Pharmaceutical Industry

DEEPTANSHU ANIKET SATJOT SAKSHI PRERNA PRATIK SATYAJEET ABHISHEK

Deeptanshu Pandey
13A1HP015
About the company
Founded in 1986 by Mr. P.V. Ramaprasad Reddy, Mr. K. Nityananda
Reddy and a small group of highly committed professionals

Aurobindo Pharma became a public company in 1992 and listed its
shares in the Indian stock exchanges in 1995.

Aurobindo exports to over 125 countries across the globe with more
than 70% of its revenues derived out of international operations.

Large manufacturing facilities approved by leading regulatory
bodies
Strategy
It is R&D focused and has a multi-product portfolio with
manufacturing facilities in several countries.
Include gaining volume and market shares in every
business/segments it enters.
Strategy is based on co-working and collaborative alliances
and partnerships with global pharmaceutical majors.
Driving bottom line growth
It is vertically integrated in its manufacturing processes.
Structure
HR
Production
R&D
Marketi
ng
Finance
Purchase &
administration
CSR
Independent
director (4)
Wholetime
Director (3)
Non-executive
director (2)
Managing
director (4)
Decision-making is decentralized,
with accountability and freedom to
operate

CSR committee consist of three or
more directors of which, atleast one
will be an independent director.



ANIKET PHADKE
13A1HP030
Introduction
Headquaters in Mumbai
Parent company : Glenmark Pharmaceuticals Limited
Subsidary: Glenmark Generics Limited
3 API plants
8 finished dosage plants
3 research facilities

8
Glenmark - Global Footprint
1 API Plant,
Gujarat, India
3 Dosage Plants,
Goa, India
1 Dosage
Plant - Brazil
1 Dosage
Plant
Czech Republic
1 Dosage Plant,
HP, India
1 Dosage Plant,
Maharashtra, India
R&D for NCEs,
India
R&D for Generics,
India
R&D for Biologics,
Switzerland
Glenmark
Generics Ltd., US
Glenmark
Generics SA,
Argentina
Medicamenta,
Czech Republic
Glenmark
Farmacetica Ltda.,
Brazil
2 API Plants,
Maharashtra,India
Glenmark Generics
Europe Limited,
London, UK
Glenmark Pharma
Europe Limited,
London, UK
Several other subsidiaries and representative offices exist across the world
Bowter Bartlett
South Arica
Glenmark
India
1 Dosage
Plant - Argentina
9
Glenmark
Generics Ltd
(GGL)
Glenmark
Pharmaceuticals Ltd
(GPL)
Glenmark is divided into two main businesses with different business focus


Leadership

MD and CEO:
Glenn Saldanha


Chairman:
Glenn Saldanha
President:
Philip Andrew Gioia


Vision

Global end to end Specialty
Company


Global integrated Generic & API
leader
Wholly
owned
subsidiary
Specialty/Proprietary Generics
Glenmark
10
Vision for Glenmark Pharmaceuticals Limited
Product Portfolio
Launch two proprietary drugs
Build late stage pipeline

Market Presence
Proprietary product front ends in US, key ROW & European
markets

Market Positioning
Innovation led company
Differentiated branded generic company
Invest in building brands
Target 2015
Expand into new
territories
Build differentiated
product franchise
Global end-to-end Specialty Company
Licensing
Transition into a
proprietary product
marketing company
11
Vision for Glenmark Generics Limited (GGL)
Product Portfolio
170 generics on the US market
70 generic dossiers for EU markets
Over 50 % of revenues from niches

Market Presence
Presence in Japan, South Africa & other generic markets Front ends
in Japan and key EU markets along with NA

Market Positioning
Key Generic Player
Preferred supplier of APIs
Increase Geographical
Reach
Target 2015
Expand Niche
Product Portfolio
Global Integrated Generic & API leader
Vertical Integration
Amalgamation
Glenmark in 2014 has decided for amalgamation
of Glenmark Pharmaceuticals Limited and Glenmark Generics
Limited (GGL- wholly owned sub. of GPL)
Challenges
- Two separate entities vision and mission
- Brand Dilution
- Organisation structure
TEVA
Satjot
Teva pharma
Teva is worlds leading generic drug making company.
It is engaged in development, production and marketing of generic,
specialty and over the counter (OTC) products. Tevas business strategy
seeks to capitalize on the growing global need for medicines and evolving
market, economic and legislative dynamics.
These changes include aging populations, increased spending on
pharmaceuticals in emerging market countries, economic pressures on
governments and private payors to provide cost-effective healthcare
solutions, global evolution in healthcare, legislative reforms, unmet
patient needs, an increase in patient awarenessand the growing
importance of OTC medicines
Strategy
Accelerating our growth platforms.
Extending our global presence
Executing strategic business development
Protecting and expanding our core franchises.
Reducing our operating costs.
Extending our global presence
Acquisitions
They acquired three-four pharmaceutical
companies and also merged with Proctor and
gamble and formed PGT which was into
consumer health care products.
CIPLA
Sakshi
CIPLA Ltd.
Organizational Structure
Cipla has incorporated flat organization structure
Chairman
Director
Finance
Director
Marketing
Director
Exports
Director
Research
Director
HR Technical
Director
Legal &
Secretarial
Director
Personal care
Products
CIPLA Ltd.
Business Strategies
Transformation from a promoter-driven to professional-driven company.

Open to establish partnerships with global companies through product licensing
agreements & joint ventures.

New technology investment unit.

To turn existing overseas partnerships into its own entities or subsidiaries through
equity deals or joint ventures.
Prerna
Banga
STRATEGY AND APPROACH
Focus: Chronic Therapies
Differentiation: Technically Complex Products
Speed to Market
Vertical Integration: Development
through Manufacturing to Marketing
Optimize Operational Costs
Acquisitions yielding high ROI
Development of complex generics
CREATE
SUSTAINABLE
REVENUE
STREAMS
SEEK COST
LEADERSHIP
BALANCE
PROFITABILITY
AND
INVESTMENTS
FOR FUTURE
ORGANIZATIONAL STRUCTURE
MANAGING DIRECTOR
CHAIRMAN OF THE
BOARD
DIRECTOR
DIRECTOR
DIRECTOR
DIRECTOR
EXECUTIVE DIRECTOR
SECRETARY
EXECUTIVE DIRECTOR
SUN PHARMA FOLLOWS A
FUNCTIONAL UNITARY STRUCTURE
Structured around a CEO and limited Corporate
Staff
Activities are grouped together by common
functions
Each functional unit has different set of duties
and responsibilities
Specialization is built into the organizational
structure
Optimize Operational Cost
Vertical Integration
Differentiation Strategy
Provides Functional Clarity
PRATIK PATEL
13A2HP015
Organizational structure
Novartis Transformation
29
Pre- Merger
Post- Merger
Strategy

Novartis portfolio transformation to focus company on leading businesses and will
focus Novartis on leading businesses with innovation power and global scale
Pharma, Eye Care and Generics

Novartis swapping assets with GlaxoSmithKline and selling its animal health arm in
a bid to simplify its business and increase its focus on high-margin cancer medicines.

Transaction with GSK: acquiring GSK oncology products, divesting Vaccines
(excluding flu), and creating Consumer Healthcare joint venture
Strengthens Novartis leading Oncology business
Positive outcome for OTC by creating Joint Venture where each brand
from GSK has >USD 300 million annual sales

Divests Animal Health to Eli Lilly

Wockhardt
Satyajeet
Managing
director
Murtaza
khorakiwala
Chairma
n
Habil
khoraki
wala
Director
Sanjaya
baru
Director
Davinder
banu
Director
Shekhar

Director
e
Aman
mehta

Director
R A Shah
CIO
Executiv
e
director
R&D,Reg
ulatory,
QA,QC
Finance
HR
Supply
chain
Organizational structure

Business Strategy
Strong collection of revenue from regulated
market to boost profit.
High margin niche product sales.
FTF product launches in the rewarding market.
Strong presence in EU market to drive growth.
Extensive focus on R&D.
Strategic acquisition

LIFE . RESEARCH . HOPE
Abhishek Saini
Functional structure
Slow & inflexible but used IT
Suitable for large volume low
cost
Spread across strategically
selected locations
Management team expert in
their respective fields
Thank you