3. INDUSTRY PROFILE
• The Indian Pharmaceutical Industry today is in the
front rank of India’s science-based industries .
• The Indian Pharma Industry is estimated to be worth
$ 4.5 billion, growing at about 8 to 9 percent
annually.
• The Indian Pharmaceutical sector is highly
fragmented with more than 20,000 registered units
• Several Indian pharmaceutical companies have
acquired companies in the US and Europe and many
others .
4. COMPANY PROFILE
• Ranbaxy Laboratories Limited, India's largest
pharmaceutical company
• Ranked 8th amongst the global generic pharmaceutical
companies
• The Company has a global footprint in 49
countries, world-class manufacturing facilities in 11
countries and serves customers in over 125 countries.
• For the year 2008, the Company recorded Global Sales of
US $ 1,682 Mn,
• R&D has a pool of over 1,200 scientists engaged in
research.
5. INTRODUCTION
OBJECTIVES:-
• To study the overview of Indian Pharmaceutical
Market.
• To study the culture of Ranbaxy Lab.
• To find out the promotional strategies used by Ranbax
with respect to ‘Histac’ tab.
• To find out various promotional strategies used by
Ranbaxy to acquire market share .
• To study the competitors of ‘Histac ’ in pharma
market.
• To study the perceptions of Doctors on sales of ‘Histac
6. SALES PROMOTION
Definition:-
Sales promotion can be defined as an activity taken up to
boost the sales of a product.
Purpose of Sales promotion:-
• Encourage the customers to try a new product.
• Attract new customers
• Encourage the customers to use the product or service
and make them brand loyal.
7. SWOT ANALYSIS
STRENGTHS
• Low cost of production.
• Efficient technologies for
large number of Generics.
• Large pool of skilled
technical manpower.
WEAKNESS
• Low technology level of
Capital Goods of this
section.
• Very low key R&D.
• Very low level of
Biotechnology for New Drug
Discovery Systems
8. SWOT ANALYSIS cont…
OPPORTUNITY
• Growing attention for health.
• New therapy approaches.
• Globalization
• Growing incomes.
• New diagnoses and new social
diseases.
THREATS
• High Cost of discovering new
products and fewer
discoveries.
• Stricter registration
procedures.
• High entry cost in newer
markets.
• High cost of sales and
marketing.
9. MISSION & VISION STATEMENT OF
RANBAXY LAB.
MISSION:-
“To become a research based international pharmaceutical company”.
VISION:-
• Achieving customer satisfaction is fundamental to our business.
• Provide product and service of the highest quality.
• Manage our operation with high concern for strategy and environment.
• Be a responsible corporate citizen.
10. RANITIDINE-150mg
• Ranitidine-150 mg is commonly used in
treatment of Peptic Ulcer Disease (PUD) and
Gastro Esophageal Reflux Disease (GERD).
• HISTAC:-
‘HISTAC’ is a product name of Ranbaxy Brand
which is made up from ‘Ranitidine-150mg’
molecule
11. COMPETITORS OF ‘HISTAC’ tab.
PRODUCT NAME COMPANY
ZINETAC GSK
ULTAC CIPLA
ULFAST SUN PHARMA
RANATAC J.B.CHEMECALS
ZORAN DR. REDDY
13. INTRODUCTION
Uninor is a new mobile operator
Joint venture between Telenor (67.25%) and Unitech Group
(32.75%)
Started Mobile services in December 2009
8th nation-wide mobile operator
Presently available in 13 telecom circles
14. PARENT COMPANIES
TELENOR
Telenor was founded in 1855
The 6th largest mobile phone operator
Telenor Group has invested Rs 6135.63 crores
15. PARENT COMPANIES
UNITECH
Unitech Group is India’s second largest real estate
investment company
Based in New Delhi and ranks 1484 in Forbes Global
2000 companies,32nd in India.
17. Strengths
• Joint venture between world’s 6th largest telecom company and India’s 2nd
largest real estate company.
• Least capital investment
• Least number of employees.
• The more you talk, the lower the price gets.
• Different segmentation strategy as compared to competitors.
• Use of real young people in promotion instead of any role model.
18. Weakness
• It has still not launched post paid schemes.
• Late entrant in the market.
• Still in the initial stage of product life cycle.
19. Opportunities
• With rising individual saving rate with 9% growth rate, and expected
increase in market size by 500 million in 2010(almost double).
• Approximately 10-15 million mobile connections are being added every
month.
• Micro segmentation strategy in rural markets adopted by the company.
• Falling handset prices and tariff rates.
• Increasing network distribution.
20. THREATS
• Competitors like Airtel, Reliance, BSNL, Vodafone
• Extensive Government regulations through TRAI as regards
• Introduction of new services.
• Bloodbath in the market due to price war.
21. Targeting
• The company is targeting for 8% market share in India by 2018.
• The country will have over 1.2 billion customers by 2018 as against 540
million now.
• Break-even in 3 years.Positive operating cash flow within 5 years in India.
• Targeting youth as well as all the ambitious people.
• First priority is to roll out across the country;
24. KEYPERSON AT DELL
Michael S. Dell
Founder of Dell Computer
Youngest CEO in world
Left college to focus on his Business in 1985
Now CEO and Chairman of DELL
Pursuing his degree in medicine
Have a hobby of building computers
25. Background and origins
Founded in 1984 with a capital of 1000
dollars.
1985 produced first computer of its own
design.
Changed its name to Dell computer
corporation in 1988.
In 1987 started the first international
operations.
In 1992, included in Forbes 500 list.
26. In 1996, Dell started selling through website.
1999, Dell overtook Compaq to become the
largest seller of PC’s in US.
In 2002, introduced Dell brand printers.
In 2003, changed its named to Dell, Inc.
In 2004, Michael Dell stepped down as CEO and
Kevin Rollins was asked to take his seat.
Dell appeared on 1st place of “the most admired
companies” in Fortune 500’s list.
In 2006, Dell Acquired Alienware.
In 2007, Kevin Rollins resigned. Michael Dell
became the CEO once again.
29. DELL BOARD OF DIRECTORS
1.
James W. Breyer
Finance
2.
William H. Gray, III
Governance and Nominating (Chair); Leadership
Development and Compensation
3.
Judy C. Lewent
Finance (Chair), Audit
30. MAJOR ACHIEVEMENTS
• Introduced fastest computer in 1986
• Its has lowest price among all other
• business globally
• Open office in London in June 1987
• Introduced in Li-ON battery in 1993
• AMD mpu firstly used by DELL
• www.dell.com is launched in june 1994
31. MAJOR SETBACKS
• First setback experienced in year 1984
• When huge stock of 256k memory chip
become useless
• OLYMPIC series got huge failure
• Potentially affected batteries were sold with
Laptops in 2006
32. DELL PRODUCTS
• Laptops and Minis
•Desktop Computers
•Printers and Ink
•Televisions
•Software(Anti-Virus and security, Business and Office, Operating Systems, etc,)
•Allienware
•Gaming PC and Console
•Digital Cameras & CamCorder
•Desktop Accessories(Keyboard, speakers,headphones, headset, adapters e.t.c)
•GPS (vehicle, phone, outdoor)
•Handhelds & Phones
•Memory(Dell memory, memory sticks, memory upgrades)
•Laptop accessories(cases, mice, keyboards, adapters, batteries, etc;)
•Mp3 players
•Networking (adapters,routers,wireless/wifi, etc)
34. THE NEW STRATEGY
•For 2 decades, Dell was known as a company
who manufactures and sells hardware.
•Took drastic measures to increase the
profitability.
•Masterminded the change in entire product
line-up.
•Simplify-IT.
•Streamlined how IT is acquired, maintained or
scaled.
•Started CFI.
35. SWOT Analysis of
• Strengths
1.World's largest PC maker
2.one of the best known brands
3.cuts out the retailer
4.customer's own specification
5.relatively cheap labour
6.keep track of your delivery
36. • Weaknesses
1. a huge range of products and components
from many suppliers from various
countries.
2. computer maker not computer
manufacturer making DELL unable to
switch supply.
• Opportunities
1. diversification strategy by introducing
many new products to its range.
2making and selling low-cost, unbranded
low-price computers to PC retailers in the
United States
37. • Threats
1. competitive rivalry that exists in the PC
market globally.
2. new entrants to the market pose potential
threats.
3. exposed to fluctuations in the World
currency markets (Changes in exchange
rates)
Conclusion:
Dell's commitment to customer value, to being
direct, to operating responsibly and, ultimately, to
winning continues to differentiate it from other
companies.
39. • The Nielsen Company (erstwhile ACNielsen) was
established in the United States in 1923 by Arthur C.
Nielsen, Sr., one of the founders of the modern marketing
research industry. Among many innovations in consumer-
focused marketing and media research, Mr. Nielsen was
responsible for creating a unique retail-measurement
technique that gave clients the first reliable, objective
information about competitive performance and the
impact of their marketing and sales programs on revenues
and profits. Nielsen information gave practical meaning to
the concept of market share and made it one of the critical
measures of corporate performance.
• Mr. Nielsen also founded the business known today as
Nielsen Media Research, the global leader in television
audience measurement and other media research services.
40. • ACNielsen opened its first international office in
the UK in 1939 and, after World War
II, progressively expanded its operations in
Western Europe, Australia and Japan. The
company increased its presence in Asia Pacific in
1994 by acquiring Survey Research Group, and in
the Middle East and Africa in the late 1990s
through the acquisition of AMER World Research.
•
41. •In 2001, ACNielsen became part of VNU, a world leader in
marketing information, media measurement and information and
business media.
•In 2003, VNU announced a new organisational structure for VNU
Marketing Information (MI), its largest business group, to address
evolving client needs and to create an enhanced platform for
accelerated growth.
•ACNielsen is also sister company to Nielsen//NetRatings. which
measures Internet and digital media audiences, and Nielsen
BuzzMetrics which measures Consumer-Generated Media.
42. • IMS Health and ACNielsen ORG-MARG
entered into a joint venture on the 1st of
January 2004, aligning their health care
information business operations in India,
bringing together the two organizations’
global expertise and strong local presence to
deliver a broader array of actionable, strategic
solutions to the pharmaceutical market.
43. • In 2005, ACNielsen initiated their MVP (Media
Voice Panel) program. Panel members carry an
electronic monitor that detects the digital station
and program identification codes hidden within
the TV and radio broadcasts they are exposed to.
At night, members place the monitor in a cradle
that sends the collected data through the home's
electrical wiring to a relay device that transmits it
by phone, making it one of the first practical uses
of electrical wiring as a home network. With an
approximately one week notice to members, the
MVP program ended on March 17, 2008.
44. In 2007, the owner VNU changed its name to "The Nielsen
Company;
LEADERSHIP..
Our leadership team blends wide experience in consumer
marketing, marketing research, and business information management with
a shared dedication to outstanding client service
45. Where we are
• Nielsen’s operations span more than 100
countries. Headquartered in New York, our
major regional business centres are located in
Schaumburg, Illinois; Wavre, Belgium; Hong
Kong; Sydney, Australia; Buenos
Aires, Argentina; and Nicosia, Cyprus.
46. What We Do
• Nielsen offers an integrated suite of market information gathered
from a wide range of sources, advanced information management
tools, sophisticated analytical systems and methodologies, and
dedicated professional client service to help our clients find the
best paths to growth.
• Clients work with our services to:
• Measure their market performance
• Analyse market dynamics
• Diagnose and solve marketing and sales problems, and
• Identify and capture growth opportunities
• Our people work closely with clients to help them choose the right
set of information and services and use it to make the best possible
decisions.
47. •
Industry Expertise
• Whatever your business needs, Nielsen professionals have the knowledge and
expertise across a variety of industry sectors, built over more than 80 years
addressing clients' business issues and delivering consumer insights to support our
clients' growth.
• Advertising
• Automotive
• Consumer Package Goods
• Financial Services
• Government & Social
• Media
• Online
• Retailing
• Telecommunications
• Travel & Tourism
48. • Our people work closely with clients to help
them choose the right set of information and
services and use it to make the best business
decisions.
49.
50. • HISTORY
• STRUCTURE
• VISION, MISSION & VALUES
• MILESTONE
• AREA OF WORK
• BUSINESS
• FINANCIAL SUMMARY
• FUTURE STRATEGIES
51. logo
• The pyramid symbol and the mission line 'Building
India’ is collectively referred to as the DLF Logo.
• The company's name is represented in black capital
letters. The typeface represents the solidity of the
enterprise; emphasizes accountability, responsibility
as being a strong and integral part of the Group's
ethos.
• The words ’BUILDING INDIA’, is in capitals like the
company’s name, and at once conveys DLF’s mission
and vision. It is an intrinsic reflection of the Group’s
commitment and its 60-year heritage.
52. summary
• Delhi Land and Finance(DLF) is the India’s biggest real
estate developer in term of
revenues, earnings, market capitalization and
developable area. based in New Delhi, India.
• The DLF Group was founded by Raghuvendra Singh
in 1946.
• It has a 62 year of track record of sustainable
growth, customer satisfaction, and innovation.
• The company is currently headed by Kushal Pal
Singh.
53. history
• The DLF Group was founded in 1946. It develop some
of the first residential colonies in Delhi such as
Krishna Nagar.
• In 1970s & 1980s DLF purchased 3000 acrers of land
from farmers in Gurgaon for $2000 per acre.
• 1999, DLF started its first A-Grade office spaces for
rent in Gurgaon.
• The started building world-class office
building, appartments, golf courses, shopping
malls, 5 star hotels and a private expressway linking
Gurgaon to Delhi Airport.
54. About the chairman
• Dr. Kushal Pal Singh, is the chairman of the Board of DLF
Limited, India’s largest real estate company with a pan India
presence in over 30 cities across 18 states.
• Dr. Singh’s pioneering role as real estate developer and
corporate leader who has transformed the urban landscape
of the country by setting new standards in the housing and
urban development scenario and creating world class
infrastructure to attract unprecedented level of foreign and
domestic investment inflows, generating new employment
opportunities and changing lifestyles.
• He is the recipient of numerous awards and honors. The
most prestigious of which is the Padma Bhushan
Awards, conferred to him by The Government of India on
26th January 2010.
55. VISION, MISSION & VALUES
DLF Vision
To contribute significantly to building the new India and
become the world’s most valuable real estate company.
DLF Mission
To build world class real –estate concepts across six
business lines with the highest standards of
professionalism ,ethics ,quality and customer service
DLF Values
• Sustained efforts to enhance customer value and
quality
• Ethical and professional service.
• Compliance and respect for all community
, environmental legal requirements.
59. houses
• DLF pioneered townships and group housing in India.
• Introduced the super-luxury, luxury and mid-income.
• Trusted brand with superior execution track record.
• Around 477msf available at present for potential
development.
• Of this, over 80% development to be in super-metros
and metros.
60. offices
• DLF is the founder and pioneer of “Grade A –office leasing
market” in India.
• Offers a well balanced mix of commercial office space
including IT/ITES facilities, multi-tenant corporate office
buildings and integrated commercial complex.
• 164msf of developable area.
• Steady state achieved to deliver 12msf on an annual basis.
• Customer mix changing from IT/ITES MNCs to Indian
Corporate with increasing volumes.
• Continue to leverage location advantages and deep
customer relationship to enter new geographies.
61. Retail
• DLF enjoys the benefits of a portfolio of premium
locations across the country and rush by large retailers.
• DLF envisages to introduce a new retail infrastructure to
cater to shopping malls and commercial centers across
all segment and all places in India.
• DLF has plans for delivering 1msf of luxury malls, 4msf
of shopping malls and 3msf of neighborhood malls
annually.
• Current developable land resources marked for retail
stands at 92msf.
62. Golf courses
• One of the landmark creations of DLF, it been ranked as
the best in the country and amongst the leading golf
courses in Asia.
• It has played host to some of the most prestigious
national and international tournaments like Hero Honda
Indian Open, BILT Skins, DLF Masters, DLF Women Indian
Open and the Johnnie Walker Classic.
• The Club House, designed in true colonial style, offers a
lounge and locker rooms; a well-stocked pro shop; a bar
and restaurant; masseurs, steam and sauna; snooker and
pool tables, a delightful sun-deck with fabulous views of
the landscape.
63. Corporate strategy
• Business organised on vertical basis:
homes, office, retail, hotels etc, each independent of the
other.
• Same structure is followed not only at the corporate
level, but flows down to the regional/level.
• With core business reaching stable operating
performance, focus is to aggressively ramp up new
business like hotels, infrastructure, SEZs, etc.
• The compensation structure within the mid/ senior level
employees allows for participation in the success of
various project/businesses
• -base salary-30% with a 70% variable component linked
to the KRAs, overall through stock options.
65. SWOT ANALYSIS
STRENGTH
DLF has very good market share about 50%
• Brand value
• Huge supplier base fixed material cost
• A well stablished and firm base in north India
66. WEAKNESS
• External allocation of large contracts become
difficult.
• Lack of clearly define process and proccedure
for construction and its management
67. OPPOURTUNITIES
• Expansion of bussiness in other part of india
• It can invest in power generation projects like
hydroelectric and wind power
68. THREATS
• LONG TERM MARKET INSTABILITY IN MARKET
• INCREASING LABOUR COST AND
COMPETITORS
• COMPETITOR MAY TRY TO MAKE MORE MARKET
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