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Mergers & Acquisitions in Pharmaceutical Sector
 

Mergers & Acquisitions in Pharmaceutical Sector

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This report highlights the structure, regulatory framework, top market players etc. of the Indian Pharmaceutical Industry and presents a review of major Mergers and Acquisitions in Indian ...

This report highlights the structure, regulatory framework, top market players etc. of the Indian Pharmaceutical Industry and presents a review of major Mergers and Acquisitions in Indian pharmaceutical industry and the reasons of the said mergers and acquisitions.

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    Mergers & Acquisitions in Pharmaceutical Sector Mergers & Acquisitions in Pharmaceutical Sector Presentation Transcript

    • MERGERS AND ACQUISITIONS IN PHARMACEUTICAL SECTOR Prepared by: Anjali Mehra ICSI, New Delhi
    • INDIAN PHARMACEUTICAL INDUSTRY
    • Introduction  Pharmaceutical industry in India is ranked 3rd in volume terms and 14th in value terms globally.  It is highly fragmented with more than 20,000 registered units.  It meets around 70% of the country‟s demand for bulk drugs, drug intermediates, pharmaceutical formulations (patented & generic drugs), chemicals, tablets, capsules, orals and injectables.  The Indian pharmaceutical industry traditionally relied on “reverse engineering” i.e. product copying, through which vast profits were made.
    • Contd….  The pharmaceutical sector consists primarily of three types of players: bulk drugs producers, pure formulators, or integrated firms (which produce both bulk drugs and market formulations).  Pharmaceutical companies deals in:  Generic Drugs (produced & distributed without patent)  Brand Medications (produced & sold by the co. that holds patent for the drug), and  Medical Devices
    • Growth  Indian pharmaceutical industry is estimated to be worth US$4.5 billion, growing at about 8 to 9 per cent annually.  It is predicted that the Indian pharmaceuticals market will grow to US$55 billion in 2020; and if aggressive growth strategies are implemented, it has further potential to reach US$70 billion by 2020.
    • Ranbaxy Labs , 7,686.59 Cipla , 6,977.50 Dr. Reddy‟s Labs , 6,686.30 Lupin , 5,364.37 Aurobindo Pharma , 4,284.63 Cadila Health , 3,152.20 Jubilant Life , 2,641.07 Wockhardt , 2,560.16 IPCA Labs , 2,352.59 GlaxoSmithKline , 2,345.88 Top Pharmaceutical Companies in India by Net Sales (2011-12) Net Sales in Rs. cr
    • Major Pharmaceutical Regulatory Bodies in India  Department of Chemicals & Petrochemicals:- Responsible for the policy, planning, development, and regulation of the chemical, petrochemical & pharmaceutical industries in India.  Central Drugs Standard and Control Organization:- Control the quality of drugs imported into the country, approval of new drugs proposed to be
    • Contd….  National Pharmaceutical Pricing Authority:- Established to fix/revise the prices of controlled bulk drugs & formulations and to enforce prices & availability of the medicines in the country.
    • FDI Policy  FDI, up to 100 per cent, under the automatic route, is allowed for green field investments in the pharmaceuticals sector.  FDI, up to 100 per cent, is permitted for brown field investment (i.e. investments in existing companies), in the pharmaceutical sector, under the government approval route.
    • Pharma Pricing Policy  Under this policy, 348 essential medicines will come under the Govt. price control.  The Group of Ministers finalised market based weighted average prices for all the drugs, which have a market share of more than 1%.  The weighted average price of products having over 1% market share would be taken as the maximum retail price.
    • Mergers & Acquisitions in Pharmaceutical Sector
    • Merger and Acquisition  „Merger‟ refers to a combination of two or more companies into a single company whereby the assets and liabilities of one are vested in the other, with the effect that the former enterprise loses its identity.  „Acquisition‟ means an act of acquiring effective control by one company over assets or management of another company without any combination of companies. In this, two or more companies may remain independent and enjoy separate legal entities, but there may be a change in control of the companies.
    • Regulations governing M&As in India  The Companies Act, 1956 (Section 391-394)  The SEBI (Substantial Acquisition of Shares & Takeovers) Regulations, 2011  The Foreign Exchange Management Regulation, 2000  The Income Tax Act, 1961  The Competition Act, 2002 (Section 5, 6, 20, 29, 30, & 31)
    •  Mergers & Acquisitions in the pharmaceutical sectors have grown considerably in the past few years.  Large pharmaceutical companies enter into transactions so as to maintain their market share and to reduce competition with other new generation drugs.  Now, it is important to pay particular attention to whether such mergers are creating barriers to generic entry or causing potential harm to innovation.
    • M&As Deals (Outbound) Company (Acquirer) Company (Target) For Amount Biocon Axicorp (German) $30 million Dr. Reddy‟s Labs Trigenesis Therapeutics (USA) $11million Wockhardt Esparma (German) $11million Wockhardt C. P. Pharmaceuticals (UK) $17.9 million Wockhardt Negma Laboratories (France) $265 million Wockhardt Morton Grove Pharma (USA) $38 million Zydus Cadila Alpharma (France) Euros 5.5 million Ranbaxy RPG Aventis (France) $70 million Nicholas Piramal Biosyntech (Canada) $4.85 million Sun Pharma Taro (Israel) $500 million Cadila Healthcare Quimica e Farmaceutica Nikkho $26 million
    • M&As Deals (Inbound) Company (Acquirer) Company (Target) For Amount Daiichi Sankyo (Japan) Ranbaxy (India) $4.2 billion Abbott (USA) Piramal (India) $3.72 billion Sanofi Aventis Shantha (India) $783 million Mylan (USA) Matrix (India) $736 million Reckitt Benckiser Paras (India) $724 million Hospira Orchid (India) $400 million Fresenius Kabi (German) Dabur Pharma (India) $219 million Abbott (USA) Wockhardt (India) $22.5 million
    • Reasons for M&As  Absence of proper R&D facilities  Increase in market share  Generic competition  Growing Indian population  Increase in chronic diseases  Gradual expiry of patents  Product/Brand extension etc.
    • Daiichi-Ranbaxy Deal  Largest in the India  8th in largest in the global generic pharmaceuticals  Serving in over 125 Countries  Ground operations in 49 countries & Manufacturing in 11 countries  Strong R&D Base  2nd largest in Japan  22nd Largest in the world  Operations in 50 countries  Producer of high quality drugs 15th Largest drug maker in the world Market Capitalization–$30 Billion Low cost production
    • The Deal  Daiichi-Sankyo acquired 34.8% stake in Ranbaxy on 11th June, 2008.  It made an open offer to the Ranbaxy shareholders for another 20%.  Picked up another 9.12% through preferential allotment.  It was an all cash transaction.  Size of the deal: approx. US$ 4.6 Billion.  As per the deal, total value of Ranbaxy was US$ 8.5 billion.
    • Strategic Objectives Behind The Deal  Presence in emerging markets for Daiichi-Sankyo.  Entry into non-proprietary drugs for Daiichi-Sankyo (Product Extension). To develop new drugs to fill the gaps and take advantage of Ranbaxy‟s strong areas.  The acquisition of Ranbaxy by Daiichi represents a major entry for the Japanese firm into the high growth business areas of generic drug. The acquisition shows that global pharma companies are making efforts to cope up with strong generic drug makers.
    • Conclusion  Consolidation in Indian pharmaceutical industry could lead to increase in prices of drugs, reduce availability of drugs in domestic market etc.  Due to such effects of increasing consolidation, it would be the consumer who would suffer the most. Therefore, the law should specifically empower and require the antitrust enforcement agencies to review & respond to concerns arising from combinations in the pharmaceutical industry.
    •  It is also important to assess the impact of combinations on innovations as M&As in innovations markets may pose a threat for subsequent entry of new products by stifling competition at the R&D and product development stage.