core
products like Oral drugs as its high
cost encourages use of cheaper
alternative treatments.(generics)

sales opportunities in saud of Algeria.

5.2 Findings out of the survey:
•Majority (more than 60%) of patients reported poor wellbeing and had worries about

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63

managing their condition.
•Majority of people with diabetes do not perceive their diabetes caregivers coordinate care.
•Majority of people with diabetes are not able to manage their treatment as prescribed.


•Healthcare providers do not identify and evaluate their patients‟ psychological needs.
•More than half of all healthcare professionals ask for methods for improved communication.

5.3 Action proposal:
 Enhance communication between people with diabetes and healthcare providers:



Increase number of educators.



Organize meeting date with patients to increase the Patients awareness.

 Promote communication and coordination between healthcare providers.
 Overcome barriers to effective therapy.
 Enable better psychological care for people with diabetes:


Use educators and psychologists through radio TV



Develop different brochures.



Organize specialized symposia in order to raise awareness about the need to give psycho

5.4 Concrete strategies

Mobilize people with diabetes.

•

Train healthcare providers.

•

Provide practical tools and systems.

•

Drive policy and healthcare systems change.

•

Develop psychosocial research in diabetes.

•

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Raise awareness and advocacy.

•

64

•

Raise awareness through Diabetes Ambassadors (for psychological…)


6. Conclusion:
To improve Novo Nordisk Brand name in diabetes The Company must address the People
behind the disease and focus on the person with Diabetes.

In this competitive market it is a hard task for pharmaceutical companies to sustain their
brand name and reputation. It requires more efforts, on focusing on the main target which is the
patient, pharmaceutical companies will have to deal with people behind the person with illness.
And those will automatically raise the awareness of the final target because of the trust that they
have to them.
In my opinion many Algerian pharmaceutical companies do not understand the
importance of the creating a well known brand name. Pharmaceutical Companies must create
brand awareness about the brand as the target will began to recognize the brand name, therefore

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get a place in mind for future purchase.


SCOPE FOR FURTHER RESEARCH

The current study was based on companies that operate in diabetes area only in four
largest cities in the north of Algeria. Therefore, the result cannot be generalized to other south
different cities of Algeria were the culture is totally different (African culture, illiteracy, more
disease). I think further research can be done on a large scale with large sample size not only in
the north, but also covering others cities with respect to the same diabetes pharmaceutical
industry.
I found some interesting facts; among them is that the first mover in the market stay in
the top of mind of people even if he is not the leader anymore, so the first mover advantage FMA
theory cannot be applied for companies that have less technological leadership and do not apply
the new business models, the second mover learns from the mistakes of the first mover and
tackle its weakness.
Illiteracy has a big impact on the awareness of the people and a good and simple LOGO
can have a big impact on them more than any advertising campaign.
A very langue questionnaire will have a big impact to collect accurate Data a people get

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bored after the 10 first minute and start answering the questionnaire quickly to finish with it.


7. Bibliography
 www.novonordisk.com
 www.wikipedia.com
 Aaker D.A Building strong brands. Simon & Schuster Ltd London.


http://www.mbaware.com/busin.html

 Benkedda S, et al. Prevalence of cardio-vascular risk factor associated to hypertension in the
Algerian population. A national survey. J Hypertens 2005; 23(sup2): S188.
 www.wileyeurope.com/college/tidd
 Oxford Health Alliance (oxha.org)
 World Diabetes Foundation (worlddiabetesfoundation.org) and principalvoices.com

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 Health futures (www.novonordisk.com, sustainability report, 2003).


8. Appendices
SURVEY ON BRANDS AND REPUTATION
8.1 Patients questionnaires.

Brand and Reputation Study 2009

Questionnaire
PT

On behalf of one pharmaceutical company, we are conducting a study to understand
opinions about some large diabetes companies that you may know.

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68

This questionnaire will include issues about their products and services, social
responsibility and financial performance as well as a number of other topics. We are
interested in your responses about the companies even if they are only based on your
overall impressions of these companies.
The questionnaire will take about 20 minutes to complete.
We would like to reassure you that your answers will not be attributable to you by name,
but will be completely anonymous and treated in the strictest confidence. They will
simply be added to those obtained from other respondents in order to give an overall
picture.
As you take the survey, please be sure to answer each question and scroll down to
reveal all questions before you move on to the next page.
Now, let’s begin with a few questions that will be used to qualify your responses.


SECTION 100 – FAMILIARITY SCREENER
S101: Please indicate what type of diabetes you have.
1.

Type 1 diabetes patient.......

2.

Type 2 diabetes patient.......

3.

Don’t know...........................

Terminate

4.

Others..................................

Terminate

S102: What is your age?
1. Under 18 years old....

Terminate

2. 18-24 years old..........
3. 25-34 years old..........
4. 35-44 years old..........
5. 45-54 years old..........
6. 55-64 years old..........
7. 65 years or older........

S103: What form of diabetes medication do you take?
1. I do not take any medication…………………

Terminate

2. I take oral drugs only (e.g. tablets, pills)……
3. I take an injectable therapy only……………
4. I take an oral and an injectable therapy.......

S165: Thinking of pharmaceutical companies that are active within the area of diabetes,
what is the first company that comes to your mind? Remember, you may consider both
insulin and non-insulin companies.

Page

69

................................................................................................................................
..........
................................................................................................................................
..........


None/Don’t Know ……………

(Go to S171)

S170: Can you think of other pharmaceutical companies that are active within the area
of diabetes? Again, you may consider both insulin and non-insulin companies.
………………………………………………………………………………………………………………………………………………………
………….
………………………………………………………………………………………………………………………………………………………
………….

None/Don’t Know………….

S171: And still thinking of companies that are active within diabetes, which of the
following companies are you aware of?
Please mark all the companies you are aware of even if you have already mentioned
them in the previous questions.

1. ELI LILLY……………………….
2. SANOFI-AVENTIS……………
3. SAIDAL …………………………
4. NOVONORDISK………………
5. HIKMA…………………………..
6. SERVIER………………………
7. MERCK LIPHA SANTE ………
8. Bayer……………………………
9. Not sure / No answer.........
TERMINATE if they are not familiar with 1,2,3,4

Page

70

Select two companies.


S175: How familiar are you with the following companies in the area of diabetes?
Please consider diabetes only.

a-

Novo Nordisk (Makers of: Levemir®, NovoLog Mix 70/30®, Novorapid®,

Novonorm®, Novordism®, NPH®, ACH MIX or GlucaGen®)
1. Not at all familiar................................

T

2. Have only heard the name.................

T

3. Somewhat familiar…………………..
4. Very familiar………………………….
5. Not sure………………………………

b-

Sanofi Aventis (Makers of: Lantus®, or Apidra®, Amaryl®, Daonil®, Heni

daounil®, insuman basal®, insuman conb25®, insuman rapid®, AMAREL®)

T


T

5. Not sure………………………………
Select two companies.

c-

SAIDAL (Makers of: Insudal comb® 25, Insudal basal®, insudal rapid®, lavida®,

DIABONORM®,DIAPHAG®, DIABENIL®)

T


T

Page

71

5. Not sure……………………………


d-

ELY LILLY (Makers of: Humalog rapid®, Humalog Mix®, umuline30®, umuline

nph® )

T


T

5. Not sure………………………………

e-

MERCK LIPHA SANTE (Makers of: Glucophage®, stagid®)

T


T

5. Not sure………………………………
f-

HIKMA (Makers of: GLIBIL®, GLORION®

T


T

5. Not sure………………………………

g-

SERVIER: (Makers of:Diamicron ®)

T


T


Page

72

5. Not sure………………………………

T


h-

Bayer : (Makers of: GLUCOBAY®)

T


T

5. Not sure………………………………

T

SECTION 200: BRAND GOAL AND REPUTATION GOAL (COMPANY #1)
Q230 We would like you to consider some statements, and tell us how well they describe
[Remember COMPANY 1 that you selected in S171].
Even if you do not believe you have enough information to rate this company please share
your impression of the company based on anything you might know or might have read,
seen or heard.
For each statement we have provided a “Not Sure” option. Please answer “Not Sure” only if
you have absolutely no opinion about this particular statement.
Please select a number between 1 and 7 where „1‟ means that “This item does not describe
[COMPANY 1] at all”, and „7‟ means that “This item describes [COMPANY 1] very well”.
company 1
1
2
3
4
5
6
7
Does Not
Describes
……………………………………
Describe
At All

230.1 is the world‟s leading
diabetes care company
230.2 leads the fight against
diabetes
230.3 is leading within Type 1
diabetes

Page

73

diabetes

Very Well

Not
Sure

Q231 The next set of statements focus on your attitude towards and perception of
[COMPANY 1].
Please select a number from “1” to “7” where “1” means “I strongly disagree” and “7”
means “I strongly agree”.
company 1
1
2
3
4
5
6
……………………………………
231.1 has a good overall
reputation

7
Not sure

231.2 I have a good feeling
about
231.3 I admire and respect
231.4 I trust it

SECTION 400: BRAND AND REPUTATION ATTRIBUTES (COMPANY
#1)
Q401 We would now like you to examine some more specific statements, and tell us how
well you believe they describe [COMPANY #1………………….].
We are interested in your personal view, so please answer based on your own perceptions
of each company and not based on how you think others might perceive them.
you have absolutely no opinion about this particular statement. We are interested in your
personal impressions, even if they are based on very little information.

1.

2.

Page

74

3
4.

5.

Company 1
…………………..
Has excellent top
management
Focuses on diabetes care,
not only medical
treatment
Is deeply committed to
diabetes
Has a clear vision for its
future
Shows high ethical
standards in everything it
says and does

1

2

3

4

5

6

7

Pas
sûr


6.

7.
8.

9.
10.
11.
12.

13.

15.
17.
18.
19.

20.

Is open and transparent
about the way the
company operates
Is patient oriented –
understands and
addresses their needs
Stands behind its diabetes
products
Provides products that
help people with diabetes
achieve a better quality of
life
Offers high-quality
diabetes products
Provides the best insulin
Provides the best
diabetes devices
Offers diabetes products
that are good value for
the money
Provides adequate
support to manage
changes in the company's
diabetes product portfolio
Offers high-quality
diabetes support services
Provides full and reliable
knowledge about diabetes
Employs highly competent
sales representatives
Provides high-quality
education services for
people with diabetes
diabetes education
services for healthcare
professionals

21.

22.

23.

25.

Page

75

26.

27.

Continuously expands the
data to support its
diabetes products
Shows strong prospects
for future growth in the
area of diabetes
Tends to outperform its
competitors in the area of
diabetes
Consistently delivers good
financial results
Regularly introduces
innovative diabetes
products


28.
30.

31.

32.
33.

innovative services to
support diabetes care
Adapts quickly to change
Will produce the next
breakthrough in diabetes
care
Employs highly
competent diabetes
scientists
Is a good company to
work for
Promotes diversity in the
workplace – i.e. gives
equal opportunities to
employees, regardless of
gender, age, ethnic
background or any other
difference

34.
Is a socially responsible
company in everything it
says and does
36.
38.
39.

40.

41.

Is an environmentally
responsible company
Actively works to curb the
global burden of diabetes
Provides access to
healthcare in third world
countries
partnerships with
healthcare professionals,
diabetes organisations
and/or health authorities

42.
Works as an equal
partner with its
stakeholders for a
common goal
43.
45.
46.

Page

76

47.

Changes the way
diabetes is prevented
Changes the way diabetes
is treated
sales representatives that
have a good reputation


SECTION 300: SUPPORTIVE BEHAVIORS (COMPANY #1)
Q301 The next questions concern a number of different attitudes or behaviors you would
have towards [COMPANY #1…………………..].
How well do the following statements describe your attitude towards [COMPANY
#1……………….]?
Please select a number between 1 and 7 where „1‟ means “I definitely would not” and „7‟
means “I definitely would”.
Q301_1 In discussing [COMPANY 1] with others, I would be likely to say something positive
about
the company
1
2
3
4
5
6
7
Not sure

Q301_2 I would recommend diabetes products and services from [COMPANY 1] to others.
1
2
3
4
5
6
7
Not sure

Q301_3 If I had the opportunity, I would participate in relevant events held by [COMPANY
1] - for
example seminars, education sessions, or awareness events
1
7
2
3
4
5
6
Not sure

Q301_4 I would consult [COMPANY 1] if I had a question about diabetes
1
7
2
3
4
5
6

Not sure

Q301_5 I would recommend diabetes education services or materials from [COMPANY 1]
1
7
2
3
4
5
6
Not sure

Q301_6 Given the opportunity, I would prescribe diabetes products from [COMPANY 1] in
the Future
1
7
2
3
4
5
6
Not sure

Page

77

Q301_7 I would request the diabetes products from [COMPANY 1] over products from other
Companies (patient only)
1
7
2
3
4
5
6
Not sure


Q730 We would now like you to consider some statements, and tell us how well they
describe
[COMPANY 2....................].
company 2
1
2
3
4
5
6
7
Does Not
Describes
……………………………
Describe
At All

Very Well

Not Sure

730.1 is the world‟s leading
diabetes care company
730.2 leads the fight against
diabetes
diabetes
diabetes

Page

78

Q731 The next statements focus on your attitude towards and perception of [COMPANY
2].
company 2
1
2
3
4
5
6
7
………………………………
I strongly
I strongly
disagree
agree
731.1 has a good overall
reputation
731.2 I have a good feeling
about
731.3 I admire and respect
731.4 I trust it

Not sure


#2)
well you believe they describe [COMPANY #2].
Again, for each statement we have provided a “Not Sure” option. Please answer “Not Sure”
only if you have absolutely no opinion about this particular statement. We are interested in
your personal impressions, even if they are based on very little information.
Plese select a number between 1 and 7 where „1‟ means that “This item does not describe

1.

2.
3
4.

5.

6.

7.
8.

9.
10.

15.

Provides the best insulin
Provides the best
diabetes devices
Offers diabetes products
that are good value for
the money
Provides adequate
support to manage
changes in the company's
diabetes product portfolio

17.

Offers high-quality

11.
12.

79

13.

Page

Company 1
…………………..
Has excellent top
management
not only medical
treatment
diabetes
future
Shows high ethical
says and does
about the way the
company operates
understands and
products
help people with diabetes
achieve a better quality of
life
Offers high-quality
diabetes products

1

2

3

4

5

6

7

Pas
sûr

diabetes support services
18.
19.

Provides full and reliable
knowledge about diabetes
Employs highly competent
sales representatives

20.
diabetes education
services for healthcare
professionals
21.

22.

23.

25.
26.

27.

28.
30.

31.

32.
33.

Continuously expands the
data to support its
diabetes products
Shows strong prospects
for future growth in the
area of diabetes
Tends to outperform its
competitors in the area of
diabetes
Consistently delivers good
financial results
innovative diabetes
products
innovative services to
support diabetes care
Adapts quickly to change
Will produce the next
breakthrough in diabetes
care
Employs highly
competent diabetes
scientists
Is a good company to
work for
Promotes diversity in the
workplace – i.e. gives
equal opportunities to
employees, regardless of
gender, age, ethnic
background or any other
difference

34.

Page

80

Is a socially responsible
company in everything it
says and does
36.
38.

Is an environmentally
responsible company

39.

Actively works to curb the

global burden of diabetes
Provides access to
healthcare in third world
countries
partnerships with
healthcare professionals,
diabetes organisations
and/or health authorities

40.

41.
42.

Works as an equal
partner with its
stakeholders for a
common goal
43.
Changes the way
diabetes is prevented
Changes the way diabetes
is treated
sales representatives that
have a good reputation

45.
46.
47.

SECTION 800: SUPPORTIVE BEHAVIORS(COMPANY #2 ………………….
)

Q801 The next questions concern a number of different attitudes or behaviors you would
have towards [COMPANY #2………………].
How well do the following statements describe your attitude towards [COMPANY
#2…………………]?
Please select a number between 1 and 7 where „1‟ means “I definitely would not” and „7‟
means “I definitely would”.
Q801_1 In discussing [COMPANY 2] with others, I would be likely to say something positive
about
the company

1

2

3

4

5

6

7

Not sure

Q801_2 I would recommend diabetes products and services from [COMPANY 2] to
others

Page

81

1

2

3

4

5

6

7

Not sure

Q801_3 If I had the opportunity, I would participate in relevant events held by [COMPANY
2] - for
example seminars, education sessions, or awareness events
1

2

3

4

5

6

7

Not sure

7

Not sure

Q801_4 I would consult [COMPANY 2] if I had a question about diabetes
1

2

3

4

5

6

Q801_5 I would recommend diabetes education services or materials from [COMPANY 2]
1

2

3

4

5

6

7

Not sure

Q801_7 I would request the diabetes products from [COMPANY 2] over products from other companies (patient)
1
2
3
4
5
6
7
Not sure

SECTION 4000 – AWARENESS OF ACTIVITIES
Q4001 In the last six months, have you seen or heard any of the following about Novo
Nordisk’s involvement in changing diabetes? Please select all that apply.
1. Any product-oriented advertising
2.
3.
4.
5.

Any non-product-oriented advertising
Any articles in the news media/newspapers
The Novo Nordisk website
Any form of sponsorship by Novo Nordisk

Page

82

6. Any
7. Any
8. Any
9. Any
10. Any

events/forums in which Novo Nordisk has taken part
exhibitions in which Novo Nordisk has taken part
TV advertising/spots
radio advertising
interaction with sales representatives/sales representative calls


SECTION 3000 - DEMOGRAPHICS
Finally, we would like you to answer some background questions.
Your answers will not be used to identify you personally; rather it will be used to look for more general tendencies.
Q3001: How long have you been diagnosed with diabetes?
1. Less than 2 years.....................
2. 2-5 years.................................
3. 6-10 years...............................
4. 11-20 years.............................
5. More than 20 years...................
6. Not sure / no answer.................
Q3007a: Region
1.
2.
3.
4.

East......................
West.....................
Centre-east................
Centre-West..............

Page

83

Thank you for completing this study.


2. Secondary & primary care questionnaire.

Brand and Reputation Study 2009

Questionnaire
PC-SC

On behalf of one pharmaceutical company, we are conducting a study to understand
opinions about some large diabetes companies that you may know.

Page

84

This questionnaire will include issues about their products and services, social
responsibility and financial performance as well as a number of other topics. We are
interested in your responses about the companies even if they are only based on your
overall impressions of these companies.
The questionnaire will take about 20 minutes to complete.
We would like to reassure you that your answers will not be attributable to you by name,
but will be completely anonymous and treated in the strictest confidence. They will
simply be added to those obtained from other respondents in order to give an overall
picture.
As you take the survey, please be sure to answer each question and scroll down to
reveal all questions before you move on to the next page.
Now, let’s begin with a few questions that will be used to qualify your responses.


SECTION 100 – FAMILIARITY SCREENER
S100: Please indicate your speciality.
1. Intern medicine sc..............................................

Go to 100b

2. General Medicine PC...........................................

Go to 104

3. Diabetes Specialist SC........................................

Go to 104

4. Practice Nurse PC.................................................. Go to 104
5. Nurse SC.............................................................

Go to 104

6. Other.................................................................

Terminate

S100b: Do you have a specialty in diabetes?
1.

Yes...

2.

No.....

S104: How many years have you been working as a (S100)
....................................................
1. Less than 3 year..............

Terminate

2. More than 30 years.........

Terminate

S105: Approximately, how many patients do you personally initiate on insulin treatment
each year?
1. Less than 10 ................
2. 10-19............................
3. 20-29............................
4. 30-49............................
5. More than 100..............
S165: Thinking of pharmaceutical companies that are active within the area of diabetes,
what is the first company that comes to your mind? Remember, you may consider both

Page

85

insulin and non-insulin companies.

None/Don’t Know ……………

(Go to S171)


S170: Can you think of other pharmaceutical companies that are active within the area
of diabetes? Again, you may consider both insulin and non-insulin companies.
………………………………………………………………………………………………………………………………………………………
………….
………………………………………………………………………………………………………………………………………………………
………….

None/Don’t Know………….

S171: And still thinking of companies that are active within diabetes, which of the
following companies are you aware of?
Please mark all the companies you are aware of even if you have already mentioned
them in the previous questions.

10. ELY LILLY……………………….
11. SANOFI-AVENTIS……………
12. SAIDAL …………………………
13. NOVONORDISK………………
14. HIKMA…………………………..
15. SERVIER………………………
16. MERCK LIPHA SANTE ………
17. Bayer……………………………
18. Not sure / No answer.........

Page

86

Select at least two companies.


S175: How familiar are you with the following companies in the area of diabetes?
Please consider diabetes only.

a-

Novo Nordisk (Makers of: Levemir®, NovoLog Mix 70/30®, Novorapid®,

Novonorm®, Novordism®, NPH®, ACH MIX or GlucaGen®)

T


T

10. Not sure………………………………

b-

T

Sanofi Aventis (Makers of: Lantus®, or Apidra®, Amaryl®, Daonil®, Heni

daounil®, insuman basal®, insuman conb25®, insuman rapid®, AMAREL®)

T


T

10. Not sure………………………………

c-

SAIDAL (Makers of: Insudal comb® 25, Insudal basal®, insudal rapid®, lavida®,

DIABONORM®,DIAPHAG®, DIABENIL®)

T


T


Page

87

10. Not sure……………………………….


d-

ELY LILLY (Makers of: Humalog rapid®, Humalog Mix®, umuline30®, umuline

nph® )

T


T

10. Not sure………………………………
e-

MERCK LIPHA SANTE (Makers of: Glucophage®, stagid®)

T


T

10. Not sure………………………………
f-

HIKMA (Makers of: GLIBIL®, GLORION®

T


T

10. Not sure………………………………

g-

SERVIER: (Makers of:Diamicron ®)

T


T


Page

88

10. Not sure………………………………

T


h-

Bayer: (Makers of: GLUCOBAY®)

T


T

10. Not sure………………………………

T

Q230 We would like you to consider some statements, and tell us how well they describe
[Remember COMPANY 1 that you selected in S171].
Even if you do not believe you have enough information to rate this company please share
your impression of the company based on anything you might know or might have read,
seen or heard.
you have absolutely no opinion about this particular statement.
company 1
1
2
3
4
5
6
7
Does Not
Describes
……………………………………
Describe
At All

Very Well

1. is the world‟s leading diabetes
care company

X

2. leads the fight against diabetes

Page

within

Type

1

4. is leading
diabetes

89

3. is leading
diabetes

within

Type

2

X
X

X

Not
Sure

Q231 The next set of statements focus on your attitude towards and perception of
[COMPANY 1].
company 1
1
2
3
4
5
6
7
……………………………………
I strongly
I strongly
disagree
agree
1. has a good overall reputation
X
2. I have a good feeling about

X

3. I admire and respect

Not sure

X

4. I trust it

X

#1)
well you believe they describe [COMPANY #1………………….].
you have absolutely no opinion about this particular statement. We are interested in your
personal impressions, even if they are based on very little information.

1.

2.
3
4.

5.

Page

90

6.

7.
8.
9.

Company 1
…………………..
Has excellent top
management
not only medical
treatment
diabetes
future
Shows high ethical
says and does
about the way the
company operates
understands and
products

1

2

3

4

5

6

7

Pas
sûr
X

X

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