This document provides information about Merck Pharmaceuticals. It begins with introductions of the instructor, group members, and team for the project. It then discusses the differences between a team and group. Next, it provides background on Merck Pharmaceuticals, including its history, founders, headquarters, values, and presence in Pakistan. It includes a mind map outlining the introduction, positioning, product positioning, improving the product line, differentiation, and conclusion. It discusses Merck's positioning strategy, priority areas of performance, people, and technology. It also outlines how product positioning can improve marketing. Finally, it provides details on Merck's product line and how it differentiates itself from competitors like Pfizer, Roche, and
The document discusses launching a new Itraconazole brand called Brintra. It analyzes the large and growing anti-fungal market in India, noting Itraconazole is the top prescribed drug. It examines competitors and finds the top brands have low prices and broad prescriber reach. The SWOT analysis notes strengths in market size and demand, but weaknesses in an overcrowded market. It suggests positioning Brintra through a new formulation technology and price advantage to effectively compete.
Dilip Shanghavi founded Sun Pharmaceutical Industries in 1983 with 10,000 rupees borrowed from his father. It has since grown to become the 5th largest generic pharmaceutical company globally, headquartered in Mumbai with over 8000 employees. In 2012 it made several major acquisitions in the US market to expand its international footprint. Its vision is to be among the top ten generic and OTC players in India within the next ten years through strategic growth and quality focus.
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.
This document provides an overview of Cipla Limited, an Indian pharmaceutical company. It discusses the company's history, vision, products, competitors, global presence, achievements, revenue breakdown, PESTLE analysis, Porter's five forces analysis, SWOT analysis, and key financial ratios. Cipla was founded in 1935 and is now a leading player in anti-infective and anti-asthmatic formulations. It has 44 manufacturing facilities in India and does business in over 170 countries worldwide.
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.
This presentation provides an overview of Glenmark Pharmaceuticals Limited (GPL), a specialty pharmaceutical company. GPL aims to emerge as a leading global integrated specialty company through proprietary research and development. The presentation outlines GPL's vision, therapeutic focus areas, research pipeline of 13 molecules including 8 new chemical entities and 5 biologics, and progress on key pipeline molecules like Oglemilast and GRC 6211. Financial details and global footprint of the overall Glenmark group are also included.
The document discusses launching a new Itraconazole brand called Brintra. It analyzes the large and growing anti-fungal market in India, noting Itraconazole is the top prescribed drug. It examines competitors and finds the top brands have low prices and broad prescriber reach. The SWOT analysis notes strengths in market size and demand, but weaknesses in an overcrowded market. It suggests positioning Brintra through a new formulation technology and price advantage to effectively compete.
Dilip Shanghavi founded Sun Pharmaceutical Industries in 1983 with 10,000 rupees borrowed from his father. It has since grown to become the 5th largest generic pharmaceutical company globally, headquartered in Mumbai with over 8000 employees. In 2012 it made several major acquisitions in the US market to expand its international footprint. Its vision is to be among the top ten generic and OTC players in India within the next ten years through strategic growth and quality focus.
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.
This document provides an overview of Cipla Limited, an Indian pharmaceutical company. It discusses the company's history, vision, products, competitors, global presence, achievements, revenue breakdown, PESTLE analysis, Porter's five forces analysis, SWOT analysis, and key financial ratios. Cipla was founded in 1935 and is now a leading player in anti-infective and anti-asthmatic formulations. It has 44 manufacturing facilities in India and does business in over 170 countries worldwide.
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.
This presentation provides an overview of Glenmark Pharmaceuticals Limited (GPL), a specialty pharmaceutical company. GPL aims to emerge as a leading global integrated specialty company through proprietary research and development. The presentation outlines GPL's vision, therapeutic focus areas, research pipeline of 13 molecules including 8 new chemical entities and 5 biologics, and progress on key pipeline molecules like Oglemilast and GRC 6211. Financial details and global footprint of the overall Glenmark group are also included.
Ervas Pharmaceuticals' mission is to make herbal wellness accessible to everyone and promote the belief that good health should be available to all. The company produces herbal medicines with the goal of improving health and wellness. Ervas focuses on natural and herbal remedies to help more people attain better health.
Glenmark Pharmaceuticals Ltd is an Indian pharmaceutical company founded in 1977 and headquartered in Mumbai. It has two main business segments: specialty business and Glenmark Generics Ltd. The specialty business focuses on dermatology, internal medicine, and other therapeutic areas. Glenmark has established itself among the top 25 generics companies in the US and built an active pharmaceutical ingredients business. It aims to launch two proprietary drugs and build its late-stage pipeline by 2015. Glenmark engages in various corporate social responsibility initiatives in health and livelihood.
This document discusses strategies for launching new pharmaceutical brands. It outlines that successful product launching depends on coordination across functions. The purpose is to build sales. A launching strategy consists of marketing decisions, activities, and product attributes to present the product to its target market. The objectives are to generate income. Key aspects of launching strategy include being first to market, a first follower, or delayed entrant. Marketing decisions include market entry strategy, product positioning, and marketing mix. Strategic decisions involve company strategy, product strategy, market strategy, and competitive strategy. Tactical decisions involve the marketing mix of product, price, promotion, and distribution. Success depends on customer performance, financial performance, and technical performance. The document provides details on various strategic
The document discusses Novartis, a Swiss pharmaceutical company. It provides background on Novartis, including that it was created through a 1996 merger. It then discusses Novartis' case regarding an Indian patent, with timelines of key events from 1997 to 2009. Finally, it summarizes that Novartis spent very little (0.03%) of its Indian revenue on research and development in India, contradicting claims that restricting patents would reduce innovation.
This document provides an overview and marketing plan for the launch of the new PPI drug Esomeprazole. The summary is:
1) Esomeprazole is aiming to target the large and growing PPI drug market by positioning itself as the most advanced PPI with higher bioavailability and safety.
2) The marketing plan includes pre-launch market research, targeting physicians and pharmacists with differentiated positioning messages emphasizing Esomeprazole as the "first choice" PPI.
3) Tactics will include sequential physician visits, message-related promotions, and a focus on tenders, competitions management, and direct-to-customer and consumer campaigns. The goal is to achieve the
This document discusses strategies for launching new products. It covers several key points:
1. Successful product launching depends on coordination across functions and preparation.
2. Strategic decisions for launching include identifying customers, product positioning, and developing an appropriate marketing mix.
3. Tactical decisions involve the "4 Ps" of marketing - product, price, place (distribution), and promotion.
4. The document provides an overview of different product life cycle stages and strategies for each stage.
The pharmaceutical industry in India is sized at $5 billion currently ranked 4th in terms of volume and 13th in terms of value, growing at an annual rate of 14.3% and expected to reach $25 billion by 2010. There are over 23,000 pharma companies in India but only around 300 operate in the organized sector. Novartis India is a 51% subsidiary of Swiss company Novartis, established in India in 1996. Novartis India's pharmaceuticals business contributes 62% of its sales and it has grown its total income over the years from 2004-2007 but profitability has been impacted by price regulations in India.
Strategic Analysis of the Indian Pharmaceutical Contract Manufacturing Market...Aiswariya Chidambaram
The Indian Pharmaceutical CMO market has been analyzed and assessed with respect to APIs and finished dose formulations (solids, liquids and injectables). Strategic recommendations for the success of market participants have been provided.
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.
This document outlines the business plan for Losartan Potassium (LOSART) for 2015. It summarizes that hypertension prevalence in Bangladesh is approximately 20% according to different sources. The cardiovascular drug market is valued at 988 crores with antihypertensives comprising 636 crores. LOSART has a 29.24% share of the antihypertensive market as the second most prescribed generic. The plan identifies opportunities to increase market share by focusing on specialty physicians and improving performance in metro areas. Objectives for 2015 include achieving 10% growth, a 4.9% market share, and reaching the number 3 market position.
This document provides a business plan for Losartan Potassium (Losartan) in Bangladesh for 2015. It summarizes hypertension prevalence data from various sources, showing about 20% of people in Bangladesh have hypertension. The cardiovascular drug market is growing at 11% annually and Losartan has a 29.24% share of the antihypertensive market. The objectives for 2015 are to achieve 10% sales growth, a 4.9% market share, and reach the number 3 market position for Losartan. The strategies proposed include increasing prescriptions from specialty physicians like cardiologists and improving performance in metro areas through targeted promotional initiatives.
Sun Pharmaceutical Industries is an Indian pharmaceutical company headquartered in Mumbai. It manufactures generic and branded formulations as well as active pharmaceutical ingredients. The company offers a range of products across several therapeutic areas. It became the fifth largest generic company in the world after acquiring Ranbaxy Laboratories in 2014. An analysis of Sun Pharma's financial ratios from 2011-2015 showed that the company generally maintained healthy profitability and liquidity ratios during this period, though some ratios like interest coverage declined over time, potentially due to increased borrowing.
Pluto® is a new drug that targets CML patients resistant or intolerant to existing treatments. It is 100 LE less than competitors, acts faster, and binds more effectively to the disease target. The business plan aims to introduce Pluto®, gain an 80% market share within 5 years, and achieve a 7.9% return on investment. A differentiated marketing strategy will promote Pluto® to top hematologists and oncologists. Sales, market share, and patient satisfaction will be tracked to evaluate the strategy's success in providing an effective new treatment option.
- Merck Sharp & Dohme (MSD) is an American pharmaceutical company established in 1891 as a subsidiary of the German company Merck. It operates as Merck & Co. in North America.
- MSD has a long history and presence in India, operating in therapeutic areas like oncology, vaccines, and diabetes. It is committed to bringing innovative products to India and supporting local communities.
- The document provides details on several of MSD's products for critical care, diabetes, and other conditions - including information on their uses, mechanisms of action, and side effects.
Nimalox is a non steroidal anti inflammatory drug with
analgesic and antipyretic properties and cox-2
selective inhibition
it's a study to re-branding Nimalox
MBA Cairo University
The document discusses the evolution of the Indian pharmaceutical industry over five phases from 1950 to 2010. It describes the industry's size, major players, exports, and relationship to GDP. The industry has grown from being dominated by foreign companies to becoming a major domestic and international player. It faces strengths in areas like manufacturing but weaknesses in research and development. Opportunities for growth include increased exports and partnerships with multinational companies. Threats include pressure from patent regulations and drug price controls. The industry is projected to continue strong growth and become a $20 billion market by 2015.
Dr. Reddy's Laboratories is a major Indian pharmaceutical company founded in 1984 and headquartered in Hyderabad. It has over 190 medications and 60 active pharmaceutical ingredients. The company has a global workforce of over 20,000 employees and a commercial presence in 26 countries. Dr. Reddy's Laboratories aims to bring new medicines to India at affordable prices. It has several subsidiaries and joint ventures around the world. The company produces generic medicines, APIs, differentiated formulations, and biosimilars. Its major competitors include Sun Pharma, Lupin, Aurobindo Pharma, and Cipla.
The marketing plan proposes promoting Neoslim, a new subcutaneously administered combination anti-obesity drug, to establish it as the leading anti-obesity drug brand. The objectives are to minimize patient dropout rates, increase US market penetration and later expand to Europe. The plan details promotional tactics targeting physicians, consumers, and payers to communicate Neoslim's positioning as superior to other anti-obesity drugs. Key assumptions include Neoslim gaining greater acceptance over competitors through lower dropout rates and higher market penetration, potentially capturing the statin and Meridia markets in the US.
GlaxoSmithKline (GSK) is a British multinational pharmaceutical, biologics, vaccines and consumer healthcare company headquartered in Brentford, London.
Merck corporate social responsibility - Merck CSR report 2012Merck-Responsibility
This is the Merck CSR report 2012. The multinational pharmaceutical company Merck provides for state-of-the-art corporate social responsibility standards and gives a comprehensive view on their CSR activities.
Ervas Pharmaceuticals' mission is to make herbal wellness accessible to everyone and promote the belief that good health should be available to all. The company produces herbal medicines with the goal of improving health and wellness. Ervas focuses on natural and herbal remedies to help more people attain better health.
Glenmark Pharmaceuticals Ltd is an Indian pharmaceutical company founded in 1977 and headquartered in Mumbai. It has two main business segments: specialty business and Glenmark Generics Ltd. The specialty business focuses on dermatology, internal medicine, and other therapeutic areas. Glenmark has established itself among the top 25 generics companies in the US and built an active pharmaceutical ingredients business. It aims to launch two proprietary drugs and build its late-stage pipeline by 2015. Glenmark engages in various corporate social responsibility initiatives in health and livelihood.
This document discusses strategies for launching new pharmaceutical brands. It outlines that successful product launching depends on coordination across functions. The purpose is to build sales. A launching strategy consists of marketing decisions, activities, and product attributes to present the product to its target market. The objectives are to generate income. Key aspects of launching strategy include being first to market, a first follower, or delayed entrant. Marketing decisions include market entry strategy, product positioning, and marketing mix. Strategic decisions involve company strategy, product strategy, market strategy, and competitive strategy. Tactical decisions involve the marketing mix of product, price, promotion, and distribution. Success depends on customer performance, financial performance, and technical performance. The document provides details on various strategic
The document discusses Novartis, a Swiss pharmaceutical company. It provides background on Novartis, including that it was created through a 1996 merger. It then discusses Novartis' case regarding an Indian patent, with timelines of key events from 1997 to 2009. Finally, it summarizes that Novartis spent very little (0.03%) of its Indian revenue on research and development in India, contradicting claims that restricting patents would reduce innovation.
This document provides an overview and marketing plan for the launch of the new PPI drug Esomeprazole. The summary is:
1) Esomeprazole is aiming to target the large and growing PPI drug market by positioning itself as the most advanced PPI with higher bioavailability and safety.
2) The marketing plan includes pre-launch market research, targeting physicians and pharmacists with differentiated positioning messages emphasizing Esomeprazole as the "first choice" PPI.
3) Tactics will include sequential physician visits, message-related promotions, and a focus on tenders, competitions management, and direct-to-customer and consumer campaigns. The goal is to achieve the
This document discusses strategies for launching new products. It covers several key points:
1. Successful product launching depends on coordination across functions and preparation.
2. Strategic decisions for launching include identifying customers, product positioning, and developing an appropriate marketing mix.
3. Tactical decisions involve the "4 Ps" of marketing - product, price, place (distribution), and promotion.
4. The document provides an overview of different product life cycle stages and strategies for each stage.
The pharmaceutical industry in India is sized at $5 billion currently ranked 4th in terms of volume and 13th in terms of value, growing at an annual rate of 14.3% and expected to reach $25 billion by 2010. There are over 23,000 pharma companies in India but only around 300 operate in the organized sector. Novartis India is a 51% subsidiary of Swiss company Novartis, established in India in 1996. Novartis India's pharmaceuticals business contributes 62% of its sales and it has grown its total income over the years from 2004-2007 but profitability has been impacted by price regulations in India.
Strategic Analysis of the Indian Pharmaceutical Contract Manufacturing Market...Aiswariya Chidambaram
The Indian Pharmaceutical CMO market has been analyzed and assessed with respect to APIs and finished dose formulations (solids, liquids and injectables). Strategic recommendations for the success of market participants have been provided.
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.
This document outlines the business plan for Losartan Potassium (LOSART) for 2015. It summarizes that hypertension prevalence in Bangladesh is approximately 20% according to different sources. The cardiovascular drug market is valued at 988 crores with antihypertensives comprising 636 crores. LOSART has a 29.24% share of the antihypertensive market as the second most prescribed generic. The plan identifies opportunities to increase market share by focusing on specialty physicians and improving performance in metro areas. Objectives for 2015 include achieving 10% growth, a 4.9% market share, and reaching the number 3 market position.
This document provides a business plan for Losartan Potassium (Losartan) in Bangladesh for 2015. It summarizes hypertension prevalence data from various sources, showing about 20% of people in Bangladesh have hypertension. The cardiovascular drug market is growing at 11% annually and Losartan has a 29.24% share of the antihypertensive market. The objectives for 2015 are to achieve 10% sales growth, a 4.9% market share, and reach the number 3 market position for Losartan. The strategies proposed include increasing prescriptions from specialty physicians like cardiologists and improving performance in metro areas through targeted promotional initiatives.
Sun Pharmaceutical Industries is an Indian pharmaceutical company headquartered in Mumbai. It manufactures generic and branded formulations as well as active pharmaceutical ingredients. The company offers a range of products across several therapeutic areas. It became the fifth largest generic company in the world after acquiring Ranbaxy Laboratories in 2014. An analysis of Sun Pharma's financial ratios from 2011-2015 showed that the company generally maintained healthy profitability and liquidity ratios during this period, though some ratios like interest coverage declined over time, potentially due to increased borrowing.
Pluto® is a new drug that targets CML patients resistant or intolerant to existing treatments. It is 100 LE less than competitors, acts faster, and binds more effectively to the disease target. The business plan aims to introduce Pluto®, gain an 80% market share within 5 years, and achieve a 7.9% return on investment. A differentiated marketing strategy will promote Pluto® to top hematologists and oncologists. Sales, market share, and patient satisfaction will be tracked to evaluate the strategy's success in providing an effective new treatment option.
- Merck Sharp & Dohme (MSD) is an American pharmaceutical company established in 1891 as a subsidiary of the German company Merck. It operates as Merck & Co. in North America.
- MSD has a long history and presence in India, operating in therapeutic areas like oncology, vaccines, and diabetes. It is committed to bringing innovative products to India and supporting local communities.
- The document provides details on several of MSD's products for critical care, diabetes, and other conditions - including information on their uses, mechanisms of action, and side effects.
Nimalox is a non steroidal anti inflammatory drug with
analgesic and antipyretic properties and cox-2
selective inhibition
it's a study to re-branding Nimalox
MBA Cairo University
The document discusses the evolution of the Indian pharmaceutical industry over five phases from 1950 to 2010. It describes the industry's size, major players, exports, and relationship to GDP. The industry has grown from being dominated by foreign companies to becoming a major domestic and international player. It faces strengths in areas like manufacturing but weaknesses in research and development. Opportunities for growth include increased exports and partnerships with multinational companies. Threats include pressure from patent regulations and drug price controls. The industry is projected to continue strong growth and become a $20 billion market by 2015.
Dr. Reddy's Laboratories is a major Indian pharmaceutical company founded in 1984 and headquartered in Hyderabad. It has over 190 medications and 60 active pharmaceutical ingredients. The company has a global workforce of over 20,000 employees and a commercial presence in 26 countries. Dr. Reddy's Laboratories aims to bring new medicines to India at affordable prices. It has several subsidiaries and joint ventures around the world. The company produces generic medicines, APIs, differentiated formulations, and biosimilars. Its major competitors include Sun Pharma, Lupin, Aurobindo Pharma, and Cipla.
The marketing plan proposes promoting Neoslim, a new subcutaneously administered combination anti-obesity drug, to establish it as the leading anti-obesity drug brand. The objectives are to minimize patient dropout rates, increase US market penetration and later expand to Europe. The plan details promotional tactics targeting physicians, consumers, and payers to communicate Neoslim's positioning as superior to other anti-obesity drugs. Key assumptions include Neoslim gaining greater acceptance over competitors through lower dropout rates and higher market penetration, potentially capturing the statin and Meridia markets in the US.
GlaxoSmithKline (GSK) is a British multinational pharmaceutical, biologics, vaccines and consumer healthcare company headquartered in Brentford, London.
Merck corporate social responsibility - Merck CSR report 2012Merck-Responsibility
This is the Merck CSR report 2012. The multinational pharmaceutical company Merck provides for state-of-the-art corporate social responsibility standards and gives a comprehensive view on their CSR activities.
This document provides an overview of the human resource practices and policies of Beximco Pharmaceuticals Limited, a leading pharmaceutical company in Bangladesh. It discusses Beximco's mission, vision, core values, organizational structure, departments, recruitment process, performance appraisals, training programs, compensation policies, and employee relations practices. The summary highlights that Beximco has over 500 pharmaceutical products and 2800 employees across 12 departments. It also outlines Beximco's focus on quality, customer satisfaction, and developing its people as reflected in its human resources policies and practices.
Value Chain Analysis of Glaxo Smith KlineAbu Jubaer
GlaxoSmithKline is one of the world's leading research-based pharmaceutical companies committed to improving human life. It has a fast growth rate and strong presence in Bangladesh. GSK's vision is to become the undisputed industry leader through size and using size to achieve their mission. Their mission is to improve quality of life by enabling people to do more, feel better and live longer. GSK has a strong competitive advantage through their focus on R&D and exploring new markets. Their value chain involves manufacturing, marketing, and services alongside firm infrastructure, human resource management, and research development activities such as tackling antibiotic resistance.
Adeeva Life Care Pvt. Ltd. is setup by KPS Clinical Services Pvt. Ltd. (a leading Contract Research Organization) in the auspicious of RAHE Group of Organizations.
Adeeva Life Care is a different kind of pharmaceutical and healthcare products company. We are an India based company focused on management of various kinds of ailments by developing our unique range of innovative products.
Cosmetic product manufacturing in gujaratglobleseo
Retrive Pharma Pvt Ltd is an Indian nutraceutical and Ayurveda company focused on developing unique, high quality products backed by scientific research. The company aims to provide evidence-based nutraceutical products to help address increasing lifestyle diseases in India due to changing diets and more sedentary lives. Retrive has state-of-the-art manufacturing facilities and a wide distribution network across India to make its innovative products accessible nationwide. The company is committed to quality and has a dedicated research and development team to continuously introduce new products.
Vijaya Bhaskar has over 13 years of experience in marketing roles within the interior supplies industry. He has specialized experience developing marketing strategies and managing budgets to increase market share. Currently, he works as a Business Development Manager at EverestPly & VeneersPvt. Ltd, a manufacturer of premium grade plywood, where he is responsible for monitoring marketing tasks and ensuring sales targets are met. Previously he held marketing roles at several pharmaceutical companies where he was responsible for promoting medical products and maintaining relationships with physicians.
Merck Brazil - Facts and Figures of Merck Pharmaceutical Company in BrazilMerck-Responsibility
The multinational pharma company Merck has been active in Brazil for many years. Merck facts and figures. This document provides key information on the global pharmaceutical player Merck. It covers financials, strategic aspects and other KPI's as well as information on corporate responsibility topics.
Director of Sales - Consumer Heath Care - Strides Shasun INC. USASumesh Pillai
The Director of Sales is responsible for growing Strides' consumer healthcare business in the US, including both branded products and private labels. Key responsibilities include developing and building the branded portfolio, expanding distribution channels and key accounts, managing the national distributor relationship, and providing input into the product pipeline. The role aims to establish Strides as a significant player in the US consumer healthcare market over the next 3-5 years by achieving sales goals and successfully launching new products.
Brand plan for 2010 glycomet (us vitamin) - mitesh shahMitesh Shah
The document provides a brand plan for Glycomet, a diabetes medication, for the year 2010. It was prepared by Mitesh Shah and submitted to Mr. Pratim Vora. The plan outlines sales objectives to increase annual unit sales and revenue. It discusses strategies and tactics to achieve these objectives, including effective promotional activities, product design, pricing, and a situational analysis. It also includes a SWOT analysis and details on hiring and training sales personnel to support the outlined goals.
The document provides details about an in-plant training report submitted by 5 students from Southeast University at ACME Laboratories Ltd. It includes:
1) An introduction to the in-plant training and about ACME Laboratories which produces over 500 pharmaceutical products across various dosage forms and therapeutic categories.
2) Descriptions of the different production units at ACME including the General Unit, Solid Dosage Unit, Cephalosporin Unit, and the BFS, Liquid & Semisolid Unit.
3) Overviews of other departments visited including Quality Assurance, Quality Control, Warehouse, Engineering, and Research & Development.
Merck facts and figures. This document provides key information on the pharmaceutical player Merck. It covers financials, strategic aspects and other KPI's as well as information on corporate responsibility topics.
This industrial visit report summarizes a visit by pharmacy students to The Madras Pharma facility in Chennai, India. The report provides details about the company's manufacturing capabilities and departments visited including production, quality control, and packaging. It notes that students observed manufacturing processes, had their questions answered by company personnel, and gained practical knowledge to strengthen their theoretical classroom learning. The industrial visit was considered a valuable learning experience for the students.
Krishgen is an Indian biotech company established in 2003 that focuses on medical diagnostics, drug discovery research, biopharmaceuticals, and plant/food sciences. It has experienced strong growth, with revenues reaching $5 million in 2011. Krishgen provides immunoassay kits, human cell lines, glycobiology tools, and preclinical toxicology products to support research and drug development.
CrossBay Medical was founded to leverage over 50 years of combined experience in the medical device field. Their mission is to develop and manufacture cost-effective medical products and commercialize them globally. They aim to provide affordable healthcare solutions, especially in emerging markets. CrossBay Medical partners with suppliers and innovators to help them obtain regulatory approvals, assess markets, and distribute their products through CrossBay's global network.
Strategic management - An Outlook on Growth strategyNeha Kalal
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. The key stages are strategy formulation, implementation, and evaluation. Strategy formulation involves determining the vision, mission, external/internal analysis to identify strengths, weaknesses, opportunities, and threats. Implementation establishes objectives, policies, motivation, and resource allocation. Evaluation assesses performance and makes corrections. Strategic planning provides financial and non-financial benefits but some firms do not plan due to lack of knowledge, poor structures, or overconfidence. Sun Pharma grew through strategic acquisitions of companies and plants from 1996-2015 to expand globally and into new therapy areas.
Beximco Pharma was founded in 1976 and is now Bangladesh's largest pharmaceutical company, supplying over 10% of the country's medication needs. It has manufacturing facilities accredited by several international regulatory authorities. The company's mission is to provide affordable medicines while striving for global quality standards and addressing unmet patient needs. It has over 500 product lines across various therapeutic categories.
Krishgen is an Indian biotech company established in 2003 that focuses on developing tools for the life sciences and agri industries. It has experienced strong growth, with revenues reaching $5 million in 2011. The company provides products and services related to medical diagnostics, drug discovery research, biopharmaceuticals, and plant/food sciences.
07.2 cultural analysis, the cultural web modelsajidsharif2022
This document discusses strategic capabilities and management. It covers Hofstede's cultural dimensions theory, organizational culture including values, beliefs, behaviors and paradigms. It also discusses the influence of history and culture on organizations. Finally, it mentions undertaking cultural analysis using the cultural web framework to analyze an organization's culture.
The document discusses strategic management concepts including the strategic position of a business in terms of its environment, capabilities, purpose, and culture. It covers frameworks for analyzing the macro environment using PESTEL (political, economic, social, technological, ecological, and legal factors) and Porter's Five Forces model. Key aspects of each factor in PESTEL and the five competitive forces are defined. The document also discusses scenario planning and provides an example scenario for the global fashion industry.
01.2 introduction to strategy and strategic management, 2019 1sajidsharif2022
This document provides an introduction to strategy and strategic management. It defines strategy and discusses the need for strategic decisions. It outlines the different levels of strategy, including corporate, business, and operational strategies. It also examines various perspectives on defining strategy and discusses characteristics of strategic decisions. The importance of strategic decisions for ensuring survival and power in competition is emphasized.
The document discusses how strategic management is influenced by an organization's history, culture, and stakeholders. It examines how past experiences, decisions, and capabilities can create "path dependency" that shapes future strategy. Key aspects of organizational culture like values, beliefs, behaviors, and paradigms are explored along with how they can impact strategy development and influence stakeholders' expectations.
This document discusses strategic capabilities and how they contribute to an organization's long-term survival or competitive advantage. It defines strategic capabilities as the factors and assets an organization has that allow it to be profitable, grow its customer base, and cope with changes. These capabilities include resources, competencies, dynamic capabilities, threshold capabilities, and distinctive capabilities. The document also introduces the VRIO framework for assessing the basis of competitive advantage based on a capability's value, rarity, inimitability, and the organization's ability to support it.
01.2 introduction to strategy and strategic management, 2019sajidsharif2022
This document provides an introduction to strategy and strategic management. It defines strategy as a set of decisions or planning guidelines that determine long-term direction, major resource allocation, coping with competition, and focusing core competencies. Strategic decisions are characterized by long-term focus, resource optimization, flexibility, and competitiveness. The need for strategy arises from factors like speed, scarcity, opportunities, technological change, and dynamic environments that companies must navigate.
This document provides an overview of financial analysis and summarizes Lowe's financial statements and key performance metrics for 2008. It covers Lowe's balance sheet, income statement, and various financial ratios to measure performance, efficiency, profitability, leverage, and liquidity. The document concludes that financial analysis helps assess a company's past, present and future performance by analyzing historical financial data.
The document is a chapter from a corporate finance textbook that discusses managing international risks. It covers several topics related to foreign exchange markets including the relationship between interest rates and exchange rates, how forward premiums relate to changes in spot rates, how exchange rates are affected by inflation rates, and how companies can hedge currency risks using tools like forward and options contracts. It also discusses political risks that multinational firms may face abroad such as risks posed by changes in policies or political instability in foreign markets.
This document provides an overview of corporate financing, including patterns of corporate financing, common stock, debts, financial markets and institutions, and their roles. It discusses how corporations obtain internal funds from depreciation and retained earnings and external funds from stocks and debts. Common stockholders own the corporation but managers also play a role in how much firms borrow. Financial markets allow corporations to raise funds from investors worldwide, while financial institutions like banks, mutual funds, and insurance companies are major sources of financing for corporations.
Chapter 2Supply Chain Performance: Achieving Strategic Fit and Scopesajidsharif2022
1) Effective supply chain management requires achieving strategic fit between the demand aspects of a product and the design of its underlying supply chain.
2) Understanding customer needs in terms of factors like quantity, lead time, product variety and price helps determine a product's implied demand uncertainty.
3) Understanding the supply chain's responsiveness in meeting factors like ranges of quantities, lead times, and service levels helps map it on the responsiveness spectrum.
3) Strategic fit is achieved by ensuring the supply chain's strengths are consistent with the target customer's needs, such as having a responsive supply chain for customers with uncertain demand.
The document discusses the key drivers of supply chain performance - facilities, inventory, transportation, information, sourcing, and pricing. It describes how each driver can impact efficiency versus responsiveness and the trade-offs involved in decisions for each. Components of decisions are outlined for facilities, inventory, transportation, information, sourcing, and pricing. Obstacles to achieving strategic fit with the supply chain are also discussed.
The document defines a supply chain as all stages involved in fulfilling customer requests, including manufacturers, suppliers, transporters, warehouses, retailers, and customers. It discusses the objective of a supply chain as maximizing value by balancing revenue generated from customers against costs across the supply chain. Key decision phases in a supply chain are strategy/design, planning, and operations. The document also presents cycle and push/pull views for understanding processes within a supply chain.
Chap 4 Designing the Distribution Network in a Supply Chainsajidsharif2022
This document discusses factors that influence distribution network design and different design options for distribution networks. It outlines key considerations for distribution network design like meeting customer needs through good service and minimizing supply chain costs. Different distribution network designs are presented, including direct shipping from manufacturers, distribution through warehouses, and retail stores. Their relative strengths in areas like response time, product variety, and costs are compared. The impacts of e-business and real-world examples of distribution networks are also covered.
1. The document discusses sustainability in supply chains, focusing on social, environmental, and economic dimensions. It addresses challenges like the tragedy of the commons and need for incentives.
2. Key topics covered include defining sustainable supply chains, factors prioritizing sustainability, and solutions to the tragedy of the commons like command-and-control or market mechanisms.
3. Examples discussed are Walmart focusing on sustainability due to criticism, and opportunities in supply chains related to energy use, transportation efficiency, working with suppliers, and closed-loop recycling models.
Chapter 14 sourcing decisions in a supply chainsajidsharif2022
1. The document discusses key concepts related to sourcing decisions in a supply chain, including the role of sourcing, factors that affect outsourcing decisions, and total cost of ownership.
2. It covers dimensions of supplier performance that impact costs, mechanisms for supplier selection like auctions and negotiations, and approaches for risk sharing between buyers and suppliers.
3. The document also discusses designing a tailored supplier portfolio and strategies for making effective sourcing decisions in practice through multifunctional teams, coordination across regions, evaluating total cost, and building long-term supplier relationships.
This document discusses transportation in supply chain management. It covers the following key topics:
1. The various modes of transportation used in supply chains including air, truck, rail, water, and pipeline. It provides data on freight volumes and values for each mode.
2. The design options for transportation networks including direct shipping, shipping through distribution centers, and tailored networks matching individual product and customer needs.
3. The trade-offs involved in transportation design between transportation and inventory costs, and transportation cost and customer responsiveness.
4. How information technology and risk management can help optimize transportation decision making.
Chapter 9 sales and operations planning in a supply chainsajidsharif2022
This document provides an overview of Sales & Operations Planning (S&OP). It describes S&OP as an integrated business process that drives collaboration across divisions to balance supply and demand. The key benefits of S&OP include aligning teams around a common plan, improving forecast accuracy, and reducing excess inventory. The document also outlines the typical S&OP process, including developing annual financial plans and conducting monthly executive meetings to agree on consensus demand and supply plans. Finally, it discusses achieving different levels of S&OP maturity over time to improve decision making and strategic collaboration.
Chapter 8 aggregate planning in a supply chainsajidsharif2022
This document discusses aggregate planning and its role in supply chain management. It begins by defining aggregate planning as the process of determining optimal levels of production, capacity, inventory, and other factors over a 3-18 month time horizon. The document then provides learning objectives, outlines key information needed for aggregate planning like demand forecasts and cost data, and describes different aggregate planning strategies like chase, level, and time flexibility strategies. It concludes by presenting an example aggregate planning problem for a company called Red Tomato Tools using linear programming.
The document discusses supply chain management. It defines supply chain management as coordinating all parties involved in fulfilling a customer request, including suppliers, manufacturers, distributors, and retailers. It describes the three key decision phases in supply chain management as strategy, planning, and operations. It also outlines different ways to view supply chain processes, such as the cycle view and push/pull view, and identifies the three main macro processes as customer relationship management, internal supply chain management, and supplier relationship management.
The document discusses network design models for supply chain facility location and capacity allocation. It describes four phases of network optimization models: 1) models to decide location and capacity, 2) models that consider regional factors to locate facilities, 3) gravity models to minimize transport costs from suppliers to markets, and 4) models that jointly decide location and capacity allocation. The document emphasizes that network design decisions have long-term consequences and cultural and quality-of-life implications that must be considered.
Compitive analysis on Noise pvt Ltd.pptxSauravDey45
ChatGPT
Competitive Analysis: Noise Smartwatch
Overview
Noise is an Indian electronics brand that primarily manufactures smartwatches, wireless earphones, and other electronic accessories. Noise smartwatches have gained significant popularity due to their affordable pricing, feature-rich offerings, and stylish designs. The competitive landscape for Noise smartwatches includes both local and international brands that cater to various market segments. This analysis will focus on key competitors, market positioning, product features, pricing strategies, and consumer preferences.
Key Competitors
Amazfit (Huami):
Strengths: Known for excellent battery life, robust fitness tracking, and premium build quality.
Weaknesses: Slightly higher price points compared to Noise.
Products: Amazfit Bip U, Amazfit GTS series.
Realme:
Strengths: Strong brand presence, integration with Realme smartphones, and aggressive pricing.
Weaknesses: Limited variety in smartwatch models.
Products: Realme Watch, Realme Watch S.
Boat:
Strengths: Competitive pricing, appealing designs, and extensive marketing.
Weaknesses: Relatively new to the smartwatch market, which may affect consumer trust.
Products: Boat Storm, Boat Flash.
Samsung:
Strengths: High brand credibility, advanced features, and premium design.
Weaknesses: Higher price points make it less accessible to budget-conscious consumers.
Products: Galaxy Watch Active 2, Galaxy Watch 3.
Xiaomi:
Strengths: Strong ecosystem integration, affordable pricing, and extensive features.
Weaknesses: Less focus on premium design compared to some competitors.
Products: Mi Band series, Mi Watch.
Market Positioning
Noise positions itself as an affordable yet feature-rich alternative in the smartwatch market. Its target demographic includes budget-conscious consumers and fitness enthusiasts who seek value for money without compromising on essential features like fitness tracking, notifications, and battery life. Noise leverages its strong online presence and partnerships with e-commerce platforms to reach its audience effectively.
Product Features Comparison
Noise Smartwatches:
Key Features: Heart rate monitoring, SpO2 tracking, multiple sports modes, customizable watch faces, notifications, and music control.
Battery Life: Typically lasts 7-10 days on a single charge.
Build Quality: Focus on lightweight and comfortable designs with water-resistant capabilities.
Amazfit Smartwatches:
Key Features: Advanced fitness tracking, GPS, AMOLED displays, and long battery life (up to 20 days).
Battery Life: 10-20 days depending on the model.
Build Quality: Premium materials and durable designs.
Realme Smartwatches:
Key Features: Basic fitness tracking, SpO2 monitoring, and notifications.
Battery Life: Up to 9 days.
Build Quality: Sleek designs but slightly limited in variety.
Boat Smartwatches:
Key Features: Heart rate monitoring, multiple sports modes, and customizable watch faces.
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6. Difference between team and Group
Team;
Team also have multiple people because skills need
performances in the team, and every person has a different
skills that performs his own duty instead of doing any
other person can not perform duty.
Group;
There are multiple people in the group, but a servant can
work for the entire group.
12. Introduction;
Merck outside the United States and Canada, is an
American pharmaceutical company and one of the
largest pharmaceutical companies in the world. The
company was established in 1891 as the United States
subsidiary of the German company Merck, which was
founded in 1668 by the Merck family.
Founders:
George Merck
Headquarters:
New Jersey,United States
13. We are Merck
We are committed to living our social,
economic and ecological responsibility toward
people, toward our partners in the market and toward
our shareholders. We are committed to improving
health and well-being around the world.
“Our core values are driven by a desire to improve
life, achieve scientific excellence, operate with the
highest standards of integrity, expand access to our
products and employ a diverse workforce that
values collaboration”.
14. In Pakistan;
Merck has been present in Pakistan for
more than 40 years.
“Merck (Pvt.) Ltd. has its state-of-the-art
manufacturing facility in Quetta and Head
Office based in Karachi. The Distribution
Center of the company is based in
Lahore. The production facility in Quetta is
involved in the manufacturing and
packaging of solids (tablets & capsules),
liquids (syrups), injectibles (ampoules)
and ointments
16. Positioning strategy:
Group strategy:
Over the past decade, Merck has transformed itself
from a classic supplier of chemicals and pharmaceuticals into a
global science and technology company. The main driver was the
transformation of our business portfolio, particularly through the
divestment of our Generics business (2007) and the acquisitions
of Serono (2007), Millipore (2010), AZ Electronic Materials
(2014), and Sigma-Aldrich (2015). In addition, we focused our
businesses on innovation-driven and highly specialized products,
extensively revamped our internal structures and processes, and
expanded our presence in global growth markets. In line with this
strategy, we completed the divestment of our Biosimilars business
in 2017. In addition, we are preparing strategic options for our
Consumer Health business, including a potential full or partial
sale of the business as well as strategic partnerships.
17. Today, we hold leading positions in the respective markets of our
three business sectors
Healthcare
Life Science
Performance Materials
To this end, we are pursuing innovation-driven, organic
growth. For instance, by 2022 we are targeting sales of around
€ 4 billion with new products. New medicines from the
pharmaceutical pipeline are to contribute around € 2 billion, with
Life Science and Performance Materials innovations each
contributing around € 1 billion in sales.
18. By the end of 2018, we aim to reduce our debt
level to below 2 again. At Group level, we reduced our net
debt by around € 1.4 billion in 2017. At the same time,
strict financial discipline supports the rating of the Merck
Group. Our dividend policy reflects a sustainable earnings
trend.
Our Group strategy aims to resolutely continue
the transformation of Merck into a science and technology
company and to position the company as a leading player
in a changing market environment. We focus on three
areas of key priority, namely ‟Performance”, ‟People”
and ‟Technology”.
19. Priority area “Performance”
The priority area ‟Performance” encompasses all
activities that create sustainable, profitable growth. To this
end, we are closely aligning our businesses with the
wishes and needs of customers and patients, not only
through our products, but also best possible proximity. The
basis for this is formed by efficient structures and -
processes as well as sustainable financial management.
20. Priority area “People”
The priority area ”People” addresses how we as a science
and technology company can create a working
environment that meets our employees’ individual needs
and allows curiosity to unfold. Our growth strategy calls
for people with diverse experience and backgrounds who
work together on the basis of shared values to create
innovation and respond flexibly to changing demands.
21. Priority area “Technology”
The priority area ”Technology” covers the closely
interlinked areas of innovation and digitalization.
Developing and marketing innovative products and
services are at the forefront of our Group strategy and all
the business strategies. Our objective is to foster
innovations both within the businesses and between them
as well as beyond existing businesses into areas in which
we are not yet active.
23. How to Product Positioning Will Improve
Your Marketing
Know Your Target Audience
Tell Them Who You Are
Provide Evidence
Value Proposition
Unique Selling Proposition
Segment Your Market
Carefully Craft Your Message
24. How to Product Positioning Will Improve
Your Marketing…continue…..
Know Your Competition
Showcase Your Expertise
Focus on Competitive Advantages
Identify the product features
Never make a mistake of underestimating your
competitor
Promote the benefits
Maintaining positioning
27. Azolam
Purpose of
Uses
These tablets are
used to relieve the
brain and are used
for sleep.
Salt;
Alprazolam [0.25 mg]
Alprazolam [0.5 mg]
Alprazolam [0.1 mg]
32. Esvin
Purpose of
Uses
These are used to
control the
medicine stomach
problem.
Salt;
Esomeprazole [20
mg]
Esomeprazole [40
mg]
33. Evion
Purpose of
Uses
These tablets are
used for and meet
the deficiency of
vitamins.
Salt;
Tocopherol (Vitamin
E) [200 mg]
Tocopherol (Vitamin
E) [400 mg]
Tocopherol (Vitamin
E) [600 mg]
34. Glucophage and Glucovance
Purpose of
Uses
Medicine is used
to control sugar.
Salt;
Metformin (HCl)
[250, 500, 750XR,
850, 1 mg]
Glibenclamide
[1.25 mg],
Metformin (HCl)
[250 mg]
35. Klaribact
KLARIBACT Clarithromycin [250 mg]
Purpose of
Uses
There are
antibiotics tablets
and are used to
prevent infections.
Salt;
Clarithromycin
[125 mg]
Clarithromycin
[250 mg]
Clarithromycin
[500 mg]
36. Lodopin
Purpose of
Uses
These tablets are
used to prevent
blood pressure.
Salt;
Amlodipine
(Besylate) [2.5 mg]
Amlodipine
(Besylate) [5 mg]
Amlodipine
(Besylate) [10 mg]
43. Polybion
Purpose of
Uses
Is the medicine
used for power.
Salt;
Nicotinamide [20
mg/5ml],
Riboflavin
(Vitamin B2) [2.5
mg/5ml],
Thiamine HCl
(Vitamin B1) [5
mg/5ml]
48. DIFFERENIATION OF MERCK
Pfizer
US $53.7 billion
The world’s largest
pharmaceutical company is
multinational pharma giant
Pfizer, headquartered in
Connecticut, USA. The
research-based company has
a varied portfolio that spans
many therapy areas, including
immunology, oncology,
neurosciences and rare
diseases.
Roche
US $45.6 billion
Swiss pharmaceutical
company, Roche, is the
2nd biggest pharmaceutical
company in the world for 2019,
and employs 94,442 people
worldwide. The company
develops innovative drugs and
devices in a number of key
indications, such as oncology,
immunology, infectious
diseases and neuroscience.
49. DIFFERENIATION OF MERCK
Johnson & Johnson
US $40.7 billion
In the top 3 pharmaceutical
companies in the world
is Johnson & Johnson, a
company that was established
over 130 years ago and has
become a staple household
name thanks to popular
consumer goods like Aveeno,
Neutrogena and Listerine
Sanofi
US $39.3 billion
4th on the top 10 pharma list is
French pharmaceutical
company, Sanofi. The company
saw 7.1%% revenue growth
within its pharmaceutical
sector, which contributes a
substantial percentage of the
company’s total revenue.
50. DIFFERENIATION OF MERCK
Merck & Co
US $39.7 billion
American pharmaceutical
company Merck takes a spot as
one of the top 5 pharmaceutical
companies in the world in 2018.
Merck is known as MSD outside
of North America. The company
develops drugs, vaccines and
biologics in many areas
including cardiovascular,
oncology, endocrinology and
infectious disease.
Novartis
US $34.9 billion
One of the leading pharmaceutical
companies in Switzerland, Novartis
comfortably makes the top 10
pharma list for 2019. The company
focuses on a wide range of disease
areas including oncology,
immunology/dermatology,
neuroscience and respiratory.
51. DIFFERENIATION OF MERCK
AbbVie
US $32.8 billion
Research-driven American
biopharma AbbVie has maintained
its position on this list, with an
impressive increase of 16.2%
compared with 2017 pharma
revenue statisitcs. AbbVie has
recently announced that
upadacitinib, one of their most
anticipated drugs in development
that will be used to treat moderate
to severe atopic dermatitis, has been
granted breakthrough therapy
designation by the FDA.
Amgen
US $23.7 billion
Amgen is an American
biopharmaceutical company
headquartered in California
that specialises in developing
novel human therapeutics,
with a focus on
cardiovascular disease,
oncology, bone health,
neuroscience, nephrology,
and inflammation.
52. DIFFERENIATION OF MERCK
GlaxoSmithKline (GSK)
US $23 billion
A staple candidate in the top 10
pharma list year on year,
GlaxoSmithKline (GSK) is a
leading British pharmaceutical
company that always boasts a
strong pipeline of innovative
drugs. The company specialises
in a broad range of therapy
areas but is particularly
successful in the fields of
HIV/AIDS, respiratory and
vaccines.
Bristol-Myers Squibb
(BMS)
US $22.6 billion
A new entry into the top 10
pharma list is Bristol-Myers
Squibb, a leading American
pharmaceutical company
headquartered in New York
City.
54. Conclusion
Pharmaceutical firm Martin Dow Limited has acquired
Pakistan’s operation of German Merck KgaA, said a statement
issued by the Germany firm on Monday.
The statement said Merck “has executed a binding contract to
divest its shareholding in Pakistan to Martin Dow Ltd., a leading
pharmaceutical company.”
The companies also agreed on long-term agreements whereby
the business in Pakistan will have access to Merck healthcare and
life science portfolios, ensuring continued supply of its products
to its patients and customers, it said.
The companies agreed to not disclose the financial terms of the
deal. Simon Sturge, chief operating officer of Merck’s healthcare
business said the divestiture was due to strategic reasons.
55. Conclusion
“We are convinced that Dow will be a great partner who
will ensure sustainable long-term growth of the Pakistan
business,” Sturge said.
In addition, Merck will pay its employees a welcome
bonus at closing. “We intend to build Merck’s
outstanding record in Pakistan further and protect
employees rights in the same manner as has been
prevalent all these years in Merck,” Jawed Akhai,
Chairman of Martin Dow said.