MANAGERIAL

COMMUNICATION
TERM PROJECT

1st April 2014 24th March

2015
GROUP 2
PRANAV KAUSHAL

16PGDMBFS37

ABHAY SANGAL

16PGDMBFS02

APARNA
AGGARWAL

16PGDMBFS09

KAWANPREET
SINGH

16PGDMBFS30

AYUSHI JAIN

16PGDMBFS14

OBJECTIVES
1.To find various internal and external managerial
communications during and post merger
2. To analyze these different communications

3. Impact on the companies involved

METHODOLOGY
1. Studied the different communication channels
(Press releases, annual report, conferences) of both
Sun Pharma & Ranbaxy
COMMUNICATIONS

INTERNAL

Top Management/Promoters
Employees

EXTERNAL
Shareholders
Government
Customers

FINDINGS
1. Objective of the merger
2. Enhanced global market presence
3.Details of share transaction
4.Post-Merger Issues

OBSERVATIONS
1. Conversion process of ESOP was clearly
communicated
2. Matter of new salary structure
was not addressed
3. Company failed to give any clear justification over
selection of leadership team
4. Blunt statements in many cases. Ex. Pink Slips to
top Ranbaxy Employees (Post Merger)

INFERENCES
1. Sunpharma effectively came up with points to
maintain the shareholders trust
2. Sunpharma failed to visualise the post-merger
organisational structure
3. Sunpharma gained significant healthcare
market share

SUMMARY & CONCLUSION

1. Gap in communication with employees
2. Effective customer communication
3. Increased market share

RECOMMENDATIONS
1. Transparent communication with employees
2. More close communications with the foreign
customer
3. Detailed communication about the post
merger roadmap with the government