SunPharma and Ranbaxy merge in 2014 to create India's largest and the world's fifth largest pharma company. The merger, which is all stock, will give Ranbaxy shareholders 0.8 Sun Pharma shares for each share they own.
Sun Pharma acquired Ranbaxy in 2014 in a $4 billion deal to become the largest pharmaceutical company in India and fifth largest globally. The acquisition made Sun Pharma the largest Indian pharma company in the US and provided Ranbaxy with API manufacturing capabilities to resume exports to the US. However, Sun Pharma also assumed $800 million of Ranbaxy's debt and regulatory issues remain resolving quality issues at Ranbaxy's plants that were banned by the USFDA. The merger aimed to create synergies but was expected to negatively impact Sun Pharma's financial performance in the near term.
Sun Pharma acquired Ranbaxy in 2014 to create the largest pharmaceutical company in India and 5th largest globally. The $4 billion all-stock deal made Sun Pharma the largest Indian pharma company in the US. It aimed to leverage Ranbaxy's generics approvals in the US and turn around its manufacturing issues. While providing synergies, the merger negatively impacted Sun Pharma's financials in the short-term due to Ranbaxy's debt and ongoing regulatory problems. The deal relieved Daiichi Sankyo of managing Ranbaxy's FDA compliance burden.
Sun Pharmaceuticals was founded in 1983 and has since grown to be one of the largest pharmaceutical companies globally through strategic mergers and acquisitions. Some of its most significant acquisitions include Ranbaxy Laboratories in 2014, which made it the largest pharmaceutical company in India. Sun Pharma focuses on generic and specialty drugs and generates most of its revenue from sales in the United States. It employs over 32,000 people worldwide and achieved $166 billion in revenue in 2013-2014 through its global manufacturing and distribution network. The company's leadership emphasizes the importance of speed, perfection, and building a strong team to drive continued growth.
Ranbaxy daichii acquisition final presentationAshutosh Mantry
Daiichi Sankyo acquired Ranbaxy in 2008 for $4.6 billion. This allowed Daiichi to gain entry into the generic drug market and emerging markets. However, Daiichi failed to conduct proper due diligence on pending FDA issues at Ranbaxy and had to write down $3.45 billion in goodwill in 2009. While the deal provided synergies, regulatory issues ultimately made it a failure for Daiichi.
Sun pharma- A complete company review, analysis of crisis and realistic recom...TilikaChawda
Sun pharma has been the most talked about Indian pharma company for being in the news several times for its unresolved issues with the US FDA regarding the Halol and Mohali plant.
This presentation has analysed the situation and it suggests various solutions for the same.
Sun Pharmaceuticals acquired Ranbaxy in a $4 billion all-share deal in 2014. This created the fifth largest specialty generics company in the world. The merger strengthened Sun Pharma's global footprint, distribution network, and portfolio in key therapeutic areas. It gained access to Ranbaxy's brands and markets in regions like the US, Europe, Brazil, Russia, and China. However, Ranbaxy had been struggling financially prior to the acquisition due to regulatory and legal issues.
Cipla is an India-based global pharmaceutical company whose goal is to ensure affordable medicine for all patients. It has a mission to be a leading healthcare provider using innovation and technology. Cipla has a competitive advantage of low-cost manufacturing through reverse engineering and a relative low-cost, high-skilled workforce in India. It is expanding globally through partnerships and acquisitions as patents expire on blockbuster drugs. Cipla is investing more in R&D and talent to develop new drugs and sustain its growth in international markets.
Tata Motors acquired Jaguar and Land Rover from Ford Motors in June 2008 for $2.3 billion, gaining the two iconic British brands. There was skepticism around an Indian company owning luxury brands from Europe and America. The global economic slowdown also made the investment seem risky. However, Tata aimed to leverage JLR's technology and global presence to expand beyond India while preserving the brands. While analysts viewed it as increasing earnings volatility, Tata saw opportunities to enter new segments and markets through JLR.
Sun Pharma acquired Ranbaxy in 2014 in a $4 billion deal to become the largest pharmaceutical company in India and fifth largest globally. The acquisition made Sun Pharma the largest Indian pharma company in the US and provided Ranbaxy with API manufacturing capabilities to resume exports to the US. However, Sun Pharma also assumed $800 million of Ranbaxy's debt and regulatory issues remain resolving quality issues at Ranbaxy's plants that were banned by the USFDA. The merger aimed to create synergies but was expected to negatively impact Sun Pharma's financial performance in the near term.
Sun Pharma acquired Ranbaxy in 2014 to create the largest pharmaceutical company in India and 5th largest globally. The $4 billion all-stock deal made Sun Pharma the largest Indian pharma company in the US. It aimed to leverage Ranbaxy's generics approvals in the US and turn around its manufacturing issues. While providing synergies, the merger negatively impacted Sun Pharma's financials in the short-term due to Ranbaxy's debt and ongoing regulatory problems. The deal relieved Daiichi Sankyo of managing Ranbaxy's FDA compliance burden.
Sun Pharmaceuticals was founded in 1983 and has since grown to be one of the largest pharmaceutical companies globally through strategic mergers and acquisitions. Some of its most significant acquisitions include Ranbaxy Laboratories in 2014, which made it the largest pharmaceutical company in India. Sun Pharma focuses on generic and specialty drugs and generates most of its revenue from sales in the United States. It employs over 32,000 people worldwide and achieved $166 billion in revenue in 2013-2014 through its global manufacturing and distribution network. The company's leadership emphasizes the importance of speed, perfection, and building a strong team to drive continued growth.
Ranbaxy daichii acquisition final presentationAshutosh Mantry
Daiichi Sankyo acquired Ranbaxy in 2008 for $4.6 billion. This allowed Daiichi to gain entry into the generic drug market and emerging markets. However, Daiichi failed to conduct proper due diligence on pending FDA issues at Ranbaxy and had to write down $3.45 billion in goodwill in 2009. While the deal provided synergies, regulatory issues ultimately made it a failure for Daiichi.
Sun pharma- A complete company review, analysis of crisis and realistic recom...TilikaChawda
Sun pharma has been the most talked about Indian pharma company for being in the news several times for its unresolved issues with the US FDA regarding the Halol and Mohali plant.
This presentation has analysed the situation and it suggests various solutions for the same.
Sun Pharmaceuticals acquired Ranbaxy in a $4 billion all-share deal in 2014. This created the fifth largest specialty generics company in the world. The merger strengthened Sun Pharma's global footprint, distribution network, and portfolio in key therapeutic areas. It gained access to Ranbaxy's brands and markets in regions like the US, Europe, Brazil, Russia, and China. However, Ranbaxy had been struggling financially prior to the acquisition due to regulatory and legal issues.
Cipla is an India-based global pharmaceutical company whose goal is to ensure affordable medicine for all patients. It has a mission to be a leading healthcare provider using innovation and technology. Cipla has a competitive advantage of low-cost manufacturing through reverse engineering and a relative low-cost, high-skilled workforce in India. It is expanding globally through partnerships and acquisitions as patents expire on blockbuster drugs. Cipla is investing more in R&D and talent to develop new drugs and sustain its growth in international markets.
Tata Motors acquired Jaguar and Land Rover from Ford Motors in June 2008 for $2.3 billion, gaining the two iconic British brands. There was skepticism around an Indian company owning luxury brands from Europe and America. The global economic slowdown also made the investment seem risky. However, Tata aimed to leverage JLR's technology and global presence to expand beyond India while preserving the brands. While analysts viewed it as increasing earnings volatility, Tata saw opportunities to enter new segments and markets through JLR.
Tata Motors in the year 2008 acquired two of the most recognized premium segment car brand - Jaguar & Land Rover for a price tag of $2.5 billion. This presentation tells you about the history of Tata Motors, Jaguar and Land Rover, details of the deal, key motives of the merger, challenges in the merger, and both the companies current stage.
Havells India : The Sylvania Acquisition DecisionShivamSingh1379
Havells acquired Sylvania to expand its global market reach. Sylvania's distribution network in over 50 countries provided an opportunity for Havells to enter new markets in Europe and Latin America. Sylvania also needed a cash infusion due to financial losses. However, integrating different work cultures and complying with varying government standards across markets posed challenges. Increased Asian competition and an economic slowdown further complicated the acquisition. Ultimately, Havells' industry reputation and experience with prior acquisitions helped it successfully acquire and manage Sylvania despite risks in the external environment.
Sun Pharmaceutical Industries Ltd is an Indian multinational pharmaceutical company founded in 1983. It has grown to become the largest pharmaceutical company in India through acquisitions in the US and abroad. Some key points about Sun Pharma are that it went public in 1994, began exports in 1989, and ranked 5th largest pharmaceutical company in India by 2000. It has received several business leadership awards. The company has pursued growth through acquisitions and joint ventures globally. Its share price has risen in recent years and it remains one of the top contributors to key stock indices in India.
Sun Pharmaceutical Industries was founded in 1983 in Kolkata, India by Dilip Shanghvi. It has since grown to become one of the largest pharmaceutical companies in India through strategic acquisitions and a focus on generic drugs. Some key milestones include acquiring Caraco Pharmaceutical Labs in 1997, acquiring a plant in Ohio in 2005, and merging with Ranbaxy Laboratories in 2014. Sun Pharma has a presence across multiple therapeutic areas and geographic regions. It has a market share of 3.2% in India and follows strict regulatory guidelines. With the aging global population and rising incomes, Sun Pharma is well positioned for continued growth in the coming years through synergies from acquisitions and expanding in emerging markets
Narayana Hrudayalaya Heart Hospital - Cardiac Care For the PoorManeesh Garg
Based on case study "Narayana Hrudayalaya Heart Hospital: Cardiac Care for the poor" by Harvard Cases.
To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
Pople management fiasco in HMSI case analysisRoshan Acharya
This case analyzes people management issues at Honda Motorcycles and Scooters India Ltd. (HMSI). Several factors led to labor unrest, including cultural differences between Japanese and Indian management styles, rigid implementation of organizational philosophy, perceptual differences between management and employees, and improper communication. A key issue was the role of political parties and unions. While HMSI initially resisted union formation, allowing unionization later helped reduce grievances and increase efficiency. The case recommends cross-cultural training, open communication channels, fair performance reviews, and recognizing unions constructively to prevent future conflicts and promote cooperation between management and employees.
Bharti Airtel acquired Zain's African mobile operations in 15 countries for $10.7 billion. This gave Airtel a strong presence in Africa's growing mobile market and made it the world's fifth largest wireless company. However, nine of Zain's markets already had over 33% penetration and were losing money. While the deal expanded Airtel's global reach, it reported a 27% fall in profits as it struggled with losses from Zain's operations and higher tax rates in Africa.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
This investor presentation provides an overview of Sun Pharmaceutical Industries Ltd., including its strategy, history, business operations, research and development, and financials. The company has pursued a strategy of creating sustainable revenue streams through a focus on chronic therapies and cost leadership through vertical integration. It has grown significantly over the past 30 years through numerous acquisitions and a focus on key international markets like the US, Europe, and others. Sun Pharma has a strong presence in India and international generics markets as well as specialized API and finished dosage manufacturing facilities across four continents.
Sun Pharmaceutical Industries is an Indian pharmaceutical company headquartered in Mumbai. It manufactures and sells pharmaceutical formulations and active pharmaceutical ingredients primarily in India and the United States. Started in 1983 with five psychiatry products, it is now India's largest chronic prescription drug company and a market leader in several therapeutic areas. In 2015, its acquisition of Ranbaxy made it the largest pharmaceutical company in India. The presentation concludes that Sun Pharmaceuticals is performing well financially, has significant potential for growth, and as the world's 5th largest pharmaceutical company after acquiring Ranbaxy, it is recommended for investment.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Ford Motor Company launched the Edsel brand in the late 1950s with a massive promotional budget, creating huge hype but ultimately failing to sell more than 110,000 vehicles before discontinuing production after three years. The brand was named after Edsel Ford, the son of company founder Henry Ford, who had served as president but died in 1943. Despite extensive market research and testing of thousands of potential names, the executive committee ultimately chose "Edsel" as the name, which had little meaning to the public and likely contributed to the brand's failure.
This document discusses strategies used by the Tata Group to maintain control over its companies while encouraging growth. It notes that Tata developed managers through scholarships and rotations within companies. It promoted ethics and common values through a unified brand while allowing diversification. The group debated whether to prioritize new opportunities or tighter control as companies grew. It also addressed how selling some units and investing proceeds in others could boost focus and funding while maintaining overall group strength.
The Tata Group, an Indian multinational conglomerate, adopted a strategy of international expansion through global acquisitions under the leadership of Ratan Tata. As several Tata companies faced challenges from domestic market saturation and regulations in the 1990s, the group pursued acquisitions to diversify and achieve growth in foreign markets. Major Tata acquisitions included Tetley Tea, Corus Steel, Jaguar Land Rover, and several hotel brands. These global acquisitions transformed the Tata Group into one of the largest and most diverse international business groups in India.
STRATEGIC MANAGEMENT OF NARAYANA HRUDRALAYASheetal Singh
This presentation contains strategic management research of Narayana hrudralaya which include Internal analysis, External analysis and Financial analysis of NH.
Sun Pharmaceutical Industries acquired Ranbaxy Laboratories in an all-stock deal valued at $4 billion, creating the largest pharmaceutical company in India. Under the terms of the deal, Ranbaxy shareholders received 0.8 shares of Sun Pharma for each Ranbaxy share owned. The combined company will have annual revenues of $4.2 billion and EBITDA of $1.2 billion, making it the fifth largest generics company globally. The acquisition helps Sun Pharma gain Ranbaxy's pipeline of drugs awaiting FDA approval and expands its global footprint, while allowing Daiichi Sankyo to exit its troubled investment in Ranbaxy. However, integrating Ranbaxy's manufacturing facilities, which are currently banned by
Sun Pharma acquired Ranbaxy in 2014 to become the largest pharmaceutical company in India and 5th largest specialty generic company globally. The $4 billion all-stock deal gave Ranbaxy shareholders 0.8 Sun Pharma shares for each of theirs. It combined their revenues of $4.2 billion but posed problems integrating Ranbaxy's manufacturing plants that had FDA violations. The acquisition was meant to boost Sun Pharma's generic drug portfolio in the US through Ranbaxy's approvals while addressing its manufacturing issues.
Tata Motors in the year 2008 acquired two of the most recognized premium segment car brand - Jaguar & Land Rover for a price tag of $2.5 billion. This presentation tells you about the history of Tata Motors, Jaguar and Land Rover, details of the deal, key motives of the merger, challenges in the merger, and both the companies current stage.
Havells India : The Sylvania Acquisition DecisionShivamSingh1379
Havells acquired Sylvania to expand its global market reach. Sylvania's distribution network in over 50 countries provided an opportunity for Havells to enter new markets in Europe and Latin America. Sylvania also needed a cash infusion due to financial losses. However, integrating different work cultures and complying with varying government standards across markets posed challenges. Increased Asian competition and an economic slowdown further complicated the acquisition. Ultimately, Havells' industry reputation and experience with prior acquisitions helped it successfully acquire and manage Sylvania despite risks in the external environment.
Sun Pharmaceutical Industries Ltd is an Indian multinational pharmaceutical company founded in 1983. It has grown to become the largest pharmaceutical company in India through acquisitions in the US and abroad. Some key points about Sun Pharma are that it went public in 1994, began exports in 1989, and ranked 5th largest pharmaceutical company in India by 2000. It has received several business leadership awards. The company has pursued growth through acquisitions and joint ventures globally. Its share price has risen in recent years and it remains one of the top contributors to key stock indices in India.
Sun Pharmaceutical Industries was founded in 1983 in Kolkata, India by Dilip Shanghvi. It has since grown to become one of the largest pharmaceutical companies in India through strategic acquisitions and a focus on generic drugs. Some key milestones include acquiring Caraco Pharmaceutical Labs in 1997, acquiring a plant in Ohio in 2005, and merging with Ranbaxy Laboratories in 2014. Sun Pharma has a presence across multiple therapeutic areas and geographic regions. It has a market share of 3.2% in India and follows strict regulatory guidelines. With the aging global population and rising incomes, Sun Pharma is well positioned for continued growth in the coming years through synergies from acquisitions and expanding in emerging markets
Narayana Hrudayalaya Heart Hospital - Cardiac Care For the PoorManeesh Garg
Based on case study "Narayana Hrudayalaya Heart Hospital: Cardiac Care for the poor" by Harvard Cases.
To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
Pople management fiasco in HMSI case analysisRoshan Acharya
This case analyzes people management issues at Honda Motorcycles and Scooters India Ltd. (HMSI). Several factors led to labor unrest, including cultural differences between Japanese and Indian management styles, rigid implementation of organizational philosophy, perceptual differences between management and employees, and improper communication. A key issue was the role of political parties and unions. While HMSI initially resisted union formation, allowing unionization later helped reduce grievances and increase efficiency. The case recommends cross-cultural training, open communication channels, fair performance reviews, and recognizing unions constructively to prevent future conflicts and promote cooperation between management and employees.
Bharti Airtel acquired Zain's African mobile operations in 15 countries for $10.7 billion. This gave Airtel a strong presence in Africa's growing mobile market and made it the world's fifth largest wireless company. However, nine of Zain's markets already had over 33% penetration and were losing money. While the deal expanded Airtel's global reach, it reported a 27% fall in profits as it struggled with losses from Zain's operations and higher tax rates in Africa.
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
This document discusses Pixar and Disney's potential acquisition of Pixar. It provides overviews of both companies and their capabilities. Pixar has strong animation and storytelling capabilities as well as a culture that promotes creativity and collaboration. Disney lacks these capabilities and has a more hierarchical culture. The document considers alternatives to acquisition like a strategic alliance but finds acquisition makes the most sense for Disney's growth given Pixar is a near-perfect strategic fit. However, risks include integrating the different cultures and financial risks around stock dilution from the deal. In the end, Disney's CEO believes more can be accomplished through full ownership than a joint venture.
This investor presentation provides an overview of Sun Pharmaceutical Industries Ltd., including its strategy, history, business operations, research and development, and financials. The company has pursued a strategy of creating sustainable revenue streams through a focus on chronic therapies and cost leadership through vertical integration. It has grown significantly over the past 30 years through numerous acquisitions and a focus on key international markets like the US, Europe, and others. Sun Pharma has a strong presence in India and international generics markets as well as specialized API and finished dosage manufacturing facilities across four continents.
Sun Pharmaceutical Industries is an Indian pharmaceutical company headquartered in Mumbai. It manufactures and sells pharmaceutical formulations and active pharmaceutical ingredients primarily in India and the United States. Started in 1983 with five psychiatry products, it is now India's largest chronic prescription drug company and a market leader in several therapeutic areas. In 2015, its acquisition of Ranbaxy made it the largest pharmaceutical company in India. The presentation concludes that Sun Pharmaceuticals is performing well financially, has significant potential for growth, and as the world's 5th largest pharmaceutical company after acquiring Ranbaxy, it is recommended for investment.
- Apex Corporation is facing problems with its organizational structure including informality, lack of structure and financial planning, and increasing customer complaints.
- The document evaluates changing to a circular, functional, or divisional structure.
- It recommends a divisional structure to improve accountability, budgeting, planning and focus on financial targets while balancing control from upper management and freedom from lower management.
Ford Motor Company launched the Edsel brand in the late 1950s with a massive promotional budget, creating huge hype but ultimately failing to sell more than 110,000 vehicles before discontinuing production after three years. The brand was named after Edsel Ford, the son of company founder Henry Ford, who had served as president but died in 1943. Despite extensive market research and testing of thousands of potential names, the executive committee ultimately chose "Edsel" as the name, which had little meaning to the public and likely contributed to the brand's failure.
This document discusses strategies used by the Tata Group to maintain control over its companies while encouraging growth. It notes that Tata developed managers through scholarships and rotations within companies. It promoted ethics and common values through a unified brand while allowing diversification. The group debated whether to prioritize new opportunities or tighter control as companies grew. It also addressed how selling some units and investing proceeds in others could boost focus and funding while maintaining overall group strength.
The Tata Group, an Indian multinational conglomerate, adopted a strategy of international expansion through global acquisitions under the leadership of Ratan Tata. As several Tata companies faced challenges from domestic market saturation and regulations in the 1990s, the group pursued acquisitions to diversify and achieve growth in foreign markets. Major Tata acquisitions included Tetley Tea, Corus Steel, Jaguar Land Rover, and several hotel brands. These global acquisitions transformed the Tata Group into one of the largest and most diverse international business groups in India.
STRATEGIC MANAGEMENT OF NARAYANA HRUDRALAYASheetal Singh
This presentation contains strategic management research of Narayana hrudralaya which include Internal analysis, External analysis and Financial analysis of NH.
Sun Pharmaceutical Industries acquired Ranbaxy Laboratories in an all-stock deal valued at $4 billion, creating the largest pharmaceutical company in India. Under the terms of the deal, Ranbaxy shareholders received 0.8 shares of Sun Pharma for each Ranbaxy share owned. The combined company will have annual revenues of $4.2 billion and EBITDA of $1.2 billion, making it the fifth largest generics company globally. The acquisition helps Sun Pharma gain Ranbaxy's pipeline of drugs awaiting FDA approval and expands its global footprint, while allowing Daiichi Sankyo to exit its troubled investment in Ranbaxy. However, integrating Ranbaxy's manufacturing facilities, which are currently banned by
Sun Pharma acquired Ranbaxy in 2014 to become the largest pharmaceutical company in India and 5th largest specialty generic company globally. The $4 billion all-stock deal gave Ranbaxy shareholders 0.8 Sun Pharma shares for each of theirs. It combined their revenues of $4.2 billion but posed problems integrating Ranbaxy's manufacturing plants that had FDA violations. The acquisition was meant to boost Sun Pharma's generic drug portfolio in the US through Ranbaxy's approvals while addressing its manufacturing issues.
Ranbaxy is India's largest pharmaceutical company with a global footprint in 43 countries. It has a diverse product portfolio and strong R&D capabilities. In 2011, Ranbaxy recorded global sales of $2.1 billion, with emerging and developed markets each contributing around 47% and 46% respectively. Ranbaxy aims to grow organically and inorganically, focusing on high-growth areas like biologics and injectables. It also has a hybrid business model through its alliance with Daiichi Sankyo to create an innovator and generic powerhouse. Ranbaxy emphasizes R&D as a strategic priority and has over 1,200 personnel dedicated to research.
The document provides an overview of the pharmaceutical industry in India and details regarding Sun Pharma and Lupin, two major Indian pharmaceutical companies. It discusses the regulatory environment, business models, financial performance, acquisitions, and growth strategies of Sun Pharma and Lupin. The summary highlights both companies' focus on expanding their global footprint and specialty product portfolios through acquisitions and internal research and development.
Sun Pharma acquired Ranbaxy in 2014 to become the largest pharmaceutical company in India and fifth largest globally. The acquisition combined Sun Pharma's strengths in specialty generics with Ranbaxy's large portfolio of FDA-approved drugs. However, Ranbaxy was facing issues with the FDA that led previous owner Daiichi Sankyo to sell. While the deal created a global leader, Sun Pharma took on Ranbaxy's debt and manufacturing problems that could impact financial performance.
Horizon Pharma is a biopharmaceutical company focused on rare diseases. It has transitioned from multiple medicines to a portfolio focused on rare diseases through acquisitions. Horizon's key growth driver is KRYSTEXXA, a biologic for refractory chronic gout with potential peak sales of over $400 million. KRYSTEXXA is the only FDA-approved biologic that rapidly reverses disease progression in refractory chronic gout patients. Horizon has implemented strategies to increase awareness of KRYSTEXXA and improve its perception by educating on its safety and efficacy based on re-analyzed clinical trial data. This includes expanding marketing, sales and access support for KRYSTEXXA to optimize its growth
Sun Pharma to acquire Ranbaxy in $4bn transaction says Sachin KarpeSachin Karpe
Sun Pharmaceutical Industries will acquire Ranbaxy Laboratories in an all-stock transaction valued at $4 billion, creating the fifth largest generics company worldwide. The combined company will have operations in 65 countries, 47 manufacturing facilities across five continents, and over 629 abbreviated new drug applications. Sun Pharma expects to realize $250 million in revenue and operating synergies within three years of closing the deal through topline growth, efficient procurement, and supply chain efficiencies. The acquisition was surprising given Ranbaxy was under FDA scrutiny, but Sun Pharma believes it can help Ranbaxy realize its full potential through participation in future opportunities.
PRESENT SCENARIO OF INDIAN PHARMACEUTICAL INDUSTRY IN VIEW OF GLOBAL ...sridivyaannavarapu
THE INDIAN GOVERNMENT HAS STARTED TO ENCOURAGE THE GROWTH OF DRUG MANUFACTURING BY INDIAN COMPANIES IN THE EARLY 1960s. AT PRESENT THERE ARE MANY NUMBER OF PHARMACEUTICAL COMPANIES IN INDIA WITH MANY NOVEL DRUG INVENTORIES
The document discusses marketing strategies used by pharmaceutical companies. It notes that companies are shifting from acute therapies to focusing more on chronic therapies that require long-term treatment. This allows companies to build more stable customer bases. The document also outlines some of the challenges companies face, such as increased competition, high costs of research and development, and complex decision-making processes involving doctors, patients, and other stakeholders. It discusses two common business models - the "super core model" involving a small number of highly successful chronic drugs, and the "core model" involving marketing a larger number of acute drugs.
The document discusses marketing strategies used by pharmaceutical companies. It notes that companies are shifting from acute therapies to focusing more on chronic therapies. This represents a long-term strategy change as chronic therapies require doctors to prescribe the same drugs for longer periods. The document also outlines some of the challenges pharmaceutical companies face in marketing to different customers in the supply chain from doctors to patients. It discusses strategies around patents, research and development, and pursuing either a "super core" model focused on a small number of chronic drugs or a "core" model marketing more acute drugs.
3 News Uptoday
22 New Guidance
28 Audit Findings
483 Observations
- Caraco Pharmaceutical Laboratories
- Hospira Inc
- Novartis Consumer Health
- McNeil Consumer Healthcare
Warning Letters
- Hikma Farmaceutica, (Portugal) S.A.
- Cadila Pharmaceuticals Limited
- Sharp Global Limited
- Wells Pharmacy Network LLC
EMA Non-Compliance Reports
- Taishan City Chemical Pharmaceutical Co. Ltd., China
- Zhejiang Apeloa Kangyu Bio-Pharmaceutical Co. Ltd., China
- MANUEL RIESGO S.A., Spain
- Ranbaxy Laboratories Limited, Dewas, India
36 Regulations of the Month
§ 211.186 Master production and control records
§ 211.188 Batch production and control records
Shasun Pharmaceuticals is an Indian pharmaceutical company established in 1976. It generates revenue primarily from active pharmaceutical ingredients (API), contract research and medical services (CRAMS), and finished dosage formulations. API contributes 55% of total revenue. The company has a strong presence in North America, Europe, and Japan and is expanding in Korea and Brazil. It has filed several drug master files and has the highest number of manufacturing facilities approved by the USFDA outside of the U.S. CRAMS contributes 45% of consolidated revenue through formulation research and clinical trials. The company is also pursuing biotechnology and filed 15 ANDAs in FY2015. Recent news showed doubled quarterly profits in Q4 FY2015 compared to the
The document summarizes IntelGenx's Q4 and full year 2015 financial results. Key points include:
- Record revenue in Q4 2015 and full year 2015, demonstrating strong execution of their strategy.
- Continued growth of Forfivo XL sales, with Q4 2015 net sales increasing 24% over Q3 2015.
- Completion of construction of a new manufacturing facility that will lower costs and improve quality control.
- Strengthened management team to accelerate business development and product pipeline expansion.
- Outlook for continued revenue growth from commercialization efforts and new product opportunities utilizing their oral thin film technology platform.
The pharmaceutical industry in India is the third largest in the world by volume. It has grown significantly since the 1960s and now holds a market share of $14 billion in the US. Exports of pharmaceutical products from India have grown at a compound annual rate of 21.25% between 2006-07 and 2008-09. Ranbaxy Laboratories is a major Indian pharmaceutical company with global sales of over $1 billion in 2006. It has manufacturing facilities in several countries and markets drugs in over 125 countries. The Indian pharmaceutical industry is poised for continued growth and increasing global market share in the coming years.
The Indian pharmaceutical industry has grown tremendously over the past few decades from being almost non-existent to meeting nearly 95% of the country's pharmaceutical needs. It is now self-reliant in terms of production capabilities across a wide range of medicines. The industry is highly fragmented with over 20,000 registered units and is characterized by intense price competition and government price controls. Exports have also increased significantly and are expected to surpass domestic sales in the coming years, driven primarily by growth in formulation exports. India also has the most FDA-approved manufacturing facilities outside of the US, positioning it as an important supplier for the global pharmaceutical market.
This document provides a business plan for a new pharmaceutical company called NEWTech Advant. The plan includes a situation analysis of the pharmaceutical market, noting trends like an aging population and increased regulation. It outlines NEWTech Advant's goals of improving existing drugs and discovering new ones. The marketing strategy discusses targeting physicians and patients aged 45+, and increasing market share through advertising. Financial objectives include achieving profitability in three years. The plan also analyzes strengths, weaknesses, opportunities and threats for the new company.
Ranbaxy Laboratories aims to become a research-based international pharmaceutical company. It has a strong presence in generics and is making progress in its drug discovery pipeline. Ranbaxy has grown organically and through acquisitions. It is India's largest pharmaceutical company and ranks 8th globally in generics. Ranbaxy continues to expand its global footprint and portfolio through strategic collaborations and alliances.
The document analyzes Merck and Sanofi against key success factors in the pharmaceutical industry. It identifies the three main success factors as strategic mergers and acquisitions, capitalizing on growth opportunities in areas like diabetes and oncology, and navigating the patent process. After evaluating the companies on these factors, the analysis concludes that Merck is currently in a more favorable position compared to Sanofi.
This document discusses marketing strategies used by pharmaceutical companies. It begins by providing background on the pharmaceutical industry and market in India. It then discusses some of the challenges faced by pharmaceutical companies in their marketing processes. The rest of the document focuses on and compares two main marketing models - the super core model targeting chronic therapies using a pull system, and the core model targeting acute therapies using a push system. It provides details on how each model approaches marketing through medical representatives, customers, and supply chain management.
The Bond Market, ILFS, ZEE and DHFL Crisis at TC2019Deepak Shenoy
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1. Mphasis Limited is offering to buyback up to 17,370,078 shares at Rs. 635 per share from its shareholders as of March 31, 2017.
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A very basic run-through of the concepts around using quantitative strategies with fundamentals. Presented in a Quantinsti webinar on 21 Feb 2017 by Deepak Shenoy at Capitalmind.
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The assertion is a fact, and has been seen in the Reliance Power IPO document.
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Read the [long] article that explains these slides in Five Myths of Being a Financially 'Lean' Startup (http://capitalmind.in/2013/04/five-myths-of-being-a-financially-lean-startup/)
Please connect with deepakshenoy [at] gmail if you have any questions or comments.
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MUTUAL FUNDS (ICICI Prudential Mutual Fund) BY JAMES RODRIGUESWilliamRodrigues148
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2. 2
Disclaimer
Except for the historical information contained herein, statements in this presentation and the subsequent
discussions, which include words or phrases such as “will”, “aim”, “will likely result”, “would”, “believe”,
“may”, “expect”, “will continue”, “anticipate”, “estimate”, “intend”, “plan”, “contemplate”, “seek to”,
“future”, “objective”, “goal”, “likely”, “project”, “should”, “potential”, “will pursue” and similar expressions
or variations of such expressions may constitute "forward-looking statements". These forward-looking
statements involve a number of risks, uncertainties and other factors that could cause actual results to
differ materially from those suggested by the forward-looking statements. These risks and uncertainties
include, but are not limited to our ability to successfully implement our strategy, our growth and expansion
plans, our ability to obtain regulatory approvals, our provisioning policies, technological changes,
investment and business income, cash flow projections, our exposure to market risks as well as other risks.
Sun Pharmaceutical Industries Limited does not undertake any obligation to update forward-looking
statements to reflect events or circumstances after the date thereof.
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
3. 3
Creating the World’s 5th Largest Specialty
Generic Pharma Company
5th largest global specialty generic pharma company
No. 1 pharma company in India, one of the fastest growing markets
No. 1 Indian pharma company in US market
Over US$ 2 billion in sales
Pipeline of 184 ANDAs including high-value FTFs
No. 1 in generic dermatology, No. 3 in branded
Approaching US$ 1 billion sales in high-growth emerging markets
Expanding presence in Western Europe
CY 2013 pro
forma
Revenues –
US$ 4.2 bn
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
4. 4
Transaction Highlights
Sun Pharma to acquire Ranbaxy
Ranbaxy shareholders to get 0.8 shares of Sun Pharma stock for every share of
Ranbaxy
Deal size approximately US$ 4 billion; ~ 2.2x LTM sales
US$ 250 million of revenue and operating synergies by 3rd year post close
Daiichi Sankyo to become the second largest shareholder in Sun Pharma. Strategic
business relationship to continue with Sun Pharma
Voting Agreements
Daiichi Sankyo to vote in favor of transaction (~63.5% ownership)
Sun Pharma promoters to vote in favor of transaction (~63.7% ownership)
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
5. 5
Proposed Transaction Terms
Indemnity:
In connection with the transaction, Daiichi Sankyo has agreed to indemnify
Sun Pharma and Ranbaxy for, among other things, certain costs and
expenses that may arise from the recent subpoena which Ranbaxy has
received from the United States Attorney for the Toansa facility.
Conditions to close:
Requisite approval of Sun Pharma and Ranbaxy shareholders
Approval of the Indian Central Government and various other regulatory
bodies
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
7. 7
Sun Pharma + Ranbaxy: Profile of a New Global
Leader
5th largest global specialty generic pharma company
No. 1 pharma company in India
No. 1 in 13 specialty segments
Strong OTC business with trusted brands
No. 1 Indian pharma company in US market
Over US$ 2 billion in sales
Pipeline of 184 ANDAs including high-value FTFs
No. 1 in generic dermatology, No. 3 in branded
Approaching US$ 1 billion sales in high-growth emerging markets
Expanding presence in Western Europe
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
8. Strengthened Global Footprint
Pro Forma CY 2013 Sales : US$4.2 billion
Note: ROW includes all non-US & Non-India sales + API and others.
8
India
23%
US
60%
ROW
17%
India
21%
US
29%
ROW
50%
India
22%
US
47%
ROW
31%
Sun
Pharma
Ranbaxy Combined
Entity
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
9. Source: Evaluate Pharma, Company filings.
9
World’s 5th Largest Specialty Generic Pharma Co
2013 Worldwide Generic Sales ($ in billions)
1. Teva
2. Sandoz
3. Actavis
4. Mylan
Sun + Ranbaxy
5. Sun
6. Hospira
7. Sanofi
8. Aspen
9. Ranbaxy
10. Lupin
11. STADA
12. Dr. Reddy's
13. Fresenius
14. Valeant
15. Apotex
$9.2
$8.2
$6.3
$5.9
$4.3
$2.5
$2.4
$2.2
$2.1
$1.8
$1.8
$1.7
$1.7
$1.6
$1.5
$1.4
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
10. India’s Largest Pharma Company
Source: AWACS through February 2014.
10
Market Share Last 12 Months of Branded Generic Sales in India as of February 2014 ($ in mn)
Sun + Ranbaxy 9.2%
1. Abbott 6.5%
2. Sun 5.4%
3. Cipla 5.0%
4. Cadila 4.4%
5. Ranbaxy 3.8%
6. GSK 3.7%
7. Mankind 3.6%
8. Alkem + Cachet + Indchemie 3.5%
9. Lupin 3.3%
10. Pfizer 3.0%
$1,116
$783
$651
$604
$538
$465
$447
$431
$423
$406
$354
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
11. 11
Leadership In Prescription Share
Number 1 Position with 13 Class of Specialist Doctors*
*Ranks based on prescription share
Source: SMSRC Pvt. Ltd.
Sun Pharma Current Ranking Combined Entity Ranking
Specialist [Oct ’13]
Psychiatrists 1
Neurologists 1
Cardiologists 1
Orthopaedic 1
Ophthalmologists 1
Gastroenterologists 1
Nephrologists 1
Diabetologists 2
Physicians 5
Gynaecologists 7
Dermatologists 7
Oncologists 7
Urologists 12
Specialist [Oct ’13]
Psychiatrists 1
Neurologists 1
Cardiologists 1
Orthopaedic 1
Ophthalmologists 1
Gastroenterologists 1
Nephrologists 1
Diabetologists 1
Physicians 1
Dermatologists 1
Urologists 1
Chest Physicians 1
General Surgeons 1
Improved
Rankings
due to
merger
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
12. 12
Sr. No. Therapy Sun Ranbaxy Combined Entity
1 Psychiatry
2 Neurology
3 Cardiology
4 Orthopaedic
5 Ophthalmology
6 Gastroenterology
7 Nephrology
8 Diabetology
9 Dermatology
10 Urology
11 Gynaecology
12 Anti-infectives
13 Dental
14 Respiratory
15 VMN
16 Oncology
Complementary Therapeutic Basket
Combined
entity to
have strong
positioning
in Indian
market
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
13. 13
India: Broad & Complementary Branded
Presence
• Combined entity: 31 brands
in Top 300
• Minimal overlap
• Enhances rural reach
Clear Leadership
• Chronic therapies
+
• Acute, hospitals & OTC
business
Source: As per AWACS – Feb’14
Diabetology
8%
Neuropsychiatry
16%
Cardiology
16%
Anti-infectives
13%
Gastroenterology
10%
Pain &
Analgesics
8%
Dermatology
6%
VMN
6%
Gynecology
6%
Respiratory
4%
Others
7%
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
14. 14
US: Growing Leadership Position
Strong pipeline of 184 ANDAs including high-value FTFs
Clear Dermatology leadership
No. 1 in generic dermatology, No. 3 in branded
Coverage across Actinic keratosis, Anti-fungals, Acne, etc
Sun Pharma
Revenues –
US$ 1.7 bn
Ranbaxy
Revenues –
US$ 0.5 bn
CY 2013
pro forma
Revenues –
US$ 2.2 bn
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
15. 15
Emerging Markets: Bolsters Presence
Merged entity to have global footprint across 55 markets
Increasing leadership in key Emerging Markets
Russia, Romania, South Africa, Brazil & Malaysia
Extensive Product Basket – largely Branded business with minimal overlap
Strong Doctor Relationships
Opportunities to leverage market presence to cross-sell products
Strong product pipeline for high-growth emerging markets
Sun Pharma
Revenues –
US$ 0.3 bn
Ranbaxy
Revenues –
US$ 0.6 bn
CY 2013
pro forma
Revenues –
US$ 0.9 bn
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
16. Financially Compelling Combination
Nearly US$ 4.2 billion in pro forma
sales for the twelve months ended
December 31, 2013
Approximately US$ 1.2 billion in pro
forma EBITDA for the twelve
months ended December 31, 2013
Anticipated to be cash EPS accretive
within first 12 months of close
~US$ 250 million of revenue &
operational synergies by 3rd year
Primarily derived from top-line
growth, and procurement & supply
chain efficiencies
16
Profile & Value Synergies
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
17. 17
Track record of successful turnaround of 16
acquisitions
Net Sales ($ Mn) EBITDA ($ Mn)
8 Early Acquisitions
4 Recent Acquisitions
Taro, DUSA, URL
4 Acquisitions - Bryan
Hungary, Able, Chattem
0
10
20
30
40
50
0
500
1,000
1,500
2,000
2,500
3,000
Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger
18. Next Steps
Regulatory
Announcement: April 7, 2014 Post Closing
Indian Central Government,
State Governments
High Courts of Gujarat,
Punjab and Haryana
Competition Commission of
India
Hart-Scott-Rodino approval
Shareholder
Votes
Closing: Anticipated by end of 2014
Integration
Transaction
Synergies
Remediation
Planning
Approval of 75% of the
shares voted by both Sun
Pharma and Ranbaxy
shareholders
Both Daiichi Sankyo and Sun
Pharma promoters have
agreed to vote in favor of
transaction
Integration planning
and leadership teams
appointed
~US$ 250 million in
synergies by 3rd year
Remediation of
manufacturing facilities
utilizing combined
expertise
Third-party consultants
to develop plans
18Creating the World's 5th Largest Specialty Generic Co - Sun Pharma - Ranbaxy Merger