July 1999: Septran boasts of annual sales of Rs 42 crore, and a market share of 40.8 per cent (as per ORG data in May 1999), in a segment where it has ruled the roost for the past two decades. Bactrim, on the other hand, registered total sales of Rs 14.13 crore and a market share of 12.1 per cent and 1.8 per cent respectively in the tablets and liquids segment respectively. Now Glaxo-Burroughs India's marketing combine believes that the best is yet to come.

Says Glaxo India general manager (marketing) K N Chandrasekaran: ``Doctors still swear by Septran as adrug of first choice for several common infections. And now with the explosion of HIV, Septran is also being recommended in the treatment of PCP, an opportunistic infection found in AIDS patients.'' Glaxo already has a range of anti-AIDs products including latest introductions like lamivudine and zidovudine.

Over the years, there has also been a strategic change in the positioning, or the detailing effort, for Septran. While Septran was earlier promoted as an effective antidote for several common infections of the urinary and respiratory tracts, since 1995-96, the detailing thrust is now more focused towards select indications. Glaxo also provides the latest references on the product (as late as May 1999) to the doctors.

But retaining doctors' interest in Septran is not the only challenge that the British multinational faces. Says Chandrasekaran: ``We have also to keep the our MRs' (roughly 350) interest in the product alive. We need to motivate them on the importance of conveying the goodness of thebrand.'' And so, Glaxo uses a combination of audiovisuals and incentive schemes to keep MR interest alive in the Rs 55-crore brand -- though Chandrasekaran declines to divulge the details on this front.

There is, however, one area of concern. Burroughs Wellcome's fortunes, to a significant extent, depend on Septran's success as the brand accounts for around 23 per cent of the company's turnover. Moreover, given that the formulation is covered under the Drug Price Control Order, price increases are rare and do not effectively cover the increased input costs.

Adds Chandrasekaran: ``We are trying to work away from over-dependence on any product so that we are able to absorb any shock. The emphasis is to build up newer brands and consolidate in other segments like dermatology, anti-virals etc.''

And where does he see the brand few years down the line? ``Septran is competing in a mature segment, but the typical product life cycle does not apply to pharmaceuticals. All I can say is that there is lots ofgrowth left,'' Chandrasekaran adds. So, is Septran 25 years old or young? Only time will tell.