INDIAN PHARMACEUTICAL INDUSTRY An Overview

During the current year 2009-10, Pharma was among the few sectors that managed to expand its revenues despite global recession and financial crises !trong domestic demand, growing preference for generics worldwide and favorable rupeedollar exchange rate helped the "ndian Pharmaceutical sector #ggregate income of the drugs and pharmaceuticals companies for the first two $uarters of the current year grew by 1% per cent and & ' percent respectively as compared to previous year #s per (entre for )onitoring "ndian *conomy +()"*, ,the estimated growth in aggregate income for the next two $uarters is 9 - per cent and 10 2 percent respectively .he "ndian pharmaceuticals industry has grown from a mere /!0 0 %2 billion turnover in 19'0 to approximately /!0 21 21 billion in 2009-10 .he country now ran2s %rd in terms of volume of production +103 of global share, and 14th lar gest by value 5rowth of "ndian Pharmaceutical "ndustry from 2002-0% to 200'-09 are given in table below6
Figures in Rs Crore 2002-03 D#$e%&i' M(r)e& E+,#r&% I$,#r&% T#&(Si.e M(r)e& 30365 *2!26 2!65 42326 2003-04 325 5 *52*3 2"56 4 332 2004-05 34*2! * !5 3*3" 5202" 2005-06 3""!" 222*6 45*5 62566 2006-0 4536 24"42 5!6 6!442 200 -0! 50"46 30 60 6 34 !6*0 200!-0" 55454 3!433 !552 !"335

HISTORY
.he "ndian pharmaceutical industry is the world7s third-largest by volume and is li2ely to lead the manufacturing sector of "ndia "ndia7s bio-tech industry cloc2ed a 1& percent growth with revenues of 8s 1%& billion +0% billion, in the 2009-10 financial year over the previous fiscal 9io-pharma was the biggest contributor generating 10 percent of the industry7s growth at 8s ','29 crore, followed by bio-services at 8s 2,1%9 crore and bio-agri at 8s 1,9%1 crore .he first pharmaceutical company are 9engal (hemicals and Pharmaceutical :or2s, which still exists today as one of - government-owned drug manufacturers, appeared in (alcutta in 19%0 ;or the next 10 years, most of the drugs in "ndia were imported by multinationals either in fullyformulated or bul2 form .he government started to encourage the growth of drug manufacturing by "ndian companies in the early 1910s, and with the Patents #ct in 19&0, enabled the industry to become what it is today .his patent act removed composition patents from food and drugs, and though it 2ept process patents, these were shortened to a period of five to seven years .he lac2 of patent protection made the "ndian mar2et undesirable to the multinational companies that had dominated the mar2et, and while they streamed out, "ndian companies started to ta2e their places .hey carved a niche in both the "ndian and world mar2ets with their expertise in reverse-engineering new processes for manufacturing drugs at low costs #lthough some of the larger companies have ta2en baby steps towards drug innovation, the industry as a whole has been following this business model until the present

THE DOMESTIC PHARMA INDUSTRY

.he domestic Pharma "ndustry has recently achieved some historic milestones through a leadership position and global presence as a world class cost effective generic drugs7 manufacturer of #"D! medicines )any "ndian companies are part of an agreement where ma<or #"D! drugs based on =amivudine, !tavudine, >idovudine, ?evirapine will be supplied to )o@ambi$ue, 8wanda, !outh #frica and .an@ania which have about %%3 of all people living with #"D! in #frica Aet another /! !cheme envisages sourcing #nti 8etrovirals from some "ndian companies whose products are already /! ;D# approved )any "ndian companies maintain highest

standards in Purity, !tability and "nternational !afety, Bealth and *nvironmental +!B*, protection in production and supply of bul2 drugs even to some innovator companies .his spea2s of the high $uality standards maintained by a large number of "ndian Pharma companies as these bul2 actives are used by the buyer companies in manufacture of dosage forms which are again sub<ected to stringent assessment by various regulatory authorities in the importing countries )ore of "ndian companies are now see2ing regulatory approvals in /!# in speciali@ed segments li2e #nti-infectives, (ardiovasculars #long with 9ra@il C P8 (hina, "ndia has carved a niche for itself by being a top generic Pharma player "ncreasing number of "ndian pharmaceutical companies have been getting international regulatory approvals for their plants from agencies li2e /!;D# +/!#,, )B8# +/D,, .5# +#ustralia,, )(( +!outh #frica,, Bealth (anada etc "ndia has the largest number of /!;D# - approved plants for generic manufacture (onsidering that the pharmaceutical industry involves sophisticated technology and stringent E5ood )anufacturing Practice +5)P, re$uirements, ma<or share of "ndian Pharma exports going to highly developed western countries bears testimony to not only the excellent $uality of "ndian pharmaceuticals but also its price competitiveness )ore than -03 share of exports is by way of dosage forms "ndian companies are now see2ing more #bbreviated ?ew Drug #pprovals +#?D#s, in /!# in speciali@ed segments li2e anti-infective, cardio vascular and central nervous system groups

EXPORTS
.he Domestic pharma sector has been expanding and has is estimated at /!0 11 &2 billion +8s --4-4 crore, in 200'-09 from /!0 1 '' billion +8s %2-&- crore, in 2001-0& "ndian exports are destined to various countries around the globe including highly regulated mar2ets of /!#, *urope, Fapan and #ustralia *xport of domestic drugs and pharmaceuticals from 2001-0& to 2011- 12 are given in table below6
D#$e%&i' In/i(n $(r)e& 01i23re in R% 'r#re4 325 5 34*2! 3""!" 4536 50"46 55454 5r#w&6 R(&e 074 82! 48 * 8* *3845 *2830 !8!5

Ye(r 2006 - 0 200 - 0! 200! - 0" 200" *0 20*0 ** 20** *2

PHARMA EXPORT PROMOTION COUNCIL (Pharme !i"#

.he Department had played a pivotal role in the formation of Pharmexcil conse$uent to the recommendation from 9th ;ive Aear #nnual Plan :or2ing 5roup 8eport on Drugs and Pharmaceuticals "n the light of this, the Department constantly interacts with Pharmexcil in their wor2 areas .he role of Pharmexcil is for facilitation of exports of Drugs, Pharmaceuticals, 9iotechnology products, Berbal medicines and Diagnostics, to name a few "t is authori@ed to issue 8egistration-cum-)embership (ertificate +8()(, which is one of the re$uirements for the importers and exporters of commodities "n addition to this, Pharmexcil is concerned with giving export thrust to the various products through visits of delegations to various mar2ets abroad, organi@ing of seminars,wor2shops and exhibitions #s a ma<or area of wor2, Pharmexcil also holds 9uyersG!ellers meets and compiles detailed data base on pharma exports and problems in exporting pharma group products of Pharmaceuticals

$EY STREN%THS OF PHARMA SECTOR

=ow cost of innovationG)anufacturingG(apex costsGexpenditure to run a c5)P compliance facility

=ow cost scientific pool on shop floor leading to high $uality documentation Proven trac2 record in design of high tech manufacturing facilities *xcellent regulatory compliance capabilities for operating these assets 8ecent success trac2 record in circumventing #P"Gformulation patents #bout 9-3 of the domestic re$uirement being met through domestic production

"ndia is regarded as a high-$uality and s2illed producer in the world "t is not only an #P" and formulation manufacturing base, but also as an emerging hub for6 (ontract research 9io-technology (linical trials (linical data management

.he country has the distinction of providing $uality healthcare at affordable prices

T#, 20 /e%&in(&i#n% #1 In/i(n P6(r$( ,r#/3'&% /3rin2 200!-0"

S8 N#8 * 2 3 4 5 6 ! " *0 ** *2 *3 *4 *5 *6 * *! *" 20 I$,#r&in2 '#3n&r9 USA R3%%i( 5er$(n9 A3%&ri( U: S#3&6 A1ri'( C(n(/( ;r(.iNi2eri( U)r(ine I%r(eNe&6er-(n/% S,(in T3r)e9 C6in( :en9( <ie&n($ ;e-2i3$ I&(-9 Me+i'# 200!-0" 01i23re in R% Cr#re4 *0382 *5*"820 *44*8! *4* 8*5 *23380" **268 5 *0"0843 *0*!8!" *00*8 4 6! 822 6!6822 66"8"! 620802 6*4820 56*853 5438!6 536862 5208"0 5 8!5 50*854

Resear!h an& De'e"o(men)

"n no other "ndustry segment innovative 8CD is as critical as in Pharma industry Bere, the ?ew Drug Discovery 8esearch +?DD8, has to 2eep pace with the

emerging pattern of diseases as well as responses in managing existing diseases where target organisms are becoming resistant to existing drugs .he ?DD8 is also an expensive activity "t is encouraging to observe that at least 10 "ndian companies are into new drug discovery in the areas of infections, metabolic disorders li2e diabetes, inflammation, respiratory, obesity C cancer )ost of these companies have increased their 8CD spending to over -3 of their respective sales turnovers .here is notable success from some "ndian companies in out licensing new molecules in the asthma and diabetes segments to foreign companies "ntroduction of Product Patent for Pharmaceuticals is an important feature for "ndian Pharma 8CD scenario .his has boosted the confidence of )?( Pharma companies in "ndia where a number of western Pharma companies have already 8CD collaborations with "ndian Pharma companies in the field of ?DD8 !ome "ndian companies have also got /!;D# approvals for their new molecules as "nnovative ?ew Drugs +l?D, :estern Pharma companies have recogni@ed the attractiveness of "ndia as a 8CD outsourcing destination due to low cost scientific manpower, excellent infrastructure, top $uality with capability to conduct modern research under 5=P, 5(P guidelines )any of them have set up independent 8CD centres in "ndia (linical .rials to establish safety and efficacy of drugs constitute nearly &03 of 8CD costs (onsidering the low cost of 8esearch and Development in "ndia, several )?( Pharma companies as well as global (linical 8esearch Hrgani@ations are increasingly ma2ing "ndia a clinical research hub "n conclusion new drug discovery in "ndia has made a promising start wherein at least five to six potential candidates in the areas of )alaria, Hbesity, (ancer, Diabetes and "nfections are li2ely to reach Phase "" clinical trials

Con)ra!) Manu*a!)uring
)any global pharmaceutical ma<ors are loo2ing to outsource manufacturing from "ndian companies, which en<oy much lower costs +both capital and recurring, than

their western counterparts )any "ndian companies have made their plants c5)P compliant and "ndia is also having the largest number of /!;D#-approved plants outside /!# "ndian companies are proving to be better at developing #ctive Pharmaceutical "ngredients +#P"s, than their competitors from target mar2ets and that too with noninfringing processes "ndian drugs are either entering in to strategic alliances with large generic companies in the world of off-patent molecules or entering in to contract manufacturing agreements with innovator companies for supplying complex under-patent molecules !ome of the companies li2e Dishman Pharma, Divis =abs and )atrix =abs have been underta2ing contract <obs for )?(s in the /! and *urope *ven !hasun (hemicals, !trides #rcolabs, Fubilant Hrganosys, Hrchid Pharmaceuticals and many other large "ndian companies started underta2ing contract manufacturing of #P"s as part of their additional revenue stream .op )?(s li2e Pfi@er, )erc2, 5!D, !anofi #ventis, ?ovartis, .eva etc are largely depending on "ndian companies for many of their #P"s and intermediates

Ma+or Pharma!eu)i!a" Pu,"i! Se!)or Un&er)a-ings

"ndian Drugs C Pharmaceuticals =imited +"DP=,

Bindustan #ntibiotics =imited +B#=, 9engal (hemicals C Pharmaceuticals =imited +9(P=, 8a<asthan Drugs and Pharmaceuticals =td +8DP=, Darnata2a #ntibiotics C Pharmaceuticals =td +D#P=,

Ma+or Pharma!eu)i!a"s In&us)ries in In&ia

#urobindo Pharma =td #ventis Pharma =td (adila Pharmaceuticals =td (ipla =td Dabur Pharma =td Dey7s )edical !tores )fg =td Dr 8eddy7s =aboratories =td *lder Pharmaceuticals =td 5lenmar2 Pharmaceuticals =td 5laxo !mithDline Pharmaceuticals =td =upin =td )erc2 =td, "ndia Piramal Bealth (are ?ovartis "ndia Pfi@er =td 8anbaxy =aboratories =td :oc2hardt =imited

:yeth =aboratories =td

POLICY = ;UD5ET 200"-20*0

.he industry is undergoing consolidation due to recent legislation and policy updates6 I )anufacturing units should adhere to good manufacturing practices +5)P, outlined in !chedule ) of the Drugs and (osmetics #ct I )anufacturing units are re$uired to comply with the :BH and international standards of production .he ?ational Pharmaceutical Pricing #uthority +?PP#, is responsible for fixing and controlling the prices of &4 bul2 drugs and formulations under the *ssential (ommodities #ct

Drug regu"a)or. en'ironmen) in In&ia in )ransi)ion

E+i%&in2 /r32 re23-(&#r9 %9%&e$ "ndia has a bifurcated drug regulatory system Jregulatory functions are divided between the (entre and state authorities *xisting infrastructure at the (entre and in states is inade$uate to perform the assigned functions of drug administration with efficiency and speed, though there is a renewed focus on the same Pr#,#%e/ new %9%&e$ .he (entral (abinet approved the formation of the (entral Drug #uthority +(D#, in Fanuary 200&

.he proposed organisational structure of the (D# is to be analogous to the /!;D#

"t will be a strong, well-e$uipped, empowered, independent and professionally managed body

"t is expected to facilitate up gradation of the national drugs regulator, uniformity of licensing, and enforcement and improvement in drug regulations

.he efficiency and efficacy of drug administration is expected to be much higher after this transition

CDA In/i(>% new /r32 re23-(&#r

/UD%ET MEASURES 0 POLICY CHAN%ES

9udget 2009I2010 reduced the customs duty from 10 per cent to - per cent on imports of select life saving drugs and their bul2 drugs for treating ailments such as breast cancer, hepatitis, rheumatic arthritis, etc (ustoms duty has been reduced from & - per cent to - per cent on two specified life saving devices used in the treatment of heart conditions .hese devices are now fully exempt from excise duty and countervailing duty +(KD, also

.he D(5" has made the registration of all clinical trials compulsory for trials initiated after Fune 1-, 2009 *arlier, the registration of clinical trials by various institutions and companies was voluntary

.he D(5" has withdrawn the powers given to state-level regulators to issue (ertificate of Pharmaceutical Product +(oPP,

.he D(5" has discontinued issuance of the :BH-5)P certificate for both pharmaceutical products and plant audits

CHAN%IN% TRENDS
?OCUS O? INDIAN COMPANIES SHI?TIN5 ?ROM US

:EY PLAYERS =eading players by annual sales

:EY OPPORTUNITIES
"ndian drug discovery and development outsourcing mar2et is pro<ected to grow at a rate of -0 per cent to reach /!0 900 million in 2009 9io informatics companies that offer research-enabling software technologies are also emerging as a valuable segment

CLINICAL RESEARCH 1 Le'eraging In&ia2s a&'an)age

.he clinical trials mar2et in "ndia is currently si@ed at approximately /!0 2-0 million to /!0 2&- million and is expected to grow at a robust (#58 of %0 per cent over the next few years, at almost double the global average

CONTRACT MANUFACTURIN% (CM# .he "ndian pharmaceutical manufacturing outsourcing mar2et is valued at /!0 1 1 billion and the segment is growing at thrice the global mar2et rate "ndiaLs share of the outsourcing mar2et is estimated to increase from 2 ' per cent in 200& to - - per cent in 2010 #P"s Gintermediate outsourcing is more prevalent in "ndia than formulation outsourcingM around 14 per cent of total outsourcing is in the area of #P"sGintermediates .he mar2et is estimated to increase to /!0 1 billion by 2010 9y 2010, the demand for contract manufacturing of formulations is li2ely to be around /!0 210 million to /!0 %00 million #P"s and intermediate demand is li2ely to be in the range of /!0 100 million to /!0 &00 million by 2010

RURAL MAR$ET OPPORTUNITIES

1- per cent of the population resides in rural areas with limited or absolutely no access to medicines and other healthcare facilities

:ith a growth rate of %9 per cent in 2001, the rural mar2et has outstripped the growth in the urban region across most of the therapeutic categories in both value and volume terms

5eneral physician-driven segments such as anti-infectives, analgesics, etc , have registered high growth compared to specialist-driven segments such as (?!

?on-communicable diseases such as cancer, blindness, mental illness, hypertension, diabetes, B"KG#"D!, accidents and in<uries are also on the rise

COMPANY PRO?ILE
;ounder 8egistered office Date of commencement /OARD OF DIRECTORS 6 Dr Desh 9andhu 5upta 6 !antacru@ +*ast,, )umbai 6 191'

1 Dr Desh 9andhu 5upta +(hairman, 2 Dr Damal D !harma +)anaging Director, % )rs ) D 5upta +*xecutive Director, 4 )r ?ilesh 5upta +*xecutive Director, - )r D D (ontractor 1 )r )arc Desaedeleer & )s Kinita 5upta ' Dr D / )ada 9 )r !unil ?air 10 )r 8 # !hah LO5O O? LUPIN LIMITED

HISTORY 0 MILESTONES
Ye(r Mi-e%&#ne%

200" 200!

200

2006

2005 2004 2003

2002

200*

2000 *""" *""

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CORPORATE O3ER3IE4

Bead$uartered in )umbai, "ndia, =upin =imited today is an innovation led transnational pharmaceutical company producing a wide range of $uality, affordable generic and branded formulations and #P"s for the developed and developing mar2ets of the world Dr Desh 9andhu 5uptaNs vision and dream to fight life threatening infectious diseases and manufacture drugs of highest national priority led to the formation of =upin in the year 191' Bis Kision, his inimitable commitment and verve have steered =upin to achieving the distinction of becoming one of the fastest growing 5eneric players globally =upin first gained recognition when it became one of the worldNs largest manufacturers of .uberculosis drugs Hver the years, the (ompany has moved up the value chain and has not only mastered the business of intermediates and #P"s, but has also leveraged its strengths to build a formidable formulations business globally .he year 200'-09 was yet another year with impressive growth of %23 in revenue and -03 +excluding "P income, in profits Hver the last - years, the (ompany has recorded a (#58 of %13 and -%3 in sales and net profits respectively

.he (ompany today has significant mar2et share in 2ey mar2ets in the (ardiovascular +prils and statins,, Diabetology, #sthma, Pediatrics, (?!, 5", #nti"nfectives and ?!#"Ds therapy segments, not to mention global leadership positions in the #nti-.9 and (ephalosporins segments .he (ompanyNs 8CD endeavours have resulted in significant progress in its ?(* program .he (ompanyNs foray into #dvanced Drug Delivery !ystems has resulted in the development of platform technologies that are being used to develop value-added generic pharmaceuticals

Hur Drugs and products reach over &0 countries in the world .oday, =upin has the uni$ue distinction of being the fastest growing top 10 5enerics players in the two largest pharmaceutical mar2ets of the world I .he / ! +ran2ed 9th by prescriptions C growing at 92 3, and Fapan +ran2ed &th and growing at 2%3, .he company is also the fastest growing, top - pharmaceutical players in "ndia +H85 ")! - )arch 2009, and the fastest growing 5eneric player in !outh #frica +ran2ed 1 th and growing at over %0 3 annually - ")! )arch 2009, =upinNs world class manufacturing facilities, spread across "ndia and Fapan, have played a critical role in enabling the (ompany reali@e its global aspirations 9enchmar2ed to "nternational standards, these facilities are approved by international regulatory agencies li2e /! ;D#, /D )B8#, FapanNs )B=:, .5# #ustralia, :BH, and )(( !outh #frica

3ISION

MISSION
=upin Pharmaceuticals, "nc is committed to bringing innovative products for the healthcare professional to improve the health and well being of individuals by capitali@ing on the strength 6

!cientific expertise to develop new and improved products and product line extensionsM )anufacturing technology, expertise and infrastructureM ;inancial resources

3ALUES

OBAe'&ive%

.o develop proper social, cultural, scientific and spiritual attitudes amidst the rural community

.o instil in villagers, especially women, children, youth and older people an urge, and 2eenness to wor2 for their own development

.o develop an attitude towards living a healthy life and ta2ing concrete steps in that direction

E'#n#$i'

.o help create more <ob opportunities particularly for unemployed youth and women .o strengthen primary occupations li2e agriculture and animal husbandry through higher output and value addition

.o strengthen secondary occupations such as cottage industry, handicrafts and service sector through $uality enhancement and wider mar2et acceptability

In1r(%&r3'&3re

.o create basic infrastructure facilities for the community such asM Provision for drin2ing water 9uilding internal roads 9asic !anitation ;ormal *ducation (ommunity centres *lectrification .raining cum production centres etc

KUALITY POLICY
.he (ompany shall establish and maintain high standards of $uality for its products manufactured at various sites, including those at contract manufacturing sites, meeting c5)P and c5=P norms Products shall be manufactured and mar2eted meeting all $uality parameters related to identity, purity, safety and efficacy through well-defined $uality assurance and validated systems .he (ompany shall comply with current national and international regulations as applicable and continuously strive for achieving stringent global standards )a<or thrust shall be given on $uality up gradation and product integrity on continuous basis to achieve higher level of customer satisfaction (ontinuous training shall be given to the employees in the organi@ation to enhance their s2ills in performing their assigned tas2s

?INANCIAL POSITION O? LUPIN LIMITED

2009-10 revenues of 8s 4'&0' million, growing at 2-3 C ?et Profit at 8s 1'11 million, growing at %13 /! ;ormulation revenues contribute over -03 I ?o 1 Position in ' products out of 22 products mar2eted I #mongst .op % mar2et share in most of other products I Hne of the fastest growing generic players in the /! by prescriptions and the -th largest in terms of total prescription base 5rowth in the "ndian Domestic )ar2et at 2-3 :ide 9usiness Portfolio encompassing I "ntermediates I Drug !ubstances +#P"Ns, I Drug Products +;inished Dosages, I ?ovel Drug Delivery !ystems I Drug Discovery I 9iotech I Hver 10,2-0 employees worldwide #mongst the .op - pharmaceutical companies in "ndia

!trong 8CD and )anufacturing capabilities 5lobal leaders in (ephalosporin, #nti-.9 Products, Prils and !tatins =isted in all ma<or "ndian stoc2 exchanges

LUPIN ;USINESS

*xport business increasing over the last - years ;rom -13 "? ;A 0- to 1-3 in (A Kalue adding ;ormulations ;rom 4-3 in ;A 0- to '23 in (A

TURNO<ER

API% (n/ In&er$e/i(&e% 5-#B(- P#%i&i#n

O #mongst leading global supplier of intermediates and #P"s O )anufacturing facilities are built to global scale and standards O (ompetitive advantage built through cost, $uality, compliance and reliability of supply OR5ANO5RAM O? LUPIN LIMITEDE CAMMU

LUPIN JAMMU MANUFACTURING

O =upin Fammu is a world class facility, manufacturing following formulations6 o .ablets o (apsules o Dry Powder "nhalers o )etered Dose "nhalers o Dry !yrup

INTRODUCTION TO THE TOPIC

Tr(inin2 Pr#2r($% 1#r &6e P6(r$( In/3%&r9 Pharmaceutical "ndustry is one of the fast-growing industries with a turnover of approx 8upees .hirty thousand crores considering both ethical C institutional sales "t is also one of the most competitive fields with the players constantly under pressure to

Develop newer products, and )ar2et them successfully in shortest time possible

Hn the other hand, it is plagued by a very high attrition rate with the (ompanies having to invest a lot in recruiting C training of employees .he problem is further compounded by the relative lac2 of facilities in the formal educational system to impart training to the potential employees in the areas such as (linical 8esearch and Pharmaceutical !alesmanship S(-e%$(n%6i, in P6(r$( In/3%&r9 2ener(&in2 &6e reven3e .he )ar2eting C !ales function in Pharma "ndustry is different from that in consumer goods or industrial products segment .he emphasis is on Lpersonal sellingN as other

methods li2e advertising, publicity and sales promotion activities have a relatively limited role to play .here are various reasons for this, such as6

Drugs C (osmetics #ct prohibits advertising of pharmaceutical products in mass media, (ustomer base +)edical practitioners, stoc2ists C retailers, is relatively small but spread over a large geographical area, (omplex nature of products re$uires optimum customer fit for products, Past experience of communicating with customers through courier agencies delivering samples and literature has neither been successful nor cost-effective, and (ompetitorsN activities almost always involve salespersons

Personal selling, although expensive, is often indispensable due to increasing business competition and increasing sophistication of both customers as well as products in the Pharma industry "n a highly competitive mar2et, such as pharmaceutical industry, where many companies offer identical or similar +Lme-tooN, products, it is often the person behind the product who ma2es the differenceP
.op

P-(nnin2 &6e &r(inin2 ,r#2r($ .he most effective learning ta2es place when the new salesperson6

Perceives a need to learn a particular s2ill, or perceives some form of personal reward for doing so (an practice and apply the new 2nowledge in a setting similar to the actual sales environment (an receive supervision, support, and reinforcement from someone respected for having sufficient expertise in that s2ill to assist in the learning process

A&&i&3/e% (n/ ;e6(vi#3r #1 Tr(/i&i#n(- S&3/en&% ver%3% Le(rner% !tudents in a regular college set-up display the following traits6

!tudy to pass exams Passively accept and memori@e ideas from others (omplete assignments to fulfill teacherNs di2tats or syllabi re$uirements !ee course as means to getting a degree 5oal6 5ood grades

Hn the other hand, learners in a training program organi@ed by a professional (ompany6

"nternali@e concepts to be successful #re aware of their roles /se assignments to practice and improve s2ills !ee course as opportunity to enhance success 5oal6 mastering Dnowledge C !2ills to succeed in the chosen field

#ssignments

"nternet mar2eting advertising

!uccessful *ntrepreneurs

"nternet advertising agency

"t is essential to remember that the training program is not a theoretical classroom activity but has LappliedN importance both for the trainees as well as the (ompany .he 2nowledge and s2ills imparted in the training program must translate into profitable sales turnover for the (ompany and as a result the salesperson should be able to rise higher in his G her career

D69 &r(in S(-e%,er%#n% in P6(r$( In/3%&r9L !ome of the 2ey reasons to impart training to new salespersons getting inducted in the (ompany include

Decreased turnover of people "ncrease in sales revenue *nhanced long Iterm favorable and personal relationships with customers Decreased costs 9etter )orale "mproved time and territory efficiency Hbtain feedbac2 from salespeople

.raining programs should include the best possible techni$ues for imparting 2nowledge, s2ills, and correct attitudes to salespeople .he most important aspects to be considered here are I M M#&iv(&i#n .he program should stimulate the trainees to perform to their best ability and achieve personal and organi@ational goals

M P3r,#%e 9oth the trainer and the trainee must 2now the purpose of the training program M Rein1#r'e$en& People learn best when they are positively and $uic2ly reinforced M P(r&i'i,(&i#n 5et the group involved in the learning activities and ma2e it a two-way process M Pr('&i'e Difficult and new routines become easier with practice M Or2(ni.in2 1#r -e(rnin2 9y organi@ing the learning process into a logical se$uence, each successive learning experience can be built on preceding experiences .he new recruit then should be able to integrate those experiences into a meaningful pattern of 2nowledge, s2ills and attitudes to perform in the field and generate sales revenue
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Deve-#,in2 &6e C#n&en& #1 ( &r(inin2 ,r#2r($ # well-planned training program should provide the following content for learning M Pr#/3'& )n#w-e/2e I .he salesperson should become familiar with the features of (ompany products I BeGshe should be able to explain the product benefits to the customers I .he salesperson should have a complete 2nowledge of competitor products M C#$,(n9 )n#w-e/2e I :hat does the company doQ I :hat is the companyNs organi@ation structureQ I :ho is responsible for whatQ I :hat are the companyNs proceduresQ I :hat does the company stand forQ M M(r)e& )n#w-e/2e I :hat are the general business conditionsQ I :ho are the competitors and how do they operateQ I :ho are the customers and what are their needsQ I :hat is the customerNs buying processQ M Se--in2 ('&ivi&ie% I 5ather relevant information about Prospect I #pproach the prospect I Develop a sales presentation I #nticipate and answer ob<ections

I (lose the sale I )aintain continuing good relations M N#n-%e--in2 ('&ivi&ie% I (ustomer service- Rthose activities that enhance or facilitate the sale and use of oneNs product and serviceS I !toc2ing shelves, planning promotions, processing orders, delivering, handling complaints I 5enerating sales in$uiries I Paperwor2, including periodic reports
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D6# &r(in% (n/ w6ereL .he training activity in a Pharma (ompany has undergone tremendous change over the last couple of decades .raditionally, the training was the responsibility of inhouse experts and typically this approach included the following

.he training was often centrali@ed at the BT !ales specialists prepared the materials and conducted the classroom training as well as on-the-<ob training

Bowever, this has its own disadvantages

Hften the staff experts lac2 experience in realistic field-selling situations )ay cost small firms too much money

O3&%i/e S,e'i(-i%&% ?owadays, there is a growing trend of out-sourcing the training activity to outside experts who often have greater experience and expertise in the area Hutside consultants may be entirely responsible for the training programs or brought to conduct specific sessions /sually, these experts tailor their training inputs to match the specific needs of the (ompany or the industry Bowever, an outside specialist may be unfamiliar with a companyNs sales and mar2eting situation )any companies place new sales personnel into the field after only a brief orientation "n this case the salesperson is expected to struggle and learn for himself ;ene1i&% #1 &6i% (,,r#('6 in'-3/e

Hnly those who stay with the company will undergo the more expensive training program at a later date .he salesperson will have a better understanding and frame of reference for the material taught in the training sessions

Bowever, waiting to train a salesperson has disadvantages li2e putting the relationship with customers at ris2 and adversely affecting the sales revenue Due to these ris2s, most companies provide enough initial training or orientation so that a salesperson can function at some minimum level in the field #dvance training is then added at a later time

O/5ECTI3ES OF THE STUDY

.he present study on R A

Study training & development program in

Pharmaceutical Sector S was underta2en with the following ob<ectives6

O .o find whether the existing training program in the organi@ation exactly measures the employeeNs performance O .o find whether the feedbac2 from the appraisal system assists in the employeeNs training and development O .o determine the gaps in the existing system O .o determine what type of appraisal did the employeeNs really loo2ing for O .o find if there is any opportunities provided for the employees to improve their performance

SCOPE OF THE STUDY

.he scope of the pro<ect is fully dependent upon the ob<ectives of the pro<ect O .his study can be helpful to the company for conducting any further research O .he study is also helpful in finding out the respondentNs opinion towards certain attributes O "t is also helpful in finding out the reach and effectiveness of the performance appraisal system O .his study also serves as a base for understanding the perception about the employees regarding their performance appraisal O :ith the results of the study the company can improve their standards of their appraisal system

LIMITATIONS OF THE STUDY

.ime and resource were the ma<or constraints during the execution of the pro<ect

.herefore only a limited number of employees were included in the pro<ect O !ome of the respondents were too busy with tier wor2 and not even ready to spare time to fill up the $uestionnaire O .here were many respondents who hesitated to answer the $uestionnaire O .he human behaviour is dynamic and hence the results may not hold good for a long time O .he results of the survey are totally dependent on the accuracy and authenticity of the information provided by the respondents

METHODOLO5Y
INTRODUCTION
8esearch is a scientific and systematic search for pertinent information on a specific topic 8esearch is an art of scientific investigation #ccording to (lifford :oody, R8esearch comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organi@ing and evaluating data, ma2ing deductions and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesisS

RESEARCH DESI%N
8esearch design aids the researcher in the allocation of limited resources by posing crucial choices in methodology 8esearch design is the plan and structure of investigation so conceived as to obtain answers to research $uestions .he plan is the over all scheme or program of the research "t includes an outline of what the investigator will do from writing hypothesis and their operational implications to the final analysis of data

DESCRIPTI3E RESEARCH DESI%N

.he design for this study is descriptive research design .his design was chosen as it describes accurately the characteristics of a particular system as well as the views held by individuals about the system .he views and opinions of employees about the system help to study the suitability of the system as well as the constraints that might restrict its effectiveness

SAMPLIN% TECHNI6UES
.he sampling techni$ue adopted for the purpose of the study is convenience sampling #s the name implies a convenience sample means selecting particular units of the universe to constitute a sample

SAMPLE SI7E
.he sample si@e of the study is -0 .his sample is considered as representative

DATA COLLECTION
PRIMARY SOURCEH .he primary source of data is through Tuestionnaire SECONDARY SOURCEH .he secondary source of information is based on the various details retrieved from Fournals, :ebsites and )aga@ines .he data for this study has been collected through primary sources Primary data for this study was collected with the help of Tuestionnaires

TOOLS OF THE STUDY

.ool used for data collection6 .he tool used for collecting the data is through the $uestionnaire

T6e $(in re(%#n 1#r %e-e'&in2 &6e @3e%&i#nn(ire $e&6#/ 1#r &6e %&3/9 i%H U 8espondents have ade$uate time to give well thought out answers U .he time of the study was also a limiting factor U ;ive pointer scales were used through the Tuestionnaire !tatistical tools used !tatistical tools li2e .abulation, 5raphic 8epresentations and percentage analysis are used in the compilation and computation of data

ANALYSIS = INTERPRETATION

ANALYSIS O? THE DATA

TA;LE * S6#win2 Se+ #1 &6e re%,#n/en&%
No. of Respondents Percentag e 40 80 10 20

Gender MALE FEMAL E

In1eren'e

;rom the above table it is inferred that out of -0 respondents '03 of

them are males and 203 of the respondents are females .

TA;LE 2 S6#win2 (2e 2r#3, #1 &6e re%,#n/en&%

Age group 19-2 24-28 29- 4 4- 8 A"o#e 8 $ota% No. of Respondent 9 20 18 1 2 &0 Percentag e 18 40 ! 2 4 100

In1eren'e .he above table shows that 403 of the employees are between the age group 24-2', %13 of the respondents fall under the age group of 29-%4, 1'3 of the respondents are 19-2% and only 23 fall under %4-%' and 43 are above %'

TA;LE 3 S6#win2 1re@3en'9 #1 '#n1-i'&% (1&er (,,r(i%(Fre'uenc( of conf%)cts Fre'uent%( *ften +o,et),es Ne#er No. of respondents 2 1& 2 10 &0 Percentag e 4 0 4! 20 100

In1eren'e .he above table shows that 413 of the respondents feel that conflicts arise sometimes after the appraisal is made, %03 feel that often conflicts arise, 203 feel there are no conflicts ever and only 43 feel that there are fre$uent conflicts after the appraisal.

TA;LE 4 S6#win2 &6e ,re1eren'e #1 &6e (,,r(i%(Preference of appra)sa% -o%%eagues +u"ord)nates +uper)ors A%% t/e a"o#e No. of respondent 14 . 10 19 &0 Percentag e 28 14 20 8 100

In1eren'e .he above table shows that %'3 of the respondents prefer appraisal to be done by all the above, 2'3 prefer colleagues appraisal, 203 prefer superior appraisal and only 143 prefer appraisal to be done by subordinates

TA;LE 5 S6#win2 &6e B(%i% #1 &6e ,er1#r$(n'e (,,r(i%(No. of respondent Percentag e ! 8 1! 9 .8 &0 100

0as)s of appra)sa% 1ua%)t( $arget 0ot/

In1eren'e .he above table shows that &'3 of the respondents prefer $uality and targets both as the basis of performance appraisal, 113 prefer targets as the basis and only 13 prefer only $uality as the basis for performance appraisal

TA;LE 6 S6#win2 &6e 1re@3en'9 #1 &6e (,,r(i%(- %9%&e$

Fre'uenc( of appra)sa% Mont/%( 2a%f 3ear%( Annua% No. of respondents 8 2! 1! &0 Percentag e 1! &2 2 100

In1eren'e .he above table shows that -23 of the respondents prefer half yearly appraisal, %23 of the respondents prefer annual appraisal and only 113 prefer monthly appraisal

?INDIN5S
'03 of the respondents were male )a<ority of the respondents +403, are between the age of 24-2' and the low level +23, was between the age of %4-%' %'3 of the respondents prefer supervisors, colleagues and subordinates for their appraisal and the low level 143 prefer subordinates for their appraisal

 &'3 of the respondents prefer both the $uality and target for their basis of performance appraisal and low level 13 prefer $uality for their basis of performance appraisal -23 of the respondents prefer the fre$uency of appraisal as half yearly and the low level 113 prefer monthly '13 of the respondents prefer that performance appraisal should be based on all +personality traits, behaviour and results, and the low level 13 prefer behavior traits '%3 of the respondents feel that the performance appraisal changes their attitude or behavior -13 of the respondents are agree with discussion at the time of appraisal and the low level 23 were disagree 113 of the respondents are agree with feedbac2 given at the time of appraisal and the low level 23 were strongly disagree 4'3 of the respondents are agree with evaluation of the strength and wea2nesses at the time of appraisal and the low level 23 were strongly disagree 4'3 of the respondents are agree with identification of s2ill gaps and the low level 23 were strongly disagree with this -'3 of the respondents agree on effective training after appraisal review and the low level 43 were strongly disagree 103 of the respondents are agree with the development of the individuals and the low level 23 were disagree -43 of the respondents are agree with the promotional aspects through appraisal and the low level 13 were disagree

SU55ESTIONS

Sugges)ions ,. em("o.ees Fob rotation should be there .raining should be provided for the allocated <obs and to enhance the performance Balf yearly review of the targets should be done to find out the gaps in s2ills %10V appraisal system should be adopted .raining on !#P should be given properly .ransparency in the appraisal system should be maintained and feed bac2 given by the employees should be paid due attention and convincing replies should be given when re$uired )ar2et correction should be considered while appraisal system

Sugges)ions ,. )he resear!her .he company should conduct effective training after the performance appraisal for their employees to improve their performance .he appraiser should 2eep on contact with the employees and motivate them for their growth and also to achieve the organi@ational goals
Hnce an employee is evaluated, heGshe has to be informed about their

strength and wea2nesses #n employee should aware of the above, heGshe will improve their strengths and wea2nesses and also it helps to increase the productivity of the organisation

QUESTIONNAIRE

1. Are there any job targets established before the performance appraisal? Frequently Often Sometimes e!er.

". #oes there any conflicts arise after the performance appraisal is made? Frequently Often Sometimes e!er.

$. %hose appraisal do you prefer? a& 'olleagues b& Subordinates

c& Superiors

d& All the abo!e

(. )erformance appraisal should be made on your a& *uality b&+arget -. +he frequency of the appraisal should be a& .onthly b& /alf 0early

c& ,oth

c&

Annual

1. Appraiser appraises your performance based on a& )ersonality traits b& ,eha!ior c& 2esults

d& All the abo!e

3. 4n your !ie56 performance appraisal should be based on 5hich of the follo5ing a& )ersonality traits b& ,eha!ior c 2esults d& All the abo!e 7. #oes the performance appraisal re!ie5 change your attitude8beha!ior? a& 0es b o 9. #o you ha!e any ideas to recommend for your de!elopment. a& 0es b& o 4f yes6 please specify.. DEMOGRAPHICS

:ender;

a& .ale

b& Female

Age :roup; a& 19<"$ e& Abo!e $7 #esignation;

b& "(<"7

c& "9<$(

d& $(<$7

;I;LIO5RAPHY

1 www ibef org

2. www in 2pmg com . www lupinworld com

4 =upin manual on performance management system

&. www wi2ipedia org

CERTIFICATE
The project report titled A Study training & development Prepared program in Pharmaceutical Sector "

by Pooja Gupta , under the guidance and

supervision of Mr. Gourav Jain (Lecturer OF M.B.A. Deptt., I.M.E. COLLEGE SAGA ! for the partial a!ter o" #u!ine!!

fulfillment of the degree of

Admini!tration is satisfactory in respect of :-

Signature o" $%&%'%

)))))))))))))))))))))))))

Signature o" Supervi!or

))))))))))))))))))))))))

Signature o" E*aminer

)))))))))))))))))))))))))

'EC+ARATI&, #- CA,'I'ATE

I declare that the project report on A Study training & development program in Pharmaceutical Sector " is my own wor ! conduct under the supervision of Mr. Gourav Jain (Lecturer OF M.B.A. Deptt., I.M.E. COLLEGE SAGA ! Affiliated to "r# $ari Singh %our &niversity! Sagar

#To the best of my nowledge the report does not contain any wor which has been submitted for the award of any degree! anywhere#

Signature o" the Candidate

Pooja Gupta
%#%A% .th SE %#

AC/,&0+E'GE E,TS
I wish to e'press my deep sense of gratitude to all those who generously helped in successful completion of this research wor by sharing their valuable time and nowledge# A great deal of motivation! direction and hard wor was re(uire to complete the report! but the precious guidance provided by my teachers made this job enjoyable and a nice learning e'perience# It is my proud privilege to e'press my deep sense regards to the 'r% Prame!h Gautam )$#*#"# of m+A "eptt#! S,-IT .ollege! Sagar/ affiliated "r# $ari Singh %our ,ishwavidhyalaya! Sagar for giving me opportunity to prepare a project report on the A Study training & development

program in Pharmaceutical Sector "

which I have done# I

e'press my deep sense of gratitude to Mr. Gourav Jain (Lecturer

OF M.B.A. Deptt., I.M.E. COLLEGE

this study#

SAGA !

for his

constant encouragement! guidance and his valuable suggestion to under ta e

I am also grateful to my faculty members! customers! friends and family members for their outstanding support and guidance#

Poo"a Gupta
M. B. A. 4 th sem 8

PREFACE
The project report has an objective to get the 0+A student familiar with real life business situation and gives an opportunity to the student of understand the theoretical concepts of mar eting and finance in practical way# In today1s world 2.onsumer is the 3ing4 consumer test and preference go alone way in the actual sales of the product# 5very research wor has to deal with various people in concern organi6ation and each of them have their own opinion and thin ing about various topics# The main aim of the survey report was to determine A Study

training & development program in Pharmaceutical Sector " . I tried my best to e'press the report through satisfactional
representation! graphs! pie diagrams etc# and it helped me to enhance my nowledge I am e'tremely happy to place before our esteemed teachers#