...Information Inside Back Cover Disclaimer Statements in this Management Discussion and Analysis describing the Company s objectives, projections, estimates, expectations, plans or predictions or industry conditions or events may be forward looking statements within the meaning of applicable securities laws andregulations. Actual results, performance or achievements could differ materially from those expressed or implied. Important factors that couldmake a difference to the company s operations include global and Indian demand supply conditions, finished goods prices, feedstock availability and prices, and competitors pricing in the Company s principal markets, changes in Government regulations, tax regimes, economic developments within India and the countries within which the Company conducts...
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...The sector overview and Major players The Indian Pharmaceutical industry is highly fragmented with about 24,000 players (around 330 in the organised sector). The top ten companies make up for more than a third of the market. The Indian pharma industry (IPM) grew by 16% YoY in 2012 to ` 629 bn. It accounts for about 1.4% of the world's pharma industry in value terms and 10% in volume terms. Besides the domestic market, Indian pharma companies also have a large chunk of their revenues coming from exports. While some are focusing on the generics market in the US, Europe and semi-regulated markets, others are focusing on custom manufacturing for innovator companies. Biopharmaceuticals is also increasingly becoming an area of interest given the complexity in manufacture and limited competition. The drug price control order (DPCO) continues to be a menace for the industry. There are three tiers of regulations – on bulk drugs, on formulations and on overall profitability. This has made the profitability of the sector susceptible to the whims and fancies of the pricing authority. In connotation, with pricing policy of 354 drugs, NLEM (National list of essential medicines) was released, which covered the list of the drugs which the authority intends to put under price control. The policy has been stiffly opposed by the pharmaceutical industry. Introduction of GDUFA (Generic drug user fee Act) in US. As per this act, the generic companies are required to pay user fees to USFDA, for...
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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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...includes research articles that focus on the analysis and resolution of managerial and academic issues based on analytical and empirical or case research International Marketing Strategies in India: An Application of Mixed Method Investigation Prathap Oburai and Michael J Baker Executive Summary KEY WORDS International Marketing Strategy Grounded Theoretic KEY WORDS Approach Privatization Case Research Methodology Indian Banking Internationalization drives and export orientation are prominent in the organizational strategies of a number of leading Indian firms and multinationals located in India. This is a significant indicator of the growing competitiveness of firms, industries, and the nation. This paper examines the sources of competitive advantage in a few selected sectors and firms and explores the internationalization possibilities and potential. International marketing strategies are complex and tend to vary widely across nations, industries, and firms. The elements that form the ingredients of international strategies are numerous and their importance is tightly interwoven to contexts. With a view to enrich the existing body of international marketing theory, the authors investigate the international marketing strategies adopted in 12 different business sectors in India in an attempt to explore and explain the similarities and differences found in this varied set of industries. The examples span the old economy industries such as the assembly and manufacturing...
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...Chapter 3 SMEs IN INDIA: ISSUES AND POSSIBILITIES IN TIMES OF GLOBALISATION Keshab Das Abstract With an impressive history of small firm development policy, in post-Independence India SMEs dominate the industrial scenario through its contribution to generation of employment and income as also tackling the problem of regional disparities. Given the imperatives of globalization, although in certain sectors strong external orientation could be observed even by the early 1980s, it is since 1991 that the small firm policy (and since late 2006, for the MSMEs, including the ‘medium’ for the first time) in India has been keenly pursuing policies that emphasize the importance of internationalization, trade and inter-dependence in the spheres of innovation, learning, market and business strategies. An examination of the performance of the small enterprises has been attempted here, underscoring the. unimpressive performance and composition of exports and the widespread efforts at SME cluster promotion without a sound regional development perspective. Despite an elaborate and dynamic policy framework, the progress of Indian SMEs continues to be hindered by some of the basic constraints as poor credit availability, low levels of technology (hence, low product quality and limited exportability) and inadequate or no basic infrastructure, both physical and economic. It is too early to assess the impact and effectiveness of a plethora of new policy measures, announced very recently. Through a...
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...Department of Technology Management and Innovation MG 7953 Global Innovation Fall 2014 Professor: Tom Helling Saturday @ 1:30-6:00 pm (see dates of class per session dates below) Contact Details: th930@nyu.edu 917-593-0946 (mobile) Course Description: This course focuses on the global dimension of technology-enabled innovation. Topics covered include: motivation for a global business outlook, how to proactively access global sources of innovation, coordination and organization of innovation-oriented activities around the world, new product development on a global basis, the role of revitalized global R&D, the growing of prominence of IT, virtual organizations and e-Business, and the increasing role of alliances and linkages with customers, suppliers, and other third parties. Course Structure: This course introduces the latest and most relevant thinking, research and best practices, with an emphasis on learning based on the experiences of actual firms around the world. Individual and team-based project work is an important part of this course. We will be discussing a number of research papers, case studies and relevant reading material during this course. Class interaction is vital to understanding many of the central themes and issues in the area of global innovation. Textbooks: Reverse Innovation, Govindarajan and Trimble, 2012 ISBN-10: 1422157644 ISBN-13: 978-1422157640 The Innovator’s Dilemma, Christensen, 2011 ISBN-10: 0062060244...
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...CLUSTER DEVELOPMENT: THE INDIAN EXPERIENCE Prof P Bala Bhaskaran Evolution of Clusters Birds of the same feather, flock together. This must have been the dictum that brought similar enterprises together through the ages. The process of clustering of enterprises and economic activities has been happening across the globe; only the type, scale, scope and timing have been different. In the early stages the driving factors1 were • proximity to raw materials • presence of customers and markets • presence of skilled labour • presence of business development or support services The process of clustering envisages coming together and acquiring some sense of economies of scale as well as acquisition of competitive advantage. It also signified an early stage symptom of industrialization. Once the member entities in a cluster have grown big then the cluster is perhaps less relevant; when they were small they needed the support of each other to achieve economies of scale and the competitive advantage. Developing countries need to look at this process and carefully nurture clusters; this is one of the methods of ushering in industrialization, economic development and growth. India, like other developing countries have been giving fair amount of attention in this direction. Context of SMEs in India Small and Medium Enterprises [SMEs], through their ubiquitous presence have a significant role in the economy. They are responsible to usher in the industrial culture and the process of industrialization...
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...History November 29, 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...
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...Promoting Urbanization and Smart Cities Cluster With rapid urbanization in India, and development of cities as economies of agglomeration, it is critical for Indian urban centers and cities to serve as knowledge and innovation hubs to attract investment and raise productivity. With rapid urbanization impacting strategic thinking around GVCs, investment in smart cities as demand and supply centers will play a key role in the GVC ecosystem. Appropriately, cities should be perceived and developed as innovation centers with localized and customized value chains, by leveraging and promoting agile SMEs. Broad focus on urban clusters can be classified as: • Developing core physical infrastructure that connects people to energy, water and other services, and to markets; • Policy and Regulations: Budgetary and business environment policies focusing on less-restrictive regulations for flow of goods, services, capital and labour and Foreign Economic Policies to promote cluster economic activity, and FDI; • Building institutions for social capital; • Strengthening political and legal system of city...
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...Theories of international trade and investment Classical Theories (Why do nations trade?) Mercantilism and Neomercantilism: Mercantilism - A belief popular in the 16th century that national prosperity results from maximizing exports and minimizing imports Neomercantilism - The idea that the nation should run a trade surplus - Supporters includes: Labor unions (who want to protect domestic jobs) Farmers (who want to keep crop prices high) Some manufacturers (that rely on exports) Free trade - The absence of restrictions to the flow of goods and services among nations Leads to: - More and better choices for consumers and firms - Lower prices of goods for consumers and firms - Higher profits and better worker wages (because imported input goods are usually cheaper) - Higher living standards for consumers (because their costs are lower) - Greater prosperity in poor countries Absolute advantage principle - A country should produce only those products in which it has absolute advantage or can produce using fewer resources than another country - i.e. France could employ more of its resources to produce cloth Germany could employ more of its resources to produce wheat Labor cost in days of production for one ton: One ton of: France 30 40 Germany 100 20 Comparative Advantage Principle - Country, location specfic - The foundation concept of international trade that answers of how nations can achieve and sustain economic success...
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...Pharmabiz :: Vision of India as pharma power house in 2020 Page 1 of 3 Search Here Search Home Editorial Services Interview Q&A Chronicle Specials ePharmail Archives Join Pharma | Login Home > Chronicle Specials News + Font Resize - Vision of India as pharma power house in 2020 Nandita Vijay, Bengaluru Thursday, December 15, 2011, 08:00 Hrs [IST] The Indian pharma industry has gained significant global presence in the last few years and has been competing with other major countries on equal terms. Its remarkable growth can be attributed to its ability to rapidly access and adopt new technologies and also to its success in evolving an effective mechanism to strengthen research and development. The industry's advanced manufacturing facilities have earned laurels from global regulatory authorities. As a result, the world today turns to the Indian pharma industry not only for high-quality and low-cost generic drugs, but also for in-licensing and out -licensing of drugs. The robust Indian pharma industry today produces a range of formulations, has the expertise for active pharmaceutical ingredients (APIs) and sees significant opportunities for value-creation. Hence, the theme of the 63rd edition of IPC, ‘Pharma Vision 2020: India: The Pharma Power house’, encapsulates the present stature of the Indian pharma industry. India, the pharma power house India ranks third in terms of manufacturing pharma products by volume and 14th in value terms...
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...Introduction (say what are you going to write in this answer. You may mention the main sections you are going to have in your answer [such as 'theoretical discussions', 'critical discussions'] - “The contribution by Porter (1990) on the competitive advantage of nations has led to an extensive discussion among academics and practitioners on the sources of international competitiveness (Grant, 1991; Gray, 1991). However, in order to understand why so much emphasis is placed on the diamond framework in the management literature, this essay will discuss Porter’s concept of the Diamond and the factors that contribute to the development of national competitive advantage. This paper will begin with a theoretical approach followed by the reception of different authors and schools of thoughts who disagreed with his management thinking, and then goes on to consider empirical issues which have arisen subsequently, followed by a conclusion.” Theoretical Discussions (explain the 'main theory' [such as 'Late/Early industrialization', 'Managerial enterprise', 'Weber's theory about impacts of culture'] in this question) - “Porter’s theory of national competitive advantage is based upon a study of the characteristics of the national environment which identifies four sets of variables, and an additional two, which influences a company’s ability to establish and maintain competitive advantage within international markets. These interacting determinants are: factor conditions; demand conditions;...
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...|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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...Priority Sector Schemes- a) Credit assistance to women entrepreneurs in tiny and SSI sector b) Credit Assistance to women beneficiaries in other Priority Sector Schemes c) Credit facilities to women entrepreneurs under various Govt. sponsored schemes like -Prime Minister's Rozgar Yojana(PMRY) -Swarnjayanti Gram Swarozgar Yojana(SGSY) -Swarnjayanti Shahari Rozgar Yojana(SJSRY) -Differential Rate of Interest Scheme(DRI) -Micro Credit to Self-Help Groups(SHGs) PNB Finance for Women (Including Housewives) [pic] PNB enables housewives and other ladies to supplement family incomes and to use their spare time profitably through this scheme by taking up projects as artisans, or under village and cottage industries, SSI, small business and retail trade. Industrial projects requiring higher assistance may also be considered under the scheme of financing small-scale industries. Eligibility Any Woman/Housewife, 18 years of age and above, living at a place for more than 6 months, who has not been a member of any industrial co-operative society and not indebted to any cooperative or state agency. |Amount of loan | | |[pic] | Need based, subject to ceiling of Rs.25,000/- per borrower for purchase of machinery/equipment etc. and meeting...
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...[pic] Course Syllabus Managing International Business Graduate Program in General Management Class of Executive July 2008 Course Leader: Handry Satriago Oct 2009 – Feb 2010 IPMI Business School Graduate Program The Indonesian Institute for Management Development Jakarta, Indonesia Course Name : Managing International Business (MIB) Class : Executive Program, July 2008 Facilitators : Handry Satriago (Course Leader) Guest Speakers : Subject to confirmation from the guest speakers - Riri Riza/Mira Lesmana, MILES Film (Session 5) Topic: Indonesia Movie Industry - Richard Matalon, President Director L’Oreal Indonesia (Session 12) Topic: L’Oreal strategy entering Indonesia - Vikram Reddy, GM Four Seasons Hotel Jakarta (Session 16) Topic: Four Seasons Global Strategy Background Companies today confront an increasing array of choices of markets, of locations for value adding activities, and of modes of crossing borders. This course focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Operation in an international environment gives the manager access to new markets, additional natural resources, and low-cost-factor...
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