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Pharmaceutical IndustryDEEPTANSHU ANIKET SATJOT SAKSHI PRERNA PRATIK SATYAJEET ABHISHEKDeeptanshu Pandey13A1HP015

About the companyFounded 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 bodiesStrategyIt 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 growthIt is vertically integrated in its manufacturing processes. StructureHRProductionR&DMarketing FinancePurchase &administrationCSRIndependent director (4)WholetimeDirector (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 PHADKE13A1HP030

IntroductionHeadquaters in MumbaiParent company : Glenmark Pharmaceuticals LimitedSubsidary: Glenmark Generics Limited 3 API plants 8 finished dosage plants 3 research facilities

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Glenmark - Global Footprint1 API Plant, Gujarat, India3 Dosage Plants, Goa, India1 Dosage Plant - Brazil1 Dosage Plant Czech Republic 1 Dosage Plant, HP, India1 Dosage Plant, Maharashtra, IndiaR&D for NCEs, IndiaR&D for Generics, IndiaR&D for Biologics, SwitzerlandGlenmark Generics Ltd., USGlenmark Generics SA, ArgentinaMedicamenta, Czech RepublicGlenmark Farmacetica Ltda.,Brazil2 API Plants, Maharashtra,IndiaGlenmark Generics Europe Limited, London, UKGlenmark Pharma Europe Limited, London, UKSeveral other subsidiaries and representative offices exist across the worldBowter Bartlett South AricaGlenmark India1 Dosage Plant - Argentina9Glenmark Generics Ltd (GGL)Glenmark Pharmaceuticals Ltd (GPL)Glenmark is divided into two main businesses with different business focusLeadershipMD and CEO: Glenn Saldanha

Chairman: Glenn SaldanhaPresident:Philip Andrew Gioia

VisionGlobal end to end Specialty Company

Global integrated Generic & API leaderWholly owned subsidiarySpecialty/ProprietaryGenericsGlenmark9Update Market Cap as at October 30 2007Update financial performance to FY 08 guidance. In brackets against each figure mention H1 performance.10Vision for Glenmark Pharmaceuticals LimitedProduct PortfolioLaunch two proprietary drugsBuild late stage pipeline

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

Market PositioningInnovation led companyDifferentiated branded generic companyInvest in building brandsTarget 2015Expand into new territories Build differentiated product franchiseGlobal end-to-end Specialty CompanyLicensingStrategyTransition into a proprietary product marketing company

10Update Market Cap as at October 30 2007Update financial performance to FY 08 guidance. In brackets against each figure mention H1 performance.11Vision for Glenmark Generics Limited (GGL)Product Portfolio170 generics on the US market70 generic dossiers for EU marketsOver 50 % of revenues from niches

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

Market PositioningKey Generic PlayerPreferred supplier of APIs Increase Geographical ReachTarget 2015Expand Niche Product PortfolioGlobal Integrated Generic & API leaderVertical IntegrationStrategy

11Update Market Cap as at October 30 2007Update financial performance to FY 08 guidance. In brackets against each figure mention H1 performance.

AmalgamationGlenmark in 2014 has decided for amalgamation of Glenmark Pharmaceuticals Limited and Glenmark Generics Limited (GGL- wholly owned sub. of GPL)

ChallengesTwo separate entities vision and missionBrand DilutionOrganisation structureTEVASatjotTeva pharmaTeva 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

StrategyAccelerating our growth platforms.Extending our global presenceExecuting strategic business developmentProtecting and expanding our core franchises.Reducing our operating costs.Extending our global presenceAcquisitionsThey acquired three-four pharmaceutical companies and also merged with Proctor and gamble and formed PGT which was into consumer health care products.CIPLASakshiCIPLA Ltd.Organizational StructureCipla has incorporated flat organization structureChairmanDirectorFinanceDirectorMarketingDirectorExportsDirectorResearchDirectorHR TechnicalDirectorLegal & SecretarialDirectorPersonal 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 BangaSTRATEGY AND APPROACHCREATE SUSTAINABLE REVENUE STREAMSSEEK COSTLEADERSHIPBALANCE PROFITABILITY ANDINVESTMENTS FOR FUTUREORGANIZATIONAL STRUCTUREMANAGING DIRECTORCHAIRMAN OF THE BOARDDIRECTORDIRECTORDIRECTORDIRECTOREXECUTIVE DIRECTORSECRETARYEXECUTIVE DIRECTORSUN PHARMA FOLLOWS A FUNCTIONAL UNITARY STRUCTUREStructured around a CEO and limited Corporate StaffActivities are grouped together by common functionsEach functional unit has different set of duties and responsibilitiesSpecialization is built into the organizational structure

PRATIK PATEL13A2HP015Organizational structure

Novartis Transformation

29Pre- MergerPost- MergerStrategy 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

WockhardtSatyajeet Organizational structure

Business StrategyStrong 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 . HOPEAbhishek Saini

Functional structureSlow & inflexible but used ITSuitable for large volume low costSpread across strategically selected locationsManagement team expert in their respective fieldsThank you