1.

1 INTRODUCTION Even though there are a number of pharmaceutical companies in Bangladesh, most people do not get the proper medication here. For some particular treatment people still need to depend on the medicine imported from outside of the country. But it is really great news that some companies like Square Pharmaceuticals, Beximco Pharmaceuticals, ACME Laboratories Ltd. etc. are doing their best to fulfill the general needs of the medicine. And in this respect the pharmaceutical companies can be given the status "success". But still there are some lacking of professionalism in the pharmaceutical business. Square Pharmaceuticals is one of the best pharmaceutical companies of Bangladesh. 1.2 Origin of the report In order to fulfill the partial requirement of the BBA program, my respected teacher Liza Khanam, lecturer Department of Business Administration, University of NUB assigned me to study Business level strategy of Square Pharmaceuticals Ltd. followed by a detail report. 1.3 Scope of this report The scope of the report was based on the annual reports & web site, input from interviews of executives of the Square. To analyze the situation in question, I worked on focusing on Square Pharmaceuticals Ltd. Analyzing their objectives, market strategies, Market situations, product mixes, etc. The analysis was based on the exposed and available information only. In-depth data were not always available on-demand due to some unavailable reasons. SWOT analysis of the company has been done. Some recommendations also have been worked out to improve the current situations for the company.

1.4 Objective of the study The specific objectives aimed for this report is to conceptualize the current Business level strategy of SPL and to identify and suggest scopes of improvement in current strategy. 1.5 Methodology Information used to prepare this report has been collected from both the primary and secondary sources which together provided more comprehensive information. 1.6 Collection of the data An open discussion method was followed to gather primary information by informally interviewing the various executives of the company. Participants were purposefully selected as they commonly engaged in marketing directly or indirectly. Observations were also used to collect primary data while working in different desks. The secondary data was accumulated from two sources- a. internal and b. external. The former sources were annual reports, periodicals, articles and brochures published by the company. But in the later case, journals, research papers and articles from various online sources. 1.7 Limitations of the Study This report suffered from several limitations: The most important of them was time constraint. Time was not adequate Another important limitation was inaccessibility in many section of the complete the study more perfectly. organization. I confronted difficulties in getting appointment from the desired respondents as well as appropriate response from the selected respondents due to being confidential for the company. This report also suffered from inadequate secondary information. This reports factual accuracy may be compromised due to out-of-date information. The findings may not be generalized to the SPL as a whole.

2.1 Background:

SQUARE Pharmaceuticals Limited (SPL) is the largest pharmaceutical company in Bangladesh and is leading the Pharmaceuticals sector from the very beginning. It has been continuously in the 1st position among all national and multinational companies since 1985. It was established in 1958 and converted into a public limited company in 1991. The sales turnover of SPL was more than Taka 7.5 Billion (US$ 107.91 million) with about 16.92% market share having a growth rate of about 23.17%. Square Pharmaceuticals Limited is an organization with equal emphasis on Leadership, Technology, Quality and Passion. Square Pharmaceuticals Ltd. is the leading branded generic pharmaceutical manufacturer in Bangladesh producing quality essential and other ethical drugs and medicines. SQUARE today symbolizes a name - a state of mind. But its journey to the growth and prosperity has been no bed of roses. From the inception in 1958, it has today burgeoned into one of the top line conglomerates in Bangladesh. Square Pharmaceuticals Ltd., the flagship company, is holding the strong leadership position in the pharmaceutical industry of Bangladesh since 1985 and is now on its way to becoming a high performance global player.

2.2 Management Apparatusmanagement Apparatus

BOARD OF DIRECTORS Mr. Samson H. Chowdhury Mr. Samuel S. Chowdhury Mr. Tapan Chowdhury Dr. Kazi Harunar Rashid Mr. M. Sekander Ali Ms. Ratna Patra Mr. Anjan Chowdhury Mr. Kazi Iqbal Harun Mr. K. M Saiful Islam AUDIT COMMITTEE Mr. M. Sekander Ali Mr. Samuel S. Chowdhury Mr. Kazi Iqbal Harun MANAGEMENT COMMITTEE Chairman Member Member Chairman Vice Chairman Managing Director Director Independent Director
Director

Director Director Director

Mr. Tapan Chowdhury Mr. K M Saiful Islam Mr. Parvez Hashim Mr. M. Ashiqul Hoque Chawdhury Mr. Muhammadul Haque Mr. Md. Kabir Reza, FCMA SENIOR CORPORATE OFFICIALS

Chairman Member Member Member Member Member

Mr. Md. Kabir Reza, FCMA Chief Financial Officer Mr. Khandaker Habibuzzaman, MBA, ACS Company Secretary Md. Majibur Rahman Bhuiyan, M.Com Head of Internal Audit COMPANY SECRETARY Mr. Khandaker Habibuzzaman, MBA, ACS AUDITORS M/s. Chowdhury Bhattacharjee & Co. Chartered Accountants 47/2, Indira Road Dhaka-1215, Bangladesh

LEGAL ADVISORS Mr. Rafique-ul Huq, Bar-at-Law 47/1, Purana Paltan, Dhaka Mr. Rokanuddin Mahmud, Bar-at-Law Walsow Tower 21-23, Kazi Nazrul Islam Avenue, Dhaka Mr. M. Moniruzzaman Khan, Bar-at-Law City Heart 67, Naya Paltan, V.I.P Road, Dhaka Ms. Nihad Kabir, Bar-at-Law House No. 62, Road No. 11A Dhanmondi, Dhaka BANKERS Janata Bank Ltd. 1, Dilkusha C.A, Dhaka Citibank N.A 109, Gulshan Avenue, Gulshan, Dhaka Standard Chartered Bank 67, Gulshan Avenue, Gulshan, Dhaka Commercial Bank of Ceylon Ltd. 2, Dilkusha, C.A, Dhaka Eastern Bank Ltd. 31, North C.A, Gulshan Circle-2, Dhaka Mercantile Bank Ltd. 61, Dilkusha C.A, Dhaka Bank Alfalah Ltd. 5, Rajuk Avenue, Motijheel, Dhaka Shahjalal Islami Bank Ltd. House-6, Road-32, Gulshan Avenue, Dhaka Trust Bank Ltd. 110, Gulshan Avenue, Dhaka

Bank Asia Ltd. 82, Mohakhali C.A, Dhaka INSURERS Pioneer Insurance Co. Ltd. 10, Dilkusha C.A, Dhaka Pragati Insurance Co. Ltd. 20-21, Kawran Bazar, Dhaka LISTING Dhaka Stock Exchange Ltd. Chittagong Stock Exchange Ltd. REGISTERED OFFICE "Square Centre" 48, Mohakhali C.A Dhaka-1212, Bangladesh Phone: 8833047-56, 8859007 www.squarepharma.com.bd FACTORIES
Square Road, Salgaria, Pabna, Bangladesh Board Ghar Bazar Kaliakoir, Gazipur, Bangladesh.

2.3 CORPORATE HISTORY Year of establishment(Initially as a partnership) Incorporated as a private Limited Company Technical collaboration agreement with Janssen Pharmaceuticals of Belgium (a
subsidiary of Jhonson & Jhonson International Ltd.)

: : :

1958 1964 1975

Technical collaboration agreement with F. Haffman-La Rache & co. Ltd. Converted into Public Limited company Initially Public Offering (IPO) Stock Exchange listing

: : : :

1984 1991 1994 1995 1996 1998 2007 Manufacturing & Marketing of Pharmaceutical finished Products, Basic Chemicals, Agro vet products & pesticide products. TK. 5,000 million TK. 894.24 million 3,564 Square Spinning Ltd. Square Cephalosporins Ltd. Square Biotechs Ltd. Square Textile Ltd. Square Knit Fabrics Ltd. Square Fashions Ltd. Square Hospitals Ltd.

Agreement with M/s Bovis Tanvec Ltd. Of : UK for Implementation of Dhaka Plant Awarded ISO-9001 Certificates Awarded UK-MHRA Certificates Business lines : : :

Authorized Capital Paid-up Capital Number of Employees Subsidiary Company Associate Company

: : : : :

2.4 Vision Square views business as a means to the material and social wellbeing of the investors, employees and the society at large, leading to accretion of wealth through financial and moral gains as a part of the process of the human civilization. 2.5 Mission Its Mission is to produce and provide quality & innovative healthcare relief for people, maintain stringently ethical standard in business operation also ensuring benefit to the shareholders, stakeholders and the society at large. 2.6 Objective Its objectives are to conduct transparent business operation based on market mechanism within the legal & social frame work with aims to attain the mission reflected by its vision. 2.7 Corporate Focus Its vision, mission and objectives are to emphasize on the quality of product, process and services leading to growth of the company imbibed with good governance practices. 2.8 Management Philosophy The Philosophies as have been adopted by Square Pharmaceuticals Ltd. are as follows: Bangladesh should support and respect the protection of internationally proclaimed human rights within their sphere of influence; and Make sure that they are not complicit in human rights abuses. Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining. The elimination of all forms of forced and compulsory labor. The effective abolition of child labor and Eliminate discrimination in respect of employment and occupation. Business should support a precautionary approach to environmental challenge. Undertake initiatives to promote greater environmental responsibility; and Encourage the development and diffusion of environmentally friendly technologies Business should work against corruption in all its forms, including extortion and bribery.

Square strives, above all, for top quality health care products at the least cost reaching the lowest rungs of the economic class of people in the country. Square values our social obligations.

Square owes our shareholders and strive for protection of their capital as well as ensure highest return and growth of their assets. Square strives for equality between sexes, races, religions and regions in all spheres of our operation without any discriminatory treatment. Square strives for an environment free from pollution and poisoning.

Square strives for the achievement of millennium development goals for the human civilization.

Square Pharmaceuticals Ltd. is follows Integrated Low cost/Differentiated Business level strategy. 3.1 Firms using an Integrated Strategy may:
[[[[

Adapt more quickly Learn new skills and technologies. Utilize flexible Manufacturing Systems to create differentiated products at low costs. Leverage core competencies through Information Networks across multiple business units. Utilize Total Quality Management (TQM) to create high quality differentiated products which simultaneously driving down costs.

Advantages of Integrated Strategy A Firm that successfully uses an integrated cost leadership/differentiation strategy should be in a better position to: Adapt quickly to environmental changes Learn new skills and technologies more quickly Effectively leverage its core competencies while competing against its rivals.

Disadvantages of Integrated Low cost/differentiated Strategy Recognize that the Integrated Low cost/Differentiation business level strategy involves a Compromise. The risk is that the firm may become Stuck in the Middle lacking a strong commitment to or expertise whit either type of generic strategy.

3.2 Market Expansion Strategy of SPL MARKETING MIX Before going into deeper, we should define the present marketing mix of SPL which is figured
out in the following model:

Product (Medicine) Target Customer (Doctors & Physicians)

Price
(All most regulated)

Promotion
(Personal Selling through relationship)

Place
(Domestic & foreign)

a) Market Segments: The main basis of segmenting market in Bangladesh is therapeutic drug i.e. NASAL DROPS, ANTIBIOTIC etc. Presently SPL has the largest product portfolio to serve as many segments as possible. It consistently strives to make it larger. Its present segments are identified in the product table. b) Target Customers: Rather than the consumer of the medicine, the key customers for SPL have been the physician. Physicians are considered here as opinion leader. The major innovative drugs can not be purchased without a prescription provided by a doctor. SPLs main selling task has been directed therefore, not at the user, but at physicians. Doctors and physicians are segmented on the basis of its therapeutic drug segment. As for example, NASAL DROPS products are communicated at E.N.T specialists. Therefore, if SPL has NASAL DROPS product line, then E.N.T specialists are treated its target customers. Besides this, general physicians are also its target customers.

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c) Value Proposition: SPL has presently been offering its products to its market segment with the value proposition Utmost quality, excellent efficacy. d) Product: SPL develops, produces, and markets drugs of different therapeutic groups licensed for use as medications. The Bangladeshi Pharmaceutical Market is primarily a generic market producing both patented and off-patented products. This is popularly known as Branded Generic Market since any manufacturer can produce the same molecule (either patented or off-patented) and market it in different brand names. SPL is not beyond this scenario. It produces offpatented molecule and market it in its own brand. The product list according to generic segment can be found in appendix part. e) Price: Drug pricing is heavily dependent on the National Drug Policy adopted by directorate of Drug Administration of Bangladesh Govt. agencies act as a countervailing power in pricing pharmaceuticals. As per the NDA 2005, regulatory authority pursuing Rational pricing of drugs to ensure essential drugs available to the end-users at affordable prices. On the basis of that policy, SPL has been pursuing two different kinds of pricing policya. For OTC product, all most similar price as the competitors b. For POM product, competitive pricing. There are also few exceptions. If SPL introduces a product first in the market, it charges little bit higher price than its competitors, but within the rules and regulations of Drug Administration. f) Place: SPL has the strongest domestic distribution network for smoothing distribution of medicines to all parts of the country. Currently it has 15 depots all over the country. Those are situated at Dhaka, Pabna, Bogra, Rangpur, Khulna, Barisal, Comilla, Mymensingh, Chittagong, Noakhali, Sylhet, Tangail, Rajshahi, Faridpur and Naryanganj. It uses own transport system to deliver its product to the stockist and retailer.

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SPL also exports its products to 31 countries: Myanmar Tanzania Afghanistan Libya Iraq Cambodia Mozambique g) Promotion: Public advertisement for medicine, especially POM drug is strictly prohibited in Bangladesh. But it may be done for OTC medicine to some extent. However, no pharmacy company in Bangladesh is engaged in such advertisement. SPL heavily depends on personal selling through rapport building and maintaining. A team of sales representatives, called MPC have been employed to meet with physicians to explain the merits, demerits, indication, contraindications, etc. of the medicine with the help of literature, brochure, pad, booklet, leaflet, gift item etc. That is, the Medical Promotion Officers promote the companies product to doctors front with the help of different promotional materials. If a new drug is to be more expensive, then it needs to demonstrate that its superior performance is worth it. 3.3 Marketing Problems of SPL After analyzing its present market expansion strategies the following problems have been found in it: 1) It seems that SPL pursuing prescription for profit strategy for market penetration. It is partially good, but may not be perfect as the completion is very hard. There are some other parties who have the scope and ability to act as opinion leader and to motivate the buyer. These potential opinion leaders are remaining unexploited. SPL has enough resources to let them add value to the company. 2) I didnt find SPL adopting any strategy to create brand loyalty. But client is more profitable than customer in terms of both transaction as well as positive word-of-mouth Present export market covers Papua New Comoros Island Bhutan Guinea Nepal Gambia Niger Tajikistan Mauritius Sierra Leone Macau countries Rwanda Malawi Kosovo Kenya Sri Lanka Somalia Yemen Ukraine Uzbekistan Vietnam Benin Botswana Ghana

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communication. He himself can be an opinion leader. 3) At present, SPL gets only 20% raw materials from its API plant and the rest are to be imported. It increases product cost. 4) Market should not be segmented only on the therapeutic drug basis. 5) Holding the heaviest product portfolio should not be the ultimate goal at all. Emphasis must be given on how early a new product can be launched in the market place than the competitor. 3.4 PRESENT MARKET POSITION

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3.5 FINANCIAL RESULTS

[

The operating financial results of the Company for the year 2008-2009 as compared to previous year are summarized hereunder: PRESENT FINANCIAL POSITION

Capital Resources
ASSETS Non-Current Assets: Property, Plant and Equipment-Carrying Value Capital Work-in-Process Investment Long term(at cost) Current Assets: Inventories Trade Debtors Advances, Deposits & Repayments Investment in Marketable Securities(at cost) Short Term Loan Cash & Cash Equivalents Total Assets 31-03-2009 8,291,290,984 4,008,432,171 591,114,649 3,611,744,164 4,411,836,436 2,026,736,322 360,245,646 288,806,440 20,250,000 1,510,502,334 205,295,694 12,703,127,420 31-03-2008 6,804,429,292 3,531,003,509 481,239,419 2,792,186,364 3,682,510,712 1,544,191,798 322,864,637 236,455,395 20,250,000 1,418,893,703 139,855,179 10,486,940,004

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BUSINESS PORTFOLIO Subsidiary Operation Square Spinning Ltd. Square Cephalosporins Ltd. Square Biotechs Ltd. Long-term investment Square Textiles Ltd. United Hospital Ltd. National Housing Finance and Investment Ltd. Central Depository Bangladesh Ltd. Square Hospitals Ltd. Square Knit Fabrics Ltd. Square Fashions Ltd. Square Informatics Ltd. BALANCE SHEET As at 31 March 2009 ASSETS: Non-Current Assets: Property, Plant and Equipment-Carrying Value Capital Work-in-Progress Investment - Long Term (at Cost) 31-03-09 9,407,730,001 4,899,679,832 --4,508,050,169 31-03-08 8,291,290,984 4,088,432,171 591,114,649 3,611,744,164 Investment In Marketable Securities Shares Pioneer Insurance Company

Current Assets: 3,843,512,855 4,411,836,436 Inventories 2,098,755,231 2,026,736,322 Trade Debtors 477,562,002 360,245,646 Advances, Deposits and Prepayments 260,330,162 288,806,440 Investment in Marketable Securities (at Cost) 20,250,000 20,250,000 Short Term Loan 693,157,720 1,510,502,334 Cash and Cash Equivalents 293,457,740 205,295,694 TOTAL ASSETS (TK.) 13,251,242,856
12,703,127,420

SHAREHOLDERS' EQUITY AND LIABILITIES: Shareholders' Equity: Share Capital Share Premium General Reserve 9,949,397,634 1,207,224,000 2,035,465,000 105,878,200 8,417,040,705 894,240,000 2,035,465,000 105,878,200

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Tax Holiday Reserve Retained Earnings Non-Current Liabilities: Long Term Loans Secured Deferred Tax Liability Current Liabilities: Short Term Bank Loans Long Term Loans - Current Portion Trade Creditors Liabilities for Expenses Liabilities for Other Finance

1,101,935,237 5,498,895,197 660,976,668 449,757,608 211,219,060 2,640,868,554 1,534,345,782 295,590,601 124,222,699 69,573,702 617,135,770

1,101,935,237 4,279,522,268 785,241,612 602,584,615 182,656,997 3,500,845,103 2,669,693,184 297,002,646 100,953,258 32,290,235 400,905,780 12,703,127,420

TOTAL SHAREHOLDERS EQUITY AND LIABILITIES (Tk) 13,251,242,856

INCOME STATEMENT For the Year Ended 31 March 2009 2008-2009 GROSS TURNOVER Less: Value Added Tax NET TURNOVER COST OF GOODS SOLD GROSS PROFIT Operating Expenses: Selling and Distribution Expenses Administrative Expenses 11,363,597,928 1,545,801,360 ____________ 9,820,796,568 (5,672,565,973) _____________ 4,148,230,595 (1,779,793,368) (1,319,362,317) (460,431,051) 2007-2008 9,565,715,902
1,307,872,163

____________ 8,257,843,739 (4,856,061,933) ____________ 3,401,781,806 (1,692,475,988) (1,220,979,268) (471,496,720) 1,709,305,818 604,628,504 (351,868,423) 1,962,065,899 (93,431,709) 1,868,634,190 (409,660,827) (77,110,270) 1,381,863,093 114.47

PROFIT FROM OPERATIONS 2,368,437,227 Other Income 665,520,915 Financial Expenses (397,135,963) NET PROFIT BEFORE WPPF 2,636,822,179 Allocation for WPPF (125,562,961) NET PROFIT BEFORE TAX 2,511,259,218 Provision for Income Tax (592,644,226) Provision for Deferred Income Tax (28,562,063) NET PROFIT AFTER TAX (TK) 1,890,052,929 (Transferred to the Statement of Changes in Equity) Earnings per Share (EPS) (TK) 156.56

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CASH FLOW STATEMENT For the Year Ended 31 March 2009 2008-2009 Cash Flows from Operating Activities: RECEIPTS: Collection from Sales Others PAYMENTS: Purchase of Raw and Packing Materials Manufacturing and Operating Expenses Bank Interest Income Tax Workers Profit Participation Fund Others 2007-2008

9,706,402,257 466,326,850 10,172,729,107 4,595,248,761 2,152,581,352 397,135,963 475,997,448 60,192,228 7,684,822,669

8,231,097,525 449,727,661 8,680,825,186 4,434,614,344 2,075,086,488 351,868,423 458,227,366 58,051,027 7,379,996,482 1,300,828,704 (1,106,201,471) 8,985,055 (500,000,000) (3,157,800) (316,400,000) ---(109,875,230) ---112,595,980 40,197,168 (1,873,856,298) 414,288,000 (237,046,566) 850,915,306 (91,608,631) (298,080,000) 638,468,109 65,440,515 139,855,179 205,295,694

Net cash provided by operating activities 2,487,906,438 Cash Flows from Investing Activities: Purchase of Fixed Assets (877,960,724) Disposal of Fixed Assets 8,806,250 Investment in Square Hospitals Ltd. (500,000,000) Investment in National Housing Finance & Investment Ltd. ---Investment in Square Biotechs Ltd. (150,000,000) Investment in Square Multi Fabrics Ltd. (249,500,000) Capital Work-in-Progress ---Sale of Marketable Securities 67,289,225 Interest Received 89,551,011 Dividend Received 42,007,687 Net cash used in investing activities Cash Flows from Financing Activities: Long Term Loan Received Long Term Loan Repaid Short Term Bank Loan Increase/Decrease Short Term Loan Increase/Decrease Dividend Paid Net cash (used)/provided by financing activities Increase in Cash and Cash Equivalents Cash and Cash Equivalents at the Opening Cash and Cash Equivalents at the Closing (TK) (1,569,806,551) 151,162,607 (305,401,660) (1,135,347,402) 817,344,614 (357,696,000) (829,937,841) 88,162,046 205,295,694 293,457,740

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SWOT ANALYSIS

The SWOT Analysis comprises of the organizations internal strengths, weaknesses, external opportunities, and others. SWOT analysis is an important tool for evaluating the companys strengths, weaknesses, opportunities, and others. It gives an organization an insight of what they can do in future and how they can compete with their existing competitors. This tool is very important to identify the current position and performance of the organization relative to others, who are playing in the same field and used in the strategic analysis of the organization.

SWOT ANALYSIS

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

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4.1 STRENGTHS:
Square is the largest private sector industrial conglomerate in Bangladesh. Square is more efficient and leading company in pharmaceutical industry for their strengths. Their strengths are given below: The well qualified employees are strength of Square. Huge experience in the pharmaceutical market Used modern and sophisticated technology Strong research and development division Highly Skilled workforce, efficient management Strong brand recognition, outstanding service Price of Cephalosporin is very competitive World class manufacturing facilities.

4.2 WEAKNESSES:
The chain of command of Square is elongated, which takes long time to take any decision. In reality Square has insignificant weakness in strategy Need more smooth distribution channel Less prescription share compared to the competitors. ,t Ineffective and inefficient detailing of FPs In case of product launching Square is follower rather than to become pioneer. Some of the Cephalosporins are showing negative growth

4.3 OPPORTUNITIES:
The pharmaceutical market of Bangladesh is booming rapidly, so Square has a huge scope to do better. Today technology is more advanced and sophisticated which opens the door of the new generation of medicine. More and more health care centers and hospital are being established Square has scope to penetrate in those. Globalization opens the door of new era for Square.

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 Established & Growing market segment. Can be penetrated easily in the market

4.4 THREATS:
There are lots of big pharmaceutical companies established in market in the country, which create more competition .So that is a threat for Square. Increase the price of raw material Lack of availability of raw material Huge import tax Competitor increase day by day

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5.1 Conclusion:
The purpose of this paper has been to analyze the market expansion activities of Square Pharmaceuticals Ltd. SPL is a very big business organization. Therefore, its very difficult on my part to analyze its each and every strategy precisely in this small study. There can be various ways through which a business organization can achieve success in the market, after scanning its external & internal environment and considering all alternatives, I have tried my level best to sort out the best way as per my thinking ability for SPL to run ahead. But finally I can say this much that it has a large potential both in the short and long run due to its sound distinctive competencies.

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5.2 Recommendations:
New Category Opinion Leader Doctors are the only opinion leader in SPLs present strategy. It may be partially good, but can not be perfect as the completion becomes more intense day by day. There are some other parties who have the scope and ability to act as opinion leader and to motivate the buyer. These potential opinion leaders are remaining unexploited. SPL has enough resources to let them add value to the company. Customer Once, Client for ever Client is more profitable than customer in terms of both transaction as well as positive wordof-mouth communication. He himself can be an opinion leader. So, I am suggesting adopting some programs that will let its customers be transformed into clients. The following model would better describe this concept: SPL has a strong brand image in pharmaceutical industry. It will facilitate this strategy. I am citing some instances here which may be useful for this strategy: a. Mobile Hospital service with free treatment and medicine. b. Health awareness program in rural area. c. Modernization of educational institute or public hospital etc. Keep Pace with the Race Todays world is changing very rapidly, in every sphere. Therefore, updating production plant alone is not enough to cope with the new environment. SPL has to have a keen eye if there is any change in HR development, transport, information technology, consumer relation management, medical science and so on.

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Integrate Greatly SPL imports 80% raw materials of its total requirements. This is a weakness if it wants to consistently expand its market. So it requires either more API plants or increase in present production capacity. Discover the undiscovered Pharmaceutical value chain is a bit different from traditional value as it includes an additional step Discovery. In the start this step is a vital strength of any pharmaceutical company. SPL lacks this component in its value chain Innovation is the Destination Pharmacy is on the brink of a scientific and technological revolution that will ultimately transform both the nature of the medicines it makes and how it makes them. In future, then, Pharmacy will not only make the white powders, creams and tablets it has traditionally produced, it will manufacture a complete mix of biopharmaceuticals, parenterals and diagnostics. Making targeted treatment solutions will generate greater revenues than conventional drugs and offset the increasing competition from generic producers. But it will also require the restructuring of the entire pharmaceutical value chain, including the fixed asset base and downstream distribution. Segment the Current Market Segment SPL is in need of more segmentation tools in an ongoing effort to establish close and sustainable relationships with customers.

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Bibliography
Annual Reports of Square Pharmaceuticals Ltd. www.squarepharma.com.bd

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Glossary
In this report, we use some technical words and these are flowing with explanation:
SPL: Square Pharmaceuticals Ltd. IMS: Information Medical Statistics WTA: World Trade Agreement MRPC: Market Research Planning & Cell API: Active Pharmaceutical Ingredients. DDA: Directorate of Drug Administration. POM: Prescription Only Medicine

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