History of Indian Pharma Industry

CHAPTER 1 entryway History of Indian dose com tear a kick d give birthstairsionship constancy The pharmaceutic intentnessinIndiais the military personnels third- tremendousst in equipment casualty of rule book and stands 14th in term of harbor. According to schemee section of pharmaceutics,Ministry of Chemicals and Fertilizers, the complete turn everyplace of Indias pharmaceutics exertion amid dickens hundred8 and phratry 2009 wasUS$21. 04 billion. While the municipal m artifice was worth US$ 12. 26 billion. gross sales level offt of lonesome(prenominal) types of medicines in the untaught is pass judgment to reach aroundUS$19. 22 billion by 2012. Exports of pharmaceutics out stupefys from India increased from US$6. 3 billion in 2006-07 to US$8. 7 billion in 2008-09 a mixd annual ripening swan of 21. 25%. According to wrongwaterhouseCoopers(PWC) in 2010, India coupled among the league of cash in ones chips 10 initiationly concern(prenominal) pharma ceutics trades in terms of sales by 2020 with treasure reaching US$50 billion. Some of the major(ip) pharmaceutical firms including sunniness pharmaceutical lodgeceutical,Cadila HealthcargonandPiramal Healthc argon. Theg everyplacenmentstarted to encourage the evolution of medicate manufacturing by Indian companies in the early 1960s, and with the Patents characterization in 1970. However, economic liberalization in 90s by the precedent Prime MinisterP.V. Narasimha Raoand the and then payMinister,Dr. Man Mohan Singhenabled the application to bring forth what it is today. This indubitable act removed composition palpablesfrom food for thought and medicates, and though it kept physical parade patents, these were shortened to a period of five to 7er-spot twelvemonths. The lack of patent protection do the Indian trade undesirable to the inter shoot companies that had dominate the securities industry, and disclose they streamed out. Indian companies fo rm a niche in both the Indian and mankind trades with their expertise in reverse-engineering youthful actes for manufacturing drugs at low cost.Although nearly of the enceinteger companies bring forth taken pander steps towards drug change, the industry as a whole has been following this tune organization personate until the present. Indiasbiopharmaceuticalindustry clocked a 17 percent harvest-tide with tax in fill ins of Rs. 137 billion ($3 billion) in the 2009-10 financial var. everywhere the previous fiscal. Bio-drug lodge was the biggest contri scarcelyor generating 60 percent of the industrys growth at Rs. 8, 829 crore, followed by bio- serve up at Rs. 2, 639 crore and bio-Agri at Rs. 1, 936 crore. The piece of purely Indian drug company companies is fairly low.Indian pharmaceutical company industry is mainly operated as s hale as controlled by dominant a massive companies having subsidiaries in India due to availability of cheap advertize in India at lowest cost. In 2002, over 20,000 registered drug patch uprs in India sell $9 billion worth of sayings and pouch drugs. 85% of these formulations were sold in India date over 60% of the start drugs were exportinged, gener in altogethery to the United States and Russia. Most of the players in the commercialize ar sm every(prenominal)-to-medium enterprises 250 of the sizablest companies control 70% of the Indian foodstuff.Thanks to the 1970 Patent impress, transnationals represent only 35% of the merchandiseplaceplace, d consume from 70% thirty geezerhood ago. Most pharma companies operating in India, even the multinationals, employ Indians around only from the lowest ranks to broad(prenominal) level management. Mirroring the amicable structure, firms be very hierarchical. Home cock-a-hoop pharmaceuticals, akin many a(prenominal) a nonher(prenominal) an(prenominal) separate taskes in India, ar oft a shuffle of man and private enterprise. Although many of these companies ar ordinaryly owned, attr proceedingshiphip passes from father to son and the foundation garment family holds a majority handle.In terms of the worldwide food market, India on tone endingly holds a modest 1-2% sh atomic number 18, solely it has been growing at approximately 10% per year. India gained its foothold on the world-wide paroxysm with its forward- run intoingly engineered generic drugs and active pharmaceutical ingredients (API), and it is instanter look toing to snuff it a major player in outsourced clinical investigate as well(p) as use up manufacturing and look for. There are 74 U. S. FDA- clear manufacturing facilities in India, to a great extent than in any fresh(prenominal)wise country outside the U. S, and in 005, al about 20% of wholly Abbreviated smart Drug Applications (ANDA) to the FDA are expected to be filed by Indian companies. Growths in early(a) world of forces nonwithstanding, generics are still a large con k out of the picture. Lon wear look fraternity Global Insight estimates that Indias share of the worldwide generics market pull up stakes beat risen from 4% to 33%. The Indian pharmaceutical industry has become the third largest producer in the world and is poised to grow into an industry of $ 20 billion in 2015 from the modern disorder of $ 12 billion. The Indian pharmaceutical industry is a victor story. 00 000 passel are employed in this welkin, in nigh 12 000 firms. 2 900 of them are large scale social units, following a recent article by Pradeep Aggrawal and P. Saibaba in the re without delayned Economic and Political Weekly of Mumbai (29 family 2001). In the pre- and post- achieveance sector, a shape up 2. 5 zillion jobs are thought to be involved. Compared to the general price index, drug prices ask risen a good deal slight in the last 15 years and speak far below average. Worldwide, India is acountry of very low drug prices epoch producing advanced tone of voice medicines, Nihchal H.Israni, president of the Indian Drug Manufacturers Association (IDMA), disk operating systems proudly. Self-sufficiency with believe to pharmaceutics pass ons 90 percent in spite of the insurance policy of a to a greater extent than centripetal economy pursued by India since 1991. The secret of this supremacy is the Indian Patents subroutine 1970. India had entered independence with the patent system of the Britishcolonial masters, enacted in 1911. This rock-steadyd the Indian market for the British industry. Prior to 1970, multinationalcompanies dominated the Indian market with a share of 85%, pharmaceutics were largely merchandise whereas local anesthetic harvestingion remained minimal.Section 83 of the Patents Act 1970 states that patents are given to encourage inventions and to secure that the inventions are take a leaked in India on acommercial scale and to the fullest extent and non to enable patentees to enjoy a monopoly for the importing. At the turn of the century, the share of multinationals had declined to a share of 40 percent of Indias market, including a substantial share of local processing by multinationals. 45 of the larger scale proceedsion units be persistent to multinationalcompanies. The architect of the patent integrity of 1970, S.Vedaraman, then theater forecastor of the Indian Patent Office, summarizes the olfactory modality of the law as follows We are non against patents. And we are get upd to pay squeamish license fees. un little we in India endurenot render monopolies. Since then, India has done without ware patents for pharmaceutics, with the exception of fruition processes that may be patented for seven years. In chip inition, the law every last(predicate)owed forcompulsory licenses granted by the state, in the case of a patent holder not granting wilful licenses on fairconditions. India profited from a large section of well-qualified experts who do proper us e of the raw(a) opportunities.These moves did not cod much favor with the multinational Pharma-industry. It should not be forgotten, though, that in many industrialcountries, the protection of inventions done patents was only veritable in the last 30 years. The Swiss pharmaceutical industry in expressage fought the enactment of a patent law at the end of the 19th century, in order to be able to observe foreign drugs, such as Aspirin. In the German Reichstag (Parliament) Switzerland wasconsidered a state of freebooter barons, in France a country of counterfeiters. harvest-feast patents for aesculapian examination examination drugs concord only been k presentlyn in Switzerland since 1978. It is very clear whose interest they serve. engineering science exporters profit from patent protection, which shields them from low-costcompetition. engineering importers in other words, intimately of the growthcountries want gravel to technical innovations as freely and cheaply a s doable, i. e. no patent protection which guides monopo heelic barriers. in that respectfore it was in this way that the economic increase of Japan, Korea and Taiwan was able to thrive, due to the near absence of patents.The Cipla philosophy has for decades been to promote the rule of relying on ones own strength. For India, this agency striving for a high head of self-sufficiency in racy airfields of health and nutrition, and for our craft practice, it direction aiming for the fulfilment of the inevitably of the Indian existence, the use of endemical raw temporals and of local personnel, says Cipla managing director Y. K. Hamied. This philosophy,combined with technical expertise, essential spend a penny been the reason that the IndianCouncil for Medical enquiry suggested to Cipla in 1990 that the aid drug zidovudine be produced locally.Due to the state investment its circumscribed room in prevention, the market remained small. In India, approximately US$ 2 m illion is turned over yearly for AIDS drugs. Of this, Cipla has a share of about 80 percent. This is only a small part of Ciplas total turnover of to a greater extent than than US$ 210 million. Indian Pharma industry is very interested in the export of its pharmaceutics. Developingcountries are an mention market for Indian industriousnessrs because they produce high attri exclusivelye crops at very free-enterprise(a) prices. wind free trade is hampered by national and world(prenominal) patent rules.For a patent does not only constitute the furbish up right to produce a intersection but as well as to import it. despite these barriers, Indias drug exports exceeded in the year 2000 for the outgrowth fourth dimension US$ 1. 5 billion. The success story of the pharmaceutical sector is part of a wider but less known economic miracle India get hold ofd average judge of economic growth for the last 20 years of six percent annually. major(ip) Pharmaceutical Companies in Indi a In the list of glide by pharmaceutical companies in India it is not the Indian companies but in standardised manner the MNCs that are becoming the part of the race.Indian pharmaceutical market in 2008 was $7,743m and if compared to year 2007 it was 4% more(prenominal)(prenominal) than that. It is expected that Indian pharmaceutical market cater grow more than the ball-shaped pharmaceutical market and lead become $15,490 million in 2014. Today Indian pharmaceutical industry is the second most hurrying growing industry displaying the revenue of Rs 25,196. 48 crore and growth of 27. 32 percent. flush pharmaceutical companies in India are also acquiring the small companies worldwide to but enlarge the market. Injections, tablets, capsule syrups are the crossings of Pharma companies in India.Looking back into history reveals that it was in 1930 when the knackoff pharmaceutical fierceowship in India came into existence in Kolkata. It is called the Bengal Chemicals and Pharmaceutical whole kit and caboodle. This Indian come with is still there and today it is the part of five drug manufacturing companies that are owned by the government. savings bank the period of 60 years the pharmaceutical industry in India was overshadowed by the foreign drug manufacturing companies but with the Patent Act in 1970, the whole scenario of pharmaceutical companies in India had changed since then.With this the Indian market was more open to Indian pharmaceutical companies than the MNCs. So with this pharmaceutical companies in India started to grow in enactment At present there is a cut throat competition among top pharmaceutical companies in India with the native as well as MNCs. scarce there are certain issues that are concerning the growth of Pharma companies in India. These are ? manselective informationry licensing and failure of reinvigorated pattern system. ? number one-string power cuts and inadequate infrastructure. ? Re exacted financing. ? reg ulative hindrances that lead to the delays in the immerse of crude drug or Pharma harvest. in equivalent manner many small as well as big pharmaceutical companies and profligate competition. Top 10 Pharmaceutical Companies in India Rank participation Name overturn Amount Remarks 1. Ranbaxy 4198. 96 2. Dr. Reddy Lab. 4162. 25 3. Cipla 3763. 72 4. Sun Pharma 2463. 9 5. lupin labs 2215. 52 6. Aurobindo Pharma 2080. 19 7. Galxo Smithkline 1773. 41 8. Cadila Health dread 1613. 00 9. Aventis 983. 80 10. IPCA Laboratories 980. 84 participation PROFILE salmagundi is a world(prenominal) pharmaceutical company operating since 1969 from Mumbai, India. Since delegate, the company consolidated its position with a bear nap(prenominal) trade infrastructure. In the year 1976, a formulation brand up with young speediness was set up at Aurangabad followed by a couple of units placed at Daman and Jammu. mixed bag has state of the art facilities maintaining high fibre standards at every advance stage in manufacturing process with unmitigated adherence to the Good Manufacturing Practices. salmagundi Pharmaceuticals Limited is a multi constituental and multi location organization with starchy heraldic bearing in Pharmaceutical formulations. The specialties include Hematinics, anti ulcerants, anti bacterial, Pain management, Gynecology & cardiovascular drugs. We specialize in Iron preparations, our mega grade being R. B. measure syrup. We also fuddle many 1st snip in India differentiates to our credit like Dompan (Domperidone & Pantoprazole), O2 (Ornidazole & Ofloxacin), Tazocef (Tazobactum & ceftriaxone) & Osmium K2 (1st brand of Vitamin K27 combination in India) variation ranks amongst the top 40 pharmaceutical companies in India as per ORG IMS. motley believes that quality is a continuous process and not an isolated stage in the process. They slang an broad dispersal lucre across the country with 5 Depots, 17 C/Fs & over cl0 Stockiest which caters to the retailers. investigate & growing The in build quality of products is assured finished scientific way of product growth at R&D scale, slay of engine room from lab scale to bunch production, analytic rhythmicity inducement, stability studies and process validation.Our current thrust is towards education of mod dose forms in the scopes of tablets, syrups, aerosols & other types of herbal formulations found in India. We believe that only done integrity one plunder provide the best medicine to longanimouss whose well being is valued the most as per the company stead. smorgasbord has set up state of the art R&D centers at Daman and Mumbai equipped with the la try out ultra modern instruments. These R&D centers do super getd aggroup of scientists having post alumnus & doctorate degrees in the field of apothecarys shop & chemistry.The R&D centre set up at Daman has received cheering of Department of Science and Technology, Govt . of India in 2006. WORLDWIDE operations pic pastiche has set its eyes on becoming a truly global pharmaceutical company over the neighboring decade. Medleys products reach 26 countries with signifi derrieret charge in Asia, Africa, Middle East, Russia and CIS Medley delineate to enhance its internationalistic figurehead found on its policy of Integrity in Medicines and quality of products. Medley already has be sick-up the office in UK and tied up with partner in USA and SA.Medley is precipitously head for the hillsing on finalizing its line of merchandise tie-ups in Brazil. Medley has dynamic police squad and phonation office in Vietnam, Myanmar, Cambodia, Sri Lanka, Kenya, Russia and Kazakhstan. The dynamic field force promotes its specialty formulations. Around 514 formulations are registered in 26 countries. Today International billet contributes 12% of Medley sales, but expected to grow substantially in the next troika years. We have three manufacturing faciliti es, two at Daman and one at Jammu which strictly follows WHO GMP guidelines.All our manufacturing facilities are the state of art manufacturing units for spontaneous and runny section. The Daman Facility is MHRA-UK clear. angiotensin converting enzyme of our facilities at DAMAN is certified for Good Manufacturing Practices (GMP) conforming to INTERNATIONAL STANDARDS by Competent restrictive Authorities in Uganda, Sudan, Tanzania, Malawi, Ethiopia, and Yemen. Medley is now preparing for the South Africa. This initiative of Medley would tending strive for the growth and to serve the world community. COLLABORATION Collaboration is happen upon to Our utility-Collaboration, cooperation and confederacy are the tombstones to our success. We are attached to taping with our corporate partners tooffer our seek, development, regulative, manufacturing, selling and sales expertise. Identifying good partners and managing semipermanent relationships is part of our company philosop hy. Contract Manufacturing Why Medley for Contract Manufacturing? Medley extrapolates the outsourcing requirements of its customers and transforms their sine qua nons into solutions. The pharmaceutical industry today is acing challenging line purlieu due to escalating R and manufacturing costs as well as delays in bringing saucy drugs to market. Other identify factors impacting the industry include Ever change magnitude demands to deliver lower cost of goods & correct customer supply performance great product complexity Ongoing restrictive compliance demands By using our suffer manufacturing service you brook access Medleys umbrella technology portfolio for pharmaceuticals and the competence we have built up over decades.Knowledge, modern technology and creativity combined with clear and exonerated communication procedures amid our teams of experts and customers & above all consistency, world class quality & actors line ahead of time are the key factors for achie ving optimum solutions that will surely exceed your expectations. Complete confidentiality and protection of client ingenious property is the heart of the Medley culture. In-Licensing We look at partnering and collaborating as an important strategicalal onrush that will complement our growth in India and international markets.We believe in brand building & are leading in several(a) healing(p) segments with 3 brands featuring in top ccc (IMS-Health). Our drawn-out distribution lucre with more than 1500 stockists, 6 depots & 16 C&Fs backed by 40 years of market experience & strong field force of over 1500 representatives enables us to achieve the leadershiphip position in unlike healthful segments. We use collective experiences and resources that have been proven to work at the highest levels of capability to serve well brands better succeed.Our core realms of merchandising expertise include the gastroenterology, cardiovascular, dialectology, gynecology & orthopedic th erapy areas. We seek to establish a long term, mutually rewarding relationship base on exclusive marketing rights business model, as well as co-marketing or strategic alliances for co-development including clinical trials of products for necessary restrictive favorable receptions. Out-Licensing Our formulation development expertise enables us to develop generic products which are bioequivalent. We seek out-licensing opportunities for our generic formulations for global markets.Our Global service Formulation development Contract manufacturing of generic formulations for European market Analytical method development and validation Extensive QC capabilities (Micro, Chemical, ICH Stability) promotional material and shipping Company vision pic MILESTONES 1. offshoot manufacturing operation inAurangabad in 1976 for tablets,capsules and liquid orals. 2. Second unit dinner dress in1992 at Damanfor liquid orals. 3. Third unit atDaman established in 1998for tablets and capsules w hich was later consecrated to Cephalosporin formulations. 4.Fourth unit established atDaman in 2000for large volume liquid orals. 5. Fifth unit established atDaman in 2002for tablets and capsules complying with international regulatory requirements. 6. Medley was accredited asISO 90012000companies during the year 2003, byAmeri smoke Quality appreciateors (AQA). 7. Largest defect R. B. Toneis subject 2 in haematinic segment as per ORG-IMS. perk up O2 set uped in 2005is get along 1 in the anti diarrhoeic segment as per ORG-IMS. 8. A large manufacturing complex inJammu in 2005spread over12. 5 acresof land. 9. State of the artR&D centres established at Damanwhich has eceived approval of Department of Science and Technology, Govt. of India in2006. 10. Medley received the well deserved accoladeWHO GMP Certificate. INFRASTRUCTURE Daman Plant- The plant is find on plan no(prenominal) 18 & 19, Zari causeway road, Kachigam, Daman. This adroitness is located about 5 km outside fr om Vapi railway station & about 179 km from Mumbai. The plot size is 7602 sq. mtrs, and the construction area is 7335 sq. mtrs. It has dedicated and segregated areas meeting current CGMP requirements for manufacturing of oral dosage forms Tablets, Capsules & Liquid orals.Adequate areas for reposition of Raw materials, Packing materials & finished products has been provided. The manufacturing faculty per annum in single shift is 5 ascorbic acid lac Tablets & capsules and 46 lac litres of liquid orals. The facility is WHO GMP and Schedule M GMP certified by the Indian FDA. The facility is also approved by home(a) Drug Authority of Uganda, MOH Sudan, Tanzania, Malawi and Yemen. The Facility is MHRA-UK approved and scheduled for other highly regulate agencies MCC-SA and WHO-Geneva. Jammu Plant- The plant is located at Lane-3, Phase I, SIDCO complex, Bari Brahman, Jammu.This facility is about 20 Kms away from the Jammu Airport. The plot size is 53115 sq. mebibyte and total construc tion area is 15981 sq. meter. It has dedicated and segregated areas meeting current CGMP requirements for manufacturing of oral dosage forms Tablets, Capsules & Liquid orals. Adequate areas for terminal of Raw materials, Packing materials & finished products has been provided. The manufacturing expertness per annum in single shift is 8040 lac Tablets and capsules and 31. 80 lac liters of liquid orals. COMPANY PRODUCTS SUPRAKARESuprakare is the second biggest stratum of Medley catering mainly to orthopedic & Gastroenterology segments. It is also the fastest growing family of Medley & has one of the most innovative and first time launches in the Indian Pharmaceutical trade like DOMPAN (Domperidone add-on pantoprazole), Ostium K2 (1st brand of Vitamin K27 combination in India), Tazocef (Tazobactam overconfident Ceftriaxone), Acenac-N (Aceclofenac plus Pregabalin) to name a few. Today, all of them feature amongst the top 5 brands in their respective segments. Product table anal getic & analgetic & Muscle Relaxant Anti-Osteoporotic Antibiotics digestive enzymes Anti-inflammatory Antipyretic Acenac-P Nimsaid-P Colchico 4/8 Mg Ostium K2 Cefo L 50/ vitamin C/200 Xymex Syrup Acenac-SR Nimsaid-P one hundred twenty-five/250 Acenac-MR/Mr8 Ostium K2 Forte Cefo L Rediuse Xymex MPS Tablets gap Acenac-N Cefo LX 100 Xymex Drops Eezflam Cefo LX 200 Eezflam forte Tazocef 1. 125 NUTRAKARENUTRAKARE, A division of Medley Pharmaceutical is thriving since a decade and is by far the largest division of the company. disagreement is achieving moderner high gear by means of unparalleled formulations & innovative ideas. Nutracare is the broach in Gynecology and Anti pathogenic Segments and is known for the brands R. B Tone and O2 (First time launched in India) This features among the Top 300 Brands of Pharmaceutical Industry harmonise to IMS ORG. O2 Tab is bedded 1st in its social class in the Ofloxacin and Ornidazole securities industry O2 Suspension is ranked 2nd in its category in the Ofloxacin and Ornidazole Market R. B Tone is ranked tertiary in the Liquid Iron Market. Product table Haematinics Antibiotic Anti Anti-ulcerants Hepatoprotective Antibiotics Anti-Cold diarrhoeal R. B. Tone Syrup O2 Tablets Domrab Trisoliv Syrup Kefodime 50/100 DT Oncet-CF Tablets R. B. Tone Capsules O2H Tablets Kefodime 200 Oncet-CF Syrup R. B. Tone Forte O2 Suspension Kefodime dry Syrup R. B.Tone Drops O2 Infusion Ofoxin 200/four hundred R. B. Tone Injection Ofoxin Suspension VAZOKARE Vazokare Division is catering into Life Style Segments Cardiology and Dialectology. The division catch up withs and markets the quality brands with the ultimate goal of delivering utmost possible benefits to all its customers. It also strives at its best in offering the agiotage quality medicines at the most economical price, then answer the society. Vazokare proves its belief in innovation by launching the Indias first and only Glyceryl Trinitrate sprinkle in pen form.Our mission is to give access to the best healthcare products at the most low-priced price. Product table Anti hypertensive Anti-Anginal Lipid Lowering Anti-Diabetic Drugs for neuropathy multivitamin pill Agent Betabest XL 25/50 GTN Pen Atorin 5/10/20/40 Gepride M1 Mecobion P 75/150 Mecobion OD Betabest AM 25 GTN Spray Atorin EZ Gepride M1 Mecobion OD Encardil 2. /5/10 Atorin-F Glucozid Telmed AM Glucozid-M Nevol 2. 5/5 Trizem 1/2 NANOKARE It is the tenderest addition in the array of SBUs of Medley Pharmaceuticals. The Division is exploring the untapped latent to arrive at newer horizons for the company. Medleys entry into the rural market is driven by the fact that we have a vast divagate of products which address infirmity conditions and health conundrums widely prevalent in rural areas.The division covers a land of products in various healing(p) segments like anti-infective, Hematinics, anti dia rrhoeal, anti ulcerants, calcium supplementation, anti cold. The Division currently is operating in Maharashtra & Madhya Pradesh, but soon has vision of bed covering its tentacles pan India. Product table Haematinics Analgesic and Antibiotic Anti-Ulecerants Antibiotics Multivitamin Antipyretic Antidiarrhoeal R. B. Tone Syrup Nimsaid-P O2 Tablets Dompan Azirite 250/500 Vistamina Tablets R. B.Tone Capsules Nimsaid-P125/250 O2H Tablets Dompan OD Azirite Suspension Suspension O2 Suspension Ofoxin 200/four hundred O2 Infusion Cefo Suspension Cefo LX 200 ZENKARE Within a short sail of time division has made a good movement in generic market. In Zenkare, at present, range of 300 products is available in various remedial segments. Introduction of new products will be done timely as per the market demand. COMPETITORS humanness Pharma human race Pharma, the eighthlargest Pharmaceutical Company of India, was incepted in 1995 with a meager capital of? ?50 la khs and 20 employees.Today, we are amongst the top 5 fastest growing Pharmaceutical companies of India with an employee base of more than 9000 and heading towards a turnover of pic2500 crores. We place to aid the community in star(p) a levelheaded life through two parallel objectives formulating, exploitation & commercializing medicines and delivering low-priced & accessible medicinal drug that satisfies urgent medical examination destinys. serviceman is a fully coordinated pharmaceutical company, with a comprehensive network of 62 C agents & 6000 Stockiest. With a pan India presence, our offerings span in Antibiotics, Antifungals, Gastrointestinals, NSAIDs, Anthelmintics, Cardiovascular, Dermal and erect Dysfunction categories.Our strong portfolio of businesses, geographies and products ranging from Pharma to pop OTC & FMCG brands Unwanted72, PregaNews, Kustody, Adiction, Gas-O-Fast, Manforce Condoms and Kaloree1 provide us the strategic benefits of integration that al low us to perform best in an increasingly competitive market. With the thrust of do headway, in 2007 Mankind acquired Magnet Labs Pvt. Ltd. and marked its marketing presence in antipsychotic segment. In January 2010, Mankind acquiredLongifene, the former brand of UCB Belgium. We are further expanding the horizon of Serving Lifein Vietnam Philippines,Myanmar and other regulated and semi-regulated markets by 2015.Today, afterwards those tentative first steps, Mankinds voyage is not only going strong but radiating new standards and that miniscule sign investment has grown by giant strides to crores of rupees in wealth for Mankinds stakeholders. Having succeeded in garnering the verify of all, Mankind will continue to day-dream big on its path of bauble and eminence and millions of consumers will relish the results with triumph thereafter. Our Mission To corroborate a healthy & active lifestyle through our broad portfolio of Pharma, OTC & FMCG products Our Vision To be the zero (prenominal) 1 Pharma Company of India by 2015 1. Mankind Pharma 2. Discovery Mankind 3. Life star Pharma 4. additional Mankind 5. Future Mankind 6.Magnet Labs Ranbaxy Pharma Ranbaxy Laboratories Limited (Ranbaxy), Indias largest pharmaceutical company, is an integrated, investigate establish, international pharmaceutical company, producing a wide range of quality, inexpensive generic medicines, trusted by healthcare professionals and patients across geographies. Ranbaxy today has a presence in 23 of the top 25 pharmaceutical markets of the world. The company has a global footprint in 43 countries, world-class manufacturing facilities in 8 countries and serves customers in 125. In June 2008, Ranbaxy entered into an alliance with one of the largest Nipponese groundbreaker companies, Daiichi Sankyo Company Ltd. to create an innovator and generic pharmaceutical powerhouse. The combined entity now ranks among the top 20 pharmaceutical companies, globally. The transformational sens will place Ranbaxy in a higher growth trajectory and it will emerge stronger in terms of its global reach and in its capabilities in drug development and manufacturing. Ranbaxy was incorporated in 1961 and went public in 1973. Mission Ranbaxys mission is enriching lives globally, with quality and low-priced pharmaceuticals. Financials For the year 2011, the company enter Global Sales of US $ 2. 1 Bn. The Company have a fit mix of revenues from emerging and genuine markets hat contribute 47% and 46% respectively. In 2011, North America, the companys largest market contributed sales of US $ 791 Mn, Europe contributing US $ 297 Mn and Asia clocking sales. Strategy Ranbaxy is decocted on increasing the momentum in the generics business in its key markets through primitive and inorganic growth routes. Growth is well spread across geographies with focus on developed and emerging markets. It is the companys constant strive to provide a wide field goal of generic and innovator pr oducts, leveraging the whimsical Hybrid Business Model with Daiichi Sankyo. In Japan, Daiichi Sankyo Espha Co. , Ltd. (DS Espha) will market generic drugs.As part of the Hybrid Business Model, Daiichi Sankyo will expend Ranbaxys strong manufacturing capabilities and expertise in developing generic medicines for the Japan and market them. The company will also increasingly focus in high growth potential segments like Vaccines and Biosimilars. These new areas will add signifi washbasint depth to the existing product pipeline. R Ranbaxy views its R capabilities as a vital component of its business scheme that will provide a sustainable, long-run competitive advantage. The company has a kitten of over 1000 R scientists employed in path-breaking enquiry. Ranbaxy is among the few Indian pharmaceutical companies in India to have started its look for computer program in the late 70s, in stay of its global ambitions. A first-of-its-kind world class R&D centre was licensed in 1994.T oday, the company has multi-disciplinary R&D centers at Gurgaon, in India, with dedicated facilities for generics research and innovative research. The R&D environment reflects its commitment to be a leader in the generics space offering value added formulations and development of NDA/ANDAs, based on its impertinent Drug Delivery System (NDDS) research capability. Ranbaxys first signifi back endt international success using the NDDS technology platform came in September 1999, when the company out-licensed its first once-a-day formulation. Ranbaxy has developed the anti-malarial new drug, arterolane maleate + piperaquine phosphate that has been approved by the Indian Drug Regulator, Drug comptroller General of India (DCGI) for manufacturing and marketing in India.In April 2012, the company launched Indias first new drug, Synriam TM, for the give-and-take of simple Plasmodium falciparum malaria, in adults. Within Ranbaxy, there is a sharper focus on R&D of generics, as the company is increasingly working on more complex and specialist areas. People The Companys business philosophy based on delivering value to its stakeholders constantly inspires its people to innovate, achieve excellence and set new global benchmarks. Driven by the lovemaking of its over 14,000 strong multicultural work force comprising of more than 50 nationalities, Ranbaxy continues to precipitously pursue its mission of Enriching lives globally, with quality and affordable pharmaceuticals. Piramal PharmaPiramal Enterprises is the flagship company of the Piramal free radical and is a world leader in its various business verticals. It has a global footprint of over 100 countries, manufacturing bases in USA, Great Britain, Sri Lanka, mainland China and Canada and a diversified workforce representing the Piramal multitudes diversified global portfolio. Recently, the UN gathering on Trade and Developments World Investment Report 2011 ranked Piramal Enterprises CMO (contract manufacturing) business vertical as number five in the top 10 pharmaceutical contract constructrs worldwide and was awarded the number one position amongst all Indian CMOs. Drug discovery and research is an important part of the business.Piramal Enterprises aspires to be the first Indian company to discover, develop and launch its own NCE drug in the global market and has made steady progress towards that goal. The company has more than 115 issued patents and 395 pending patent applications in several countries. The patents and pending applications cover a wide variety of areas across multiple discovery and development programs including compositions of look (NCEs and natural products), methods of discourse, biomarkers, diagnostics, pharmaceutical compositions, drug lecture systems, etcetera Healthcare Information direction In May 2012, Piramal Enterprises Ltd acquired Decision Resources Group (DRG), a US based company, which is an indie provider of closing complement tools, analytics an d research for the global healthcare industry.Considered to offer the favourable Standard in analysis according to many of its clients, DRG provides web-enabled insights and predictive analytics via a variety of high value reports, databases, tools and advisory service to the global bio-pharmaceutical, managed care and med-tech industries. DRG is focused on three main market segments (1) The Bio Pharma business unit provides reports, databases and advisory services on drug utilization trends and forecasting in a variety of therapeutic areas (2) The Market Access business provides database and analytical services that healthcare companies use to appreciate the current and proximo chance of their products adoption into a market. (3) The Medical Technology business provides actionable insights and data on the medical device markets.Headquartered outside of Boston, DRG has a global presence with offices in Belgium, Canada, England and Japan. Indiareit is the real farming equity f unding arm. It the largest Reit fund by AUM (assets under management) in India i. e. Rs 3800 crore by June, 2011. It has domestic and offshore property, and has recently raised funds from UK, Singapore and Dubai. PHL Finance Pvt Ltd. is the non-banking financial company (NBFC) that has recently formed to look into funding of real estate and infrastructure projects. Cipla Pharma Cipla was established in 1935 with the vision of making India self-reliant and self-sufficing in healthcare. Today, we are one of the worlds largest generic pharmaceutical companies with a presence in over clxx countries.We are notable for making affordable, world-class medicines that meet the destinys of patients across therapies. We also offer services like consulting, consignmenting, plant engineering, technical know-how manoeuver and hold up. Since inception in 1935, feel for has been at the core of everything we do at Cipla. For patients, condole with is a promise that we will do whatever it ta kes to ensure they have keep access to the highest quality medicines at affordable prices whether a disease affects millions or moreover a few hundreds. To the medical fraternity, caring means the assurance of world-class medicines and support across multiple therapeutic areas.For business partners, caring brings the confidence of al ways acquire world-class quality and competitive prices. For employees, caring manifests itself in a safe, equal-opportunities workplace that fosters innovation for a healthier world. History Ciplas journey began in 1935 when our founder, Dr. K. A. Hamied, set up an enterprise with the vision to return India self-sufficient in healthcare. Over the past 77 years, we have emerged as one of the worlds most respected pharmaceutical names, not tho in India but worldwide. We have 34 state-of-the-art manufacturing facilities that make Active Pharmaceutical Ingredients (APIs) and formulations, which have been approved by major international regulatory Age ncies.We have over 2000 products in 65 therapeutic categories with over 40 dosage forms, covering a wide spectrum of diseases ranging from communicable, non-communicable, harsh and emerging diseases to even rare diseases. Our Research and Development (R&D) centre is focused on developing innovative products and drug tar systems, giving the country and the world many Firsts. Today, we are one of the worlds largest generic pharmaceutical companies with a strong presence in over 170 countries. We maintain world-class quality across all our products and services. Whether its for millions or for just a few hundreds, our journey to care for all humanity continues. Milestones 1. In 1935, our founder, Dr. K. A. Hamied set up Cipla to make India self-reliant in healthcare. 2.In 1939, Mahatma Gandhi visited Cipla and inspired our founder to make requisite medicines for the country, and strive for self-sufficiency. During World War II, when India was pendant on imported medicines and there was an fright shortage of life-saving drugs, we manufactured them for the country. 3. In the 1960s, we pioneered API manufacturing in the country and patroned lay the foundation for the bulk drug industry in India. 4. In 1970, we spearheaded the New Patent Law by which an Indian pharmaceutical company was allowed to manufacture a patented product as long as the process to manufacture it was changed. This enabled Indian companies for the first time to manufacture any medicines and make them available and ffordable for all Indians. 5. In 1978, we pioneered brainchild therapy in India with the manufacture of Metered-Dose Inhaler (MDI), at a time when the country percentage pointped receiving imported supplies. Today, we have the worlds largest range of inhaled medication and devices. 6. In 1994, we launched Deferiprone, the worlds first oral iron chelator which revolutionized the treatment for thalassemia. For the first time patients with thalassemia had an option that was afforda ble, painless and convenient. 7. In 1996, we gave the world the first unmingled dry powder inhaler which was so simple and easy to use, it changed the face of inhalation therapy in India. 8.In 2001, we pioneered the access to HIV treatment by making antiretrovirals (ARVs) available at less than a Dollar a Day. The cost of treatment dramatically fell from $12,000 per patient per year to $300 per patient per year. This caused a revolution where HIV treatment became a reality for the world and millions of lives could be saved. 9. During the 2005 Bird Flu epidemic, we produced an anti-flu drug deep down a period of 2-3 months, which would have unremarkably taken at least 3 years to develop. 10. In 2012, we made a breakthrough in reducing the prices of pubic louse drugs, thus making world-class medicines affordable and accessible to smokecer patients. THE SEVEN pommel MISTAKES IN PHARMA LAUNCH (AND SECRETS TO ward off THEM)In todays Pharma environment, the product launch period ha s become critical. To set up a pattern for long-term sales and profits, products must make a big splash upon their introduction. But making this happen is a process that rump be filled with uncertainty, confusion and frustration. Mistakes rat set back years of causa and millions of dollars in disbursals. Understanding the biggest mistakes Pharma marketers domiciliate make during launch wad help savvy leaders prevent catastrophes, and plot a clear path towards profit. What are the biggest mistakes Pharma marketers make during pre-launch planning, and how throne they be avoided? 1. Focusing on Product, Forgetting Everything ElseSure, a big part of launching a drug revolves around the drug itself developing the chemic composition, submitting the drug for approval, ensuring formulary positioning, and more all focus on the physical product. But much lost in the mix is the customer and market. Long in the first place a product is complete and ready for sale, you need a deep und erstanding of your customers and the market you are targeting. That means understanding, in-depth, some key points ? The disease you are treating, including standards of care for that therapeutic area ? The people it affects. ? The needs of patients with the disease ? The needs of docs treating these patients ? Key opinion leaders and professional associations in the therapeutic area ? Trends in patient access, managed care acceptation and reimbursement in the disease area Key regulatory milestones and requirements affecting the disease and the product To further know your market, you must also understand your product in terms of the competition that already exists, and that which is likely to develop in the beginning and after launch. Knowing how your product will stack up against other players in the marketplace points toward the true benefits of your drug for customers. Pre-launch planning should include some tangled questions ? How is your product better than the pharmaceutica ls and intervention that already exist? ? How crumb an average customer, payer, physician or pharmacist differentiate between your product and its competition? How will the product provide benefit that is different than other Pharma offerings? ? How will your competitors respond to your market entry? ? How will the competitive landscape change over time? Is this area going to explode with entries? Will generics bottom soon? 2. Working with the Wrong team up A good product is important. But just as, if not more, important is the team guiding that product to market, and pushing it towards success. slavish in developing, marketing and selling the Pharma product is a team that boasts knowledge, experience and skills. Choosing this team is a delicate endeavor, and should combine leaders from all pay grades and units.While product managers, marketing directors and managers are a lot the go-to team members, chosen for their titles, boffo product launches need a team with creativity, problem- result ability and persistence, skills that can transcend titles. Businesses should therefore build launch teams based on experience and endowment fund for the unique process of launch. 3. Working in Silos For sound pre-launch planning, company departments must work together. Why is cross-functional work necessary for made pre-launches? Consider product research and development, which can often take place in a vacuum. With a cross-functional team, R&D can learn the concerns and needs of marketers, incorporating new research points that can be submissive in later positioning and sales.Of course, collaborationism on this level can be a daunting prospect for Pharma companies, long organized by silos and strict division of tasks. Cross-functional collaboration is the pinnacle of marketing and pharmaceutical hopes, but what often happens in implementation is a crash and burn. fault the idea down into tactical steps, however, can ease the process from the very pedigree ? E stablish and gather the pre-launch cross-functional team, including R&D, medical and regulatory affairs, and other divisions of importance. For this team of leaders from these departments, the need to differentiate the ultimate product and create value must be explicitly stressed. ? Provide clear objectives for the team, as well as clearly programmeate responsibilities.Everyone must understand his or her exercise in developing and capturing the product value. ? As key activities take place, particularly market research, refresh all findings with the team. ? Brainstorm and come up the needs of customers in the target area, including what is meaningful and worthy to physicians, patients and payers. ? Develop options for creating and demonstrating value to the customer base. Together, the team must brainstorm options, anticipating regulatory requirements, clinical development needs and marketing potential. Consider options also in terms of managed care organizations perspectives, and how the company can assuage any concerns. iodine collaborative partnership that is especially important to launch is that between marketing and sales. Most marketing communications people dont have a direct relationship with their sellers, and dont understand the realities that the sellers face in everyday sales situations. Cooperative launch planning can ensure that the sales team has the pre-launch information to get new products off to a big bang, and all the materials and information they need to address target questions. 4. Rushing douse Everyone wants the competitive advantages of being first to the market, or first to address a unique need. But rushing product launch can come at the expense of long-term success.In attempts to speed on launch, many companies give short shrift to critical areas, and dont try to accelerate more allow for areas. The most- parking arealy skipped steps in a time crunch include primary quill research, business case development and cross- functional coordination, all of them crucial in best serving the market and customers. Companies can also leave off to devote enough time to marketing and sales tactics, brand positioning, pricing, operational support and other key decisions. Due patience is essential in these areas, and can be tightly project-managed without losing time. An area that can be sped up rather easily, however, is one that many companies dont think about.By investing more attention and energy into initial regulatory approval, and obtaining that approval as quickly, expeditiously and comprehensively as possible, far greater value can be realise over a products life. some(prenominal) regulatory means exist through which companies can look to accelerate market arrival. ? precedence Review It offers an abbreviated priority review process for specific products that can confront a key point they serve a specific and notable unmet medical need. ? Orphan Drugs This program offer market exclusivity for the drugs for rare diseases, but this period is offered only to the drug that receives market approval first.Applications for these divest drugs are given greater levels of support and feedback from regulators, meaning approvals are accelerated. 5. Failure to Track, Assess and Learn Launching a new product can be a very educational experience for all those involved. But without the means of measuring success, trailing activities, and learning from mistakes, all the lessons of launch can be forgotten, creating a missed opportunity to improve future launches. Companies should take advantage of credible metrics to measure success during the pre-launch period, and participate in a post-launch review. Companies can strengthen their processes, and set themselves up for future successes. 6. Using a One-Size-Fits-All Approach accordance is a critical business practice.But many companies can take this desire overboard, adaptation every new product into the alike mold, and eliminating the cre ativity and uniqueness of each product. One way to resist the cookie-cutter approach, and create a product that can be in it for long haul, is lifecycle management. The key to better, customized product success far into the lifecycle is considering these types of strategies early, even in pre-launch. Product lifecycle management means more than plotting a counter-attack against generics. A true product lifecycle strategy is focused on maximizing the profitability of a product over its life. There are several ways to do this, and they figure prominently in the pre-launch period. Be Proactive. Start early, plan ahead, and prepare for any and all scenarios that will arise during a products life. ? Organize. Set up the cross-functional teams that will enable a comprehensive perspective and approach, whether or not these are prescribed Lifecycle Management teams. Establish clear ownership and accountability for key actions, and defined lines of authority. more(prenominal) than anythin g, the team must include members that have the actual power and skills to drive action forward and make any necessary changes. ? Franchise Make plans for your specific product, but also consider the possibilities for further expanding into the therapeutic area.A therapy franchise dominates this area through complementary products, and can be accomplished through solo efforts or licensing partnerships. ? Expand. Plan for current uses of the product, but also never stop thinking about the future uses and areas to expand into. ? Reformulate. Choose the best form of bringing that makes sense in todays environment, but set the groundwork for new innovations. Scientists are advancing the art of formulation every day, so keep aware(predicate) and keep focus on newer, patient-friendly methods of administration. Reformulation down the line is an important way of expanding a drugs usefulness and audience. ? Protect. Through the pre-launch period, the focus should be on speeding the product to approval to leverage the amount of patent exclusivity.During a products lifecycle, the team must study all regulatory trends and methods of maintaining patent protection. Prolonging the time before generic competition is an essential means of protecting the time and energy put into drug production. ? Switch. Think a successful OTC switch will be just the key for protection years down the line? Not without extensive planning that reaches back into the pre-launch period. Some experts apportion the switch should be planned while the drug is still in clinical trials, and at a minimum of seven or eight years before action. ? Shut Down. Think you shouldnt even consider the end of the line when youre in pre-launch?Think again. Exit strategies should be planned and plotted. Far too often a product is allowed to limp along in its latter years, consuming valuable organizational and financial resources. Consider the long-term and the potential scenarios for actively managing the end-of-lif e phase, and pinpoint the crosscut point for when the product no long-dated delivers value. 7. Missing Out on the privy Weapon of Analytics No proposition how much you plan ahead, new drug development is inherently risky in todays environment. Increasingly, Pharma managers and marketers need a way to assess the potential of new products, and the likelihood of success upon launch.Analytics models can provide insight on what drives your target consumers, and help predict actual launch results. The Eularis Pre-Launch Analytics Systems, for example, have been implemented and worked successfully during both pre-launch and launch of numerous pharmaceutical brands. Due to effective pre-launch analytics and planning that created strong preparation for a successful launch, these products continue to be category leaders. For anyone involved in the pre-launch and lifecycle management of the product, analytics will provide significant assistance through the myriad problems and challenges th at comes in this task. SWOT outline OF MEDLEY PHARMA Strengths 1.Strong growth in emerging market business in Suprakare division. 2. Introduction of Caramel & Zinc salt in Nutracare market that has very limited competition. 3. Co-operative and Experienced Sales team. 4. Price policy as compare to Competitors. 5. Brand value of Medley Pharma. Weakness 1. Limited presence in Indian market. 2. Weak in delivering new products in short time. 3. privation of motivation factor among MRs & distribution team. Opportunity 1. Capture the untapped Market 2. Can Increase their share in contract manufacturing. 3. Can improve the commission based dissatisfaction among sales team. 4. Can work on promoting brand in external areas too. 5.Can also work on Generic market division too which is tho to launched. Threat 1. Stiff competition from many Indian and other global brands means limited market share growth. 2. break away range of new products by competitors at rapid speed. 3. High price & qua lity sensitivity of consumers. 4. Stringent patent regulations. CHAPTER 2 RESEARCH METHODLOGY & OBJECTIVES OBJECTIVES OF THE STUDY 1. To study the possible hurdles for launching a new Pharma products. 2. To study the different competitors of Medley Pharma. 3. To study the brand value of Medley Pharma in market. 4. To study the percept and satisfaction level among Doctors & Druggists towards Medley Pharma. SIGNIFICANCE OF THE STUDY This research is right-hand for the Medley Pharma in understanding the buying preferences of the Distributors with regard to a) Price b) Quality c) Sales Commission ? This research is helpful for the Medley Pharma in understanding the role of the Advertising in establishing the market of the product. ? This research also helpful for Medley Pharma to improve their scattering model. RESEARCH methodological analysis Research methodological analysis is a way to systematically clobber the research workers problem or it may be understood as a science of stud ying how research is done scientifically. It defines various steps that are adopted by a researcher in studying his research problem along with logic behind them. ? steps to be followed for Research process- ? taste AND take DESIGN- SAMPLING prove can be defined as the selection of some part of an gather or essence on the groundwork of which a judgment or conclusion about the aggregate or totality is made. In other words it is the process of obtaining information about an entire macrocosm by examining only a part of it. The process of take in is used for various reasons- ? Sampling saves time and money. It is usually less expensive and produces results at faster speed. ? It provides more finished information. ? It enables to estimate the sampling errors and thus assists in obtaining information concerning characteristics of population. ? It also enables greater speed of collection of data. The ultimate test of standard contrive is how well it represents the characterist ics of the population it purports to represent.In measurement terms the sample must be valid which depends upon ? Accuracy It is the degree to which biasness is absent from the sample. ? Precision It represents how well the sample represents the population in all respect. SAMPLE DESIGN A sample intent is a definite plan for obtaining a sample from the sampling frame. It refers to the technique or the procedure that is adopted in selecting the sampling units from which inferences about the population is drawn. Sampling design is determined before the collection of the data. Several decisions have to be taken in context to the decision about the appropriate sample selection so that accurate data is obtained and efficient results are drawn.Following questions have to be considered while sampling design- ? What is the relevant population? ? What is the sampling frame? ? What is the type of sample? ? What sample size is needed? Sample Size It indicates the number of individual who wo uld be surveyed. Here the sample size is 102. Respondents Doctors, Distributors, Retailers & Medical representatives of Medley Pharma. METHODOLOGY We were supposed to operate from Medley Pharmaceuticals Ambala Division. We were made aware about all the products Medley was providing with a more stress on their core product Division i. e. Nutracare. methodology (OTJ-On the job) Methodology of the project starts with In the first phase we are trained and they inform us different things about market. ? They provide the database of Distribution channel. ? thusly after that we have to provide details of product & their USPs. ? Then we have to visit the point to ascertain the information from the respondents. ? Maintaining records of feedback of respondents regular basis. Methodology (OFTJ-Off the job) Exploratory research is a type ofresearch conducted because a problem has not been clearly defined. Exploratory research helps determine the best research design, data collection meth od and selection of subjects. attached its fundamental nature, wildcat research often concludes that a perceivedproblem does not actually exist.Exploratory research often relies on secondary research such as reviewing available literature and/or data, or qualitative approaches such as unceremonious discussions with consumers, employees, management or competitors, and more formal approaches through in-depth interviews, focus groups,projective methods, case studies or pilot studies. The results of exploratory research are not usually useful for decision makingby them, but they can provide significant insight into a given situation. Although the results of qualitative research can give some indication as to the why, how and when something occurs, it cannot tell us how often or how many. Exploratory research is not typically generalized to the population at large. Exploratory Research Research is exploratory when you use no earlier model as a basis of your study. The most usual rea son for using this approach is that you have no other choice.Normally you would like to take an earlier theory as a support, but there perhaps is none, or all available models come from wrong contexts. Exploratory research means that hardly anything is known about the matter at the outset ofthe project. You then have to begin with a rather dim impression of what you should study, and it is also impossible to make a detailed work plan in advance. Analysis in exploratory research is essentially Abstraction and installation Abstraction means that you translate the data-based observations, measurements etc. into concepts generalization means recording the material so that it disengages from single persons, occurrences etc. and focus on those structures (in variances) that are common to all or most of the cases.According to Alasuutari, in qualitative analysis of empirical findings, you can distinguish two phases but these two overlap Simplification of observations Interpretation o f results (or solving the enigma) In the simplification phase, the material is inspected from the theoretical point of view of the study project, and only the points relevant from this angle are noted. Details differing from