個案資料

In Nepal, which primarily relied on the use of oral therapy for the treatment of chronic respiratory conditions, Nirparaj Joshi, country manager for Nepal at Cipla Limited (Cipla), had been successful in creating a market plan for the inhaler brand, Seroflo. After consistent efforts, Seroflo had risen to the top market position in fiscal year (FY) 2019–20. This had established the brand not only as a category leader in the respiratory segment but also as a leader in the overall Nepalese pharmaceutical market. Joshi had planned a massive outreach campaign in FY 2020–21 to further push the absolute sales, increase the prescriber base, and boost patient enrollment. However, when everything seemed to be on the right track, the entire world was gripped by the novel coronavirus (COVID-19) pandemic. This forced Joshi to re-strategize so as to adapt the brand to the “new normal” and sustain brand leadership. He was faced with many challenges and needed a revised roadmap to navigate the crisis. He was also evaluating whether or not this was the right time to transition to an Agile marketing approach.

The case can be used in graduate- or postgraduate-level courses on marketing, strategy, brand management, marketing management, or sales management. Working through the case and assignment questions will give students opportunity to do the following:<ul><li>Recognize opportunities in marketplace.</li><li>Analyze the challenges and need for business model innovation while attempting to be a category creator.</li><li>Analyze the challenges faced by a leadership brand.</li><li>Design strategies and feasible solutions to sustain brand leadership during crisis.</li><li>Devise a roadmap to transition to agile marketing approach.</li></ul>

• Brand Leadership
• Agile Marketing
• Category creation
• Brand strategy
• Digital transformation
• Brand communication