Genexis and the Brazilian Pharmaceutical Industry

Background In 1994 wanted to render services on the consumption of electrical power to the state, but contract was terminated Switched to supporting Bristol-Myers Squibb to gather, format, and summarize drug sales information and register clients of all distributors on a daily instead of monthly basis Learn true demand per outlet In 1995 applied the approach to a larger group, which grew to 20 labs and 300 wholesalers by 1996

Background In 1999 the Genexis portal appeared, covering Genexis Farma: for pharmaceutical segment, supplying real-time information on demand that supports decisions and products that optimize demand, production, marketing, and sales processes Genexis Healthcare: offers connectivity and added value services for relationships between health operators, service companies, and professionals

Challenges Opportunities for profits and cost reduction in the pharmaceutical chain Need coordination and cohesive management Some of the Genexis services provided competencies that would be at the core of this new business (e.g., daily gathering of demand info at the outlets) How to become capable of offering Value Added Network (VAN) services for the pharmaceutical sector and later for other sectors

Questions 1. Primary issue: how to get cooperation from all chain participants 2. Launch Genexis initiatives in other segments such as confectionary industry, that have a similar structure; problems with broadening their service 3. Genexis competencies to maintain and grow in its current market; what strategic alliances to create to establish its VAN or service supply network