Sun pharma has been the most talked about Indian pharma company for being in the news several times for its unresolved issues with the US FDA regarding the Halol and Mohali plant.
This presentation has analysed the situation and it suggests various solutions for the same.
This document provides an overview of Cipla Limited, an Indian pharmaceutical company. It discusses the company's history, vision, products, competitors, global presence, achievements, revenue breakdown, PESTLE analysis, Porter's five forces analysis, SWOT analysis, and key financial ratios. Cipla was founded in 1935 and is now a leading player in anti-infective and anti-asthmatic formulations. It has 44 manufacturing facilities in India and does business in over 170 countries worldwide.
Dilip Shanghavi founded Sun Pharmaceutical Industries in 1983 with 10,000 rupees borrowed from his father. It has since grown to become the 5th largest generic pharmaceutical company globally, headquartered in Mumbai with over 8000 employees. In 2012 it made several major acquisitions in the US market to expand its international footprint. Its vision is to be among the top ten generic and OTC players in India within the next ten years through strategic growth and quality focus.
The document summarizes the objectives and findings of an internship at Cipla, an Indian pharmaceutical company. It describes the organization structure, key departments like HR, finance, marketing, production, and quality control. It also outlines the intern's responsibilities in the time office for tasks like accessing attendance systems, downloading biometric logs, calculating employee benefits like leave travel allowance. The conclusion states the internship provided insight into Cipla's operations and positive work culture.
The document provides an overview of the pharmaceutical industry in India and details regarding Sun Pharma and Lupin, two major Indian pharmaceutical companies. It discusses the regulatory environment, business models, financial performance, acquisitions, and growth strategies of Sun Pharma and Lupin. The summary highlights both companies' focus on expanding their global footprint and specialty product portfolios through acquisitions and internal research and development.
Sun Pharmaceutical Industries is an Indian pharmaceutical company headquartered in Mumbai. It manufactures generic and branded formulations as well as active pharmaceutical ingredients. The company offers a range of products across several therapeutic areas. It became the fifth largest generic company in the world after acquiring Ranbaxy Laboratories in 2014. An analysis of Sun Pharma's financial ratios from 2011-2015 showed that the company generally maintained healthy profitability and liquidity ratios during this period, though some ratios like interest coverage declined over time, potentially due to increased borrowing.
This presentation provides an overview of Glenmark Pharmaceuticals Limited (GPL), a specialty pharmaceutical company. GPL aims to emerge as a leading global integrated specialty company through proprietary research and development. The presentation outlines GPL's vision, therapeutic focus areas, research pipeline of 13 molecules including 8 new chemical entities and 5 biologics, and progress on key pipeline molecules like Oglemilast and GRC 6211. Financial details and global footprint of the overall Glenmark group are also included.
The document discusses the history and operations of Cipla, an Indian pharmaceutical company. It notes that Cipla was founded in 1935 in Mumbai by Khwaja Abdul Hamied. Currently, Cipla has over 20,000 employees and is a major manufacturer of antiretroviral drugs to treat HIV/AIDS. The document also outlines Cipla's goals, products, locations, patents, financial information, and achievements.
Lupin is the 4th largest pharmaceutical company in India. It has a presence in over 70 countries and is the largest generic drug maker in the US and Japan. Lupin produces generics, branded drugs, and active pharmaceutical ingredients. It has a strong focus on research and development. Key therapeutic areas include anti-TB drugs, cardiovascular drugs, and drugs for respiratory diseases. Lupin has several manufacturing facilities in India approved by regulatory bodies like the US FDA. It aims to become a global leader through innovation, partnerships, and expansion into new markets.
This investor presentation provides an overview of Sun Pharmaceutical Industries Ltd., including its strategy, history, business operations, research and development, and financials. The company has pursued a strategy of creating sustainable revenue streams through a focus on chronic therapies and cost leadership through vertical integration. It has grown significantly over the past 30 years through numerous acquisitions and a focus on key international markets like the US, Europe, and others. Sun Pharma has a strong presence in India and international generics markets as well as specialized API and finished dosage manufacturing facilities across four continents.
How Mankind grew and made it in top 5 pharma companies. Mankind Pharma is a pharmaceutical company in India based at New Delhi. The company has products in therapeutic areas ranging from unds, to gastrointestinal, cardiovascular, dermal, and erectile dysfunction medications
The document discusses various aspects of doing business and investing in the pharmaceutical industry in India. It provides details on the regulatory environment, approval processes, and incentives available in different states. It also summarizes Cipla's strengths such as being a leading supplier of affordable generic drugs globally. Challenges include price controls and increasing competition from other low-cost producers. Overall, the pharmaceutical industry in India is growing due to increasing exports, R&D investments, and partnerships with multinational companies.
K.A. Hamied founded Cipla in 1935 in Mumbai, India. Cipla is a leading pharmaceutical company that specializes in generic and branded generic drugs. It has over 22,000 employees worldwide. Cipla manufactures drugs to treat diseases like tuberculosis, malaria, cancer and HIV/AIDS. The company has received several awards for innovation and exports. In the past year, Cipla's revenues crossed $1 billion for the first time despite a sluggish start, with an overall turnover growth of 18%.
Cipla Limited is an Indian multinational pharmaceutical company, headquartered in Mumbai, India. Cipla primarily develops medicines to treat respiratory, cardiovascular disease, arthritis, diabetes, weight control and depression; other medical conditions.
Dr. Reddy's Laboratories is an Indian pharmaceutical company founded in 1984 and headquartered in Hyderabad, India. It produces active pharmaceutical ingredients, finished dosages, and biologics. Dr. Reddy's controls its entire supply chain to offer high quality, affordable medicines while maintaining quality at every stage. It has 20,000 employees worldwide and facilities in India, the US, UK, and Mexico. Dr. Reddy's goals include becoming a global, integrated mid-sized pharmaceutical company through diversifying into generics and specialty medicines across emerging markets.
Sun pharma financial analysis 2008-2017Kushal Shah
This is the financial analysis of sun pharmaceutical india ltd..financial analyis is use for check all the profits and loss during 10 years.pharmaceutical sector affects on a particular pharma company.chages in corporate governance and csr activity can affect more on this analysis.some of the major ratios can affect on shareholders,competitiors.share holders watch it and buy and sell sun pharma companies share.so comment below after watch this ppt.thank you.
Sun Pharmaceutical Industries acquired Ranbaxy Laboratories in an all-stock deal valued at $4 billion, creating the largest pharmaceutical company in India. Under the terms of the deal, Ranbaxy shareholders received 0.8 shares of Sun Pharma for each Ranbaxy share owned. The combined company will have annual revenues of $4.2 billion and EBITDA of $1.2 billion, making it the fifth largest generics company globally. The acquisition helps Sun Pharma gain Ranbaxy's pipeline of drugs awaiting FDA approval and expands its global footprint, while allowing Daiichi Sankyo to exit its troubled investment in Ranbaxy. However, integrating Ranbaxy's manufacturing facilities, which are currently banned by
Sun Pharma acquired Ranbaxy in 2014 in a $4 billion deal to become the largest pharmaceutical company in India and fifth largest globally. The acquisition made Sun Pharma the largest Indian pharma company in the US and provided Ranbaxy with API manufacturing capabilities to resume exports to the US. However, Sun Pharma also assumed $800 million of Ranbaxy's debt and regulatory issues remain resolving quality issues at Ranbaxy's plants that were banned by the USFDA. The merger aimed to create synergies but was expected to negatively impact Sun Pharma's financial performance in the near term.
Sun Pharma acquired Ranbaxy in 2014 to become the largest pharmaceutical company in India and 5th largest specialty generic company globally. The $4 billion all-stock deal gave Ranbaxy shareholders 0.8 Sun Pharma shares for each of theirs. It combined their revenues of $4.2 billion but posed problems integrating Ranbaxy's manufacturing plants that had FDA violations. The acquisition was meant to boost Sun Pharma's generic drug portfolio in the US through Ranbaxy's approvals while addressing its manufacturing issues.
Business development of sunpharma presentation 3.pptxdmrjput
Sun Pharmaceutical Industries Ltd has grown through strategic acquisitions and alliances over the years. The document outlines Sun Pharma's acquisitions from 1996-2019 which expanded their manufacturing infrastructure, therapeutic coverage, and global presence. It also discusses how Sun Pharma focuses on business development through R&D investment, market segmentation, strategic partnerships, and intellectual property protection. Examples provided include the Ranbaxy acquisition and collaborations with MSD, Intrexon, Merck, and others.
The document discusses marketing strategies used by pharmaceutical companies. It notes that companies are shifting from acute therapies to focusing more on chronic therapies. This represents a long-term strategy change as chronic therapies require doctors to prescribe the same drugs for longer periods. The document also outlines some of the challenges pharmaceutical companies face in marketing to different customers in the supply chain from doctors to patients. It discusses strategies around patents, research and development, and pursuing either a "super core" model focused on a small number of chronic drugs or a "core" model marketing more acute drugs.
The document discusses marketing strategies used by pharmaceutical companies. It notes that companies are shifting from acute therapies to focusing more on chronic therapies that require long-term treatment. This allows companies to build more stable customer bases. The document also outlines some of the challenges companies face, such as increased competition, high costs of research and development, and complex decision-making processes involving doctors, patients, and other stakeholders. It discusses two common business models - the "super core model" involving a small number of highly successful chronic drugs, and the "core model" involving marketing a larger number of acute drugs.
Aarti Drugs Limited (ADL), incorporated in 1984 is part of Rs 3,000 crore Aarti Group of
Industries and is engaged in manufacturing and sale of Active pharmaceutical ingredients
(APIs), advanced intermediates and specialty chemicals. ADL manufactures drugs in
therapeutic segments such as anti-arthritis, anti-fungal, antibiotics, anti-diabetic, sedatives,
anti-depressant, anti-diarrhea and anti-inflammatory.
In Aarti Drugs we get a bulk drugs manufacturer with steady growth across the years,
continuously improving performance on various financial parameters, good dividend
yield of more than 5% and low valuations of 5 times earnings and EV/EBIT of 5.28.
Besides, what instills further confidence in the stock is the fact that promoters of the
company have been continuously increasing their stake with regular purchases from open
market. Two years back promoters had 54.83% stake in the company and the same now
stands increased to 59.65%.
Sun Pharma acquired Ranbaxy in 2014 to create the largest pharmaceutical company in India and 5th largest globally. The $4 billion all-stock deal made Sun Pharma the largest Indian pharma company in the US. It aimed to leverage Ranbaxy's generics approvals in the US and turn around its manufacturing issues. While providing synergies, the merger negatively impacted Sun Pharma's financials in the short-term due to Ranbaxy's debt and ongoing regulatory problems. The deal relieved Daiichi Sankyo of managing Ranbaxy's FDA compliance burden.
Sun Pharma - Ranbaxy Merger PresentationDeepak Shenoy
SunPharma and Ranbaxy merge in 2014 to create India's largest and the world's fifth largest pharma company. The merger, which is all stock, will give Ranbaxy shareholders 0.8 Sun Pharma shares for each share they own.
This document provides a summary of the history and growth of Sun Pharmaceutical Industries Ltd., one of the largest pharmaceutical companies in the world. It was founded in 1983 in India by Dilip Shanghvi and started with 5 psychiatry products. Over the decades, it has expanded significantly through acquisitions and new facilities, becoming a global leader in generic and branded generics drugs with a presence worldwide. Key acquisitions and events that fueled its growth include Ranbaxy in 2014, Caraco Pharmaceutical in 2004, and other companies, expanding its product portfolio and global reach.
The document provides information about the pharmaceutical industry in India. It discusses that India has the 4th largest pharmaceutical industry in the world. It then lists the top 6 pharmaceutical companies in India by market capitalization - Sun Pharmaceutical Industries Ltd., Aurobindo Pharma Ltd., Lupin Pharmaceutical Ltd., Cipla, Dr. Reddy's Laboratories Ltd., and Mankind Pharma Pvt Ltd. The document also discusses the top pharmaceutical companies located in Haryana and neighboring states like Alpha Pharmaceuticals, Indian Drugs and Pharmaceuticals, and Swiss Biotech. It mentions how the pharmaceutical sector is doing well in India with an expected growth rate of 30% and the market reaching $100 billion by 20
Present Status and Scope of Pharmaceutical industry in IndiaMadhuraNewrekar
The Indian pharmaceutical industry came into existence in 1901, when Bengal Chemical & Pharmaceutical Company started its maiden operation in Calcutta.
The next few decades saw the pharmaceutical industry moving through several phases, largely in accordance with government policies. The development, present status and scope of pharmaceutical industry in India.
Aurobindo Pharma Ltd is an Indian pharmaceutical company with a market capitalization of Rs. 54543.9 million. The equity research report from Saral Gyan Capital Services provides an overview of the company, recent developments, financial performance, investment rationale, and risks. Key points include Aurobindo generating over 70% of its revenues from international markets, guidance for 15-20% revenue growth in the US market, and plans to aggressively file 25 ANDAs per year to drive future growth. The report recommends Aurobindo Pharma as a buy with a 12-18 month target price of Rs. 275 per share.
The document discusses Novartis, a Swiss pharmaceutical company. It provides background on Novartis, including that it was created through a 1996 merger. It then discusses Novartis' case regarding an Indian patent, with timelines of key events from 1997 to 2009. Finally, it summarizes that Novartis spent very little (0.03%) of its Indian revenue on research and development in India, contradicting claims that restricting patents would reduce innovation.
The pharmaceutical industry is comprised of organizations that perform scientific research to discover and develop new drugs and market medicines for human and animal health. The industry is based on research and development of medicines that prevent or treat diseases. The Indian pharmaceutical industry is among the top 10 markets globally and generated over $20 billion in revenue last year, expected to reach $26 billion by 2016. It produces drugs for various therapeutic areas and accounts for 1.4% of the global pharmaceutical market, ranking 3rd in production volume and 13th by production size. The market is expected to grow to $55 billion by 2020. India exports drugs to over 200 countries, with the US, EU, and Africa being top importers. Major Indian companies include Sun Ph
Shasun Pharmaceuticals is an Indian pharmaceutical company established in 1976. It generates revenue primarily from active pharmaceutical ingredients (API), contract research and medical services (CRAMS), and finished dosage formulations. API contributes 55% of total revenue. The company has a strong presence in North America, Europe, and Japan and is expanding in Korea and Brazil. It has filed several drug master files and has the highest number of manufacturing facilities approved by the USFDA outside of the U.S. CRAMS contributes 45% of consolidated revenue through formulation research and clinical trials. The company is also pursuing biotechnology and filed 15 ANDAs in FY2015. Recent news showed doubled quarterly profits in Q4 FY2015 compared to the
Indian companies are taking center stage in Complex Generics at US and EU mar...mpadvisors
The document is a table of contents for a report on the Indian pharmaceutical industry. It lists topics that will be covered in the report such as uniform codes on sales and marketing practices in India, biosimilar perspectives, drug discovery and development, profiles of major Indian pharmaceutical companies including Sun Pharma, Cipla, Dr. Reddy's Laboratories, and more. It also includes tables and outlines of the content that will be discussed for each topic. The report is 66 pages long and costs $2500.
The document analyzes Merck and Sanofi against key success factors in the pharmaceutical industry. It identifies the three main success factors as strategic mergers and acquisitions, capitalizing on growth opportunities in areas like diabetes and oncology, and navigating the patent process. After evaluating the companies on these factors, the analysis concludes that Merck is currently in a more favorable position compared to Sanofi.
This document discusses marketing strategies used by pharmaceutical companies. It begins by providing background on the pharmaceutical industry and market in India. It then discusses some of the challenges faced by pharmaceutical companies in their marketing processes. The rest of the document focuses on and compares two main marketing models - the super core model targeting chronic therapies using a pull system, and the core model targeting acute therapies using a push system. It provides details on how each model approaches marketing through medical representatives, customers, and supply chain management.
PRESENT SCENARIO OF INDIAN PHARMACEUTICAL INDUSTRY IN VIEW OF GLOBAL ...sridivyaannavarapu
THE INDIAN GOVERNMENT HAS STARTED TO ENCOURAGE THE GROWTH OF DRUG MANUFACTURING BY INDIAN COMPANIES IN THE EARLY 1960s. AT PRESENT THERE ARE MANY NUMBER OF PHARMACEUTICAL COMPANIES IN INDIA WITH MANY NOVEL DRUG INVENTORIES
Similar to Sun pharma- A complete company review, analysis of crisis and realistic recommendations (20)
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How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
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Sun pharma- A complete company review, analysis of crisis and realistic recommendations
1. Tag line :-
Leadership through focus on research.
Mission :-
To give impetus to research and develop in
India.
Vision :-
To develop medical research in the
upcoming future.
Goal :-
Good health to all.
2. WHY SUN PHARMACEUTICALS Ltd.?
Sun pharma is a leading [ #1]
brand when it comes to
pharma industry.
It all started in 1983 when
Mr. Dilip Shanghvi, who was
the son of a drug wholesale
dealer suddenly thought that
instead of dealing in drugs,
why don’t we produce it?
He started his own
pharmaceutical company
with 5 people, 5 products
and just 1 DREAM – ‘TO
MAKE INDIA GREAT AGAIN’
The company he started with
only a miniscule amount of
Rs. 10,000 as capital now has
an asset valuation of Rs.
9816 crores!
6. COMPANY
OVERVIEW:
Pharmaceutical Giant SUN PHARMACEUTICALS LIMITED (NET PROFIT OF ₹ 2,828 CRORE IN FY14-
15) has topped as No.1 Pharmaceutical Industry in India in 2015 against its best rivals :
CIPLA LABORATORIES (NET
PROFIT OF ₹ 1,181 CRORE),
LUPIN LABS (NET PROFIT OF
₹ 2,397 CRORES)
DR.REDDY’S LABORATORIES
(NET PROFIT OF ₹ 1,679
CRORES)
The company offers formulations in various therapeutic areas such as cardiology, psychiatry,
neurology, gastroenterology and diabology. It also provides APIs such as warfarin, carbamazepine,
etodolac, and clorazepate, as well as anticancer, steroids peptides, etc.
SUN PHARMACEUTICALS LTD is a multinational Pharmaceutical company headquartered in
Mumbai, Maharashtra that manufactures and sells pharmaceutical formulations and Active
Pharmaceutical Ingredients (API) primarily in India and in United States.
COMPANY
OVERVIEW
7. COMPANY OVERVIEW:-
Cardiology products were
introduced in 1987 followed
by Gastroenterology
products in 1989.
01
Today it is the largest chronic
prescription company in
India and a market leader in
psychiatry, neurology,
cardiology, orthopaedics,
ophthalmology, and
gastroenterology and
nephrology.
02
At present, SUN PHARMA
has a net income of ₹2,828
crores and with Total Asset
value of ₹9816 crores
03
8. BOARD OF DIRECTORS :-
CHAIRMAN
Israel Makov
MANAGING DIRECTOR
Dilip Shanghvi
EXECUTIVE DIRECTOR
Sudhir Valia
EXECUTIVE DIRECTOR
Shailesh
18. FUN FACTS
The pharmaceutical industry in India ranks 3rd in the world terms of volume and 14th in terms
of value. India contributes 10-13% of total world pharma production.
Labour costs are 50–55 per cent cheaper than in Western countries. The cost of setting up a
production plant in India is 40 per cent lower than in Western countries
India has a skilled workforce as well as high managerial & technical competence in comparison
to its peers in Asia
India has the 2nd largest number of USFDA-approved manufacturing plants outside the US
India has 2,633 FDA-approved drug products. India has over 546 USFDA-approved company
sites, the highest number outside the US
Growing per capita sales of pharmaceuticals in India offers ample opportunities for players in
this market
Per capita sales of pharmaceuticals expanded at a CAGR of 17.6 per cent to US$ 33 in 2016
24. No. 1 pharmaceutical company in India.
No. 1 Indian pharma company in US.
Over 2$ bn dollars in sales in US
Products sold in over 150 countries across 5 continents.
Past years growth rate is twice the growth rate of the pharma
industry as a whole.
5th largest global specialty generic pharma company.
No. 1 in generic dermatology and no. 3 in branded drugs globally
Listed among TOP 100 MOST INNOVATIE COMPANIES IN THE
WORLD by Forbes in 2014
STRENGTHS
26. WEAKNESS
Limited presence in emerging
markets and lack of presence in
European countries.
The company is more into
acquisition based growth and this
might lead to a stage of financial
crunch as it has already happened in
the case of Caraco pharma.
Sun pharma provided debt to
Caraco and is facing problems due
to the losses made by the latter.
New restricted pricing policies in
developing countries is restricting
growth in emerging markets.
27. OPPORTUNITIES
They can leverage their
acquisitions to further
increase the growth
They can increase their
presence in contract
manufacturing
Increasing healthcare
awareness in India
Can venture into
animal/pet health care
sector through either
R&D or Mergers
28. THREATS Major competition from
many Indian and other
global brands means
limited market share
growth
Increased price sensitivity
of consumers due to the
growing competition in
generics market.
Stringent patent
regulations have to be
followed for entering
other countries
31. What really
happened?
Sun Pharma has had a successful track
record of turning around distressed assets.
It bought Caraco, Taro and Ranbaxy, apart
from companies such as Dusa, URL and
Insite Vision to ramp up its specialty
business.
However, this strategic inorganic expansion
could not insulate the company’s product
portfolio from the price erosion in Taro as
well as non-Taro businesses in the US.
32. Why it happened?
This problem can be narrowed down to an issue in PLANNING & DECISION MAKING.
The top level management is involved in all the m&a deals along with a group of top
level analysts.
The decision of acquiring 69% stake in Taro pharmaceuticals was not very beneficial for
them followed by a series of mergers of distressed companies like Caraco and Ranbaxy.
Sun pharma viewed these companies as profitable while the whole world saw them as
a failure, soon enough sun pharma stood corrected.
34. What really
happened?
One of the overhangs on the Sun Pharma stock
is the uncertainty surrounding the outcome of
the Department of Justice enquiry on the drug
price collusion case in the US.
Sun is one of the Indian companies facing
enquiry and an adverse verdict may potentially
hit its prospects.
While the company had maintained that the
results of the enquiry may not have material
impact on the company’s financials, the Street
is nevertheless apprehensive, given the current
political scenario in the US.
36. What really happened ?
Dilip Shanghvi’s investment in unrelated areas
such as oil, coal and wind energy in his personal
capacity had also put investors on the edge.
There had been concerns about the cash
generated by the pharma business being deployed
to fund the new capital-intensive ventures. In
2015, facing concerns from investors, Sun Pharma
had to shelve its plans to invest in wind energy
project in the US through its subsidiary ..
37. Why it happened?
This problem can be narrowed down to an issue in PLANNING, DECISION MAKING &
ORGANISING as to where and how much should the resources (capital) be allocated.
These moves by Sanghavi comes off as unnecessary investments and abuse of power which
has made stakeholders sceptic and angry.
This move depicts that the top level management is experimenting with their funds, but
their failure to disclose the reasons for the same to the investors has backfired on them.
Sun pharma did not plan for such a situation and neither have they justified their reasons
for doing so…
39. Sept 2014
• Halol was inspected for the first time by US FDA.
• Next day company receives form 483 with 23 observations
Dec 2015
• Halol gets a warning letter with 6 observations.
• All new approvals were banned from this date by US FDA
Nov 2016
• Halol was reinspected by US FDA
Dec 2016
• Halol gets another form 483 with 9 observations.
Feb 2018
• Halol was again reinspected.
• Next day company receives a form 483 with 3 observations.
Aug 2018
• Sun pharma called back 5125 units of injections from the US market.
• This triggered another inspection at Halol followed by a form 483 with 6 observations.
40. Why is Halol plant so important for Sun
pharma?
Halol contributes 8-10% of the company’s overall
revenue.
Largest plant of Sun Pharma, making it the most
valued plant for the company.
The facility at Halol, holds the key to its US
formulation business. Sun Pharma gets about half
of its revenue from the US market and the Halol
unit contributes a majority of its drug filings.
Regulatory issues at Halol directly affects US
revenue.
46. 1. Have our own dedicated legal body/counsel as a defence mechanism .
There are two professionals any business has to have – an accountant and a lawyer(s).
Accountant to manage your money and lawyer to safe guard it.
A good business attorney will provide vital assistance in almost every aspect of your business, from basic zoning
compliance and copyright and trademark advice to formal business incorporation and lawsuits and liability.
This appointment of legal body will help us in understanding the laws of the regulatory better and keep us updated
with the amendments if any.
This US FDA issue started because of lack of communication/understanding by the company about the regulatory’s
laws and acts.
Having our own legal counsel will protect us from having furthermore regulatory issues and definitely help in
resolving any ongoing problems.
48. Top Law Firms In United States
SPECIALITY: COMPLIANCE WITH REGULATORY LAWS, ACTS & POLICIES
49. 2. Quality control measures
We know that Sun Pharma has faced quality control crisis several times over the past 4 years.
The USFDA, while conducting inspections of the Halol plant, found the following problems:
Halol plant in Gujarat had failed to meet good manufacturing standards.
The drug-maker’s testing programmes were inadequate.
Failure to report contamination issues on time.
That’s why we need a fool proof quality control plan to counter this issue.
50. There are three ways of ensuring quality
control standards are maintained
1. Outsource that function to a well-reputed firm that specializes
in Industrial Cleaning Services.
2. Internal improvement by motivating the employees to
increase their efficiency.
3. Seeking external guidance by the way of holding informative
seminars/ workshops attended by renowned industrialist.
51. OUTSOURCING
Milestone Manpower - Vadodara
Allied Services – Vadodara
Mee Plant Evaporator Cleaning Service - Halol
Hydro Jetting Services – Halol
These are the some of the top notch agencies in Gujarat.
The main and only major problem that is involved with outsourcing is the risk of leak
of company and trade secrets. So this could be a very good breakthrough for the
company or it could be another addition to its misery.
52. INTERNAL IMPROVEMENT
Such problems as in cleanliness only arise when the employees aren’t
satisfied and motivated enough to care about the job.
Implementation of PHASE II, PHASE III & PHASE IV of HAWTHORNE
STUDIES can come into play for making the employees feel cared about.
So, to make this happen, the employees must be made to feel welcome
and comfortable. They must be offered incentives, bonuses, overtime
payments, loyalty bonuses, free meals, free health check-ups and be
given a few complementary treatments in case of any illnesses.
Since money is not the only motivator, this plan may/may not work
efficiently in a real life scenario.
54. EXTERNAL GUIDANCE
Inviting any professional personality from India or
abroad who understands the rules and is a major
influencer in his profession.
Preferably, Sun Pharma could ask someone from the
USFDA itself to come and deliver a workshop on
how to maintain perfect cleanliness in a
manufacturing industry.
The Health Ministry and Central Drug Standards
Control Organisation (CDSCO) are jointly planning to
study the guidelines of global health regulators.
55. 3. MARKETING & ADVERTISING TO REGAIN
TRUST OF CONSUMERS IN AMERICAN
MARKETS
Sun Pharmaceuticals has not been playing a major role in advertising
and has only deployed few promotional advertisements including
Revital and Pepmelt, leaving their other products non promoted
People have started showing a lack of trust towards the products of
Sun Pharmaceuticals due to the claim of US drug regulators of the
company's plant not being up to the mark.
57. McGarry Bowen - NYC
Zimmerman partners – Miami, Florida
72&sunny – LA, California
Mullen Lowe – Boston, Massachusetts
Martin Agency – Richmond, Virginia
These are some of the most influential ad agencies in United States.
They should minimize the R&D cost and incur advertising expenses of at least 5℅
of their total revenue. Out of this 5℅ or more, more than half should go towards
the advertising in the US.
Using trusted personalities/figures in advertisements has proven to have a positive
impact on consumers. Eg: Sensodyne/colgate uses dentists to advertise.
58. 4. VENTURE
INTO M&A’s IN
EUROPEAN
AND CHINESE
MARKETS TO
MAKE UP FOR
THE LOSSES
Since the main aim for the company as of now
is to maintain the same level of revenue as it
did before is crucial to keep the investors
invested in their business.
European and Chinese markets has the
potential to give the company more than what
US has to offer by their sheer population
growth.
62. This ensures that the company is in a position to
raise funds through a bank loan or a FPO
The total equity share capital is INR 381005.6
and total borrowings (long term + short term)
is INR 97517.9. Therefore the debt to equity
ratio is 0.2559 which is less than 1. A lower
percentage means a company is using less
leverage and it has a strong equity position.
66. STEP 1: examine external environment
STEP 2: examine internal environment
STEP 3: background check of cases/customer base/charges
STEP 4: preliminary interview.
STEP 5: reference/ past experience
STEP 6: selection of firm(s)
STEP 7: 2nd round of interview
STEP 8: final interview
STEP 9: Job offer
STEP 10: negotiations
STEP 11: final offer
STEP 12: contract (terms & conditions) drafting
STEP 13: signing bonus
HIRING PROCESS WILL TAKE
APPROXIMATELY 9-11
MONTHS
67. BUDGET
Cost of hiring:
Interviews with international firms can be held on skype and/or
secured telephone lines (any secured video conference services)
which will drastically reduce the cost of hiring, instead of asking
them to fly down to India.
Interviews with Indian firm can be held at the headquarters in
Mumbai.
Minimum budget of 2-3 lakhs which includes first class tickets, pick
up and drop services, refreshments, hi tea and lunch for all three
rounds of interviews within India.
68. BUDGET
Fees of contract drafting given to a CA and/or local Lawyer will be approximately 55-60 thousand.
Package of approximately 3 crores (407,714.51 USD) for a contract of 1 years. (figures may vary
depending upon the negotiation and final deal)
A signing bonus of 35% given at the time of entering the contract.
Cost of hiring 2,50,000
Cost of Contract Drafting 60,000
Package for 1 years 3,00,00,000
Signing bonus (35% of 3 Crores) 1,05,00,000
TOTAL COST 4,08,10,000
69. Quality control
measures:-
Industrial cleaning agencies:
Full plant cleaning function to be outsourced to a reliable
agency.
They’ll work not full time but only 2-3 times a month.
Approximate budget of 50,000 per month should be allotted.
Workshop practise from guest speakers:
Workshops should be held once every 3 months to keep our
staff updated with the cleaning standard requirements.
Approximate budget of 40,000 – 50,000 per speaker should
be allotted.