Subject category:
Strategy and General Management
Published by:
IBS Case Development Center
Length: 6 pages
Data source: Published sources
Topics:
Sun Pharmaceuticals India Limited; Growth strategies; Dr Reddy's Laboratories Limited; Ranbaxy Laboratories; Indian pharmaceutical industry; Research and development (R&D); Generics business; Sun Pharma Advanced Research Center; Mergers & acquisitions (M&A); Cipla Limited; United States Food and Drug Administration; United Kingdom Medicines Control Agency; Australia Therapeutic Goods Administration; Caraco Pharmaceutical Laboratories Limited; New chemical entities
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https://casecent.re/p/19770
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Abstract
Indian pharmaceutical companies, with their generic drugs have proved their capabilities in the world''s largest and lucrative markets - the US and Europe. These companies with their strong reverse engineering skills have gained a foothold in these key markets. Indian top-tier companies such as Dr Reddy''s, Ranbaxy, Cipla, Wockhardt and Sun Pharmaceutical Industries Ltd (SPIL), were the leading players in these markets. SPIL was one of the leading companies in the Indian pharmaceutical industry. It was also the first Indian pharmaceutical company to focus and sell drugs that treated life style segments. It reached a leadership position in each of the therapeutic areas it operated in. The company had used both organic and inorganic growth strategies to grow domestically and internationally. The case offers insights into the growth strategies that SPIL adopted to become one of the leading pharmaceutical companies in India and how it wanted to reposition itself in the post 2005 product patent regime.
About
Abstract
Indian pharmaceutical companies, with their generic drugs have proved their capabilities in the world''s largest and lucrative markets - the US and Europe. These companies with their strong reverse engineering skills have gained a foothold in these key markets. Indian top-tier companies such as Dr Reddy''s, Ranbaxy, Cipla, Wockhardt and Sun Pharmaceutical Industries Ltd (SPIL), were the leading players in these markets. SPIL was one of the leading companies in the Indian pharmaceutical industry. It was also the first Indian pharmaceutical company to focus and sell drugs that treated life style segments. It reached a leadership position in each of the therapeutic areas it operated in. The company had used both organic and inorganic growth strategies to grow domestically and internationally. The case offers insights into the growth strategies that SPIL adopted to become one of the leading pharmaceutical companies in India and how it wanted to reposition itself in the post 2005 product patent regime.