INTERVIEW

Vagner Pin
from Pfizer

Vagner Pin He started in the pharmaceutical industry in 1995 as an assistant within the marketing department at Parke-Davis. He also worked as a sales rep and returned to the marketing area when he took on the products management in 1998.

He was responsible for Líptor launch, the world's best selling product so far.

He took on the marketing management of the cardiovascular service line and then was promoted to marketing director for Latin America, whose head office is in Mexico.

He came back to Brazil in 2009 where he became the commercial manager.

You have already worked in several departments and in different countries for Pfizer. What's your biggest challenge?

When we leave our country to work, we do not necessarily need to come back. I had the opportunity of coming back to Brazil and work in a different position from the one I used to have over the last 15 years. The biggest challenge is to work and search for opportunities in the commercial area. The commercial area has some challenges and particularities that we can only understand when having daily contact with it.

Marketing has a very important strategic feature, which requires mid/long-term action plans. In the commercial department, actions vary from medium to short-term, and we are exposed to situations that require immediate decisions.

What are the most remarkable differences? What is the best and the worst we have to face when compared to other countries in Latin America?

In the marketing area, the market as a whole is very similar in most countries, except for some small differences. I believe it is hard to make comments from the commercial point of view, because they differ a lot.

Argentina, for instance, has a central point of sale and distribution. In Mexico, the major drugstore chains own basically 40% of the market. We are talking about diverse commercial partners that require approaches and distinct actions. The centralization of businesses in some participants puts you in more difficult situations when trying to defend your interests. It is important to try to establish partnerships where the "win-win" model is really accomplished.

Here in Brazil we also have centralizations but it is possible to try to diversify the business model by establishing both winner partnerships and wholesalers, like in the major chains. We see a new trend in the companies´ market by searching a business model with direct action in medium-sized drugstore chains and major independent PDVs through direct action with "Trade" teams.

Another good example would be the patent protection. The commercial way of acting in countries where such protection does not exist is totally different from the ones where the patent is recognized.

What is your biggest challenge?

As a Commercial Director of a company I understand that the biggest challenge is to be able to meet the company and the market's needs. When a company gives you the chance of acting in a new area it is like it had given you a trust vow. I am supposed to act as efficiently as in the marketing department. Besides, I try to meet the market, customers and partners´ expectancies, always focused on Pfizer interests. This area is based on commercial relationships. It is important to know how to manage both sides: performance in and out of the company.

How do you see the Brazilian pharmaceutical market?

According to financial analysts, Brazil has been though a very positive moment and it includes the pharmaceutical industry market. Brazil is the country within BRIC that owns the biggest oil and gas storage. We have a great potential of growth and this trend tends to grow. However, I believe we still have opportunities of growing from the economic point of view, like the tax reform, so that the country keeps on developing. Taxes affect every market, including the pharmaceutical industry.

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