“A study on customer feedback and upgradation of Haem up vet launched or introduced by cadila pharmaceutical as per market needs”

A Summer Internship Project Report
On
“A study on customer feedback and upgradation of
Haem up vet launched or introduced by cadila
pharmaceutical as per market needs”
In partial fulfilment of the requirements of Summer Internship in the Post Graduate Diploma
Program of N.R. Institute of Business Management
N. R. Institute of Business Management (NRIBM-PGDM)
Under the guidance of
Prof. Deepa Khatwani
Submitted by
Sachin Dubey P 1817
Vatsal Patel p 1846
Batch -2018-20

NR Institute of Business Management- PGDM
Opp, Law Garden, Ellisbridge , Ahmedabad – 380006, India
Phone : 26447636 Fax: 26445958
Website: www.nribm.org
CERTIFICATE
This is to certify that Mr. Sachin Dubey Roll No. P1817 and Mr. Vatsal Patel Roll No.
P1846, students of NR Institute of Business Management- PGDM have successfully
completed their Summer Internship Project on “A study on customer feedback and
upgradationof Haem upvet launchedor introducedby cadila pharmaceuticalas per market
needs” in partial fulfillment for the requirements of the PGDM programme.
This is their original work and has not been submitted elsewhere.
Date: _________________
Place: _________________
_________________
Dr. Hitesh Ruparel
Director
____________________
Deepa Khatwani
Assistant professor

I
Declaration
We hereby declare that our summer Internship Report entitled “A study
on customer feedback and upgradation of Haem Up Vet launched or introduced by
Cadila Pharmaceutical as per market needs” submitted in partial fulfilment of the summer
internship program is original and is not substantially the same as one which has already been
submitted in part or in full for any such similar qualification to the university to the best of our
knowledge.
Sincerely,
SACHIN DUBEY
VATSAL PATEL
N.R.INSTITUTE OF BUSINESS MANAGEMENT
BATCH 2018 - 20
DATE:
PLACE – IRM, AHMEDABAD.

II
Preface
Summer internship is a very important part of PGDM curriculum. It provides an optimistic
iconography for ‘Future’ existence through which students are able to see the real industrial
environment which gives an opportunity to relate theory with practice.
”Experience is the best teacher” - This saying has played a pivotal role in including the project
work as a part of the PGDM program of GLS University. This report allowed us to study real
business environment.
We undertook 48 days training program at Cadila Pharmaceuticals Pvt. Ltd. and worked on the
project “A study on customer feedback and upgradation of Haem up Vet launched or
introduced by Cadila Pharmaceuticals as per market needs”
The project gives an insight of customer feedback and upgradation of newly launched product.
This project will help to learn about the satisfaction level of customers regarding our newly
launched product Haem up Vet. The Research will also bring light on how New Product
Development components functions in a company. We have tried our best to prepare this
report.

III
Acknowledgement
We frequently say that “Knowledge is Power”. But this statement is true only when we apply
our knowledge in practical areas. To achieve this, our college, N R Institute of Business
Management, provided us the opportunity to work with real industry. We hereby declare our
humble thanks to our college for providing such opportunities to the students. We are thankful
to Cadila Pharmaceuticals Pvt. Ltd., for giving us an opportunity to do summer training in
the CPL VetNova marketing department.
First of all, we are extremely grateful to Mr. Johnson Mathew for his guidance, encouragement
and tutelage during the course of the internship despite his extremely busy schedule. Our very
special thanks to Dr. Yogesh Paharia & Mr. Shalabh Sinha for giving us the opportunity to do
this project. We also express our gratitude towards Mr. Pawan Kumar Gaba, & Ms. Shatakshi
Shreya for their support and guidance.
We sincerely thank all the staff members attached to Cadila Pharmaceutical Pvt. Ltd., who
guided us about the procedure and other basic guidelines to be observed during the training.
We thank them for their insight and suggestions and for being so kind and patient with us for
providing all valuable advices and knowledge.
We are thankful and obliged to Director Dr. Hitesh Ruparel and our internal guide Prof. Deepa
Khatwani and all the faculty members of NRIBM for providing all the necessary support from
their side. Without their continuous guidance and support, it would have been difficult for us
to complete the project on time and in such a successful manner.
Sincerely,
SACHIN DUBEY
VATSAL PATEL

IV
Executive summary
The animal health industry is represented by the International Federation for Animal Health,
which provides general information on the scope of the sector. In safeguarding the health,
productivity and potential of the large animal population, Animal Health Care Industry has
played a very significant role. From treatments with broad-spectrum products to specific
products for specific conditions, new formulations, new delivery mechanisms to shift towards
disease prevention, to a current shift towards productivity enhancement and overall wellbeing
of animals – Animal Health Industry has undergone a tremendous evolution. Most of the
animal health companies are business units of a human pharmaceutical parent company
Cadila Pharmaceuticals Ltd is one of the largest privately held pharmaceutical companies in
India, headquartered at Ahmedabad, Gujarat, cadila pharmaceuticals. Focused strongly on
innovation and research, the company is present in more than forty-five therapeutic areas
spread across twelve specialties, including cardiovascular, gastrointestinal, analgesics,
hematinic, anti-infective and antibiotics, respiratory agents, antidiabetics and immunological.
More than 300 scientists in its various R&D setups reinforce the competitiveness of research
in the therapeutic areas which have high unmet medical needs. At Cadila Pharmaceuticals,
R&D is at the core of all its initiatives, be it biotechnology, APIs, formulations, plant tissue
culture or phytochemistry. The company has been developing and manufacturing
pharmaceutical products in India and selling and distributing these in over eighty-five other
countries around the world. As such, they have the advantage of leveraging the expertise, global
scope and support services that smaller, independent companies do not.
To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly”.
This saying holds true not only for people but also for a product or a service. ... Hence, new
product development and upgradation of existing products has to be pursued
relentlessly. Since a shift from product-out to market-in has been emphasized, there is need to
conduct product development by capturing the customer’s requirement. In product
development tactics, classifying quality elements is an important process. But to grow the
corporation’s future permanently, product development is an important factor to survive.
However, the market is saturated with a lot of kinds of things and goods these days, customers
would not be satisfied even a product merely satisfies their needs. To consider a future

V
corporate strategy, pricing and sales competition are important. As new product’s life cycle
becomes shorter and shorter, it is imperative to provide a new product successfully to the
market.

VI
Table of Contains
CHAPTER
NO
CONTAINS PG.NO
DECLARATION I
PREFACE II
ACKNOWLEDGEMENTS III
EXECUTIVE SUMMARY IV
1 INDUSTRY OVERVIEW 1
1.1 Introduction 2
1.2 Growth Rate 6
1.3 Top players 9
1.4 PESTEL Analysis 12
1.5 Porters Five Model 15
2 COMPANY PROFILE 18
2.1 Company introduction 19
2.2 Sister company 24
2.3 Products 28
2.4 Swot analysis 29
2.5 Milestones and Awards 33
3 INTRODUCTION OF TOPIC 36
4 LITERATURE REVIEW 42
5 RESEARCH METHODOLOGY 47
5.1 Objective 48
5.2 Scope of study 48
5.3 RESEARCH DESIGN 48
5.3.1 Sample Method 48
5.3.2 Data collection 48
5.4 LIMITATIONS OF THE RESEARCH WORK 49
6 ANALYSIS AND INTERPRETATION 50
6.1 Location 51
6.2 No of years in this business or service 52
6.3 How many employees employed under you? 53
6.4 Are you using HAEM UP VET? 54
6.5 Rate quality, price and result for HAEM UP VET 55

VII
6.6 Rate Satisfaction for HAEM UP VET 55
6.7
Would you recommended our product to your
friends & social circle? 56
6.8 Our MR visiting regularly? 57
6.9 What are the reason for not using our product? 58
6.10 Are you using another brand product? 59
6.11 Hypothesis – 1 60
7 FINDINGS 61
8 RECOMMENDATIONS 63
9 CONCLUSION 65
10 BIBLIOGRAPHY 67
ANNEXURES 69

VIII
List of Tables
SR.NO
TABLE
NO.
PARTICULAR PG.NO
1 1.1 India Entry Strategies 5
2 1.2
List of major pharmaceutical companies in India in
sales
7
3 1.3 Consolidated FDI policy for Pharma Industry 8
4 1.4 FDI Inflow in Pharmaceutical Industry 8
5 2.1 Company profile 19
6 6.1 Location 51
7 6.2 No of years in this business or service 52
8 6.3 How many employees employed under you? 53
9 6.4 Are you using HAEM UP VET? 54
10 6.5 Rate quality, price and result for HAEM UP VET 55
11 6.6 Rate Satisfaction for HAEM UP VET 55
12 6.7
Would you recommended our product to your friends
& social circle?
56
13 6.8 Our MR visiting regularly? 57
14 6.9 What are the reason for not using our product? 58
15 6.10 Are you using another brand product? 59
16 6.11 Hypothesis – 1 60

IX
List of Charts
SR.NO
CHART
NO.
PARTICULAR PG.NO
1 6.1 Location
51
2 6.2 No of years in this business or service
52
3 6.3 How many employees employed under you?
53
4 6.4 Are you using HAEM UP VET?
54
5 6.7
Would you recommended our product to your friends & social
circle?
56
6 6.8 Our MR visiting regularly?
57
7 6.9 What are the reason for not using our product?
58
8 6.10 Are you using another brand product?
59

2
1.1 Introduction
Indian pharmaceutical industry has been witnessing significant growth over past few
years. The size of the Indian pharmaceutical market increased from USD 6 Billion in 2005 to
USD 33Billion in 2017.By 2020, India’s pharmaceuticals market is expected to reach USD 55
Billion and become one of the largest pharmaceutical market in the world. The
pharmaceuticals sector has attracted FDI worth USD 15.72 Billion between April 2000 and
March 2018, according to data published by Department of Industrial Policy and Promotion
(DIPP).The Government also has plans to set up aUS$ 700 million venture capital (VC) fund
to give a boost to drug discovery and strengthen the pharma infrastructure in the country.
The Indian Government, in efforts to boost R&D in the pharmaceutical sector, has established
six National Institutes of Pharmaceutical Education and Research (NIPER) and declared them
as ‘Institute of National Importance’
For a global pharmaceutical company seeking to enter Indian pharmaceutical market
today, the opportunities are exciting and the potential is tremendous.
Six factors attract global pharmaceutical companies to India.
 Low cost of production due to variety of factors including cheap labour and raw
material cost
 Big market not only for life saving drugs but also for lifestyle drugs;
 Potential for conducting research and development activities in India – India has more
than 300 medical colleges, over 20,000 hospitals;
 Existing manufacturing capability to produce active pharmaceutical ingredients
(APIs) as well as intermediates at lower cost while maintaining quality.
 India has maximum number of USFDA approved plants outside USA which are over
169 in number.
 Ease of conducting clinical trials and bio availability and bioequivalence studies due
to India’s ability to provide speedier and less expensive trials without compromising
quality and vast patient pool.
As anticipated, the new patent regime has caused a shift towards discovery research
within Indian industry. India has also witnessed a keen interest on behalf of global

3
pharmaceutical companies seeking to either establish operations in India for research and
development, manufacturing or distribution or to enter into collaborations for the same.
Recent recessionary times have created additional pressure on global pharmaceutical
companies to manage resources more efficiently – India’s low-cost research and
development abilities provide solace.
Co-development arrangements between Indian and multinational pharmaceutical
companies have created a busy atmosphere in research laboratories in India. The Indian
pharmaceutical market is witnessing a rise in collaborations with global companies such
as Glenmark Pharmaceuticals, GlaxoSmithKline (“GSK”), Merck and Eli Lilly.
In 2018, within a span of a month, Glenmark announced an exclusive licensing
agreement with Australian company Seqirus for an allergy drug and another with Chinese
biopharmaceutical firm
Harbour Biomed for its oncology molecule. Piramal Life Science Ltd (PLS) and Eli
Lilly and Company have signed a landmark new drug development collaboration. Also
Ranbaxy and GSK have launched a New Drug Discovery Research team to advance into
preclinical investigation in the chronic obstructive pulmonary disease (COPD) and other
anti-infectives therapeutic areas. PLS also initiated drug discovery efforts with Merck &
Co. to discover and develop new drugs in oncology. Zydus Cadila entered into a new drug
discovery and development agreement with Eli Lilly to develop potential new drugs to cure
cardiovascular disease. India is also becoming a hub for late-phase research. Johnson &
Johnson (J&J) announced its plans to make India a global hub for late-phase development
of its new drugs. With this initiative, all future new drugs and compounds from J&J will
undergo final pre-production testing in India. Many domestic companies are getting more
involved in such collaborative arrangements.
For a trans-national entity seeking a presence in India, whether directly or through
contractual arrangement, structuring of the investment/ arrangement from a tax and
regulatory perspective is very critical. This is especially true because the Indian
pharmaceutical market has become the hotbed of M&A activity. In 2017, 46 M&A deals
worth USD 1.47 billion were reported in the pharmaceutical sector. Some of the

4
noteworthy ones are acquisition of OctoPlus N.V, a Netherlands- based company, by Dr
Reddy Laboratories to get access to the Poly Lactic- CoGlycolic Acid (PLGA) technology
for the formulation of complex injectable. Similarly, acquisition of a portfolio of anti-
spasticity and pain management drugs from US based drug maker – Mallinckrodt by
Piramal Enterprises.
On the surface, Indian law appears to be a complex set of regulations, notifications and
approval requirements. However, with steps that India has already taken to honor its World
Trade Organization (WTO) commitments combined with the liberalization and the
relaxation of the export-import policy, foreign companies seeking to enter this space will
experience that most of the restrictions that existed on issues like pricing and licensing
have now been relaxed to the extent that there is now a level- playing field for global and
Indian companies.

5
India Entry Strategies
A basic understanding of the Indian legal system is a pre-requisite to do business of
pharmaceuticals in India. International pharma companies or investors seeking to make
investments in Indian pharma companies should structure their activities on the follow ing
three pillars.
Table 1.1: India Entry Strategies
Investment Climate inIndia
By and large foreign direct investments are now permitted in almost all the sectors
in India without obtaining prior regulatory approvals (i.e. under the “automatic route”)
Strategy Law Tax
 Observing the
economic and
political environment
in India from the
perspective of the
investment
 Understanding the
ability of the
investor to carry out
operations in
India, the location
of its custom ers,
the quality and
location of its
workforce
 Exchange Control Laws: Primarily
the Foreign Exchange
Management Act, 1999 and
numerous circulars, notifications
and press notes issued under the
same
 Corporate Laws: Primarily the
Companies Act, 20132013 and the
regulations laid down by the
Securities and Exchanges Board
of India (“SEBI”) for listed
companies in India
 Sector Specific Laws: Drugs &
Cosmetics Act 1940 and the
Drugs & Cosmetics Rules,
1945, The Patents Act, 20052005
and other legislations, regulations
and guidelines that
affect the pharma industry
 Domestic Taxation
Laws: The Income Tax
Act, 1961; indirect tax
laws including laws
relating to goods and
services tax, customs
etc.
 International Tax
Treaties: Treaties
with favorable
jurisdictions such as
Mauritius, Singapore
and the Netherlands.

6
barring some exceptional cases like defence, housing and real estate, print media, etc.
(commonly referred to as the “negative list”). If the investment is not in accordance with
the prescribed guidelines or if the activity falls under the negative list, prior approval must
be obtained from the concerned department (“approval route”).
In the case of pharmaceutical sector, foreign direct investment is permitted up to
100%. However, a permission from the Department of Pharmaceuticals is required to buy
more than 74% shareholding in existing companies. It must be noted that a non- compete
condition with the existing shareholders is no longer allowed except in special
circumstances at the discretion of the government. The Central Government also has the
right to add new conditions to an investment if the investor proposes to acquire more than
74% of an existing pharmaceutical company. There is no prior permission required to
incorporate a wholly owned subsidiary in India.
1.2 Growth Rate
Evolution of pharmaceuticalsectorin India

7
Major pharmaceutical companies in India
Even though there are many players in the Pharma Industry in India, the following table
reveals some of leading Indian players in this industry as on April 2019:
Table 1.2: List of major pharmaceutical companies in India in sales
Name of the company Sales In Rs. Crores
Cipla 11389.9
Aurobindo Pharm 10269.9
Lupin 10080.58
Dr Reddys Labs 9359.3
Sun Pharma 7923.84
Glenmark 6431.88
Cadila Health 5809.9
Alkem Lab 5300.26
Torrent Pharma 4248.24
Divis Labs 3815.94
FDI
Pharmaceutical Industry accounts 6% of the total FDI of the country. The increase in
FDI flows has helped in the expansion, growth and development of the industry. Increase in
FDI results in the quality of the products from the drugs and pharmaceuticals. Vide Circular
No. D/o IPP F.No. 5(1)/2015-FC-1, dated 12.05.2015 the Government issued the consolidated
FDI policy with effect from 12.05.2015. The FDI policy in regard to pharma industry is given
in the following table:

8
Table – 1.3: Consolidated FDI policy for Pharma Industry
Sector/Activity % Of Equity/FDI Cap Entry Route
6.2.19.1 – Greenfield 100% Automatic Route
6.2.19.2. – Brownfield 100% Government
Other conditions for FDI in respect of this industry indicated in the above said circular are as
follows:
 ‘Non-compete’ clause would not be allowed excepting special circumstances with the
approval of the Foreign Investment Promotion Board;
 The prospective investor and the prospective investee are required to provide a
certificate along with the FIPB application;
 Government may incorporate appropriate conditions for FDI in Brownfield cases at the
time of granting approval.
 The circular further provides that FDI up to 100%, under the automatic route is
permitted for manufacturing of medical devices. The above mentioned conditions will
not be applicable to Greenfield as well as Brownfield projects of this industry.
Table 1.4: FDI Inflow in Pharmaceutical Industry
Year FDI inflow ($ in million)
2010 – 11 961
2011 – 12 14605
2012 – 13 6011
2013 – 14 7191
2014 – 15 9211
2015 – 16 160000
2016 – 17 100000
2017-18 15,828.75

9
1.3 Top players
1. Sun Pharmaceutical
Sun Pharma, officially known as Sun Pharmaceutical Industries
Limited, was founded in 1983 by Dilip Shanghvi. The company is
headquartered in India's financial capital Mumbai, Maharashtra. Active
Pharmaceuticals Ingredients (APIs) and formulations are known to be
Sun Pharma's specialised areas. It targets a wide spectrum of chronic
and acute treatments. Its therapeutic segments of over 3000 high quality
molecules include psychiatry, anti-infectives, neurology, cardiology, orthopaedic, diabetology,
gastroenterology, ophthalmology, nephrology, urology, dermatology, gynaecology,
respiratory, oncology, dental and nutritionals. On 15 June 2015, Sun Pharma was India's largest
pharmaceutical company with the market capitalisation valued at Rs. 2, 01,706.41 crore.
2. Lupin
Headquartered in Mumbai, Lupin Limited is a multinational
pharmaceutical company. An associate professor at BITS-Pilani in
Rajasthan, Dr. Desh Bandhu Gupta established Lupin in 1968, which is
today one of India's leading pharmaceutical companies. In Pune,
Maharashtra, Lupin has a state-of the-art research and development
unit. It is one of the fastest growing companies as far as oncology, cardiology,
gastroenterology, central nervous system, anti-infective, anti-asthma and diabetology therapies
are concerned. Lupin's market capitalisation amounted to Rs. 77,115.19 crore on 15 June 2015.
3. Dr. Reddy's Labs
Based in Hyderabad, Telangana, Dr. Reddy's Laboratories is a
multinational pharmaceutical entity. It was founded in 1984 as a
manufacturer of APIs. A vast range of pharmaceutical products are
offered by Dr. Reddy's Labs. It has 60 APIs and 190 medications to treat
various kinds of ailments. It is now India's third largest pharmaceutical

10
company in terms of market capitalisation, which was valued at Rs. 56,638.13 crore on 15 June
2015.
4. Cipla
Dr. K. A. Hamied set up Cipla Limited in 1935, which is one of
the biggest biotechnology and pharmaceutical multinational companies
of India today. APIs and formulations are produced at 34 state-of the-
art Cipla plants spread across the country. Primarily, medicines for
treatments of ailments like depression, obesity, cardiovascular diseases,
arthritis and diabetes are developed by Cipla. It is India's fourth largest
pharmaceutical company accounting for a market capitalisation worth Rs. 47,025.38 crore on
15 June 2015.
5. Aurobindo Pharma
Aurobindo Pharma was founded by K. Nityananda Reddy and
P.V. Ramaprasad Reddy with others in 1986. Headquartered in
Hyderabad, Telangana, Aurobindo Pharma Limited manufactures APIs
and generic pharmaceuticals. Six prime therapeutic areas of medication
addressed by the company are anti-allergic, gastroenterology,
antiretrovirals, antibiotics, central nervous system and cardiology. With
the market capitalisation valued at Rs. 37,281.76 crore on 15 June 2015, Aurobindo Pharma
Limited is India's fifth largest pharmaceutical company.
6. Cadila Pharmaceuticals
The city of Ahmedabad in the western Indian state of Gujarat is
home to the head office of Cadila Pharmaceuticals that was founded
in 1952. The company has around 20 different manufacturing locations
across the country. Cadila Pharmaceuticals is India's sixth largest
pharmaceutical company in terms of market capitalisation that

11
amounted to Rs. 36,159.61 crore on 15 June 2015.
7. GlaxoSmithKline
One of the oldest and most experienced players in the
pharmaceutical industry of India, GlaxoSmithKline Pharmaceuticals
Limited was established in 1924. GlaxoSmithKline Pharmaceuticals
is one of the world's top research-based health management and
pharmaceutical companies. Major therapeutic areas of medication
addressed by the company are anti-infectives, dermatology, oncology,
gynaecology, diabetes, cardiology and respiratory products. In addition to that, it provides
vaccines for cervical cancer, hepatitis B, hepatitis A, rota-virus, influenza, tetanus,
chickenpox, pertussis and diphtheria amongst many. The market capitalisation of
GlaxoSmithKline Pharmaceuticals Limited stood at Rs. 27,522.55 crore on 15 June 2015.
8. Glenmark Pharmaceuticals
Glenmark Pharmaceuticals is an Indian pharmaceutical
company founded in 1977 and headquartered in Mumbai, Maharashtra.
It specialises in developing and marketing APIs and formulations and
covers segments such as diabetology, dermatology, ENT, internal
medicine, gynaecology and paediatrics. Glenmark Pharmaceuticals is
India's eighth largest pharmaceutical entity by market capitalisation,
which was valued at Rs. 25,045.36 crore on 15 June 2015.
9. Divi's Laboratories
Divi's Laboratories was set up in 1990 with the sole purpose of
research and development in the life-sciences segment. The company
mainly focuses on the development of modern innovative methods of
manufacturing pharmaceutical intermediaries and other APIs. It is
India's ninth largest pharmaceutical company by market capitalisation,
which amounted to Rs. 23,493.97 crore on 15 June 2015.

12
10. Torrent Pharmaceuticals
Based in Ahmedabad, Gujarat, Torrent Group's flagship unit is
Torrent Pharmaceuticals, founded in 1959. It is a major in therapeutic
realms such as central nervous system and cardiovascular, spanning
over segments like diabetology, gastroenterology and anti-infectives to
name some. Torrent Pharmaceuticals is operational in over 50 countries
and has a significant presence in India where it is rated as one of the top
10 pharmaceutical companies operating in the country. On 15 June 2015, the market
capitalisation of Torrent Pharmaceuticals was Rs. 21,555.59 crore.
1.4 PESTEL Analysis
Political
For past some years, the pharmaceutical companies are facing tough political scrutiny
globally. The drug prices were already under pressure in Europe and Japan and now in US too.
It is not just the drug makers, but the drug distributors too are in trouble. For a quite long time
in US, the drug producing companies were able to charge as they liked. Margins are already
running low and pricing pressure is leading to losses for several drug makers including Johnson
and Johnson. Political pressures can be a major challenge for the pharmaceutical industry. In
US, particularly several things have changed because of the rising political pressure. Such
pressures become a cause of worry for the drug makers, distributors and even the investors who
are worried that under rising pricing pressure, the drug makers would have to provide steeper
discounts. The current situation in US is sparking fears over what may come next. During
recent years, politicians and pharmacy managers have added to the industry’s pressure. Such
pressures do not just become an impediment to growth but also have the potential to cause
losses.
Economic
The economic crisis is over but its effects are still there around. Around the world in
several countries where the economic situation has not yet fully recovered, the condition of

13
healthcare is pretty bad. Various kinds of economic and political pressures are already leading
to losses for the Pharma companies. 2015 however, was a bumper year in terms of approval for
new drugs. However, the stronger dollar globally is also a cause of trouble. It is reducing the
net profits of the US based Pharma companies. Still, its effect can be positive for the companies
based in Europe. The US based Pharma companies are faced with a growth squeeze and are
trying to cut costs in varying ways. Amid all these challenges the Pharma industry faces
growing pressure related to profitable growth. However, the economic situation has continued
to improve and the rate of employment is also up since the recession. Still, currency
fluctuations will remain to be a source of worry for the Pharma companies.
Social
Socio-cultural factors present both opportunities and threats to the pharma sector. On
the one side is the aging population which brings a wide range of opportunities for the industry.
Aging population will need dedication for several kinds of problems that come with increasing
age. There are other problems too like obesity which is a common problem across US and
affects nearly all the age groups. Changing age composition of the US population and other
factors have pressed new demands on the healthcare industry and the Pharma sector. The
public is also more informed than ever and their expectations and demands have also changed
simultaneously which has led to additional pressure on the companies. Social networking has
added to the public activism and the Pharma companies are under a lot of pressure over how
they get closer to the consumers and maintain profitable growth rates.
Technological
Technology has brought several opportunities for the Pharma and healthcare sector.
However, it also remains a source of expenditure for the Pharma companies. Especially, the
rise of social networking has given rise to several new profitable opportunities for the Pharma
sector. Social media has started playing a very important role in healthcare. It has become a
new means to connect with the customers. It also provides the Pharma companies an
opportunity to advertise direct to the consumers. New technologies help companies reduce
production costs and bring down expenses. The rise of IT has brought several major
opportunities where costs are also minimum for the drug makers.

14
Environmental
There are some important environmental risks associated with
pharmaceuticals. Various kinds of pharmaceutical residues can pollute the
environment. While most of these products do not have a major impact on the environment,
still their proper storage and disposal is essential to avoid any kind of environmental impact.
Based upon the size of the global Pharma industry, its responsibility is also big. The pressure
on the Pharma companies is high over synchronization between environmental needs. Both
government and the community are pressing the industry to invest more in environmental
concerns.
Legislative
The legal pressures are one of the biggest challenges before the pharmaceutical
industry. In the recent years, financial penalties on pharma companies in US have also become
more frequent. Apart from anti-corruption laws, strict compliance is a costly challenge before
this sector. In this area, there are four major challenges to be dealt with. Those challenges are
– anti corruption, cyber security, abuse of sales and marketing tactics and anti-trust issues. Not
only in US, in the emerging markets too, has the level of legal scrutiny and oversight increased.
Several companies have spent millions of dollars in the past years to resolve the investigations
conducted by DoJ. In such an environment, the companies are required to identify their risks
and opportunities proactively and develop policies that can mitigate these risks.

15
1.5 Porter’s Five Model
Introduction
The pharmaceutical industry, or pharma industry, is one of the fastest-growing
economic sectors with predicted worldwide sales of more than $1.3 trillion in 2018.
Approximately 44.5% of sales each year come from North America, with U.S. sales predicted
to be more than $370 billion in 2016. There is significant overlap between the biotechnology
sector and pharma.
Pharma is a dynamic industry with rapid growth and the potential for high profits. Top-
selling drugs have annual sales exceeding $1 billion. However, a new drug requires millions
of dollars invested in research and development (R&D) and testing before it can be brought to
market. The majority of new projects never receive approval from the Food & Drug

16
Administration (FDA), resulting in large amounts of capital burned just to get one profitable
product.
Individual pharma stock investors face a difficult task in analysis due to the high level
of technical expertise required to adequately evaluate the viability of potential new products,
as well as the continued prospects for existing FDA-approved drugs. The most stable stocks
are those of large- and mega-cap companies with multiple products and large R&D budgets.
However, the greatest returns come from smaller companies that achieve scientific
breakthroughs.
Porter’s Five Forces Analysis
Threat of New Entrants
The big payoffs available in the pharmaceutical industry lead to a steady flow of new
companies being created. A team of researchers with a hot idea or newly granted patents can
find venture capital funds eager to provide millions of dollars in startup funding. These smaller
companies pose no serious threat to big pharma. In fact, one of a startup investor's main exit
strategies is to sell out to a big pharma firm when new products are through the initial
development phase.
Powerof Suppliers
Suppliers have very little power in the pharmaceutical industry. The raw materials for
manufacturing drugs are commodity products in the chemical industry, which are available
from numerous sources. Most of the equipment used in manufacturing and research is available
from multiple manufacturers. Suppliers usually offer multiple products to the manufacturer,
which moderates pricing on rarer materials and unique equipment.
Powerof Buyers
Pharma is unique among industries because the medical patient has an absolute lack of
power regarding pricing. The prescriber of the drugs, the physician, ethically is not allowed to
profit from the sale of drugs. The entity that pays for the drugs, the insurance company, only
has a say in how much it will pay to the distributor of the drugs, meaning it has little power

17
with the drug manufacturers. The insurer can refuse to pay for treatments it believes are
overpriced.
The only entities with any negotiating power are the pharmacies and medical
institutions that fulfil the medical patients’ prescriptions. Even these entities have little power
over newer drugs under patent or drugs with only one manufacturer. Pharmacies focus on their
profit margins and have little incentive to provide patients with the lowest possible pricing.
Availability of Substitutes
The effect of substitutes is dependent on the individual drug. A new FDA-approved
blockbuster drug that has patent protection, treats a major health condition and is first to market
in its category has a license to print billions of dollars. The development of a new drug that
cures a major disease could be worth tens of billions of dollars per year. However, the 30th
drug to treat a common condition could take years to recoup the R&D costs.
Once a drug loses its patents, generic drug manufacturers start selling copycat versions
at substantially lower prices. A drug that netted $100 million a year in profit could become one
that earns only $1 million a year in profit overnight. Additionally, there is a major international
problem with counterfeit drugs. The best of these counterfeits duplicates a real drug's formula
and sells it at a lower price, which hurts corporate profits. The worst counterfeits are made with
low-grade materials and can destroy the reputations of the legitimate products.
Competitive Rivalry
With more than $1 trillion in global sales, pharmaceutical business can be cutthroat.
The huge importance of intellectual property results in strong competition for high-level
workers and leading researchers. Even strong nondisclosure and non-compete clauses cannot
prevent the leaking of competitive information.
Any potential new drug has its public information analysed for the possibility of
creating a similar drug to market as a substitute. The industry exhibits a pattern of firms
merging and larger firms buying smaller firms that have promising research or new drugs.

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2.1 Company Introduction
Table 2.1: company profile
CADILA PHARMACEUTICALS LIMITED
TYPE Private company
INDUSTRY Pharmaceuticals
FOUNDED 1951
FOUNDER Mr.Indravadan A. Modi
HEADQUARTERS Ahmedabad, Gujarat India
KEY PEOPLE Dr. Rajiv Modi
(Chairman and Managing Director)
PRODUCTS APIs, Generic drugs
SERVICES Contract Research, Contract Manufacturing
NUMBER OF EMPLOYEES 8000
SUBSIDIARIES IRM Ltd
WEBSITE www.cadilapharma.com

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Founder of the Company
Indravadan A. Modi
Mr. I a Modi is the Founder Chairman of Cadila Pharmaceuticals Ltd. Born in a small
village of Hansot of Bharuch district in South Gujarat on February 18, 1926, Mr. Modi has left
a long lasting impact on Indian Pharmaceuticals industry.
Chairman and Managing Director
Dr. Rajiv I. Modi joined the Board of Directors of Cadila Laboratories in 1991. In 1995,
he restructured the company and rechristened it as Cadila Pharmaceuticals Limited. Upon
assuming the leadership of Cadila Pharmaceuticals, Dr. Modi charted a multi-pronged
approach for its corporate growth. Envisioning a global presence for the group, Dr. Modi
played a pivotal role in establishing marketing set-up and subsidiaries of company across the
shores.
Cadila Pharmaceuticals Ltd. is one of the largest privately held pharmaceutical
companies in India, headquartered at Ahmedabad, in the State of Gujarat. Over the last six
decades, the company has been developing and manufacturing pharmaceutical products in
India and selling and distributing these in over eighty-five other countries around the world.

21
Focused strongly on Innovation and Research, the company is present in more than
forty-five therapeutic areas spread across twelve specialities, including cardiovascular,
gastrointestinal, analgesics, haematinics, anti-infectives and antibiotics, respiratory agents,
antidiabetics and immunologicals.
At Cadila Pharmaceuticals, Research and Development is at the core of all its
initiatives, be it Biotechnology, APIs, Formulations, Plant Tissue Culture or Phytochemistry.
More than 300 scientists in its various Research and Development setups reinforce the
competitiveness of research in the therapeutic areas which have high unmet medical needs.
Cadila Pharmaceuticals Excellence in manufacturing facilities is central to Cadila
Pharmaceuticals. The company’s formulations manufacturing plant at Dholka near
Ahmedabad, Gujarat is spread over hundred acres of land. This state-of-the- art facility is not
only impressive in size, but is also USFDA approved.
The second formulations manufacturing facility is located at Samba in Jammu and
Kashmir. The facility meets most of the stringent quality standards across the globe to produce
tablets, capsules, soft and hard gelatin capsules, liquids and orals.
Two Active Pharmaceutical Ingredient (API) manufacturing units at Ankleshwar,
Gujarat manufacture a wide range of APIs and intermediates including many USFDA-certified
products.
The company has strong foothold in the African continent through its formulation
manufacturing facility at Addis Ababa in Ethiopia.
Vision
“Our vision is to be a leading pharmaceutical company in India and to become a
significant global player by providing high quality, affordable and innovative solutions in
medicine and treatment.”

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Mission
“We will discover, develop and successfully market pharmaceutical products to
prevent, diagnose, alleviate and cure diseases.
We shall provide total customer satisfaction and achieve leadership in chosen markets,
products and services across the globe, through excellence in technology, based on world-class
research and development.
We are responsible to the society. We shall be good corporate citizens and will be driven
by high ethical standards in our practices.”
Our Core Values
We, as Pharma, Cadilians are ambassadors of Cadila Pharma’s legacy, culture and work
ethics.
Our Core Competencies
The DNA of every Pharma Cadilian is engineered to possess unique competencies of I
Act I Achieve.

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Research
Spread over more than 1, 05,000 sq. ft. area, Cadila Pharmaceuticals’ R & D facilities,
recognized by the Department of Science & Technology, Government of India, and are manned
by more than 300 scientists. A centralized Quality Control & Analytical Research Laboratory
has been set up to meet the domestic and international quality standards. The Company has
expanded operations by building further on already existing set-up by investing in new
premises, to include modern, state-of-the-art amenities. One of the few companies in the
country carrying out collaborative research, Cadila Pharmaceuticals taps the best scientific
talent in the country and has collaborations with more than 30 leading Research and
Development centres in India.
 1177 Formulations registered worldwide
 148 API Drug Master Files (DMFs) submitted
 52 patents granted and 405 patent applications filed globally
Approved Patents
 Intravenous composition of Rabeprazole
 Solid oral composition contain five actives in one capsule
 Pharmaceutical composition of novel vaccine adjuvants and its method of treatment
 New molecular entity on diabetes

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2.2 Sister company
Karnavati Engineering Limited
Karnavati Engineering Limited (KEL) was started in 1981, with a focus on
Transforming Machines to Pharmaceutical Excellence. Driven by a small initiative of Founder
Chairman of Cadila Pharmaceuticals, Mr. I A. Modi, the organization today is known for its
outstanding quality and customer service. KEL, accredited by the Government of India as an
“Export House” is an ISO 9001:2008 certified company with state-of-the-art infrastructure and
manufacturing capabilities for Pharmaceutical Machineries, Toolings, Line and Allied
Accessories. It also adheres to the highest standards of quality and reliability. KEL invests a
considerable part of its revenues into research and development and attributes it’s our success
to the team work of its employees. A motivated work force and commitment from management
has helped it maintain a steady pace at all times. KEL has a rich history of bringing many firsts
into the market. It was the first to introduce small batch (R & D) Tablet Presses domestically.
It led the industry for designing front Controls for better ease of operation. It developed Table
Top Fully Automated Capsule Machine in early days when capsulation was considered to be a
bulky affair. The company has a vast range of products for pharmaceutical machinery sector
which make us the end-to-end solution providers. It has a global presence when it comes to
tablet compression, tablet press accessories, capsule filling equipments, capsule filling
equipment accessories, laboratory equipment and granulation equipments.
www.karnavatiengineering.com

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CPL Biologicals
CPL Biologicals has evolved from a joint venture by Cadila Pharmaceuticals Ltd and
Novavax, Inc., USA. CPL Biologicals develops and manufactures vaccines, biological
therapeutics and diagnostics in India using technology contributed by Novavax and Cadila
Pharmaceuticals. CPL Biologicals has state-of-the-art manufacturing facilities at Dholka, near
Ahmedabad, in the state of Gujarat, India with a focus on developing, producing and selling
products such as seasonal influenza vaccine and potentially other novel vaccines against
dengue fever and chikungunya fever based on Novavax’s virus-like-particle (VLP) vaccine
technology. CPL Biologicals also aims to develop the pandemic H1N1 influenza vaccine
candidate in India that Novavax is developing in the United States.
CasilIndustries Ltd.
Casil Industries Limited (CIL), part of Cadila Pharmaceuticals group was established
in 1988 as a joint stock public limited company and today it is a market leader in hospital
products. Casil has diversified product range like natural latex disposable gloves, Plaster of
Paris bandages, adhesive surgical tapes and dietary supplements in the form of
multivitamin/mineral supplement in soft gelatin format. The company’s product range includes
non-woven dressings, respiratory filters, anesthetic accessories and specialized patient care
systems and pressure sensitive pneumatic pulsating beds. The company’s products and services
includes the supply of Diagnostic reagents and instruments from Human GmbH of Germany
Pregnancy test Kits, which in a short time has occupied the status of “ numero uno” brand in
its segment, christened Accutest. In addition to all above, Casil has an exciting range of herbal
products. In the drive to explore the hitherto un-attempted areas of specialty chemicals the
company entered the field of manufacturing Sulfolane a “green” solvent used in refinery and
pharmaceutical bulk drugs synthesis. Today Casil is proud to be the only manufacturer of
Sulfolane in India. Casil Health Products ltd has commissioned a modern, sophisticated
manufacturing facility for soft gelatin capsules at its Jammu manufacturing unit. Designed to
meet the most stringent international standards, all operation in this plant from plant from
encapsulation to packaging, are carried out under class 100, 00. All systems are validated to
meet International FDA standards, and the present capacity of one million capsules per day can
be doubled with marginal investment. Casil set up the soft Gelatin capsule manufacturing plant
mainly to cater to the dietary supplement market of vitamins, Minerals and Indian Drug

26
Manufactures Association and also carries WHO GMP certification by the government of
India. Initially the Plant was catering to the in-house requirement of Cadila Pharmaceuticals
Ltd. Currently the Casil Products have been approved by other Pharmaceutical organization
and the products are exported to Far East and African market.
IRM Limited – GreenChannel
Green Channel Travel Services (GCTS) is one of the largest integrated travel and travel
related financial services company in the country offering a broad spectrum of services that
include Leisure Travel, MICE, Corporate Travel Management, Foreign Exchange, Insurance,
E-Business, Air Charter Services, Food & Bakery and Tea. The Company launched its Indian
operations in 1987 and is celebrating its 27 years of world-class service in India.
GreenChannel Air Transport Services (GC Air)
GC Air has started exclusive charter services in India; bringing to the industry, the first
of its kind Cessna Mustang 510. The Citation Mustang sets the standard in the Very Light Jets
(VLJs). Designed to be a low cost upgrade for the twin prop customer, the Mustang offers high
performance on a budget. With over 400 aircraft in operation around the globe, the Mustang is
GCTS’s most popular aircraft for flights under 1 hour.
www.gcts.co.in
Rousdonmullai Tea Estates
Tapping the lucrative prospects in the agro business sector, Cadila Pharmaceuticals Ltd.
has added a new dimension by acquiring a tea plantation in Tamil Nadu. Spread over 900 acres
of Blue Mountains and set amid lush green surroundings, Rousdonmullai Tea Estates is located
in Devala in the Nilgiris, Tamil Nadu. With primary focus on tea planting and processing,
unadulterated garden tea from Rousdonmullai, is being supplied to regions like Mumbai,
Hyderabad, Cochin, Coimbatore and Gujarat. Besides growing tea gardens, a slew of agro-
based projects are also being slated by the company in the estate.

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CPLVATNOVA
VetNova (A Division of IRM Limited), is a veterinary pharmaceutical manufacturing
and marketing company based in Ahmedabad, Gujarat. We are committed to provide best
quality veterinary pharmaceutical products at affordable pricing across the globe. We offer one
of the industry's most innovative portfolios of veterinary products. We are a highly proactive,
robust and diversified company with a strong, scientifically-proven, product portfolio and an
ever-growing reach. Our aim is to broaden the portfolio of our veterinary pharmaceutical
products addressing the numerous needs of animals suffering from various ailments by
developing superior products where conventional formulations have limited effectiveness and
to reformulate pharmaceutical compounds with known safety and efficacy. By consistently
delivering the highest standards of quality, professionalism and integrity, our goal is to become
the partner of choice for veterinarians, producers and animal owners.
CADAgro
Cad Agro started in 1952 as a true Life Sciences company has over six decades emerged
as largest privately held Pharmaceutical Company in India. In the year 1992, think tank at Cad
Agro recognized the need for transformation in Indian Horticulture as Green Revolution was
only touching upon field crops / cereals. Cad Agro started Tissue Culture Division to supply
quality planting material to Indian farmers. Cad Agro has to its reputation one of the first
companies in India to bring the tissue culture technology and the technology today has
benefited billions of farmers by helping them double yield in many crops like Banana, Potato,
Pomegranate, Lime etc. Tissue Culture division at Cad Agro today has to its credit of having
most diverse commercial portfolio of Horticultural crops that can be raised through Tissue
Culture. Cad Agro Division today is the Asia most reputed and preferred company when it
comes to production and supply of quality bio-formulations vis., Mycorrhiza (Josh-technology
licensed from TERI-DBT), Aspergillus Niger (AN-27) (Kalisena – technology licensed from
IARI) & Trichoderma viride (CADTricho). Off-late Cad Agro has strengthened its Bio
products portfolio by initiating and marketing of Rhizobium, Azotobacter, Azospirillum, PSB
in both liquid and powder form. Cad Agro’s Biofertilizer Division also specializes in
production of commonly used liquid and granular growth promoter like Gelatin derived Amino
Acid (AmiCAD Liq. and Granules), Humic Acid (CADGrow Liq. And Powder) etc.

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2.3 Products
With a strong focus on innovation and research, the company’s products and services include:
A. Products spanning across:
1. 45 therapeutic categories
2. 12 specialties including cardiovascular, gastrointestinal, analgesics, haematinics, anti-
infectives and antibiotics, respiratory agents, antidiabetics and immunological
B. Services such as:
1. contract research
2. contract manufacturing
C. The company has:
1. 5 manufacturing units, comprising:
2. API manufacturing units (2 in India and 1 in Ethiopia)
3. formulations manufacturing units
4. 1 R&D centre with 300+ scientists
Some of the product innovations – or “world firsts” – by Cadila include:
1. An Active Immunotherapy product (Mycidac-C) for people suffering from squamous Non-
Small Cell Lung Cancer (NSCLC) – providing a higher survival rate at a lower cost
2. A TB treatment drug (Risorine) that increases patient compliance
3. A pill (Polycap) that reduces the risk of CVD by 62% and stroke by 48%
4. A next generation, Virus Like Particle (VLP) based vaccine for treating seasonal and H1N1
influenza more effectively
5. Novel formulations such as:
a) Rabeloc IV: Rabeprazole sodium for intravenous administration by rapid onset of action,
sustained and long term lowering of gastric pH
b) Immuvac, an immunomodulatory that enhances immunity and helps fight chemotherapy side
effects better

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2.4 SWOT Analysis
Strengths of Cadila Pharmaceutical
1. Diverse Revenue models - Over the years Cadila Pharmaceuticals has ventured into
various businesses outside the Healthcare sector. This has enabled the company do
develop a diversified revenue stream beyond Healthcare sector and Biotechnology &
Drugs segment.
2. Success of new product mix - Cadila Pharmaceuticals provides exhaustive product
mix options to its customers. It helps the company in catering to various customers
segments in the Biotechnology & Drugs industry.
3. Strong brand recognition - Cadila Pharmaceuticals products have strong brand
recognition in the Biotechnology & Drugs industry. This has enabled the company to
charge a premium compare to its competitors in Biotechnology & Drugs industry.
4. Market Leadership Position - Cadila Pharmaceuticals has a strong market leadership
position in the Biotechnology & Drugs industry. It has helped the company to rapidly
scale new products successes.
5. Brands catering to different customers segments within Biotechnology & Drugs
segment - Cadila Pharmaceuticals extensive product offerings have helped the
company to penetrate different customer segments in Biotechnology & Drugs segment.
It has also helped the organization to diversify revenue streams.
6. First mover advantage in the increasingly crowded market place. The new products
are rapidly increasing Cadila Pharmaceuticals market share in the Biotechnology &
Drugs industry.

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Weakness of Cadila Pharmaceutical
Weaknesses of Cadila Pharmaceuticals can either be absence of strengths or resources
of capabilities that are required but at present the organization doesn't have. Decision makers
have to be certain if the weakness is present because of lack of strategic planning or as a result
of strategic choice.
1. Business Model of Cadila Pharmaceuticals can be easily imitated by the competitors
in the industry name. To overcome these challenges company name needs to build a
platform model that can integrate suppliers, vendors and end users.
2. Extra cost of building new supply chain and logistics network - Internet and
Artificial Intelligence has significantly altered the business model in the Healthcare
industry and given the decreasing significance of the dealer network Cadila
Pharmaceuticals has to build a new robust supply chain network. That can be extremely
expensive.
3. Niche markets and local monopolies that company’s like Cadila Pharmaceuticals able
to exploit are fast disappearing. The customer network that Cadila Pharmaceuticals has
promoted is proving less and less effective.
4. High cost of replacing existing experts within the Cadila Pharmaceuticals. Few
employees are responsible for the Cadila Pharmaceuticals's knowledge base and
replacing them will be extremely difficult in the present conditions.
5. Declining per unit revenue for Cadila Pharmaceuticals - competitiveness in the
industry name is putting downward pressure on the profitability. A starting guide to
manage this situation for company name is – objectively assessing the present value
propositions of the various products.
6. Loyalty among suppliers is low - Given the history of Cadila Pharmaceuticals coming
up with new innovations to drive down prices in the supply chain.

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OPPORTUNITIES ofCadila Pharmaceutical
1. Lower inflation rate - The low inflation rate bring more stability in the market, enable
credit at lower interest rate to the customers of Cadila Pharmaceuticals. This will
increase the consumption of Cadila Pharmaceuticals products.
2. Customer preferences are fast changing - Driven by rising disposable incomes, easy
access to information, and fast adoption of technological products, customers today are
more willing to experiment / try new products in the market. Cadila Pharmaceuticals
has to carefully monitor not only wider trends within the Biotechnology & Drugs
industry but also in the wider Healthcare sector.
3. Lowering of the cost of new product launches through third party retail partners and
dedicated social network. Cadila Pharmaceuticals can use the emerging trend to start
small before scaling up after initial success of a new product.
4. Trend of customers migrating to higher end products - It represents great
opportunity for Cadila Pharmaceuticals, as the firm has strong brand recognition in the
premium segment, customers have experience with excellent customer services
provided by Cadila Pharmaceuticals brands in the lower segment. It can be a win-win
for the company and provides an opportunity to increase the profitability.
5. Accelerated technological innovations and advances are improving industrial
productivity, allowing suppliers to manufacture vast array of products and services.
This can help Cadila Pharmaceuticals to significantly venture into adjacent products.
6. Increasing government regulations are making it difficult for un-organized players
to operate in the Biotechnology & Drugs industry. This can provide Cadila
Pharmaceuticals an opportunity to increase the customer base.

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Threats of Cadila Pharmaceutical
Threats are factors that can be potential dangers to the firm's business models because
of changes in macro-economic factors and changing consumer perceptions. Threats can be
managed but not controlled.
1. Saturation in urban market and stagnation in the rural markets - For Cadila
Pharmaceuticals this trend is an ongoing challenge in the Biotechnology & Drugs
segment. One of the reasons is that the adoption of products is slow in rural market.
Secondly it is more costly for Cadila Pharmaceuticals to serve the rural customers than
urban customers given the vast distances and lack of infrastructure.
2. Shortage of skilled human resources - Given the high turnover of employees and
increasing dependence on innovative solution, company name can face skilled human
resources challenges in the near future.
3. Competitive pressures - As the new product launch cycles are reducing in the
Healthcare industry. It has put additional competitive pressures on players such as
Cadila Pharmaceuticals. Given the large customer base, Cadila Pharmaceuticals can't
respond quickly to the needs of the niche markets that disruptors are focusing on.
4. Changing political environment with US and China trade war, Brexit impacting
European Union, and overall instability in the Middle East can impact Cadila
Pharmaceuticals business both in local market and in international market.
5. Distrust of institutions and increasing threat of legal actions for Cadila
Pharmaceuticals - As the WTO regulations and laws are difficult to enforce in various
markets. Legal procedures have become expensive and long drawn process. It can lead
to less investment into emerging markets by Cadila Pharmaceuticals thus resulting in
slower growth.
6. Trade Relation between US and China can affect Cadila Pharmaceuticals growth
plans - This can lead to full scale trade war which can hamper the potential of Cadila
Pharmaceuticals to expand operations in China.

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2.5 Milestones and Awards
Awards
1. World’s first Sparfloxacin Eye Drops (Scat Eye Drops)
2. World’s first parenteral formulation of Rabeprazole (Rabeloc I.V.)
3. World’s first Probiotic combined with anti-infective agent (Symbiotic)
4. World’s first manufacturer of a unique immunomodulator (IMMUVAC)
5. World’s first whole blood, rapid HIV detection kit (NEVA HIV)
Milestones
1. 1951 – Founder Indravadan A Modi decides to start a pharmaceutical business
2. 1952 – Starts production on 13th March, 1952
3. 1967 – Shifts to its own factory premises with full-fledged operations spanning production,
marketing and R&D
4. 1970 – Mr. Indravadan A Modi represents the Indian Pharma industry and plays a pivotal role
in shaping the Patents Act, 1970
5. 1982 – Karnavati Engineering Limited (KEL) the machinery-manufacturing arm of Cadila,
commences operations
6. 1986 – Mr. Indravadan A Modi plays a key role in shaping the 1986 Drug Policy
7. 2000
 Ties-up for research with several regional and national organizations
 Introduces the world’s first IMMUVAC, a unique Immunomodulator
8. 2001 – Launches NEVA HIV – the world’s first whole blood Rapid HIV detection kit
9. 2002
 Sets up Kadera Yakuhin Ltd. in Japan
 Becomes India’s first indigenous manufacturer of natural Streptokinase – STPase
10. 2003 – Mr. Indravadan A Modi receives the Express Pharma Pulse Lifetime
Contribution Award
11. 2004
 Launches the world’s first Parenteral Formulation of Rabeprazole (Rabeloc I.V.)
 Submits the first IND (Investigational New Drug) with the USFDA for pulmonary tuberculosis
12 2005
 Operationalizes KEL’s new production line and dispatches first machinery to USA

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 Mr. Indravadan A Modi receives Lifetime Achievement Award by Gujarat Chamber of
Commerce and Industry for his outstanding contribution to the industry and society
 Publishes and presents a series of scientific papers on Immuvac, Itza and Rabeloc I.V. at
UEGW (United European Gastroenterology Week, Prague), APDW (Asia Pacific Digestive
Week, Beijing), AGW (Australian Gastroenterology Week), DDW (Digestive Diseases Week,
Chicago, USA), ASCO (American Society of Clinical Oncology), WCOG (World Congress of
Gastro)
13 2010
 Establishes CPL Biologicals at Dholka near Ahmedabad, Gujarat, a state-of-the-art vaccine
manufacturing facility
 Receives the prestigious Wellcome Trust Award for Affordable Healthcare in India
 Receives financial assistance from New Millennium Indian Technology Leadership Initiative
(NMITLI) to develop novel treatment for diabetes drug
14. 2011
 Receives WHO-cGMP certification for the Ethiopia manufacturing facility, the only facility in
the region
 Receives Pre-Qualification approval from WHO, Geneva for the Dholka manufacturing facility
15. 2012
 CPL Biologicals collaborates with the International Centre for Genetic Engineering and
Biotechnology to develop novel multi-stage malaria vaccine in India based on proprietary VPL
vaccine technology of Novavax
 Completes TIPS II for cardiovascular diseases
 CII Gujarat State Council elects Dr. Rajiv Modi as Vice Chairman
 Initiates multinational TIPS III for treatment of Cardiovascular diseases covering 12 countries
 Submits 10th ANDA with USFDA (the first was submitted in 2009)
 Receives regulatory approval from MHRA, UK and TGA, Australia for Dholka manufacturing
facility
16. 2013
 CII Gujarat State Council elects Dr. Rajiv Modi as Chairman
 Enters into a strategic collaboration with Pergamum AB, Sweden, to develop a novel treatment
of infections with a unique targeting mechanism that is different from classical antibiotics
 6 Japan DMFs filed (till date)
 Receives USFDA certification for Dholka formulation facility
 Receives regulatory approval from EU GMP-Latvia for Dholka manufacturing facility

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 Files 38th USDMF (the first was filed in 2007)
 Files 22nd API EDMF (EUDMF) for European markets
 Signs licensing deal with UK-based Helperby Therapeutics
 Signs joint agreement with Helperby Therapeutics, a UK-based antibiotics discovery major, on
Antibiotic Drug Resistance Research & Development – to fight antibiotic resistance via
patented ‘resistance breaker’ compounds
 Launches IAMICON (Indravadan Ambalal Modi Innovation Conclave), honor Founder
Chairman and celebrate innovations in Indian science
 Launches Mycidac-C – an innovative and affordable product for patients suffering from Non-
Small Cell Lung Cancer (NSCLC)

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CHAPTER 3
INTRODUCTION OF TOPIC

37
To consider a future corporate strategy, pricing and sales competition are important.
But for the long term growth of the company, product development is an important factor. As
new product’s life cycle becomes shorter and shorter, it is imperative to provide a new product
successfully to the market. However, the market is saturated with a lot of similar kind of
products these days, thus a product that merely satisfies their needs would not be able to
survive. Since a shift from product-out to market-in has been emphasized, there is need to
conduct product development by capturing the customer’s requirement. In product
development tactics, classifying quality elements is an important process.
New product development (NPD) is the process of bringing a new product to the market place.
Every business needs to engage in this process due to changes in consumer preferences,
increasing competition and advances in technology or to capitalise on a new opportunity.
'New products' can be:
 products that your business has never made or sold before but have been taken to market
by others
 Product innovations created and brought to the market for the first time. They may be
completely original products or existing products that you have modified and improved.
With a well-developed NPD you can avoid wasting time, money and business resources and
will help you organise your product planning and research, capture your customers' views and
expectations. Your strategy will also help you avoid:
 overestimating and misreading your target market
 launching a poorly designed product, or a product that doesn't meet the needs of your
target customers
 incorrectly pricing products
 spending resources you don't have on higher-than-anticipated development costs
 Exposing your business to risks and threats from unexpected competition.
There are several important steps you will need to plan into your NPD strategy.

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Define your product
An accurate description of the product you are planning will help keep you and your team
focused and avoid NPD pitfalls such as developing too many products at once, or running out
of resources to develop the product.
Identify market needs
Successful NPD requires a thorough knowledge of your target market and its needs and wants.
A targeted, strategic and purposeful approach to NPD will ensure your products fit your market.
Establish time frames
You need to allow adequate time to develop and implement your new products. Your objectives
for developing new products will inform your time frames and your deadlines for
implementation. Be thoughtful and realistic. Some objectives might overlap but others will be
mutually exclusive.
 Your objective to race against your competition will require efficiency from your team.
 Your aim to achieve a specific launch date will be influenced by demand for seasonal
products and calendar events.
Identify key issues and approaches
There are many tasks involved in developing a product that is appropriate for your customers.
Key tasks include:
 generating and screening ideas
 developing and screening concepts
 testing concepts
 analysing market and business strategy
 developing and market testing products
 Implementing and commercialising products.

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Generating and screening ideas for new products
Successful new product development (NPD) starts with identifying good product ideas and
using reliable criteria to decide which ideas to pursue. You should take the following steps
before you allocate funds to new product development.
Idea generation
Write a customer needs list based on the information you gather from the sources identified
below Brainstorm product issues. Use your research and development (R&D) processes,
Review your quality assurance (QA) processes, Review your customer complaint records
New product concept development and screening
The concept development and testing stage of NPD can be time-intensive, but it will help you
avoid unnecessary costs later by ensuring you pursue the best new product concept in your
market.
Create a product concept
A product concept is a detailed description of an idea, which you describe from the perspective
of your customer. Taking your customers' viewpoint when describing your product concept
will help you test and evaluate how responsive your market will be to your product.
Business analysis of new products
A new product idea that survives the screening stage of new product development (NPD)
requires a more sophisticated and detailed business analysis. A business analysis will help you
determine the costs involved in your proposed NPD, and forecast the profits you may make
from the product in future financial years.
Your business analysis will also help you eliminate inappropriate ideas and avoid unnecessary
costs by Estimating your product price, identifying your product's market potential, Forecasting
your sales volume, Identifying your break-even point and determining your minimum sale price

40
Scope your marketing strategy
Your marketing strategy will help you determine how to position your new product in the
marketplace. The information you gather, next, in your market testing will help you identify
which market segments to target and how.
New product prototypes and market testing
Prototype testing is one of the most rewarding phases of new product development (NPD).
Developing a prototype of your product allows you to bring your product to life for the first
time and test it in its market.
1. Consult the experts: Product development specialists can help you streamline your
process and avoid costly mistakes. Consider commissioning consultants who
specialize in product engineering and design.
2. Protect your intellectual property (IP): Make sure your patents are in place and
your IP is protected before you take your product out for a test run.
3. Test the product in action: Put your prototype into use in the type of situations it's
required in. Identify the characteristics that are most important to your customers
and test those attributes, repeatedly.
4. Run focus groups: Enlist the help of a market researcher to facilitate a focus group
that will help you gauge the response of your sample target market. Interview your
customers and take your prototype to as many informed people as possible.
5. Make improvements: You may need to improve your product based on feedback.
Use this opportunity to make changes that will increase your product's chances of
success.
6. Test it in your industry: Attend industry events and trade or consumer expos to
get feedback on your prototype.
7. Develop a marketing strategy: Your marketing strategy will help you accurately
segment and target the right market for your product, set clear marketing objectives.

41
Start by reviewing all the information, market analysis and market testing. Learn
how to develop a marketing strategy.
8. Developa marketing plan: Marketing plan will help you organize and implement
the marketing tactics. Plan your sales and product marketing activities, and reach
your sales targets.
Launching and commercialising new products
Launching your new product is your final, important step in the new product development
(NPD) process. Deciding when, how and where to launch your product will determine its early
impact on the market.
 Develop a direct marketing campaign: Direct mail, E-mail marketing, social
media marketing etc.
 Create your advertising plan: Plan and book your advertising well ahead. Analyze
where your target market customers get their product information.
Book advertising in industry print and online publications and consider product
innovation publications.
 Create communications materials: To support your launch you can create a
product brochure and point of sale posters to draw attention to the new product.
 Developa public relations and news media strategy: Use public relations (PR) to
your advantage. Launch a print and online news media campaign.
 Develop a sales plan: Develop a sales plan tailored to your new product. Sales
planning helps you define strategies for your ideal customers and set realistic,
healthy sales targets.
 Develop a pricing strategy: Your pricing strategy should identify an entry-to-
market price, a premium price and a minimum sale price.

42
CHAPTER 4
LITERATURE REVIEW

43
(Kaustubh Dhargalkar, 2017) When confronted with new product development (NPD),
managers generally adopt quick fixes such as benchmarking with competing products and then
attempting incremental changes over the competitors’ product features. There are several
approaches propounded in the past. Some focus on manufacturing, some on marketing and
perception, and some on idea generation and stage-gating these concepts. However, a
comprehensive approach seems to be missing. In an, ever-changing world, technologies
change, customer demands change, ecosystems change, competitors change and while all this
is changing, if your product/service remains the same, it will cease to exist. Hence, new product
development and upgradation of existing products has to be pursued relentlessly. Usually, new
product development is seen as correcting the mistakes in the existing products, plugging the
gaps, and trying to catch up with competitors.
(Rosenberg, 2017) Customer loyalty and satisfaction is vital for modern day business for two
main reasons. First, customers are scarce resource it is far easier to obtain from an old customer
than from a new one. Second, customer loyalty and satisfaction has a positive effect on the
profitability revenues of the company..
(European Institute of Publication Administration, 2017) A technique for assessing the
customer satisfaction should also have to go through the international market procedure to meet
the requirement internationally. In the process, granting the satisfaction to the customer in both
physical and technological aspects has changed drastically. However, there is still no method
of measuring customer satisfaction. But the feedback from the customer can be taken as a
crucial tool for measuring customer satisfaction.
(SSRS research, 2016) Customer satisfaction is extremely important because it is the way of
getting feedback from the customers in a way that they can use it to manage and improve their
business. Customer satisfaction is the best indicator of how the business looks like in the future.
Customer satisfaction helps in doing SWOT analysis that could help them to develop their
business in an advance and in a systematic way. Besides this, it will also help in making the
right decision to use the appropriate resources while manufacturing the products. Similarly, it
maintains the relationship with the existing customers and also creates the possibility to acquire
others..
(FYasutaka Kainuma, 2016) To consider a future corporate strategy, pricing and sales
competition are important. But to grow the corporation’s future permanently, product

44
development is an important factor to survive. As new product’s life cycle becomes shorter
and shorter, it is imperative to provide a new product successfully to the market. However, the
market is saturated with a lot of kinds of things and goods these days, customers would not be
satisfied even a product merely satisfies their needs. Since a shift from product-out to market-
in has been emphasized, there is need to conduct product development by capturing the
customer’s requirement. In product development tactics, classifying quality elements is an
important process. In this classification, there are attractive quality elements, one-dimensional
and must-be quality element.
(Client Heartbeat, 2015) Customer feedback and information are the important steps of
developing an organization. Customer feedback is an important tool for a business organization
to improve their business and product services. Feedback is the best way of measuring the
customer satisfaction. The process of winning new business and retaining an existing customer
is only possible with the feedback and complaints from the consumers. Customer feedback
provides the tangible data which can be used a better business decision. Customer feedback
provides valuable insight into what customers think about product and services which help to
build a successful business organization in future..
(Nishant Gaurav, February 2014) Many Multinational Companies capturing their product
development ideas from customer expectation only. If the company is not able to fulfil the
expectation of customer demand and need, then the product sales growth fall in the market.
Launching new products and services in the market represents an important source of
increasing the size of a business and the profits of a company. The success of introducing new
product in the market is a critical issue of the current marketing programs New Product
Development (NPD) speed is critical because product life cycles are shrinking and
obsolescence is occurring more quickly than in the past while competition also has intensified.
Consequently, to grow, it has become imperative for firms to move new product to market
faster. Customer satisfaction, a term frequently used in marketing, is a measure of how products
and services supplied by a company meet or surpass customer expectation.
(B.C.Y. Lee, 2014) The positive effect of customer orientation on superior performance.
However, these studies have not shown how to covert customer orientation into superior
performance through new product development (NPD) activities. The purpose of this study
was to fill the gap between customer orientation and new product performance and elucidate
the mediating influence of product launch, product development capability, and innovativeness

45
on the relationship between customer orientation and new product performance. From the
contract manufacturer’s perspective, it was proposed that customer orientation toward new
product performance affects NPD activities. Focus was placed on product launch because the
launch stage is the most expensive and riskiest aspect of NPD activities.
(Tao, 2014) Increased customer satisfaction can provide company benefits like customer
loyalty, extending the life cycle of a customer expanding the life of merchandise the customer
purchase and increases customers positive word of mouth communication. When the customer
is satisfied with the product or service of the company, it can make the customer to purchase
frequently and to recommend products or services to potential customers. It is impossible for a
business organization to grow up in case the company ignores or disregards the needs of
customers..
(JOHN CALLAHAN, July 2012) This research explores the acquisition of customer input
and its importance in the Development of very new products. The data were used to test
concerning the Relationships between product newness, the importance of customer input in
the Development process, and the use of customer intensive market research methods. The
importance of customer input increases with market newness of a product Up to a point and
then drops off for very new products, whereas the importance of Customer input increases with
technological newness of a product without dropping off.
(Dr. Amue, 2012) Attempts to explain the new product and consumer innovative behavior.
From this, it is clearly inferred that electronics home appliance companies should always take
into cognizance consumer personality, customer perception and customer learning when
evolving new products as there will always influence consumer adoption behavior. He
recommended that the companies should always evolve product that matches with customer
personality and intensify marketing communication strategies to continuously create an
enduring perception of their products in the minds of their targeted customers..
(Khangura, 2012) Customer feedback as satisfaction study begins with investigation of
potential reasoning to identify dissatisfaction. Customer feedback is defined as customer
communication concerning a product or a service. According to the current state of the art,
customer’s response to the evaluation of the perceived inconsistency between some
comparisons e.g. expectations and the Perceived performance of the product are considered as
feedback..

46
(Khaligh A., 2012) Investigated the impact of CRM in enhancement of customer loyalty and
retention in telecom industry in Iran. The result collected from 200 Iranian telecom services
users. Finding shows that, commitment and vision of the management system is highly required
for a successful CRM implementation. The structure of the strategy should be based on
flexibility and explicitly of the policies especially pricing policies. In fact, the mentioned
factors are very important to increase customer loyalty and therefore to increase benefit of the
firm..
(Cooper, 2010) it is much more than that. NPD should mean giving the customer an altogether
different experience. It should mean breaking the clutter and differentiating your product from
others. Today customer demands keep evolving continuously, compressing product lifecycles.
Product development is not an easy process. The success rate ranges between 45 and 62%..
(Sandén, 2009) Given today’s industry dynamics, new service development is becoming
increasingly important to the competitiveness, growth, and survival of organizations.
Unfortunately, new service development has proven to be a complex and difficult task. New
product and service development offers great potential. Research has shown a strong
relationship between new products and performance. New products that have been on the
market for five years or less account for on average 40 percent of company sales Also, new
products have a similar impact on profit.
(Vargo, 2009) In light of the above, we propose that customer feedback generated during a
value creation process, can have potential well-being outcomes on service and consumer
entities. According (Vargo and Lusch) is one of the four building blocks of a company’s
strategic marketing direction. Customer feedback, a particular type of “conversation and
dialogue”, allows companies to listen to customers to understand what it is that they value in
the company..

47
CHAPTER 5
RESEARCH METHODOLOGY

48
5.1 Objective
1. To find out the usability level of Haem up vet product in ". Gujarat, Punjab and
Haryana. "
2. To get the feedback and suggestions from consumers for Haem up vet
3. To explore more opportunities for Cadila pharmaceutical in animal feed supplement
products by understanding market needs
4. To identify factors which impacts consumer decision to choose particular brand in
animal feed supplement products.
5.2 SCOPE OF STUDY
 Identify product's market potential
 Forecast sales volume of company
 Identify new market opportunity.
5.3 RESEARCH DESIGN
5.3.1 Sample Method
It is non-probability convenient sampling method was used for the purpose of this
study. Data were collected from consumer.
5.3.2 Data collection
Primary data sources
 Researchdesign: Descriptive Research
 Sample Population: Gujrat, Punjab and Haryana
 Sample Size: 120
 Sample Unit: Doctor, farmers, distributors
 Researchapproach: Survey Method
 Researchinstrument: Questionnaire
Secondarysources
 Case study
 Journal
 Research report

49
 Websites
5.4 LIMITATIONS OF THE RESEARCH WORK
 Time duration is limited
 The respondents unwilling to give a complete and accurate response to certain
questions.
 Respondents are reluctant for their feedbacks & opinions, and authenticity of their
statements can't be verified too.

50
CHAPTER 6
ANALYSIS AND INTERPRETATION

51
6.1 Location
Table 6.1 location
Location
Frequency Percent
Valid
Percent Cumulative Percent
Valid Gujarat 40 33.3 33.3 33.3
Punjab 40 33.3 33.3 66.7
Haryana 40 33.3 33.3 100.0
Total 120 100.0 100.0
Chart 6.1 Location
Interpretation:
While selecting the sample size 33% weightage has been given to Punjab, 33% to Haryana
and 33% to the state of Gujarat.
34%
33%
33%
Location
Gujarat
Punjab
Haryana

52
6.2 No of years in this business or service
Table 6.2 No of years are you in this business & service
No of years are you in this business & service
Frequency Percent Valid Percent Cumulative Percent
Valid 1 – 2 year 2 1.7 1.7 1.7
3 – 5 year 6 5.0 5.0 6.7
6 – 9 year 26 21.7 21.7 28.3
Above 10 year 86 71.7 71.7 100.0
Total 120 100.0 100.0
Chart 6.2 No of years are you in this business & service
Interpretation:
The following Pie-chart depicts that 72% of the customers of HAEM UP VET product are in
this business for a period of more than 10 years.
1 – 2 year
1%
3 – 5 year
5%
6 – 9 year
22%
Above 10 year
72%
No of years areyou in this business & service
1 – 2 year 3 – 5 year 6 – 9 year Above 10 year

53
6.3 How many employees employed under you?
Table 6.3 how many employees employed under you?
How many employees employed under you?
Valid 0 74 61.7 61.7 61.7
1 3 2.5 2.5 64.2
2 8 6.7 6.7 70.8
3 3 2.5 2.5 73.3
4 6 5.0 5.0 78.3
5 13 10.8 10.8 89.2
6 4 3.3 3.3 92.5
8 1 .8 .8 93.3
10 2 1.7 1.7 95.0
12 2 1.7 1.7 96.7
15 2 1.7 1.7 98.3
32 1 .8 .8 99.2
50 1 .8 .8 100.0
Total 120 100.0 100.0
Chart 6.3 how many employees employed under you?
Interpretation:
Out of the 120 respondents, 62% of the customers work independently & do not have any
employees working under them.
62%
2%
7%
2%
5%
11%
3% 1% 1% 2% 2%
1% 1%
How many employees employed under you?
0 1 2 3 4 5 6 8 10 12 15 32 50

54
6.4 Are you using HAEM UP VET?
Table 6.4 Are you using HAEM UP VET?
Are you using HAEM UP VET?
Valid Yes 73 60.8 60.8 60.8
No 47 39.2 39.2 100.0
Total 120 100.0 100.0
Chart 6.4 Are you using HAEM UP VET UP VET?
Interpretation:
Among the total users of veterinary products, 61% use the product & 39% of them do not use
the product.
Yes
61%
No
39%
Are you using HAEM UP VET?
Yes
No

55
6.5 Rate quality, price and result for HAEM UP VET
Table 6.5 Rate quality, price and result for HAEM UP VET
Descriptive Statistics
N Minimum Maximum Mean
Std.
Deviation
How much you will rate quality for
HAEM UP VET?
73 2 5 4.41 .704
How much you will rate price for
HAEM UP VET?
73 3 5 3.97 .726
How much you will rate result for
HAEM UP VET?
73 2 5 4.59 .597
Valid N (listwise) 73
Interpretation:
From the above table it can be observe that respondent are satisfied with the factors of
haem up vet
6.6 Rate Satisfaction for HAEM UP VET
Table 6.6 Rate Satisfaction for HAEM UP VET
Descriptive Statistics
N Minimum Maximum Mean
Std.
Deviation
Are you satisfied with HAEM UP
VET?
73 2 5 4.37 .808
Valid N (list wise) 73
Interpretation:
The customers are highly satisfied with HAEM UP VET.

56
6.7 Would you recommended our product to your friends &
social circle?
Table 6.7 would you recommended our product to you friends & social circle?
Would you recommended our product to you friends & social circle?
Valid Yes 62 51.7 84.9 84.9
No 11 9.2 15.1 100.0
Total 73 60.8 100.0
Total 120 100.0
Chart 6.7 recommended our product to your friends & social circle
Interpretation:
As per the Survey, it can be concluded that 85% of the respondents will recommend HAEM
UP VET to their friends & social circle.
Yes
85%
No
15%
Would you recommended our product to you
friends & social circle?
Yes
No

57
6.8 Our MR visiting regularly?
Table 6.8 Our MR visiting regularly?
Our MR is visiting regularly?
Valid Yes 72 60.0 100.0 100.0
No 0 0.0 0.0 0.0
Total 120 100.0
Chart 6.8 Our MR visiting regularly?
Interpretation:
100% respondents confirmed that MR visit them on a regular basis.
Yes
100%
No
0%
Our MR is visiting regularly?
Yes No

58
6.9 What are the reason for not using our product?
Table 6.9 what are the reason for not using our product?
Reason for not using our product
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Not aware about product 21 17.5 45.7 45.7
Lack of understanding 6 5.0 13.0 58.7
Not knowing the benefit of
the product
10 8.3 21.7 80.4
Result of our product 1 .8 2.2 82.6
Availability 8 6.7 17.4 100.0
Total 46 38.3 100.0
Total 120 100.0
Chart 6.9 what are the reason for not using our product?
Interpretation:
Out of the 39% non-users of HAEM UP VET, 46% of them are not aware about the product,
22% do not know the benefits of the product whereas other reasons for not using the product
include lack of understanding & availability.
Not aware
about
product
46%
Lack of
understanding
13%
Not knowing the
benefit of the
product
22%
Result of our
product
2%
Availability
17%
What are the reason for not using our product?
Not aware about product
Lack of understanding
Not knowing the benefit of the product
Result of our product
Availability

59
6.10 Are you using another brand product?
Table 6.10 Are you using another brand product?
Are you using another brand product?
Valid Yes 45 37.5 61.6 61.6
No 28 23.3 38.4 100.0
Total 73 60.8 100.0
Total 120 100.0
Chart 6.10 Are you using another brand product?
Interpretation:
The above mentioned Pie-chart shows that besides using HAEM UP VET, 62% of the
respondents also use the products of various other brands.
Yes
62%
No
38%
Are you using another brand product?
Yes
No

60
6.11 Hypothesis
H0: There is no relationship between satisfaction levels of haem up vet with recommendation
of respondent’s circle.
H1: There is relationship between satisfaction level of haem up vet with recommendation of
respondent’s circle.
Table 6.11 Hypotheses
Independent Samples Test
Levene's
Test for
Equality
of
Variances t-test for Equality of Means
F
Sig
. t df
Sig.
(2-
taile
d)
Mean
Differen
ce
Std.
Error
Differen
ce
95%
Confidence
Interval of
the
Difference
Low
er
Upp
er
Are
you
satisfie
d with
HAE
M UP
VET?
Equal
varianc
es
assume
d
3.34
8
.07
1
3.51
5
71 .001 .864 .246 .374
1.35
4
Equal
varianc
es not
assume
d
2.68
2
11.68
1
.020 .864 .322 .160
1.56
7
Interpretation:
According to above table we can see that significant values are 0.001 and 0.020 which are less
than 0.05 hence h1 is accepted so we can say that there is relationship between satisfaction
levels of haem up vet with recommendation of respondent’s circle.

62
FINDINGS
1. There are 60.8 % respondent are using haem up vet.
2. Out of 120 respondent, 52.1 % respondent are happy with the quality, 47.9% are happy
with the price and 63% are happy with the result
3. 53.4 % respondent are highly satisfied with haem up vet
4. There are 84.9% respondents recommend haem up vet to their friends & social circle
5. MR taking visit regularly: 100%
6. There are 46% respondents having the reason for not using our products is they are not
aware about the product.
7. Out of 120 respondents, 62% respondents are using product of another brand.
8. After the survey we can see that there is no relationship between satisfaction levels of
haem up vet with recommendation of respondent’s circle.
9. After the survey we can see that there is relationship between factors and haem up vet

64
RECOMMENDATIONS
While working with such a reputed and valuable company which is having the best products
and supply chain management system through which they supply their products all over the
world, we would like to give some recommendations that we noticed while working on the
Project - “A study on customer feedback and upgradation of Haem up vet launched or
introduced by Cadila pharmaceuticas Ltd.l as per market needs”
 Company should focus more and more on broadening the customers understanding
because most of them do not have promotional tools of the company.
 Cash discount & offers should be given & it should be competitive and luring.
 Company can increase the sales by promoting its products through various social media
platforms and effective advertisement programs.
 Company must make aggressive & new strategies to fight with major competitors and
local veterinary brands.
 The company should work out on their complaints regarding Exinot, Vetnoceft & On
feed products.
 Company should diversify its business in relative parts of veterinary sector like –
preparing medications for other companion as well as laboratory and zoo animals as
the company has a very well established R&D department with the most advance
technology.

66
CONCLUSION
As per the research the data has clearly indicated that Cadila’s Veterinary products are more
popular than the products of other Competitors mainly because of its brand name, reliability
and availability. Thus it should focus on better quality & quantity so that it can capture the
major part of the market.
As far as our journey with the company, we grasped a lot of knowledge within a period of two
months because many of the company officials have assisted and given us the valuable notes
and experience of their life.
The primary objective of the research is to analyse “Customer feedback & upgradation of
HAEM UP VET - a newly launched product as per the market needs” and at the end of the
research we found that besides retaining its old customers, the company should also formulate
various strategies for acquiring new customers & increasing its market share.

67
CHAPTER 9
BIBLIOGRAPHY & REFERENCE

68
B.C.Y. Lee, F. K. (2014). Customer orientation on new product activities and performance from the
contract manufacturer’s viewpoint.
ClientHeartbeat. (2015).Retrievedfromhttp://blog.clientheartbeat.com/why-customer-feedback-is-
important/
Cooper, R. G. (2010). Developing a product innovation and technology strategy for your business.
Dr. Amue, G. (2012). New Product Development and Consumer innovative behavior and empirical
validation study. European Journal of business and social sciences, 1, 97-109.
European Institute of Publication Administration. (2017, June). Retrieved from
http://www.eipa.eu/en/projects/show/&tid=18
FYasutaka Kainuma, D. A. (2016). A Customer Satisfaction Based Approach for New Product
Development. Arabian Journal of Business and Management Review.
JOHN CALLAHAN, E. L. (July 2012). THE IMPORTANCE OF CUSTOMER INPUT.
KaustubhDhargalkar,K.S.(2017).A universal new productdevelopmentandupgradationframework.
Khaligh A., M. A. (2012). The Impact of eCRM on Loyalty and Retention of Customers. International
Journal of Business Management, 150-162.
Khangura, A. G. (2012). International Journal on Emerging Technologies, 173-177.
NishantGaurav,J. R. (February2014). Influence of CustomerExpectationinInnovative. International
Journal of Engineering Research & Technology.
Rosenberg, J. C. (2017). Consumer Marketing: A marketing approach customer retention.
Sandén, B. (2009). The Customer's Role in New Service Development.
SSRS research. (2016, June). Retrieved from http://ssrs.com/wp-
content/uploads/2016/06/Customer-Satisfaction-SSRS-2016-Copy.pdf
Tao, F. (2014). Customer Relationship management based on Increasing Customer Satisfaction.
International Journal of Business and Social Science, 5(5), 256-263.
Vargo, S. L. (2009, November). Retrieved from www.sdlogic.org,
Website
 https://www.moneycontrol.com/stocks/marketinfo/netsales/bse/pharmaceuticals.html
 https://business.mapsofindia.com/india-company/pharmaceutical.html
 https://notesmatic.com/pharmaceutical-industry-pestelpestle-analysis/
 https://www.investopedia.com/articles/markets/051316/industry-handbook-pharma-
industry.asp
 http://cadilapharma.com/businesses/group-companies/
 http://cadilapharma.com/products/
 http://cadilapharma.com/about-us/milestones/

70
QUESTIONNAIRE
Dear Respondent,
Below provided are various statements related to “A study on customer feedback and
upgradation of Haem up vet launched or introduced by cadila pharmaceutical as per
market needs”. Please express your views on a five point scale and few of your details for
analysis purpose. The confidentiality would be maintained while generating the report.
Please spare a few minutes from your valuable schedule and share your true thoughts.
1. Name:
2. Contact Number :
3. Location:
o Gujarat
o Punjab
o Haryana
4. No of years are you in this business & service
o Less than 1 year
o 1 – 2 year
o 3 – 5 year
o 6 – 9 year
o Above 10 year
5. How many employees employed under you?
_________
6. Are you using HAEM UP VET?
o Yes
o No (Question 12)

71
7. How much you will rate below factors for HAEM UP VET?
1 2 3 4 5
Highly
dissatisfied
Dissatisfied Neutral Satisfied Highly
satisfied
Quality
Price
Result
8. Are you satisfied with HAEM UP VET?
1 2 3 4 5
Highly
dissatisfied
Dissatisfied Natural Satisfied Highly
satisfied
9. Would you recommended our product to you friends & social circle?
o Yes
o No
10. Our MR is visiting regularly?
o Yes
o No
Name of the MR _______________
11. Any other need or requirement for animal feed supplements where cadila can help
you by launching new product?
__________________

72
12. What are the reason for not using our product? (single tick)
o Not aware about product
o Lack of understanding
o Not knowing the benefit of the product
o High price of product
o Result of our product
o Availability
o Quality
13. Are you using another brand product?
o Yes
o No
14. Which product?

“A study on customer feedback and upgradation of Haem up vet launched or introduced by cadila pharmaceutical as per market needs”

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