Project Report Project Report Competition & Strategy Dr Reddy’s Laboratories Ltd Competition & Strategy Dr Reddy’s Laboratories Ltd Project by Group 5 Jyoti Pal (1311093) Nandha Kumar S (1311103) Rampraksah (1311113) Shrikant Nikade (1311123) Unnithan Anup Chandramohanan (1311134) PGP 2013-2015 Project by Group 5 Jyoti Pal (1311093) Nandha Kumar S (1311103) Rampraksah
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OUTPERFORM NOVARTIS Switzerland – Market price at 11/30/2015 closing price: $90.43 DEVAUX Paul, MÉAR Germain – 11/03/2015 Activities: Novartis is the number one pharmaceutical company in the world regarding sales: $47,101 million in 2014. Its headquarters are in Basel, in Switzerland. This company was born from the merger of Ciba-Geigy and Sandoz in 1996. Those companies are both Swiss company with a great history in this sector. The merger of J.R GEIGY LTD and CIBA also formed Ciba-Geigy
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1. Using supply and demand and competitive analyses, explain what happens to a pharmaceutical company’s revenues and profits from an individual drug once it loses its patent protection. Then identify at least one strategy the company can use to mitigate the losses; be sure to support your suggestion using economic analysis. Pharmaceutical companies enjoy patent protection in the US and most other countries. The patent protection establishes a barrier between the company and competitors for a number
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Eli Lilly in India: Rethinking the Joint Venture Strategy To: Dr. Lorenzo Tallarigo, President of Intercontinental Operations From: Senior Operations Director Re: Strategic direction for joint venture between Eli Lilly Co and Ranbaxy Laboratories Limited Problem After enjoying a successful JV partnership with Ranbaxy for the last few years, the strategic decision that Lilly now has to make is how to move forward. The Indian pharmaceutical industry has witnessed some significant changes and
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DECEMBER 21, 2012 CORPORATES RATING METHODOLOGY Global Pharmaceutical Industry Summary This rating methodology explains Moody’s approach to assessing credit risk for companies in the pharmaceutical industry globally. This document is intended to provide general guidance that helps companies, investors, and other interested market participants understand how key qualitative and quantitative risk characteristics are likely to affect rating outcomes for companies in the pharmaceutical industry
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“You’ve got to be very careful if you don’t know where you are going, because you might not get there.” Yogi Berra BACKGROUND Henry Mintzberg, former president of the Strategic Management Society, points out that “strategy can not be planned because planning is about analysis and strategy is about synthesis.” 1 Failure to recognize this basic distinction accounts for the frequent failure of such exercises, as does an excessive focus on technical detail, lack of suitable leadership, and perhaps most
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and development (R&D) was a strategic advantage with which few companies could compete 4. Merck’s recent $41 billion “reverse-merger” with Schering-Plough represented a significant step away from a closed R&D model toward a more open innovation strategy. Merck is a global research-driven company that discovers, develops, manufactures, and markets a broad range of innovative products to improve human and animal health. 5. They call The Harvard Pharma, because By 1950, five Merck researchers had
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INTRODUCTION The 1990’s saw a highly fragmented pharmaceutical industry with many competitors. The top ten firms in pharmaceutical sales held 28% market share in mid-1995. The top 50 firms held just over 60 percent. Changes were occurring in the pharmaceutical industry in the 1990’s. With pharmaceutical benefit management (PBM) firms working to reduce costs, pharmaceutical firms held less power. PBMs sought to reduce the number of supplier firms by only purchasing from the largest firms and requiring
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“Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has long been recognized that culture can also severely restrict the strategy selected to begin
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trade agreements. * Deregulation of market to allow foreign drugs to compete. Social * Ageing population puts pressure on healthcare systems. * Epidemic of chronic diseases. * Rising consumer expectations. * Payers choosing generic drugs for first-line treatment of common ailments. Technological * Increase productivity, decrease costs and develop new treatment modalities to enhance profitability. * Impact of Internet on traditional business models. * Impact of genetic
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