A

Thesis on
TO STUDY PROMOTIONAL STRATEGY ADOPTED BY
RANBAXY LABORATORIES LTD RELATED TO
RANITIDINE-150mg (Antiulcerant IN NAGPUR !ITY
B"
AS#IS# L$ RA#ATE
1 | P a g e
En%o&$No$'NBNG1()
A
Thesis on
TO STUDY PROMOTIONAL STRATEGY ADOPTED BY
RANBAXY LABORATORIES LTD RELATED TO
RANITIDINE-150mg (Antiulcerant IN NAGPUR !ITY
B"
AS#IS# L$ RA#ATE
En%o&$No$'NBNG1()
A %e*o%+ s,-mi++e. in */%+i/& 0,&0i&&men+ o0
The %e1,i%emen+s o0
2 | P a g e
T#E MBA PROGRAM
(The !&/ss o0 2010
IN!
A!3NO4LEDGEMENT
In preparation of this report by me I feel great pleasure because it gives me
extensive practical knowledge in my career. I have attended the information about
sales promotion of Ranbaxy Lab. through this project
I express my deep sense of my gratitude to my company for valuable guidance
during my project work I also like thank to all the staff members those who
guided me in my project of Ranbaxy Lab. At Nagpur.
I am thankful to M%$A5/" P/+o&e !aculty "uide# for valuable inspiration and
guidance provided me through out course of this project. Last $ut not least% I feel
proud to express my deep gratitude to my parents without blessings& the presence
work would have never been employed.
3 | P a g e
TABLE O6 !ONTENTS
S%$No$ P/%+i7,&/%s P/ge No$
!h/*+e%-1 In+%o.,7+ion '
(bjective and Limitations of )tudy *
Industry +rofile ,
-arket )tructure and .rends /0
1ompany +rofile 02
+harmaceutical -arketing in Ranbaxy 3/
Ranbaxy $usiness )trategy 34
!h/*+e%- 2 S4OT An/&"sis 82
!h/*+e%- 9 Mission An. :ision S+/+emen+ 8(
!h/*+e%- 8 P%o.,7+ P%o0i&e 8)
5etails of Ranitidine 67
8istac 60
1ompetitors of 8istac 60
!h/*+e%- 5 Rese/%7h Me+ho.o&og" 59
!h/*+e%- ( An/&"sis 55
!h/*+e%- ; A-o,+ R/n-/<" (0
4 | P a g e
.op -olecules of Ranbaxy '/
.op 1ompetitors of Ranbaxy '3
!h/*+e%- ' 6in.ing /n. 7on7&,sion ((
!h/*+e%- ) Bi-&iog%/*h" ('
!h/*+e%- 10 =,es+ionn/i%e ;0
!h/*+e%- 11 G&oss/%" ;2
!h/*+e%- 12 A--%e>i/+ions ;(
E<e7,+i>e S,mm/%"
Now a day in this competitive world there are many companies existed. 9very
company wants to attract more and more customers to them there are many
policies which are being implementing by these companies. )ales promotion plays
an important role to increase the market potential of any company. .here are
various products of big companies which failed due to lack of aggressive
marketing and proper promotion of that product.
)ales promotion can be defined as an activity taken up to boost the sales of a
product. In a specific sense% a sales promotion includes those sales and advertising
5 | P a g e
and coordinates them and make them effective. It can include a host of activities
like running advertising campaigns% handling public relation activities% distribution
of free samples% offering free gifts% conducting trade fairs% offering temporary price
discounts etc.
.he main purpose of sales promotion is to boost the sales of a product by creating
demand.
)ales promotion also helps in achieving the following purposes:
/. 9ncourage the customers to try a new product.
0. Attract new customers
3. 9ncourage the customers to use the product or service and make them brand
loyal.

!#APTER- 1
6 | P a g e
INTRODUCTION
OB?E!TI:ES O6 T#E STUDY
.o study the overview of Indian +harmaceutical -arket.
.o study the culture of Ranbaxy Lab.
.o find out the promotional strategies used by Ranbaxy with respect to
;8istac< tab.
7 | P a g e
.o find out various promotional strategies used by Ranbaxy to ac=uire
market share in Nagpur city.
.o study the competitors of ;8istac< in pharma market.
).o study the perceptions of 5octors on sales of ;8istac<
LIMITATIONS
.he scope of study is limited to Nagpur 1ity only.
.here may be discrepancies in the actual data and the recorded data due to
misinterpretations.
.opic is vast but availability of information and timeline is short.
>nable to meet the decision maker of the organi?ation.
5ue to busy schedule of 5octors proper feedback is not possible.
8$ INDUSTRY PRO6ILE
.he In.i/n Ph/%m/7e,+i7/& In.,s+%" 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. A highly organi?ed sector% the Indian +harma
Industry is estimated to be worth A 2.6 billion% growing at about , to 4 percent
annually. It ranks very high in the third world% in terms of technology% =uality and
8 | P a g e
range of medicines manufactured. !rom simple headache pills to sophisticated
antibiotics and complex cardiac compounds% almost every type of medicine is now
made indigenously.
+laying a key role in promoting and sustaining development in the vital field of
medicines% In.i/n Ph/%m/ In.,s+%" boasts of =uality producers and many units
approved by regulatory authorities in >)A and >B. International companies
associated with this sector have stimulated% assisted and spearheaded this dynamic
development in the past 63 years and helped to put India on the pharmaceutical
map of the world.
.he Indian +harmaceutical sector is highly fragmented with more than 07%777
registered units. It has expanded drastically in the last two decades. .he leading
067 pharmaceutical companies control *7C of the market with market leader
holding nearly *C of the market share. It is an extremely fragmented market with
severe price competition and government price control.
.he pharmaceutical industry in India meets around *7C of the countryDs demand
for bulk drugs% drug intermediates% pharmaceutical formulations% chemicals%
tablets% capsules% orals and injectibles. .here are about 067 large units and about
,777 )mall )cale >nits% which form the core of the pharmaceutical industry in
India including 6 1entral +ublic )ector >nits#. .hese units produce the complete
range of pharmaceutical formulations% i.e.% medicines ready for consumption by
patients and about 367 bulk drugs% i.e.% chemicals having therapeutic value and
used for production of pharmaceutical formulations.
!ollowing the de@licensing of the pharmaceutical industry% industrial licensing for
most of the drugs and pharmaceutical products has been done away with.
-anufacturers are free to produce any drug duly approved by the 5rug 1ontrol
Authority. .echnologically strong and totally self@reliant% the pharmaceutical
industry in India has low costs of production% low RE5 costs% innovative scientific
manpower% strength of national laboratories and an increasing balance of trade.
.he +harmaceutical Industry% with its rich scientific talents and research
9 | P a g e
capabilities% supported by Intellectual +roperty +rotection regime is well set to
take on the international market.
.he future of Indian pharmaceutical sector looks extremely positive. Indian
pharma companies are vying for the branded generic drug space to register their
global presence. )everal Indian pharmaceutical companies have ac=uired
companies in the >) and 9urope and many others are raising funds to do so. !or
example% Ranbaxy ac=uired RomaniaDs .erapia% 9thimed NF of $elgium and
")BDs generic business Allen )pA in Italy. 5r ReddyDs ac=uired "erman generic
drug maker $etapharm. 1ompanies like "lenmark +harma% Lupin% Aurobindo and
Gubilant (rganosys are on the lookout for lucrative ac=uisitions.
Gene%i7 D%,gs
A gene%i7 .%,g generic drugs% short: generics# is a drug which is produced and
distributed without patent protection. .he generic drug may still have a patent on
the formulation but not on the active ingredient.
O>e% The !o,n+e% D%,g
It is also known as medication drugs. .hese can be purchased without prescription.
P%es7%i*+ion D%,gs
.hese have to be prescribed or administered by healthcare professionals.
:/77ines M/%@e+
10 | P a g e
Faccine manufacturers from all over the world have been involved in a stalemate
with governments regarding supply and demand. Hhile governments are reluctant
to ensure steady demand for vaccines unless the manufacturers can prove their
ability to increase their supply% the latter are apprehensive about increasing
production without a guarantee of sustained demand from the governments.
-eanwhile% developing nations are increasingly demanding vaccines that are no
longer included in the immuni?ation schedules of developed countries. .hese
vaccines will have to be provided at very low costs% which will not be feasible
unless the demand can compensate for the low margins.
"lobal vaccines market is estimated at >)5/7 billion in 077*& human vaccine
valued at >)5,.3 billion contributes major share ie ,3C of the total market and
rest /*C is occupied by animal vaccine valued at >)5/.* billion. .he >) is the
leading market% accounting for more than 67C of the global vaccine market.
Influen?a vaccine is the fastest growing in the adult vaccine segment followed by
8epatitis vaccines. .he vaccines market in India in 077'@7* was INR37.63 billion
registering a 37.2/C growth over the previous year. India<s huge population
makes it among the world<s largest market for vaccines of all types.
India faces a growing demand for new generation and ;combination< vaccines%
such as 5+. with 8epatitis $% 8epatitis A and Injectable polio vaccine% besides
several veterinary and poultry vaccines. Indian vaccines market is dominated by
pediatric vaccine with '7C of market share. 1ombination vaccines are driving the
growth of vaccine market in India.
The -,siness o0 D%,g De>e&o*men+
D%,g .e>e&o*men+ is a blanket term used to define the entire process of bringing
a new drug or device to the -arket. It includes 5rug discovery I product
development% pre@clinical research microorganismsIanimals# and 1linical trials
on humans#.
11 | P a g e
New 1hemical 9ntities N!Es#also known as New -olecular 9ntities N-9s##
are compounds which emerge from the process of drug discovery. .hese will have
promising activity against a particular biological target thought to be important in
disease& however% little will be known about the
safety% toxicity% pharmacokinetics and metabolism of this N19 in humans. It is the
function of drug development to assess all of these parameters prior to human
clinical trials. A further major objective of drug development is to make a
recommendation of the dose and schedule to be used the first time an N19 is used
in a human clinical trial Jfirst@in@manJ !I-# or !irst 8uman 5ose !85##.
-any aspects of drug development are focused on satisfying the regulatory
re=uirements of drug licensing authorities. .hese generally constitute a number of
tests designed to determine the major toxicities of a novel compound prior to first
use in man. It is a legal re=uirement that an assessment of major organ toxicity be
performed effects on the heart and lungs% brain% kidney% liver and digestive
system#% as well as effects on other parts of the body that might be affected by the
drug e.g. the skin if the new drug is to be delivered through the skin#. Hhile%
increasingly% these tests can be made using in vitro methods e.g. with isolated
cells#% many tests can only be made by using experimental animals% since it is only
in an intact organism that the complex interplay of metabolism and drug exposure
on toxicity can be examined.
.he process of drug development does not stop once an N19 begins human
clinical trials. In addition to the tests re=uired to move a novel drug into the clinic
for the first time it is also important to ensure that long@term or chronic toxicities
are determined% as well as effects on systems not previously monitored fertility%
reproduction% immune system% etc#. .he compound will also be tested for its
capability to cause cancer carcinogenicity testing#.
MAR3ET STRU!TURE AND TRENDS
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.he first In.i/n *h/%m/7e,+i7/& 7om*/n"% $engal 1hemicals and
+harmaceutical Horks% which still exists today as one of 6 government@owned
drug manufacturers% appeared in 1alcutta in /437. !or the next '7 years% most of
the drugs in India were imported by multinationals either in fully@formulated or
bulk form.
.he government started to encourage the growth of drug manufacturing by Indian
companies in the early /4'7s% and with the +atents Act in /4*7% enabled the
industry to become what it is today. .his patent act removed
composition patents from food and drugs% and though it kept process patents% these
were shortened to a period of five to seven years. .he lack of patent protection
made the Indian market undesirable to the multinational companies that had
dominated the market% and while they streamed out% Indian companies started to
take their places.
.hey carved a niche in both the Indian and world markets with their expertise in
reverse@engineering new processes for manufacturing drugs at low costs. Although
some of the larger companies have taken baby steps towards drug innovation% the
industry as a whole has been following this business model until the present.
In 0770% over 07%777 registered drug manufacturers in India sold A4 billion worth
of formulations and bulk drugs. ,6C of these formulations were sold in India
while over '7C of the bulk drugs were exported% mostly to the >nited )tates and
Russia. -ost of the players in the market are small@to@medium enterprises& 067 of
the largest companies control *7C of the Indian marketK. .hanks to the /4*7
+atent Act% multinationals represent only 36C of the market% down from *7C
thirty years ago.
-ost pharma companies operating in India% even the multinationals% employ
Indians almost exclusively from the lowest ranks to high level management.
-irroring the social structure% firms are very hierarchical. 8omegrown
pharmaceuticals% like many other businesses in India% are often a mix of public and
private enterprise. Although many of these companies are publicly owned%
leadership passes from father to son and the founding family holds a majority
share.
13 | P a g e
Rese/%7h /n. De>e&o*men+
$oth the Indian central and state governments have recogni?ed RE5 as an
important driver in the growth of their pharma businesses and conferred tax
deductions for expenses related to research and development. .hey have granted
other concessions as well% such as reduced interest rates for export financing and a
cut in the number of drugs under price control. "overnment support is not the only
thing in Indian pharma favor% though& companies also have access to a highly@
developed I. industry that can partner with them in new molecule discovery.
RESTRU!TURING O6 P#ARMA
.he Indian +harmaceutical Industry has come a long way from waiting for imports
of bulk drugs from global majors for re processing to becoming an industry which
is driving product development and breaking new grounds in medicine research
worldwide. .his transformation can be better gauged in terms of volume numbers
where in the industry which was earlier stagnating is now expected to touch a
turnover of INR067 billion A6.* billion# at the end of the /7th !ive Lear +lan
0770@077*#. +art of this ama?ing growth story will be propelled by capital
investments of around INR/77 billion A0.3 billion#% most of which have already
been committed to the "overnment of India.
.he Indian pharmaceutical industry has a uni=ue amalgamation of three critical
factors which make it so attractive for investment thereby adding impetus to
growth.
@ .he process patent regime
@ +rice controls
@ 9xemptions to )mall )cale Industries ))Is#
.he commitment to infrastructure development% technological competency
augmentation and a wide array of products has boosted the industry to already
14 | P a g e
achieve the A2 billion mark.
.he implementation of "ood -anufacturing +ractices has become a further
supplement to the industry now producing bulk drugs for all the major therapy
segments which are the most in demand. .he competencies developed in India in
organic synthesis E process engineering have helped derive the most cost effective
solutions in time efficient scales and compliant with high =uality standards. An
important outcome of this was India<s low cost production of anti@retroviral for
export to humanitarian and international organi?ations in needy African countries
which brought global recognition and acceptance of the industry as a major player
in the global drug producing nations.
OUTSOUR!ING O6 P # A RMA
It has been well recogni?ed that the global pharmaceutical industry is facing a
number of challenges at present. .he difficulties the industry is experiencing have
forced all drug companies to change their current operation models. .hey are now
forced to pursue more efficient% cost@effective and productive ways to conduct
their operations% whether in RE5 or manufacturing. .he keys for them to make a
=uick turnaround are to get drug discovered =uicker% developed faster%
manufactured cheaper and marketed wider.
(utsourcing has been proven to be one of the effective solutions for drug
companies to =uickly turn the situation around as it provides them with the desired
efficiency% flexibility and agility. Among all emerging countries for outsourcing%
1hina and India have risen rapidly and become stars in the global pharmaceutical
outsourcing arena as both countries possess the uni=ue combination of low cost
and =uality service. .he current global financial crisis has also greatly enhanced
the importance of these two countries to many drug companies around the world
who are vigorously seeking cost reduction.
STRATEGI! ALLIEN!ES
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A number of firms around the world have been using strategic alliances to become
more competitive globally. .he reasons attributed to such alliances vary from
economies of scale% increased revenue% cross selling% synergy% tax write@offs% and
diversification and resource transfers among others.
After the liberali?ation of Indian economy in /44/% Indian companies have used
these strategic alliances to expand into other markets and prepare for increased
competition at home. $ut after joining the Horld .rade (rgani?ation in /446%
India had to change its patent laws by / Ganuary 0776 to meet its commitments
under the H.(Ds agreement on .rade Related Intellectual +roperty Rights
.RI+)#. In the post@0776 scenario% the pharmaceutical industry has undergone a
significant change due to the .RI+) agreement.
.hough a number of reasons are attributed to these strategic alliances in literature%
there is no particular pattern that can be observed in these alliances. Analy?ing the
Indian +harmaceutical Industry and the strategic alliances in the recent past and
what drives these alliances. A value chain framework has been proposed that
analyses the critical capabilities needed along the value chain in the
+harmaceutical Industry% the existing capabilities of the firms and how these
alliances are supposed to bridge the capability gap.
16 | P a g e
E<*/nsion +oA/%.s Gene%i7 D%,gs
.he last three years has seen several major shifts in generics company strategies.
!rom 077' to 077, a period of high -EA activity was seen as many companies
sought to expand geographically and create the scale re=uired to compete with
large pharmaceutical companies. )ince the global financial crisis the level of deals
has declined due to the implications of restricted debt markets and the need to
reduce company debt.
.he global financial crisis has also affected government debt and subse=uently
healthcare cost containment has become a prominent issue. -any nations and in
particular the >) is seeking to reduce healthcare costs through promotion of
generics and creating better approval pathways for biogenerics.
PRI!ING O6 MEDI!INES
H8IL9 ->18 +R("R9)) has been made in transforming the health sector
since /442% we begin this first calendar year of the second decade of our freedom
with the momentous task of sustaining efforts to improve access to affordable
=uality medicine. .he transformation of the pharmaceutical industry% both in terms
of ensuring the =uality of medicine and reducing prices of drugs at manufacturing%
distribution and retail industry levels has been the most challenging part of the
transformation process in the health sector so far.
!ollowing broad and intensive consultation% government passed the -edicine and
Related )ubstances Act in /44* to provide a legislative framework for improving
access to affordable medicine. .his entails making the entire pricing system on
medicine more transparent and capping the prices where necessary.
Hhile seeking to reduce the prices at manufacturing and distribution levels% the
interventions also sought to remove any incentive that encouraged prescribers and
dispensers of medicines to issue more expensive medicines to recoup a better
percentage margin.
.he opponents of the transformation process within the retail pharmacy industry
initially argued that the dispensing fee that can be charged by pharmacists was too
17 | P a g e
low and would therefore undermine the viability of this industry. In subse=uent
arguments in court on this matter% they =uestioned not only the dispensing fee set
by government but also the whole idea of regulating prices in order to improve
accessibility to medicine. 8ighly priced medicine is preferred because of better
returns when using a percentage mark@up system. .he lowering of medicine prices
to benefit the consumer is therefore bad news for those who have built their
business models on this practice.
Hhen applying government pricing regulations on the same medicine =uoted
above% a pharmacist would simply add 0'C on the manufacturerDs price of R3/.26.
.his means that a consumer would buy the medicine at R34.'3 instead of an
unjustifiable R66.23 set by -8).
DRUG DONATION
4#O g,i.e&ines 0o% .%,g .on/+ions
Se&e7+ion o0 .%,gs
5rugs should be based on expressed need% be relevant to disease
pattern and be agreed with the recipient.
-edicines should be listed on the countryDs essential
No returned drugs from patients should be used.
All drugs should have a shelf life of at least /0 months after arrival in the
recipient country.

=,/&i+" /ss,%/n7e (=A /n. she&0 &i0e
18 | P a g e
5rugs should be from a reliable source and H8( certification
for =uality of pharmaceuticals should be used.
No returned drugs from patients should be used.
All drugs should have a shelf life of at least /0 months after arrival in the
recipient country.
P%esen+/+ionB */7@ing /n. &/-e&ing
All drugs must be labeled in a language that is easily understood in the
recipient country and contain details of generic name% batch
number% dosage form% strength% =uantity% name of manufacturer% storage
conditions and expiry date.
5rugs should be presented in reasonable pack si?es e.g. no sample or
patient starter packs#.
DRUG SA6 ETY
Ph/%m/7o>igi&/n7e +F# is the pharmacological science relating to the detection%
assessment% understanding and prevention of adverse effects% particularly long
term and short term side effects of medicines. "enerally speaking%
pharmacovigilance is the science of collecting% monitoring% researching% assessing
and evaluating information from healthcare providers and patients on the adverse
effects of medications% biological products% herbalism and traditional
medicines with a view to:
Identifying new information about ha?ards associated with medicines
+reventing harm to patients.
19 | P a g e
+harmacovigilance is particularly concerned with adverse drug reactions%
or A5Rs% which are officially described as: JA response to a drug which
is noxious and unintended% and which occurs at doses normally used for
the prophylaxis% diagnosis or therapy of disease% or for the modification
of physiological function.J
+harmacovigilance is gaining importance for doctors and scientists as the
number of stories in the mass media of drug recalls increases.
In0o%m/+ion /n. m/n/gemen+
Recipients should be informed of all drug donations that are being
considered or under way.
5eclared value should be based on the wholesale price in the recipient
country or on the wholesale world market price.
1ost of international and local transport% warehousing% etc% should be
paid by the donor agency unless otherwise agreed with the recipient in
advance.
Ris@s o0 me.i7/& +%e/+men+
Hhile medicines have led to major improvement in the treatment and
control of diseases% they also produce adverse effects on the human body
from time to time
Hhile many drugs are precisely targeted to the causes and mechanisms
of disease% they may also have minor or distressing effects on other parts
of the body% or interact negatively with the systems of the particular
individual or with other drugs or substances they are taking% or% not work
well or at all for some% many or all of those who take them for illness
.here is no such thing as a safe drug. .here are risks in any intrusion into
the human body% whether chemical or surgical. Nothing in this field is
20 | P a g e
entirely predictable as the interaction between chemicals and the human
body may produce surprises.
P#ARMA C T#ROUG# POTER EYE
.odayDs business environment is extremely competitive and in economics parlance
where perfect competition exists% the profits of the firms operating in that industry
will become ?ero.
8owever% this is not possible because% firstly no company is a price taker i.e. no
company will operate where profits are ?ero#.
)econdly% they strive to create a competitive advantage to thrive in the competitive
scenario. -ichael +orter% considered to be one of the foremost gurusD of
management% developed the famous five@force model% which influences an
industry.
In.,s+%" 7om*e+i+ion
+harma industry is one of the most competitive industries in the country with as
many as /7%777 different players fighting for the same pie. .he rivalry in the
industry can be gauged from the fact that the top player in the country has only 'C
market share% and the top five players together have about /,C market share.
.hus% the concentration ratio for this industry is very low. 8igh growth prospects
make it attractive for new players to enter in the industry.
Another major factor that adds to the industry rivalry is the fact that the entry
barriers to pharma industry are very low. .he fixed cost re=uirement is low but the
need for working capital is high.
21 | P a g e
B/%g/ining *oAe% o0 -,"e%s
9nhance over the long term% as product patents come into play from 0776.
.he uni=ue feature of pharma industry is that the end user of the product is
different from the influencer read doctor#. .he consumer has no choice but to buy
what doctor says. 8owever% when we look at the buyerDs power% we look at the
influence they have on the prices of the product.
In pharma industry% the buyers are scattered and they as such does not wield much
power in the pricing of the products. 8owever% government with its policies% plays
an important role in regulating pricing through the N++A National
+harmaceutical +ricing Authority#.
22 | P a g e
B/%g/ining *oAe% o0 s,**&ie%s
.he pharma industry depends upon several organic chemicals. .he chemical
industry is again very competitive and fragmented. .he chemicals used in the
pharma industry are largely a commodity.
.he suppliers have very low bargaining power and the companies in the pharma
industry can switch from their suppliers without incurring a very high cost.
8owever% what can happen is that the supplier can go for forward integration to
become a pharma company. 1ompanies like (rchid 1hemicals and )ashun
1hemicals were basically chemical companies% who turned themselves into
pharmaceutical companies.
B/%%ie%s +o en+%"
+harma industry is one of the most easily accessible industries for an entrepreneur
in India. .he capital re=uirement for the industry is very low% creating a regional
distribution network is easy% since the point of sales is restricted in this industry in
India.
8owever% creating brand awareness and franchisee amongst doctors is the key for
long@term survival. Also% =uality regulations by the government may put some
hindrance for establishing new manufacturing operations.
"oing forward% the impending new patent regime will raise the barriers to entry.
$ut it is unlikely to discourage new entrants% as market for generics will be as
huge.
Th%e/+ o0 s,-s+i+,+es
.his is one of the great advantages of the pharma industry. Hhatever happens%
demand for pharma products continues and the industry thrives. (ne of the key
reasons for high competitiveness in the industry is that as an on going concern%
pharma industry seems to have an infinite future.
23 | P a g e
8owever% in recent times% the advances made in the field of biotechnology% can
prove to be a threat to the synthetic pharma industry.
P#ARMA INDUSTRYC GRO4T# BREA3UP
24 | P a g e
!OMPANY PRO6ILE
Ranbaxy Laboratories Limited% IndiaDs largest pharmaceutical company% is an
integrated% research based% international pharmaceutical company% producing a
wide range of =uality% affordable generic medicines% trusted by healthcare
professionals and patients across geographies. Ranked ,th amongst the global
generic pharmaceutical companies% Ranbaxy today has a presence in 03 of the top
06 pharmaceutical markets of the world. .he 1ompany has a global footprint in 24
countries% world@class manufacturing facilities in // countries and serves
customers in over /06 countries.
In Gune 077,% Ranbaxy entered into an alliance with one of the largest Gapanese
innovator companies% 5aiichi )ankyo 1ompany Ltd.% to create an innovator and
generic pharmaceutical powerhouse. .he combined entity now ranks among the
top /6 pharmaceutical companies% globally. .he transformational deal 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.
:ision /n. As*i%/+ions
Ranbaxy is driven by its vision to achieve significant business in proprietary
prescription products by07/0 with a strong presence in developed market. .he
company aspires to be amount the top 6 global generic player and aims at
achieving global sales of >)A 6bn by 07/0.
6in/n7i/&s
Ranbaxy was incorporated in /4'/ and went public in /4*3. !or the year 077,% the
1ompany recorded "lobal )ales of >) A /%',0 -n% reflecting a growth of 2C.
.he 1ompany has a balanced mix of revenues from emerging and developed
markets that contribute 62C and 34C respectively. In 077,% North America% the
1ompanyDs largest market contributed sales of >) A 224 -n% followed by 9urope
25 | P a g e
garnering >) A 337 -n. $usiness in Asia is going strong with India clocking sales
of around >) A 377 -n with market leadership in several business segments%
backed by strong brand@building skills.
S+%/+eg"
Ranbaxy is focused on increasing the momentum in the generics business in its
key markets through organic and inorganic growth routes. "rowth is well spread
across geographies with focus on emerging markets .he 1ompany continues to
evaluate ac=uisition opportunities in India% emerging and developed markets to
strengthen its business and competitiveness.
RDD
Ranbaxy views its RE5 capabilities as a vital component of its business strategy
that will provide a sustainable% long@term competitive advantage. .he 1ompany
has a pool of over /%077 scientists engaged in path@breaking research.
Ranbaxy is among the few Indian pharmaceutical companies in India to have
started its research program in the late *7Ds% in support of its global ambitions. A
first@of@its@kind world class RE5 centre was commissioned in /442. .oday% the
1ompanyDs multi@disciplinary RE5 centre at "urgaon% in India% houses dedicated
facilities for generics research and innovative research. .he robust RE5
environment for both drug discovery and development reflects the 1ompanyDs
commitment to be a leader in the generics space offering value added formulations
based on its New 1hemical 9ntity N19# research capabilities.
.he new drug research areas at Ranbaxy include anti@infectives% inflammatory I
respiratory% metabolic diseases% oncology% urology and anti@malaria therapies. .he
1ompany has signed collaborative research programs with ")B and -erck.
Peo*&e
.he 1ompany<s business philosophy based on delivering value to its stakeholders
constantly inspires its people to innovate% achieve excellence and set new global
benchmarks. 5riven by the passion of its over /0%777 strong multicultural
workforce comprising over 67 nationalities% Ranbaxy continues to aggressively
pursue its mission to become a Research@based International +harmaceutical
1ompany and attain a true global leadership position.
26 | P a g e
Li0e /+ R/n-/< "
A career at Ranbaxy means an opportunity for ample learning E growth. It offers
avenues to work across the globe along side the finest minds. .he 1ompany offers
a challenging assignment% a world class working environment% professional
management% competitive salaries% stock options along with exceptional rewards.
If you have an appetite for challenges% we have an exciting career for you
O**o%+,ni+ies
.he global spread of Ranbaxy and the bla?ing growth in business provides ample
opportunities for our employees to build careers in various fields. (pportunities
have never been a constraint for the deserving. He believe in employee growth
that goes beyond vertical movements and change in designations. +otential and
performance are the pillars of career progression at Ranbaxy. A robust
development process supports this.
(ur managers will generally have the opportunity to live and work in different
countries& such international experience will help them better understand our
complex business and grow both personally and professionally.
27 | P a g e
S/&/%" /n. Bene0i+s
)alaries and other benefits in Ranbaxy are comparable with the best in the industry
and one can expect to be rewarded highly if the performance is consistently
outstanding.
"roup Life Insurance% -edical Insurance and +ension plans are a few examples of
the benefits we provide to our employees and their dependents with ade=uate
financial protection on long term basis.
S+o7@ OAne%shi*
.he ownership in business is fundamental to personal progression% we encourage
you to take ownership of your investments.
)tock ownership is a part of the compensation for our managers early in their
career at Ranbaxy: you will see the business results straight in your pay slipM
28 | P a g e
!ORPORATE PRO6ILE O6 RANBAXY
Bo/%. o0 Di%e7+o%s
D%$Ts,+om, Une
1hairman Non 9xecutive and Non independent 5irector
M%$A+,& So-+i
19( and managing 5irector
M%$T/@/shi So./
Non 9xecutive 5irector
M%$R/5esh :$ Sh/h
Independent 5irector
E<e7,+i>e Te/m
M%$ A+,& So-+i
1hief 9xecutive (fficer E -anaging 5irector
M%$ R/mesh L$ A.ige
+resident% 1orporate Affairs E "lobal 1orporate 1ommunications
M%$ Di*/@ !h/++/%/5
29 | P a g e
+resident% 1orporate 5evelopment E )trategy
D%$ S,./%sh/n 3$ A%o%/
+resident% RE5 "enerics% N55) E 5rug 5evelopment#
M%$ Omesh Se+hi
1hief !inancial (fficer
M%$ A%,n S/Ahne"
+resident% A+I "$>% "lobal -anufacturing E )upply 1hain
M%$ Bh/gA/+ Y/gni@
8ead N "lobal 8uman Resources
M%$ D/>i. B%is@m/n
1hief Information (fficer
30 | P a g e
DI66ERENT PROMOTIOANL TOOLS
P%omo+ion/& mi<
It is helpful to define the five main elements of the promotional mix before
considering their strengths and weakness
A.>e%+ising
Advertising is any paid form of non personal communication of ideas and products
in the ;prime media< i.e. television% newspaper% maga?ines% billboard posters%
radio% cinema etc. Advertising is intended to persuade and to inform.
Di%e7+ m/%@e+ing
5irect marketing creates direct relationship between customer and the business on
an individual basis.
Pe%son/& se&&ing
+ersonal selling refers to oral communication with potential buyers of a product
with the intention of making of sale.
S/&es *%omo+ion
)ales promotion refers to the provision of incentives to customer or the
distribution channel to stimulate demand for a product.
P,-&i7 %e&/+ion
+ublic relation is the communication of brands % product or business by placing
information about it in the media without paying for the time or media space
directly.
31 | P a g e
P#ARMA!EUTI!ALS MAR3ETING IN RANBAXY
Ph/%m/7e,+i7/& m/%@e+ing is the business of advertising or otherwise promoting
the sale of pharmaceuticals or drugs.
-ass marketing of prescription medications was rare until recently% however. It
was long believed that since doctors made the selection of drugs% mass marketing
was a waste of resources& specific ads targeting the medical profession were
thought to be cheaper and just as effective. .his would involve ads in professional
journals and visits by sales staff to doctor<s offices and hospitals. An important
part of these efforts was marketing to medical students.
.he marketing of medication has a long history. .he sale of miracle cures% many
with little real potency% has always been common. -arketing of legitimate non@
prescription medications% such as pain relievers or allergy medicine% has also long
been practiced. -ass marketing of prescription medications was rare until
recently% however. It was long believed that since doctors made the selection of
drugs% mass marketing was a waste of resources& specific ads targeting the medical
profession were thought to be cheaper and just as effective. .his would involve
ads in professional journals and visits by sales staff to doctor<s offices and
hospitals. An important part of these efforts was marketing to medical students.
Di%e7+ /n. in.i%e7+ m/%@e+ing +o he/&+h 7/%e *%o>i.e%s
+hysicians are perhaps the most important component in pharmaceutical sales.
.hey write the prescriptions that determine which drugs will be used by the
32 | P a g e
patient. Influencing the physician is the key to pharmaceutical sales. 8istorically%
this was done by a large pharmaceutical sales force. A medium@si?ed
pharmaceutical company might have a sales force of /777 representatives. .he
largest companies have tens of thousands of representatives around the world.
)ales representatives called upon physicians regularly% providing information and
free drug samples to the physicians.
.his is still the approach today& however% economic pressures on the industry are
causing pharmaceutical companies to rethink the traditional sales process to
physicians.
-ore recently% the +artners 8ealthcare% -assachusettsD largest hospital and
physician network% will adopt new guidelines prohibiting physicians and
researchers from accepting gifts from pharmaceutical manufacturers. .his will
include meals or individual drug samples% and also drug samples left by companies
will be distributed through a centrali?ed system% while educational programs and
fellowships will also be re=uired to be centrally reviewed and approved.
+harmaceutical companies are developing processes to influence the people who
influence the physicians. .here are several channels by which a physician may be
influenced% including self@influence through research% peer influence% direct
interaction with pharmaceutical companies% patients% and public or private
insurance companies. .here are also web based instruments that can be used to
determine the influencers and buying motives of physicians.
.here are a number of firms that speciali?e in data and analytics for
pharmaceutical marketing.
In.i>i.,/& %ese/%7h
+hysicians discover pharmaceutical information from such sources as
the +hysicianDs 5esk Reference and online sources such as +5R.net% as well as via
+5As with applications.
33 | P a g e
.hey also rely upon pharmaceutical@branded e@detailing sites% pharmaceutical sales
and non@sales representatives% and scholarly literature. )cholarly literature can be
in the form of medical journal article reprints% often delivered by sales
representatives at their place of employment or at conference exhibitions.
Pee% in0&,en7e
Bey opinion leaders
Bey opinion leaders B(L#% or Jthought leadersJ% are respected individuals% such
as prominent medical school faculty% who influence physicians through their
professional status. +harmaceutical companies generally engage key opinion
leaders early in the drug development process to provide advocacy and key
marketing feedback.)ome pharmaceutical companies identify key opinion leaders
through direct in=uiry of physicians primary research#.
1olleagues
+hysicians ac=uire information through informal contacts with their colleagues%
including social events% professional affiliations% common hospital affiliations% and
common medical school affiliations. )ome pharmaceutical companies identify
influential colleagues through commercially available prescription writing and
patient level data
.
5octor dinner meetings are an effective way for physicians to
ac=uire educational information from respected peers. .hese meetings are
sponsored by some pharmaceutical companies.
Di%e7+ *h"si7i/n 7on+/7+ Ai+h *h/%m/7e,+i7/& s/&es %e*%esen+/+i>es
A pharmaceutical representative will often try to see a given physician every few
weeks. Representatives often have a call list of about 077 physicians with /07
targets that should be visited in /@0 week cycles.
34 | P a g e
$ecause of the large si?e of the pharmaceutical sales force% the organi?ation%
management% and measurement of effectiveness of the sales force are significant
business challenges. -anagement tasks are usually broken down into the areas of
physician targeting% sales force si?e and structure% sales force optimi?ation% call
planning% and sales forces effectiveness.
A few pharmaceutical companies have reali?ed that training sales representatives
on high science alone is not enough% especially when most products are similar in
=uality. .hus% training sales representatives on relationship selling techni=ues in
addition to medical science and product knowledge% can make a difference in sales
force effectiveness. )pecialist physicians are relying more and more on specialty
sales reps for product information% because they are more knowledgeable than
primary care reps.
Physician targeting
-arketers attempt to identify the universe of physicians most likely to prescribe a
given drug. 8istorically% this was done by measuring the number of total
prescriptions .Rx# and new prescriptions NRx# per week that each physician
writes. .his information is collected by commercial vendors. .he physicians are
then JdeciledJ into ten groups based on their writing patterns. 8igher deciles are
more aggressively targeted. )ome pharmaceutical companies use additional
information such as:
profitability of a prescription script#%accessibility of the physician%
tendency of the physician to use the pharmaceutical companyDs drugs%
effect of managed care formularies on the ability of the physician to prescribe a
drug%
35 | P a g e
the adoption se=uence of the physician that is% how readily the physician
adopts new drugs in place of older% established treatments#% and
the tendency of the physician to use a wide palette of drugs
Influence that physicians have on their colleagues.
5ata for drugs prescribed in a hospital are not usually available at the physician
level. Advanced analytic techni=ues are used to value physicians in a hospital
setting
Opinion Leader Influence Mapping
Alternatives to segmenting physicians purely on the basis of prescribing do exist%
and marketers can call upon strategic partners who speciali?e in delineating which
characteristics of true opinion leadership% a physician does or does not possess.
)uch analyses can help guide marketers in how to optimi?e B(L engagements as
bona fide advisors to a brand% and can help shape clinical development and clinical
data publication plans for instance% ultimately advancing patient care.
Sales force size and structure
-arketers must decide on the appropriate si?e of a sales force needed to sell a
particular portfolio of drugs to the target universe. 5esign the optimal reach how
many physicians to see# and fre=uency how often to see them# for each individual
physician. 5ecide how many sales representatives to devote to office and group
practice and how many to devote to hospital accounts. Additionally% customers are
broken down into different classes% each class is differentiated by their prescription
behaviour and of course% their business potential.
Di%e7+ m/%@e+ing +o */+ien+s
36 | P a g e
Recent years have seen an increase in mass media advertisements for
pharmaceuticals. 9xpenditures on direct@to@consumer 5.1 pharmaceutical
advertising# have more than =uintupled in the last seven years since the !5A
changed the guidelines.
P#ARMA MAR3ETING AND ITS !#ALLENGES
Hhile many pharmaceutical companies have successfully deployed a plethora of
strategies to target the various customer types% recent business and customer trends
are creating new challenges and opportunities for increasing profitability. In the
pharmaceutical and healthcare industries% a complex web of decision@makers
determines the nature of the transaction prescription# for which direct customer
doctor# of pharma industry is responsible . 9ssentially% the end@user patient#
consumes a product and pays the cost .
>se of medical representatives for marketing products to physicians and to exert
some influence over others in the hierarchy of decision makers has been a time@
tested tradition. .ypically% sales force expense comprises an estimated /6 percent
to 07 percent of annual product revenues% the largest line item on the balance
sheet. 5espite this other expense% the industry is still plagued with some very
serious strategic and operational level issues.
!rom o%g/niE/+ion/& *e%s*e7+i>e the most prominent performance related issues
are
9nlisted below:
37 | P a g e
Increased competition and unethical practices adopted by some of the
propaganda base companies.
Low level of customer knowledge 5octors% Retailers% Hholesalers#.
+oor customer both external E internal# ac=uisition% development and
retention strategies
Farying customer perception.
.he number and the =uality of medical representatives
Fery high territory development costs.
8igh training and re@training costs of sales personnel.
Fery high attrition rate of the sales personnel.
$usy doctors giving less time for sales calls.
+oor territory knowledge in terms of business value at medical
representative level .
>nknown value of revenue from each retailer in the territory
Absence of ideal mechanism of sales forecasting from field sales level%
leading to huge deviations
P/+en+s
+atents are a vital aspect of the global pharma industry. +atent protection is
essential to spur basic RE5 and make it commercially viable. $ut% only the
developed nations endorse product patents. -ost third world countries have patent
laws but enforcement is totally lax.
38 | P a g e
NeA D%,g A**%o>/& (NDA
+rior to launching its products in any country% a pharma company undertakes
patent registration to protect its own interests. .o protect the interests of the
consumers% it is necessary that the product be approved by the drug authorities in
that country. -ostly the process for seeking approval is initiated alongside the
patent registration process.
4TO
5ue to pressure from the developed countries% across the world uniformity in
patent laws is being implemented under H.( Horld .rade (rgani?ation @ earlier
"A.. i.e. "eneral Agreement on .ariffs E .rade#. +resently% different countries
have different patent types and life period. H.( has decided upon a product
patent life of 07 years in all countries.
RESEAR!# D DE:ELOPMENT (RDD
.he pharmaceutical industry is characteri?ed by heavy RE5 expenditure. It is
only the large pharmaceutical companies who can allocate significant resources
for RE5 to introduce new products. As the products are an outcome of significant
RE5 expenditures incurred by these companies% they have their products patented.
.he patent allows the companies concerned to wield immense pricing power for
their new products.
T#E !OMPETITION
39 | P a g e
.he level of competition on day to day basis in very high in A7,+e
segmen+ however the degree of competition in not as much as high in !h%oni7
+he%/*" area. As doctor has to prescribe drug for a long time in chronic cases and
patient is suppose to consume it without any change of brand. Hhile in acute cases
doctor is changing brands on day to day basis. In acute area however there is a
large competition from local and propaganda companies.
R ANBAXY BUSINESS STRATEGY
Hhat<s the secret behind successesO !or one% the company operates in niche
formulations 7h%oni7 segments such as psychiatry% cardiovascular%
gastroenterology and neurology.
Hhile most of the top Indian companies have focused on antibiotics and antiN
invectives /7,+e#% +harma focused on therapeutic areas such as depression%
hypertension and cancer. .he company has introduced the entire range of products
and has gained leadership position in each of these areas. $eing a specialty
company insulates )un
+harma from the industry growth. .he first =uarter results for !L70 explain this to
some extent. Hhile the industry was affected to a large extent by a slowdown in
the domestic formulations market% +harma logged a growth of 0'C in revenues.
The -/ses o0 m/%@e+ing s+%/+egies 7/n -e -es+ .es7%i-e. in +hese +Ao
mo.e&s in -o+h /7,+e /n. 7h%oni7 segmen+sC
40 | P a g e
S,*e% !o%e Mo.e&
Involving the search for% and distribution of a small number of drugs
from The%/*" !h%oni7 A%e/ that achieve substantial global sales. .he success of
this model depends on achieving large returns from a small number of drugs in
order to pay for the high cost of the drug discovery and development process for a
large number of patients. .otal revenues are highly dependant on sales from a
small number of drugs.
.his model incorporates highly speciali?ed approach in all the manner . Initially
the competition is seems more at entry level but since growth is stable and more in
this area&
9very company is striving very hard to enter in this area. .he major strategy in
this model involves right focus to highly speciali?ed customer by well trained
team.
!o%e Mo.e&
In which a larger number of drugs from A7,+e Th%e/*" A%e/ are marketed to big
diversified markets. .he advantage of this model is that its success is not
dependant on sales of a small number of drugs. 8ere presenting a large number of
product and taking the advantage of opportunity cost is one of the important
strategy (ther strategy includes daily reminders to cross the perceptual filter and
get the brand name in to the sub@conscious state of mind.
SALES PROMOTION A!TI:ITY T#ROUG# MEDI!AL
REPRESENTITI:E
?o- .es7%i*+ion
41 | P a g e
-edical sales representatives are a key link between medical and pharmaceutical
companies and healthcare professionals. .hey work strategically to increase the
awareness and use of a company<s pharmaceutical and medical products in
settings such as general practices% primary care trusts and hospitals.
$ased in a specific geographical location% and usually speciali?ing in a particular
product or medical area% medical sales representatives try to ensure clients are
aware of% buy and subse=uently use their companyDs products. .hey may also
make presentations and organi?e group events for healthcare professionals% as well
as working with contacts on a one@to@one basis.
T"*i7/& Ao%@ /7+i>i+ies
In particular% typical work activities include:
Arranging appointments with doctors% pharmacists and hospital medical teams%
which may include pre@arranged appointments or regular DcoldD calling&
-aking presentations to doctors% practice staff and nurses in "+ surgeries%
hospital doctors% and pharmacists in the retail sector. +resentations may take
place in medical settings during the day or may be conducted in the evenings
at a local hotel or conference venue&
organi?ing conferences for doctors and other medical staff&
building and maintaining positive working relationships with medical staff and
supporting administration staff e.g. receptionists&
managing budgets for catering% outside speakers% conferences% hospitality%
etc#&
keeping detailed records of all contacts and reaching and if possible
exceeding# annual sales targets&
+lanning work schedules and weekly and monthly timetables. .his may
involve working with the area sales team or discussing future targets with the
area sales manager. "enerally% medical sales executives have their own
42 | P a g e
regional area of responsibility and plan how and when to target health
professions&
regularly attending company meetings% technical data presentations and
briefings&
keeping up with the latest clinical data supplied by the company and
interpreting% presenting and discussing this data with health professionals
during presentations&
monitoring competitor activity and competitorsD products&
developing strategies for increasing opportunities to meet and talk to contacts
in the medical and healthcare sector
staying informed about the activities of health services in a particular area&
Horking with team managers to plan how to approach contacts and creating
effective business plans for making sales in a particular area.
!#APTER- 2
SWOT ANALYSIS
43 | P a g e
S4OT ANALYSIS
STRENGT#SC
Low cost of production.
Large pool of installed capacities
9fficient technologies for large number of "enerics.
Large pool of skilled technical manpower.
Increasing liberali?ation of government policies.
44 | P a g e
4EA3NESSC
!ragmentation of installed capacities.
Low technology level of 1apital "oods of this section.
Non@availability of major intermediaries for bulk drugs.
Lack of experience to exploit efficiently the new patent regime.
Fery low key RE5.
Low share of India in Horld +harmaceutical +roduction
Fery low level of $iotechnology in India and also for New 5rug 5iscovery
)ystems.

Lack of experience in International .rade.
Low level of strategic planning for future and also for technology
forecasting.
OPPORTUNITYC
Aging of the world population.
45 | P a g e
"rowing incomes.
"rowing attention for health.
New diagnoses and new social diseases.
)preading prophylactic approaches.
)aturation point of market is far away.
New therapy approaches.
New delivery systems.
)preading attitude for soft medication (.1 drugs#.
)preading use of "eneric 5rugs.
"lobali?ation
9asier international trading.
New markets are opening.
T#REATSC
1ontainment of rising health@care cost.
8igh 1ost of discovering new products and fewer discoveries.
)tricter registration procedures.
8igh entry cost in newer markets.
8igh cost of sales and marketing.
46 | P a g e
1ompetition% particularly from generic products.
-ore potential new drugs and more efficient therapies.
)witching over form process patent to product patent.
!#APTER- 9
MISSION AND VISION
STATEMENT
47 | P a g e
MISSION AND :ISION STATEMENT O6 RANBAXY LAB$
MISSIONC
F.o become a research based international pharmaceutical companyP.
:ISIONC
Achieving customer satisfaction is fundamental to our business.
+rovide product and service of the highest =uality.
48 | P a g e
+ractice dignity and e=uity in relationship and provide opportunity for
people to reali?e their potential.
!oster mutually beneficial relation% with all our business partner.
-anage our operation with high concern for strategy and environment.
$e a responsible corporate citi?en.
:ISION2012C
QAchieve significant business in proprietary prescription product by 07/0 a
strong presence in developed marketP.
ASPIRATIONS 2012C
Aspire to be a A6bn company.
$ecome a top global generic player.
)ignificant income from proprietary product.
49 | P a g e
!#APTER- 8
50 | P a g e
PRODUCT PROFILE
DETAILS O6 RANITIDINE- 150mg MOLE!ULE
S+%,7+,%e o0 R/ni+i.ine h".%o7h&o%i.eC
Ranitidine 8ydrochloride@ 1/3800N2(3).81l
!om*osi+ionC
51 | P a g e
RANI.I5IN9 /67 mg: 9ach tablet contains ranitidine hydrochloride
e=uivalent to /67 mg %/ni+i.ine.
Ph/%m/7o&ogi7/& A7+ionC
R/ni+i.ine h".%o7h&o%i.e is a histamine 8
0
@receptor antagonist that
inhibits stomach acid production. It is commonly used in treatment of peptic
ulcer disease +>5# and gastro esophageal reflux disease "9R5#.
Ranitidine is also used alongside antihistamines for the treatment of skin
conditions such as hives.
In.i7/+ionsC
Ranitidine is indicated for the treatment of duodenal ulcers% benign gastric ulcer
including prevention of duodenal ulceration associated with non@steroidal anti@
inflammatory agents% reflux oesophagitis.
.o minimi?e the conse=uences of acids@aspiration syndrome during anesthesia%
ranitidine is used as premedication to reduce volume and acid content of gastric
secretion.
Doses /n. Di%e7+ion 0o% UseC
52 | P a g e
+eptic ulceration: >sual dosage is /67 mg twice daily% taken in the morning
and before retiring.
Reflux@oesophagitis: .reatment for , up to /0 weeks with RANI.I5IN9
/67 mg twice daily.
-aintenance treatment: +atients% particularly those with a history of a
recurrent ulcer% should be advised to take /67 mg at bedtime.
Anesthesia: 377 mg RANI.I5IN9 given 0 hours before induction% in order
to reduce the volume and acid content of gastric secretion% will minimi?e the
conse=uences of the acid aspiration syndrome.
Si.e -E00e7+sC
8eadache% lethargy% diarrhea% constipation% nausea% vomiting% and skin rash such
kind of )ide@effects arise.
#ISTA!
;8I).A1< is a product name of Ranbaxy $rand which is made up from
;Ranitidine@/67mg< molecule
!OMPETITORS O6 #ISTA! +/-$
RIN9.A1@@@@@@@@@@@@")B
53 | P a g e
>L.A1@@@@@@@@@@@@@@ 1I+LA
>L!A).@@@@@@@@@@@@@)>N +harma.
IN.A1@@@@@@@@@@@@@@@5H5
+9+L(1@@@@@@@@@@@@@RL5>) 1A5ILA
-AN(.A1@@@@@@@@@-AN(
R@L(1@@@@@@@@@@@@@@@RL5>) ALI5A1
R9NI.A$@@@@@@@@@@-AI1R(LA$
>L1I.A$@@@@@@@@@@.89-I)
R(RAN@@@@@@@@@@@@5R.R955L
R(-(.A1@@@@@@@9-1>R9
RAN.A1@@@@@@@@@G.$.189-91AL)
54 | P a g e
!#APTER- 5
RESEARCH METHODOLOGY
RESEAR!# MET#EDOLOGY
)ample si?e: 07 5octors of different age group situated in different parts of
Nagpur city.
O-5e7+i>e : major objective of the study was
55 | P a g e
.o study the culture of Ranbaxy Lab.
.o study the competitors of ;8istac< in pharma market
T"*es o0 Rese/%7h
D/+/ so,%7eC
+rimary data was used to for the analysis and drawing conclusion.
)econdary data was used for the study of overall pharma market.
Rese/%7h Ins+%,men+:
A =uestionnaire containing a set of =uestions was presented to the 5octors for
their answering.
!on+/7+ me+ho.C
All the respondents were personally interviewed.
56 | P a g e
!#APTER -(
ANALYSIS
ANAYLSIS
1$ OPINION O6 DO!TORS TO4ARDS RANBAXY
PRODU!TS =UALITY
"ood $est +oor $ad
0,C *0C 7C 7C
57 | P a g e
58 | P a g e
2$SELE!TION POSSIBILITY O6 ANTIUL!ERANT DRUG 6OR
T#E A!IDITY DIESESE PATIENTS
8I).A1 RIN9.A1 RAN.A1 >L.A1
3*C 36C 30C 0,C
59 | P a g e
!#APTER- ;
ABOUT RANBAY
60 | P a g e
RANABXY PRODU!TS DOING 4ELL IN MAR3ET
To* 20 Mo&e7,&es

)imvastatin
Amoxi1lav +otassium
Isotretinoin
Amoxycillin and 1ombinations
1iprofloxacin and 1ombinations
Betorolac .romethamine
(mepra?ole and 1ombinations
1efuroxime Axetil
61 | P a g e
1ephalexin
Loratadine and 1ombinations
1larithromycin
"insengSFitamins
5iclofenac and 1ombinations
Ranitidine
1efaclor
1efpodoxime +roxetil
9faviren?
Atorvastatin and 1ombinations
62 | P a g e
!enofibrate
(floxacin and 1ombinations
TOP !OMPETITORS O6 RANBAXY IN P#ARMA MAR3ET
1ipla Ltd.
5r. ReddyD) Laboratories Ltd
Nicholas +iramal India Ltd.
"laxosmithkline +harmaceuticals Ltd
1adila 8ealthcare Ltd.
+fi?er Ltd.
)un +harmaceutical Inds. Ltd
Hockhardt Ltd
Aventis +harma Ltd
$iocon Ltd
63 | P a g e
!#APTER-'
FINDINGS AND CONCLUSION
64 | P a g e
6INDINGS
Indian companies are putting their act together to tap their retail generic
market in the regulated high margin markets of the developed countries.5ue
to si?e the >) market will remain the most lucrative market for the Indian
companies
Indian drug market% with their chemistry skills and low cost manufacturing
have an edge in the business Indian firms are argually the worlds best in
drug development with their superiority establishsed in the process
development %they are refining their legal skills to fight the innovator
companies in patent challenges ..he other important ingredients in
marketingI distribution.
Ranbaxy holds its streingths in Active pharma Ingredients A+I<s# and
formulation development manufacturing in both the domestic and
international market.Ranabaxy is also major exporter of technology which is
presently sold companies in china% 1anada %germany% >B%>)A %many more
!rom above diagrammatic representation it is found that opinion
of 5octors towards Ranbaxy% "ood are 0,C and $est is *0C
)election possibility of antiulcerant drug for acidity patients all
about nearer to same
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8istac@ 3*C
Rinetac@ 36C
Ranatac@ 30C
>ltac@ 0,C
!ON!LUSION
There can be various ways through which a business organization can achieve
success in the market, but all those ways can be comprised into as above, then it
can be rightly said that it revolves specifically around three parties or more; the
triangular linkages or the relationship between these three parties (company,
customers and competitors) determine the success and failure of business
organization. In the medium to long run, the domestic pharmaceutical market will
be largely driven by the increasing prevalence of chronic segment. The basis of
success in any competitive context can be, at the most, elemental level commercial
success; and commercial success can be derived either from a cost advantage or a
value advantage or ideally from a combination of both. In other words, the
organization with Competitive Advantage tends to be the cost leader in the
industry or a seller of most differentiated products amongst all the players.
At last the role of supply chain is very prominent in both the phases (in acute as
well as in chronic). But the successes of any pharmaceutical industry; when a
company changes its concentration from Acute to Chronic therapy market
depend on competitiveness of supply chain. Supply Chain Managers can provide
considerable value to their companies by understanding the customers' delivery
requirements. A very powerful tool for understanding these requirements is
account segmentation. A company can use account segmentation to identify
market segments Such as Acute & Chronic therapy market. Which is well
positioned to serve and then organize its product range and even SKUs and
service in a superior way.
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!#APTER- )
BIBLIOGRAPHY

Bi-&iog%/*h"
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A Te<+-oo@ o0 M/%@e+ing m/n/gemen+
A Te<+-oo@ o0 M/%@e+ing 7omm,ni7/+ion
www.ranbxy.com
www.en.wikipedia.org/wiki/ranbaxy
www.bharatbook.com/.detail.asp?=44690
www.news.pharma-mkting.com/
www.pharmabiz.com/article/detnews
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CHAPTER- 10
!UESTIONNA IRE
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ANNEXURE (QUESTIONNAIRE)
NA-9:
A"9:
"9N59R:
L9AR (! 9T+9RI9N19:
U/@8ow many patients do you treat in a single dayO
/# /@/7% 0# //@07% 3# 0/@37% 2# 3/@27
U0@Hhat is your opinion about Ranbaxy +roducts =ualityO
/# "ood 0# $est 3# +oor 2# $ad
U3@8ow many >lcer 5isease patients do you treat in a single dayO
/# /@/7% 0# //@07% 3# 0/@37% 2# 3/@27
U2@-ostly following which kind of drug does preferring for ulcer disease patientO
/# 8istac 0# Rinetac 3#Rantac 2#>ltac
U6@Hhat is your view about effect of 8istac .ab.O
/# "ood 0# $est 3# Average 2# +oor
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'# Is Ranbaxy providing you free samples of new medicinal productsO
/# Les 0# No
*# Are there ha?ardous effects of 8istac .ab.O
/# Les 0# No
!#APTER- 11
GLOSSARY
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G LOSSARY
A.>e%+ising$ Any form of marketing communication in the paid media.
Agen+$ A channel institution which represents one or more suppliers for a fee
considerations.
B,.ge+$ An amount of money set aside to cover the total cost of a communication
campaign or other marketing activity.
!om*/%/+i>e /.>/n+/ge$ (ne country enjoying a lower production ratio input
to outputs# than another country under total speciali?ation.
!om*e+i+ion$ A product% organi?ation or individual% in either the same or another
category which can be directly substituted one for the other in fulfilling the same
needs or wants.
!om*e+i+i>e s+%/+eg"$ .he adoption of a specific target market and marketing
mix stance in the market place.
!oo*e%/+i>e$ A collection of organi?ations or individuals% pooling their resources
in order to gain commercial or non@commercial advantage in buying% selling or
processing goods andIor services.
!,&+,%e$ .he sum total of learned behavioral characteristics or traits which are
manifest and shared by members of a particular society.
Dis+%i-,+ion 7h/nne&$ An institution through which goods or services are
marketed giving time and place utilities to users.
.E<*o%+ing$ .he marketing of surplus goods produced in one country into another
country.
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Gene%/& Ag%eemen+ on T/%i00s /n. T%/.e "A..#. An institutional framework
producing a set of rules and principles with the intention of liberali?ing trade
Gene%i7 D%,gs$ A gene%i7 .%,g generic drugs% short: generics# is a drug which is
produced and distributed without patent protection. .he generic drug may still
have a patent on the formulation but not on the active ingredient.
G&o-/& en>i%onmen+$ All semi or uncontrollable factors which a marketer has to
account for in carrying out global operations.
G&o-/& m/%@e+ing$ -arketing on a worldwide scale reconciling or taking
commercial advantage of global operational differences% similarities and
opportunities in order to meet global objectives.
.In+e%n/+ion/& *%o.,7+s$ "oods or services seen as having extended potential
into other markets.
?oin+ >en+,%es$ An enterprise in which two or more investors share ownership
and control over property rights and operations.
Li7ensing$ A method of foreign operation cooperation whereby an organisation in
one country agrees to permit a firm in another country to use the manufacturing%
processing% trademark% know@how or some other skill provided by the licensor.
Lo7/& *%o.,7+s$ "oods or services seen only suitable in one single market.
M/%@e+ en+%"$ .he way in which an organi?ation enters foreign markets either by
direct or indirect export or production in a foreign country.
M/%@e+ *osi+ioning$ .he adoption of a specific market stance% either leader%
challenger% follower% flanker or adopter% vis a vis competition.
M/%@e+ing$ +lanning% executing and controlling the conception% pricing%
promotion and distribution of ideas% goods and services in order to build lasting%
mutually profitable exchange relationships satisfying individual and organisational
objectives.
Me.i/$ Any paid for communication channel including television% radio% posters
etc..
M,&+in/+ion/& *%o.,7+s$ Goo.s o% services adapted to the perceived uni=ue
characteristics of national markets.
O>e% The !o,n+e% D%,g$ It is also known as medication drugs. .hese can be
purchased without prescription.
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Ph"si7/& .is+%i-,+ion$ .he act and functions of physically distributing goods and
services including the elements of transport% warehousing and order processing.
P%es7%i*+ion D%,gs$ .hese have to be prescribed or administered by healthcare
professionals
P%im/%" ./+/$ >npublished data from individuals or organi?ations.
P%o.,7+ o%g/niE/+ion$ A form of international organi?ational structure whereby
executives in functional areas are given global responsibility.
P%o.,7+ s+%/+eg"$ A set of decisions regarding alternatives to the target market
and the marketing mix given a set of market conditions.
P%o.,7+$ A good or service offered by an organi?ation which affords a bundle of
benefits both objective physical# and subjective image# to a user.
P%omo+ion$ .he offer of an inducement to purchase% over and above the intrinsic
value or price of a good service.
Re+/i&e%$ A channel institution which acts as an intermediary between other
channel institutions and the end user and who usually breaks bulk% charging a
margin for its services.
Se7on./%" ./+/$ +ublished accessible data from a variety of sources.
Se&0 %e0e%en7e 7%i+e%ion$ +erceptual distortion brought about by an individualDs
own cultural experience.
T/%i00$ An instrument of terms of access normally the imposition of a single or
multiple excise rates on a imported good.
4ho&es/&e%$ A channel institution which purchases and sells in bulk from either
original suppliers andIor other channel intermediaries% charging a margin for its
services.
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!#APTER- 12
ABBREVIATIONS

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ABBRE:IATIONS
N!E- NeA !hemi7/& En+i+ies
=A- =,/&i+" /ss,%/n7e
P:- Ph/%m/7o>igi&/n7e
PDR -Ph"si7i/nGs Des@ Re0e%en7e
3OL- 3e" o*inion &e/.e%s
DT!-.i%e7+-+o-7ons,me%
PUD- *e*+i7 ,&7e% .ise/se
GERD-g/s+%o eso*h/ge& %e0&,< .ise/se
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