...|Biocon | Consolidated Financial Performance: | |(Rs. In Crores) | | |2005 |2006 |2007 |2008 |2009 |2010 | |Sales | |Bio Pharmaceuticals |557 |603 |728 |787 |1372 |2036 | |Enzymes |90 |85 |95 |46 |- |- | |Research and Technical Licensing Fees |66 |100 |163 |220 |237 |332 | | | |Total |713 |788 |986 |1054 |1609 |2368 | | | |Other Income |15 |5 |4 ...
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...Page 1 of 1 Biocon forms alliance with Mylan BS Reporter / Bangalore June 29, 2009, 10:27 IST Bangalore-based biotech major, Biocon Limited today announced that it has executed a definite agreement with Mylan Inc, for an exclusive collaboration on the development, manufacturing, supply and commercialisation of mulitple, high value generic biologic compounds for the global marketplace. Through this partnership, Mylan and Biocon will bring together highly complementary capabilities that will significantly advance their efforts to secure a leading position in the emerging generic biologics industry, Biocon informed in a press release today. Commenting on the agreement, Kiran Mazumdar Shaw, chairperson, Biocon said, "Biocon is extremely pleased to have found a partner as strong as Myland to accelerate our work in generics biologics and take it to the next level around the world, especially in regulated markets. I am sure this collaboration will be remarkable success while bringing additional value to Biocon and its shareholders. Monoclonal antibodies are emerging as the most dominant class in biologics. Through this partnership we hope to deliver high quality, affordable bio-generic antibodies and biologics, thereby addressing a critical need to lower spiraling healthcare costs in both the developed and emerging economies." As part of this collaboration, Mylan and Biocon will share development, capital and certain other costs to bring products to market....
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...Kiran Mazumdar-Shaw (born 23 March 1953) is an Indian entrepreneur. She is the chairman & managing director of Biocon Limited a biotechnology company based in Bangalore (Bengaluru), India. ------------------------------------------------- Profile Kiran Mazumdar-Shaw completed her schooling from the city’s Bishop Cotton Girl's High School (1968). She wanted to join medical school but instead took up biology and completed her BSc Zoology Honours course from Mount Carmel College, Bangalore University (1973). She later did her post-graduation as a brewmaster in Malting and Brewing from Ballarat College, Melbourne University (1975). She worked as a trainee brewer in Carlton and United Breweries, Melbourne and as a trainee maltster at Barrett Brothers and Burston, Australia. She also worked for some time as a technical consultant at Jupiter Breweries Limited, Calcutta and as a technical manager at Standard Maltings Corporation, Baroda between 1975 and 1977. She started Biocon in 1978 and spearheaded its evolution from an industrial enzymes manufacturing company to a fully integrated bio-pharmaceutical company with a well-balanced business portfolio of products and a research focus on diabetes, oncology and auto-immune diseases. She also established two subsidiaries: Syngene (1994) to provide development support services as an outsourcing firm for discovery research and Clinigene (2000) to cater to clinical development services. Her pioneering work in the sector has earned...
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...BIOCON – Launching a New Cancer Drug in India Brief Details Biocon who have successfully done the phase 2 trial of their new Cancer drug – Biomab are the first Indian company who have got break through success in the field of Head and neck Cancer drug. They still had to get their phase 3 trial done (which looks like a market norm, though not a legal requirement). Erbitux which was developed by Imclone Systems in US had granted license to Merck to distribute the drug to India. Erbitux had already done 3 phase trial and they have got approval from European and US Drug agencies. They still not have received the approval from India drug authority (DGCI). But the same was expected soon. 1) Launch of BIOMAb Sensing the arrival of Erbitux into the Indian market some of members of Biocon management wanted a fast launch of BioMab. Cancer is a very critical illness and any deficiency in the medicine can be fatal for individuals. So ideally Biocon should first go for 3rd phase trial, check the competency of the product and then go for launch. They should not look for a short term advantage of being first entrant. Since of their product face any rejection (or have any drawback), it can be devastating on the reputation of the company. This can dampen the company’s image which can badly go against them. So it would be a better option for them to complete the 3rd phase trial of the product and then go ahead. Parallely even their marketing strategy was not ready for the product so it made...
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...For the first 19 years of its existence, Biocon primarily manufactured enzymes. However, around mid-1990s, with the decline in demand for enzymes, Biocon starting developing its growth strategy into other markets. They recognized the increased demand for outsourced R&D in the pharmaceutical sector and created a subsidiary, Syngene International, in 1994 to develop globally competitive process technology. The company also identified the biopharmaceutical market and generic drugs as their entry point to produce pharmaceuticals. They decided to leverage their fermenting expertise to produce generic pharma molecules. In 2001, after gaining independence from Unilever, Bicon began to develop and establish its brand positioning. It became the first company to be approved by the U.S. to manufacture statins that could be distributed in the U.S., eventually gaining a 15% to 20% U.S. market share. But when Statins’ prices started to wane, Biocon, remaining true to its growth strategy, entered the higher-price-fetching insulin market. Their brand positioning worked well for them as they were the only Bio-tech company that could meet India’s market demand. The company simultaneously developed its marketing strategy and skills from scratch. Also the point-of-difference with their only competitors in India, Novo and Eli Lily, was the 20% to 30% price difference in favor of Biocon. They quickly gained 10% of the Indian market and 25% to 30% of new insulin prescriptions. Anticipating the...
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...08-081 November 4, 2008 Biocon India Group Archana Kalegaonkar, Richard Locke, Jonathan Lehrich “Earn as you learn.” For 25 years this unofficial philosophy had served Biocon well. Starting out in the enzyme business in 1978, the Bangalore-based firm had gradually expanded into the pharmaceutical industry. Expertise in manufacturing enzymes led to mass production of generic drugs, which in turn gave Biocon the experience to establish Syngene, a subsidiary contract research organization (CRO) serving the global pharmaceutical market. At each stage Biocon had built on both its recently developed capabilities and the political, biological, intellectual, and financial benefits of the Indian environment to move into new areas of opportunity. By early 2003, Biocon had parlayed earning and learning into a firm that boasted 800 employees and annual revenues of US$75 million. Yet the time had come to consider whether this growth model was reaching its limits. In the eyes of Biocon India Group’s Managing Director, Kiran Mazumdar-Shaw, Biocon’s newest subsidiary, Clinigene, seemed an ideal way to capitalize on the company’s technical strengths by offering services in clinical trials. There was concern, however, that Clinigene could also be an enormous distraction, consuming precious resources in an area in which Biocon had little direct experience. Moreover, if Clinigene did prove profitable, its very success could be a Pyrrhic victory: the subsidiary could rapidly...
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...Strategic Management Biocon – Term Paper Name: Naresh.N Section: B Semester : 3rd Batch : 2011-2013 PES Institute of Technology 2012 1/1/2012 INTRODUCTION Industry Biotechnology Founded 1978 Founder(s) Kiran Mazumdar-Shaw Headquarters Bangalore, India Biocon Limited (BSE: 532523) is a global biopharmaceutical company with products and research services ranging from pre-clinical to clinical development through to commercialization.[ref 1] Within biopharmaceuticals, the Company manufactures generic active pharmaceutical ingredients (APIs) like Statins and Immunosuppressants that are sold in the developed markets of the United States and Europe. It also manufactures biosimilar Insulins, which are sold in India as branded formulations and in both bulk and formulation forms. Located with R & D in Bangalore and API unit in Hyderabad, India, Biocon has two subsidiaries— Syngene, a custom research organization, and Clinigene, a clinical research organization. Biocon’s presence straddles four main therapeutic areas—Diabetology, Cardiology, Nephrology and Oncology. History Biocon is a fully integrated healthcare company that delivers innovative biopharmaceutical solutions. November 29, 1978 Biocon India is incorporated as a joint venture between Biocon Biochemicals Ltd. of Ireland and an Indian entrepreneur, Kiran Mazumdar-Shaw. 1979—Becomes the first Indian company to manufacture and export enzymes to...
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...1978 Biocon’s Founding Day - the start of a biorevolution in India. Over the years, Biocon has evolved from an enzyme-manufacturing company into a fully integrated biopharmaceutical enterprise. Today, we leverage a formidable combination of proprietary fermentation technologies and research skills to develop affordable therapy for unmet medical needs Biocon India is incorporated as a joint venture between Biocon Biochemicals Ltd. of Ireland and an Indian entrepreneur, Kiran Mazumdar-Shaw 1979 Biocon is the first Indian company to manufacture and export enzymes to USA and Europe 1989 Unilever plc. acquires Biocon Biochemicals Ltd. in Ireland and merges it with its subsidiary, Quest International Biocon is the first Indian biotech company to receive US funding for proprietary technologies 1990 Biocon scales up its in-house research programme, based on a proprietary solid substrate fermentation technology, from pilot to plant level 1993 Biocon's R&D and manufacturing facilities receive ISO 9001 certification from RWTUV, Germany 1994 Biocon establishes Syngene International Pvt. Ltd. as a Custom research Company (CRC) to address the growing need for outsourced R&D in the pharmaceutical sector 1996 The commercial success of Biocon's proprietary fermentation plant leads to a 3-fold expansion Biocon leverages its technology platform to enter biopharmaceuticals and statins 1997 Biocon spearheads initiatives in human healthcare through a dedicated manufacturing facility...
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...(Cover Page) “PROJECT ON “SUCCESS STORY OF AN ENTREPRENEUR – KIRAN MAZUMDAR” Master of Commerce Semester – III (2014-2015) Submitted In Partial Fulfillment of the requirements For the award of degree of M.Com By Arati Sachidanand Mishra Seat No. _86_ Tolani College of Commerce Sher – E – Punjab society, Andheri (East), Mumbai – 400 093. PROJECT ON “SUCCESS STORY OF AN ENTREPRENEUR – KIRAN MAZUMDAR” Master of Commerce Semester – III (2014-2015) Submitted In Partial Fulfillment of the requirements For the award of degree of M.Com By Arati Sachidanand Mishra Seat No. _86_ Tolani College of Commerce Sher – E – Punjab society, Andheri (East), Mumbai – 400 093. CERTIFICATE This is to certify that Arati Sachidanand Mishra of M.Com. Semester III (2014–2015) has successfully completed the project on “Success Story of an Entrepreneur- Kiran Mazumdar” under the guidance of Prof. Mahalaxmi Ramaprasad. Project Guide: - ___________________ Course Co-Ordinator: - ___________________ External Examiner: - ___________________ Principal: - ___________________ DECLARATION I, Arati Sachidanand Mishra the student of M.Com.Semester III (2014-2015) hereby declare that I have completed the project on “Success Story of an Entrepreneur- Kiran Mazumdar” in the course (Entrepreneurship Management). The information submitted is true and original to the...
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...1) Assume Biocon receives approval for BIOMab, should it launch the drug immediately or conduct phase 3 trials before launch? Elaborate on the various elements of your action plan. Biocon should launch the drug immediately because a number of obstacles have already been overcome: first being the approval from the regulator as the number one obstacle; second being the very positive outcome of Phase 2 tests on patients with Head and Neck Cancer and; thirdly, it has broken the price barrier by being significantly cheaper for patients by requiring only 6 doses instead of an indefinite number of doses for other drugs. A competing drug Erbitux had already passed phase 3 and would soon be introduced in India. Hence, BIOMab should launch immediately to capitalize on the positive publicity of being the first to launch in India. The channel infrastructure was favorable to Biocon as there were only a few oncology centres in India, which means that it will make phase 3 trials cost effective and relatively easy to monitor. As Biocon also has good relationships with doctors at the cancer centres, we can start the use of BIOMab at the cancer centres very quickly. The next channel to target would be the leading 100 oncologists out of a total of 300 in India. The relatively small size of the channels meant that it would not be too much of a challenge for Biocon’s sales reps. The key advantages of BIOMab would be the straightforward 6 dose treatment cycle which would simplify the process...
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...[pic] Biocon – India’s Own home grown Biotech Company Prepared by: Zepheny Ferrow Roll no: 2213 MBA Eve – II Subject: Seminar Course on ETHICS Guide: M/s DIKSAH SISODIA Index |Title |Page No. | |Abstract | | |Brief Introduction | | |Ethical Issues | | | | | | | | | | | | | | Abstract The paper discusses the evolution and growth of Biocon in recent years. It focuses on the Alternative business models key...
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...WOMEN ENTREPRENEURSHIP OF INDIA. A report prepared on the topic with the help of the below mentioned studies: * Empowering Women through Entrepreneurship: A study in Tamil Nadu, India -Geetha Sulur Nachimuthu and Barani Gunatharan. * Entrepreneurship Challenges and Opportunities in India - Dr.N. Santhi and S. Rajesh Kumar. * Some Critical Issues of Women Entrepreneurship in Rural India -VIJAY KUMBHAR (Department of Business Economics Dhananjayrao Gadgil, College of Commerce, India). * Women Entrepreneurship in India: Opportunities and Challenges- Gurendra Nath Bhardwaj, Swati Parashar, Dr. Babita Pandey. * Women Empowerment through Entrepreneurship: A Case Study of Guwahati Municipal Corporation- Marami Das, Faculty Member, Swadeshi Academy Jr. College Research Scholar, CMJ University, Shillong . INTRODUCTION: Women, the female member of the family is the backbone of emotional support who holds the family together. Social and economic development of women is necessary for the welfare of the society and also the Nation in turn. India being a well male dominated country, women are always considered backward and are not allowed to have various privileges. Many religions, even today, do not allow the women of the family to communicate with the rest of the world. Development of women would prove to be very positive in development of the Nation. The term “entrepreneurship” comes from the French verb “entreprendre” and the German word “unternehmen”...
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...Top 10 Pharmaceuticals in India, as of 2010[update] | Rank | Company | Revenue 2010 (Rs crore) | Revenue 2010 (Rs billion) | 1 | Ranbaxy Laboratories | 4,198.96 | 41.989 | 2 | Dr. Reddy's Laboratories | 4,162.25 | 41.622 | 3 | Cipla | 3,763.72 | 37.637 | 4 | Sun Pharmaceutical | 2,463.59 | 24.635 | 5 | Lupin Ltd | 2,215.52 | 22.155 | 6 | Aurobindo Pharma | 2,081.19 | 20.801 | 7 | GlaxoSmithKline | 1,773.41 | 17.734 | 8 | Cadila Healthcare | 1,613 | 16.13 | 9 | Aventis Pharma | 983.80 | 9.838 | 10 | Ipca Laboratories | 980.44 | 9.8044 | Major players [edit] Ranbaxy Laboratories Ranbaxy is the leader in the Indian pharmaceutical market, taking in $1.174 billion in revenues for a net profit of $160 million in 2004. It was the first Indian pharmaceutical to have a proprietary drug (extended-release ciprofloxacin, marketed by Bayer) approved by the U.S. FDA, and the U.S. market accounts for 36% of its sales. 78% of Ranbaxy’s sales are from overseas markets; its offices in 44 countries manage manufacturing in 7 countries and distribution in over 100. IMS Health estimated that Ranbaxy is among the top 100 pharmaceuticals in the world and that it is the 15th fastest growing company. By 2012, Ranbaxy hopes to be one of the top 5 generics producers in the world, and it consolidated its position with the purchase of French firm RGP Aventis in 2003. Ranbaxy also has higher aspirations, however, “to build a proprietary prescription business in the advanced markets...
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...HPT – Final Report HPT – Final Report 2012 Arvind Padmanabhan 1253177 2012 Arvind Padmanabhan 1253177 Contents Introduction 2 About the company 3 Policies and practices 3 HPT Characteristics 4 Selection 4 Trust 5 Constructive Conflict 6 Compelling Purpose 7 Reward 7 Coaching 8 Conclusion 9 Bibliography 10 Introduction I will be discussing about my previous company where in they did succeed in creating a high performance team. This was done because we had acquired a company and it was in period where there was a demand for a particular formulation of medicine which could be only made in the newly acquired plant. The plant which was acquired had many problems. For starters did was not in function for almost a year and the machinery was outdated. There was problem of getting manpower since the plant was situated outside the city. The period in which this was acquired was the vacation period and most of the employees had planned to take long holidays. The chairman of the company had given a public statement that she will be getting the plant operational within 6 months and she expected a 30% increase in profits by doing so. During the same time there was a Bird flu epidemic in India and we were one of those companies which had the formulation to treat such flu. The government of India had sent orders to the company to start producing these medicines because they expected many people to suffer this disease. It was then decided to make...
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...Presentation of Lesofat Print Ad History/Background Orlistat is a popular medication for weight loss support as they work by blocking the fats consumed by an individual. About one third of fat is prevented from being absorbed by the body and is flushed down via large intestines. Hence, with less consumption of fats and calories, an ideal body weight is eventually achieved. Back then the only Orlistat medication available was Xenical. But at the end of its patent in 2009, trade names including Olistat (Biocon), Obitrol (Micro Carsyon) and Orstat (Windlas) have been available in the market. Lesofat is recognized as a cheap alternative for Xenical (costing around 35 php pero pill, while Xenical costs 41 php) and can be used by 18-year olds and above. Like Xenical, it is an over-the-counter drug available in 60mg and 120mg capsules. One capsule is taken three times a day with food or within one hour after a meal. Intake is not necessary if a meal is missed or if food does not contain fat. ------------------------------------------------- Knowing the background of the Orlistat supplement will make one aware of its strength and intense after-effects, which, nevertheless, is effective. However, the print ad presented contains some misleading elements. The use of an anti-obesity agent such as Lesofat and other Orlistat equivalents will be effective but will only work for a while. Some may even gain extra pounds after Lesofat treatment.1 Also, the Lesofat capsules –...
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