Presented By:- Rajput Miraj DILIP SHANGHVI Sun Pharmaceuticals
<ul><li>Dilip S. Shanghvi is the chairman of Sun Pharmaceuticals and has an estimated wealth of $4.44 billion. </li></ul><ul><li>He was inducted into his father's small pharma trade business when he was 18 and a commerce undergraduate at Calcutta University. </li></ul><ul><li>He started Sun Pharmaceuticals in 1983 and it is currently the fifth-largest drug maker in India. </li></ul><ul><li>He borrowed his friend's equipment and Rs 10,000 from his father and Sun Pharmaceutical officially opened for business. </li></ul><ul><li>Dilip Sanghvi was on 11th Rank in Forbes list 2008 for richest Indian in the World and was catapulted to 8th position in the Forbes 2009 list, </li></ul><ul><li>he is also 4th Richest Gujarati in Gujarat. </li></ul>
<ul><li>Sun Pharma is a rising star of India's fast-growing pharmaceuticals industry. </li></ul><ul><li>In less than a decade, Sun has lifted itself into fifth position in the country's pharmaceuticals market. </li></ul><ul><li>Sun manufactures a range of drugs for a range of medical specialties, treatments, and disorders. </li></ul><ul><li>The company targets especially high-margin niche and specialty medications , including longtime bestseller Monotrate, as well as brands Celact (celecoxib), Oleanz (olanzapine), Rofact (rofecoxib), Nodict (naltrexone), Fexotrol (fexofenadine), Zelast (azolastine), and Ketorid (ketotifen). </li></ul><ul><li>Sun Pharma manufactures and markets its drugs through a number of subsidiaries and divisions, including Aztec, Inca, Sun, Milmet, Synergy, TDPL, Symbiosis, and Solares. </li></ul><ul><li>More than 70 percent of the company's sales come from within India. </li></ul><ul><li>Sun is also present in the United States, through Caraco Pharmaceutical Laboratories. </li></ul>
<ul><li>A drug trader turned drug manufacturer, such challenges are not new for 53-year old Shanghvi, a Gujarati who started his career in Kolkata and moved to Mumbai to set up a drug firm in 1983. </li></ul><ul><li>Over the years, Sun emerged as the country’s most valuable pharmaceutical company. </li></ul><ul><li>In the last decade, Sun acquired over a dozen firms in India and abroad, most of them loss-making. </li></ul><ul><li>Shanghvi and his team successfully turned these companies around in quick time. For example, Sun's flagship US subsidiary, Caraco Pharmaceuticals, was in a shambles when Sun acquired it about a decade ago. Now, Caraco is a big revenue earner for Sun. </li></ul>
1982 : Dilip S. Shanghvi launches Sun Pharmaceutical in Calcutta. 1983 : With a loan of Rs 10,000, Sun Pharmaceutical begins manufacturing drugs, then opens its manufacturing "shed" in Vapi. 1986 : The company moves its administrative and corporate headquarters to the West Coast and extends marketing coverage across India. 1987 : The company unveils its cardiology products line. 1989 : The company launches its another products line and begins export operations.
1993 : The SPARC research and development facility is opened; offices in Moscow and Toronto are opened. 1994 : The company goes public(IPO) on several Indian stock exchanges. 1996 : The company acquires Knoll Pharma's bulk actives division; it acquires stakes in Caraco (U.S.A.) and Gujarat Lyka Organics Ltd.; a stake in MJ Pharma also is acquired. 1997 : TDPL is acquired and the company reorganizes into six operating divisions. 1998 : The company acquires brands from Natco Pharma, including time-release technology. 2000 : The company acquires the Pradeep Drug company, based in the Madras region. 2002 : A new manufacturing plant opens in Dadra; the company boosts its stake in Caraco to 65 percent.
Selection of Location:- By the end of its first year, Sun had moved into its own manufacturing facility--spending $50,000 to install its production into a self-described "shed" of 3,000 square feet in the town of Vapi, on the country's west coast, near the pharmaceutical center of Mumbai (Bombay). Discussing the reason behind the move with Business World, Shanghvi explained: "The industry was concentrated in the western region and it was easier to get permission there to launch new drugs." Having specialists in all the therapy areas that it has a presence in. specialty product baskets that are customized to a country's needs. The learning from international markets that equip the company eventually to launch innovative products across international markets of interest.
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