...“The Indian pharmaceutical industry is a success story providing employment for millions and ensuring that essential drugs at affordable prices are available to the vast population of this sub-continent.” Richard Gerster The Indian Pharmaceutical Industry today is in the front rank of India’s science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously. Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. Growth Scenario in 2010 India's pharmaceutical industry is now the third largest in the world in terms of volume. Its rank is 14th in terms of value. Between September 2008 and September 2009, the total turnover of India's pharmaceuticals industry was US$ 21.04 billion. The domestic market was worth US$ 12.26 billion. This was reported by the Department of Pharmaceuticals, Ministry of Chemicals and Fertilizers. As per...
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...Pharmaceutical and Medical Products Practice India Pharma 2020 Propelling access and acceptance, realising true potential The report is furnished to the recipient for information purposes only. Each recipient should conduct its own investigation and analysis of any such information contained in this report. No recipient is entitled to rely on the work of McKinsey & Company, Inc. contained in this report for any purpose. McKinsey & Company, Inc. makes no representations or warranties regarding the accuracy or completeness of such information and expressly disclaims any and all liabilities based on such information or on omissions therefrom. The recipient must not reproduce, disclose or distribute the information contained herein without the express prior written consent of McKinsey & Company, Inc. 12 Executive summary India Pharma 2020: Propelling access and acceptance, realising true potential 13 Global pharmaceutical markets are in the midst of major discontinuities. While growth in developed markets will slow down, emerging markets will become increasingly important in the coming decade. The Indian pharmaceuticals market, along with the markets of China, Brazil and Russia, will spearhead growth within these markets. The Indian pharmaceuticals market has characteristics that make it unique. First, branded generics dominate, making up for 70 to 80 per cent of the retail market. Second, local players have enjoyed a dominant position driven by formulation...
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...The pharmaceutical industry is directly dependent on the healthcare industry. The rapid grown in the pharmaceutical market can be equated to the continued growth and development in the healthcare industry. Private investors have invested a lot in the healthcare industries and will continue to do so as the Indian market shows a lot of promise in this sector. These investments have facilitated developments in the medical infrastructure there by contributing to the growth in the healthcare sector. Increase in the number of insurance companies and schemes that are available today when compared to 10 years ago has made medical care accessible to a lot more people. With this increase in number of people with easy access to medical care, pharmaceutical companies have a huge market for development and sales of medicines and hence contributing to the growth of the Pharmaceutical industry in the country. This huge cash flow in the form of increase in Income has made medical care affordable to people who previously couldn’t. Now more people have access to quality healthcare at prices they can afford. As more people seek out medical care it creates demand for medicines. Hence the pharmaceutical companies have been able to thrive in the growth of the healthcare industry. The Tier II cities and the rural areas contribute to the majority of the population of India. People living in these areas do not have access to quality medical care. These are virtually untapped markets for the private...
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...Indian Pharma Industry – an overview April 13, 2012 The demand for pharmaceutical products in India is significant and is driven by low drug penetration, rising middle-class & disposable income, increased government & private spending on healthcare infrastructure, increasing medical insurance penetration etc. The Indian pharmaceutical industry is growing at about 8 to 9 percent annually according to “A Brief Report Pharmaceutical Industry in India,” published in January 2011. The Pharmaceutical industry in India meets around 70% of the country's demand for bulk drugs, drug intermediates, pharmaceutical formulations, chemicals, tablets, capsules, orals and injectables. There are approximately 250 large units and about 8000 Small Scale Units, which form the core of the pharmaceutical industry in India (including 5 Central Public Sector Units). I. Current Scenario: India's pharmaceutical market grew at 15.7 per cent during December 2011. Globally, Indiaranks third in terms of manufacturing pharma products by volume. According to McKinsey, the Pharmaceutical Market is ranked 14th in the world. By 2015 it is expected to reach top 10 in the world beating Brazil, Mexico, South Korea and Turkey. More importantly, the incremental market growth of US$ 14billion over the next decade is likely to be the third largest among all markets. The US and China are expected to add US$ 200bn and US$ 23bn respectively. McKinsey & Company’s report, “India Pharma 2020:...
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...INDIAN MARKET Due to poor sanitation conditions, infectious (acute) diseases are predominant in India. However, the incidence of chronic ailments, characterised by prolonged exposure, has been increasing with the emergence of lifestyle diseases in India, due to changing work pattern of the working population, higher stress levels, and unhealthy eating habits. Key issues answered through this analysis: What are acute and chronic ailments? What is the proportion of drugs for each segment in the total domestic formulations market? How have various therapeutic categories in the domestic formulation market performed over the last three years? Publish Date: 15-Jul-2013 | | Majority of ailments in India are more acute than chronic in nature Types of ailments Source: CRISIL Research Ailments can be classified into acute and chronic. Acute ailments are characterised by sudden, severe exposure (usually a single, large exposure) and rapid onset of the disease. The patient shows intense symptoms for a brief duration (not longer than 30 days). Infectious diseases such as common cold, fever, etc are some examples of acute ailments. However, some acute ailments may turn chronic if left unaddressed. Chronic ailments are characterised by prolonged or repeated exposures over many days, months or years. Chronic diseases can only be alleviated through treatments, but not fully cured. Unlike acute ailments, they do not usually resolve on their own accord. Examples of...
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...Indian Pharma – likely future trends Years back, Isaac Asimov said, “Life is pleasant. Death is peaceful. It's the transition that's troublesome.” While it may not be a matter of life and death for the Indian pharma industry, it certainly is the transition time and like any transition, it has its pain, as well as gain. Indian pharma has enjoyed a decadal growth rate of ≈13%, except for the year 2013, when due to large number of formulations coming under price control, growth rate plummeted by more than half to little over 6%. In couple of months of that year, pharma market actually de-grew - a first in the last 50 years! That was unthinkable. Clearly it was the time, which made people pause and think. And that lead to churning in the thinking of the companies – what’s the road ahead? For sure, during 2014, companies have been busy regaining their composure and the lost sales, but parallely, they have been trying to answer the vital question – what’s next? Everybody believes that the industry will continue to grow at double digit rate in the foreseeable future. But will the existing business model be the only key driver of the growth, is an open question, with multitude of the views. One thing seems pretty certain that the pharma industry will not remain same in immediate to medium future. For starter, industry will learn to live with more price control at regular intervals. Same happened in 2014, and will continue in 2015 and beyond. There is absolutely no ambiguity in government...
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...IMPACT OF TOTAL QUALITY MANAGEMENT IN INDIAN PHARMACEUTICAL COMPANIES’ PERFORMANCE Name: Singh Sudhanshu Bala, Roll no.- ITM/BIT/MUMBAI/09/1- 17 2. INDEX Serial No. Title Page No. 1. Title Page 1 2. Index 2 3. Title of the Thesis 3 4. Background of Research 4 5. Objectives 10 6. Scope 11 7. Methodology 11 8. Review of Literature 12 9. Gaps in Literature 14 10. Summary of the Proposal 14 11. Work Plan 16 12. References 17 3. TITLE OF THE THESIS: IMPACT OF TOTAL QUALITY MANAGEMENT IN INDIAN PHARMACEUTICAL COMPANIES’ PERFORMANCE 4. BACKGROUND OF RESEARCH: Total quality management (TQM) - TQM has been defined as an integrated organizational effort designed to improve quality at every level. TQM is also defined as quest of excellence, fitness for use, value for money, customer satisfaction etc. The International Organisation for Standards (ISO) defines TQM as, "TQM is a management approach for an organisation, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to all members of the organisation and to society." ISO 8402:1994 TQM acts as an umbrella under which everyone in the organisation...
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...pharmacies • Selçuk Ecza and Hedef Alliance>90% of wholesale market share •Istanbulmaximum pharmacies •Mark ups are regulated HOW TO ENTER TURKEY Turkey Government’s Vision 2023 HOW TO ENTER TURKEY Turkey Government’s Vision 2023 In “Vision 2023” scenario for Turkey’s pharmaceutical industry, the ratio of locally manufactured products to market size will increase and reach USD 16 billion by 2023. HOW TO ENTER TURKEY Turkey Government’s Vision 2023 In “Vision 2023” scenario, clinical research investments are expected to reach USD 1.1 billion and total R&D investment by pharmaceutical industry is expected to reach USD 1.7 billion. HOW TO ENTER TURKEY Turkey Government’s Vision 2023 Turkey’s pharma export rate is expected to remain stable under current policies, but it could reach USD 8.1 billion as a result of increased production and clinical trial capacity in the “Vision 2023” scenario. FUTURE PLANS Short Term (Up to 2 years) • Seek Regulatory Approval for its Oncology, HIV and Smoking Cessation products. (200-250 days process) • Buying Manufacturing Facility in Turkey. • Facilitate Export to Central and Western Europe. • Manufacturing Company to be acquired: Keymen $68 million valuation (Rs 415 Crore ) Two manufacturing facilities in Ankara...
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...A Brief History of Indian Motorcycle America's love for the motorcycle began in 1900 with bicycle racer George M. Hendee and engineering wizard Carl Oscar Hedstrom. In 1901, the partners unveiled their first creation, the 1901 Single. The trade name chosen for their innovative machine would signify "a wholly American product in pioneering tradition". The name was Indian. 1910-1919 By 1911, Indian riders hold every American speed and distance record. In 1914, over 3,000 employees work on a 7-mile long assembly line in Indian's 1-million square foot Springfield, Massachusetts plant. Racing activities are suspended in 1916 as the company supplies the war effort with 41,000 machines. 1920-1929 In 1923 the company is renamed Indian Motocycle Company, dropping the "r" in "motorcycle". It's a decade of growth for the Indian model line, starting with the revolutionary 1920 Scout and followed by the 95-mph Chief, the even more powerful Big Chief, the lightweight Prince, the awesome 4-cylinder Four. The 1928 101 Scout becomes the machine of choice for "wall of death" stunt riders. 1930-1939 The Art Deco era hits the Indians adorned in a full range of Duco colors, two-tone designs, pinstriping, and decals. Two new lightweight models debut in 1932, the Motoplane and the Pony Scout. "Iron Man" Ed Kretz, aboard a Sport Scout, laps the entire field in his win at the 1937 inaugural Daytona 200. With the onset of World War II in 1939, the focus again shifts to providing the...
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...1) Online auctions: We believe it’s high time that we embrace the technology and make a transition to internet auctions. Develop an online platform through which growers can sell their products and buyers can purchase them. Both of them will be charged a 0.1 % of transaction amount. This will not only bring in additional revenue but also make the whole process of buying and selling a lot easier. These are the financials involved. We estimate that online portal will cost us around $3 million. With the revenue that we will generate from it, cost of portal will be covered in 341 days. 2) Service Customization As per the recent trend, many clients don’t want full range of auction services. Hence sometimes they bypass auctions and directly contact growers. Taking this into account, we have decided to offer clients what they want. Auctioneers will offer services in the form of bundles. Clients can customize their bundles as per their needs. 3. Situational Analysis 3.1. SWOT Analysis Strengths: * Rich heritage ( Considered America’s original motorcycle company) * Strong brand equity because of snowmobiles and off-road vehicles * Strong supply chain and distribution channel of parent company (Polaris): Polaris' marketing activities are designed to promote and communicate directly with consumers as well as to assist the selling and marketing efforts of its dealers and distributors. The company provides and advertises discount or rebate programs...
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...mangers and policy makers of motorbike industry,helping them to analyzing the factors which are affecting while driving their industry to different countries of the world. Throughout the last few year,the acronym PESTLE has been suffering a numbers of changes,but it seem to be the most important factor which is helpful for decision-makers of royal-Enfield to analysis the current situation of the that country where industry expands.There are six factors which are influencing PESTLE analysis. Political factors include areas such as taxation policy, law labor of law,transportation problems and stable political environment. Furthermore, governments have great influence proposal that limit number of motorcycles being sold in the country because Indian currency changes everyday with the comparison of UK pounds.The changes of currency means the changes of price of products and demand of product like royal Enfield are also changes which means recession are enter into the market so UK government take some steps to solved the this problem.Royal Enfield sales would affect by this issue.Furthermore UK consumers pay higher pre-tax prices for Motorbikes than anyone else in the Europe.Government is keen to attract foreign firms to invest in UK. Economical factors include economical stability,rate of interest,currency rate[market Recerch report{2013}] . These are factors which puts impacts on the operation of business and accrucul decisions. This is because the rate of interest and the currency...
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...Tue, Sep 28 03:37 PM June, 2009: An Indian woman with an MBA from a US university is interviewed by the CEO of an Indian telecommunications company on a muggy Friday afternoon at its Mumbai headquarters. Realising that she has no telecom experience whatsoever, the CEO asks her to work on a report on the sector over the weekend and email it to him on Monday. The lady does exactly that - and she does it so well that she gets the job. "The kind of research and analysis she did over a weekend was amazing. Only an MBA could do that," says the CEO - who never went to B-school himself. Every head honcho wants an MBA - to hire one, that is - even those heads of corporations who never came close to a B-school classroom. Indeed, the chief executives of many of India's most valuable companies didn't need that degree that's so coveted today to step into the corner room. Over two-thirds of the CEOs of the 30 companies that make up the benchmark index on the Bombay Stock Exchange, the Sensex, do not have an MBA, although a few did attend short management programmes at prestigious universities like Harvard and Wharton. The non-MBAs boast a delightful melange of qualifications. There are a lot of engineers, a sprinkling of doctorates, chartered accountants, cost accountants - and even an MA in English among these 30. There are only three Indian management graduates and a handful who have degrees from foreign universities. Another surprise - none of the Sensex companies is led by a graduate...
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...should be a representative of all the people. Andrew Jackson played a large part in shaping our democracy today. (Andrew Jackson, 2013) Andrew Jackson played a vital role in the shaping of the United States modern democracy. Many opponents of Jackson believe that he should not be on the $20 dollar bill because of his decisions towards Native Americans and the fact that he owned several hundred slaves. Although these are true facts regarding Andrew Jackson I don’t feel as though they are reason enough to remove him from the $20 dollar bill. We have to think about the time frame that Andrew Jackson was elected president in. During this time slavery was not against the law and was not uncommon. Yes, Andrew Jackson played a large role in the Indian removal act but again this was not uncommon during the era that Andrew Jackson was President. Is it right to say a President was a bad president because he was following the social norm of his time? Although Andrew Jackson had several controversies surrounding his Presidency he still was considered to be a successful...
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...of the Indian traveller Low penetration of travel The Me Effect: Changing types of travellers The growth of the business traveller The female business traveller The VFR traveller The young traveller The Red Tape Effect: the breaking down of barriers to travel Barriers still impeding Indian travellers The Leapfrog Effect: technology changing the way that Indian travellers behave The rise of mobility The collaborative traveller – India leading the way The need for capacity at the budget end of the market The need for greater budget airline infrastructure Infrastructure – the cruise opportunity The rail opportunity The Barbell Effect: growth at the upper and lower ends of the travel market in India The Indian luxury traveller The growth of the budget traveller Summary: The changing face of the Indian traveller Appendix Our approach Contributors 3 4 4 5 6 7 7 8 9 10 11 12 13 13 14 14 15 16 17 17 18 19 19 19 Shaping the future of travel in Asia Pacific 3 Foreword While the 21st century has been termed the “Asian Century”, the term “Indian Century” is equally apt as the tremendous pace of economic development in India will drive the country to a leading place in the global economy along with other markets such as China. In terms of the travel industry, India represents the emerging giant of the Asia Pacific travel market, as the number of Indian travellers will grow exponentially over the next 20 years. But alongside growth in traveller numbers, the nature of the Indian traveller...
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...and to maintain high standards. The café is run according to the standards maintained by the Barista Lavazza in India. Our management-team, constantly reinforce and evaluate these standards. Management Team G.M Achyut Parajuli Asst. G.M Deepa Karmocha H.R Manager Tenzin Samdup Account Manager Nutan Bhusal Duty Manager Sandhya Rai Sales and marketing Subhadra Dhakal History Established in February 2000, Barista Lavazza is noted as a pioneer of Indian café culture. The Barista Lavazza chain of espresso bars delivers a truly Italian coffee experience in warm, friendly and relaxed environments. It aims to provide a comfortable place for people to unwind over interesting conversations and a cup of coffee. The people who fill up Barista Lavazza consist of young adults, who are exposed to global lifestyles and appreciate the authentic flavours and tastes of coffee. Currently there are Barista Lavazza Espresso Bars and Barista Crème Lavazza’s in over 30 cities in India. Besides the Indian sub-continent, Barista Lavazza also has cafes in locations across Sri Lanka, Oman and the UAE. Barista is owned by Lavazza, Italy’s largest coffee company. Created using only the purest raw materials, Lavazza uses the strength of its experience and advanced technological resources to successfully spread the unique and unmistakable taste of its espresso. Today, it is legendary in terms of quality and recognized the world over as the symbol of Italian espresso. It is the...
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