...marketing strategy is work by multinational pharmaceutical Companies .It is now high-end (rather than adaptive) development that is being carried out by leading companies. And, increasingly, other companies are finding themselves competing against, or working with, new innovation-based companies. My study focuses on the processes and outcomes of globally distributed pharmaceutical companies. This article will present the changing marketing strategies when a pharma company shifts from Acute base to Chronic therapy base. This research paper will also give an insight about shift in supply chain process and customer and end-customer perception which is the base of formulation of different marketing strategies. Key Words: Acute, Chronic, Core, Super Core, Closing stock, Inventory, Push, Pull, End-customer, Core customer, SKUs, SAP, ERP, Primary Sales, Secondary Sales. 1.INTRODUCTION: The pharmaceutical industry is the world’s largest industry due to worldwide revenues of approximately US$2.8 trillion. Pharma industry has seen major changes in the recent years that place new demands on payers, providers and manufacturers. Customers now demand the same choice and convenience from pharma industry that they find in other segment. Indian Pharmaceutical Industry is poised for high consistent growth over the next few years, driven by a multitude of factors. Top Indian Companies like Ranbaxy, DRL, CIPLA and Dabur have already established their presence. The pharmaceutical industry is a knowledge...
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...Change Management case study: Health line Pharmaceuticals is one of the traditional family run medium size company doing business in Thailand. Started by Hirati Mioka in 1973, the company expanded steadily till 1997 by launching new products across Thailand and in different parts of Malaysia, Vietnam, Myanmar, Bangladesh, Indonesia and Philippines. The company has the core competency in making generic drugs for the entire nation. However, with the entry of the large global multinationals in the region like UK based Glaxo Smithkline, Germany based Novartis, India based Sun Pharma, China based Hepa link Pharmaceutical etc., the company started facing difficulty. From 1973 till 1990, the business of Health line grew at the rate of 23% on an average per year, which increased to the level of 31-33% per annum till 1997. However, this phenomenal growth started declining since 1999. During 1999-2010, the growth rate reduced to only 6%-7% per annum. By 1986, the next generation of Mioka family took over the helm of affairs of the company, who were more radical and liberal minded than their ancestors. They were western qualified and had the exposure to modern medicine and pharma research, being held in USA and Europe. They had close interaction through professional channels with some of the greatest pharmaceutical entrepreneurs of Asia such as Li Li of Hepa link Pharmaceuticals, Dilip Sanghvi of Sun Pharmaceuticals etc. However, this second generation could not come out of their legacy...
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...NATURAL PROGRESSION Annual Report 2010-11 Acme Plaza, Andheri - Kurla Rd, Andheri (E), Mumbai - 400 059. Tel : 91-22-66969696 Fax: 91-22-28212010 www.sunpharma.com Final - Resize Sun pharma Cover.indd 1 13/08/2011 8:13:09 PM CONTENTS Natural Progression Lines depicting steps—incremental 02 Key Performance Indicators 03 Ten Year Financial Highlights change, gradual growth, lines sloping 04 Management Discussion and Analysis upwards. Innumerable such steps adding 22 Directors’ Report up, to form a smooth growth pattern when seen from a distance. Progress shown with 25 Annexure to Directors’ Report lines racing to the distance, to infinity. The 28 Auditors’ Report cover shows an artist’s interpretation of the company’s progress 32 Balance Sheet 33 Profit and Loss Account 34 Cash Flow Statement 69 Corporate Governance 83 Auditors’ Report Consolidated 84 Consolidated Balance Sheet 85 Consolidated Profit and Loss Account 86 Consolidated Cash Flow Statement 111 Statement Relating to Subsidiary ompanies Corporate 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...
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...www.pwc.com/us/pharma Aspiring giants How small pharmas can drive to $1 billion — and beyond PwC’s PRTM Management Consulting Aspiring giants Executive summary Amid the volatile blend of opportunity and challenge that characterizes the global pharmaceutical industry, only a few small companies have managed to catapult their revenue over the $1 billion mark over the past two decades. Whether they chose to expand their therapeutic area focus and product portfolios, enter new geographies, or grow their core business, these aspiring giants pursued three distinct strategies to jump-start growth: Leveraged core product and technology capabilities to launch differentiated products Used mergers and acquisitions to gain new products and/or expand geographic presence Built a strong, stable leadership team armed with a compelling vision and relentless drive The experiences of these winning companies offer lessons for today’s smaller pharma companies harboring the ambition to reach the $1 billion revenue mark. To achieve this milestone, these companies will need to excel in three areas: expanding a core area of expertise to deliver niche and valueadded products, adopting an acquisition and partnering mindset to expand product offerings and geographic presence, and attracting and retaining talented leaders. Focusing on these fronts can help position a pharma company to become a growth leader—rather than merely a follower—in tomorrow’s...
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...Project Presentation on Dr Reddy’s Laboratories Group 4: Abhishek Aggrawal Anik Bairagi Nishant Sawan Kumar Varun Saini 1 0911074 0911079 0911109 0911127 0911138 Global Pharmaceutical Market - Overview The increasing generics share and shift of the industry towards emerging markets is causing margin pressure on global pharma players and forcing them to invest in these new markets Global Pharmaceutical Market The pharmaceutical market was $ 820Bn in Other Patented 86% 83% 81% 79% 2009, growing at a CAGR of 9% over 200309 Generics is growing at double the rate of the Generics 2004 2006 2008 2010E total industry (18% CAGR), while Patented drugs market is growing at 7% India 1% Geographical Market Share Middle Africa 1% East 1% CIS 2% Others 12% US 42% Top 10 countries account for 73% of sales US accounts for 42% of the world sales While the US sales are growing at only 1-2% CAGR, growth in emerging markets is over 10% Latin America 6% South East and East Asia 6% EU 29% Source: Centrum Research Report on Pharma Industry 2009; 2 Key Growth Drivers for Global Pharmaceutical Market 1 Sluggish Growth in Mature Markets Economic slowdown leading to reduced healthcare spending Top brands’ patent expiries and very few new product launches Decentralization of government healthcare budgets. High healthcare expenditure by government 2 Faster Growth in Emerging Markets Broader public and private...
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...pharmaceutical industry is estimated at $8 billion in 2013 and had been growing at an average rate of 8–9 %. The industry was highly fragmented with more than 1000 players out of which 30% of market was controlled by top ten companies and the rest of 70% by small companies. The Global pharmaceutical industry was estimated at $ 600 billion in 2013. Indian pharmaceutical industry has become more innovative and enterprising with more investment in R&D especially since the WTO agreement was signed. Indian drug makers command 10 per cent share in the USD 30 billion US generic drug market and also has the highest (over 150) US Foods & Drug Administration (FDA) approved facilities. US accounts for one-fourth of the Indian drug exports. The share of Indian pharma companies in the total approvals for generic drugs called Abbreviated New Drug Application (ANDA) has risen steadily. From 32 per cent in 2009, it went up to 38.5 per cent in 2013. Increasing share of Indian companies in total ANDAs approved by the USFDA can be attributed to increase spending by them for research and development (R&D) activities. As per CMIE’s database, the industry’s R&D expenses to sales ratio jumped to around five per cent in 2012-13 from around three per cent in 2003-04. The export of drugs from India is expected to grow by 4.2 per cent to USD 15.2 billion in 2013-14. Around USD 16.3 billion of drugs are likely to be shipped from the country in 2014-15. This translates into a growth of 7.3 per cent. In 2015-16, drug...
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................... 85 Consolidated Cash Flow Statement ................. 86 At work The cover depicts an artist’s representation of a gyroscope. Encyclopedia Britannica says the 19th C French physicist Foucault gave the name gyroscope to a wheel or rotor mounted in gimbal rings. Such a spinning wheel maintained its original orientation in space regardless of the Earth’s rotation, which made it ideal as a direction indicator. Gyroscopes are used in compasses and automatic pilots on ships and aircraft, in the steering mechanisms of torpedoes, and in the inertial guidance systems installed in space launch vehicles, ballistic missiles, and orbiting satellites. The steadfastness of the gyroscope is quite like the philosophy we work by at Sun Pharma. Staying the course, steady and consistent, despite external challenges. Staying steadfast to our values, that of service to the customer, focus on quality and innovation, of delivering value to the shareholder. We’ve stayed the course, true to the tasks at hand, affecting corrections and putting into place plans for the longer term even as we balance priorities for the short, medium and long term. Staying loyal to our own true north....
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...Pharmaceuticals and Life Sciences Global pharma looks to India: Prospects for growth Table of contents Introduction 03 Background 04 A fast growing economy An expanding pharmaceutical market Government-provided healthcare improving, but private healthcare dominates Domestic market overview 09 Background Consolidation underway, despite challenges Contract manufacturing Vaccines Over the counter market holds significant potential Reaching the untapped rural market Growing Research & Development 15 Overview Clinical trials Biotech and biosimilars on track for growth Other growth areas Bioinformatics 20 Stem cell research Medical devices Global Pharma’s evolving business models and options in India 23 Background Export-oriented business (Contract Research and Manufacturing Services) Licensing Franchising Joint ventures Wholly-owned subsidiaries Practical concerns 27 Infrastructure Tax environment Counterfeiting Intellectual property Conclusion 30 Related reading: Pharma 2020 31 References 32 Acronyms 38 Introduction The pharmaceutical industry’s main markets are under serious pressure. North America, Europe and Japan jointly account for 82% of audited and unaudited drug sales; total sales reached US$773 billion in 2008, according to IMS Health. Annual growth in the European Union (EU) has slowed to 5.8%, and sales are increasing at an even more sluggish rate...
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...Term Paper Report On Competitive Marketing Policies & Strategies Of Pharmaceutical Products in Bangladesh Submitted to Mr. Abdus Samad Chowdhury Senior Management Councilor Bangladesh Institute of Management Submitted By MD. MAHAFUZUR RAHMAN ID: 14MM028 Post Graduate Diploma In Marketing Management Date of Submission 21-12- 2014. Bangladesh Institute of Management Department of Marketing Management Letter of Transmittal December 21, 2014 Mr. Abdus Samad Chowdhury Bangladesh Institute of Management Subject: Request to accept my term paper report on competitive marketing policies & strategies of Pharmaceutical Products in Bangladesh. Dear Sir, I have given a topic on “Competitive Marketing Policies & Strategies of Pharmaceutical Products in Bangladesh” for writing a term paper for presentation, collection of primary data and secondary data. To do so, we sought the relevant information from books, newspaper and websites. We also went to many respondents who are closely related this entire process. I tried to collect all possible information and make this paper acceptable to all but there can be still existing mistake. So we like to request you to consider if any fault is found in this paper. Finally I would like to request you to accept our paper and permit us to present it before the panel of experts. Yours Sincerely Md. Mahafuzur Rahman Roll No : 14MM028 Post Graduate Diploma in Marketing Management. Bangladesh...
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...Investment Valuation Assignment On Altman’s Z-Score Submitted By: A Sreekanth Vidyasagar Garvit Sharma A Dixit Altman Z-score The Z-score formula for predicting bankruptcy was published in 1968 by Edward I. Altman, who was, at the time, an Assistant Professor of Finance at New York University. The formula may be used to predict the probability that a firm will go into bankruptcy within two years. Z-scores are used to predict corporate defaults and an easy-to-calculate control measure for the financial distress status of companies in academic studies. The Z-score uses multiple corporate income and balance sheet values to measure the financial health of a company. Z score bankruptcy model: Z = 1.2X1 + 1.4X2 + 3.3X3 + 0.6X4 + .999X5 Explanation X1: The Working Capital/Total Assets (WC/TA) ratio is a measure of the net liquid assets of the firm relative to the total capitalization. Working capital is defined as the difference between current assets and current liabilities. Ordinarily, a firm experiencing consistent operating losses will have shrinking current assets in relation to total assets. Altman found this one proved to be the most valuable liquidity ratio comparing with the current ratio and the quick ratio. This is however the least significant of the five factors. X2: Retained...
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...Industry Snapshot The Indian pharmaceutical industry is highly dynamic and offers great opportunities for both domestic and foreign companies. The industry is estimated to have generated revenue worth US$ 13.1 billion in FY 2011, according to a new Research and Market’s report, “Indian Pharma Sector Forecast 2014.” India will emerge as a leading global player in pharmaceutical industry by 2020, securing a place among the top five major global markets, according to Ikon Marketing Consultant (IMC). Also, Associated Chambers of Commerce and Industry (Assocham) has said it expects the Indian pharmaceutical industry to reach US$ 20 billion by 2015, making it one of the world's top 10 pharmaceuticals markets. India has a strong local manufacturing base and domestic players are developing substantial international presence. Healthcare is also one of the largest service sector industries in India, in terms of revenue and employment. Rising health awareness and increasing government expenditure on healthcare sector is driving growth in the sector. Medical tourism and health insurance are also on a rise, with significant growth in healthcare sector and establishment of large number of hospitals, both public and private. The Indian healthcare industry, estimated at US$ 50 billion, is expected to reach over US$ 75 billion by 2012, and US$ 100 billion by 2015. Talent Challenges While specialised talent is critical for any knowledge industry, it is more so within the pharmaceuticals industry...
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...CLBS-004 Cavinkare’s Innovative Marketing Strategies CavinKare’s Fairever fairness cream, with the USP of ‘a fairness cream with saffron’ op y acquired a 15% share, and F&L’s share fell from 93% (in 1998) to 76%. Within a year of its launch, Godrej’s FairGlow cream became the third largest fairness cream brand, with a 4% share in the Rs. 6 billion fairness cream market in India. The other players, including J.L. Morrison’s Nivea Visage fairness cream and Emami Group’s Emami Naturally Fair cream, had the remaining 5% share. During 2000-01, with tC major players entering the market, the existing products were promoted with renewed vigor through price reductions, extra volumes, etc. Many products were marketed aggressively. While Fair & Lovely (F&L) advertisements projected fairness No comparable to the moon’s silvery glow, FairGlow offered the added benefit of a blemish-free complexion. Fairever, which sold at a higher price, did not initiate any promotional activities. B. Nandakumar, President (Marketing) CavinKare, explained, “We will not tailor our product to the competition. We’ll do so for the consumer. Freebies are not the only Do way to garner sales.” However, analysts believed that CavinKare did not undertake any promotional activities due to lack of financial muscle. CavinKare’s Fairever was available only in tubes of 25gm and 50gm, and was also priced higher than its competitor’s products. A 25gm Fairever tube was priced at Rs...
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...IIM BANGALORE Final Report for Contemporary Concerns Study Project Repositioning Strategy for Indian Pharmaceutical Companies in Global Context Submitted to PROFESSOR MURALI PATIBANDLA (FACULTY,CORPORATE STRATEGY AND POLICY) Submitted By Ravela Madhurika- 1211132 Tanveer Mohd Ansari-1211151 Contents Introduction .................................................................................................................................................. 3 Global Pharma Industry ............................................................................................................................ 3 Major players of the world pharmaceutical industry ................................................................................... 5 Major Players ............................................................................................................................................ 6 Pfizer Inc................................................................................................................................................ 6 GlaxoSmithKline .................................................................................................................................... 6 Sanofi-Aventis ....................................................................................................................................... 6 Novartis ..............................................................................................................
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...Intellectual Property Rights 2014 1.Intellectual property rights: US set to punish India The Indian embassy in Washington DC too scheduled a briefing by its economic and commerce wings soon after the expected US action. TNN | Feb 10, 2014, 10.28PM IST WASHINGTON: It's not looking good between New Delhi and Washington. Tensions over the Khobragade episode are yet to fully dissipate, but the two sides are locking horns again over intellectual property rights. The Obama administration is scheduled to announce unspecified ''trade enforcement action'' against India on Monday evening (Tuesday am IST) Washington time. United States trade representative (USTR) Michael Froman and general counsel Timothy Reif will hold a news conference to announce action related to India, the USTR said earlier in the day in a head's up to journalists. The Indian embassy in Washington DC too scheduled a briefing by its economic and commerce wings soon after the expected US action. All this comes ahead of a re-scheduled visit to New Delhi of US energy secretary Ernesto Munoz, which was postponed from January because of the Khobragade row. 2.Hurdles in business growth forcing entrepreneurs to mass exodus Krithika Krishnamurthy, ET Bureau Mar 28, 2014, 04.30AM IST * (Starting up in India is easy…) Within the next six months, Bangalorebased technology entrepreneur Jay Krishnan will be heading east in search of a better place to locate his fast-growing business...
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...1) Pharmaceutical Industry in India: India is the third largest pharmaceutical market in the world in terms of volume. The market is believed to grow at a compound annual growth rage (CAGR) of 14-17 percent in between 2012-16. There has also been a considerable growth in the levels of pharmaceutical exports from India. The industry started picking momentum in the early 1960s, with government actively encouraging the sector with the Patents Act. However, the liberalization of 1991 enabled the industry to become what it is today. Many of the Indian companies principally observe reverse engineering of the new processes for manufacturing drugs at low costs. Although some of the companies have taken baby steps towards innovating newer drugs, the industry as a whole tends to follow this business model. The lack of patent protection, on the other hand, makes India undesirable for multinational companies that have dominated the market. So the pharmaceutical market in India has a tremendous potential for indigenousness. In this context, comparing a global pharmaceutical company with its Indian counterpart becomes evident. GlaxoSmithKline and Ranbaxy: A Comparison GlaxoSmithKline is a British multinational pharmaceutical company also dealing in biologics, vaccines and consumer healthcare. Headquartered at London, it is the world’s sixth largest pharmaceutical company. The company was established in 2000 by the merger of Glaxo Wellcome and SmithKline Beckman Corporation. A giant...
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