Brand Plan [insert brand]

[Virtual Presenter] Good morning everyone. Today I'm going to be discussing Novo Nordisk's RBD presentation and its implications for the Thailand Factor VIII Market. We'll review the market's intense competition among players, Novo Nordisk's landscape in the market, competitor landscape, product launches, and strategies for managing hemophilia. Let's get started..

[Audio] We will explore core elements of our brand plan in this slide. Market insight, Source of Business performance, strategic direction and medical initiatives will be reviewed. An overview of our sales and cost objectives for 2023 and 2024 will also be given. Finally, a brief summary of the agenda will be provided..

[Audio] Competition in the growing market is becoming more and more intense as the market continues to expand exponentially. Various players have launched rEHL, rSHL, and non-factor therapy, with the first launch of the latter in 2018. Adynovate® and Hemlibra® are also contributing to the market, each with their own pros and cons. Since resources are limited, patients can only receive the prescribed dose, prompting patient-focused campaigns to advocate for simpler dosing regimens. With the rare disease factor VIII market in Thailand raking in close to 72 million Danish krone and only one out of 10000 male births affected, the market is a lucrative target for market players..

[Audio] The hemophilia treatments market has witnessed a 19.7% growth this year due to an increase in prescriptions and registered patients. Takeda, the market leader, has seen a 25.7% growth in its Advate brand alongside a 3.7% growth for its Adynovate brand, despite some level of market cannibalization. There has been a 1.1% growth in the NovoSeven® brand, a 1.8% growth in the Norditropin® brand, and most importantly, a 0.9% growth in the NovoEight® brand. This illustrates the progress towards a comprehensive approach to hemophilia treatment and management..

[Audio] Our goal for this fifth slide is to optimize the product life cycle management and upgrade to Esperoct® while also securing N8 tender opportunities. We aim to reach our goal of 17 mDKK by the end of 2026. In order to get there, we need to ensure that we have the required Critical Success Factors (CSFs) and engagement levels in both our listing and tender hospitals. We have already seen positive changes in the targeted hospitals and shall continue striving for improvement over the next 3 years..

[Audio] According to data, there are 3,516 people in Thailand with Hemophilia A and 51% of them have been diagnosed. Of those diagnosed, 45% are classified as severe, 32% as moderate and 23% as mild. Of those diagnosed, 10% do not receive any treatment, 69% receive early treatment or on demand treatment and 21% receive prophylaxis treatment. Our goal is to increase the use of Esperoct and Novoeight as standard of care for the prophylaxis market, since they provide the best outcomes for people with severe Hemophilia A. We are confident that broadening usage of those treatments can better the quality of life for those with Hemophilia A..

[Audio] As a professional healthcare provider, I understand that the needs of my patients are always shifting and developing. That's why I'm eager to inform you about Esperoct and N8, two treatments that address the empathetic, comprehensive segment of the market. With Esperoct and N8, I'm sure that I'm offering my patients the most potent and expedient treatments on the market. These treatments boast important advantages in efficacy, safety, and the convenience of infusion, so I can ensure my patients receive the best outcomes possible. By concentrating on Esperoct and N8, I can guarantee that my patients receive a quality product and experience with them at the forefront..

Listing. Estimated FVIII contribution in market. 8.

[Audio] As we discussed earlier, there is a type of hospital that is the ideal fit for Esperoct ®. With no price concern, and a targeted listing in potential hospitals representing more than 50% of the FVIII market, we are projected to become the market leader by 2025. With the top 15 hospitals, contributing to 74% of the overall market size, becoming a market leader is well within our reach. So let’s make it happen!.

[Audio] I'm here to discuss the strengths, opportunities, weaknesses, and threats of Esperoct and NovoEight in 2023. Starting with the strengths, Esperoct and NovoEight are the only EHL rFVIII with 40°C temperature stability, enabling patients to live freely without concern for storage conditions, affecting satisfaction and adherence to treatment. In addition, both medications have all age approval indications and patient support programs for educational training and encouragement of self-infusion as well as a competitive price strategy. Moving on to the opportunities, FVIII is generally reimbursed with capped budgets, both OD and PPx, and rEHL tends to become SoC in FVIII replacement therapy, especially in PPx. It is estimated that about 90% of diagnosed patients do not receive PPx due to limited funding and/or lack of prophylaxis awareness, lack of case managers to educate patients on hemophilia management and lack of full FTE supporting patient education in centers. Ped hematologists aim to give PPx in all patients with >4000 IU/mo or at optimal doses, if possible, while Thailand's hot climate tends to move hemophilia treatment to EHL. Now, onto the weaknesses. Esperoct and NovoEight are the 3rd rEHL to market with lack of robust clinical differentiation and a limited N8 patient pool, taking more time and process on switching to Esperoct. Furthermore, there is a lack of RWE data in Thailand to strengthen the benefits of Esperoct and NovoEight, with the added burden of no small vial size being available. Lastly, the threats for Esperoct and NovoEight. Firstly, there is low PPx awareness among adult hematologists, with patients only receiving 30% of indicated doses due to limited budgets. Secondly, there is limited FVIII switching from other EHL products, with N8 patients taking more time and process to switch to Esperoct or NovoEight. To summarize, Esperoct and NovoEight have great strengths and opportunities, but also a few weaknesses and threats that need to be addressed in order for the medications to remain successful..

[Audio] The magnitude of rare diseases originates from the particular needs of every patient. Latest studies have indicated that almost 49% of patients suffering from hemophilia A, a rare illness, remain undiagnosed. The inadequacy of diagnosis and knowledge of hemophilia management restricts patients’ access to the right therapies and treatments. Even when recognition is attained, the restricted funds of the universal coverage and social security systems leave many patients without access to prophylaxis. Patients also face practicable issues linked to the storage conditions associated with current treatments, hindering them from leading as standard a lifestyle as possible. Bearing in mind all these issues, RBD is dedicated to offering customized and available solutions to meet the needs of each patient, including recognition, on-demand treatment, and prophylaxis for untreated and treated patients..

[Audio] Novo Nordisk stands out as a market leader of rFVIII in PwHA, reputed for its patient-centric holistic approaches towards Hemophilia Excellence Management. Optimal product life cycle management, upgrading to Esperoct® and securing N8 tender opportunities have enabled Novo Nordisk to bring Esperoct®-N8 to users at an affordable price through hospital listing and tender excellence. The company is also dedicated to being a trustworthy partner to the relevant stakeholders through its holistic patient centric approaches. At the top of the list of goals are differentiating Esperoct®-N8 from other EHL/SHL based on efficacy/safety, increasing understanding of the unique value proposal, building the haemophilia value proposition, verifying physicians in the 40º C advantage, raising PPx awareness amongst untreated patients, implementing PSP, driving PPx to desired doses, initiating nurse educator, teaching patients about PPx at home, and reinforcing one predictable dosing approach. Through Novo Nordisk's leadership, we seek to bring hemophilia care to a higher level..

[Audio] Our presentation slide 13 is a table with two goals for our brand. The first goal is to improve customer experience by providing a reliable and flexible treatment of Esperoct-N8, promoting patient lifestyles and optimising its value to be accessible and affordable. The second goal is to become a trusted partner in the patient journey by providing tailored content that meets customer needs and by deepening our relationships with existing customers. In order to achieve these goals, we have defined four SMART objectives. The first objective is to earn Preferred status for our brand by promoting its safety and storage flexibility. The second objective is to Unlock access to Esperoct-N8 by developing its value proposition and targeting hospital listings and tenders. The third objective is to Strengthen HCP confidence in our brand by creating effective communication targeting the individual use of Esperoct. The fourth objective is to Fully Understand and Deepen our relationships along the value chain by utilizing our channels to differentiate our value proposition and expanding our reach. To realize these objectives, we have devised plans such as developing content, deepening relationships, and so on. This is a crucial part of our Brand Plan..

[Audio] This slide focuses on how strategic insights for evidence generation can be applied to the development of Esperoct. To ensure our medical team stands up to date, our plan includes monitoring and maintaining KOLs and rising stars mapping and engagement, as well as strengthening our identified advocates for the product. We will also carry out medical interactions to prepare for future KOLs and capture medical insights for future strategic directions. Additionally, we will continuously review the need for national advisory boards and execute it if needed, while looking out for unmet needs and evidence gaps to support local data generation. As we build on this evidence, we will ensure scientific dialogue and communication from congresses, foster patient education to improve care and implement medical education programs. The outcome of this strategic insight for evidence generation will ensure the success of Esperoct..

[Audio] Our strategic plan for 2024 to sustain Hemophilia excellence includes amplifying patient voices and driving management awareness by partnering with key stakeholders and engaging in various activities. During the coming year, we will visit National Medical Logistics Centers & National Health Service Offices in multiple Thai provinces, as well as organizing workshops in Chonburi, Chula, Siriraj, Phnom Penh, Nan, Phuket, and Rama. Our aim is to make sure we offer the optimum care for Hemophilia patients in all of these locations..

[Audio] Our strategic plan for the Rare Disease Brand focuses on increasing reach via digital platforms and utilizing existing NN channels to differentiate and strengthen the value proposition of Esperoct and N8. We have created content tailored to each segment, deepening our relationship with current customers while broadening to other unknown customers. As a result, we have achieved a 77% reach of unique HCPs in Thailand, and a 90% Brand reach compared to NNPT reach. We are confident these efforts will continue to be successful and positively influence our Rare Disease Brand..

[Audio] We are aware that this success has enabled us to modify our forecasts for the year and reach 1.1 mDKK or more than double our initial expectations. The success is a result of the higher demand for our product from Chonburi during the second half of the year, combined with the move from our competitors that exceeded expectations. Our expected Duke-Miller Index (DMI) for the year-end 2023 is split into 50% from N8 investment in YTD and 30% for N8 investment in the second half of the year. The upside of this is investing in Esperoct® and NovoEight®, which together make up 59% of the total DMI across all RareD projects..

[Audio] NovoEight® is a key part of the RareD portfolio, with sales and DMI reaching 3.42341764 in 2023. The LE23 vs AB23 index is 100.17, showing a growth of 19.11% between LE23 and REA22. NovoEight® contributes 29% of the total DMI for the RareD Portfolio, with 0.189 for Brand, 0.451 for Promotions and 0.451 for Trade Promotions. In addition, there is a 0.3 increase in the DMI..

[Audio] In order to reach our branding goals for 2023-2024, we are participating in a range of activities on a global and local level. This includes delivering lectures, group presentations, attending congresses, providing refresher courses, flashcards, and taking part in the hemophilia summit. Furthermore, we will be joining events organized by esteemed organizations such as ISTH, WFH, EHA, and CMU. Through such activities, we aim to increase brand awareness and successfully communicate our message to a broader audience. As part of our goal, we are executing tailored initiatives to reach out to our local population, such as hemophilia days at medical schools. Ultimately, our objective is to spread our message as widely as possible and bring awareness to the condition and available treatments..

[Audio] RBD has the potential to reach a revenue of up to 20 mDKK in 2024 through its strategy of expanding and developing existing accounts to include Esperoct and N8, as well as entering new accounts. The emphasis is on the advantages of using the Esperoct-N8 combination with its safety and storage flexibility, making it suitable for patients' lifestyles, accessible at an affordable price through hospitals and tenders, and creating trust in stakeholders through a patient-centric approach. Priority is given to the three strategic pillars, and RBD is certain to reach its goal..

[Audio] I'd like to discuss our brand plan for RBD and the key tactics marketing for our Deep-Dive DMI in 2024. The objectives prioritize expanding Novoeight ® to adult hematologists. We have a unique value proposition to promote and differentiate it from other SHL’s. We are investing our budget across national and local congresses, CMU, HemOnco Day, TSH, Sickkids alumni, Thai-POG, Southern hemato, S-PHOC, and CHC. We are also organizing educational updates to 8 pediatric hematologists, 5 adult hematologists, and 3 HCPs. Additionally, there is a product presentation and small group lecture tour. Our comprehensive strategy, developed in partnership with you, will help to drive our development and growth..