Healthcare & Life Sciences Case Studies
Strategy
- New launch strategy: We designed the launch strategy of Indian pharma client's innovator molecule in India for the treatment of patients with metastatic squamous non-small cell lung cancer (NSCLC) with progression on or after platinum-based chemotherapy and renal cell carcinoma (RCC) patients.
- Commercial strategy: The Medical Device company client aimed to expand the market for cataract surgeries in India by introducing its portfolio of IOLs and phaco machines (3 tiers). Our task was to develop a 10-year sales forecast and create scenarios for the product mix (machines, consumables, and IOLs) to assess the feasibility of investment decisions.
- Market Entry for Med Devices: For a device company, we did the evaluation of India opportunities and segmentation for launching acquired portfolio of devices in diabetes retinopathy and respiratory space (NIV, OLE and Airway Clearance).
- Technical due diligence: KL did a ttechnical assessment of the product portfolio of a prominent Indian surgical products company for a BD&L initiative, which was being evaluated for acquisition by a US private equity firm.
Business Excellence
One of our Pharma clients, a leader in vaccines, faced challenges due to a shrinking private market and the impending patent loss of one of its COPD products. To drive growth despite these limitations, a strategic plan was developed for each vaccine in the portfolio, focusing on sharper market positioning and patient-centric narratives. Additionally, a
comprehensive portfolio strategy for the business unit was crafted to enhance
competitiveness and long-term sustainability. This approach, centered around building compelling patient stories, aimed to strengthen brand loyalty and market presence.
Access & Policy
- HEOR for Med Devices: We developed a tool to assess the total cost of ownership for Glass Vial vs Polymer bottle, covering expenses from raw material procurement to disposal. The Total Cost of Ownership Simulator in tool allowed users to compare costs at each step and make informed brand choices. It identified two types of impact: DIRECT (immediate savings from efficient processes) and INDIRECT (environmental impacts, injuries due to glass etc). Additionally, potential revenue gains were factored in to calculate the total cost of ownership.
- Digital enabled Health Models for Government: The Indian government’s Ayushman Bharat Digital Mission (ADBM) and its vision of creating a digital HIS records platform for India is a testament to its commitment on utilising next-generation health care IT. Kraftland’s recent participation in government initiatives such as the 100 Microsite (for encouraging adoption of ABDM) and Scan and Share has been an eye opener. Aimed at minimizing the waiting time of patients in India’s Public Health facilities, the initiatives enable sharing of demographic details by scanning a QR code in the healthcare facility using a mobile phone. Kraftland’s role was to assist in understanding of best practices for the above initiatives across 12 districts of UP.
- Primary Research for Government: To understand the impact of understanding state health insurance schemes on reducing out-of-pocket expenditure on health services and the demand side issues in scheme implementation. Kraftland conducted an independent survey in the state to understand the levels of Out-of-Pocket Expenditure among the state health insurance scheme beneficiaries. The survey was expected to provide representative estimates of levels of out-pocket expenditure amongst the scheme beneficiaries and non- beneficiaries, estimates of financial protection offered by the scheme and evidence on the experiences of the patients utilizing the scheme.
Private Equity Case Studies
PMO: Build & Manage Assets: A prominent biopharmaceutical company recently completed the acquisition of the human pharma division of another company, thus gaining ownership of 69 brands across 11 therapy areas. The primary challenge entailed seamlessly integrating these brands and personnel into the current portfolio and team, while ensuring alignment with the company’s strategic objectives. To tackle these challenges, Kraftland devised a comprehensive integration strategy
focusing on brands and their associated Stock Keeping Units (SKUs). The strategy
included:
- Market Analysis: Detailed analysis of therapy areas and market segments.
- Brand Assessment: Evaluation of acquired brands' market attractiveness and synergies.
- Strategic Planning: Development of tailored plans for objectives and target markets.
- Cross-Functional Collaboration: Formation of teams across departments.
- Personnel Integration: Seamless integration of personnel into existing structure.
- Communication and Change Management: Transparent communication and change initiatives.
- Performance Monitoring: Establishment of KPIs for tracking integration progress.
The implementation of the integration strategy resulted in numerous benefits for this acquisition. It expanded the company's product portfolio, enhancing market coverage and revenue potential across therapy areas. Additionally, strategic planning bolstered the company's competitive position, while streamlined processes and collaboration boosted
operational efficiency. Leveraging synergies led to accelerated growth, and efforts to integrate personnel fostered talent retention and development.
Growth Strategy: Our client acquired various brands in India's consumer healthcare sector to boost market share. Our goal was to leverage consumer insights to strengthen acquired brands and develop a standardized New Product Launch
Process for seamless integration into the portfolio, ensuring market penetration and brand coherence. As a solution, we gave a Market & Consumer view by building a primary research design to ensure statistically valid responses from each targeted
region and consumer segments. This approach ensured comprehensive coverage and accuracy in understanding consumer preferences and behaviors. We then built insights where the concept of Jobs to be done was used and then we classified the
needs of the person into Functional, Emotional and Social. By adopting this
framework, we gained nuanced insights into the diverse motivations driving
consumer choices, enabling us to tailor strategies more effectively. Based on the
insights developed, we conducted brainstorming workshops to decide the target segment to focus on, key communication messages, the hooks for the brand and
high level go to market strategy. Consequently, we helped the client build brand plans
for the in-licensed brands, prioritize customer segments and provided strategic
recommendations on packaging, design and communication strategies aimed at
resonating with target audiences.
Technical due diligence: A private equity player had invested in portable screening device to detect various eye diseases, such as diabetic retinopathy, glaucoma and AMD. The objective was to estimate the opportunity of such a device by testing the
concept focusing on likelihood of replacing the existing device, drivers/barriers for
adoption and segments of ophthalmologists likely to adopt the same. Interviews with
leading Ophthalmologists across India were conducted for the same.
Aviation Case Studies
Go to Market Strategy: India in next 10 years will have 3X aircrafts that it currently
has. A global Aviation training organization wanted to build its presence in India. Kraftland was engaged across many phases: Conceptualization and investment
approval, building of centres including Budget management and PMO to track and
manage initial operations. We assessed the market opportunity, building the business
plan including where to operate, assessing site locations and capex for various
training sites. We understood and selected sources of funds for capex investment
and operation setup. We built the business case for multiple units – flight school, SIM
centre and cabin crew centre. Kraftland engaged with the management team in
building infrastructure, vendor selection and management, building team and setting
up the operating model for service delivery. This included budget management,
project management and reporting to investors and other stakeholders any delay in
projects. We supported proposals by building pricing models based on client
requirements. Consequently, 2 centres were “build”, while 1 was an acquisition.
Kraftland was involved in due diligence for acquisition. Also, supported centres with
strategic projects to enable EBITDA improvements. The client was benefitted with
establishment of 2 centres with revenue in first year > $2Million. Investors gained actionable insights to enable them to make decisions on investment, vendors, team and capex. Pitch decks supported raising capital for the training organization. Strong project management enabled centres to achieve investment case targets in first 2 years of operations.
Organisational Design: Leading Low cost carrier (LCC) player in the market slipped to a third position with low profitability over the last 4 quarters. Top level management changes brought analytical driven approach to revenue management to undertake
diagnostic, issue analysis and provide insights/answers to burning questions. Over
20 mn data points(2 years of data) for booking, flight operations, sales channels,
revenue, capacity, network operations were analyzed by Kraftland to provide insights into the airline operations. Some key questions answered through analysis :
- Sales & Customer Management- Impact of channel volume on average ticket price; Effective tracking of campaign/promotion performance; Promotions driving only one-time sales (cherry picking); Forward booking pattern and how to improve forward load factors through sales channel push.
- Network Operations- Kraftland was able to get answers to various questions like How can aircraft utilization improve with load/capacity forecasting? How is the turnaround time compared against competition? What can be optimized at the low-load sectors to improve profitability?
- Revenue: We could find responses to questions like impact of price and time on the load factor? How to maximize revenue at the time of events / festivals? How to maximize share of wallet with the corporate clients?
- The client benefitted with extensive customer analytics done by Kraftland through intelligent cube for Loyalty analysis, historical campaign analysis efficiency was evaluated across routes and travel sectors. Forward selling of tickets was done (6 Months forward) to improve revenue besides connecting load factors.
- Reports were automated from Airlines Booking system (Navitaire) to be made available( weekly) for planning, performance improvement and continuous monitoring.