This document discusses research and development (R&D) and innovation management at Mankind Pharma. It provides background on Mankind Pharma, founded in 1995, which now has over 10,000 employees and operates in 15 countries. It outlines the objectives of R&D including quality improvement and new product development. It also describes Mankind Research Centre, located in Gurgaon, which has over 200 scientists working on over 200 projects, including new drug discovery. The document emphasizes Mankind Pharma's commitment to R&D, investing over $100 million annually.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
This summary provides an overview of a research article that examines factors affecting innovation capacity in the manufacturing industry in Nakuru County, Kenya, using Buzeki Dairy Limited as a case study. The study found that management style had the strongest influence on innovation capacity, with a consultative, idea-encouraging style that motivates employees being most conducive to innovation. Almost half of employees reported low involvement in decision-making. The study recommends more employee involvement in decisions through suggestion boxes or meetings. The research article provides context on innovation and its importance for competitiveness. It also reviews literature on how organizational factors like management style and culture can influence innovation capacity.
We identified the five U.S. companies that have moved the farthest, the fastest in answering that call for change. These are the enterprises that are best positioned to redefine our future and point the way to a better tomorrow.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
The document discusses ambidextrous leadership and provides examples. It defines an ambidextrous leader as someone who effectively creates win-win solutions, especially by resolving conflicts or managing contradictions for the growth of an ecosystem. It notes that continuous growth in an ambidextrous environment requires effective ambidextrous leadership. It lists examples of contradictions or dilemmas that ambidextrous leaders must manage, such as change vs stability, innovation vs improvement, and short-term vs long-term value.
This document lists 94 veterinary products along with their prices, pack sizes, effective batches, and bonuses. The price list is effective from March 10, 2014 for several Indian states and union territories. It provides the Price to Stockists (P.T.S), Price to Retailer (P.T.R.), and Maximum Retail Price (M.R.P.) for each product along with applicable taxes. A few additional products are listed as tax exempted with their corresponding prices.
Ranbaxy is India's largest pharmaceutical company, producing generic medicines for over 125 countries. It was founded in 1961 and went public in 1973. Ranbaxy has a global footprint with manufacturing facilities in 8 countries and offices in 43 countries. In 2008, Ranbaxy entered an alliance with Daiichi Sankyo to create an innovator and generic pharmaceutical powerhouse, now ranking among the top 20 pharmaceutical companies globally. Ranbaxy's mission is to enrich lives globally with quality and affordable pharmaceuticals.
The document summarizes key ideas from the EyeForPharma Summit 2010 conference. It discusses 10 big ideas that were heard at the conference: 1) Pharma is looking to personalized medicine to deliver business health by expanding patient pools and improving clinical trials. 2) Connecting diagnostics to treatments has been a challenge. 3) Pharma is trying to institutionalize idea generation but organizations are not adapting fast enough. 4) Common myths about innovation need to be overcome. 5) Pharma is shifting growth strategies to emerging markets which have complex differences. 6) Pharma marketing budgets undervalue digital even though consumers trust the internet more than other sources. 7) Media proliferation has created a lot of shouting in more channels. 8) The
Disruptive Innovation Philosophy IB Work BetterStephen Tavares
This document discusses the importance of disruptive innovation for organizational success. It defines disruptive innovation as innovation that creates new markets by meeting customer needs in new ways. In contrast, sustaining innovation focuses on incremental improvements in existing markets. The document argues that organizations need to embrace disruptive innovation to gain first-mover advantages like new customer bases and brand recognition. It provides examples of disruptive innovations like whey protein powder and Advil. Finally, it discusses how organizations can support disruptive innovation through metrics, leadership, culture and ideation processes.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
This summary provides an overview of a research article that examines factors affecting innovation capacity in the manufacturing industry in Nakuru County, Kenya, using Buzeki Dairy Limited as a case study. The study found that management style had the strongest influence on innovation capacity, with a consultative, idea-encouraging style that motivates employees being most conducive to innovation. Almost half of employees reported low involvement in decision-making. The study recommends more employee involvement in decisions through suggestion boxes or meetings. The research article provides context on innovation and its importance for competitiveness. It also reviews literature on how organizational factors like management style and culture can influence innovation capacity.
We identified the five U.S. companies that have moved the farthest, the fastest in answering that call for change. These are the enterprises that are best positioned to redefine our future and point the way to a better tomorrow.
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
The document discusses ambidextrous leadership and provides examples. It defines an ambidextrous leader as someone who effectively creates win-win solutions, especially by resolving conflicts or managing contradictions for the growth of an ecosystem. It notes that continuous growth in an ambidextrous environment requires effective ambidextrous leadership. It lists examples of contradictions or dilemmas that ambidextrous leaders must manage, such as change vs stability, innovation vs improvement, and short-term vs long-term value.
This document lists 94 veterinary products along with their prices, pack sizes, effective batches, and bonuses. The price list is effective from March 10, 2014 for several Indian states and union territories. It provides the Price to Stockists (P.T.S), Price to Retailer (P.T.R.), and Maximum Retail Price (M.R.P.) for each product along with applicable taxes. A few additional products are listed as tax exempted with their corresponding prices.
Ranbaxy is India's largest pharmaceutical company, producing generic medicines for over 125 countries. It was founded in 1961 and went public in 1973. Ranbaxy has a global footprint with manufacturing facilities in 8 countries and offices in 43 countries. In 2008, Ranbaxy entered an alliance with Daiichi Sankyo to create an innovator and generic pharmaceutical powerhouse, now ranking among the top 20 pharmaceutical companies globally. Ranbaxy's mission is to enrich lives globally with quality and affordable pharmaceuticals.
The document summarizes key ideas from the EyeForPharma Summit 2010 conference. It discusses 10 big ideas that were heard at the conference: 1) Pharma is looking to personalized medicine to deliver business health by expanding patient pools and improving clinical trials. 2) Connecting diagnostics to treatments has been a challenge. 3) Pharma is trying to institutionalize idea generation but organizations are not adapting fast enough. 4) Common myths about innovation need to be overcome. 5) Pharma is shifting growth strategies to emerging markets which have complex differences. 6) Pharma marketing budgets undervalue digital even though consumers trust the internet more than other sources. 7) Media proliferation has created a lot of shouting in more channels. 8) The
Disruptive Innovation Philosophy IB Work BetterStephen Tavares
This document discusses the importance of disruptive innovation for organizational success. It defines disruptive innovation as innovation that creates new markets by meeting customer needs in new ways. In contrast, sustaining innovation focuses on incremental improvements in existing markets. The document argues that organizations need to embrace disruptive innovation to gain first-mover advantages like new customer bases and brand recognition. It provides examples of disruptive innovations like whey protein powder and Advil. Finally, it discusses how organizations can support disruptive innovation through metrics, leadership, culture and ideation processes.
The document provides information about Sandeep Kumar Singh's presentation on various companies including Ranbaxy, Uninor, Dell, A.C. Nielsen, and DLF. It discusses the pharmaceutical industry and Ranbaxy's profile, including its global sales, R&D efforts, and mission/vision. It also includes SWOT analyses of Ranbaxy and the pharmaceutical industry. Uninor's joint venture partners and target markets are summarized. Details are given about Dell's history, products, services, and strategy. A brief history of A.C. Nielsen's founding and international expansion is also provided.
This document discusses innovation management. It explains that innovation management is important for business growth, survival, market penetration, and profit. Innovation management creates an environment where the entire organization, not just R&D, contributes innovations. The goals are to increase awareness of innovation's importance and carry out innovation effectively using all employees. Innovation management considers both technological and non-technological factors that influence innovation performance.
The document discusses the concept of reverse innovation, where innovations are developed first in developing markets and then distributed globally. It provides examples of companies innovating in emerging markets like India and China to create affordable products for those markets. GE Healthcare developed a portable and inexpensive ECG machine called MacIndia for the Indian market that costs $500, much less than their traditional $50,000 machine. A hospital in India developed extremely low-cost open heart surgery for $3,000 compared to $150,000 in the US through process innovations like standardization and economies of scale. These reverse innovations developed for emerging markets can then be distributed worldwide.
The document provides an overview of strategic management. It discusses that without a strategy, an organization lacks direction. It then outlines the strategic management process as having three main parts: 1) formulating strategies, 2) implementing strategies, and 3) evaluating strategies to accomplish long-term goals. Several aspects of strategic management are then described in more detail, including developing a vision and mission statement, performing external and internal assessments, setting objectives, implementing strategies, and adapting to changes in the business environment.
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How can businesses create a thriving world? Robin explains how incremental and disruptive innovations within the ThriveAbility framework generate breakthroughs that ca make that happen. At the same time, this creates a new kind of competitive advantage for businesses, based on synergies that are created in their business ecosystems.
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The document proposes a theory called Adaptable Hybrid Ecosystems (AHE) to better commercialize emerging technologies. AHE recognizes limitations in existing innovation models and proposes four paradigm shifts: 1) viewing global consumers as need-based clusters, 2) viewing regions as centers of competence and markets, 3) allowing multiple innovation models, and 4) facilitating governments. The theory is applied to nanobiotechnology commercialization across the US, Australia, and Malaysia. Examples show how the four AHE paradigms play out differently in each country's nanobiotechnology innovation ecosystems through structures like industry consortiums, government programs, and international collaborations. More research is needed to understand knowledge flow governance across entities and the impact of new
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This document is Nielsen's 2015 European Breakthrough Innovation Report. It discusses Nielsen's research on breakthrough innovation and the concept of "jobs theory" - that consumers purchase products to get jobs done in specific circumstances, rather than because of attributes. The report highlights several European product launches that achieved breakthrough success by resolving consumer struggles or unmet needs. It emphasizes that understanding the specific jobs consumers need done, and the criteria they use to evaluate options, is key to developing breakthrough innovations. The report contains case studies of various innovation winners that addressed consumer jobs successfully.
The document discusses the internal and external business environments that can positively or negatively impact an organization's performance. It defines the general external environment as including economic, socio-cultural, politico-legal, demographic, technological, and world/ecological factors. The specific external environment includes stakeholders, customers, pressure groups, investors, and employees. The internal environment encompasses an organization's resources, R&D, production, procurement, and products/services. It also describes environmental scanning and its components.
The document provides an overview of the business environment syllabus for a semester course. It includes sections on the global, technological, political, economic, government policy, and natural environments. It also discusses the meaning and objectives of studying the business environment, as well as the process of environmental analysis and its importance for strategic decision making. Key topics covered are PESTLE analysis, Porter's five forces model, techniques for environmental scanning, and the internal and external factors that comprise a company's business environment.
Whether or not your company can innovate is going to be the big determinant of corporate success. Five essential characteristics determine if your organization has what it takes to innovate on an ongoing basis.
Businesses are becoming obsolete at an ever increasing speed. This is driven by forces like new technology breakthroughs and drastic shifts in customer needs; meanwhile markets have been disrupted by competitors pushing the productivity frontier or nimble, new entrants. Some companies have the natural drive and thrill for innovation but others struggle to sustain growth being unable to renew their business before it becomes outdated.
Unilever Pakistan is one of the largest consumer goods companies operating in Pakistan. It was established in 1958 as Lever Brothers Pakistan and is now the largest fast moving consumer goods company in the country. The document discusses Unilever's mission, vision, internal strengths and weaknesses, external opportunities and threats. It analyzes the company using various strategic management tools like BCG matrix, SWOT analysis, IFE/EFE matrix, SPACE matrix, and QSPM to evaluate different strategic options for the company such as market development, integration, and more.
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 discusses various aspects of Japanese management style including its key elements of centralized control, strong interpersonal relations between head office and subsidiaries, single product focus, cost minimization, quality standardization, and market diversification. It also examines the strengths and weaknesses of the Japanese strategy and structure as well as how Japanese management practices are adapted when operating overseas. The final sections discuss alternatives to the Japanese approach and assignments related to comparing Japanese and Western management styles.
The document discusses navigating the innovation journey in healthcare organizations. It outlines the challenges of innovation, including that organizations are designed for performance, not innovation. It introduces a 5-step innovation process that includes establishing objectives, collecting ideas, initial pilots, experiments, and scaling up. Fostering an innovation culture is also discussed, including encouraging collaboration, idea sharing, experimentation, and incentives for new activities. Measuring innovation capacity is suggested using a Behavioral Trust Framework that assesses trusting, capability, trustworthiness, and communication behaviors.
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2. What is R&D???
R&D MAKES A SIGNIFICANT CONTRIBUTION TO
THE COMPETITIVE STRENGTH OF INDUSTRIES,
LARGE AS WELL AS SMALL,IN NATIONAL AS WELL
AS INTERNATIONAL MARKETS “INNOVATE OR
PERISH” IS THE LAW OF THE LAND. NOW-A-DAYS
BEING GREATEST IS NOT IMPORTANT, BUT ALL
THE MORE IMPORTANT IS THAT OF BEING LATEST.
3. OBJECTIVES OF R&D
• QUALITY IMPROVEMENT
• COST REDUCTION
• OVERCOMING PROCESS PROBLEMS
• CONSUMER DELIGHT OR MARKET NEEDS
• EXPLOITING THE OPPORTUNITY IN THE
MARKET FOR A NEW PRODUCT
• EXPANSION & DIVERSIFICATION
5. MANAGEMENT OF TECHNOLOGY
THE VARIOUS KEY STRATEGIC ISSUES ARE:
1.SOURCE OF NEW TECHNOLOGY
2.CHOICE OF NEW TECHNOLOGY
3.TRANSFER & DIFFUSION OF TECHNOLOGY
4.APPLICATION OF TECHNOLOGY
5.TIMING OF INTRODUCTION
6. TECHNOLOGY LIFE CYCLE
• ALL OBJECTS & SYSTEMS HAVE LIFE CYCLES
IN THE FORM OF EMERGECE, GROWING,
MATURING & DECLINING.THIS IS TRUE FOR A
TECHNOLOGY TOO.
7. TECHNOLOGICAL FORECASTING
• IT USES THE PAST AND PRESENT KNOWLEDGE
TO BUILD THE FUTURE
• IT PUTS EMPHASIS ON A SPECIFIC
DEVELOPMENT
• IT PROMISES TO SERVE USEFUL FUNCTION
• IT PROVIDES USEFUL DATA
• IT HELPS TO REDEFINE ITS BUSINESS PROPERLY
• IT ENABLES AN ORGANISATION TO AVOID
COSTLY MISTAKES & WASTAGES
9. INNOVATION MANAGEMENT
INNOVATION IS THE PROCESS OF
INTRODUCING NEW WAYS OF DOING THINGS.
“THE ACT OF INTRODUCING SOMETHING
NEW OR SOMETHING NEWLY INTRODUCED.”
----THE AMERICAN HERITAGEDICTIONARY
“ANY PRODUCT , SERVICE OR IDEA THAT IS
PERCEIVED AS NEW.”
----ROGERS
10. INNOVATION IN THE NATURE OF
NEWNESS
• RADICAL INNOVATION
• SYSTEM INNOVATION
• INCREMENTAL INNOVATION
12. 2.INNOVATION DIFFUSION
• AWARENESS ABOUT THE INNOVATION OCCURING
OUTSIDE THE ORGANISATION
• ASSESSING THE RELEVANCE OF INNOVATION TO
THE ORGANISATION
• TRYING THE INNOVATION TO JUDGE ITS
FEASIBILITY
• ADOPTION OF THE FEASIBLE INNOVATION
13. AN EFFICIENT MANAGEMENT OF INNOVATION
REQUIRES FOLLOWING TWO ITEMS.
1.LEARNING ORGANISATION
2.KNOLEDGE MANAGEMENT
14. LEARNING ORGANISATION
THE ORGANISATION WHICH
ANTICIPATES LIKELY CHANGES IN THE
ENVIRONMENT & GEAR THEIR HUMAN
RESOURCES TO FACE THE ENVIRONMENTAL
THREATS THAT ARE LIKELY TO BE POSED.SUCH
ORGANISATION EMPHASIZES CONTINUOUS
ORGANISATIONAL LEARNING AND ARE KNOWN
AS LEARNING ORGANISATION.
15. DEFINITION
GARWIN :
“A LEARNING ORGANISATION IS ONE
WHICH IS SKILLED AT CREATING, ACQURING,
AND TRANSFERRING KNOWLEDGE &
MODIFYING ITS BEHAVIOUR TO REFLECT NEW
KNOOWLEDGE & INSIGHTS.”
18. DEVELOPING A LEARNING
ORGANISATION
• TOP MANAGEMENT COMMITMENT
• SHARED VISION
• ACCEPTABILITY OF LEARNING
• INTRODUCING NEW STRUCTURES,
TECHNIQUES & PROCESS ETC.
• REINFORCEMENT/COMMITMENT OF ENTIRE
WORKERS
• LEARNING CULTURE
19. KNOWLEDGE MANAGEMENT
IT IS CREATION, DISTRIBUTION &
UTILISATION OF KNOWLEDGE AT THE
INDIVIDUAL, GROUP, ORGANISATIONAL &
COMMUNIITY LEVELS THROUGH HARNESSING
OF PEOPLE,PROCESS& TECHNOLOGY FOR THE
BENEFITS OF THOSE INVOLVED & AFFECTED
BY IT.
22. SUN PHARMACEUTIAL INDUSTRIES
LTD.
• Sun Pharmaceutial industries ltd.(NSE:SUNPHARMA,BSE:524715)is a
multinational Pharmaceutial company.
• Its headquarter in Mumbai
• It was established by Dilip Shanghvi in 1983
• It was listed in stock exchange in1994
• It manufactures and sells pharmaceutial formulations and Active
Pharmaceutical Ingredients(API) primarily in India and United states
• The company offers formulations in various therapeutic areas, such as
cardiology,psychiatry,neurology,gastroenterology and diabetology.
• It also provides APIs such as warfarin, carbamazepine, etodolac, and
clorazepate, as well as anticancers steroids, peptides and controlled
substances.
24. AWARDS
• Mr. Dilip Shanghvi receives Entrepreneur of the Year by Forbes Magazine
• Sun Pharma receives Cardiovascular Pharmaceutical Company of the Year
by Forest&Sullivan India Health Care Excellence Awards
• Mr. Dilip Shanghvi receives Business Leader of The Year Award
by The Economics Times
• Sun Pharma is listed among The world’s 100 most innovative Companies
by Forbes
• Mr. Dilip Shanghvi receives JRD TATA Corporate Leadership Award
by All India Management Association
25. R AND D CENRES
New York, USA (Taro) Vadodara, India
33. HISTORY AT A GLANCE
FOUNDED BY R.C. JUNEJA IN1995 AT A SEED CAPITAL
OF 50 LAKHS WITH ONLY 20 EMPLOYEES.
PRODUCTS IN THERAPEUTIC AREA RANGING
FROM ANTIBIOTIC & ANTIFUNGALCOMPOUNDS
TO GASTROINTESTINAL,CARDIOVASCULAR,DERMAL
&ERECTILE DYSFUNCTIONAL MEDICATIONS.
HEAD QUARTER-OKHLA ,NEWDELHI.
REVENUE-3000 CRORES cont…
34. SUBSIDIARIES- DISCOVERY, LIFESTAR, SPECIAL,
VET, FUTURE,MAGNET.
NO. OF EMPLOYEES-10000+
POPULAR PRODUCTS-MOXIKIND-CV, GUDCEF ,
ALMOKIND-AT ,NUROKIND/PLUS ,
MANFORCE,PREGANEWS,GAS-O-FAST,
ADDICTION DEODRANT
NO. OF COUNTRY OPERATE-15
35. AWARDS AND RECOGNITIONS
• “EMERGING COMPANY OF THE YEAR” AT
PHARMA EXCELLENCY AWARD,2007
• “ENTREPRENEUR OF THE YEAR” BY ERNST AND
YOUNG,2011
• “INDIA BUSINESS ICON(PHARMA)AWARD”
BYNETWORK 18,2011
• “ACHIEVING BUSINESS EXCELLENCE AWARD” BY
CITI COMMERCIAL BANK,2012
36. MISSION
“TO IMPROVE THE QUALITY OF LIFE TO
CONTINUE TO BE RECOGNISED AS A RELIABLE
PROVIDER OF HEALTHCARE PRODUCTS AND
NURTURE INNOVATION THAT LEADS TO COLLECTIVE
EXCELLENCE..”
VISION
“TO ENSURE REACH,AFFORDABILITY AND
QUALITY OF OUR PRODUCTS,ACROSS THE
COUNTRY FOR A HEALTHIER AND HAPPIER INDIA.”
37. MANKIND RESEARCH CENTRE
• LOCATED IN MANESAR (GURGAON, HARYANA)
• ADMINISTERED BY MORE THAN 200 LEADING SCIENTISTS
FROM DIVERSE FIELDS
• 200+ PROJECTS IN PIPELINE
• 5 NEW DRUG DISCOVERY PROJECTS
• RICH HUMAN CAPITAL AND HIGH TECH EQUIPMENT MAKES
MANKIND A PIONEER IN THE FIELD OF R&D.
ITS DEVELOPMENT CAPABILITIES INCLUDES:
38. 1.NEW DRUG DISCOVERY AND
RESEARCH
• IT FOCUSES ON THE DISCOVERY
OF,DEVELOPMENT,RESEARCH AAND
COMMERCIALIZATION OF NEW DRUGS THAT
ADDRESS DISEASE AREAS WITH SIGNIFICANTLY
UNMET MEDICAL NEED.
• EFFORTS DIRECCTED TOWARDS IDENTIFYING AND
DEVELOPING NEW THERAPIES FOR DISEASE AREA
INCLUDE DIABETES, ARTHRITIS & ANGINA.
39. 2.ACTIVE PHARMACEUTICAL
INGREDIENTS
• ADVANTAGE TO CONDUCT COMPLEX
REACTIONS WITH PROPER INFRASTRUCTURE
• PRESENTLY IT IS DEVELOPING APIS LIKE
ANTIBIOTICS,,ANTIPSHYCHOTIC,ANTIBACTERI
AL,ANTIINFLAMMATORY,ANTIASTHMATIC,ANT
IALLERGIC,ANTI DIABETES,AND CALCIUM
CHANNEL BLOCKERS,DRUGS FOR
ARTHRITIS,OSTEOARTHRITIS AND STEROIDS.
40. 3.FORMULATION RESEARCH
AND DEVELOPMENT
• OCCUR ACROSS MAJOR THERAPEUTIC AREAS LIKE-
GASTRO INTESTINAL AILMENTS, CARDIOVASCULAR
DISEASE,PAIN MGMT., ONCOLOGY,PAEDIATRIC-TO
DELIVER INTELLECTUAL PROPERTY TO THE
ORGANIZATION.
• CURRENTLY IT IS WORKING ON ENHANCING THE
BIOAVAILABILITY OF MOLECULES WHICH MAY LEAD
TO REDUCTIO IN DOSE & INCREASE THE SAFETY
PROFILE OF DRUG.
41. 4.ANALYTICAL R&D
• ANALYTICAL R&D INVOLVES PRE-
FORMULATION,STABILITY& DEGRADATION
STUDIES ON APIS & OTHER DRUGS,&
PREPARATION OF TECHNICAL DOSSIERS FOR
REGISTRATION IN INDIA & OTHER COUNTRIES.
• THE ANALYTICAL DEVELOPMENT TEAM
PROVIDES SPECIFIC SERVICE TO VARIOUS
DEPTTS OF MANKIND RESEARCH CENTRE.
42. 5.INTELLECTUAL PROPERTY MGMT.
• IT HAS AN EXPERIENCED TEAM OF IP
PROFESSIONALS SPECIALIZEDIN IP LAWS THAT
WORKS DILIGENTLY TO ENSURE THE
PROTECTION OF MANKIND’S IP WEALTH.
43. PRODUCTS(DOMESTIC FORMULATIONS)
1.MANKIND PHARMA:
• JOURNEY BEGINS IN 1995
• PRODUCT AREA-
CARDIOVASCULAR,ANTIBIOTICS,GASTRO
INTESTINAL,ANTI-ALLERGIC,ANTI-
FUNGAL,NUTRITIONAL ETC.
• SUCCESSFUL PRODUCTS-
NORAGYL,RANISPAS,RANIDOMIN,NUROKIND,MOXIKI
ND,TELMIKIND ETC.
44. 2.DISCOVERY MANKIND
• ESTABLISH IN 2002.
• PRODUCT AREA-ANTI-DIABETIC,ANTI-
INFECTIVE,GYNAECONOLOGICAL,NUTRITIONALS
,ANTI-ALLERGIC ETC.
• FIRST RANKSED BRANDS-
MAHAAAAAFLOX,LIZOFORCE,CANDIFORCE,FYNAL-
OZ,MONTICOPE ETC.
45. 3.FUTURE MANKIND
• ESTABLISHED IN 2007
• PRODUCT BASE-SPECIALISE IN
MANUFACTURING OF PRODUCTS FOR
NEUROPSHYCHIATRY & DENISTRY
• TOP PRODUCTS-
CLONAFIT,RANIDOM,FLORA,THERMOKIND,
HISTAFREE ETC.
47. 5.VET MANKIND
• FENDIKIND PLUS BOLUS
• MEGABLOTA SUSPENSION
• BANDYKIND PLUS BOLUS
• NUROKIND-PLUS VET INJECTION
• ENERDYNA LIQUID ETC.
48. LIFESTAR
• ESTABLISHED IN2005
• PRODUCT BASE-
OPTHALMOLOGY,ANTIBIOTICS,ANTI-
MALARIA,DERMATOLOGY ETC.
• PRODUCTS BRAND-
TERBINAFORCE,OSKAR,ASTHAKIND,VENTIDOX-
DL ETC.
49. MAGNET
• START OPERATION-2007
• PRODUCT BASE- COVERS ALL THERAPEUTIC AREA
LIKE NUTRITIONAL,ANTI-BACTERIAL,GASTRO-
INTESTENIAL,,PAIN MGMT.,CENTRAL NERVOUS
SYSTEM ETC.
• PRODUCT BRANDS-BRUTACEF,NUROKIND
FORTE,RACIGYL-SB,RANIDOM-RD,UBINEXT-
LC,GUT-OK ETC,